Professional Documents
Culture Documents
March 3, 2011
TABLE OF CONTENTS
Page
1. INTRODUCTION AND EXECUTIVE SUMMARY ...................................................... 1
2. SUMMARY OF ORGANIZATIONAL STRUCTURE CHANGES AND .................... 20
OPERATIONAL PRACTICES BY DEPARTMENT / FUNCTION
Administrative / Support Services
Board of County Commissioners (BOC) ............................................................. 21
County Managers Office (CMO) ........................................................................ 25
Budget & Financial Planning (BFP) .................................................................... 23
Auditor (AUD) ..................................................................................................... 28
Human Resources (HRD) ................................................................................... 49
Information Technology Systems (ITS) .............................................................. 32
Oracle (OSC) ...................................................................................................... 32
Legal (LGL)......................................................................................................... 30
Switchboard Operations ..................................................................................... 51
Infrastructure
Automated Information Mapping System (AIMS)................................................ 32
Infrastructure and Public Works (PWK) .............................................................. 34
Transportation (TRN) .......................................................................................... 38
Public Safety, Judicial & Emergency Services
Emergency Management and Homeland Security (EMM) .................................. 41
Justice Information Management System (JIMS) ............................................... 32
Health & Human Services
Environmental (ENV) .......................................................................................... 36
Human Services (HS) ......................................................................................... 39
Culture & Recreation
Library (LIB) ........................................................................................................ 45
Museums (MUS)................................................................................................. 43
Park & Recreation (PRK) .................................................................................... 47
Other Operational Process Changes Identified................................................... 53
Page i
Page ii
Page iii
Page iv
1.
The first section explores some of the reasons why this study was
conducted.
1.
SCOPE OF SERVICES.
The overarching guidelines and goals were utilized by the project team in
evaluating alternatives for organizational and / or process changes identified
during the study.
In addition to these specific areas of review, the project team was asked to
review the organization from the perspective of best practices and what would
best serve Johnson Countys needs into the future, without regard to specific
statutory, historical, or charter restrictions. While the project team was asked to
Matrix Consulting Group
Page 1
Direct Oversight
Elected Positions
2.
Comments
Appt. by BoCC
Appt. by BoCC
Appt. by BoCC
Appt. by KS Secretary of State
Board appointed by BoCC
Board appointed by BoCC
Board appointed by BoCC
Board appointed by BoCC
Board appointed by BoCC
Initial interviews were conducted with the County Manager and key
department directors to identify issues, service delivery objectives, and
understand existing organizational structure.
Interviews were then conducted with all of the countys department heads and
selected other managers. The purposes of these interviews were to document
the following:
-
Page 2
Page 3
Page 4
The public sector is moving toward organizations and systems that are
characterized by the elements presented below:
Page 5
Page 6
Page 7
Priority (High,
Medium, Low)
Timeframe
Estimated Cost /
(Savings)
High
2011
N/A
High
2012
($50,000)
Page 8
Recommendation / Alternative
Budget and Financial Planning
should be organizationally located
as a division of the CMO and
remain one of the few functions
directly reporting to the County
Manager.
Priority (High,
Medium, Low)
Timeframe
Estimated Cost /
(Savings)
Medium
2012
N/A
Medium
2012
N/A
Medium
2011
N/A
Low
$200,000
High
2012
N/A
Medium
2013
N/A
High
2012
Page 9
Recommendation / Alternative
The ITS, AIMS and Oracle Support
Center entities should be
consolidated into a single
informational services department.
Priority (High,
Medium, Low)
Timeframe
Estimated Cost /
(Savings)
High
2011 (begin)
N/A (Costs
covered through
existing salary
allocations.)
2012 2013
($400,000)
annually
2014 - 2016
($1,500,000)
annually
2011 (start)
N/A
2012
Costs uncertain
and to be
determined based
upon program
developed by the
county.
High
There will be
start-up costs
(technology and
personnel).
Page 10
Recommendation / Alternative
Environmental Department should
remain as currently structured at
this time if the county desires to
maintain high level of focus on this
effort.
Priority (High,
Medium, Low)
Timeframe
Estimated Cost /
(Savings)
Current
N/A
N/A
N/A
2013
($150,000)
Medium
2012
N/A
Medium
2013 2015
Unknown at this
time.
Medium
2013
($45,000)
Museums should be
organizationally placed in either the
Library (recommended) or Park and
Recreation Department (viable
alternative) operation to share
resources and staffing to support
mission of the department.
Medium
2012
N/A
High
2012
Initial estimate of
>$300,000
annually for
personnel costs.
Page 11
Recommendation / Alternative
Several changes to the operation of
the Park and Recreation
Department should be pursued.
Initially, greater internal
administrative support should be
provided by the county in the
following areas:
Priority (High,
Medium, Low)
High
Timeframe
2011 (start)
Estimated Cost /
(Savings)
There is potential
for significant cost
reductions by
transferring HR,
Financial and IT
services to
county.
Initial estimate of:
>$250,000
annually for
personnel costs.
Medium
2012 or after
(depending on
charter
limitations)
Additional
savings will be
achieved from
technology
reductions /
elimination of
duplication (i.e.,
financial
software).
High
2011
($48,000)
annually
High
2011
N/A
Medium
2012
Medium
2012
Page 12
Recommendation / Alternative
Priority (High,
Medium, Low)
Timeframe
Increase standardization of
purchasing efforts for common
goods and items, especially
development of standards related to
computer purchases.
High
2012
High
2012
Consider implementation of
automatic payments based upon
receipting in select types of
purchases. Payments can be made
directly upon receipt of invoice
without further approvals if
purchase order properly issued and
items received in system.
Low
2013
Medium
2012
High
2013
High
2012
Estimated Cost /
(Savings)
Page 13
Recommendation / Alternative
Priority (High,
Medium, Low)
Timeframe
High
Medium
2012
Medium
2012
High
Estimated Cost /
(Savings)
2011 (part of
normalization
effort)
2011 - ongoing
In addition to the specific items outlined above, the project team reviewed
the spans of control throughout the organization to determine future opportunities
to maximize supervisory personnel. The results of this analysis are covered in
the following section.
8.
Page 14
For this reason, the following cost savings are current estimates of the
value of the change in the span of control to the organization. In most cases, the
change does not eliminate a position completely, but rather converts it from a
supervisory position to a worker position. The cost savings are the estimated
differential between a supervisory position and the worker position.
Department / Position
A. Budget and Financial Planning
Community Development
B. Facilities
Implement Administration Division to
oversee various small units.
C. Human Resources
Consolidate into two divisions.
$20,000
F. Legal Services
N/A
G. Appraiser
Real Estate Managers
Reduce 1 Admin Manager
$20,000
$20,000
H. Election Office
Combine Logistics / Operations
$10,000
I.
N/A
J.
N/A
L. Airport
N/A
$10,000
$20,000
O.
N/A
P. Wastewater
Admin Functions
$60,000
Q. Developmental Supports
$15,000
Page 15
Department / Position
R. Environmental
Environmental Health
Environmental Compliance / HazMat
$20,000
$15,000
S. Mental Health
N/A
T. Public Health
$20,000
U. Human Services
$12,500
V. Extension
N/A
W. Corrections
N/A
X. District Attorney
$10,000
Y. JIMS
N/A
N/A
AA. Med-Act
$30,000
N/A
CC. Library
$50,000
DD. Museums
N/A
$20,000
$20,000
Note: These same internal functions are also
addressed in prior recommendations for further
integration within the county service provision.
Page 16
Page 17
Page 18
Page 19
2.
Page 20
The following tables summarize the key points evaluated and considered
by the project team prior to reaching a decision point. For each area, the table
summarizes the factors evaluated, the key benefits of the change, issues or
concerns that should be noted regarding the change, and the specific
recommendation identified by the project team.
1.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Board of County Commissioners Office:
Evaluation Criteria
Key Comments
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Page 21
Evaluation Criteria
Key Comments
Recommendation:
The project team recommends that the administrative staff of the Board of
County Commissioners be reallocated to the County Managers Office for day-today reporting and oversight.
Page 22
2.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Budget and Financial Planning Department:
Evaluation Criteria
Comments
Facilitates management of
operations
No gaps or overlaps in
services
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Decision making at line level
where possible
Roles and responsibilities are
clearly defined
Distinction of roles among
staff are clear
Management systems support
structure
Page 23
Evaluation Criteria
Alignment with External Entities
/ Organizational Design
Practices:
Comments
Recommendation(s):
Page 24
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the County Managers Office:
Evaluation Criteria
Alignment with Organization
criteria such as:
Facilitates management of
operations
No gaps or overlaps in
services
Comments
Page 25
Evaluation Criteria
Comments
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Decision making at line level
where possible
Roles and responsibilities are
clearly defined
Distinction of roles among
staff are clear
Management systems support
structure
Page 26
Evaluation Criteria
Key Issues / Obstacles to
overcome and options for
addressing:
Comments
Recommendation(s):
The project team recommends that the number of direct reports to the
County Manager be reduced over time to change the focus from oversight of
day-to-day departmental operations to a more strategic focus including
intergovernmental and external stakeholder relations. This change can be
accomplished in the short-term by increasing the span of control for the current
Deputy and Assistant County Manager positions and longer term through the
implementation of a new Deputy County Manager / Assistant position.
Page 27
4.
COUNTY AUDITOR.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the County Auditors Office:
Evaluation Criteria
Comments
Facilitates management of
operations
No gaps or overlaps in
services
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Page 28
Evaluation Criteria
Key Issues / Obstacles to
overcome and options for
addressing:
Comments
Recommendation(s):
Page 29
5.
LEGAL.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Legal Department and the Office of the Chief Legal Counsel:
Evaluation Criteria
Comments
Facilitates management of
operations
No gaps or overlaps in
services
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Page 30
Evaluation Criteria
Key Issues / Obstacles to
overcome and options for
addressing:
Comments
Recommendation(s):
The project team recommends that the Legal Department and the Office
of the Chief Legal Counsel be combined into a single Law Department operation
with reporting relationship to the County Manager. This office would be
responsible for providing legal services and advice to both the County Manager
and the Board of County Commissioners.
Page 31
6.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Johnson County Technology Departments including: ITS,
Oracle, AIMS, and JIMS:
Evaluation Criteria
Comments
Facilitates management of
operations
No gaps or overlaps in
services
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Page 32
Evaluation Criteria
Comments
Recommendation(s):
Page 33
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Infrastructure and Public Works:
Evaluation Criteria
Alignment with Organization
criteria such as:
Facilitates management of
operations
No gaps or overlaps in
services
Span of control is
appropriate
Comments
Page 34
Evaluation Criteria
Alignment with External Entities
/ Organizational Design
Practices:
Recommendation(s):
Comments
A centralized fleet management operation is
predominant approach for county
governments; especially those as progressive
and well-managed as Johnson County.
Current efforts to begin centralization is placing
Fleet as a function of CMO. While the project
team can support this to kick start the effort,
long-term the operation should be placed
either in Public Works (with necessary
accountability measures to ensure they focus
on overall county operational needs) or as part
of Central Services Department.
Consolidation of all operations under single
individual and ensuring all departments /
agencies get equal service. Develop key
performance standards for service and
prioritization matrix for assigning work.
Cost to implement new approach. Allocate all
existing costs currently budgeted toward this
effort. Longer term consider implementation of
internal cost allocation for fleet services based
upon fleet size of each department.
Implement service level agreements between
Fleet Operations and independent agencies /
entities to ensure service levels are met and
establish reasonable expectations.
Consistent and standard preventive
maintenance program.
Standardized fleet replacement cycles across
organizational units.
Better control of current and future costs for all
departments.
Continue efforts to implement a consolidated
countywide fleet operation.
The project team recommends that the county continue with the current
efforts at centralizing all fleet operations into a single functional unit. Currently,
Fleet has been allocated to the County Managers Office during program
development. As the program becomes fully developed and ready to be
implemented, the project team recommends that the county place this function as
a division within the Transportation and Infrastructure Department. Alternatively,
the county could consider the implementation of a Central Services Department
(as an internal service fund) that includes operations such as fleet, facilities, etc.
Page 35
8.
ENVIRONMENTAL.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Environmental Department:
Evaluation Criteria
Alignment with Organization
criteria such as:
Facilitates management of
operations
No gaps or overlaps in
services
Span of control is
appropriate
Comments
Page 36
Evaluation Criteria
Alignment with External Entities
/ Organizational Design
Practices:
Recommendation(s):
Comments
Current structure makes sense given
prominence county desires to give to these
issues.
To make the organization flatter, this
department could be reallocated among others
as follows: lab and grease inspections to
Wastewater; Health Inspection to Public
Health; Solid Waste / Hazardous Waste to
Public Works. These are the most common
locations for these services in other
organizations. Some loss of cross utilization of
staff would result in addition to loss of focus
that Johnson County has achieved.
Current organizational approach is more
progressive than most counties evaluated in
comparison.
Key decision point is level of prominence the
county desires to grant to environmental
issues.
Also of consideration is value of independent
lab not under Wastewater control.
Major cost saving from reallocation of functions
would be director position. Total cost savings
could be anticipated to be $150,000. Loss of
efficiency from current cross-utilization of staff
hard to quantify.
The project team recommends that the county
maintain the Environmental Department as a
standalone entity, unless financial pressures
increase or a decision is made to reduce the
priority of the overall environmental focus.
Page 37
9.
TRANSPORTATION.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Transportation Department:
Evaluation Criteria
Comments
Facilitates management of
operations
No gaps or overlaps in
services
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Page 38
Evaluation Criteria
Comments
Recommendation(s):
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the various Health and Human Services functions in the county:
Evaluation Criteria
Alignment with Organization
criteria such as:
Facilitates management of
operations
No gaps or overlaps in
services
Matrix Consulting Group
Comments
Page 39
Evaluation Criteria
Similar functions are grouped
together
Comments
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Recommendation(s):
The project team recommends that the county further explore the
consolidation of the various health and human service functions into a larger
agency to achieve internal efficiencies, and enable more effective staff utilization.
While there are some legitimate regulatory and operational practice differences in
the services, many other large county operations have successfully merged
these functions into a single organizational unit.
Matrix Consulting Group
Page 40
11.
Comments
Facilitates management of
operations
No gaps or overlaps in
services
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Decision making at line level
where possible
Roles and responsibilities are
clearly defined
Distinction of roles among
staff are clear
Management systems support
structure
Small department.
Roles and responsibilities clearly defined.
Page 41
Evaluation Criteria
Comments
Recommendation(s):
Page 42
12.
MUSEUMS.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Museums:
Evaluation Criteria
Comments
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Page 43
Evaluation Criteria
Comments
Recommendation(s):
Page 44
13.
LIBRARY.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Johnson County Library:
Evaluation Criteria
Comments
Facilitates management of
operations
No gaps or overlaps in
services
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Page 45
Evaluation Criteria
Key Issues / Obstacles to
overcome and options for
addressing:
Comments
Recommendation(s):
The project team recommends that the Johnson County Library and
Johnson County develop intergovernmental agreements that will provide for
core internal support services to the Library covering functional areas such as
general Human Resources support, expansion of the Facilities Management /
Capital projects oversight, and IT support (principally in the areas of
infrastructure and technology oversight). The Library should maintain control of
library specific technology and software, including web content.
Page 46
14.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Park & Recreation District:
Evaluation Criteria
Comments
Facilitates management of
operations
No gaps or overlaps in
services
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Page 47
Evaluation Criteria
Comments
Recommendation(s):
The project team recommends that Johnson County and the Johnson
County Park & Recreation District undertake efforts to integrate the Districts
internal support functions into the scope of services provided by Johnson County.
Unlike the Library, the Park & Recreation District generally provides most internal
support functions directly including all human resources functions, benefits,
facilities planning and maintenance, and informational technology services. The
initial focus should be on the conversion of the district to the countys Oracle
software system. This change alone will eliminate an entire software system and
Matrix Consulting Group
Page 48
HUMAN RESOURCES.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of the Human Resources Department:
Evaluation Criteria
Alignment with Organization
criteria such as:
Facilitates objectives and
policies
Facilitates decision making
and planning
Facilitates management of
operations
Access to key decision
making and planning
Critical functions near key
managers
Key programs with
organizational prominence
No gaps or overlaps in
services
Similar functions are grouped
together
Comments
Page 49
Evaluation Criteria
Comments
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Decision making at line level
where possible
Roles and responsibilities are
clearly defined
Distinction of roles among
staff are clear
Page 50
Evaluation Criteria
Recommendation(s):
Comments
The benefits function should be reallocated to the
Human Resources Department from the Treasury
and Financial Management Department.
The Human Resources Department should play a
larger role in overseeing salary administration
especially on the determination of starting salaries
for all positions in the county to ensure greater
internal consistency.
SWITCHBOARD OPERATIONS.
The following table summarizes the evaluation criteria utilized and the
findings that resulted from the evaluation of the organizational and operational
practices of call answering and switchboard functions:
Evaluation Criteria
Alignment with Organization
criteria such as:
Facilitates objectives and
policies
Facilitates decision making
and planning
Facilitates management of
operations
Access to key decision
making and planning
Critical functions near key
managers
Key programs with
organizational prominence
No gaps or overlaps in
services
Comments
Page 51
Evaluation Criteria
Comments
Alignment of Staffing /
Managerial Control criteria such
as:
Span of control is
appropriate
Recommendation(s):
Page 52
17.
Purchasing
Page 53
Countywide / ITS
Human Resources
Page 54
Page 55
3.
It should be noted that there is no one right span of control for all
organizations, or position level. The span of control varies based upon many
factors including: level of the supervisory position, type of positions supervised,
policies and procedures (standard methods of work) in place within the
organization; and level of training and skill of individual supervisors.
1.
Kansas City, KS (2002): Found the average span of control was 4.6.
King County, WA (1994): Identified an average span of control of 5.6.
Palo Alto, CA (2004): Determined average span of control to be 5.9.
Portland, OR (1994): Calculated an average span of control of 6.5.
Seattle, WA (1996): Calculated the average span of control at 5.9.
Tacoma, WA (2005): Found the average span of control was 5.4.
Page 56
For the areas reviewed in Johnson County, the average overall span of
control was calculated as 5.2. This is at the low end of the range seen in these
other studies, and below the recommended ranges most progressive entities with
highly developed managerial systems and supervisory training programs are
currently targeting.
While the methodologies varied slightly in some of these studies, overall
the span of control was calculated as the number of direct reports to managerial
or supervisory employees. In all of these studies, the span of control varied
significantly by individual supervisor and by department often ranging from a
low of 1 or 2 direct reports to more than 15 at the top end. The one variable in
the calculations was how specific entities treated lead or working supervisory
positions. Generally, they are included in the calculation of span of control only
where the supervisory responsibilities are a significant component of their duties.
In cases where the supervisory duties are de minimis, the positions are excluded
from all calculations. Also, seasonal employees were generally excluded from
span of control calculations unless they represented a significant number of
employees that worked for an extended portion of the year.
2.
The project team calculated the spans of control for the areas under
evaluation in Johnson County by department. While generally information
gathered from official organizational charts and employee listings was utilized, in
some limited cases, modifications were made based upon interviews with
directors where significant changes had occurred in the organization in the
intervening time.
The following table summarizes the organizational span of control for
Johnson County for key administrative and managerial personnel for each
department / agency.
Department / Agency
AIMS
Airport
Appraiser
Budget and Financial Planning
Chief Legal Counsel
Clerk of the Board
Corrections
County Auditor
County Manager
Developmental Supports
District Attorney
Election Office
Matrix Consulting Group
Overall Span
of Control
(1:X)
12
2.5
4.5
3
1
8
6
4
9.25
8.6
4.7
4.25
Page 57
Department / Agency
Emergency Communications
Emergency Management and Homeland
Security
Environmental
Extension
Facilities Management
Human Resources
Human Services
ITS
JIMS
Legal Services Department
Library
Emergency Medical Services (Med-Act)
Mental Health Center
Museums
Oracle Support Center
Park & Recreation District
Planning, Development & Codes
Public Health
Public Works
Records and Tax Administration
Transportation
Treasury and Financial Management
Wastewater
Overall Span
of Control
(1:X)
5.6
3
3.2
2.8
4.4
4.25
4.9
5.4
5.6
7
6.8
8
7.1
2.7
3
4.65
3.6
6
4.3
4.5
4
5.9
5.7
The following tables summarize the individual spans of control for each
individual department / agency. The charts are presented only for those
departments / entities with more than one layer of supervisory personnel and
generally document major functional areas. The span of control for each major
supervisor / functional area is listed along with a summary of any key
Matrix Consulting Group
Page 58
observations from our interviews / analysis regarding areas for consideration and
evaluation for expanding span of control of individual supervisors or functional
areas through organizational change.
In cases where alternatives and suggestions are given for future
managerial / supervisory streamlining, consideration will need to be given to
whether the position may be completely eliminated (thus saving the entire salary
of the position) or whether the supervisory functions of two positions are
combined, and a portion of the savings is utilized for additional front-line staff. In
cases where managers or supervisors are also conducting direct work / functions
to provide service, the latter is the approach that should be utilized.
A.
Department / Agency
Budget and Financial Planning Director
Assistant Finance Director
Community Development Coordinator
Overall Span
of Control
(1:X)
6
4
1
FACILITIES.
The following table outlines the span of position:
Overall
Span of
Control
(1:X)
1:6
1:1
N/A
1:5
1:3
1:8
1:16
1:2
1:1
1:7
1:1
1:6
Page 59
Overall
Span of
Control
(1:X)
1:2
1:9
1:5
1:2
1:4
1:2
1:6
1:3
1:4
1:5
1:2
1:10
1:5
1:9
1:5
1:5
1:9
1:10
1:1
There are many functional areas within the Facilities Department that have
smaller spans of control including Print Supervisor, Information System
Administrator, Support Services Supervisor, Operations Manager, Division
Operations Manager, and Fiscal Operations Manager. While many of these
functions are unique operational areas, an effort to consolidate into a couple of
administrative services functional areas would enable greater use of the
managerial talent and flatten the organization.
C.
HUMAN RESOURCES.
The following table outlines the span of position:
Department / Agency
Human Resources Director
HR Manager Team A
HR Manager Team B
HR Manager Team C
Overall Span
of Control
(1:X)
3
5
6
6
Page 60
While most spans of control are smaller, the department has organized
managers into key technical areas for functional knowledge and all human
resources staff are generally operating as generalists. Major opportunity for
reducing managerial level positions would be to consolidate the number of teams
from three to two. With the recommendation for the relocation of Benefits to the
Human Resources function, the opportunity may arise to include Benefits within
one of three existing divisions.
D.
ITS.
The following table outlines the span by position:
Department / Agency
ITS - Director
Systems Manager
Strategic Planning, Finance
Support Supervisor
Project Mgmt. Office Manager
Data Administration Manager
Development / Applic. Manager
Support Center Manager
Networks & Security Manager
Overall Span
of Control
(1:X)
6
10
3
3
6
3
11
6
11
While in many areas, the spans of control are wide, there are several
areas where narrow spans are in place, including Strategic Planning Finance,
Support Supervisor, and Data Administration Manager. These areas should be
targeted for consolidation with other areas as opportunities arise to better
maximize managerial staff and expand spans of control. Despite the technical
nature of the work involved, the compartmentalization appears greater than
necessary to meet operational objectives. Additionally, in conjunction with other
recommendations regarding overall organizational structure to incorporate AIMS
and Oracle Support Center with ITS, a more streamlined structure will be
necessary for a functional organization.
E.
Department / Agency
Oracle Support Center - Director
HR Applications Manager
Financial Applications Manager
Overall Span
of Control
(1:X)
4
4
5
Page 61
LEGAL SERVICES.
The following table outlines the span of position:
Department / Agency
Legal Services - Director
Administrative Office
Overall Span
of Control
(1:X)
11
4
APPRAISER.
The following table outlines the span of position:
Department / Agency
Appraiser
Manager Res Real Estate (A)
Manager Res Real Estate (B)
Res. Real Estate Regional (1)
Res. Real Estate Regional (2)
Res. Real Estate Regional (3)
Commercial Manager
Senior Commercial Appraiser
Personal Property Manager
Personal Property Supervisor
Commercial Personal Prop. Supervisor
Administration and Abatements
Quality Improvement Manager
Support Services Manager
Customer Services Coordinator
Sr. Appraisal Analyst
Overall Span
of Control
(1:X)
8
4
2
10
7
9
9
9
2
5
3
5
3
2
5
6
Page 62
ELECTION OFFICE.
The following table outlines the span by position:
Department / Agency
Election Commissioner
Election Administration
Election Logistics
Election Operations
Overall Span
of Control
(1:X)
3
6
5
3
With the small size of this operation, the three divisions utilized result in
none of the supervisory personnel having a wide span of control. In large part,
this structure is dictated by state statutes that require the office to have at least
two Assistant Election Commissioners. The third position, the Deputy Election
Commissioner, was instituted in 2009 based upon a review of the organizational
structure and services as the Chief Operating Officer. It should be noted, that
one of the Assistant Election Commissioners is responsible for overseeing
approximately 2,000 election workers and 250 temporaries during election
periods. The most logical area for future consideration is the combination of
logistics and operations under a single supervisor as opportunities arise. This
would be the area for future focus should a change in the number / allocation of
managerial staff be necessary.
Page 63
Department / Agency
RTA - Director
Chief Deputy Admin.
Customer Service Manager
Manager, Recording Maintenance
Manager, Review & Tax Roll Maint.
Manager, Mapping & Techn.
Archive Manager
Overall Span
of Control
(1:X)
6
2
6
7
13
4
2
Department / Agency
Treasury and Financial Mgmt - Director
Chief Deputy Treasurer
DMV Manager - Mission
MV Supervisor
MV Supervisor
DMV Manager - Olathe
MV Accountant
Deputy Treasurer
Taxation Manager
Deputy Finance Director
Accounting Manager
Purchasing Manager
Risk Manager
Support Services Manager
Assistant Finance Director
Benefits Manager
Payables Supervisor
Payroll Supervisor
Matrix Consulting Group
Overall Span
of Control
(1:X)
4
4
19
7
8
13
10
8.5
4
5
6
5
4.5
2.5
5
2
5.5
4
Page 64
Department / Agency
AIMS - Director
Overall Span
of Control
(1:X)
12
As a smaller operation, AIMS has organized with all staff reporting directly
to the director of the department. In concert with consolidation with ITS,
alternative approaches should be employed. Most logically, it would result in
some combination of Technical Manager support with other similar positions in
the new organization with User Support / Project Development remaining a
discrete unit.
L.
AIRPORT.
The following table outlines the span by position:
Department / Agency
Airport - Director
Deputy Director Admin.
Overall Span
of Control
(1:X)
6
3
Page 65
M.
Department / Agency
Planning - Director
Deputy Director
County Building Official
Contractor Licensing - Manager
Contractor Licensing Office Mgr.
Overall Span
of Control
(1:X)
4
4.5
5
2
2
Department / Agency
Public Works Director
Urban Services Manager
Financial Manager
Office Manager
Network and Systems Analyst
Stormwater Project Manager
Construction
Construction Engineer
- Operations Engineer
- Chief Surveyor
- Construction Project Manager
Rural Services
Manager
Fleet Maintenance Director
- Asst. Maintenance Director
Roads & Bridges Supt.
- Asst. Superintendent
- Sr. Foreman Project Support
- Sr. Foreman Bridge Crew
- Foreman Vegetation Crew
- Sr. Foreman Drainage
- Foreman Asphalt Crew
- Sr. Foreman Sign Crew
Safety & Training Officer
Noxious Weeds Director
Matrix Consulting Group
Overall Span
of Control
(1:X)
3
6
1
1
1
1
5
1
4
2
4
3
6
4
7
9
5
4
5
5
2
N/A
N/A
Page 66
The Public Works Department has a wide range of technical areas that
they are responsible for overseeing, and this generally requires supervisors with
more technical knowledge to ensure compliance with industry practices.
However, there are a couple of areas where an alternative approach to
management / supervision may enable a more streamlined organization. This
includes having a single manager over Rural and Urban Services. Additionally,
longer term, the allocation of the countywide fleet operation to the Public Works
Department is the most appropriate allocation absent the implementation of a
Central Services Bureau approach.
O.
TRANSPORTATION.
The following table outlines the span by position:
Department / Agency
Transportation - Director
Finance and Admin. Manager
Deputy Director
Overall Span
of Control
(1:X)
2
3
4
WASTEWATER.
The following table outlines the span by position:
Department / Agency
Wastewater General Manager
Business Operations and Planning
Director
Financial Manager
Systems/Technology Manager
Operations & Maintenance
Director
Engineering Mgr. Existing Infrastructure
Matrix Consulting Group
Overall Span
of Control
(1:X)
6
5
2
7
7
2
Page 67
Department / Agency
Asst. Director Collections
Asst. Director Treatment
Customer Relations
Director
User Charge Manager
Operations Supervisor
New Development Engineering Mgr.
Engineering Specialist
Sr. Engineering Technician
Permit Group Supervisor
Sr. Inspector
Senior Planning Engineer
Development Engineer
Operations & Maintenance Director
Engineering Manager
Collections System Engineer
Engineer (Collections)
Project Engineer
Engineering Tech Construction
Asst. Director Collections
Cleaning & Inspection Super.
Collection Maintenance Super.
Asst. Sup. Of Collections
Asst. Sup. Of Collections
Fleet Maintenance Asst.
Asst. Superintendent Pumps
Asst. Sup. Of Collections
Asst. Director of Treatment
Treatment Superintendent (Nelson)
Treatment Asst. Superintendent (Nels.)
Treatment Superintendent (Airport)
Treatment Superintendent (Middle
Basin)
Treatment Asst. Super. (Middle Basin)
Treatment Asst. Super (Mill Creek)
Treatment Superintendent (Blue River)
Treatment Superintendent
Overall Span
of Control
(1:X)
3
5
2
3
7
6
1
2
4
4
2
1
7
2
2
2
2
1
3
2
2
17
18
5
3
13
16
5
3
15
7
5
19
4
10
5
Page 68
Alternative structures that reach at least four, and ideally larger spans,
should be utilized even for these discrete functional areas. In most cases, it
would be most appropriate to replace the supervisory position with a worker
position and have the current managers supervisor assume direct managerial
and supervisory responsibility.
Q.
DEVELOPMENTAL SUPPORTS.
The following table outlines the span by position:
Department / Agency
Developmental Supports Director
CFO
Comm. Dev. Disab. Organ.
Community Service Provider
Community Relations & Res. Develop.
Overall Span
of Control
(1:X)
5
4.25
2.25
11.3
2
ENVIRONMENTAL.
The following table outlines the span of position:
Department / Agency
Environmental Director
Administrative Manager
Pollution Control Director
HazMat Coordinator
Lab Director
Analytical Chemist
Analytical Chemist
Sanitation Director
Env. Health Manager
Env. Health Manager
Sr. Env. Health Specialist
Overall Span
of Control
(1:X)
4
8
8.5
2.25
2
4
3
3
3
3.5
4.25
Page 69
MENTAL HEALTH.
The following table outlines the span by position:
Department / Agency
Executive Director
Clinical Services Director
- NE Crisis Unit
- SW Crisis Unit
- BV Team Leader
- Deaf Services Coordinator
- RPC Director
- SW Outpatient Clinical Supervisor
- Forensic Unit Clinical Supervisor
- SW Team #1
- NE Team #4
- Preschool Team
- NE Team #6
- SW Team #2
- BV Team #5
- NE Team #3
Substance Abuse Services Clinical Sup.
- ACT Program Manager
- Direct Care Manager
- Adult Detox Unit Manager
- Family Assertive Comm. Treatment
Manager
Community Support Director
- Clinical Supervisor
- Supportive Housing Team Leader
- Team #1
- Team #2
- Team #4
- Young Adult Team Leader
- RST Team Leader
- Transportation Coordinator
- Vocation Services Leader
- Clinical Supervisor
- Team #3
- Crisis Recovery Center
- MCRT Team
Overall
Span of
Control
(1:X)
16
8
3
2
7.5
5
11
14
8.5
7
12
12.75
7.5
8
7
6
5
15
10.8
2
4
6
9.5
10
9
10.8
7
11.5
2.75
12
11.35
10
10.6
6
Page 70
Department / Agency
Operations Director
- Financial Services Manager
- Data Services Manager
- Reimbursement Supervisor
- NE Office Manager
- Data Services Supervisor
- Maintenance Supervisor
- SW Office Manager
- CSS Office Manager
Medical Director
- Nursing Services Clinical Supervisor
Overall Span of Control
8
4.5
6
10.5
10
2.5
5.3
6
10
11
10.5
7.1
PUBLIC HEALTH.
The following table outlines the span by position:
Department / Agency
Public Health Director
Disease Containment
Family Health Services
Adult / Child Care
Heath Education
Accounting
Office Management
Overall Span of
Control ( 1 : X )
8
5.75
7.8
14
7
1.5
3.3
Page 71
R.
HUMAN SERVICES.
The following table outlines the span by position:
Department / Agency
Human Services Director
Area Agency Aging Director
Deputy Director
Aging Program Services Manager
Geriatric Care Supervisor
Operations Manager
Nutrition Program Manager
Nutrition Center Coordinator
Nutrition Kitchen Supervisor
Administrative Services Director
Assistant Director
Housing Services Director
Deputy Director
Housing Program Manager
Overall Span
of Control
(1:X)
6
5
3
4
12
3
5
8
5
4
1
3
6
12
Page 72
S.
Department / Agency
Extension Director
Administrative Assistant
FACS Agent
Horticulture Agent
Overall Span
of Control
(1:X)
9
3
2
1
While spans of control are extremely narrow (other than the director), the
differences in functions performed make reallocation of functions to similar or
complementary units more difficult. At the present time, the current structure
should remain as it exists.
T.
CORRECTIONS.
The following table outlines the span by position
Department / Agency
Corrections Director
Administration
Juvenile Detention Center
Field Services
Adult Residential Center
Overall Span
of Control
(1:X)
4
7
5.4
7
6.3
DISTRICT ATTORNEY.
The following table outlines the span by position:
Department / Agency
District Attorney
Administration
Legal Services
Investigations
Overall Span
of Control
(1:X)
5
6.9
2.7
4
Page 73
The spans of control within the District Attorneys Office are typical of
those seen in other agencies, and functions are divided logically and based upon
function. The Legal Services unit is the smallest both in terms of staff and the
narrow span of control. This would be the area for future focus should a change
in the number / allocation of managerial staff be necessary. Given the small
number of staff, they could function under a strong lead position with another unit
such as Investigations.
V.
Department / Agency
JIMS Director
Technical Services
Programmer Supervisor
Overall Span
of Control
(1:X)
6
8
5
Department / Agency
Emergency Mgmt and Homeland Security
Director
Asst. Dir. - Planning/Mitigation
Overall Span
of Control
(1:X)
4
1
The size of this agency typically does not warrant more than a single
managerial / supervisory position for oversight of operations. If situations present
themselves to address staff adjustments, consideration should be made to have
all positions report directly to the director.
Page 74
Y.
Department / Agency
Med-Act - Chief
Operations Deputy Chief
Operations Division Chief (A)
Operations Division Chief (B)
Operations Division Chief (C)
Div. Chief Support
Administrative Services Asst. Chief
Info systems Manager
Overall Span
of Control
(1:X)
4
4
4
3
3
4
6
2
The narrow spans of control in this organization are more typical of those
seen in other public safety operations given the scheduling approaches utilized.
The number of Deputy / Division / Assistant Chiefs could be reduced (by at least
one and potentially two) by including Quality Management and/or Support
Services within the responsibility of the Administrative Services Chief position.
The lead responsibility for performing these functions could be allocated to a
Battalion Chief level position.
Z.
EMERGENCY COMMUNICATIONS.
The following table outlines the span by position:
Department / Agency
Emergency Communications - Director
Administrative Assistant
Communication Service Dep. Dir.
Manager Communications
Manager Technical Systems
Operations Dep. Director
Operations Supervisor
Overall Span
of Control
(1:X)
3
1
3
3
3
4
5.3
Page 75
LIBRARY.
The following table outlines the span by position:
Department / Agency
Library - County Librarian
Communications Manager
Creative Services Coordinator
Creative Services Coordinator
Deputy County Librarian
Assoc Director Central Services
Manager, Bibliographic Svs.
Acquisition Leader
Administrative Manager
Access Support Supervisor
Youth Services Librarian
Information & Reader Serv. Mgr.
Info Serv. Coordinator
Resource Sharing Coordinator
Circulation Manager
Circulation Supervisor
Page Supervisor Coll. Dev. Mgr.
Staff Development Manager
Web Content Manager
Admin Assistant
Overall Span
of Control
(1:X)
5
2
2
3
5
8
6
6
3
5
10
11
10
4
15
20
4
5
4
5
Within Library Services, the areas noted by the project team for review
regarding span of control are typically the internal support functions provided to
support the libraries rather than the positions allocated to direct service provision.
For example, the Creative Services Coordinators have spans of control of 1 : 2
and 1 : 3 respectively. These could easily be overseen by a single supervisor
with the resulting span of control only being 1 : 6.
Page 76
BB.
MUSEUMS.
The following table outlines the span by position:
Department / Agency
Museums Director
Curator - Collections
Curator - Education
Overall Span
of Control
(1:X)
4
2
4
Similar to the concern noted on some other smaller operations, the small
size of this department results in the major issue being the ability to provide
services with the number of staff rather than the appropriateness of the spans of
control. While spans are very narrow in this department, staff assist, as needed,
in the performance of direct services to fulfill operational needs / programs.
While it would be possible to operate with a single Curator over both Collections
and Education, these are truly working positions not devoting the majority of their
time to supervision / managerial tasks. At this point, no specific recommendation
for change is recommended.
CC.
Department / Agency
Park & Recreation Director
Administration & HR Manager
HR Director
Community Relations Manager
Planning & Development Manager
Finance & ITS Manager
Payroll & Accounts Payable Manager
Park Safety & Interpretation Supt.
Park Police Chief
Captain
Sergeant
Outdoor Education Manager
Park & Golf Courses Superintendent
HP GC Superintendent
Assistant Superintendent
Tomahawk GC Superintendent
Assistant Superintendent
Pro Shop Manager
Superintendent of Recreation
Registration Manager
Matrix Consulting Group
Overall Span
of Control
(1:X)
7
2
2
5
3
3
3
3
4
4
4
7
11
5
5
5
4
3
9
6
Page 77
Department / Agency
Children's Services Manager
School Age Specialist
CCW & Special Events Manager
Gymnastics Coordinator
50 Plus Program Manager
Center Specialist
Fine & Cultural Arts Manager
KCCC Executive Director
Sports & Facilities Manager
Aquatics Spec
Blazers Head Coach
Concessions
Facilities Coordinator
Rec. Maint. Spec
Operations Manager
Youth & Adult Sports Spec.
Overall Span
of Control
(1:X)
9
7.5
7
2
4
7
4
5
7
2
6
2
3
2
4
1
Page 78
4.
Page 79
Facilities Management
Supply Chain
Procurement
Information Technology
2008
Customer Service
2007
Human Resources
Finance
0%
Page 80
Page 81
City of Fort Collins, Colorado: The City of Fort Collins, Colorado, will begin
to contract for services with the Poudre School District. The city will pay the
school district a one-time fee of $130,000, and then an ongoing fee of $20 per
seat for the district to maintain e-mail and upgrade to a Microsoft Exchange
system for its employees. The city expects to save $100,000 over the next
five years. The city and other local government officials are exploring other
shared services opportunities, including cyber-security, code enforcement,
fleet services, information technology management, purchasing, risk
management, park maintenance, and dispatch.
Page 82
Library Services: With the exception of the municipal library in Olathe, other
library services in the county are handled by the Johnson County Library.
Emergency Communications: Throughout the county, these services are
increasingly becoming more centralized and consolidated.
Planning & Building Permitting / Development Review: Johnson County
currently provides plan review, permitting and inspection services for building
permit applications for the City of Mission and Edgerton.
GIS: The county is the lead agency for much of the base GIS services /
data within the county.
Page 83
Agencies
Included
Douglas
County,
Nevada
Functions
Included
Human
Resources
Information
Technology
Page 84
Functions
Included
Human
Resources
Monroe
County,
Michigan
Information
Technology
Page 85
Functions
Included
Purchasing
Page 86
Functions
Included
Local
Government
Information
Systems,
Minnesota
Information
Technology
As with the input received from the comparative agencies, results of the
literature search indicate several common themes among the various agencies,
including:
Page 87
According to the report issued by the Hackett Group in October, 2009, the
main reasons organizations choose to create a shared services organization are
to: (1) improve service, quality, accuracy and timeliness; (2) standardize
services; (3) reduce administrative costs; (4) reduce personnel costs; and (5)
group similar tasks and expertise for critical mass. This survey also documented
the impact of implementing a shared services organization on the overall
performance of the organization, as discussed in the points below:
Overall, the 2009 Hackett Group survey illustrates that shared services
organizations are realizing improvements to the quality and levels of services,
while seeing an impact in savings to the organization.
Page 88
4.
Page 89
Contracting for Services from the Private Sector: Under this approach,
the two entities (or one of the entities) contracts for the services from a
vendor in the private sector. This approach requires the issuance of a formal
request for proposals (defining the services to be provided) and selection of
the most qualified / suitable vendor. The resulting contract for service would
Page 90
Page 91
Page 92
Employee base;
Agency budget;
Work demands / requests (i.e., number of purchase orders, number of
positions recruited, etc.).
This approach is best utilized for services that have been consolidated for
provision through a single entity or department for both agencies. This
approach would also be appropriate for covering / allocating costs for the
shared services coordinator position.
Page 93
7.
Discussion
Financial Savings
Cost Avoidance
Service Delivery
Improvement /
Effectiveness / Efficiency
The county should also give some consideration to the benefits of having
some short-term success in implementing shared services and the overall
complexity of implementing shared services. If a more comprehensive shared
services effort is desired in the future, the participants should identify services
that are likely to have success early in the process to build public and employee
confidence in the process / effort being undertaken. The project team
recommends that the county utilize the following process to systematically work
through the issues to achieve a decision point:
1) Determine over-arching goals for implementation of shared services (is it
financial, service levels, or cost avoidance?).
2) Determine if the desire is to implement a framework for sharing multiple
services / functional areas, or if the entities are looking at a more limited
effort.
Page 94
3) Establish a work plan including prioritization of areas to pursue first and broad
timeframes and cost requirements for implementation.
4) Develop reporting mechanisms for monitoring progress and keeping both
entities fully informed of efforts.
5) Develop measures of success. How will the committee determine if they
have been successful? These should typically correlate well with the priorities
assigned in 1. For example, if cost savings are the primary motivator for
implementation; the success factors should identify targeted costs savings.
Page 95
ORGANIZATION CHART.
The BoCC Office is organized as follows:
Page A - 1
Page A-2
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the BoCC Office:
Division / Function
Position
No.
Description
Clerk
Clerk of Board
Chief Deputy Clerk
Deputy Clerk
1.0
1.0
2.0
Administrative Support
1.0
4.0
Legal Counsel
1.0
1.0
County Auditor
Auditor
1.0
County Audit
Senior Auditor
Staff Auditor II
Staff Auditor I
2.0
1.0
1.0
Page A - 3
C.
In the BoCC office there are no positions that are principally allocated to performing internal support functions, that
are similar or comparable to those provided by other agencies / departments. The following table summarizes these
positions by functional area:
Function
Positions
Staff allocated to constituent
services perform some of
these roles (along with
Switchboard / Call Center).
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the BoCC:
Division / Organizational Unit
Span of Control
Clerk
1:8
1:1
County Auditor
- Senior Auditor
1:2
1:1
1:2.2
Page A - 4
ORGANIZATION CHART.
The County Managers Office is organized as follows:
Page A - 5
As of 12/31/2010
Page A-6
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the County Managers Office:
Division / Function
Position
No.
Description
Executive Leadership
County Manager
Deputy County Manager
Assistant County Manager
1.0
1.0
1.0
Administrative Support
Executive Assist.
Sr. Exec. Assist.
Asst. to County Manager
Mgmt/Budget Analyst
Sr. Mgmt Analyst
Multi-Media Communications
Specialist
Public Info. Spec.
Criminal Justice Coord.
Fleet Manager
Intern
0.5
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.5
Page A - 7
C.
In the County Managers Office there are various positions that principally are allocated to performing internal
support functions that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
D.
Positions
Provided to county organization by:
Public Information Officer (1)
Public Information Specialist (1)
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Provided to county organization by Fleet Manager (1)
SPAN OF CONTROL.
The following table summarizes the span of control for the County Managers Office. Note that the County
Manager, Deputy County Manager and Assistant County Manager also have reporting relationships with operating
departments and agencies that provide separate spans of control other than supervision of their office staff. In addition,
the County Manager maintains liaison responsibilities with the five county agency directors.
Division / Organizational Unit
County Manager
Deputy County Manager
Assistant County Manager
Assistant to the County Manager
Overall Span of Control
Span of Control
1:11 plus 5 agency liaisons
1:11
1:8
1:4
1:8
1:9.25 (including liaison agencies)
Page A - 8
ORGANIZATION CHART.
The Budget and Financial Planning Department is organized as follows:
Page A - 9
{age A-10
B.
STAFFING
The following table outlines the allocation of staffing by major functional areas for the Budget and Financial
Planning Department:
Division / Function
Position
No.
Description
Budget
Director
Asst. Director
Mgmt & Budget Analyst
Budget Analyst
Grants Manager
Budget Technician
Executive Assistant
1.0
1.0
2.0
2.0
1.0
1.0
1.0
CDBG / Grants
Community Dev.
Coordinator
Asst. Grants Mgr.
1.0
1.0
Page A - 11
C.
In the Budget and Financial Planning Department, there are no positions that are principally allocated to performing
internal support functions, that are similar or comparable to those provided by other agencies / departments. The
following table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
D.
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Positions
SPAN OF CONTROL.
The following table summarizes the span of control for the Budget and Financial Planning Department:
Division / Organizational Unit
Span of Control
Budget Director
1:6
1:4
1:1
1:3
Page A - 12
D.
FACILITIES MANAGEMENT
The following sections describe the general organization and staffing allocated to the Facilities Management
Department. In general, the department is responsible for providing facilities management, construction, maintenance,
custodial, postal, sustainability and printing services.
A.
ORGANIZATIONAL CHART.
The Facilities Management Department is organized as follows:
Page A - 13
Page A-14
Page A-15
Page A-16
Page A-17
Page A-18
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Facilities Management
Department:
Division / Function
Position
No.
Administration
Director
1.0
Print Shop
Print Supervisor
Office Coordinator
Press Operator
1.0
1.0
1.0
Page A - 19
Division / Function
Information Systems
Position
Info Systs. Administrator
Info Systs. Coordinator
No.
1.0
1.0
Sustainability
Director
1.0
Page A - 20
Division / Function
Building Maintenance
Position
Director
Building Maintenance
Asst. Director
Building Engineer
Sr. Bldg. Maint. Mechanic
Building Maintenance Mech.
Maintenance Mechanic
Sr. Maintenance Mechanic
Manager Bldg. Automation
Housekeeping Supervisor
Custodian
Day Custodian
Special Projects Custodian
Facilities
Facilities Manager
Building Engineer
Maintenance Specialist
Maintenance Mechanic
Maintenance Technician
Maintenance Helper
Custodial Supervisor
Sr. Custodian
Custodian
Support Services
Postal Supervisor
Postal Clerk
Telephone Operator
Custodial Supervisor
Custodial Special Projects
Special Projects Custodian
Custodian
Operations
Supervisor Grounds Crew
Sr. Maintenance Helper
Maintenance Helper
No.
1.0
1.0
9.0
6.0
4.0
10.0
3.0
1.0
1.0
8.0
4.0
1.0
1.0
2.0
3.0
6.0
1.0
5.0
2.0
1.0
13.0
1.0
2.0
3.0
2.0
2.0
6.0
16.0
1.0
1.0
6.0
Page A - 21
Division / Function
Building Maintenance
(cont.)
Position
Division Operations
Manager
Supervisor of Field Services
Sr. Bldg. Maint. Mechanic
Building Maintenance Mech.
Maintenance Mechanic
Warehouse Manager
Warehouseman
Courier
Deputy Director
Facilities Project Manager
Project Manager
Project Coordinator
No.
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
5.0
5.0
Page A - 22
Division / Function
Fiscal Operations
Position
Manager
Financial Manager
Administrative Office Mgr.
Sr. Account Clerk
Clerk
No.
1.0
1.0
1.0
3.0
1.0
C.
In the Facilities Management Department, there are various positions that principally are allocated to performing
internal support functions, that are similar or comparable to those provided by other agencies / departments. The
following table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Positions
N/A
Sr. Account Clerk
Clerk
Sr. Account Clerk
Telephone Operator
Sr. Account Clerk
Page A - 23
Function
Information Technology / Management
Positions
Information Sys. Administrator
Information Sys. Coordinator
Sr. Account Clerk
Financial Manager
Large section of department
this is the primary provider of
facilities maintenance services
in the county.
N/A
Human Resources
Facilities Operations / Maintenance
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Facilities Management Department:
Division / Organizational Unit
Director
Information Systems Administrator
Sustainability Director
Building Maintenance
Director
Support Services Supervisor
- Custodial Supervisor Sunset
- Custodial Supervisor Admin/Court
- Postal Supervisor
- Operations Manager
- Grounds Supervisor
- Division Operations Manager
- Supervisor Field Services
- Warehouse Manager
- Assist Director, Building Maintenance
- Building Engineer Northeast
- Building Engineer DPW / Transit
- Building Engineer Courthouse
- Housekeeping Supervisor
- Building Engineer Admin
1:6
1:1
N/A
Span of Control
1:5
1:3
1:8
1:16
1:2
1:1
1:7
1:1
1:6
1:2
1:9
1:5
1:2
1:4
1:2
1:6
Page A - 24
1:3
1:4
1:5
1:2
1:10
1:5
1:9
1:5
1:5
1:9
1:10
1:1
1:4.4
Span of Control
Page A - 25
E. HUMAN RESOURCES
The Johnson County Human Resources Department is responsible for providing overall human resources services
and support to Johnson County Departments and employees. The departments primary areas of focus include:
Compensation and Classification, Talent Management (recruitment, training, organizational development), and Employee
Relations (employee support, discipline, policy, internal investigations).
A.
ORGANIZATION CHART.
The Human Resources Department is organized as follows:
Page A - 26
Page A-27
B.
STAFFING
The following table outlines the allocation of staffing by major functional areas for the Human Resources
Department. It should be noted that the HR Partners within each division are responsible for the full allocation of HR
duties including classification and compensation, talent management and employee relations functions. They are shown
by division for reporting purposes rather than for functional.
Division / Function
Administration
No.
1.0
Description
This division is responsible for managing and
directing the activities of the Human
Resources Department.
HR Manager
Sr. HR Partner
HR Partner
HR Assistant
1.0
3.0
1.0
2.0
Team B
HR Manager
Sr. HR Partner
HR Partner
HR Mgmt Syst. Spec.
Recruit. Supp. Spec.
1.0
3.0
1.0
1.0
1.0
Team C
HR Manager
Sr. HR Partner
OL&D Specialist
HR Assistant
Develop. Spec.
HR Customer Supp.
1.0
1.0
2.0
2.0
1.0
1.0
Internal investigations
Disciplinary guidance
Policy development and administration
Employee assistance and support
Training programs and tracking
Organizational development activities
Performance management
Team A
Director
Position
Page A - 28
C.
In the Human Resources Department there are few positions that are principally allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
D.
N/A
N/A
N/A
N/A
N/A
N/A
All staff
N/A
N/A
Positions
SPAN OF CONTROL.
The following table summarizes the span of control for the Human Resources Department:
Division / Organizational Unit
Span of Control
Director
1:3
HR Manager Team A
1:5
HR Manager Team B
1:6
HR Manager Team C
1:6
1:4.25
Page A - 29
F. ITS DEPARTMENT
The Johnson County ITS Department is responsible for providing technology solutions in the areas of application
development and support, business process analysis and improvement, and project management. Additionally, the ITS
Department provides technical expertise and operations support for various operating systems, application and network
security, wide area and local area networks, voice communications, desktop PCs, internet services, email, database, and
support center services.
A.
ORGANIZATION CHART.
The ITS Department is organized as follows:
Page A - 30
Page A-31
Page A-32
Page A-33
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the ITS Department:
Division / Function
Position
No.
Description
Administration
Director
1.0
Systems
Manager
LAN/Email Analyst
Email Administrator
LAN Analyst
Computer Operator
Systems Admin.
Unix Admin.
Storage Admin
1.0
1.0
1.0
2.0
3.0
1.0
1.0
1.0
Technology
Technology Architect
1.0
Development &
Applications
Manager
Programmer Analyst
Systems Analyst
1.0
7.0
4.0
Page A - 34
Division / Function
Strategic Planning,
Finance and Admin.
Position
Support/Security:
Manager
Support Supervisor
Security Specialist
Admin. Support
Project Management:
Proj. Mgmt. Manager
Project Manager
Business Analyst
Database Admin:
Data Admin Mgr.
Sr. DB Analyst
Support Center
Manager
Sr. Analyst
Tech. Support Analyst
No.
1.0
1.0
1.0
2.0
1.0
3.0
3.0
1.0
3.0
1.0
1.0
5.0
Description
This division is responsible for:
Project management
(approximately 12 to 18 projects
ongoing)
Evaluating and conducting
resource needs of the
organization
Maintaining county databases.
Leads strategic planning effort
with customers
Responsible for budget
preparation, administration,
capital project oversight, and
project management oversight
and tracking
Oversees continuous
improvement program
This division is responsible for
serving as the primary help desk for
all Johnson County employees and
users.
Provide Tier I and Tier II support
24/7 PC support through on-call
staff principally available 7:30
to 5:30 during work week
Page A - 35
Division / Function
Networks & Security
C.
Position
Manager
Sr. Security Analyst
Security Analyst
Telecomm Analyst
Telecomm Coord.
Telecomm Tech.
Internetwork Anal.
Sr. Technician
Lead Internet Adm.
Data Comm. Anal.
Data Comm. Coord
No.
1.0
1.0
1.0
1.0
1.0
2.0
1.0
1.0
1.0
1.0
1.0
Description
This division is charged with the
responsibility for:
Network development,
maintenance, etc.
Security of county systems and
networks
Communications
In the ITS Department, there are no positions principally allocated to performing internal support functions (other
than Information Technology), that are similar or comparable to those provided by other agencies / departments. The
following table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
N/A
N/A
N/A
N/A
N/A
All staff
N/A
N/A
N/A
Positions
Page A - 36
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the ITS Department:
Division / Organizational Unit
Span of Control
Director
1:6
Systems Manager
1:10
1:3
1:3
1:6
1:3
1:11
1:6
1:11
1:5.4
Page A - 37
ORGANIZATION CHART.
The Oracle Support Center is organized as follows:
Page A - 38
Page A-39
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Oracle Support Center:
Division / Function
Administration
Director
Position
No.
1.0
HR Applications
Manager
Application Analyst III
Application Analyst II
1.0
1.0
3.0
Financial Applications
Manager
Application Analyst III
Application Analyst II
1.0
3.0
1.0
Technical Support
Manager
Senior DBA
Database Admin.
1.0
1.0
2.0
Description
This division is responsible for managing
and directing the activities of the Oracle
Support Services.
This division is responsible for support,
maintenance, and development of the
Oracle Human Resources applications.
User assistance, problem shooting and
training are provided.
This division is responsible for support,
maintenance, and development of the
Oracle Financial applications. User
assistance, problem shooting and
training are provided.
This division is responsible for technical
support and maintenance of the Oracle
system and database administration and
maintenance.
Page A - 40
C.
In the Oracle Support Center, there are no positions that are principally allocated to performing internal support
functions (other than Information Technology services), that are similar or comparable to those provided by other
agencies / departments. The following table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
D.
N/A
N/A
N/A
N/A
N/A
All staff
N/A
N/A
N/A
Positions
SPAN OF CONTROL.
The following table summarizes the span of control for the Oracle Support Center:
Division / Organizational Unit
Span of Control
Director
1:3
HR Applications Manager
1 : 4 (2 currently vacant)
1:4
Technical Manager
1:3
1:3
Page A - 41
H. LEGAL SERVICES
The Legal Services Department serves as the countys legal department and is responsible for proving legal
counsel to operating departments in the county.
A.
ORGANIZATION CHART.
The Legal Services Department is organized as follows:
Page A - 42
Page A-43
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Legal Services Department.
Division / Function
Position
No.
Description
Legal Services
Director
Assistant County
Counselor
1.0
10.0
Administrative Office
Manager
Legal Support Specialist
Clerk
1.0
3.0
1.0
Page A - 44
C.
In the Legal Services, there are various positions that principally are allocated to performing internal support
functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
D.
Positions
N/A
1.0 Administrative Office Mgr.
See Purchasing
N/A
See Purchasing
N/A
See Purchasing
N/A
N/A
SPAN OF CONTROL.
The following table summarizes the span of control for the Legal Services Department:
Division / Organizational Unit
Span of Control
Legal Services
1:11
Administrative Office
1:4
1:7.0
Page A - 45
I.
The following sections describe the general organization and staffing allocated to the Office of the Appraiser. In
general, the Office of the Appraiser is responsible for achieving equalization among all classes of property in Johnson
County.
A.
ORGANIZATIONAL CHART.
The Office of the Appraiser is organized as follows:
Page A - 46
Page A-47
Page A-48
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Office of the Appraiser:
Division / Function
Administration and
Abatements
Position
No.
Manager
Public Information Officer
Personnel/Financial Coord.
Admin. Exemption Specialist
Accts. Pay./Regist. Assoc.
Records Specialist
1.0
1.0
1.0
1.0
1.0
1.0
Administer neighborhood
revitalization and TIF
Handle all other
exemptions
Ensure supplies are
available to all office
employees
Pay invoices
Setup classes being
brought into the office
Handles accounts payable
Reconciles invoices
Track fixed assets
Processes office payroll
Generate new hire paperwork
Establish and
track/monitor budgets
Communicates to employees
and public about the office,
including annual reports,
internal newsletters.
Maintains policies on
the intranet.
Page A - 49
Division / Function
Residential Real
Estate Valuation
Commercial
Valuation
Position
Manager
Residential District Appraiser
Residential Appraiser
Residential Real Estate
Regional Coordinator
Real Estate Supt. Specialist
Residential Valuation Spec.
Real Estate Sr. Sales Tech.
Resid. Appr. Apex Project
Coord.
Manager
Sr. Comm. Appraiser
Commercial Appraiser
Comm. Support Specialist
COTA Specialist
Comm. Real Estate Spec.
Use
No.
2.0
8.0
19.0
2.0
1.0
1.0
1.0
1.0
1.0
1.0
8.0
2.0
5.0
1.0
Page A - 50
Division / Function
Personal Property
Support Services
Quality Improvement
and Training
Position
Manager
Supervisor
Indust. Pers. Prop. Appraiser
Comm. Pers. Prop. Appr.
Sr. Pers. Property Specialist
Comm. Pers. Prop.Tech.
Manager
Customer Svc. Coordinator
Customer Support Tech.
Sr. Appraisal Analyst
Sr. Real Estate Sales Tech.
Real Estate Sales Tech.
Manager
LAN System Administrator
GIS Analyst
Orion Application Analyst
No.
1.0
1.0
6.0
3.0
1.0
2.0
1.0
1.0
6.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Page A - 51
C.
In the Office of the Appraiser, there are various positions that principally are allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
Positions
Public Information Officer
N/A
Accounts Payable/Registration
Associate
N/A
Personnel/Financial Coordinator
LAN System Administrator
GIS Analyst
Orion Application Analyst
Personnel/Financial Coordinator
N/A
N/A
Page A - 52
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Office of the Appraiser:
Division / Organizational Unit
County Appraiser
Real Estate Valuation
Manager Res. Real Estate Valuation (A)
Manager Res. Real Estate Valuation (B)
Resid. Real Estate Regional Coord. (1)
Resid. Real Estate Regional Coord. (2)
Resid. Real Estate Regional Coord. (3)
Commercial Valuation
Manager
Senior Commercial Appraiser
Personal Property
Manager
Individual Personal Property Supervisor
Commercial Personal Property Supv.
Administration and Abatements
Manager
Quality Improvement and Training
Manager
Support Services
Manager
Customer Services Coordinator
Sr. Appraisal Analyst
Overall Department Span of Control
1:8
Span of Control
1:4
1:2
1:10
1:7
1:9
1:9
1:9
1:2
1:5
1:3
1:5
1:3
1:2
1:5
1:6
1 : 4.5
Page A - 53
J. ELECTION OFFICE
The Johnson County Election Office is responsible for operating all county elections and voter activities. This
includes managing the countys voter registration process, maintaining ballots and voting equipment, securing polling
stations, as well as staffing for elections.
A.
ORGANIZATION CHART.
The Election Office is organized as follows:
Page A - 54
Page A-55
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Election Office:
Division / Function
Position
No.
Description
Commissioner
Election Commissioner
1.0
Election Administration
Deputy Election
Commissioner
Systems Administrator
Election Specialist
Election Administrator
Election Assistant
1.0
Election Logistics
Assistant Commissioner
Election Coordinator
Election Administrator
Election Assistant
1.0
2.0
2.0
1.0
Election Operations
Assistant Commissioner
Election Administrator
Election Coordinator
Office Administrator
1.0
1.0
1.0
1.0
2.0
1.0
1.0
2.0
Page A - 56
C.
In the Election Office there are various positions that principally are allocated to performing internal support
functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Positions
N/A
Purchasing
1.0
N/A
Human Resources
1.0
N/A
N/A
Page A - 57
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Election Office:
Division / Organizational Unit
Span of Control
Commissioner
1: 3
Election Administration
1: 6
Election Logistics
1: 5
Election Operations
1: 4.25
Page A - 58
ORGANIZATION CHART.
The Records and Tax Administration Department is organized as follows:
Page A - 59
Page A-60
B.
STAFFING
The following table outlines the allocation of staffing by major functional areas for the Records and Tax
Administration Department:
Division / Function
Position
No.
Description
Administration
Director
Chief Deputy
Sr. Account Clerk
Executive Assistant
1.0
1.0
1.0
1.0
Customer Service
Manager
C.S. Lead
C.S. Technician
1.0
1.0
4.0
Recording Maintenance
Manager
R.M. Lead
R.M. Technician
1.0
2.0
5.0
Page A - 61
Division / Function
Position
No.
Description
Manager
L.R. Lead
L.R. Technician
Special Assess. Coord.
1.0
3.0
6.0
1.0
Mapping &Technology
Manager
GIS Analyst
Manatron Acct. Tech.
Lead Tech Support
Tech Sup Spec. Plat &
GIS Spec (county clerk
statutory response; new
subdivision reviews and
recording)
1.0
1.0
1.0
1.0
1.0
Archive
Manager
Archivist Tech.
GIS / Archivist Tech.
1.0
1.0
1.0
Page A - 62
C.
In the Records & Tax Administration Department there are various positions that principally are allocated to
performing internal support functions, that are similar or comparable to those provided by other agencies / departments.
The following table summarizes these positions by functional area:
Function
Positions
N/A
Purchasing
N/A
N/A
N/A
N/A
Manager (1)
GIS Analyst (1)
Tech & GIS Analyst (1)
Tech Sup Specialist (1)
Plat & GIS Specialist (1)
GIS Technician (1)
Human Resources
N/A
N/A
N/A
Page A - 63
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Records and Tax Administration Office:
Division / Organizational Unit
Span of Control
Director
1:6
1:2
1:6
1:7
1 : 13
1:4
Archive Manager
1:2
1 : 4.5
Page A - 64
ORGANIZATION CHART.
The Treasury and Financial Management Department is organized as follows:
Page A - 65
Page A-66
Page A-67
Page A-68
Page A-69
Page A-70
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Treasury and Financial
Management Department:
Division / Function
Position
No.
Description
Administration
Finance Director /
Treasurer
1.0
Banking / Treasury
Manager
Cash Accountant
Accountant
Accts Rec. Coord.
Accounting Asst.
1.0
1.0
1.0
1.0
1.0
Benefits, Healthcare,
Payables, Payroll
1.0
1.0
1.0
1.0
1.0
1.0
4.5
1.0
1.0
2.0
1.0
1.0
1.0
Page A - 71
Division / Function
Accounting, Cash
Management,
Purchasing & Risk
Management
Position
Deputy Fin Dir.
Accounting Mgr
Sr. Accountant
Accountant
Purchasing Mgr.
Sr. Purch. Admin
Purch. Administrator
P-Card Admin.
Purchasing Asst.
Risk Manager
Risk Mgmt. Spec
Crisis Mgmt Spec
Sr. Risk Mgmt
Safety Officer
Admin Asst.
Supervisor
Purchasing Asst.
Sr. Account Clerk
Admin Asst.
Cash Manager
No.
1.0
1.0
3.0
2.0
1.0
1.0
3.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
0.5
1.0
1.0
1.0
0.5
1.0
Description
This division is responsible for
providing the following services to
the county organization:
General accounting services
GASB compliance
Internal controls
Annual / quarterly financial
reports
Centralized procurement
functions
Surplus disposal
P-Card Administration
Risk management including:
Workers Compensation,
Safety inspections and
programs, and HIPAA
Coordination
Central support services to
other TFM divisions
This division is also responsible for
the administration and investment
of a $500 million portfolio. The
Cash Manager does all cash
forecasting.
Page A - 72
Division / Function
Position
No.
Chief Deputy
DMV Manager
MV Specialist
Information Clerk
MV Supervisor
MV Specialist
MV Supervisor
MV Specialist
Phone Desk/Cashier
DMV Manager
MV Accountant
MV Specialist
Phone Resource Spec.
Lien Holder Cashier
MV Specialist
Information Clerk
Programmer/Analyst
Deputy Treasurer
Accounting Assistant
LAN Support Tech.
Refund Coordinator
Accounting Tech
Senior Account Clerk
Accounting Assistant
Bookkeeper
1.0
1.0
15.0
2.0
1.0
7.0
1.0
7.0
1.0
1.0
1.0
7.0
3.0
1.0
10.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.5
1.0
1.0
Description
This division is responsible for all
DMV activities at two field offices.
The division is also responsible for
taxation duties, refunds and limited
technology support to the
department.
Page A - 73
C.
In the Treasury and Financial Management Department there are few positions that principally are allocated to
performing internal support functions, that are similar or comparable to those provided by other agencies / departments.
The following table summarizes these positions by functional area:
Function
Positions
N/A
Purchasing
N/A
Human Resources
N/A
N/A
Page A - 74
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Treasury and Financial Management Department:
Division / Organizational Unit
Span of Control
1:4
1:4
1 : 19
1:7
1:8
1 : 13
1 : 10
1 : 8.5
Manager of Taxation
1:4
1:5
1:6
1:5
1 : 4.5
1 : 2.5
1:5
1:2
1 : 5.5
1:4
1 : 5.9
Page A - 75
M. AIMS
The Johnson County AIMS Department is responsible for providing the countys GIS systems and data. AIMS
provides and integrates various spatial information toward the delivery of information and services within Johnson County.
AIMS also interacts significantly with entities (public and private) external to the county organization.
A.
ORGANIZATION CHART.
The AIMS Department is organized as follows:
Page A - 76
Page A-77
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for AIMS:
Division / Function
Position
No.
Description
Administration
Director
Executive Assistant
1.0
1.0
Technical /
Development
Technical Lead
Sr. GIS Analyst
Lead Developer
GIS Analyst
Project Developer
System Admin.
GIS Developer
GIS Analyst/Dev.
1.0
1.0
2.0
2.0
2.0
1.0
1.0
1.0
Page A - 78
C.
In AIMS there are no positions that are principally allocated to performing internal support functions, other than
information technology services (GIS). All staff in AIMS are focused on the IT services sector:
Function
D.
Positions
N/A
Purchasing
N/A
N/A
N/A
N/A
All staff
Human Resources
N/A
N/A
N/A
SPAN OF CONTROL.
The following table summarizes the span of control for AIMS. While the organizational chart shows
functional responsibilities, all personnel report directly to the AIMS Director:
Director
1:12
Span of Control
Page A - 79
N.
AIRPORT
The following sections describe the general organization and staffing allocated to the Airport Commission. The
Johnson County Airport Commission develops and operates a system of air transportation facilities that serve the small
service aviation needs of the region. The Airport Commission also develops and markets non-aviation land at New
Century AirCenter to generate long-term revenues.
A.
ORGANIZATIONAL CHART.
The Johnson County Airport Commission is organized as follows:
Page A - 80
Page A-81
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Johnson County Airport
Commission:
Division / Function
Administration
Position
Executive Director
Assistant Director
Executive Assistant
No.
1.0
1.0
1.0
Aviation and
Administration
Deputy Director
Airfield Supervisor
Airfield Leadperson
Airfield Assistant
Secretary/ Receptionist
Accounting Assistant
1.0
1.0
1.0
1.0
1.0
1.0
Fleet Maintenance
Chief Mechanic
Sr. Equipment Operator
Maintenance Specialist
1.0
1.0
1.0
Page A - 82
Division / Function
Water System
Position
Water Systems Leadperson
Water Systems Assistant
No.
1.0
1.0
Rail Operations
Supervisor
Assistant
1.0
1.0
C.
In the Airport Commission, there are various positions that principally are allocated to performing internal support
functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Positions
Contracted to SW Johnson
County Economic
Development Corporation
Purchasing
Accounting Assistant
Accounting Assistant
Page A - 83
Function
Positions
Accounting Assistant
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Johnson County Airport Commission:
Division / Organizational Unit
Director
Deputy Director Administration
Overall Department Span of Control
1:6
1:3
1:2.5
Span of Control
Page A - 84
ORGANIZATION CHART
The Planning, Development and Codes Department is organized as follows:
Page A - 85
Page A-86
B.
STAFFING
The following table outlines the allocation of staffing by major functional areas for the Planning, Development and
Codes Department:
Division / Function
Position
No.
Description
Admin / Director
Director
Administrative Assistant
1.0
1.0
Principal Planner
1.0
Current Planning
Deputy Director
Senior Planner
Principal Planner
Planner
Zoning Assistant
1.0
1.0
1.0
1.5
1.0
Page A - 87
Division / Function
Position
No.
Description
Building Codes
1.0
1.0
1.0
1.0
0.5
0.5
Contractor Licensing
Program Manager
Asst. Program Coord.
License Monitor
Special Project Assts.
1.0
1.0
2.0
1.0
Page A - 88
C.
In the Planning, Development and Codes Department there are no positions that principally are allocated to
performing internal support functions, that are similar or comparable to those provided by other agencies / departments.
The following table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
D.
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Positions
SPAN OF CONTROL.
The following table summarizes the span of control for the Planning, Development and Codes Department:
Division / Organizational Unit
Director
Deputy Director
County Building Official
Contractor Licensing Program Manager
Contractor Licensing Asst. Program Coord.
Overall Department Span of Control
1:4
1:4.5
1:5
1:2
1:2
1:3.6
Span of Control
Page A - 89
P.
The following sections describe the general organization and staffing allocated to the Infrastructure and Public
Works Department. In general, the Infrastructure and Public Works Department is responsible for developing and
maintaining safe and integrated transportation infrastructure systems within the county. The department conducts its
operations through three divisions that are responsible for bridge and roadway design, inspection, improvement and
maintenance. The department divides the county into rural and urban areas within its internal organizational structure.
A.
ORGANIZATIONAL CHART.
The Infrastructure and Public Works Department is organized as follows:
Page A - 90
Page A-91
Page A-92
Page A-93
Page A-94
B.
STAFFING
The following table outlines the allocation of staffing by major functional areas for the Public Works Department:
Division / Function
Position
No.
Administration
Director
1.0
Rural Services
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Urban Services
Page A - 95
Division / Function
Finance and
Administration
Position
Financial Manager
Office Manager
Network & Systems Analyst
Applics. Devel. Analyst
Accountant
Senior Secretary
No.
1.0
1.0
1.0
1.0
1.0
2.0
Bridge Construction
Manager
Civil Engineer
Operations Engineer
Engineering Technician
Chief Surveyor
Surveyor
Engineering Interns
Construction Project
Manager
Construction Inspector
Right of Way Coordinator
1.0
1.0
1.0
1.0
1.0
2.0
7.0
1.0
2.0
2.0
Page A - 96
Division / Function
Operations
Position
Operations
Director
Fleet Maintenance
Fleet Maintenance Director
Tire Repair Technician
Mechanic
Parts Clerk
Asst Fleet Maint. Director
Sr. Mechanic
Maintenance Mechanic
Mechanic
Safety & Training
Safety & Training Officer
Noxious Weeds
Noxious Weeds Director
Roads & Bridges Admin.
Road & Bridge Supt.
Services Coordinator
Secretary
Foreman
No.
1.0
1.0
1.0
1.0
1.0
1.0
2.0
1.0
4.0
1.0
1.0
1.0
2.0
1.0
1.0
Page A - 97
C.
In the Infrastructure and Public Works Department, there are various positions that principally are allocated to
performing internal support functions, that are similar or comparable to those provided by other agencies / departments.
The following table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
Positions
N/A
N/A
Financial Manager
Accountant
N/A
Office Manager
Network Systems Analyst
Applications Systems Analyst
Office Manager
N/A
Fleet Maintenance Director
Tire Repair Technician
Mechanic
Parts Clerk
Asst Fleet Maint. Director
Sr. Mechanic
Maintenance Mechanic
Mechanic
Page A - 98
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Infrastructure and Public Works Department:
Division / Organizational Unit
Director
Rural Services
Urban Services Manager
Financial Manager
Office Manager
Network and Systems Analyst
Stormwater Project Manager
Construction
Construction Engineer
- Operations Engineer
- Chief Surveyor
- Construction Project Manager
Rural Services
Manager
Fleet Maintenance Director
- Asst. Maintenance Director
Roads & Bridges Supt.
- Asst. Superintendent
- Sr. Foreman Project Support
- Sr. Foreman Bridge Crew
- Foreman Vegetation Crew
- Sr. Foreman Drainage
- Foreman Asphalt Crew
- Sr. Foreman Sign Crew
Safety & Training Officer
Noxious Weeds Director
Overall Department Span of Control
1:3
1:4
1:6
1:1
1:1
1:1
1:1
Span of Control
1:5
1:1
1:4
1:2
1:4
1:3
1:6
1:4
1:7
1:9
1:5
1:4
1:5
1:5
1:2
N/A
N/A
1 :4.3
Page A - 99
Q.
The following sections describe the general organization and staffing allocated to the Johnson County
Transportation Department. In general, the Transportation Department is responsible for providing countywide public
transportation services that complement the metropolitan transportation network. It accomplishes this through provision of
a fixed route system of 23 routes (The JO) which is a county-to-downtown commuter service; the JO Special Edition
service that offers low cost curb-to-curb transportation to seniors, low-income and disabled residents; and the Sheltered
Workshop Industrial Fixed Transit (SWIFT) service that offers transportation to a sheltered workshop for developmentally
disabled residents.
A.
ORGANIZATIONAL CHART
The Johnson County Transportation Department is organized as follows:
Page A - 100
Page A-101
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Johnson County
Transportation Department:
Division /
Function
Administration
Position
Director
No.
1.0
Finance and
Administration
Manager
Grants and Projects Mgr.
Accounting Coordinator
Administrative Assistant
1.0
1.0
1.0
1.0
Page A - 102
Division /
Function
Transportation
Position
Deputy Director
Planning Administrator
Operation Administrator
Information Tech. Coord.
Applications Analyst
Commun. Relations Coord.
No.
1.0
1.0
1.0
1.0
1.0
1.0
Page A - 103
C.
In the Johnson County Transportation Department, there are various positions that principally are allocated to
performing internal support functions, that are similar or comparable to those provided by other agencies / departments.
The following table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Positions
N/A
Administrative Assistant
Accounting Coordinator
N/A
N/A
IT Manager
Applications Analyst
N/A
N/A
Although maintenance is
contracted, the operations
administrator develops
replacement cycles and specs
for fleet
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Johnson County Transportation Department:
Division / Organizational Unit
Director
Finance and Administration
Manager
Transportation
Deputy Director
Overall Department Span of Control
1:2
Span of Control
1:3
1:4
1:4
Page A - 104
R.
The following sections describe the general organization and staffing allocated to the Johnson County Wastewater
Department. In general, the department is responsible for collecting and treating wastewater from county residents and
businesses, as well as those from 15 cities within Johnson County. Additionally, the department maintains and replaces
the collection system infrastructure, reviews plans and issues permits for connection to the system, as well as serves
customers in a variety of capacities.
A.
ORGANIZATIONAL CHART.
The Wastewater Department is organized as follows:
Page A - 105
Page A - 106
Page A-107
Page A-108
Page A-109
Page A-110
Page A-111
Page A-112
Page A-113
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Wastewater Department:
Division / Function
Administration
Position
General Manager
No.
1.0
Page A - 114
Division / Function
Business Operations
and Planning
Position
Director
Executive Assistant
Administrative Assistant
Financial Manager
Accountant
Project Specialist
Strategic Business Analyst
Manager Systems & Techn.
Programmer/Analyst
LAN Analyst
Network Analyst
Internet Projects Coord.
Maintenance Planner/Schedr.
Applications Software Tech.
AIMS Coordinator
GIS Technician
No.
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Page A - 115
Division / Function
Asset Management
Operations and
Maintenance
Director
Position
Director
Executive Assistant
Senior Secretary
Coordinator Safety & Training
Operations Engineer
Engineering Manager
Collection Systems Engr.
Collections Engineer
Eng. Tech.-City Projects
Sr. Engr. Tech. Collections
Wastewater Trtmt. Proj. Engr.
Sr. Eng. Tech.-Construction
Eng. Tech. Construction
Project Engr. Treatment
Asst. Director-Collections
Supt. Clng. & Inspection
Asst. Supt Collections
Jet Vac. Crew Leader
Cleaning Crew Leader
Clng/Inspect Crew Member
Asst. Supt. Collections
Jet Vac. Crew Leader
TV Crew Leader
Clng. Crew Leader
Clng/Inspect Crew Member
Asst. Supt. Fleet Maint.
Facilities Sr. Clerk
Lead Auto Tech.
Automotive Technician
Supt. Collection Maint.
Asst. Supt. Collections
No.
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
5.0
9.0
1.0
1.0
3.0
4.0
12.0
1.0
1.0
1.0
3.0
1.0
1.0
Page A - 116
Division / Function
Engineering
Position
Pumps Crew Leader
Maint. Crew Member
HVAC Technician
Industrial Electrician
Indust. Electr. Crew Member
Maint. Crew Member
Asst. Superintendent
Constr. Crew Leader
Sr. Equip. Operator-Grds.
Equipment Operator
Constr. Crew Member-Grds.
Constr. Crew Leader
Constr. Crew Member
Equipment Operator
Constr. Crew Member
Asst. Director-Treatment
Treatment Supt.
Asst, Treatment Supt.
Treatment Crew Leader
Treatment Crew Member
Truck Driver
Industrial Electrician
Indust. Elect. Crew Member
Chief Engineer
No.
4.0
3.0
1.0
2.0
1.0
2.0
1.0
2.0
1.0
2.0
2.0
2.0
3.0
2.0
2.0
1.0
5.0
3.0
10.0
36.0
5.0
5.0
3.0
1.0
Page A - 117
Division / Function
Customer Relations
Communications
Position
Director
User Charge Manager
Development Engr. Mgr.
Industrial Customer Liaison
Operations Supv.
Cust. Svc. Team Leader
Cust. Svc. Rep.
Bookkeeper/Cust. Svc.
Sr. Inspector
Sewer Inspector
Eng. Spec. Property & Fees
Eng. Tech. Property & Fees
Sr. Planning Engr.
Planning Engineer
Devel. Engr. Collects. & LPS
Sr. Engineer Technician LPS
Permit Group Supv.
Eng. Tech. Comm. Plan Rev
Sr. Permit Technician
Permit Technician
Sr. Engr. Tech. Private Main
Engr. Tech. Private Main
Eng. Tech Surveyor
Director
No.
1.0
1.0
1.0
2.0
1.0
1.0
4.0
1.0
1.0
4.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
1.0
2.0
1.0
2.0
1.0
1.0
Page A - 118
C.
In the Wastewater Department, there are various positions that principally are allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Communications Director
Executive Assistant
Executive Assistant
N/A
Executive Assistant
LAN Analyst
Internet Projects Coordinator
Applications Software Tech.
AIMS Coordinator
IT Analyst
Network Analyst
Systems/Technology Mgr.
Human Resources
Executive Assistant
N/A
Asst. Supt. Fleet Maintenance
Lead Automotive Technician
Automotive Technician
Positions
Page A - 119
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Wastewater Department:
Division / Organizational Unit
Director
Business Operations and Planning
Director
Financial Manager
Systems/Technology Manager
GIS Coordinator
Operations & Maintenance
Director
Engineering Mgr. Existing Infrastructure
Asst. Director Collections
Asst. Director Treatment
Customer Relations
Director
User Charge Manager
Operations Supervisor
New Development Engineering Mgr.
Engineering Specialist
Sr. Engineering Technician
Permit Group Supervisor
Sr. Inspector
Senior Planning Engineer
Development Engineer
Operations & Maintenance Director
Engineering Manager
Collections System Engineer
Engineer (Collections)
Project Engineer
Engineering Tech Construction
Asst. Director Collections
Cleaning & Inspection Super.
Collection Maintenance Super.
1:6
Span of Control
1:5
1:2
1:7
1:1
1:7
1:2
1:3
1:5
1:2
1:3
1:7
1:6
1:1
1:2
1:4
1:4
1:2
1:1
1:7
1:2
1:2
1:2
1:2
1:1
1:3
1:2
1:2
Page A - 120
1:17
1:18
1:5
1:13
1:16
1:5
1:3
1:15
1:7
1:5
1:19
1:4
1:10
1:5
1:5.7
Span of Control
Page A - 121
ORGANIZATION CHART.
The plan of organization is presented in the charts below:
Page A - 122
Page A-123
Page A-124
Page A-125
Page A-126
Page A-127
Page A-128
B.
STAFFING.
Johnson County Developmental Supports is organized as follows:
Division / Function
Position
No.
Description
Administration
Director
Executive Assistant
1.0
1.0
CFO
1.0
1.0
1.0
5.0
1.0
1.0
1.0
1.0
1.0
2.0
1.0
1.0
1.0
1.0
1.0
1.0
Page A - 129
Division / Function
Community
Developmental
Disabilities Organization
Position
Director
Senior Secretary
Affiliate Coordinator
Intake and Referral Spec.
Records Clerk
Intake Analyst
Basis Facilitator
Basis Evaluator
Access Specialist
Basis / Plan of Care Analyst
Quality Assurance Specialist
No.
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
1.0
1.0
2.0
Description
This division is responsible for:
Serving as the single point of entry into the
Developmental Disabilities system within the
county for the state.
Conducting assessment and eligibility reviews
of clients.
Performing intake for JCDS.
Determining types of services for which clients
are eligible.
Page A - 130
Division / Function
Community Service
Provider
Position
Deputy Director
Clinical Supports Director
Health Supports Coordinator
Technical Supports Specialist
Health Supports Assistant
Health Supports Specialist
Behavior Specialist
Assistive Technology Spec.
Service Coordination Director
Service Coordinator
Residential Services Supports
Director
Residential Services Coordinator
Senior Residential Provider
Residential Provider
Residential Scheduler
Team Leader
Senior Residential Provider
Residential Provider
Residential Support Assistant
Director Day and & Employment
Team Leader
Community Employment
Specialist
Floater Coach
Community Employment Coach
Senior Employment Coach
Employment Coach
Truck Driver
Contract and Marketing Developer
No.
Description
1.0
1.0
1.0
1.0
1.0
1.0
2.0
1.0
1.0
16.0
1.0
1.0
5.0
19.0
1.0
9.0
33.0
87.0
1.0
1.0
5.0
5.0
1.0
9.0
21.0
32.0
1.0
1.0
Page A - 131
Division / Function
Community Relations &
Resource Development
C.
Position
Director
Senior Secretary
Community Relations Manager
No.
1.0
1.0
1.0
Description
This division is responsible for:
Producing all JCDS publications and marketing
materials.
Writing and administering grants for JCDS.
Coordinating fundraising activities with the
Friends of JCDS.
Conducting public outreach and promotional
events for JCDS (e.g., speaking engagements,
etc.)
Writing JCDS newsletter, maintaining website,
producing various marketing materials.
In Johnson County Developmental Supports, there are various positions that principally are allocated to performing
internal support functions that are similar or comparable to those provided by other agencies / departments. The following
table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
Positions
1.0 FTE in Grants and
Development Division
1.0 in CFO
1.0 in CFO
N/A
1.0 in CFO
2.0 in CFO
N/A
1.0 in CFO
1.0 in CFO
Page A - 132
D.
SPAN OF CONTROL.
The following table summarizes the span of control for Johnson County Developmental Supports:
Division / Organizational Unit
Span of Control
Administration
1:5
CFO
1:4.25
1:2.25
1:11.3
1:2
1:8.6
Page A - 133
T. ENVIRONMENTAL DEPARTMENT
The Johnson County Environmental Department is responsible for a variety of services related to environmental
protection and monitoring. These functions include: pollution control (solid waste, HazMat, air quality, industrial pretreatment, and grease); laboratory (water sampling and analysis for Wastewater and others); and sanitation (food Service,
environmental health, septic systems, pools / animal).
A.
ORGANIZATION CHART.
The Environmental Department is organized as follows:
Page A - 134
Page A-135
B.
STAFFING
The following table outlines the allocation of staffing by major functional areas for the Environmental Department:
Division / Function
Position
Administration
Director
Administrative Mgr.
Acct. Assistant
Sr. Account Clerk
IS Specialist
Cust. Serv. Spec.
Sr. Secretary
Secretary
Receptionist
Pollution Control
Laboratory
No.
Description
1.0
1.0
1.0
0.5
1.0
1.0
1.0
2.0
1.0
Director
Env. Compl. Mgr.
Ozone Reduction
Air Quality Tech.
SW Coordinator
SW Mgmt Spec.
HazMat Coord.
Sr. HazMat Tech.
Hazmat Tech.
1.0
4.5
0.75
.25
1.0
1.0
1.0
2.0
0.25
Director
Analytical Chemist
Sr. Lab Tech
Lab Tech
Chemist
Lab Tech NPDES
Sr. Indus. Spec.
Stormwater Spec.
1.0
1.0
2.0
2.0
1.0
1.0
1.0
1.0
Page A - 136
Division / Function
Sanitation Food
Service, Sewage, Pools
C.
Position
Director
Env. Health Mgr.
Env. Health Spec.
Sr. Env. Health Spec.
Seasonal San. Tech.
No.
Description
1.0
2.0
10.5
1.0
.25
In the Environmental Department, there are various positions that principally are allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Positions
N/A
Purchasing
N/A
Administrative
Page A - 137
Function
D.
Positions
Human Resources
N/A
N/A
N/A
SPAN OF CONTROL.
The following table summarizes the span of control for the Environmental Department:
Division / Organizational Unit
Span of Control
Director
1:4
Administrative Manager
1:8
1 : 8.5
1 : 2.25
1:2
1:4
1:3
1:3
1:3
1 : 3.5
1 : 4.25
1 : 3.2
Page A - 138
ORGANIZATION CHART
The Mental Health Center is organized as follows:
Page A - 139
Page A-140
Page A-141
Page A-142
Page A-143
Page A-144
Page A-145
Page A-146
B.
STAFFING
The table, which follows, presents staffing by division, as well as a brief description of the services provided by
each division:
Division / Function
Administration
Position
Executive Director
Executive Assistant
Clinical Services
Director
Quality Improvement
Manager
BV Team Leader
BV Team Clinician
NE Clinical Supervisor
NE Mental Health Clinician
SW Clinical Supervisor
SW Clinician
Deaf Services Coordinator
Case Manager
No.
1.0
1.0
1.0
1.0
1.0
2.0
1.0
3.0
1.0
3.0
1.0
4.0
Clinical Services
Cont.
0.5
3.0
1.0
1.0
Description
This division is responsible for managing and directing the
activities of the Mental Health Center. This includes serving
as liaison to the governing board, as well as the state and
ensuring implementation of programs and services that meet
policy objectives.
This division is responsible for:
Provides clinical services to clients needing mental health
care.
Performs intake and assessments of potential clients.
Determines the levels of care required.
Performs case management.
Provide outpatient services.
Provide services within county jail.
Specialized unit to provide services to victims of sexual
abuse and offenders.
Provides inpatient (detox) and outpatient substance abuse
treatment.
Offers a number of prevention and awareness programs
throughout county.
1.0
1.0
1.0
1.0
Page A - 147
Division / Function
Clinical Services
Cont.
Clinical Services
Cont.
Position
SW Outpatient Clinical
Supervisor
SW Outpatient Clinician
SW Outpatient Psychologist
Forensic Unit Clinical
Supervisor
Forensic Clinician
Forensic Mental Health
Clinician
Forensic Psychologist
Forensic Case Manager
Team Leader
Mental Health Clinician
Case Manager
Case Manager Assistant
Parent Support Specialist
Substance Abuse Clinical
Supervisor
ACT Program Mgr.
Teacher
Nurse
Substance Abuse Clinician
Adolescent Outpatient Dual
Diagnosis Clinician
Direct Care Staff Mgr.
Youth Care Staff Shift Mgr.
Youth Care Workers
Service Workers
Family Assertive
Community Treatment
Team Ldr.
No.
1.0
Description
10.0
1.0
1.0
4.0
6.0
2.0
2.0
7.0
3.0
35.0
19.75
1.0
1.0
1.0
1.0
1.0
3.0
2.0
1.0
1.0
13.0
1.0
1.0
Page A - 148
Division / Function
Clinical Services Cont.
Community Support
Services
Position
Team Clinician
Team Clerk
Adult Detox Unit Mgr.
Intake Coordinator
Detox Monitor
Clinical Supervisor
Team Leader
Supported Housing
Specialist
Resource Coordinator
Mental Health Clinician
Case Manager
Case Mgr. Assistant
Psychosocial Counselor
RDT Technician
Recovery Support
Coordinator
Recovery Support
Specialist
Transportation Coordinator
Dispatcher
Van Driver
Vocational Services Team
Leader
Placement Specialist
Case Manager Assistant
Career Development
Specialist
Supported Education
Specialist
Job Coach Technician
Vocational Counselor
Clinical Supervisor
After Hours Mental Health
Clinician
No.
1.0
1.0
1.0
1.0
9.8
1.0
6.0
8.5
Description
1.0
5.0
28.0
4.8
4.0
3.0
1.0
2.5
1.0
1.0
1.75
1.0
1.0
2.0
1.0
1.0
1.0
6.0
1.0
4.35
Page A - 149
Division / Function
Community Support
Services Cont.
Position
Team Leader
Mental Health Clinician
Case Manager
Case Manager Assistant
Mental Health Clinician
Rainbow/Court Liaison
Crisis Recovery Center
Coordinator
Crisis Recovery Specialist
MCRT Team Leader
MCRT Case Manage
No.
1.0
1.0
7.0
2.0
1.0
1.0
1.0
Description
10.6
1.0
6.0
Page A - 150
Division / Function
Operations
Position
Director
Financial Services
Manager
Accounting Technician
Accounting Assistant
Sr. Accounting Technician
Data Services Manager
Sr. Clerk
Data Services Programmer
Network Manager
PC Help Desk Technician
Data Services Supervisor
Clerk II
Accounting Assistant
Reimbursement Sup.
No.
1.0
1.0
2.0
1.5
1.0
1.0
1.0
3.0
1.0
1.0
1.0
2.0
0.5
1.0
Description
This division is responsible for:
Provides administrative support to all divisions
within the Mental Health Center.
Process reimbursement claims.
Handles accounts payable function for the
department.
Staffs a customer service unit for the
department, which serves as the initial intake
unit.
Operates a centralized data service unit that is
responsible for all in-house clinical and medical
records.
Provide general clerical support.
Maintains Mental Health Center facilities and
coordinates vehicle maintenance.
Page A - 151
Division / Function
Operations Cont.
Medical Director
Position
Claims Specialist
Accounting Assistant
Intake Coordinator
NE Office Manager
Office Coordinator
Front Desk Clerk
Sr. Secretary
Records Specialist
Accounting Assistant
Intake Coordinator
Maintenance Supervisor
Building Maintenance
Mechanic
Maintenance Assistance
Sr. Maintenance Mechanic
Maintenance Mechanic
SW Office Manager
Office Coordinator
Records Specialist
Intake Coordinator
Front Desk Clerk
Accounting Assistant
CSS Office Manager
Executive Assistant
Front Desk Clerk
Records Specialist
Accounting Assistant
No.
5.0
2.85
2.5
1.0
1.0
3.0
2.0
3.0
0.5
0.5
1.0
3.0
Medical Director
Psychiatrists
ARNP
Nursing Services Clinical
Supervisor
Nurse
On-Call Nurse
1.0
8.15
2.0
1.0
Description
0.3
1.0
1.0
1.0
1.0
3.0
2.0
3.0
1.0
1.0
1.0
2.0
2.0
1.0
This division is responsible for proving psychiatric
and clinical support services in the Mental Health
Center.
10.5
0.4
Page A - 152
C.
In the Mental Health Center, there are various positions that principally are allocated to performing internal support
functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
Positions
N/A
Part of AP/R resources below
5.5
N/A
2.0
1.0
N/A
6.3
Part of Facilities Operations
Maintenance resources above
Page A - 153
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Mental Health Services.
Division / Organizational Unit
Span of Control
Executive Director
1:5
1:6
1:5
1:15
1:10.8
1:2
Medical Director
- Nursing Services Clinical Supervisor
1:11
1:10.5
1:16
1:8
1:3
1:2
1:7.5
1:5
1:11
1:14
1:8.5
1:7
1:12
1:12.75
1:7.5
1:8
1:7
Page A - 154
Span of Control
1:4
1:6
1:9.5
1:10
1:9
1:10.8
1:7
1:11.5
1:2.75
1:12
1:11.35
1:10
1:10.6
1:6
Operations Director
- Financial Services Manager
- Data Services Manager
- Reimbursement Supervisor
- NE Office Manager
- Data Services Supervisor
- Maintenance Supervisor
- SW Office Manager
- CSS Office Manager
1: 8
1:4.5
1:6
1:10.5
1:10
1:2.5
1:5.3
1:6
1:10
1:7.1
Page A - 155
V. PUBLIC HEALTH
The Public Health Department is responsible for providing a variety of physical health services to the residents of
Johnson County, as well as public health emergency preparedness, child care licensing, health education and disease
prevention and containment.
A.
ORGANIZATION CHART.
Presented below are the organization charts for the Public Health Department:
Page A - 156
Page A-157
Page A-158
Page A-159
Page A-160
Page A-161
Page A-162
Page A-163
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Public Health Department.
Division / Function
Position
No.
Description
Administration
Director
Health Officer / Medical
Advisor (contracted)
1.0
1.0
Disease Containment
Division
Director
Immunization Program
Mgr.
Public Health Nurse
Administrative Assist.
Disease Containment
Program Mgr.
Epidemiologist
TB Nurse
Disease Investigator
Outreach Nurse
CRI Coordinator
Public Health Emergency
Coordinator
Emergency Planner
Risk Communicator
Training & Exercise
Specialist
Public Health Emergency
Administrative
Assist.
1.0
1.0
5.0
1.0
1.0
1.0
2.0
2.0
6.0
1.0
1.0
2.0
1.0
1.0
1.0
1.0
Page A - 164
Division / Function
Family Health Services
Division
Position
No.
Director
Maternal Child Health
Program Supervisor
WC/PH ARNP
Womens/Mens Health
ARNP
Public Health Nurse
Social Worker
Clinical Program Aide
Administrative Assist.
Womens/Mens Health
Program Supervisor
Womens/Mens Health
ARNP
Public Health Nurse
Social Worker
Clinical Program Aide
Laboratory Supervisor
Laboratory Technologist
WIC Program Manager
WIC Dietitian
WIC Cust. Ser. Spec.
WIC Cust. Ser. Spec.
WIC Breastfeeding Peer
Coordinator
1.0
1.0
Director
Sanitarian
CF Specialist
A/CCF Surveyor
CCF Admin. Asst.
1.0
1.0
9.0
1.0
3.0
1.0
1.0
4.0
2.0
1.0
1.0
1.0
2.0
Description
This division is responsible for:
Provides womens and mens health
service, including family planning
and sexually transmitted diseases.
Offers prenatal education and care
services.
Runs the departments well child
programs.
Operates the departments
laboratory.
Staffs the Women Infant Children
(WIC) program.
5.0
2.0
1.0
1.0
3.0
1.0
8.0
2.0
4.0
2.0
This division is responsible for:
Serves as the liaison to licensed
providers in the county to ensure
childcare facilities are incompliance
with state requirements.
Investigates complaints against
facilities.
Runs the oral health for seniors in
institutional settings program.
Page A - 165
Division / Function
Health Education Division
Position
No.
Description
Director
Health Educator/Senior
Wellness
Health Educator
Admin. Coordinator
1.0
1.0
Accounting Division
Accounting Manager
Billing Supervisor
Billing Clerk
Admin. Spec.
Accounting Supervisor
Senior Accounting
Specialist
1.0
1.0
1.0
1.0
1.0
3.0
Technology
1.0
5.0
1.0
Page A - 166
Division / Function
Office Management
C.
Position
Operations Manager
Program Supervisor
Records Specialist
Customer Support
Specialist
No.
Description
1.0
2.0
2.0
9.0
In the Public Health Department, there are various positions that principally are allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
Positions
N/A
Part of AP / Receivable
4.0
N/A
1.0
1.0
N/A
N/A
N/A
Page A - 167
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Public Health Department:
Division / Organizational Unit
Span of Control
Director
1: 8
1: 5.75
1:7.8
1:14
1:7
Accounting Division
1:1.5
Office Management
1:3.3
1: 6
Page A - 168
W. HUMAN SERVICES
Johnson County Human Services provides services in five key areas, including accessibility, information, aging,
community outreach and housing services. Human Services provides a diverse set of services to the citizens of Johnson
County, including emergency financial assistance, sign language interpreting, in-home and referral services for senior
citizens and people with disabilities, operate outreach centers throughout the community, and manage the countys
portable voucher program, HOME and CDBG grants, and weatherization programs.
A.
ORGANIZATION CHART.
Johnson County Human Services is organized as follows:
Page A - 169
Page A-170
Page A-171
Page A-172
Page A-173
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Human Services:
Division / Function
Position
No.
Description
Director
Director
Administrative Assistant
Account Clerk
Human Serv. Res.
Coord.
1.0
1.0
1.0
1.0
Director
CSS Team Manager
Administrative Assistant
CSS Manager
Intake/Receptionist
CSS Specialist
Utility Assistance
Coordinator
Building Maintenance
Supervisor
Custodian
Advertising Sales
Printing Coordinator
Info. Specialist
Case Mgr/ Interpreter
Manager, Roeland Park
Community Center
1.0
1.0
1.0
6.0
1.0
1.0
1.0
1.0
5.0
1.0
1.0
1.0
2.0
1.0
Page A - 174
Division / Function
Area Agency on Aging
Position
Director
Administrative Assistant
Aging Info. Specialist
Deputy Director
Geriatric Care Mgr.
Supervisor
Geriatric Care Mgr.
Geriatric Assessor
Geriatric Resource &
Support Specialist
Catch-A-Ride Vol.
Coordinator
Catch-A-Ride Assistant
ONC Geriatric Care Mgr.
ONC Geriatric Assessor
Spec.
Operations Manager
Fiscal Supervisor
In-Home Services
Coordinator
Data Entry Technician
Nutrition Program Mgr.
Nutrition Center Coor.
Nutr. Center Food Asst.
Nutr. Vol. Serve. Coord.
Nutr. Program Asst.
Nutr. Admin Clerk
Nutr. Data Technician
Nutr. Ketch. Supervisor
Van Drivers
No.
1.0
1.0
1.0
1.0
1.0
9.0
2.0
1.0
1.0
1.0
1.0
Var.
Description
This division is responsible for:
Serves as liaison to the Area
Agency on Aging.
Serves as the single point of entry
for senior citizens into Human
Services.
Provides services to senior
citizens, including intake and
assessment, case management
and referral services.
Manages budgets, grants and
reporting for the Division.
Set policies and procedures for
Division.
1.0
1.0
1.0
1.0
1.0
1.0
8 (PT)
1.0
1.0
1.0
1.0
1.0
5 (PT)
Page A - 175
Division / Function
Administrative Services
Position
Director
Assistant Admin.
Services Director
Accounting Assistant
Volunteer Coordinator
Information Technology
Specialist
Office Supervisor
Relief Receptionist
No.
1.0
1.0
1.0
1.0
1.0
1.0
Var.
Description
This division is responsible for:
Provides financial operations
support to the overall department,
as well as the Information,
Outreach and Accessibility
Division.
Generates reports to boards and
commissions/agencies.
Manage annual budget process.
Conducts P-Card reviews and
audits.
Manages fixed assets and capital
asset plan.
Handles payroll processing.
Coordinates fleet maintenance
activities.
Provides information technology
support to the Human Agencies.
Page A - 176
Division / Function
Housing Services
Position
Director
Deputy Director
Field Supervisor
Grant Coordinator
Housing Ser.
Housing Program Mgr.
Case Mgr.
Self-Sufficiency
Coordinator
Housing Inspection
Super.
Housing Inspector
Portability Intake
Specialist
Program Assistant
Resource & Support
Assistant
Relief Receptionist
Lead Rehab Specialist
Rehabilitation Specialist
Rehab Program
Specialist
Finance Mgr.
Finance Coordinator
Accounting Assistant
Weatherization
Coordinator
Weatherization Inspector
Weatherization Secretary
No.
1.0
1.0
1.0
1.0
1.0
5.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Description
This division is responsible for:
Manages the Countys housing
program and ensures compliance
to federal and state requirements.
Develops and implements policies
and procedures relating to division
programs.
Provides financial services support
to the Division.
Manages the countys portable
voucher program.
Inspects properties.
Operates the countys housing
repair and rehabilitation program.
Manages and disburses CDBG
grant funds.
Administers the countys
weatherization program.
1.0
1.0
1.0
1.0
1.0
1.0
Page A - 177
C.
In the Human Services, there are various positions that principally are allocated to performing internal support
functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area
Function
Positions
Purchasing
N/A
N/A
1.0
1.0
Human Resources
N/A
5.0
N/A
Page A - 178
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Johnson County Human Services:
Division / Organizational Unit
Span of Control
Director
1:6
1:12
1: 5
1:3
1:4
1:12
1:3
1:5
1:8
1:5
Administrative Services
- Director
- Asst. Director
1: 4
1:1
Housing Services
- Director
- Deputy Director
- Housing Program Manager
1:3
1:6
1:12
1: 4.9
Page A - 179
X.
The following sections describe the general organization and staffing allocated to the K-State Research and
Extension Department. In general, the K-State Research and Extension Department is responsible for providing youth
and adult education regarding agricultural production, nutritional advice, horticultural services, 4-H programs and other
services.
A.
ORGANIZATIONAL CHART.
The K-State Research and Extension Department is organized as follows:
Page A - 180
Page A-181
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the K-State Research Extension:
Division / Function
K-State Research
and Extension
Position
Agriculture Agent
No.
1.0
K-State Research
and Extension
FACS Agent
2.0
K-State Research
and Extension
FNP Assistant
1.0
K-State Research
and Extension
MFV Coordinator
1.0
Page A - 182
Division / Function
K-State Research
and Extension
Position
Horticulture Agent
1 vacant
No.
2.0
K-State Research
and Extension
4-H Agent
K-State Research
and Extension
School Enrichment
Coordinator
2.0
1.0
K-State Research
and Extension
Administrative Assistant
1.0
Page A - 183
Division / Function
K-State Research
and Extension
Position
FACS Secretary
No.
1.0
K-State Research
and Extension
Receptionist/Horticultural
Secretary
1.0
K-State Research
and Extension
4-H Secretary
1.0
Page A - 184
Division / Function
K-State Research
and Extension
C.
Position
Public Information
Coordinator
No.
1.0
In the K-State Research Extension, there are various positions that principally are allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
Positions
Public Information Coordinator
Administrative Assistant (also
performs other duties)
Administrative Assistant (also
performs other duties)
N/A
Administrative Assistant (also
performs other duties)
N/A
N/A
N/A
N/A
Page A - 185
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the K-State Research and Extension Department:
Division / Organizational Unit
Director
Administrative Assistant
FACS Agent
Horticulture Agent
Overall Department Span of Control
1:9
1:3
1:2
1:1
1:2.8
Span of Control
Page A - 186
Y. DEPARTMENT OF CORRECTIONS
The Department of Corrections is responsible for providing grant based community corrections programs. The
Department operates an adult residential center and runs several programs, including intensive supervision, house arrest
program, therapeutic community, and work release programs. The Department is also responsible for operating a juvenile
detention center.
A.
ORGANIZATION CHART.
The plan of organization is presented in the charts below:
Page A - 187
Page A-188
Page A-189
Page A-190
Page A-191
Page A-192
B.
STAFFING.
The table, which follows, presents staffing by division, as well as a brief description of the services provided by
each division:
Division / Function
Administration
Juvenile Detention
Center
Position
No.
Director
Assistant Director
Senior Accountant
Project Manager
Communication & Data
Coordinator
Office Manager
Grant & Account Specialist
HR & Payroll Specialist
HR & Payroll Account Specialist
1.0
1.0
1.0
1.0
1.0
Administrative Supervisor
Secretary
Receptionist
Policy & Compliance Manager
Custodian
Deputy Director
Shift Commander
Shift Supervisor
Juvenile Correction Officer
Training Coordinator
Training Officer
Senior Case Manager
House Arrest Officer
Classification Supervisor
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
4.0
1.0
3.0
9.0
79.9
1.0
1.0
1.0
4.0
1.0
Page A - 193
Division / Function
Field Services
Adult Residential
Center
Position
Case Manager
Juvenile Intake Specialist
No.
1.0
6.0
2.0
1.0
6.0
2.0
2.0
5.0
1.0
2.0
3.0
19.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
3.0
9.0
70.46
2.0
2.0
1.0
1.0
2.0
3.0
1.0
2.0
Page A - 194
Division / Function
C.
Position
Residential Case Manager
Resource Developer
Transport Manager
Transport Officer
Senior Substance Abuse
Counselor
Substance Abuse Counselor
Senior Case Manager
House Arrest Officer
No.
14.0
6.0
1.0
9.0
1,0
4.5
1.0
8.0
In the Department of Corrections, there are various positions that principally are allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
Positions
N/A
2.0 HR, Payroll, & Account
Specialist (also perform payroll
and general HR duties)
See Purchasing
N/A
See Purchasing
N/A
See Purchasing
4.0 Custodians
N/A
Page A - 195
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Department of Corrections:
Division / Organizational Unit
Span of Control
Director
1:4
Administration
1:7
1:5.4
Field Services
1:7
1:6.3
1:6
Page A - 196
Z. DISTRICT ATTORNEY
The District Attorneys Office is responsible for prosecuting cases in Johnson County. The office is staffed with
lawyers who prosecute cases, as well as investigators and legal support staff. The office also has a Victim Witness
functions that provides support to victims and witnesses who are involved in the criminal justice process.
A.
ORGANIZATION CHART.
The District Attorneys Office is organized as follows:
Page A - 197
Page A-198
B. STAFFING.
The following table outlines the allocation of staffing by major functional areas for the District Attorneys Office:
Division / Function
Administration
Legal Services
Position
No.
District Attorney
Executive Assistant
Senior Deputy District
Attorney
Director of
Administration
Assistant Director of
Administration
Accounting Technician
Victim / Witness
Coordinator
Victim/Witness
Advocate
Volunteer Coordinator
Support Specialist
Support Staff
Supervisor
Support Staff
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
6.0
1.0
1.5
4.0
Description
This division is responsible for:
Providing general administrative
and clerical support throughout
the District Attorneys Office.
Provide assistance to legal
services staff with respect to
recordkeeping, file maintenance,
briefs, etc.
Operates the countys
Victim/Witness Program.
Provide clerical, procurement
and accounts payable support.
Coordinate volunteer activities.
1.5
2.0
7.0
21.0
Page A - 199
Division / Function
Investigations
C.
Position
Chief Investigator
Investigator
Consumer Intake
Specialist
No.
Description
1.0
5.0
1.0
In the District Attorneys Office there are various positions that principally are allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
N/A
Purchasing
Positions
See Purchasing
N/A
See Purchasing
N/A
Page A - 200
Function
D.
Positions
Human Resources
See Purchasing
N/A
N/A
SPAN OF CONTROL.
The following table summarizes the span of control for the District Attorneys Office:
Division / Organizational Unit
Span of Control
District Attorney
1:5
Administration
1:6.9
Legal Services
1:2.7
Investigations
1:4
1:4.65
Page A - 201
ORGANIZATION CHART.
The JIMS is organized as follows:
Page A - 202
Page A-203
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for JIMS:
Division / Function
Position
No.
Description
Administration
Director
1.0
Help Desk
1.0
1.0
1.0
Technical Svcs
Manager
PC/LAN Analyst
LAN Analyst
Security Analyst
Internetworking Analyst
1.0
4.0
1.0
1.0
1.0
Programming
Supervisor
Program. Analyst
Programmer II
Programmer I
1.0
4.0
1.0
1.0
Page A - 204
C.
Within JIMS, there are no positions that are principally allocated to performing internal support functions, that are
similar or comparable to those provided by other agencies / departments with the exception of Information Technology
services. There is significant overlap between the services provided by JIMS to their clients and the support provided to
the rest of the organization by ITS. The following table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call Centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
D.
N/A
N/A
N/A
N/A
N/A
All staff
N/A
N/A
N/A
Positions
SPAN OF CONTROL.
The following table summarizes the span of control for JIMS:
Division / Organizational Unit
Director
Technical Services Manager
Programmer Supervisor
Overall Department Span of Control
1:6
1:8
1:5
1:5.6
Span of Control
Page A - 205
ORGANIZATIONAL CHART.
The Emergency Management and Homeland Security Department is organized as follows:
Page A - 206
Page A-207
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Emergency Management and
Homeland Security Department:
Division / Function
Administration
Position
Director
Office Manager
No.
1.0
1.0
Page A - 208
Division / Function
Planning and
Mitigation
Position
Assistant Director Planning
Assistant Planner
Community
Preparedness
Assistant Director
No.
1.0
1.0
Page A - 209
Division / Function
Operations and
Exercises
Position
Assistant DirectorOperations
No.
1.0
Page A - 210
C.
In the Emergency Management and Homeland Security Department, there are few positions that principally are
allocated to performing internal support functions, that are similar or comparable to those provided by other agencies /
departments. The following table summarizes these positions by functional area:
Function
Positions
N/A
Office Manager
Purchasing
Office Manager
N/A
Office Manager
D.
N/A
Human Resources
N/A
N/A
N/A
SPAN OF CONTROL.
The following table summarizes the span of control for the Emergency Management and Homeland Security
Department:
Division / Organizational Unit
Director
Assistant Director Planning and Mitigation
Overall Department Span of Control
1:4
1:1
1:3
Span of Control
Page A - 211
ORGANIZATIONAL CHART
The Med-Act Department is organized as follows:
Page A - 212
Page A-213
Page A-214
B.
STAFFING
The following table outlines the allocation of staffing by major functional areas for the Med-Act Department.
Division / Function
Administration
Operations
Position
Chief
Deputy Chief
Division Chief
Battalion Chief
Captain
Lieutenant
Paramedic
Emergency Medical Tech.
No.
1.0
1.0
4.0
10.0
9.0
43.0
53.0
3.5
Page A - 215
Division / Function
Education
Position
Assistant Chief
No.
1.0
Quality Management
Division Chief
1.0
Administrative
Services
Assistant Chief
Systems Manager
Programmer-Analyst
Network Administrator
Administrative Svcs. Tech.
1.0
1.0
1.0
1.0
4.0
Page A - 216
C.
In the Med-Act Department, there are various positions that principally are allocated to performing internal support
functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Positions
N/A
Purchasing
N/A
Administrative Services
Technicians (4 FTE)
N/A
N/A
Human Resources
N/A
N/A
N/A
Page A - 217
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Med-Act Department.
Division / Organizational Unit
Chief
Operations
Deputy Chief
Division Chief (A)
Division Chief (B)
Division Chief (C)
Division Chief Support Services
Administrative Services
Assistant Chief
Information Systems Manager
Overall Department Span of Control
1:4
Span of Control
1:4
1:4
1:3
1:3
1:4
1:6
1:2
1:8
Page A - 218
ORGANIZATIONAL CHART.
The Emergency Communications Department is organized as follows:
Page A - 219
Page A-220
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Emergency Communications
Department:
Division / Function
OperationsPersonnel
Position
No.
Deputy Director
Operations Supervisor
Emerge. Combs. Specialist
II
Emerge. Combs. Specialist I
1.0
4.0
4.0
17.0
Communications
Services
Deputy Director
Project Manager
Mgr. Comm. Services
Communications Technician
Manager Technical Systems
Coord. Technical Support
CAD Manager
Emerge. Combs. Specialist
II
1.0
1.0
1.0
3.0
1.0
1.0
1.0
1.0
Page A - 221
Division / Function
Administration
C.
Position
Director
Administrative Assistant
Accounting Technician
No.
1.0
1.0
1.0
In the Emergency Communications Department, there are various positions that principally are allocated to
performing internal support functions, that are similar or comparable to those provided by other agencies / departments.
The following table summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing / Accounts Payable / Receivable
Positions
N/A
Administrative assistants
provide various duties related
to purchasing, AP/AR, and
Timekeeping/payroll.
N/A
Page A - 222
Function
Timekeeping and Reporting (Payroll)
Positions
Administrative Assistants
provide various duties related
to purchasing, AP/AR, and
Timekeeping/payroll.
Manager Communications
Services
Communications Technician
Manager Technical Systems
Coordinator Technical Support
CAD Manager
Emergency Communications
Specialist II
N/A
N/A
Accounting Technician
(management/monitoring of
fleet only)
Human Resources
Facilities Operations / Maintenance
Fleet Management / Maintenance
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Emergency Communications Department:
Division / Organizational Unit
Administration
Director
Administrative Assistant
Communications Services
Deputy Director
Manager Communications Services
Manager Technical Systems
Operations-Personnel
Deputy Director
Operations Supervisor (4)
Overall Department Span of Control
Span of Control
1:3
1:1
1:3
1:3
1:3
1:4
1:5.3
1:5.6
Page A - 223
FF. LIBRARY
The Johnson County Library is responsible for operating all county libraries and providing services to Johnson
County residents. The Johnson County Library provides books and audiovisual materials for children and
adults, online resources, and business and information services through a central resource library and 12
branches. The Library's collection of materials, accessible through a computerized circulation system, includes
more than 1,200,000 items including a partial depository for federal and state documents. The Johnson County
Library operates under the direction of the Library Board appointed by the Board of County Commissioners.
A.
ORGANIZATION CHART.
The Library is organized as follows:
Page A - 224
Page A-225
Page A-226
Page A-227
Page A-228
Page A-229
Page A-230
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Johnson County Library
excluding branch services:
Division / Function
Position
No.
Description
Administration
County Librarian
Administrative Mgr
Accounting Asst.
Admin Coordinator
Access Supp. Sup
Telephone Opera.
1.0
1.0
2.0
1.0
1.0
3.0
Staff Development
Manager
Trainer
Executive Assist.
Admin Assistant
HR Assistant
Tech. Training Spec.
1.0
1.0
1.0
1.0
1.0
1.0
Communications
Comm. Manager
Creative SUVs. Coord.
Marketing Assist.
Comm. Rel. Coord.
Volant. Svcs. Coord.
Proj. Development Coord.
1.0
2.0
1.0
1.0
1.0
1.0
Page A - 231
Division / Function
Central Services
Position
Associate Director
Security Guard
Collect. Dev. Manager
No.
1.0
2.0
1.0
Circulation:
Manager
Page Supervisor
Sr. Library Page
Library Page
Courier
Circulation Supervisor
Library Clerk
1.0
1.0
1.0
18.0
4.0
1.0
13.0
Collections:
Coll. Dev. Spec.
Library Clerk
Youth Services:
Youth Services Lib.
Youth Info Spec.
Description
This division is responsible for providing the
central resource library and collection
services to the Johnson County Library
including:
Bibliographic
Collection development
Information and reader services
Circulation management
Administrative support
4.0
1.0
1.0
5.0
Page A - 232
Division / Function
Position
Info & Reader Svc:
Info & Reader Mgr.
Reference Librarians
Info Ops Coord.
Info. Spec.
Sr. Info Spec.
Reference Librarian
Resource Sharing Coord.
Senior Clerk
Library Clerk
Ref. Librarian
Reg. Ref Clerk
Clerk
Senior Page
No.
Description
1.0
8.0
1.0
6.0
1.0
4.0
1.0
1.0
4.0
1.0
1.0
1.0
2.0
Admin
Admin Asst.
Library Clerk
Senior Page
Clerk
1.0
1.0
3.0
1.0
Bibliographic:
Manager
Cataloger
Database Tech.
Acquisition Leader
Acquisition Sr. Clerk
Acquisition Clerk
Library Clerk
Library Page
1.0
2.0
3.0
1.0
1.0
1.0
1.0
3.0
Page A - 233
Division / Function
Facilities
IT
Position
Facilities Manager
Asst. Facilities Mgr.
Maintenance
Custodial Supervisor
Maintenance Help.
Custodians
Shipping/Rec. Clerk
IT Manager
Programmer/Analyst
Network Analyst
Integrated Library Sys.
Technical Info.
Tech. Info. Analyst
Web Content Manager
Programmer Analyst
Web Content Developers
No.
1.0
1.0
3.0
1.0
1.0
11.0
1.0
1.0
1.0
1.0
1.0
1.0
4.0
1.0
1.0
4.0
Description
Provide facility support, maintenance, and
operation for main and all branch libraries.
Major construction project contracted out
and handled typically through Central
Facilities functions.
This division handles the majority of the
county Library Systems technological needs
including PC support, maintenance, library
software support, and web content services.
Page A - 234
C.
At the Johnson County Library there are various positions that principally are allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Switchboard Operations / Call centers
Timekeeping and Reporting (Payroll)
Information Technology / Management
Positions
Seven positions including:
Comm. Manager
Marketing Assist.
Page A - 235
Human Resources
Function
Positions
Manager
Trainer
Executive Assistant
Admin Assistant
HR Assistant
Tech. Training Spec.
Facilities Manager
Asst. Facilities Manager
Maintenance
Custodial Supervisor
Maintenance Help.
Custodians
Shipping/Rec. Clerk
N/A
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Johnson County Library:
Division / Organizational Unit
Span of Control
County Librarian
1:5
Communications Manager
Creative Services Coordinator
Creative Services Coordinator
1:2
1:2
1:3
1:5
Page A - 236
1:8
1:6
1:6
1:3
1:3
1:5
1:10
1:11
1:10
1:4
1:15
1:20
Span of Control
1:4
1:5
1:4
1:5
1:6.8
Page A - 237
GG. MUSEUMS
The Johnson County Museum is responsible for operating and providing programming at two main locations with
three facilities the Johnson County Museum of History, 1950s all-electric house (on museum grounds) and the
Lanesfield School Historic Site. The major focus of the Museums efforts are on the history of Johnson County with a new
focus on the history of suburbanization on a national scope. The Johnson County Museum operates under an Advisory
Council appointed by the Board of Commissioners. Significant resources are provided to the Museums from the Friends
of the Museum, a not-for-profit organization governed by a separate Board of Trustees. The department manages
collections, develops exhibits, and provides services to the general public and targeted populations (i.e., school visits).
A.
ORGANIZATION CHART.
The Museums Department is organized as follows:
Page A - 238
Page A-239
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Johnson County Museum:
Division / Function
Administration
Position
Director
Asst. to the Dir. (PT)
Office Manager
Curator
Asst. Curator
Collection Manager
Education
Curator
LSHS Site Mgr.
Education Assistant
(part-time)
No.
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
3.0
Description
This division is responsible for
managing and directing the activities
of the Museums. Operation of the
Museums Store.
This division is responsible for:
Acquiring new items for the
museums.
Maintaining existing exhibits and
developing new exhibits.
Managing all collections of the
museums.
Publications program.
This division is responsible for:
Operating the Lanesfield Historic
Site and related programming.
Operating the All-Electric house.
Educational programs for school,
adult, and youth audiences.
Page A - 240
C.
In the Museums Department there are no positions that are principally allocated to performing internal support
functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
N/A
Purchasing
N/A
N/A
N/A
N/A
N/A
Human Resources
N/A
N/A
N/A
Positions
Page A - 241
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Museums Department:
Division / Organizational Unit
Span of Control
Director
1 : 4 (1 part-time position)
Curator Collections
1:2
Curator Education
1 : 2.7
Page A - 242
ORGANIZATION CHART.
The Park and Recreation District is organized as follows:
Page A - 243
Page A-244
Page A-245
Page A-246
Page A-247
Page A-248
Page A-249
B.
STAFFING.
The following table outlines the allocation of staffing by major functional areas for the Johnson County Park and
Recreation:
Division / Function
Position
No.
Description
Administration
Director
1.0
Administration and HR
1.0
1.0
1.0
1.0
1.01
Community Relations
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Page A - 250
Division / Function
Finance & IT
Planning &
Development
Position
No.
Description
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Page A - 251
Division / Function
Park Safety &
Interpretation
Recreation
Position
No.
Description
Superintendent
Admin. Assistant
Receptionist
1.0
1.0
1.0
1.0
1.0
4.0
3.0
9.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Superintendent
Admin. Assist.
Receptionist / Asst.
1.0
1.0
1.0
1.0
1.0
2.0
4.0
1.0
26.0
5.0
2.0
Page A - 252
Division / Function
Parks & Golf
Corporate / Wellness
Position
No.
Superintendent
Admin. Assistant
1.0
1.0
Park Manager
Sr. Park Worker
Park Worker
Stables Manager
Construction Sup.
Forester
5.0
10.0
21.0
2.0
1.0
1.0
GC Super.
Asst. GC Super. GC
Worker
Irrigation Tech
2.0
2.0
6.0
1.0
1.0
1.0
2.0
1.0
1.0
1.0
2.0
1.0
1.0
1.0
2.0
Description
This division is responsible for
running and maintaining the various
park and golf properties. Staff
involved in staffing golf operations
(including pro shop) and conducting
routine maintenance functions in
parks and golf courses.
Page A - 253
Division / Function
Position
No.
Description
50 Plus
Program Manager
Assistant
Spec. Event/Travel
Travel Coordinator
50 Plus Coordinator
50 Plus Center Spec.
SE Coordinator
Assistant
1.0
1.0
1.0
1.0
1.0
1.0
4.0
3.0
Manager
Assistant
Coordinator
Theatre Coordinator
Facility Manager
1.0
1.0
1.0
1.0
1.0
Registration
Manager
Sr. Reg. Clerk
Regist. Recept./Asst.
Clerks
1.0
1.0
1.0
4.0
Page A - 254
Division / Function
Recreation
Position
No.
Manager
Aquatics Specialist
Aquatics Coord.
Blazers Head Coach
Business Manager
Coaches
1.0
1.0
1.0
1.0
1.0
5.0
Concessions Manager
Asst. Manager
1.0
1.0
1.0
1.0
1.0
2.0
1.0
1.0
1.0
MASC/MAWSC:
Operational Manger
Assistant
Youth Sports Coord.
League Coord.
Sport Specialist
Games Director
1.0
1.0
3.0
1.0
1.0
1.0
Description
This division is responsible for the
overall provision of recreational
programs including aquatics, soccer,
and other programs.
Responsible for the operations and
maintenance of the MASC / MAWSC
locations and associated
programming.
Page A - 255
C.
In the Park and Recreation District there are many positions that are principally allocated to performing internal
support functions, that are similar or comparable to those provided by other agencies / departments. The following table
summarizes these positions by functional area:
Function
Public Information / Communications
Purchasing
Accounts Payable / Receivable
Human Resources
Positions
Community Relations Mgr.
Community Relations Asst.
Finance Mgr.
Accounts Payable Mgr.
Accounts Payable Coord.
Accounting Assistant
Seasonal Clerk
Receptionist
Payroll / Acct. Payable Mgr.
Finance & ITS Mgr.
LAN Analyst/Technician
Data Processing Supervisor
PC Analyst / Technician
HR Director
Personnel Coordinator
Seasonal Clerk
Benefits Coordinator
Landscape Architect (partial)
Park Planner (partial)
N/A
Page A - 256
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Park and Recreation District:
Division / Organizational Unit
Park & Recreation Director
Administration & HR Manager
HR Director
1 : 7
1 : 2
1 : 2
1 : 5
1 : 3
1 : 3
1 : 3
1 : 3
1 : 4
Captain
1 : 4
Sergeant
1 : 4
1 : 7
1 : 11
HP GC Superintendent
Span of Control
1: 5
Page A - 257
1 :5
1 :5
1 :4
1 : 3
1 : 9
Registration Manager
1 : 6
1 : 9
1 : 7.5
1 : 7
Gymnastics Coordinator
1 : 2
1 : 4
Center Specialist
Span of Control
1 :7
1 :4
1 :5
1 :7
Aquatics Spec
1 :2
1 :6
Page A - 258
1 :2
Facilities Coordinator
1 :3
1 :2
Operations Manager
Youth & Adult Sports Spec.
1 :4
1 :1
Span of Control
1 : 4.65
Page A - 259
Response
Percent
0.7%
3.4%
0.7%
0.4%
10.4%
0.4%
0.6%
7.1%
2.8%
0.5%
1.6%
0.3%
Response
Count
12
62
12
8
191
7
11
130
52
9
29
6
Page B - 1
Agency / Department
Environmental Services
Facilities and Print Shop
Human Resources
Human Services
Information Technology Services
Internal Audit
JIMS
Legal Services
Library
Med-Act
Mental Health
Museum
Oracle Support Center
Park & Recreation
Planning & Community Development
Public Health
Public Works & Infrastructure
Records & Tax Administration
Transportation
Treasurer & Financial Management
Wastewater
Response
Percent
1.8%
4.6%
1.1%
4.7%
2.7%
0.2%
0.9%
0.8%
9.5%
4.4%
12.2%
0.4%
0.5%
7.3%
0.6%
5.0%
1.9%
1.6%
0.7%
4.8%
5.7%
Answered question
Skipped question
Response
Count
33
84
20
86
49
3
17
14
175
80
223
7
9
133
11
91
34
30
12
88
105
1833
22
Response
Percent
8.2%
18.2%
73.6%
Answered question
Skipped question
Response
Count
147
326
1322
1795
60
The completed surveys were evaluated initially for the entire organization
to enable an understanding of the overall employee perception regarding current
service delivery approaches and opportunities for improvement. Additional
review was conducted at the agency / department level and based upon the
position of the respondent (i.e., manager / supervisor versus non-supervisory),
where appropriate, to determine if variations existed in the responses received.
2.
Page B - 2
The following tables present the results on the questions related to the
evaluation of business processes and existing organizational structure:
PROCESS & ORGANIZATIONAL STRUCTURE: Please evaluate each of the statements
listed below. If you have no opinion or do not have enough information to answer, check
No Response.
1.
2.
3.
4.
5.
6.
7.
8.
9.
The business
processes within my
agency/department are
efficient and effective.
The business
processes involving
other
agencies/departments
are efficient and
effective.
My agency/department
performs work that is
not duplicated by other
agencies/departments.
My agency/department
has well documented
rules policies and
processes to guide my
work.
In my
agency/department, we
do a good job planning
and scheduling our
work.
My agency/department
is rarely in a crisis
mode.
In my
agency/department, we
have the right mix of inhouse and outsourced
services.
The organizational
structure of my
agency/department is
well suited to its
responsibilities.
The overall
organizational structure
of the county promotes
the efficient delivery of
services.
Strongl
y Agree
Agre
e
Neither
Agree or
Disagree
Disagree
Strongly
Disagree
No
Resp.
(N/A)
262
873
300
206
60
52
3.63
86
637
536
158
35
298
3.40
741
614
172
135
41
44
4.10
522
854
191
126
44
13
3.97
492
852
194
136
59
11
3.91
321
757
343
219
75
27
3.60
270
761
438
101
32
142
3.71
381
827
276
162
68
25
3.75
171
827
429
159
57
96
3.55
Rating
Average
Page B - 3
Strongl
y Agree
Agre
e
Neither
Agree or
Disagree
660
678
229
Disagree
Strongly
Disagree
No
Resp.
(N/A)
83
33
60
Rating
Average
4.10
Employees were asked to provide feedback on any areas that they rated
as either disagree or strongly disagree with comments / details regarding why
they chose this rating. The following points summarize the key themes and
issues raised by employees:
Expand the use of electronic forms / documents. Fully implement their use to
eliminate duplicate paper records / reconciliations / tracking.
Page B - 4
In addition to these general themes, the project team received over 480
responses on this question many with very specific comments or
recommendations regarding specific issues.
3.
SPAN OF CONTROL.
Response
Count
90
1253
378
1721
134
Position Level
1. Executive / manager
2. Supervisor
3. Non-supervisory
Matrix Consulting Group
2. There is a
good balance
between the
number of
supervisors
and
employees.
86.1%
81.4%
69.1%
Overall, non-supervisory employees typically felt that there are too many
supervisors in relation to the number of employees (25.9%) versus employees in
supervisory or management positions (12.4% and 8.3% respectively). All groups
had a similar response rate to the statement there are too few supervisors. This
response was typically in the 5% to 6% range.
Employees were asked a follow-up question to provide comments
regarding areas where they felt spans of control should be modified to improve
the efficient use of resources. They were specifically asked to identify the area
for change and describe why the change is appropriate. The following points
summarize the more common themes / suggestions that were made:
The division chief position was frequently cited as one where employees felt
the number of positions, in relation to the number of employees (Battalion
Chief and lower), was excessive; and
Some specific areas referenced as having spans of control that were too
narrow or excessive supervisory layers included: Correctional Facilities,
Election Commission, Library, Med-Act, Oracle, RTA, and Sheriff.
CENTRALIZATION OF SERVICES.
Survey participants were asked to indicate whether they felt that additional
centralization of services should be explored to either improve provided services
or to manage the costs of providing services. The following table outlines the
responses received:
Matrix Consulting Group
Page B - 6
Fleet Management;
Information Technology;
Grants Management;
Purchasing;
Page B - 7
5.
The next question asked employees to indicate the areas where they
believed the county should consider agency / departmental consolidation to
either provide a higher level of service or to control / reduce costs of providing
services. The following points outline the general themes and most frequently
cited functional areas in the comments:
Juvenile Services;
Facility Maintenance;
Human Resources;
Page B - 8
6.
The next question asked employees to indicate the areas where they
believed the county should consider functional consolidation (i.e., specific
services or programs that are similar in nature but provided by more than one
agency / department). The following points outline the most common responses
from the comments:
Fleet operations;
Grants management;
IT and HR functions of Park & Recreation and Library integrated with county
functions;
Utilize single portals on website for services (i.e., single permitting site,
combined fee section, customer service/relation section). Use common
theme and approach on website design to have for integration / uniformity of
sites.
Page B - 9
The next question asked employees to indicate the areas where they
believed the county should consider any other operating efficiencies within either
the employees agency / department or in other agencies departments. The
following points provide insight on the type of feedback received by the project
team:
Considering eliminating multiple offices for some functions and having only a
central location where all services are provided (i.e., immunizations, DMV);
and
Page B - 10
The next question asked employees to indicate the areas where they
believed the county should consider any other operating efficiencies within either
the employees agency / department or in other agencies / departments that they
felt it would result in higher service levels and / or controlling or reducing costs for
providing services. The most frequently cited service areas included:
Fleet maintenance
Street maintenance
Emergency communications;
Library services;
Wastewater;
Emergency Management;
Page B - 11
A total of 411 comments were received with the most frequently cited
examples above. Of those listed, comments most frequently related to the
sharing of fire, EMS and law enforcement services. Other commonly noted
services included library services and internal administrative support functions.
Page B - 12