Organizational Structure Assessment and Optimization Study for Johnson County, Kansas

Final Report on the Organizational Structure
Assessment and Optimization Study

JOHNSON COUNTY, KANSAS
2470 El Camino Real, Suite 210

Palo Alto, CA 94306
v. 650.858.0507 f.650.858.0509
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
Matrix Consulting Group
Page i

DRAFT Organizational Structure Analysis
3. SPAN OF CONTROL ANALYSIS ........................................................................... 56

Budget & Financial Planning (BFP) .................................................................... 59
Facilities (FAC) ................................................................................................... 59
Human Resources (HRD) ................................................................................... 60
Information Technology Systems (ITS) .............................................................. 61
Legal Services (LGL) .......................................................................................... 62
Oracle (OSC) ...................................................................................................... 61
Switchboard ........................................................................................................ 51
Records & Taxation
Appraiser (APR) ................................................................................................ 62
Election Office (ELC) .......................................................................................... 63
Records and Tax Administration (RTA) .............................................................. 64
Treasury and Financial Management (TFM) ...................................................... 64
Infrastructure
Airport (AIR)........................................................................................................ 65
Automated Information Mapping Systems (AIMS) .............................................. 65
Planning, Development & Codes (PLN) ............................................................. 66
Public Works and Infrastructure.......................................................................... 66
Transportation (TRN) .......................................................................................... 67
Wastewater (JCW) ............................................................................................. 67
Corrections (COR) .............................................................................................. 73
District Attorney (DAT) ........................................................................................ 73
Emergency Communications (ECC) ................................................................... 75
Emergency Management / Homeland Security (EMM) ....................................... 74
Emergency Medical Services (EMS / Med-Act) .................................................. 75
Justice Information Management System (JIMS) ............................................... 74
Developmental Supports (JCDS)........................................................................ 69
Environmental (ENV) .......................................................................................... 69
Extension Council (EXT) .................................................................................... 73
Human Services (HS) ......................................................................................... 72
Mental Health (MNH) .......................................................................................... 70
Public Health (PBH)............................................................................................ 71
Library (LIB) ........................................................................................................ 76
Museums (MUS)................................................................................................. 77
Park & Recreation (PRK) .................................................................................... 77
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4. SHARED SERVICES ANALYSIS AND FRAMEWORK .......................................... 79

ATTACHMENT A: ORGANIZATIONAL PROFILE .............................................. A-1
A. Board of County Commissioners (BOC) .................................................... A-1
B. County Manager (CMO) ............................................................................ A-5
C. Budget and Financial Planning .................................................................. A-9
D. Facilities (FAC) ........................................................................................ A-13
E. Human Resources (HRD) ........................................................................ A-26
F. Information Technology Systems (ITS) ................................................... A-30
G. Oracle (OSC) ........................................................................................... A-38
H. Legal Services (LGL) ............................................................................... A-42
Records & Taxation
Appraiser (APR) ..................................................................................... A-46
I.
J. Election Office (ELC) ............................................................................... A-54
K. Records and Tax Administration (RTA) ................................................... A-59
L. Treasury and Financial Management (TFM) .......................................... A-65
Infrastructure
M. Automated Information Mapping System (AIMS) .................................... A-76
N. Airport (AIR) ............................................................................................ A-80
O. Planning, Development & Codes (PLN) .................................................. A-85
P. Public Works and Infrastructure............................................................... A-90
Q. Transportation (TRN)............................................................................. A-100
R. Wastewater (JCW) ................................................................................ A-105
S. Developmental Supports (JCDS)........................................................... A-122
T. Environmental (ENV) ............................................................................. A-134
U. Mental Health (MNH) ............................................................................. A-139
V. Public Health (PBH)............................................................................... A-156
W. Human Services (HS) ............................................................................ A-169
X. Extension Council (EXT) ....................................................................... A-180
Y. Corrections (COR) ................................................................................. A-187
Z. District Attorney (DAT)........................................................................... A-197
AA. Justice Information Management Systems (JIMS) ................................ A-202
BB. Emergency Communications Center (ECC) .......................................... A-219
CC. Emergency Management / Homeland Security (EMM) .......................... A-206
DD. Emergency Medical Services (EMS / Med-Act) ..................................... A-212
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EE. Library (LIB) ........................................................................................... A-224
FF. Museums (MUS).................................................................................... A-238
GG. Park & Recreation (PRK) ....................................................................... A-243
ATTACHMENT B: RESULTS OF THE EMPLOYEE SURVEY ............................ B-1
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1.
INTRODUCTION AND EXECUTIVE SUMMARY
This chapter presents the approach and methodology utilized in the

organizational structure assessment and optimization study of Johnson County,
Kansas. This chapter also provides the organizational and management
principles which the project team used in its analysis of the county structure and
service delivery.
This chapter includes the following:
The approach and methodology utilized to conduct the analysis of the

countys organizational structure;
Description of why the organizational structure is important to the countys
ability to accomplish its mission;
Trends in public sector organizational approaches;
The criteria utilized to evaluate the countys current plan of organization and
the different alternatives developed by the Matrix Consulting Group;
Description of how the criteria were utilized in evaluating the plan of
organization and alternatives to the plan of organization; and
Discussion of how organizational structure and effective management are
complementary.
The first section explores some of the reasons why this study was
conducted.
1.
SCOPE OF SERVICES.
Johnson County sought assistance in conducting an organizational

structure assessment for the organization specifically those functions that are
under the purview of the Board of County Commissioners. The primary focus of
the evaluation was to identify an organizational structure that:
Captures efficiencies within the organization;

Aligns similar functions in an appropriate structure;
Reduces redundancies or achieves synergies not currently realized; and
Is in alignment with the countys mission, values, and strategic goals while
maintaining service delivery levels and public value.
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
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be cognizant of these issues, the county desired to take a holistic view of

organizational opportunities without self-imposed limitations. The following table
outlines the departments that are currently governed outside the direct control of
the County Manager:
Department / Function
Board of County
Commissioners
Chief Legal Counsel
County Auditor
Appraiser
Election Office
Extension Office
Direct Oversight
Elected Positions
Board of County Commissioners

Election Commissioner
Extension Council Executive
Board
Library
Johnson County Library Board
Park & Recreation District
Park & Recreation Board
Mental Health Center
Mental Health Board
Developmental Supports
JCDS Board
Airport
Airport Commission
District Attorney
Elected Position
Sheriff*
Elected Position
Court Services*
State of Kansas
District Courts*
State of Kansas
District Court Trustee*
State of Kansas
Law Library*
District Courts
*These departments were not part of this analysis.
2.
Comments
Appt. by BoCC
Appt. by BoCC
Appt. by BoCC
Appt. by KS Secretary of State
Board appointed by BoCC
BACKGROUND AND STATUS OF THE COUNTYWIDE

ORGANIZATIONAL STRUCTURE ASSESSMENT AND OPTIMIZATION
STUDY.
The Matrix Consulting Group began their analysis of the countys

organizational structure in October 2010. The process that was utilized in
evaluating the plan of organization included the following:
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:
-
Organizational structure in each department;

Key issues facing the department;
Staffing of the department and responsibilities of these staff; and
Management systems utilized to plan, monitor and adjust approaches to
providing services.
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A survey was conducted of employee attitudes toward the current county

organizational structure and management issues. Particular focus was
placed on areas of duplication throughout the organization.
A comparative survey was distributed to over 15 other municipal county

organizations seeking input on their structure and staffing approaches.
A span of control analysis was conducted on Johnson County to determine

the overall average span of control for the county, each department / agency,
and representative individual supervisors.
A research effort was undertaken to evaluate spans of control for other

organizations. These were compared to the results for Johnson County.
Preliminary alternative approaches to organizing county services were

developed and shared with the Steering Committee as initial / preliminary
findings.
Based on discussions and reviews with department managers, the project

team continued the evaluation and development of recommendations for
alternative organizational structure. This report contains recommendations
regarding organizational and process changes for Johnson County.
This document reflects the analysis of the project team in evaluating

organizational structure and management issues in Johnson County.
3.
ORGANIZATIONAL STRUCTURE IS AN IMPORTANT ELEMENT IN A

COMMUNITYS ABILITY TO ACCOMPLISH ITS OBJECTIVES.
Local government organizational structures are often unplanned, thereby

resulting in an overall system that can be duplicative, fragmented, inefficient, and
difficult to alter once in place. Johnson County is no exception and several issues
in the last decade have impacted the organizational structure and approach to
service delivery. These include:
Extended period of high growth in population and services provided, which

have resulted in increasing staff allocations;
Generally high service levels demanded by the public;
Conversion from Commissioner-Administrator form of government to a
Commission Manager form within the last decade; and
A charter review every decade that can impact how services are organized.
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Incremental changes in organizational structure and organization, with no

overall strategy, are often detrimental to the organizations overall performance.
For example, questions posed and evaluated by the project team included:
Are some programs unnecessarily duplicative? Does this duplication

constrain progress in other areas? Administrative savings resulting from
consolidation of redundant programs can be put towards enhancement of
county services.
Is the current structure too fragmented? Does the fragmentation prevent

Johnson County from effectively mounting major initiatives or encourage
smaller, less effective programs? Does this result in slower progress and lost
opportunities for major gains? Fragmentation means less flexibility for major
initiatives.
Is the current structure inefficient? Do too many departments or divisions

recreate the same administrative structures? Are these structures necessary
or are they redundant?
Does a complex structure make it resistant to change direction, either from

County Commission, the County Manager, or top management? Does the
complexity of an organizational structure and the diversity of its structure
make it more difficult for the public and the community to identify
opportunities, obtain information, and influence policy? Would other methods
of organization allow a greater degree of public input?
Each of these issues should be carefully considered during any

contemplated reorganization. Changes have occurred in the way in which
proactive and leading organizations have been organized to maximize their
effectiveness. Some of the more pertinent trends are described in the following
section.
4.
A NUMBER OF ORGANIZATIONAL TRENDS SHOULD BE

CONSIDERED.
There are a number of trends apparent in public sector organizations that

should be considered in evaluating alternative forms of organization. These
trends reflect a move away from organizations and systems that are:
Centralized or decentralized as a matter of principle rather focus should

be on the specific services provided and the efficiency of service provision;
Hierarchical;
Rule-driven;
Process-oriented; and
Reactive.
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The public sector is moving toward organizations and systems that are
characterized by the elements presented below:
Centralized and responsive. Public sector organizations are designing

service delivery methods, especially internal support services, based upon a
centralized approach that focuses on the most efficient and effective provision
of the internal service without regard to perceptions of authority, control, silos,
or historical practice. Going hand in hand with this, is the provision of highly
responsible, economical and efficient services governed by technical experts.
This approach allows other departments to focus on their core business
rather than administrative functions.
Decentralized and flexible. Progressive local government organizations are

designing their structure, systems and processes to provide a varied
response to different situations, therefore making themselves more flexible
and open to change. Greater autonomy and initiative are encouraged.
Flatter organizations. Progressive organizations are also reducing the

number of layers of managers and supervisors resulting in fewer levels of
organization and oversight, and enabling line workers to make more
decisions. The flatter organization results from the need for quicker decisions
and changes lessening the need for the command and control functions
previously performed by middle managers. These organizations also typically
have highly developed supervisory training programs and high levels of
accountability for individuals selected for supervisory / managerial positions.
Mission and results-driven organizations. Public organizations are

encouraging long-term thinking through the development of strategic plans,
the definition of goals, translation of these goals into desired objectives, and
the use of performance measures to make more informed decisions on
program priorities and resource allocations.
Competitive organizations. Under pressure from the economy, reduction in

revenue sources, and devolution of service from the state and federal level,
local governments throughout the nation are restructuring their services to be
more cost efficient and effective.
Anticipatory organizations. Instead of dealing with crises as they occur,

local governments are focusing on how to prevent them through such efforts
as development of plans for preventive maintenance of a communitys
infrastructure, the development of strategic plans, adoption of performance
measures, complaint tracking, etc.
Customer centric organizations. Constituents are increasingly looking over

the shoulder of local government and requiring justification for the actions of
elected and appointed officials. There is increasing conflict within
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communities regarding the funding priorities of local government. This

requires local entities to increasingly spend more time considering how to
reach residents and be more proactive in getting their constituents involved.
These trends need to be considered in the evaluation of Johnson Countys
organizational structure and the development of alternatives.
5.
IN EVALUATING THE PLAN OF ORGANIZATION AND MANAGEMENT

SYSTEMS, A NUMBER OF PRINCIPLES SHOULD BE CONSIDERED.
In evaluating the plan of organization and the management systems of

Johnson County, the Matrix Consulting Group utilized a number of principles for
organizational structure. These principles are presented in the paragraphs below:
Organizational structure must be designed to facilitate the objectives of

the county. Organizations must be willing to adapt to new situations,
realities and priorities within a community. The organizational structure must
reflect the public policy goals and objectives of a community for it to remain
vital.
Organizational structure should facilitate decision-making, planning and

management of operations and activities. This impacts the organizational
structure and the management / supervisory staffing assigned within a
structure. Critical functions within an organization should be placed where
those responsible can access key decision makers without having to work
through multiple layers of an oversight organization. Similarly, less vital
functions can be safely placed more deeply within an organizational structure.
Additionally, organizational structures should enable the sharing of internal
support services, where feasible, to maximize staff utilization, enable staff to
specialize in the functions performed, and enable the overall department /
agency to focus on its core businesses.
Organizational structures should focus attention on management or

public policy priorities. Key issues or initiatives should be given
organizational prominence. This may be temporary (of a new service area) or
long-term (public safety). Key services provided by the county must be
reflected in the organizational structure with no gaps or overlaps in service
delivery.
Span of control must be appropriate given complexity of function and

the management systems in place to monitor performance. Some
functions require lower ratios of staff to supervisors either due to the
complexity or level of workload or operational practices that require higher
levels of oversight. Other functions, more decentralized or more routine in
nature, are open to higher ratios of staff to supervisors.
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Responsibility for performing a function should be placed as low in the

organization as it can while retaining effectiveness and efficiency. Many
recent trends in organizations have focused on the objective of pushing
decision making down to line staff. Reducing the need to refer to managers
also reduces the need for those same management positions.
Organizational structure and management systems should not be

unnecessarily complex. Organizational structures and management
systems should be based on common sense and should also be easily
understood both internally and externally.
Roles and responsibilities of managers and supervisors should be

clearly defined. This is particularly important when there are multiple layers
of supervision in an organizational structure. What makes one level of
supervision different from the others above and below it? Is there a clear
rationale for adding or maintaining an additional level of management or
supervision?
An organization must be designed to maximize efficiency of programs

and of its own staffing. An organizational structure is the reflection of the
priorities of the community in many ways. This includes the efficiency with
which the operations of the community are run.
These principals, coupled with the trends identified previously, lead to a

number of key organizational issues, which should be considered in evaluating
any organizational structure.
6.
THE GUIDING PRINCIPALS OF AN EFFECTIVE ORGANIZATIONAL

STRUCTURE CAN BE TRANSLATED INTO CRITERIA FOR
EVALUATING JOHNSON COUNTYS MANAGEMENT STRUCTURE.
In order to evaluate the organizational structure and management staffing

needs of Johnson County, the project team has utilized the principals
summarized in the preceding sections, as follows:
Organizational Structure Criteria
Facilitates objectives and policies.
Facilitates decision-making and planning.
Facilitates management of operations.
Access to key decision makers for staff.
Critical functions near key managers.
Key programs with organizational prominence.
No gaps or overlaps in services.
Span of control is appropriate.
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Organizational Structure Criteria

Decision making at line level where possible.
Effort to make the organization flat.
Management systems support structure.
Roles and responsibilities are clearly defined.
Distinction of roles among staff are clear.
Organization makes common sense.
Similar functions are grouped together.
These criteria, presented in the preceding table, were utilized by the

project team as a way of screening and comparing various alternative
organizational structures, in conjunction with the information gained from the
comparative survey and other data points, to identify the recommended
alternatives.
7.
EXECUTIVE SUMMARY OF RECOMMENDATIONS
The table below provides a summary of the organizational changes

recommended in this report, as well as organizational changes evaluated by the
project team but rejected. The main body of the report should be consulted for a
discussion of each issue area examined, the rationale for the recommendation as
well as cost and other ramifications.
Recommendation / Alternative
Priority (High,
Medium, Low)
Timeframe
Estimated Cost /
(Savings)
Reallocate administrative support

staff from the County
Commissioners Office to the
County Managers Office.
High
2011
N/A
Over time and following crosstraining, one position should be

eliminated.
High
2012
($50,000)
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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
2014 (or when

economic
recovery occurs)
$200,000
Internal Audits role should be

expanded from simply a watch
dog function to encompass a
greater focus on assisting staff /
county in resolving issues that have
been identified as deficient.
High
2012
N/A
Separately and additionally,

consideration should be given to
including this function as a function
reporting to the County Manager.
Medium
2013
N/A
Legal services should be provided

by a single department for both the
County Administration and the
County Board.
High
2012
N/A (No cost

savings shortterm; potential
longer term
savings with staff
realignment.)
Additionally, the reallocation of

Community Development Block
Grant (CDBG) functions to another
department (either Human Services
or Planning & Development are
most likely candidates) should be
implemented. This move can
happen independently of the first
change.
The direct reports to the County
Manager should be reduced over
time to enable this position to
employ a more strategic focus. This
should be accomplished as follows:
Short-term; reallocate County

Manager reports between
Deputy County Manager and
Assistant County Manager.
Long-term; a third Deputy

County Manger or Assistant
County Manager should be
utilized.
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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
Short-term: Implementation should

begin with determination / selection
of IT Director to lead new
department. Place all functions
under this individual.
2011 (begin)
N/A (Costs
covered through
existing salary
allocations.)
Medium Term: Staff and

technology reductions should be
implemented based upon a new
organizational structure that
leverages ability to utilize similar
skills / focus across multiple areas.
2012 2013
($400,000)
annually
Longer Term: The JIMS function

should be integrated with the new
Information Technology Systems
Department for further operational
efficiencies, further cross-utilization
of staff, and better management of
technology implementation /
utilization. This effort represents
greatest potential on staff and
infrastructure savings.
2014 - 2016
($1,500,000)
annually
2011 (start)
N/A
2012
Costs uncertain
and to be
determined based
upon program
developed by the
county.
Fleet Maintenance Operations

should be centralized throughout
the organization and operated as an
internal service similar to
Facilities.
Organizationally, it should be
located either within Transportation
and Infrastructure (Public Works) or
as part of a Central Services
Agency. Service level agreements
should be utilized for all work done
for independent agencies /
departments.
High
There will be
start-up costs
(technology and
personnel).
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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)
The transportation function should

be transferred to an organizational
unit of the Transportation &
Infrastructure Department in order
to provide additional administrative
support to the staff.
Medium
2012
N/A
Health and Human Services

functions should be further
evaluated to determine if the county
is willing to take necessary steps to
overcome regulatory, financial and
staff issues to pursue a combined
department.
Medium
2013 2015
Unknown at this
time.
Emergency Management and

Homeland Security should be
allocated as a component unit of
one of the other emergency
services departments (either
Emergency Communications or
Med-Act).
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
A greater integration of the internal

services provided by the Library
with those currently provided by the
county should be pursued. In
particular, IT support, Facilities
Maintenance, and Human
Resources services should be initial
focus areas.
High
2012
Initial estimate of
>$300,000
annually for
personnel costs.
A viable alternative is to segregate

and reallocate the functions of the
Environmental Department among
other departments / agencies (these
would include Public Health and
Wastewater).
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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)
Human Resources / Benefits

Facilities Maintenance /
Management
Capital Project Planning
Treasury and Financial
Management business
processes
IT Support (excluding Park &
Recreation specific software)
To accomplish this integration,

duties performed by staff outlined
above should be eliminated and
staffing reduced.
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).
Longer term: Consideration should

be given to operating Park &
Recreation function as a county
department reporting to County
Manager.
Switchboard operations should be
relocated from Facilities
Management to Records & Tax
Administration.
High
2011
($48,000)
annually
The administration of the benefits

function from Treasury & Financial
Management should be reallocated
to the Human Resources
Department.
High
2011
N/A
Public information efforts should be

more centralized / coordinated
across departments / agencies.
A single county brand should be
utilized.
Medium
2012
Greater coordination of public

education efforts should be
undertaken to maximize newsletters
/ minimize costs.
Medium
2012
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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
Address high percentage of

confirming orders utilized in the
procurement process to enable full
implementation / utilization of
electronic purchase order
distribution and electronic
receipting.
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
Continue focus on streamlining the

reconciliation of payment, especially
related to P-Card reconciliation.
Current limitations of P-Card
software do not enable approval
conducted to be logged and serve
as approval process. When
software changes (or ability to
modify software arises), printing and
hard signatures should be
eliminated.
High
2013
Increase utilization of electronic

signatures for approvals. This will
require the acceptance of external
electronically signed documents,
and expansion of internal electronic
signatures / approvals for a variety
of business processes (purchase
orders, reconciliations, HR
approvals, etc.).
High
2012
Implement electronic responses to

requests for proposals (tied to
acceptance of electronic
signatures).
Estimated Cost /
(Savings)
Page 13

Priority (High,
Medium, Low)
Timeframe
Review of information technology

staff in agencies / departments
indicates that most individuals
classified as IT staff are not truly
serving that function, with limited
exceptions. Position titles should
be more clearly defined.
High
True IT staff in Library and Park &

Recreation, not focused entirely on
the department specific software,
should be allocated to ITS to
provide central IT services to all
agencies.
Medium
2012
Greater consistency and

management of internal equity
issues can be achieved by having
HR play larger role in setting initial
hiring salaries (within adopted
policy) with department directors
having discretion within established
parameters. All offers of
employment should be issued by
HR.
Medium
2012
Greater centralization of facilities

oversight (to include Library and
Park & Recreation to varying
degrees) and capital project
planning.
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.
OVERVIEW OF SPAN OF CONTROL ISSUES.
The table below provides a summary of the areas where adjustments in

span of control would be appropriate in the future. It is anticipated that the
county would work to achieve modifications in individual spans of control to
increase supervisory oversight levels and decrease number of middle
management positions through efforts focused primarily based on voluntary staff
action, such as transfer to new position, retirement, resignation, etc. If this
approach is utilized by the county, the implementation of these new spans of
control will by necessity be achieved opportunistically over time.
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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.
Estimated Cost Savings

N/A
$20,000
C. Human Resources
Consolidate into two divisions.
$20,000
D. Information Technology Systems

E. Oracle Support Center
K. Automated Information and Mapping
System
No additional savings for restructuring of staff

beyond the initial estimate of $400,000 from
merging these functions.
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.
Records and Tax Administration
N/A
J.
Treasury and Financial Management
N/A
L. Airport
N/A
M. Planning, Development and Codes

Contractor Licensing
$10,000
N. Infrastructure and Public Works

Rural/Urban Services
$20,000
O.
N/A
P. Wastewater
Admin Functions
$60,000
Q. Developmental Supports
$15,000
Page 15

Department / Position
Estimated Cost Savings
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
Z. Emergency Management and Homeland

Security
N/A
AA. Med-Act
$30,000
BB. Emergency Communications
N/A
CC. Library
$50,000
DD. Museums
N/A
EE. Park and Recreation

Admin / HR
Finance / ITS
$20,000
$20,000
Note: These same internal functions are also
addressed in prior recommendations for further
integration within the county service provision.
These generally minor changes in span of control alterations, designed to

ensure that core managerial and supervisor positions are responsible for
overseeing and managing an appropriate number of individuals, have been
developed on a conservative basis. All total, the changes / recommendations
listed above would total over $400,000 annually in wage and benefit changes
with limited impact on operational practices. It may be feasible, in limited
circumstances, for some positions to be eliminated entirely rather than converted
from supervisory to worker. If this were to occur, it would greatly increase the
potential savings from each change. However, as noted, the project team
utilized a conservative approach to estimating the financial impact of these
changes.
Page 16

The listing of recommended changes above for alterations in managerial

and supervisory spans of control should not be taken as an indication that other
internal reorganizations are not appropriate or that every supervisory position in
areas not listed are appropriate as currently structured. Since not every position
was reviewed in detail, the focus was on the larger overall organizational
structure and broader opportunities to align the organizational structure and
management spans of control. Efforts currently under way, and additional ones
to continue changing the organization to meet current constraints should
continue.
9.
APPROACHES TO BE UTILIZED DURING THE ORGANIZATIONAL

TRANSITION.
There are several approaches that can be utilized to transition an

organization from one structure to another. Currently, Johnson County has made
a policy decision to achieve staff reductions primarily through voluntary efforts
(i.e., voluntary resignation / separation, placement of personnel in new positions
within the organization when their position is eliminated). The no-layoff approach
being utilized by Johnson County is the most employee-friendly approach that
can be utilized. It recognizes the value of each employee, their commitment to
the county, and strives to minimize the personal impacts on individuals.
However, this approach also takes the most effort and longest time to achieve or
implement organizational change, and limits realization of cost-savings in the
short-term.
Many of the recommendations contained in this report will result in a new
organizational structure, reporting relationships, and staff allocations. They have
been developed in recognition of the countys current approach to staff
reductions. However, there are several approaches that the project team
recommends that the county consider as it moves forward with making broader
organizational changes designed to address the current financial constraints and
implement a more streamlined and efficient organization. Each of these tools
and approaches offers differing impacts on the organization.
Lay-offs: The fastest and most direct manner of implementing organizational

changes, whether to reduce staff, achieve cost reduction, or effectuate
organizational structure modifications, is through the use of lay-offs. The
county has targeted this as a measure of last resort at this point in time,
preferring to facilitate changes through all other measures before resorting to
this approach. The county may need to reconsider this policy approach, to
achieve necessary cost reductions and fully implement, in a timely manner,
organizational changes. The project team recommends that the county
consider the use of targeted lay-offs in conjunction with the implementation of
new organizational structures to achieve cost-savings in the near term.
Page 17

Open competition for new positions: Many of the recommendations

outline a new organization structure or reporting relationships for many
positions. While clearly some will result in individuals who are currently
serving in director positions to be reallocated to a reporting relationship with
an existing department / agency director, other situations are not as clear cut
on who will lead the effort. In these situations, the project team recommends
that the county utilize an open competition for key management personnel
for the new departmental structure / organization to ensure fairness,
openness and competition into the process. This will ensure that the
individual leading the new department is selected based upon the skills,
experience, approach, and desire to implement the new structure that the
county is seeking to achieve. Understanding that existing personnel are
placed at risk under this approach, the county should clearly articulate an
approach to transitioning impacted personnel.
Managed competition: In addition to the current efforts under way in

restructuring the county organization, the project team would recommend that
County Administration consider the implementation of a managed
competition approach, where appropriate, to enable existing staff to compete
to provide services with the private sector. Under managed competition, the
full cost of providing services (including benefit costs, administrative
overhead, etc.) must be considered when comparing proposals from public
sector responses to those from the private sector to ensure an apples to
apples comparison. Regardless of who is selected, a contract is developed
and entered into outlining the terms of the service provision, performance
levels, costs of service provision, etc. The selected vendor, whether a
private company or the public proposal, is treated as a third-party vendor,
held to the same standards and managed similarly. This approach is most
appropriate for use where the county is considering the outsourcing or
contracting of services. It enables potentially impacted staff to develop a bid,
and compete to provide services with the private sector. Organizations
utilizing this approach have often found that existing staff, when provided an
opportunity to compete, are often successful in identifying new ways to
approach service provisions that significantly reduces costs to the extent that
the service is not outsourced to a private firm, but remains provided by county
employees. Recognized leaders in the public sector in this area include: San
Diego, CA; Seattle, WA; and Charlotte, NC. Review of these models would
enable Johnson County to learn from the experiences of communities that
have well-established and functioning managed competition programs with
proven track-records.
Supplemental workforce unit: If the county desires to maintain its current

approach of not utilizing lay-offs to effect organizational changes or reduce
staffing allocations, there is one alternative that could be considered to assist
in the more timely implementation and transitioning to a new organizational
structure. The county could allocate supplemental staff, defined as those
Page 18

eliminated through reorganization or restructuring changes (that are not

otherwise placed in a position within the organization), to a central pool for
use on special projects or addressing workload of units with unfilled
vacancies. This approach does not result in cost-savings to the organization
(those would be achieved from lay-off of staff), but does enable the
organization to implement new structures or changes immediately, maintain
the no-layoff approach, and enable these staff to be utilized in areas where
resources are needed. There are administrative complications that arise and
would need to be addressed from this approach including who these
individuals would report to, how long staff could remain in this unit, and
uncertainty of the skill-sets of individuals that would be placed within the unit.
These staff could be utilized to handle special projects (such as developing
implementation plans for future changes) or to provide internal support
services to agencies with vacancies. This is neither a long-term approach nor
a recommended permanent solution to other approaches outlined, but does
provide another option for transitioning from one structure to another;
especially if the county desires to maintain a strict no-layoff approach. In
general, it is better to create a new organizational structure with only those
staff deemed necessary to operations rather than including excess staff at the
formation of a new organizational structure and achieving the desired
structure over time.
Johnson County should implement each of these different approaches to
transitioning to the new organizational structure as appropriate for individual
changes recommended. These can be coordinated and timed with existing
approaches, include limited to no lay-offs, based upon the financial constraints
present at the county over the next couple of years.
Page 19

2.
SUMMARY OF ORGANIZATIONAL STRUCTURE

CHANGES AND OPERATIONAL PRACTICES BY
DEPARTMENT / FUNCTION
This chapter summarizes, by department or function, the major

recommended changes in organizational structure and processes that have been
developed for Johnson County. It should be noted that only those areas where
specific changes were noted, are included in this chapter. Changes and
alternatives considered, but not recommended have not been included in the
report for brevity and to focus attention on the identified opportunities.
The recommendations contained in this chapter are based upon the
efforts of the project team in assessing and evaluating the Johnson County
organizational structure and selected internal support functions through the
following efforts:
Development, review and analysis of current organizational profile and

staffing allocations;
Comparison to other county organizations through the comparative survey
instrument and additional research;
Comparison to other progressive and efficient organizations;
Issues identified by staff during the interview phase that were subsequently
evaluated and analyzed by the project team;
Issues staff identified through the employee survey and subsequently
evaluated by the project team;
Span of control evaluation; and
Identification and evaluation of potentially duplicative services provided
throughout the organization.
These recommendations are not based primarily upon a single evaluation

of one of the activities or factors listed above, but rather a comprehensive and
holistic view of the organization taking into account all the data points and
information available. Key guiding principles utilized by the project team in this
evaluation and the subsequent development of specific recommendations were
focused on changes that resulted in one or more of the following:
Simplification / streamlining of the organization (where a resulting benefit

accrued to the organization);
Centralization of services (where benefits monetary or non-monetary could
be achieved);
Fostering future ability to be flexible in service approach and / or maintain or
improve services;
Enabling departments / agencies to focus on their core business services;
and
Page 20

Consistency with good government management principles for organizational

design and operation.
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.
BOARD OF COUNTY COMMISSIONERS OFFICE / ADMINISTRATIVE

STAFF.
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 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
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
Staff will be focused on meeting greatest

organizational need.
Enables more efficient utilization of staff.
Places key administrative staff under single
management.
Improves managerial control of available staff

with full-time management of all clerical.
Clarifies roles and responsibilities between
BoCC and County Manager staff.
Improves management systems for staff
utilization.
Staff resources can be placed on highest
priority work duties / items.
Page 21

Evaluation Criteria
Key Comments
Alignment with External Entities

/ Organizational Design
Practices:
Organization makes common

sense / meets industry
standards
Effort to make the

organization flat / maximize
managerial positions
Key Issues / Obstacles to

overcome and options for
addressing:
Major Benefit (operational /

financial) to the organization:
Recommendation:
Level of staffing for BoCC higher than typical

for Commission Manager form of
government.
No additional flattening achieved, but
opportunities to greater utilize existing staff.
Commissioners will still need administrative

support. Staff should remain available to
support Commissioners needs.
Perception that role is being diminished. Clear
communication of need for cross-utilization
should be articulated to address perception.
Process for allocated work to staff will be
needed to prevent them from being placed in
position of serving two bosses.
Enhanced utilization of limited administrative
staff.
Increased coordination among administrative
staff and allocation of staff to high priority work
activities.
Better allocation of work among available staff.
Career development opportunities.
Unknown whether cross-utilization will result in
ability to reduce staff. Anticipated that one
position, over time, can be eliminated
estimated annual savings of $50,000.
Reallocate administrative support staff from the

County Commissioners Office to the County
Managers Office.
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.
BUDGET AND FINANCIAL PLANNING.
practices of the Budget and Financial Planning Department:
Evaluation Criteria
Comments

criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
as:
Span of control is
appropriate
where possible
clearly defined
staff are clear
structure
Serves key role in development of budgetary

and management policies in support of overall
county objectives and policies as dictated by
County Manager.
Facilitates sound budgetary decision by
County Manager and Commission from work
efforts.
Current structure provides direct access to
County Manager.
High level of coordination with Treasury and
Financial Management.
Limited overlap in services provided by
analysts in Budget and those in County
Manager. Primarily done as staff development
mechanism.
Only noted gap is lack of comprehensive
grants management function from start to
finish.
Decision making placed at appropriate level.
Roles and responsibilities were not identified
as obstacle or issue with current structure.
Some overlap in analyst duties between CMO
and Budget and Financial Planning.
Page 23

Evaluation Criteria
Practices:

standards
Effort to make the

Comments
Budget and Financial Planning is more

frequently than not either allocated with the
Financial Department / Operations of an
organization or the County Managers Office in
comparable public sector entities (if not
maintained as currently structured as a
standalone entity).
Given high interaction between BFP and CMO,
the Department of Budget and Financial
Planning should become part of County
Managers Office when other day-to-day
departmental oversight is removed from
County Manager. BFP should become a
division / bureau of the County Managers
Office rather than a standalone department.
This will enhance flattening of the organization
while maintaining managerial control over key
budget functions.

addressing:
No significant issues to overcome other than

organizational perception that Budget is no
longer a department.

No short-term cost savings. Anticipate

maintaining existing staff.
Ability to cross-utilize analyst staff to an even
greater degree.
Maintains managerial control / prominence of
the budget function within the organization.
Consider reallocation of CDBG program to
Planning, Development and Codes
Department or Human Services Department to
move these functions into a department with
responsibility for direct public service.
Enhance grants management function by
expanding role of existing staff.
Recommendation(s):
Budget and Financial Planning should be

organizationally located as a division of the
County Managers Office and remain one of the
few functions with direct reporting relationship to
the County Manager.
The CDBG functions should be reallocated to
another department (either Human Services or
Planning, Development and Codes Department).
Grants Management responsibilities should be
expanded to increase support provided to
operating departments in managing compliance
with grant restrictions.
Page 24

Organizationally, the project team recommends that the Budget and

Financial Planning Department be located as a division within the County
Managers Office and remain a direct report to the County Manager. In addition,
there are two functional modifications also made with respect to the duties
performed by the Budget and Financial Planning Department. First, the duties
associated with the administration of CDBG funds should be reallocated to an
operational department, either Human Services or Planning, Development and
Codes Department. Finally, the grants management function should be
expanded to provide a more comprehensive service level to operating
departments from grant application through grant closure to increase county
compliance levels.
3.
COUNTY MANAGERS OFFICE / OPERATIONS.
practices of the County Managers Office:
Evaluation Criteria
criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
Comments
The current structure facilitates a focus on

objectives and policies to facilitate decision
making and planning. The County Manager
either supervises (directly or through
subordinates) or serves as liaison to all
departments / agencies.
No duplication of services identified except
some departments / agencies have own public
relations efforts that should be coordinated
with countywide effort.
Management analysts in CMO serve similar
role as analysts in Budget.
Page 25

Evaluation Criteria
Comments
as:
Span of control is
appropriate
where possible
clearly defined
staff are clear
structure

Practices:

standards
Effort to make the

Spans of control for County Manager and his

Deputy / Assistant are within reason as
currently allocated. However, the County
Manager is carrying a department load in
addition to serving as liaison to all external
agencies, interacting with Board of County
Commissioners, interacting with other
municipal organizations within the county, and
serving as key strategic planner for county.
Roles and responsibilities are generally clear
for staff in this office.
Some duplication / clarity of role issues related
to staff in CMO and Commissioners Office.
Opportunity to better manage these resources.
Organization as currently assigned not
atypical.
County Manager has most internal support
services reporting to him. These should be
reallocated to others if his focus is to remain on
strategic planning.
Liaison efforts with agencies could be
allocated to Deputy County Manager/
Assistant as appropriate.
Most agencies reviewed of this size and
complexity were operating with 2 to 3 Deputy
County Manager/ Assistant positions. Longer
term county has opportunity to institute third
position (or establish Central Services /
Administrative Services Bureau approach to
address).
Page 26

Evaluation Criteria
addressing:
Comments

Recommendation(s):
Reducing day-to-day operational

responsibilities for County Manager will either
(1) increase departments / agencies that
Deputy County Manager/ Assistant are
responsible for; or require the implementation
of third Deputy County Manager/ Assistant
position. Short-term first approach should be
implemented with departments shared among
existing positions.
Agency interaction should initially remain with
County Manager and over time be reallocated
into Deputy / Assistant roles based upon which
grouping they most closely align with.
Deputy and Assistant Managers should have
span of control around 1 : 8 to 1 : 10 assuming
they have good / qualified directors.
Creation of third assistant position would have
significant implementation costs ($200,000)
and expand top administrative positions. For
this reason, it should be phased in over time
as County Managers role changes.
Reallocate staff from daily oversight by County
Manager to Deputy County Manager/ Assistant
(enables County Manger to focus on strategic
issues).
Phase in to address timing of changing roles,
and cost implications ($200,000).
The direct reports to the County Manager should

be reduced over time to enable this position to
focus on more strategic issues and
intergovernmental relations.
This can be accomplished as follows:
Short-term: Increase staff allocations to
Deputy County Manager/ Assistant positions.
Long-term: Implement a third Deputy County
Manager/ Assistant County Manager.
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.
practices of the County Auditors Office:
Evaluation Criteria
Comments

criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure

Practices:
standards
Effort to make the
Serves as watchdog of organization to

ensure compliance with policies and
procedures.
Provides Commission with additional
resources to manage organization. However,
at times, role of County Manager and Internal
Audit in addressing / identifying issues could
arise.
Operates independent of county management.
Internal working relationships are tenuous at
times with directors.
Better coordination of efforts with Budget and
Financial Planning, Treasury and Financial
Management, Departmental Operations and
County Manager would be beneficial.
No issues with span of control.

Internal audit only identified problems / issues;
their role is not to assist with correction.
Support to departments to address audit
findings is lacking.
Alternative management structure would
enable internal audit to serve as staff resource
to departments / agencies.
Internal audit functions are split between

reporting directly to Commission or County
Manager.
Commission should retain their role in setting
annual audit plan under any alternative.
Greater teamwork and cooperation may entail
if Internal audit were part of executive
management and played greater support role.
Page 28

Evaluation Criteria
addressing:
Comments

financial) to the organization):
Recommendation(s):
Perception internal audit function is losing

prominence. Commission should remain entity
setting annual work plan and receiving audit
finding reports.
Auditors office can assist departments in
resolving findings in addition to identification.
Charter requirement outlining County Auditor
role / allocation. Can be reviewed during
charter review.
Greater cooperation and interaction between
County Audit office and operating departments
/ agencies in resolving operational issues.
Enhanced coordination between County
Manager oversight and role of County Auditor.
Less confrontational relationship between
County Auditor and operating departments /
entities.
No cost savings anticipated.
The County Auditors role should be expanded

from a watch dog approach to a more
comprehensive Internal Audit focus with a greater
emphasis on serving as a resource to county staff,
departments, and agencies in resolving issues
that have been identified as deficient.
Consideration should be given to including the
audit function as a direct report to the County
Manager, to better integrate work efforts with
management priorities, while maintaining a role for
the Board of County Commissioners to set an
annual audit work plan.
The project team recommends that the audit function be more

comprehensive in nature to provide both the compliance audit function currently
in place along with a greater role in supporting departments and agencies in
making changes necessary to increase compliance. Additionally, the project
team recommends that consideration be given to utilizing the internal audit
approach utilized by many other public entities where this function reports directly
to the County Manager.
Page 29

5.
LEGAL.
practices of the Legal Department and the Office of the Chief Legal Counsel:
Evaluation Criteria
Comments

criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure

Practices:
standards
Effort to make the
Issues identified with having multiple entities

providing legal opinions that may conflict.
Need for county to have a single legal authority
/ opinion.
Segregation of separate legal staff for counsel
is not standard practice in Commission
Manager form of government.
Duplication of effort and services occurring in
some instances.
Some lack of clarity in role and responsibility

for legal opinions / determinations.
Potential for county to have conflicting legal
opinions developed.
Duplication of effort by staff in research and
writing opinions.
Enhanced coordination by having single entity
handle.
Having two legal offices is not common or

standard approach for Counsel Manager (or
really any) governmental structures.
Consolidation into single entity will enhance
work efforts and increase efficiency of staff and
ensure county is best positioned legally to
defend actions taken and make decisions on
sound legal framework.
Page 30

Evaluation Criteria
addressing:
Comments

Recommendation(s):
Perception of loss of control / independence of

Commission. Need to ensure mechanism for
them to get timely legal advice as needed.
Aversion to change in status quo. Minimized
due to no reduction in staffing at this time.
Historical allocation of legal services directly to
Commission. May require enabling legislative
changes.
Greater coordination of legal efforts and staff
time.
Elimination of potentially conflicting legal
opinions.
Ensures all decisions (policy and
administrative) made with same legal advice
and counsel.
No anticipated cost savings. Streamlining and
efficiency only.
All legal services should be combined into a single

legal department with reporting relationship to the
County Manager.
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.
INFORMATION TECHNOLOGY SERVICES (ITS) / AUTOMATED

INFORMATION MAPPING SYSTEM GIS (AIMS) / ORACLE SUPPORT
CENTER (OSC) / JUSTICE INFORMATION MANAGEMENT SYSTEM
(JIMS).
practices of the Johnson County Technology Departments including: ITS,
Oracle, AIMS, and JIMS:
Evaluation Criteria
Comments

criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure
Current structure does not facilitate

coordination of efforts or workload.
Many duplicate systems, staff, and technology
infrastructure identified.
Overlaps in services present with four different
organizational units having a hand in overall
technology issues.
Similar functions not grouped together.
Spans of control narrower and more

fragmented than possible under consolidated
option.
Decision making not able to be pushed down
as far due to multiple organizations involved.
No comprehensive strategic approach to IT.
Some concerns noted regarding clarity of roles
and responsibilities between organizational
units.
Page 32

Evaluation Criteria
Comments

Practices:

standards
Effort to make the


addressing:
Industry practice is to have single IT operations

for counties of this size and complexity.
Operational distinctions and segregation of
duties takes place within that single
organization to address unique concerns
such as public safety.
Current structure leads to more departments
than necessary.
Organizational resistance to change based
upon history. Clear communication of benefits
and organizational culture of service going
forward.
Open competition for leader of the new IT
Department.
Utilization of savings from eliminated
duplication of effort / systems / infrastructure to
continue cutting-edge technology installations
and staff training.

Consolidate ITS, AIMS, and Oracle into one IT

Department. Maintain JIMS under current
structure for current time, and reconsider inclusion
once initial consolidation completed.
Enhanced staff training opportunities / greater
career development.
Break down of barriers between technology
units.
Enhanced service to departments with
increased staff and technology support.
Longer term: financial savings from reduction
in staff duplication / infrastructure duplication.
Estimation of at least 15% reduction in staff
and infrastructure costs.
Recommendation(s):
The ITS, AIMS, and Oracle entities should be

consolidated into a single informational technology
/ services department.
Longer term, the consolidation of these functions
with JIMS should be undertaken to provide a
single coordinated technology focus within the
county.
The project team recommends that Johnson County undertake a phased

approach to consolidation of technology services across the organization. The
first phase should incorporate the consolidation of ITS, AIMS, and Oracle into a
single technology department with existing lines of business focus. As this
transition occurs, some cost savings and efficiencies will be realized through
Page 33

standardization, cross-utilization of staff, and potential staff reductions.

Additionally, greater opportunities for staff development will be available.
Longer term, the JIMS function should be incorporated into the new
technology department. This has the greatest potential for cost savings from
more effective utilization of staff, hardware, and infrastructure. A workable
governance model should guide these change efforts.
7.
INFRASTRUCTURE AND PUBLIC WORKS.
practices of the Infrastructure and Public Works:
Evaluation Criteria
criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with
services

together
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure
Comments
Lack of consolidated fleet operation within the

county leads to differing levels of service to
rolling stock.
Some departments lack access to individuals
with sufficient knowledge and training to
maintain their individual fleets.
No unified county approach to fleet
maintenance / management.
Duplication of effort / services across
organization. Loss of economies of scale.
Spans of control are very low given limited

fleet maintenance operations.
Some utilization of external resources /
services rather than in-house due to lack of
resources.
Limited management support systems to
manage fleet operations.
Page 34

Evaluation Criteria
Practices:

standards
Effort to make the


addressing:

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.
In the longer term, this function should be moved

from the County Managers Office to either
Transportation & Infrastructure (or alternatively as
an internal service fund Central Services
approach).
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.
practices of the Environmental Department:
Evaluation Criteria
criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure
Comments
Department facilitates focus on environmental

issues with consolidation of various programs
under single manager.
Ensures comprehensive approach to issues.
Enables cross-utilization of some staff based
upon workload.
Provides independent overseer of lab
operation.
Maintains prominence of environmental
functions within the county organization.
No identified gaps or overlaps in services. May
be some links between Environmental,
Stormwater and Sustainability that could be
further integrated.
Some limited span of control issues.

Roles and responsibilities generally clear
between Environmental and other
departments.
Current management systems support
structure is appropriate.
Page 36

Evaluation Criteria
Practices:

standards
Effort to make the


addressing:
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.
Alternatively, the functions within the

Environmental Department could be reallocated to
more traditional departments to handle directly.
This would result in changes such as the
following: Wastewater assuming laboratory
operations and FOG program, Public Health
assuming health inspections, etc. This approach
would remain in concert with best practices for
the organization of these functions, but would lose
some cross-utilization of staff that currently exists.
The project team recommends that the Environmental Department be

maintained as a separate department within the overall county organizational
structure at this time. However, if financial pressures persist, and/or there is a
change in the desire to be leading edge in the priority placed on the
environmental functions, the elimination of this department (with duties allocated
to other county departments) is consistent with recognized best practices and
organizational approaches utilized by most other public entities.
Page 37

9.
TRANSPORTATION.
practices of the Transportation Department:
Evaluation Criteria
Comments

criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure

Practices:
standards
Effort to make the
Current structure facilitates focus on objective,

policies, and decision making and planning.
Provides access to key decision makers.
Provides organizational prominence to
operation.
No real duplication of service or gaps
identified.
Spans of control limited due to staff size.

Organization struggles with maintaining
services / performing duties with vacancies
due to small staff size.
Current structure requires separate financial
function that is particularly impacted by small
staff.
Structure makes sense overall and project

team understands rationale utilized to
segregate in the past due to desire for
enhanced focus and prominence.
Transportation could logically be located with
Public Works as a major division overseen by
Assistant Director Transportation.
Page 38

Evaluation Criteria
Comments

addressing:

Recommendation(s):
Transportation function should be transferred as a

major division of Infrastructure and Public Works
with the Transportation Director maintaining full
operational control of operations.
Loss of prominence in the organization.

Maintain as major division of Public Works.
Title for Transportation Director could be
Transportation General Manager to address
external perception issues.
Provides access to backup staff and support
for administrative functions.
Limited to no cost savings as proposed.
The project team recommends that the Transportation operations be

included as a major division of Infrastructure and Public Works rather than
maintained as a separate department. This change will enable greater internal
administrative support to be provided to the Transportation operation. Concern
should be taken to address perceptions regarding loss of independence or
control by the Transportation Director following this move by external
stakeholders. This can be addressed through the use of an appropriate title and
the maintenance of operational control by the Transportation Director.
10.
HEALTH AND HUMAN SERVICES FUNCTIONS.
practices of the various Health and Human Services functions in the county:
Evaluation Criteria
criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services
Comments
Current structures for independent entities are

based upon functional responsibilities, state
requirements, funding, etc.
Current approach provides access to decision
makers and focus on objectives and policies.
Limited gaps or duplication of programs except
in administrative / financial areas.
Creation of a Health and Human Services
Department would group similar functions
together and provide access to greater
efficiencies at staff level for supporting
administrative and internal support duties.
Page 39

Evaluation Criteria
together
Comments
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure

Practices:

standards
Effort to make the


addressing:
Roles and responsibilities are generally clearly

defined with distinct roles among staff.
Span of control generally appropriate with
greatest area of improvement available in
support functions.
Organization as exists is common approach to

service provision. Equally common, is larger
health and social services grouping.
This approach while having challenges
(regarding differing legislation and funding),
provides greater opportunities to minimize
costs associated with administration and
increase amount allocated to service provision.
Legislative and funding distinctions,
perceptions of staff of uniqueness.
Education of staff of potential for cross
utilization of staff and greater focus on service
delivery.
Enhanced prominence due to larger size of
department.
Statutory requirements may impede ability to
pursue.

Recommendation(s):
The county should continue to explore the

creation of a broader Health and Human Services
approach to service delivery.
Greater focus on primary service delivery

efforts.
Enhanced shared of internal support staff,
cross-training potential, and backup support.
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.
Page 40

11.
EMERGENCY MANAGEMENT AND HOMELAND SECURITY.

practices of the Emergency Management and Homeland Security Department:
Evaluation Criteria
Comments

criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
as:
Span of control is
appropriate
where possible
clearly defined
staff are clear
structure
Small department.
Roles and responsibilities clearly defined.

Practices:

standards
Effort to make the

Integrates with one of major players in

emergency management effort.
Commonly found in close proximity or
integrated with public safety operations.
Current structure grants access to key decision

makers.
Facilitates objectives and policies related to
area of authority.
No major gaps or overlaps in services, but
works closely with all public safety entities.
Some opportunity to provide greater services,
fee based or gratis, to other public entities to
address financial constraints.
Page 41

Evaluation Criteria
Comments

addressing:
Lack of prominence. Ensure operated as

distinct unit of Med-Act or Emergency
Communications with segregation between
civilian and non-civilian employees.

Groups more similar functions.

Eliminates standalone small department.
Integrates with one of the larger players in
emergency management. Potential
opportunity for expanding to other entities.
Recommendation(s):
The Emergency Management and Homeland

Security function should be grouped with one of
the other emergency services functions (i.e., MedAct or Emergency Communications).
The project team recommends that the Emergency Management and

Homeland Security Department be consolidated with one of the other emergency
services departments for sharing of resources; specifically administrative and
internal support services. While the project team recognizes the need for this
function to coordinate countywide efforts and emergency planning functions, and
not solely focus on a single component of service, this can still be accomplished
within the context of a larger emergency services framework if care is taken to
prevent the Emergency Management and Homeland Security function from being
subordinate to the other service and maintaining their comprehensive focus and
coordination of efforts across the county organization and with participating
municipal organizations.
Page 42

12.
MUSEUMS.
practices of the Museums:
Evaluation Criteria
Comments

criteria such as:
policies
and planning
operations
making and planning
managers
Key programs with
services
together
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure

Practices:

standards
Effort to make the

Small organization, close to decision makers.

Limited overlap or gaps in service provided to
others.
Standalone operation, no backup support.
Objectives hard to achieve with limited staff.
Narrow span of control, but decision making

pushed down to low levels.
Distinct role and responsibilities among staff.
Current structure is common and generally

accepted.
Often find this function as part of Cultural
Services Department along with Park &
Recreation and/or Library for administration
and staff support.
Inclusion with other entity, such as Library,
would have dual benefit of flattening
organization and providing needed staffing and
operational support to Museums staff.
Page 43

Evaluation Criteria
Comments

addressing:

Recommendation(s):
The Museums should be organizationally and

operationally consolidated with either the Library
or Park & Recreation Department to provide
access to necessary administrative and staffing
support.
Incorporation with another entity with

independent authority.
Potential loss of identity.
Provide additional staff support and assistance
to Museums in furthering their objectives and
mission.
The project team recommends that the Museums operation be

incorporated into either the Johnson County Library or Park & Recreation
Department to provided necessary administrative and operational support. As a
small organization, the ability to meet the mission and service level expectations
placed on the Museums are difficult to maintain with the current staff size. While
in some cases, these entities are competitors for external grants and funding, a
closer working relationship, access to a much larger organization for
administrative and staffing support, will enable the Museums to maintain services
provided to the county without dedicated increases in staff. With adequate
planning and cooperative oversight, the issues related to external funding can be
appropriately addressed through strategic prioritization on a countywide basis.
Page 44

13.
LIBRARY.
practices of the Johnson County Library:
Evaluation Criteria
Comments

criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure

Practices:
standards
Effort to make the
Current structure is targeted and focused on

service provision to their target audiences.
The current structure facilitates meeting
objectives and policies and focuses on
decision making and planning regarding
services.
Administration has access to key decision
makers.
No gaps in services with other entities.
Overlapping services provided by facilities
management, information technology, limited
financial, public information and human
resources efforts.
Generally spans of control are appropriate for

operational needs except as noted in span of
control evaluation (principally focused on
internal support areas).
Distinction of roles between library staff and
county staff is often not clear.
Some county services utilized (such as
facilities planning / construction management/
benefits / etc.).
Organizational structure makes sense and is

typical of those found in similar entities.
To enable greater focus on core library
services:
- IT Support
- Facilities Maintenance / Management
- Further Construction Management
- Human Resources
Page 45

Evaluation Criteria
addressing:
Comments

Recommendation(s):
Independent agency status, statutory authority:

utilize service level agreements between
library and county to provide internal support
services.
Utilize efforts made with prior facilities
interaction and work to explore future
opportunities for integration of core internal
services to enhance service provided to
Library.
Greater focus on core business library
services to the Johnson County public.
Increased level of expertise focused on
internal support efforts.
Ability to focus staff on library support function
versus countywide administrative functions.
Greater centralization of internal support
functions.
To accomplish this integration, duties
performed by staff outlined in the profile
document regarding staff assigned to primarily
internal support functions should be eliminated
and staffing reduced (or reallocated to county).
Those staff allocated for internal support would
remain within the Library.
Further integrate internal services provided by

county to support the Library including:
Human Resources
Facilities Maintenance / Management
IT Support (excluding library specific software)
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.
PARK & RECREATION.
practices of the Park & Recreation District:
Evaluation Criteria
Comments

criteria such as:

policies

and planning
operations

making and planning

managers
Key programs with

services

together
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure

Practices:

standards
Effort to make the

Current structure is targeted and focused on

service provision to their target audiences for
park and recreation services.
The current structure facilitates meeting
objectives and policies and focuses on
decision making and planning regarding
services.
Administration has access to key decision
makers including appointed Board with
independent authority.
No gaps in services with other entities.
Overlapping services provided by facilities
management, information technology, limited
financial, public information and human
resources efforts.
Generally spans of control are appropriate for

operational needs except as noted in span of
control evaluation (principally focused on
internal support areas).
Distinction of roles between park and
recreation staff and county staff is often not
clear.
Limited county services utilized at the present
time.
Organizational structure makes sense and is

typical of those found in similar entities.
To enable greater focus on core parks and
recreation services:
- IT Support
- Facilities Maintenance / Management
- Further Construction Management
- Human Resources / Benefits
Page 47

Evaluation Criteria
Comments

addressing:
Independent agency status, statutory authority.

Utilize service level agreements between
Park & Recreation and county to provide
internal support services.

Greater focus on core business park and

recreation services to the Johnson County
public.
Increased level of expertise focused on
internal support efforts.
Ability to focus staff on park and recreation
support function versus countywide
administrative functions.
Greater centralization of internal support
functions.
To accomplish this integration, duties
performed by staff outlined in the profile as
performing internal support functions should be
eliminated and staffing reduced (or allocated to
the county). The only exceptions are those
that primarily perform service only on Park &
Recreation specific tasks that would not be
combined with county.
Recommendation(s):
Short-term, the Park & Recreation District should

further utilize internal support services provided by
the county, and eliminate duplicate administrative
systems within the Park & Recreation District.
Key areas to focus on include:
Human Resources / Benefits
Facilities Maintenance / Management
Treasury and Financial Management business
processes
IT Support (specifically Oracle and excluding
Park & Recreation specific software)
Longer term, the county should explore the
creation of Park and Recreation as a department
reporting to the County Manager as commonly
found in other entities.
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
Page 48

the annual an ongoing costs of maintaining a financial system that essentially

duplicates what is already in place. Notwithstanding the financial cost of the
system alone (which is not insignificant), the utilization of a single financial
system will better integrate financial reporting, monitoring, and oversight.
Longer term, the project team recommends that the county explore the
feasibility of converting the Park & Recreation District into a direct department of
the county. While park and recreation districts are not uncommon, no
operational reasons were evident to justify maintaining a separate governmental
layer, the benefits from a closer working relationship provides opportunities to
eliminate duplication of services, systems, and policies.
15.
HUMAN RESOURCES.
practices of the Human Resources Department:
Evaluation Criteria
criteria such as:
policies
and planning
operations
making and planning
managers
Key programs with
services
together
Comments
Current organization strong and based upon

good model of allocation of human resources
staff / functions.
Approach facilitates decision making and
operational support to departments.
Department has appropriate access to key
decision makers.
No identified overlaps in service.
Only identified gap is benefits administration
which is more typically an HR function
(currently provided via Treasury and Financial
Management).
Page 49

Evaluation Criteria
Comments
as:
Span of control is
appropriate
where possible
clearly defined
staff are clear

structure

Practices:

standards
Effort to make the


addressing:

Decision making can be pushed further to staff

levels within the HR Department to further
support operating departments.
Role distinction among staff improving with
staff assuming generalist roles.
Role of HR staff generally well defined some
concerns about segregation of duties
regarding new hire salary determination and
issuance of offer letters. Consistent approach
should be implemented countywide.
Organizational approach is common and

typical of those usually seen with exception of
benefits.
Little additional opportunity to make
organization flatter.
Concern that financial oversight by HR will not

be at same level as currently provided by
Treasury and Financial Management. Include
finance staff in monthly benefit program
evaluations and all projections and trending
efforts.
Independent agencies may not like loss of
authority by utilizing common salary
administration guidelines for new employees.
Develop consistent policy that outlines role of
agency / department directors (and grants
ability to deviate based upon defensible criteria
i.e., experience). Discuss in policy issue of
internal comparability.
Development of one-stop shop for employee
HR and benefit needs.
Enhanced consistency with organization-wide
salary establishment. Greater internal
comparability and consistency for defensible
payroll decisions.
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.
The benefits function which is currently overseen by Treasury and

Financial Management should be reallocated to the Human Resources
Department to create a one-stop shop for employee services related to
employment issues. Additionally, Human Resources should develop a policy, for
approval by the County Manager and Board of County Commissioners, outlining
standard procedures for setting initial new hire salary levels to provide a greater
consistency among departments / agencies. This policy when implemented will
decrease issues related to internal compression and ensure more equitable
treatment of all employees.
16.
SWITCHBOARD OPERATIONS.
practices of call answering and switchboard functions:
Evaluation Criteria
criteria such as:
policies
and planning
operations
making and planning
managers
Key programs with
services

together
Comments
Increases management of operation.

Eliminates some duplication of service by
locating with other public service individuals.
Tighter grouping of similar services than
current organizational location.
Page 51

Evaluation Criteria
Comments
as:
Span of control is
appropriate

where possible

clearly defined

staff are clear

structure
Enhances span of control potential.

Greater management systems support by
allocating with more similar public service
functions.

Practices:
standards
Effort to make the
Switchboard function not universally located in

single area. Location in RTA integrates with
department with high public interaction and
ability to cross-utilize staff.
Information line overseen by Human Services
should also be incorporated in a central
answering point.

addressing:
Integrating function within RTA. Provide

support, education and training to support
move.

Potential to cross-utilize existing staff and

provide service with one fewer staff member
(estimated annual cost of $48,000).
Provides a single point of contact within the
Johnson County organization for questions /
calls from the public.
Recommendation(s):
Reallocate switchboard operation from Facilities

and the information call line in Human Services to
RTA to provide a central information and call
answering point.
The project team recommends that the current switchboard operation in

Facilities, along with the information line in Human Services, be transferred to
Records and Tax Administration Department to provide a single access point and
information service to the public. The existing three positions in Facilities should
be transferred to RTA. It is estimated that the individual in Human Services
spends only 15% of time allocated to call answering, and this position should not
be transferred.
Page 52

17.
OTHER OPERATIONAL AND PROCESS CHANGES IDENTIFIED.
The following table summarizes other operational and process changes

identified during the course of the study related to specific internal services
functions that would enhance the services provided by the county to the public or
represent an improvement over existing service delivery approaches (for
example, centralized service, reduced administrative workload on staff):
Function
Issues Identified / Recommendations
Public Information / Communications
The county does not have a centralized or

highly coordinated public information effort.
While the main service is provided out of the
County Managers Office, many departments /
agencies have individual efforts under way.
While complete centralization of this effort is not
recommended, several changes should be
considered including:
- Using a single brand for the county for
public identification with Johnson County
(currently, many departments / agencies
have own logos, brands that do not send a
consistent message to the public that
services are provided by the county).
- Greater coordination of public information
documents such as newsletter and
magazines to maximize public outreach and
minimize costs. For example, consideration
should be given to utilization of the Senior
Newsletter for expanded public outreach.
Purchasing
Address high percentage of confirming orders

utilized in the procurement process to enable
full implementation / utilization of electronic
purchase order distribution and electronic
receipting.
Consider implementation of automatic
payments based upon receipting in select types
of purchases.
Implementation of electronic submittal of
proposal responses (tied to acceptance of
electronic signatures).
Accounts Payable / Receivable /

Financial Reconciliation
Continue focus on streamlining the

reconciliation of payments; especially related to
P-Card reconciliation. Current limitations of PCard software does not enable approval
conducted to be logged and serve as approval
process. When software changes (or ability to
modify software arises), printing and hard
signatures should be eliminated.
Page 53

Function
Issues Identified / Recommendations
Countywide / ITS
Increased utilization of electronic signatures for

approvals. This will require the acceptance of
external electronically signed documents, and
expansion of internal electronic signatures /
approvals for a variety of business processes
(purchase orders, reconciliations, HR
approvals, etc.).
Switchboard Operations / Call Centers
Addressed in prior recommendations,

consolidation of switchboard function (in
Facilities) and information line (in Human
Services) with the services provided by RTA.
Information Technology / Management
Increased standardization of computer

purchases, with defined standards that
departments may choose from.
Review of information staff in agencies /
departments indicate that most individuals
classified as IT staff are not truly serving that
function, with limited exceptions. Position titles
should be more clearly defined.
True IT staff in Library and Park & Recreation,
not focused entirely on the department specific
software, should be allocated to ITS to provide
central IT services to all agencies.
Human Resources
Addressed in prior recommendations, more

comprehensive HR services should include
administration of benefits function as part of
HR.
Greater consistency and management of
internal equity issues can be achieved by
having HR play larger role in setting initial hiring
salaries (within adopted policy) with department
directors having discretion within established
parameters. All offers of employment should be
issued by HR.
Facilities Operations / Maintenance
Greater centralization of facilities oversight (to

include Library and Park & Recreation to
varying degrees) and capital project planning.
Fleet Management / Maintenance
The project team supports efforts, and

recommends, that the fleet function be
centralized throughout the county under a
single fleet manager.
Fleet Program, once established, should be
moved from CMO to Transportation and
Infrastructure, with appropriate service level
standards established to ensure all departments
/ agencies receiving services are treated
equitably.
Page 54

These changes and recommendations have greater impacts on

operational efficiency, and reduction of staff time allocated to the internal support
functions, than the potential to garner any significant cost savings. However,
during periods of budget constraint, even these minor changes to operational
practices can add value and benefit to the county organization.
Page 55

3.
SPAN OF CONTROL ANALYSIS
The evaluation and analysis of an organizations span of control can be

useful as one tool in evaluating the effectiveness and efficiency with which it is
using one of its most important, and often most costly, resource namely
supervisory and managerial personnel. Changes in organizational structure, and
process changes, can only transform an organization so far to achieve truly
transformational changes in how services are delivered, there are three critical
components to service delivery. These are summarized as follows: (1) the
overall organizational structure must be appropriate and suited to the services
provided; (2) services provided are performed in an efficient and effective
manner; and (3) the level of supervision is appropriate to monitor and deliver
services, but not overly heavy where managerial / supervisory resources are
overused / not fully implemented.
In conducting an evaluation of the span of control for Johnson County, the
following efforts were undertaken:
Managerial and supervisory structure was reviewed (as part of organizational

review);
Ratio of supervisors to employees was calculated for major divisions; and
Comparisons were made to other comparable span of control studies and
recognized benchmarks.
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.
OTHER SPAN OF CONTROL STUDIES.
In the last decade or two, several comprehensive studies of municipal and

county organizations across the nation provide some contextual basis for use in
comparing the Johnson County organization. The studies and their overall span
of control findings are summarized in the points below:
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.
SPAN OF CONTROL FOR JOHNSON COUNTY.
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
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
As previously noted, while the overall span of control was calculated to be

5.2, the spans by department / function varied considerably from a low of below
four in several functions (Chief Legal Counsel, Emergency Management and
Homeland Security, Budget and Financial Planning, Extension, Museums, and
Planning, Development and Codes) to a level exceeding six in several
departments (Library, Med-Act, Mental Health Services, Developmental
Supports, AIMS, Legal Services, County Manager, and Clerk of the Board). The
range of spans of control also varied greatly within each department or agency
and by functions.
3.
SPECIFIC SPANS OF CONTROL FOR JOHNSON COUNTY

DEPARTMENTS / AGENCIES.
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
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.
BUDGET AND FINANCIAL PLANNING.

The following table outlines the span of position:
Department / Agency
Budget and Financial Planning Director
Assistant Finance Director
Community Development Coordinator
Overall Span
of Control
(1:X)
6
4
1
As a smaller department, the spans of control are by nature more narrow.

The only area of concern noted is the limited span exercised by the Community
Development Coordinator. A reorganization or reallocation should be considered
to address this.
B.
FACILITIES.
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
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


- Warehouse Manager
- Assist Director, Building Maintenance
- Building Engineer Northeast
- Building Engineer DPW / Transit
- Building Engineer Courthouse
- Housekeeping Supervisor
- Building Engineer Admin
- Building Engineer Juvenile Detention
- Building Engineer Corrections
- Building Engineer Sunset
- Building Engineer HHSC
- Building Engineer CCC Crime Lab
- Facilities Manager
- Building Engineer New Century
- Building Engineer OADC Maintenance
- Custodial Supervisor OADC
- Custodial Supervisor New Century
Planning & Design Deputy Director (Vacant)
Manager Fiscal Operations
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.
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.
ORACLE SUPPORT CENTER.

Department / Agency
Oracle Support Center - Director
HR Applications Manager
Financial Applications Manager
Overall Span
of Control
(1:X)
4
4
5
Page 61

As a smaller operation, Oracle Support Center has organized along

traditional lines of business (finance, human resource, and technical support) as
typically seen in IT organizations. This provides greater support to users, but
comes at the cost of higher numbers of managerial staff. In concert with
consolidation with ITS, alternative approaches should be employed. Most
logical, is the combination of Technical Manager support with other similar
positions in the organization.
F.
LEGAL SERVICES.
Department / Agency
Legal Services - Director
Administrative Office
Overall Span
of Control
(1:X)
11
4
No significant observations regarding existing structure. Overall effective

allocation of staff based on size of organization.
G.
APPRAISER.
Department / Agency
Appraiser
Manager Res Real Estate (A)
Manager Res Real Estate (B)
Res. Real Estate Regional (1)
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

As an organization that is responsible for assessment and appraisal

services, and given the geographic area of coverage, current organizational
structure is modeled on both functional and geographical basis. Consideration
should be given for the need for two managers over Residential Real Estate
given limited spans of control (5 and 2). Additionally, consolidation of support
functions under one or two managers, rather than the current three, would
provide more appropriate spans of control (i.e., administration, quality
improvement, and support services).
Finally, many organizations have both personal property and commercial
property, while separated at the front-line appraiser level, reporting to a single
manager. Again, this alternative would eliminate a managerial position and
provide more reasonable spans of control for remaining areas.
H.
ELECTION OFFICE.
Department / Agency
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

I. RECORDS AND TAX ADMINISTRATION.

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
The overall organization and structure evaluated for RTA seems

appropriate based upon work allocation and functions, and generally have
achieved reasonable spans of control for the organization. The Archive Manager
position should be reallocated to report to the Chief Deputy Administration.
Additionally, the project team has recommended elsewhere in this report that the
call center function in Facilities be transferred to RTA. If this is done, this
function should be allocated either to the Chief Deputy or the Customer Service
Manager to increase spans of control from the current levels.
J. TREASURY AND FINANCIAL MANAGEMENT.
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
Benefits Manager
Payables Supervisor
Payroll Supervisor
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

In evaluating the spans of control in place within Treasury and Financial

Management, the project team believes that based upon work functions,
locations, and areas of focus, that overall the current allocations are appropriate.
While smaller spans are generally in place in the units reporting to the Deputy
Finance Director, the disparity in the duties performed would make it difficult to
reasonably reallocate supervisory responsibilities to a single individual for areas
with limited similarity. Changes may be necessitated if the recommendation to
reallocate the benefits staff and function to Human Resources is implemented.
K.
AUTOMATED INFORMATION MAPPING SYSTEM GIS (AIMS)

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.
Department / Agency
Airport - Director
Deputy Director Admin.
Overall Span
of Control
(1:X)
6
3
No significant observations were noted upon review of the Airport

structure. A small organization with primarily two managerial positions, the
narrow spans are typical for an organization of this nature.
Page 65

M.
PLANNING, DEVELOPMENT AND CODES.

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
The current divisions of work and resulting managerial positions for

supervisory responsibilities have been done in a logical and typical manner. The
only area where the level of supervisory responsibilities appears out of line with
observations in other organizations is Contractor Licensing. The number of staff
is small enough that all positions could realistically report to the manager rather
than having two positions report through the office manager.
N.
PUBLIC WORKS & INFRASTRUCTURE.

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
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.
Department / Agency
Transportation - Director
Finance and Admin. Manager
Deputy Director
Overall Span
of Control
(1:X)
2
3
4
The small size of this organization results in greater difficulty in

maintaining operations when positions become vacant. There are little to no
overlapping functions and backup support to individual positions. The current
segregation of duties is both typical of other organizations and appropriate for
operational reasons. The project team believes that rather than further
streamlining at the managerial level, the larger issue for this organization is
finding alternatives to provide support and back-up to the limited staff. This
approach is discussed earlier, in the prior chapter, regarding placing
Transportation as a discrete unit within Public Works to allow financial and
administrative functions to support each other. If this were to occur, there is then
a possibility of reducing supervisory staff in this area.
P.
WASTEWATER.
Department / Agency
Wastewater General Manager
Business Operations and Planning
Director
Financial Manager
Systems/Technology Manager
Operations & Maintenance
Director
Engineering Mgr. Existing Infrastructure
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
Cleaning & Inspection Super.
Collection Maintenance Super.
Asst. Sup. Of Collections
Fleet Maintenance Asst.
Asst. Superintendent Pumps
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
The current organizational structure and spans of control for the

Wastewater operation are fairly typical of those observed in other operations.
However, there are several areas of very narrow spans of control, and these
should be considered in the future for alternative supervisory approaches /
structures as staffing permits. In particular, the Finance Manager, Customer
Relations, Engineering Manager, Assistant Director of Collections, and User
Charge Manager positions have only two direct reports to each of these
positions.
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.
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
The spans of control for the Developmental Supports Department range

widely with several units (typically internal support functions) around 1 manager
to 3 direct reports to two units having managers with approximately 12 direct
reports. The department should consider reallocating the Community Relations
and Resource Development function to the CFO for primary managerial support
with a corresponding increase in the span of control to 1 : 7.25 (assuming the
current managerial position remains and is allocated as a line worker).
O.
ENVIRONMENTAL.
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

The Environmental Department has a wide variety of unique functions that

it has responsibility for overseeing. Notwithstanding this, there have been recent
efforts to increase the level of cross-training. To further reduce the number of
small spans of control, the department should consider having a single
Environmental Health Manager (resulting in span of control of 1 : 7), and
consider options for having a single supervisory position over Environmental
Compliance and HazMat.
P.
MENTAL HEALTH.
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
- 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

Overall
Span of
Control
(1:X)
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
Overall, the allocation of staff to managerial and supervisory personnel in

this department is both well balanced and operationally appropriate. No
recommendation for change in allocation of supervisory / managerial
responsibilities or areas for increased span of control.
Q.
PUBLIC HEALTH.
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
The allocation of staff by major program area In the Johnson County

Public Health Department generally results in appropriate spans of control due to
the size of this agency. However, this approach results in narrow spans of
control in a couple of divisions specifically: Accounting and Office Management.
An alternative approach often utilized is to have a single Administrative Manager
that would oversee both of these functional areas.
Page 71

R.
HUMAN SERVICES.
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
The generally smaller staff and variety of functions in this department

results in overall spans of control that are lower than desired, particularly in the
areas of Administrative and Housing Services. These are the two areas where
consolidation under a manager of another unit makes the most sense (such as
Administrative with Information, Outreach and Accessibility).
Page 72

S.
EXTENSION COUNSEL (K-STATE RESEARCH AND EXTENSION).

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
The Corrections spans of control are generally acceptable both in

comparison to overall county spans and due to the nature of the duties
performed. No high-priority recommendations are made at this time.
U.
DISTRICT ATTORNEY.
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.
JUSTICE INFORMATION MANAGEMENT SYSTEM (JIMS).

Department / Agency
JIMS Director
Technical Services
Programmer Supervisor
Overall Span
of Control
(1:X)
6
8
5
Similar to the organization of the other Information Technology related

departments in Johnson County, JIMS is structured with a technical division and
a programming / development division. While overall spans of control are
acceptable, there is room for expansion without impacting the ability for a
manager to handle the duties of supervising more staff. The most logical
approach to address this in the future is through consolidation of efforts with the
other Information Technology units to share resources, especially on the
infrastructure side.
X.
EMERGENCY MANAGEMENT AND HOMELAND SECURITY.

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.
EMERGENCY MEDICAL SERVICES (MED-ACT).

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.
Department / Agency
Emergency Communications - Director
Communication Service Dep. Dir.
Manager Communications
Manager Technical Systems
Operations Dep. Director
Overall Span
of Control
(1:X)
3
1
3
3
3
4
5.3
While this department has extremely narrow spans of control, this is

primarily due to the shift approach utilized. Staffing on a different schedule (i.e.,
8 hours) would require fewer supervisors, but may impact number of line staff
needed. The project team has noted that the number of staff, as a proportion of
all staff, allocated to Communication Services (technical support) appears high
compared to other operations observed and evaluated. However, in
consideration of the number of entities supported (over 40 local government
agencies) and the level of preventive maintenance, repairs and network
Page 75

monitoring conducted for system with multiple dispatch centers, no specific

recommendation is made at this point.
AA.
LIBRARY.
Department / Agency
Library - County Librarian
Communications Manager
Creative Services Coordinator
Deputy County Librarian
Assoc Director Central Services
Manager, Bibliographic Svs.
Acquisition Leader
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.
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BB.
MUSEUMS.
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.
PARK AND RECREATION.

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
Pro Shop Manager
Superintendent of Recreation
Registration Manager
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
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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
The Park and Recreation District has a significant number of

organizational units and services provided. The spans of control in some areas
are very narrow, but not easily altered given the uniqueness of the function. The
areas for consideration include: Administration & HR Manager and HR Director.
Both directly supervise two positions and the Finance and ITS Manager
supervises three positions and the Payroll Supervisor supervises three. A
complete reworking of the administrative support functions could better utilize
these staff. However, given the project teams recommendation that these
internal functions be allocated, over time, to the county, an in-depth development
of an alternative structure has not been developed.
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4.
SHARED GOVERNMENT SERVICES

FRAMEWORK AND OPPORTUNITIES.
In this chapter of the report an overview of the concept of sharing

government services is provided, particularly focused on some of the
administrative services (internal support) functions of interest in this project.
Background and comparative data are brought into this discussion, as well as
identified successes in shared services in the nation.
1.
BACKGROUND TO SHARED SERVICES
Given the current economic environment, many local governments are

exploring alternative methods of delivering services. An ever-emerging concept
among local governments is shared services. Shared services allow
governments to focus their limited resources on value-added activities that are
central to their missions, rather than on routine administrative and transactional
functions. The end result is improved outcomes at a lower cost for public sector
stakeholders, and ultimately, maximized public value. Shared services are:
A collaborative effort in which common business functions are centralized into

an organization focused on the delivery of core services to different groups
within an organization or among multiple organizations.
Organized around core competencies (concentrated on homogenous tasks).
A service delivery model that allows local government to leverage economies
of scale through automation of services common to multiple agencies.
A service delivery model that helps to standardize and streamline business
processes, more effectively utilize resources (personnel, technology, funding,
etc.), and improve services.
Focused on enhancing the delivery of services while reducing the
bureaucracy and the cost of providing services (standardized and continually
repeating processes are more often improved and streamlined, saving time
and reducing errors and costs).
Focusing on achieving collaborative outcomes.
Part of a customer driven organization, which is held accountable to
delivering services tailored to its clients.
In essence, shared services promise to help local governments address

rising service demands in a challenging economic environment, while improving
the level of service provided to customers.
There are a number of functions that lend themselves more easily to
shared services, including:
Administrative services, such as human resources management, information

technology, procurement, accounting, etc.;
Page 79

Public works and infrastructure management, such as fleet maintenance,

facilities maintenance, parks and grounds maintenance, etc.;
Social and cultural services, such as library services, recreation programming
and facilities, and human services; and
Public safety, such as fire, communications, and emergency preparedness.
According to an October, 2009, report issued by the Hackett Group, there

are a number of common functions typically included in a shared services
organization. While this study focused mainly on private sector organizations, it
provides usefully comparative data regarding the type of common services
provided by both public and private agencies, which are optimal candidates for
shared services. According to the results of their survey of nearly 200
organizations, administrative services such as finance, information technology,
human resources and procurement were common candidates for shared
services. The chart below shows the results indicating which functions are
included within the shared services organizations surveyed.
Functions Included Within a
Shared Services Organization
(Hackett Group, October, 2009)
Facilities Management
Supply Chain
Procurement
Information Technology
2008
Customer Service
2007
Human Resources
Finance
0%
20% 40% 60% 80% 100%
As shown in the above chart, in 2008, 93% of survey respondents

included financial functions in their shared services organization. In 2008, 44%
included human resources functions, 31% included information technology, and
30% included procurement services.
Page 80

There are a number of municipalities throughout the country that have

implemented shared and / or consolidated services. The table, below, presents a
few examples of municipalities that have implemented shared services.
Examples of Shared and Consolidated Services
Burlington County & 11 towns, New Jersey
Bergen County, New Jersey
Chicago, Illinois
Denver, Colorado
Douglas County, Nevada
Elmira and Chemung County, New York
Erie County, New York
Fauquier County, Virginia
Fort Collins, Colorado
Hoboken and Weehawken, New Jersey
Indianapolis and Marion County, Indiana
Kansas City and Wyandotte County, Kansas

Kirkland and Northshore Fire District, Washington
Massachusetts Area Planning Council
Middlesex County, New Jersey
Monroe County, Michigan
Nashville-Davidson County, Tennessee
Pittsburgh and Allegheny County, Pennsylvania
Somerset County, New Jersey
State of California
State of Massachusetts
State of Michigan
The points, which follow, present a brief summary of several of the

examples of shared and consolidated services listed in the above table.
Denver, Colorado: A 2010 report issued by the Center for Digital

Government identified a number of benefits to Denver, Colorados information
technology consolidation efforts, which resulted in consolidation 60 systems
into a common storage area network (SAN), streamlining of six email systems
down to two, simplifying of multiple backup systems into one, merging three
help desks into one. Savings of $1.2 million on licensing costs alone resulted,
and an improvement in access for users and sharing of information.
Somerset County, New Jersey: According to an IBM study issued in 2007,

Somerset County, New Jersey, began transitioning its municipal offices and
school systems to a shared services model in 1993. Through this initiative,
the county calculates that it saved over $19.6 million in 2006 alone. For the
same services targeted as shared service functions in 2005, the savings were
$13.6, an annual increase of 44%. The countys efforts are steered by a
coordinating council working with county, city, and school officials. In many
areas, the biggest savings were in purchasing and IT.
City of Chicago, Illinois: According to a report issued by BEA Systems,

Inc., in 2006, the City of Chicago, Illinois, implemented a Shared Services
platform within its Public Building Commission (PBC) to join several agencies
back office services. The PBC garnered data from four disparate systems,
and linked these data sources to provide a unified, consistent view into
project information for PBC executives, project managers, contractors,
architects, and other internal and external personnel. By providing visibility to
all data using a web-based portal, the PBC improved planning, reduced its
overhead, increased efficiencies, and expedited problem resolution.
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State of Michigan: An article issued by Government Technologys Public

CIO in April of 2010 discussed steps the State of Michigan is taking with
respect to shared services. As part of a statewide effort to reduce state
agencies from 18 to 8, Michigans information technology department is
leading the consolidation of two departments: Department of Technology and
Management and Budget. The new Department of Information Technology
will be responsible for budgeting, human resources, information technology,
and administrative support (i.e., facilities, travel, and purchasing).
Fauquier County, Virginia: In the 1990s, Fauquier County, Virginia,

consolidated the school district and countys administrative services, which
included financial reporting, purchasing, accounts payable, payroll, human
resources, and management information systems. The new department was
created under a common administrative authority. Consolidation of the
financial functions resulted in a $200,000 savings in the first year, while also
minimizing future staff increases. Consolidation of personnel functions
resulted in a savings of $60,000 in the first year. A number of additional
benefits resulted from consolidation, including faster processing times,
reduction in repetitive / redundant work, standardization of policies,
procedures and systems, pooling of insurance administration, and bidding
(reducing annual increases).
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.
Massachusetts Area Planning Council: The Massachusetts Area Planning

Council (MAPC) works with communities in eastern Massachusetts that share
a geographic proximity and have interest in addressing common issues with
collective action. By mid-2000, three Regional Services Consortiums were
operating in the South Shore, Northern, and MetroWest sectors of the MAPC
region. Each Consortium is composed of clusters of 11 to 14 geographically
proximal municipalities. MAPC estimates that the procurement consortium
has bid out more than $20 million, saving participants nearly $2 million since
its formation in 1998. Data collected by MAPC on office supplies
procurement illustrate the benefits of collaborative purchasing. Before taking
the Consortium approach, catalog discounts ranged from 20% to 55%.
Discounts after formation of the Consortium were in proximity to 68%. For
participants, cost savings increases ranged from 24% to 34%.
Page 82

Shared services approaches are becoming increasingly popular among

public sector agencies as they attempt to meet increasing service demands
under tighter economic conditions.
2.
THE HISTORY OF SHARED SERVICES IN JOHNSON COUNTY,

KANSAS.
The interest in shared service delivery among Johnson County, Kansas,

agencies is an increasing topic of discussion as most municipal agencies are
facing continued, and more than minor, financial constraints. The project team
was asked to conduct an evaluation of potential areas suitable for pursuing a
shared services approach. There are many examples of shared or currently
consolidated services in the county including:
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.
The depth and breadth of these examples should demonstrate the

openness of the county jurisdictions to add areas in which to share governmental
services.
3.
A SHARED SERVICES COMPARATIVE PERSPECTIVE
As discussed in a previous section of this report, shared services

organizations are becoming an important service delivery alternative for the
public sector. The project team conducted a literature search, as well as a
comparative survey of shared services functions.
The project team contacted several municipalities throughout the country
that have organized shared services functions and that have been recognized as
having successfully implemented the services. The table, which follows,
provides a discussion of key areas in which the comparative agencies shared
their lessons learned as they implemented a shared services organization.
Following the table, is a summary of the literature, which highlights some
common themes identified by the comparative agencies and through the
literature survey.
Page 83

Agencies
Included
Douglas
County,
Nevada
Functions
Included
Human
Resources
How Structured and

Operates
Douglas County provides a
variety of human resources
services to four agencies:
Gardnervile, Genoa, Minden,
and East Fork Fire and
Paramedic Districts. Services
include recruitment and
selection, classification and
compensation, employee
benefits, training, workers
compensation, and labor
relations.
How Implemented / How

Resistance Overcome
Services are provided through an
intergovernmental agreement.
The county has historically provided
human resources services to these
government entities.
The county is responsible for setting
service levels.
Only the districts pay the county for
its services on a per full-time
employee (FTE) basis.
Key elements to the success of this
shared services arrangement have
been communication, sharing in a
common goal (high quality services),
and working together.
Kansas City &

Wyandotte
County,
Kansas
Information
Technology
In 1997, Kansas City and

Wyandotte County completed
the consolidation of their
information technology
function, as part of a
consolidated city/county
government. Services include
IT training, desktop support,
system services, telephone
systems support, business
application services, and GIS.
The information technology function

consolidation was led by a new Chief
Information Officer that was brought
in by the consolidated governments
management team.
Strong leadership and a well
developed implementation plan led
the consolidation efforts.
Implementation was challenged by
staff (including management)
resistance to change. This was
overcome by providing clients with
better service through new and
improved ideas, as well as through
sound project management (i.e.,
delivered what was promised).
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Agencies
Included
Indianapolis &
Marion
County,
Indiana
Functions
Included
Human
Resources
How Structured and

Operates

Resistance Overcome
In 2006, the City of

Indianapolis and Marion
County completed the
consolidation of their human
resources function. The
consolidation of services was
authorized under city and
county ordinances. Services
include recruitment and
selection, classification and
compensation, employee
benefits, training, workers
compensation and labor
relations.
The city and county phased in

consolidation of services. Human
resources management was
consolidated in 2006. The
department faced major difficulties
with respect to staff resistance to
changes in operations, as well as
challenges with respect to loss of
control over various operational
aspects. However, standardization of
human resources practices, clear
communication of service level
targets and performance and change
management have help facilitate the
transition to a shared services
organization.
The Human Resources

Department operates as a
consolidated city/county
department under the
consolidated government.
Monroe
County,
Michigan
Information
Technology
In June of 2008, Monroe

County began providing
services to other government
entities including the City of
Monroe, Monroe Township
and the Village of South
Rockwood.
Services are provided by
contract or through an
intergovernmental agreement.
Services include IT training,
customer service, desktop
support, system services, and
business application services.
Consolidation resulted in improved

services. Prior to consolidation,
agencies were autonomous with
respect to their HR decisions (hiring,
firing, training, discipline, etc.)
Consolidation centralized standard
human resources processing and
professional service. The type of
services provided to agencies
expanded. Ongoing communication
with agencies helped to ensure
proper and consistent utilization of
the human resources function.
Through the contract with the City of
Monroe and the intergovernmental
agreements with the other
municipalities, Monroe County has
defined the services (and cost of
those services) to be provided to the
other agencies. Monroe County has
established service level agreements
with its client agencies.
While Monroe County manages the
information technology systems,
each agency maintains its own
autonomy over policies, standards,
etc. Monroe County is in the early
stages of shared services.
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Agencies
Included
Allegheny
County & City
of Pittsburgh,
Pennsylvania
Functions
Included
Purchasing
How Structured and

Operates

Resistance Overcome
The City of Pittsburgh

contracts with Allegheny
County for limited purchasing
services.
The City of Pittsburgh and Allegheny

County entered into a formal contract
for limited purchasing services. This
contract outlines a number of
elements, including:
The city and county will have a
Purchasing Advisory Committee
led by the Allegheny County Chief
Purchasing Officer and the City of
Pittsburghs Finance Director.
The commission will assist in the
implementation of the agreement
and will address any issues, such
as policies and procedures and
dispute resolution.
The county will follow best
practices in purchasing as set by
the National Institute of
Government Purchasing (NIGP).
The two governments entered

into a formal agreement,
which outlines the services to
be provided, as well as costs.
This agreement went into
effect January 1, 2010
through December 31, 2010.
Allegheny County provides
formal bid management,
including preparing,
advertising, soliciting,
tabulation and awarding
invitations to bid and requests
for proposals, as well as for
request for quotes.
The agreement between the county

and city has: (1) well defined services
provided by the county; (2) defined
the role and support expected by the
county of the city; (3) provided a
formal method for ongoing and
routine communication (the
commission); and (4) outlined a
process for resolving issues.
Page 86

Agencies
Included
Functions
Included
How Structured and

Operates

Resistance Overcome
Local
Government
Information
Systems,
Minnesota
Information
Technology
Local Government Information

Systems (LOGIS) provides
services to 35 cities, 3
counties and 4 government
agencies.
The governance structure of LOGIS

is an essential component of its
success. All member agencies are
equally represented on key decisions
impacting operations. LOGIS has an
annual strategic planning session
during which members prioritize the
organizations services, expenditures
and activities for the planning period.
Created in 1972, LOGIS is

governed by a joint powers
state statute, as well as
intergovernmental
agreements. LOGIS is
governed by its members.
Each client agency is a
member and has one vote in
operational decisions for
LOGIS.
Services provided include IT
training, customer service,
desktop support, system
services, telephone systems
support, business application
services, and GIS.
LOGIS has developed a basic/

standard service level at which
agencies can buy in (i.e., become a
member), as well as offering a
cafeteria of services for those
agencies desiring a higher or
different level of service.
In addition to having voting rights
(one agency, one vote), LOGIS has a
number of key user groups that
provide input into a number of areas,
such as system upgrades, security,
hardware standards, policies, etc.
Staff at all levels of all organizations
are able to provide input into the
organization to assist in the
prioritization of resources.
As with the input received from the comparative agencies, results of the
literature search indicate several common themes among the various agencies,
including:
Common functions to organize into a single shared services organization are

those functions that reach across multiple departments and agencies, such as
internal services like human resources management, purchasing, information
technology, payroll, accounts receivable, accounts payable, group selfinsurance, etc.
When consolidating or sharing services, the shared service to be provided

must be equal to or better than the existing service (i.e., expectations are not
just focused on cost savings in shared organizations but also on improved
quality and level of services provided).
Page 87

A number of factors that could hinder the success of a shared services

organization should be addressed, both at the planning and implementation
stages, as well as throughout the existence of the shared services
organization. Hindrance factors can include perceptions relating to:
Loss of control over services and a reduced level of responsiveness by
those providing the service;
Loss of municipal identity and visibility to the public;
A drop in service levels for some participants below what they previously
received, rather than all participants rising to a common level of service;
Staff resistance to change; and
Loss of control with respect to setting priorities, service level objects and
managing costs.
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:
Shared services organizations (SSOs) are realizing actual savings based on

the shared services model. While over 70% of SSOs planned to save at least
20% of costs, 61% of SSOs actually saved 20% or more of their costs;
With respect to productivity, 83% of the shared services organizations
experienced a minimum increase in productivity of 10%;
Similarly, 79% of SSOs saw more than a 10% improvement in the quality of
services; and
Finally, 75% of SSOs saw customer service improvements of at least 10%.
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.
ALTERNATIVE MODELS FOR SHARING OF SERVICES.
The alternatives for sharing governmental services range from maintaining

current organizational structures and sharing only selected services to a full
integration and consolidation of the services into a single organizational unit
providing services to both entities. In between these two extremes, there is a
variety of alternatives. The following list outlines the principal alternative
approaches for providing shared services the alternatives are generally
presented from least to greatest level of integration, and also generally in order of
the level of effort required to implement:
Informal Sharing of Services: Under this approach, the main functions of

each entity remain independent entities and organizational units of their
respective government. These types of shared services are usually
implemented through an informal verbal agreement or a memorandum of
understanding between the parties. The governmental units conduct informal
sharing of services without any merger or consolidation of staff, policies,
procedures, etc. This arrangement may provide for a cost sharing
mechanism to cover the costs of services provided / received. In some
cases, these services are provided simply as a token of goodwill between
the organizations. This approach is generally best suited for limited or
infrequent shared efforts.
Intergovernmental Contracting / Inter-local Agreement: One

governmental entity contracts with the other for a set of defined services. The
services are then provided by the contracted entity to the contracting entity in
accordance with a defined contractual agreement outlining the services to be
provided and the method for paying for services received. This approach
typically includes the development of a formal contract / intergovernmental
agreement between the parties that includes, at a minimum, the following: (1)
identification of service to be provided; (2) performance measures /
expectations for service to be provided; (3) cost to be paid for receipt of the
service (or outline of cost sharing agreement); (4) term of agreement and
options for renewal / early termination; and (5) procedure for addressing
service issues that may arise. This approach is generally best suited for
governmental services that: (1) are clearly defined and quantified; (2) have
similar service expectations or service levels between both entities; (3) have
measurable performance goals established; and (4) enable incremental costs
to be established.
Partial Consolidation of a Service Area: Under this approach, the two

entities agree to provide / procure selected services jointly and continue to
provide the remaining services in the specific functional area independent of
the other. The jointly provided services could be done under any of the
models listed ranging from informal agreement through contracted services.
This approach is most commonly utilized when two entities do not believe a
Page 89

full consolidation is feasible (for example, due to different policies /

procedures or service approaches that cannot be easily changed) but where
certain selected services are extremely similar; or where other considerations
(such as control, dissimilarity of services, legal requirements, etc.) prevent
one party or both from ceding direct or complete control over certain service
areas.
Complete Consolidation of a Service Area: The full consolidation of a

functional area between the two entities with both parties receiving services
from a new entity or organization. This approach is similar to the
complete merger of two distinct governmental agencies (the Unigov
approach) into a single entity to provide services to the public. In this case,
rather than the merger of two entities, only a distinct functional area would be
merged (such as Procurement, IT, or Human Resources) with the resulting
entity providing services to both of the creating jurisdictions. Unlike a Unigov
approach where duplicate systems are eliminated over time, the consolidation
of a single functional area may require maintenance of duplicate systems
since each of the creating jurisdictions is still providing other direct services to
the public (i.e., separate park and recreation, public safety, building permitting
and inspections, planning, and finance functions). This approach, when
applied to a single functional area, would require the creation of a distinct
entity such as a joint powers authority, special district, etc. to serve the needs
of both entities. This independent entity would be funded from all participants
and governed by a board with representatives from each participating
governmental entity. This approach is best suited for functions where both
entities are seeking to receive the same or similar service levels under similar
operating practices from the new entity. Another benefit of this approach is
the scalability of the approach to easily incorporate additional entities over
time.
There are many examples of Joint Powers Authorities throughout the Western
United States (especially within California) that can be utilized as a model for
Johnson County. These authorities often have a base agreement for services
/ cost sharing from member agencies and a master agreement approach to
other services that are provided that can be subscribed to by agencies as
desired. The other major benefit of this approach is that it is scalable to
incorporate more functional areas and additional governmental agencies.
Finally, this approach provides an objective third party to handle the service
provision eliminating the concern each entity has identified that would be less
a priority if the service were provided by the other entity.
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

cover similar contractual items as those discussed under the

Intergovernmental Contracting bullet point above. One variation of this
approach includes the use of a Managed Competition Program to enable
existing staff within the governmental agency to bid on the provision of these
services. This approach is discussed in the following section. Contracting for
service is most applicable for those services where there are established
vendors of the service available in the market place providing the desired
service. For the areas under review, this would be most applicable for
Information Technology and less suitable for Human Resources and
Procurement.
Managed Competition Approach: This approach is a variation of the prior

alternative contracting for services from the public sector. The major
difference is that the process is designed to allow current staff providing the
service an opportunity (under a level playing field) to bid on the continued
provision of services. Care must be taken in the drafting of the RFP to enable
public sector employees to fairly compete with proposals from the private
sector. Special enabling legislation may be required and / or side-letters of
agreement with employee unions, to enable this to occur. Under managed
competition, the full cost of providing services (including benefit costs,
administrative overhead, etc.) must be considered when comparing proposals
from public sector responses to those from the private sector to ensure an
apples to apples comparison. Regardless of who is selected, a contract is
developed and entered into outlining the terms of the service provision,
performance levels, costs of service provision, etc. The selected vendor,
whether a private company or the public proposal, is treated as a third-party
vendor, held to the same standards and managed similarly.
Each of these approaches is more appropriate for certain services, based

upon the identified needs of the governmental agency. Additionally, different
approaches can be utilized for different services within the organization at the
same time. A single approach does not have to be utilized across the
organization.
5.
THERE ARE SEVERAL APPROACHES THAT CAN BE UTILIZED TO

SUCCESSFULLY IMPLEMENT AND TRANSITION INTO SHARED
SERVICES.
To address transitional issues related to the future exploration of shared

services between Johnson County and other local governmental agencies, the
county may require the limited assistance of external resources to assist them in
moving the implementation forward. It is unlikely that Johnson County will have
the necessary time and/or resources to fully allocate a staff member with the
responsibility for conducting the daily implementation effort without assistance in
handling the multitude of details and obstacles that will arise. There are several
approaches the county could utilize in securing these resources:
Page 91

Internal Staff Committee: The committee could create a working committee

of staff from both Johnson County and local governments that are responsible
for implementation of shared services that have been identified as high
priority or which have the greatest interest among a group of municipalities.
This approach provides individuals most knowledgeable of the services
provided and operational practices of the various governmental agencies.
However, it may be more difficult for staff to overcome internal resistance
against the desired change. Additionally, with day-to-day operational duties
that must be completed, it may be difficult for existing staff to find sufficient
time to dedicate to the implementation of new shared services approach.
Shared Services Coordinator: The county could hire an employee (or

contracted resource), reporting directly to them, to serve as their day-to-day
coordinator of the implementation of shared services approaches. This
individual would work closely with staff from both the cities and county in
implementation of the policy decisions made regarding shared service but
would operate under the direction of the county. This approach could be
expected to provide a more objective resource with no perceived biases
toward one entity or the other. An annual commitment in the range of
$75,000 to $100,000 should be expected in order to attract an individual with
suitable skills to accomplish this effort. While initially this position may be
part-time, a full-time position should be expected if the entities decide to
pursue implementation of a significant amount of shared services in multiple
operational areas. This approach will require clear expectations and a good
working relationship between the selected individual and the top
administration from the various entities. Costs of this position should be
shared by all participating members and/or covered by future cost savings.
If only limited efforts in the sharing of services are going to be

implemented, the internal staff committee is the best approach to utilize.
However, if decisions are made to pursue full consolidation of selected functions,
a dedicated staff resource (i.e., Shared Services Coordinator) is more likely to
provide the needed resources, focus, and support to the various entities to
accomplish the required duties in a more timely and effective manner.
6.
THERE ARE SEVERAL APPROACHES THAT CAN BE UTILIZED TO

SHARE IMPLEMENTATION COSTS OR ALLOCATE ON-GOING
OPERATIONAL COSTS FOR SHARED SERVICES.
In determining how to share or allocate initial costs for transition and

implementation costs, there are several options / guiding principles that should
be utilized in making decisions. These include:
Page 92

Proportional Cost Sharing: This approach has each entity providing a

proportion of the operating costs toward the shared service based upon their
use of the service. Depending upon the specific service provided, there are
several metrics that could be utilized including:
-
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.
Cost Per Service: Some services (such as training classes, recruiting

functions, etc.) are best allocated based upon expected and actual usage.
The agreement for the joint provision of services should outline a base or
minimum usage that is expected, or for which the entity will contract, and
provide a mechanism for sharing costs on a per unit basis for each additional
service utilized.
This approach is most appropriate for services provided only through
contractual arrangements or where the entire function is not consolidated /
provided by a single entity. For example, services such as employee training,
or limited procurement consolidation where initially the consolidation / shared
service approach is only recommended for limited functions within each of
these areas.
Single Agency Costs: There will be some transitional or implementation

costs associated with changes to the current service delivery model that
should be borne individually by one entity or the other. For example, costs to
provide access to an Enterprise Research Planning (ERP) or software system
should primarily be borne by the agency maintaining that software. However,
these costs, as well as some estimation of in-kind costs (i.e., staff time in
developing technology solutions) should be considered in the overall cost
sharing arrangement between Johnson County and the individual
participating municipality and recognized as a contribution from that entity.
As noted elsewhere, the specific cost sharing arrangement on each

function under review should be clearly outlined in any operating agreement
and/or inter-local agreement to ensure that both entities are aware of the costs of
moving forward with the provision of services under a shared services approach.
Page 93

7.
THERE ARE SEVERAL KEY FACTORS THAT MUST BE CONSIDERED

IN ORDER TO ESTABLISH THE FRAMEWORK FOR DECISIONS ON
INDIVIDUAL FUNCTIONAL AREAS.
In order for the shared services committee to determine how to move

forward with making specific decisions regarding which services should be
provided through some type of shared services, the County Administration, in
conjunction with the BoCC and participating municipalities, must first establish
some parameters for their overall goals / purpose. The following table
summarizes the major decision points / factors to be considered:
Factor
Discussion
Financial Savings
If the primary goal of this effort is the realization of actual hard

dollars in future budgets, this factor should be the primary
decision point for moving forward with impact on cost avoidance
and service improvements of secondary nature. For the areas
under review, the most likely to generate hard dollar savings is in
the Information Technology arena.
Cost Avoidance
If the principal desire is to avoid future costs that may result in

later years, either from changes in service requirements resulting
from economic improvements or from anticipated future service
increases, the decision should be based upon which of the
service areas under review are most likely to enable the entities
to avoid future staffing increases if service changes are made
now.
Service Delivery
Improvement /
Effectiveness / Efficiency
Finally, if the committees desire is to improve service levels to

either internal or external customers at currently budgeted
resources, the potential of the shared services approach provides
several areas where this can occur at varying levels within the
functional areas.
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

If consensus is for sharing multiple services, pursue hiring of Shared

Services Coordinator to assist the county in developing implementation
plans, monitoring progress, and addressing implementation issues as they
arise. The parties should develop a Joint Powers Authority approach to
managing the joint / shared services.
If limited, develop inter-local master agreement or functionally specific
agreement.
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

Organizational Structure Analysis Appendix A: Organizational Profiles
A. BOARD OF COUNTY COMMISSIONERS OFFICE

The Johnson County Board of County Commissioners (BoCC) Office is responsible for providing support to the
BoCC, as a group, and to perform the functions allocated to the Board. The BoCC is responsible for establishing policy
direction for the county organization and providing direction to the County Manager. Specific functions that are allocated
to the BoCC include: Chief Legal Counsel, Internal Audit; and clerical officer for the Board. The County Auditor is
responsible for serving as an objective assessor of the Countys operations, services, and programs. Key areas of focus
include compliance with adopted policies and procedures, internal controls, and adherence to State and Federal
regulations. The annual work program of the Auditors Office is developed by the County Auditor using a risk assessment
evaluation and is approved by the Board of County Commissioners. The Chief Legal Counsel provides legal counsel to
the BoCC.
A.
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
This division is responsible for

managing the administrative and
Clerk functions of the BoCC.
Administrative Support
Assistant to the Board

Executive Assistant
1.0
4.0
These staff provide support to the

BoCC by handling office,
administrative, and support functions
for the Board members and the
public.
Legal Counsel
Chief Legal Counsel

Assistant to Chief Legal
Counsel
1.0
1.0
Chief Legal Counsel serves as the

legal counsel. This includes
addressing any issues (e.g., policy,
human resources, ordinances, etc.)
that require a legal opinion.
County Auditor
Auditor
1.0

managing and directing the activities
of the Auditors Office.
County Audit
Senior Auditor
Staff Auditor II
Staff Auditor I
2.0
1.0
1.0

conducting operational and
compliance audits of Johnson
County departments, processes and
operations based upon an annually
adopted audit plan that is approved
by the BoCC.
Page A - 3

C.
STAFF ALLOCATED TO INTERNAL SUPPORT FUNCTIONS.
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

Purchasing
Accounts Payable / Receivable
Timekeeping and Reporting (Payroll)
Human Resources
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the BoCC:
Span of Control
Clerk
1:8
Chief Legal Counsel
1:1
County Auditor
- Senior Auditor
1:2
1:1
Overall Department Span of Control
1:2.2
Page A - 4

B. COUNTY MANAGERS OFFICE

The Johnson County Managers Office is responsible for operating county operations excluding those handled by
either elected or appointed officials (independent agencies). The County Manager is responsible for establishing
management policies, services, and programs, recommending policy changes to the Board of County Commissioners,
and providing support for the provision of efficient and effective governmental services. The County Managers Office is
also responsible for overseeing the Criminal Justice Coordinator functions, Centralized Fleet Management, and Public
Information and Communications:
A.
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
This division is responsible for managing

and directing the activities of Johnson
County.
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
These staff provide support to the County

Executive Leadership team through office
and administrative support functions. In
addition, they provide specific functions
including:
Countywide Public Information efforts
Special project and management
analysis
Budget support and analysis.
Coordination of the Criminal Justice
efforts
Development of centralized fleet
program
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
Purchasing
Human Resources
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.
County Manager
Deputy County Manager
Assistant County Manager
Assistant to the County Manager
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

C. BUDGET AND FINANCIAL PLANNING DEPARTMENT

The Johnson County Budget and Financial Planning Department handles the development, implementation and
administration of the annual Operating Budget and Capital Improvement Program (CIP) budget. In addition, the
department is responsible for providing management assistance to the Board of County Commissioners, County
Manager, and agencies / departments to improve policies and procedures utilized throughout Johnson County. Finally,
the department is responsible for CDBG fund administration, grants administration, and issuance of county debt.
A.
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

of the Budget and Financial Planning
Department. Staff are responsible
for:
Operating budget development,
administration. and monitoring
Capital Improvement Program
development and administration
Management policy reviews and
development
Special projects
Five-year forecasting
Periodic reports for the County
Administration and BoCC
regarding budget performance
Grants management
CDBG / Grants
Community Dev.
Coordinator
Asst. Grants Mgr.
1.0

handling grant administration
(typically front-end functions) and
CDBG fund administration.
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
Purchasing
Human Resources
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:
Span of Control
Budget Director
1:6
Assistant Budget Director
1:4
Community Development Coordinator
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
Division / Function Description

The department director is
responsible for the following:
Provision of overall guidance to
the component divisions as a
technical resource.
Assurance that division
managers have the resources
needed to perform assigned
duties.
Development of department
budget.
Acts as representative of the
Department to internal and
external agencies.
Provides offset printing and
photocopying of larger jobs for
county departments.
Page A - 19

Division / Function
Information Systems
Position
Info Systs. Administrator
Info Systs. Coordinator
No.
1.0
1.0
Sustainability
Director
1.0

Plans, implements and manages
the Automated Facility
Management (AFM) systems.
Analyze and re-engineer work
processes in effect in the
department.
Manages, maintains, and
supports the Archibus Facilities
management software.
Administers meeting room
management software.
Administers AutoCAD software,
tracking all buildings in the
county system.
Review and approve department
internet and intranet sites to
ensure integrity of data.
Provide training in the use of
department software (Archibus,
Meeting Room Manager, etc.)
Maintains current space
inventory.
Leads initiatives in design and
construction practices, energy,
recycling, waste reduction, water
conservation, and greenhouse
gas emissions.
Leads efforts to coordinate
policies and practices with cities
and other local governments in
advocating for sustainability
practices.
Page A - 20

Division / Function
Position
Director
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 Technician
Maintenance Helper
Custodial Supervisor
Sr. Custodian
Custodian
Support Services
Postal Supervisor
Postal Clerk
Telephone Operator
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

Maintain and preventively and
predicatively maintain electrical,
HVAC, plumbing systems, and
structures in county facilities.
Provide housekeeping and

custodial services in county
facilities.
Maintain grounds at county

facilities.
Page A - 21

Division / Function
(cont.)
Planning & Design
Position
Division Operations
Manager
Supervisor of Field Services
Sr. Bldg. Maint. Mechanic
Building Maintenance Mech.
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
Manage warehouse of supplies.
Assess needs and develop

budgets for construction and
renovation projects.
Procure architectural and design
expertise for construction and
renovations projects.
Manage projects under
construction and communicate
with County client organization.
Ensures contractors
conformance with specs,
schedules, etc.
Inspects the work of contractors,
making necessary corrections.

Maintain and preventively and
predicatively maintain electrical,
HVAC, plumbing systems, and
structures in county facilities.
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.

Develop and manage operating
and capital budgets.
Manage financial reporting for
the department.
Manage absence tracking for
145 employees.
Process P-Card transactions
Receptionist/greeting
responsibilities for department.
Distribute mail.
Process records to archives.
Prepare and submit payroll.
Process payments, purchase
requests, and fixed asset forms.
Order uniforms.
Oversee safety training.
Maintain utility tracking software.
Process in new hires.
Handles disciplinary issues.
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
Function
Purchasing
Positions
N/A
Sr. Account Clerk
Clerk
Sr. Account Clerk
Telephone Operator
Sr. Account Clerk
Page A - 23

Function
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
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Facilities Management Department:
Director
Information Systems Administrator
Sustainability Director
Director
Support Services Supervisor
- Custodial Supervisor Sunset
- Custodial Supervisor Admin/Court
- Postal Supervisor
- 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


- Building Engineer Juvenile Detention
- Building Engineer Corrections
- Building Engineer Sunset
- Building Engineer HHSC
- Building Engineer CCC Crime Lab
- Facilities Manager
- Building Engineer New Century
- Building Engineer OADC Maintenance
- Custodial Supervisor OADC
- Custodial Supervisor New Century
Planning & Design Deputy Director (Vacant)
Manager Fiscal Operations
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
The Human Resources Managers serve as

technical experts in assigned areas of
responsibilities. These include: Classification
& Compensation; Talent Management, and
Employee Relations.
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
HR Partners are responsible for performance

of all HR duties including:
Classification review and development
Compensation plan development and
administration
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
Recruitment and selection activities

HRIS changes and management
Associated changes related to changes
in classification / compensation levels
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
Function
Purchasing
Human Resources
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:
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

managing and directing the
activities of the ITS Department.
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

developing, managing and
resolving issues related to:
Local area networks.
Email system and usage
UNIX/SAN for Oracle
Storage
Maintains servers (approx 250),
backup, and operations center
Technology
Technology Architect
1.0
This division is responsible for:

Electronic signature
deployment
Research and development
Strategic planning
E-discovery project
Development &
Applications
Manager
Programmer Analyst
Systems Analyst
1.0
7.0
4.0

Supporting existing applications
Developing new applications
(though more limited than in
past)
Resolving programming issues
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
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
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
Function
Purchasing
Resources
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:
Span of Control
Director
1:6
Systems Manager
1:10
Strategic Planning, Finance & Admin Manager

Support Supervisor
Project Mgmt Office Manager
Data Administration Manager
1:3
1:3
1:6
1:3
Development & Application Support Manager
1:11
Support Center Manager
1:6
Networks & Security Manager
1:11
1:5.4
Page A - 37

G. ORACLE SUPPORT CENTER

The Johnson County Oracle Support Center is responsible for serving as the countys Customer Support Center for
all departments utilizing the countys enterprise-wide software system (ORACLE). The Oracle Support Center provides
assistance and maintenance on the financial and human resources systems and related databases. Staff resolves user
issues and concerns, maintain system availability and accessibility, and provide training for users.
A.
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
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
Purchasing
Human Resources
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:
Span of Control
Director
1:3
HR Applications Manager
1 : 4 (2 currently vacant)
Financial Applications Manager
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

Serves as the countys in-house
legal counsel.
Researches laws and provides legal
opinions.
Handles litigation on behalf of the
county.
Coordinates with outside counsel, as
needed.
Manager
Legal Support Specialist
Clerk
1.0
3.0
1.0

Provides legal support to the Legal
Services Division.
Provides general administrative
support for the department (e.g.,
payroll, procurement, etc.)
Supports County Code Violations
Court.
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
Function
Purchasing
Human Resources
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:
Span of Control
Legal Services
1:11
1:4
1:7.0
Page A - 45

I.
OFFICE OF THE APPRAISER
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.
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

The Residential Real Estate
Valuation Division is divided
into A and B sections,
corresponding to
geographical areas of the
county. Manager over A
section has one region plus
litigation. Manager over B
has other geographical
regions.
Measure and list new
construction, building permits.
Performs sales reviews.
Ensure accuracy of permits,
sales values and that
transactions done at arms
length.
Perform market modeling (35
different models) and
compute land values.
Conduct informal hearings.
Measure, list, and value all
commercial properties in
County.
All properties must be
measured and listed once
every six years.
Handle commercial appeals
on apartments, retail space,
industrial, and office space.
Appeals start at informal
level, and progress to small
claims, then COTA.
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. 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

List and value all personal
property in county using Orion
system.
Responsible for customer

service and data entry.
Obtain training for all office

personnel.
Provide technical support and
maintenance of Orion
Valuation system.
Input and maintain GIS
coordinates and layers for the
office.
Page A - 51

C.
In the Office of the Appraiser, there are various positions that principally are allocated to performing internal
Function
Purchasing
Human Resources
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:
County Appraiser
Real Estate Valuation
Manager Res. Real Estate Valuation (A)
Manager Res. Real Estate Valuation (B)
Resid. Real Estate Regional Coord. (1)
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
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
1.0

and directing the activities of the Election
Office.
Deputy Election
Commissioner
Systems Administrator
Election Specialist
Election Administrator
Election Assistant
1.0

Proofing and coordinating printing of
all election ballots.
Addressing day-to-day voter issues.
Managing all voter
equipment/machines.
Monitoring all legal and statutory
regulations.
Mapping voting districts and
jurisdictions.
Election Logistics
Assistant Commissioner
Election Coordinator
Election Assistant
1.0
2.0
2.0
1.0

Managing elections logistics.
Handling voter registration, voter
history data, campaign finance
reports, and various other required
filings.
Election Operations
Assistant Commissioner
Election Coordinator
Office Administrator
1.0
1.0
1.0
1.0

Coordinating advance voting and
polling stations for elections.
Negotiating lease space for polling
stations.
Managing seasonal poll workers,
including processing timekeeping
reports.
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
Function
Positions
N/A
Purchasing
1.0
Part of the purchasing

resources listed above.
N/A
Part of the HR resources listed

below.
2.0, provides support on voting

equipment, as well as laptops,
website, etc.
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:
Span of Control
Commissioner
1: 3
1: 6
Election Logistics
1: 5
Election Operations
1: 3 (plus approx. 2,000 election workers and

250 temporary workers)
1: 4.25
Page A - 58

K. RECORDS AND TAX ADMINISTRATION

The Johnson County Records and Tax Administration Department is responsible for receiving, reviewing, recording
and retrieving land records (and other documents) as required by state statute. The department prepares, administers,
and maintains Johnson County tax rolls. The department also maintains all special assessments within the county. The
Records and Tax Administration Department is also responsible for recording and retaining all real and person property
records filed with the county. Other items processed by the department include: new plats, registration of temporary
notes and bonds, and hunting and fishing licenses.
A.
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

and directing the activities of the Records
and Tax Administration Department.
Other functions performed include:
Daily depositing of funds received.
Verifying all collections.
Reconciliation of funds.
Share tax roll data with other county
departments.
Reporting for County Manager /
Budget office.
Purchasing, payroll and contract
maintenance.
Customer Service
Manager
C.S. Lead
C.S. Technician
1.0
1.0
4.0
This division is responsible for handling

all mailed in documents for recording and
handling all phone inquiries for tax or
recording information.
Recording Maintenance
Manager
R.M. Lead
R.M. Technician
1.0
2.0
5.0

all title company recordings, and
providing some assistance in data entry
for the Customer Service and Title
Maintenance Divisions.
Page A - 61

Division / Function
Position
No.
Description
Review & Tax Roll
Manager
L.R. Lead
L.R. Technician
Special Assess. Coord.
1.0
3.0
6.0
1.0

the following functions:
Escrow accounts
Walk in recordings for the office.
Tax roll management and changes
including parcel data, district tax, and
TIFs (and other special districts).
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
This division is responsible for the

handling of all tax mapping functions in
the office including:
Baseline map maintenance.
Property splits and new parcel
creation.
First line IT support to RTA
employees.
Software system support and
maintenance for RTA specific
software.
Archive
Manager
Archivist Tech.
GIS / Archivist Tech.
1.0
1.0
1.0

archival, retention and destruction of all
county records in compliance with state
issued document retention schedule.
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:
Span of Control
Director
1:6
Chief Deputy Administration
1:2
Customer Service Manager
1:6
Manager, Recording Maintenance
1:7
Manager, Review & Tax Roll Maint.
1 : 13
Manager, Mapping & Technology
1:4
Archive Manager
1:2
1 : 4.5
Page A - 64

L. TREASURY AND FINANCIAL MANAGEMENT

The Johnson County Treasury and Financial Management Department is responsible for providing its customers
(citizens, departments, agencies and employees of Johnson County) with financial administrative services. The Treasury
and Financial Management Department is responsible for the following general functions: financial reporting and financial
information services, bills, tax collection and distribution, vehicle registrations and titling, procurement, risk management,
insurance programs, accounts payable, payroll, accounting, employee benefits, and cash management / investment.
A.
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

activities of the Treasury and
Financial Management
Department.
Banking / Treasury
Manager
Cash Accountant
Accountant
Accts Rec. Coord.
Accounting Asst.
1.0
1.0
1.0
1.0
1.0

Tax collection
Billings and collections
Collections done for other
departments (i.e., Wastewater
delinquent accounts)
Disbursement of collections
Benefits, Healthcare,
Payables, Payroll
Asst. Finance Dir.

Benefits Mgr.
Benefits Admin.
Benefits Techn.
Healthcare Mgr.
Payables Sup.
Payables Tech
Vendor Master
Payroll Supervisor
Sr. Payroll Tech
Payroll Pract.
Payroll/Benefit Pr.
Operations Analyst
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

providing the following services to
the organization:
Benefits administration (health,
dental, vision) including
employee service.
Manage healthcare fund.
Accounts payable functions
including refunds and
employee training.
Central payroll entity for the
organization. Coordinates,
advises and trains all
timekeepers.
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
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.
Motor Vehicle, Taxation
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
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
Function
Positions
N/A
Purchasing
Provide central purchasing

services to the organization.
Provide central AP/AR.
N/A
Provide payroll services to the

organization.
LAN Support Tech (1)

Programmer / Analyst (1)
Human Resources
N/A (Benefits services

provided)
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:
Span of Control
Finance Director / Treasurer
1:4
Chief Deputy Treasurer

DMV Manager Mission
MV Supervisor
MV Supervisor
DMV Manager Olathe
MV Accountant
Deputy Treasurer
1:4
1 : 19
1:7
1:8
1 : 13
1 : 10
1 : 8.5
Manager of Taxation
1:4
Deputy Finance Director

Accounting Manager
Purchasing Manager
Risk Manager
Benefits Manager
Payables Supervisor
Payroll Supervisor
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
This administration division is

responsible for the Countys overall
GIS efforts and the coordination of
department staff.
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
The staff in AIMS is responsible for:

Developing GIS applications
Supports and develops IMS
(internet mapping service)
Maintaining GIS infrastructure
Operates MyAIMS providing
personalize access for users
Manage imagery capture
(oblique photography)
Serves various groups with
mapping capabilities (public
safety, utility, schools, cities,
etc.)
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.
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
1.0
1.0
1.0
1.0
1.0
1.0
Fleet Maintenance
Chief Mechanic
Sr. Equipment Operator
1.0
1.0
1.0

Oversees activities at Airport
Makes deals for lease of space
at industrial park (unless tax
abatements are involved)
Interacts with Airport
Commission and with Deputy
County Manager
Manages records and
correspondence
Oversees activities at two
airfields
Handles relationships with FAA
and control towers
Maintains relationship with
County Fire Dept.
Inspects airfields (mowing, lights,
etc.)
Maintains airfield grounds
Handles all administrative
functions (e.g., purchasing,
payroll, budget, AP, AR)
Maintain a fleet of between 58
and 60 units
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.

Ensures adequate water supply
to jail and the businesses at the
Industrial Park.
Repairs line breaks, takes daily
water samples, and reads
meters monthly.
Note that the sale of the water
system has recently been
negotiated.
Operates switches on five miles
of track that connect the Airport
to Burlington Northern Santa Fe
track downtown.
Supervisor is the designated Sr.
Locomotive Engineer (federally
required designation).
In the Airport Commission, there are various positions that principally are allocated to performing internal support
Function
Positions
Contracted to SW Johnson
County Economic
Development Corporation
Purchasing
Page A - 83

Function
Positions

Human Resources
Chief Mechanic
Sr. Equipment Operator
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Johnson County Airport Commission:
Director
Deputy Director Administration
1:6
1:3
1:2.5
Span of Control
Page A - 84

O. PLANNING, DEVELOPMENT AND CODES DEPARTMENT

The Johnson County Planning, Development and Codes Department is responsible for overseeing all long-range
and current planning functions for Johnson County. Additionally, staff oversee the building codes administration (plan
review, inspections, permitting functions), and the contractor licensing office.
A.
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
1.0
1.0

and directing the activities of the
Planning, Development and Codes
Department.
Long Range Planning
Principal Planner
1.0

Area plans and transportation
studies.
Special projects.
Comprehensive plan oversight and
development.
Flood plain administration.
Current Planning
Deputy Director
Senior Planner
Principal Planner
Planner
Zoning Assistant
1.0
1.0
1.0
1.5
1.0

All current planning and plan review
for projects in county (unincorporated
areas).
Provide services on contractual basis
for City of Mission and Edgerton.
Zoning and subdivision review is
largest work effort.
Perform code enforcement activities
as needed.
Page A - 87

Division / Function
Position
No.
Description
Building Codes

Chief Bldg Inspector
Permit Administrator
Building Inspector
Senior Secretary
Fire Inspector
1.0
1.0
1.0
1.0
0.5
0.5

Building permitting functions and
plan reviews.
All inspections associated with
permitted construction.
Provides building permitting services
for Mission and Edgerton.
Provides fires inspection services.
Contractor Licensing
Program Manager
Asst. Program Coord.
License Monitor
Special Project Assts.
1.0
1.0
2.0
1.0

All contractor licensing within 13
jurisdictions.
Review, process and approve
applications.
Provide continuing training for
registered contractors.
Page A - 88

C.
In the Planning, Development and Codes Department there are no positions that principally are allocated to
Function
Purchasing
Human Resources
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:
Director
Deputy Director
Contractor Licensing Program Manager
Contractor Licensing Asst. Program Coord.
1:4
1:4.5
1:5
1:2
1:2
1:3.6
Span of Control
Page A - 89

P.
INFRASTRUCTURE AND PUBLIC WORKS
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.
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
Oversees all functions of the department

including budgeting, work allocation, program
delivery, etc.
Rural Services
Sr. Project Engineer

Project Engineer
Chief Cartographer
1.0
1.0
1.0

Water Quality Specialist
Project Manager
Engineering Technician
1.0
1.0
1.0
1.0
1.0
Urban Services
Works with Planning to coordinate road

improvements on potential developments in
rural areas of county.
Plan review (site distance, traffic, etc.).
Review plats and maintain records.
Work with consultants to accomplish
inspections.
Coordinates stormwater management
program for countys 20 municipalities.
Review designs to ensure stormwater
projects comply with standards
Reconciles invoices for CARS program.
Track monuments and platting.
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

Performs AP, budgeting, cash deposits.
Handles stormwater and CARS invoices
Provides technical support to other divisions
(e.g., computer operations, loading software,
printer problems, phone issues, web page
updates, etc.).
Updates GIS, supporting field staff on curb,
gutter, signs, etc.
Send agreements to cities (CARS,
stormwater program).
Typing, filing, public greeting, and order
supplies.
Serves as DPW Human Resources contact
(benefits programs, medical leave, short-term
disability, etc.).
Design and inspect bridges.
Design (smaller) roads.
Acquire rights of way for the construction of
roads.
Traffic counts (done by interns primarily).
Inspect road construction.
Make intersection improvements (driven
primarily by accident investigations).
2.0
2.0
Page A - 96

Division / Function
Operations
Position
Operations
Director
Fleet Maintenance
Tire Repair Technician
Mechanic
Parts Clerk
Asst Fleet Maint. Director
Sr. Mechanic
Mechanic
Safety & Training
Noxious Weeds
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

Fleet Maintenance
Repair and maintain a fleet of 159 vehicles
and pieces of equipment.
One shift operation.
Safety & Training
Administers the DPWs safety and training
programs, ensuring conformance with sate
operating methods and techniques.
Noxious Weeds
Manage roadside vegetation through seed
head suppression and spraying.
State of Kansas-mandated program.
Mow rights of way.
Signs and Markings
Maintains signs.
Purchase signs and make street signs.
Asphalt Crew
Crack seal roads.
Repair potholes.
Spray patch roads.
Bridge Crew
Build box culverts.
Maintain bridges.
Clean and remove debris from box culverts.
Field Crew (Drainage)
Drain open ditches (approx. 500 miles of
ditches in County)
Install entrance pipes
Page A - 97

C.
In the Infrastructure and Public Works Department, there are various positions that principally are allocated to
Function
Purchasing
Switchboard Operations / Call centers
Human Resources
Positions
N/A
N/A
Financial Manager
Accountant
N/A
Office Manager
Network Systems Analyst
Applications Systems Analyst
Office Manager
N/A
Tire Repair Technician
Mechanic
Parts Clerk
Asst Fleet Maint. Director
Sr. Mechanic
Mechanic
Page A - 98

D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Infrastructure and Public Works Department:
Director
Rural Services
Urban Services Manager
Financial Manager
Office Manager
Network and Systems Analyst
Construction
Construction Engineer
- Operations Engineer
- Chief Surveyor
- Construction Project Manager
Rural Services
Manager
- 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
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.
JOHNSON COUNTY TRANSPORTATION
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

Oversees overall operations of the
Transportation Operations. Budget,
strategic planning, administration,
grants, and finance.
Responsible for all work allocations,
oversight, and management of the
transportation function including
contract administration, personnel,
finances, budget, etc.
Finance and
Administration
Manager
Grants and Projects Mgr.
Accounting Coordinator
1.0
1.0
1.0
1.0
The division is generally

responsible for the administration
of grants, grant compliance,
provision of customer service,
processing of accounts payable
and receivable, budgeting and
oversight, as well as the capital
improvement program budgeting
and oversight.
Bills for paratransit and fixed
routes.
Handles customer complaints
and billing issues.
Senior secretary handles
incoming phones and reconciles
P-Cards.
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
Responsible for the short and

long-term planning for the
department, resolving scheduling
and routing issues and changing
of routes in response to
changing needs.
Long-term planning involves
decisions relating to which routes
the department wants to institute
in future years.
Operations administrator
researches service efficiencies,
oversees contracts, and
develops optimum equipment
replacement cycles, and
develops specifications for new
fleet replacements.
IT manager is responsible for
developing applications to keep
the JO on the forefront of
technology in such initiatives as
electronic fare boxes, real time
signage at bus stops, scheduling
software, etc.
Community relations coordinator
actively solicits information from
riders and potential riders on
improvements to the current
system and works with planning
administrator to see if these can
be implemented.
Also coordinates / responds to
customer complaints associated
with the JO.
Page A - 103

C.
In the Johnson County Transportation Department, there are various positions that principally are allocated to
Function
Purchasing
Positions
N/A
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

Human Resources
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Johnson County Transportation Department:
Director
Finance and Administration
Manager
Transportation
Deputy Director
1:2
Span of Control
1:3
1:4
1:4
Page A - 104

R.
JOHNSON COUNTY WASTEWATER
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.
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

The General Manager is responsible
for the following:
Managing departmental
operations, including developing
and monitoring budgets, setting
policies and procedures, etc.
Acting as a technical resource
for staff.
Acting as representative of the
department to external agencies
and stakeholders.
Page A - 114

Division / Function
Business Operations
and Planning
Position
Director
Executive 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

The Divisions responsibilities include
the following:
Handles financial and accounting
for the department.
Processes payroll for divisions in
the Administration building.
Processes accounts payable for
general expenses unrelated to
O&M.
Generates monthly financial
statements.
Tracks progress against the
recently-completed strategic plan.
Handles special agreements at
New Century Airport.
Handles interface with KCMO for
treatment flows sent to that city.
Sets up security at plants.
Updates commercial database.
Provides reports from SQL and
Access.
Provides desktop support and
support for video systems.
Supports the internet and website
and SharePoint sites.
Oversees the SCADA system
and generates maps from GIS.
Performs human resources
functions such as FMLA
processing, terminations, new
employees, and employee
records.
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

This position is responsible for
asset condition assessment,
making decisions regarding
assets to be placed in the fiveyear CIP.
The divisions responsibilities include
the following:
Maintains the department fleet of
vehicles and equipment.
Maintains 32 lift stations and the
collection system.
Cleans and inspects collection
lines using jet trucks and vac
trucks.
Maintains grounds, removes
snow from department sites,
trims trees, and restores private
property damaged by crews in
performing maintenance and
repairs.
Treatment section evaluates data
from sampling to make process
changes, and to abate odors.
Maintains plant equipment and
operates the six plants. (each
plant has a Supt., with the Airport
and Mill Creek sharing the same
Supt.)
Secretary and executive assistant
(located at Nelson facility) act as
receptionists, enter data, process
utility payments, answer phone,
and process timecards.
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
The Chief Engineer has the following

duties:
Works with O&M Engineers and
Permitting Engineers to provide
checks and approvals.
Serves as lead on projects.
Evaluates performance of
department engineers in
conjunction with their direct
supervisors/managers.
Position works under a Charter
Resolution.
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

The Division is responsible for the
following:
Permitting for new development
connections to system.
Review of plans for commercial
development.
Inspect modifications to the
system and new development.
Mainline plans review.
Handling of customer questions,
complaints, etc.
The position was strongly

recommended in the strategic plan,
and acts as a public information
officer for the department,
disseminating information to
customers, media, other agencies.
Page A - 118

C.
In the Wastewater Department, there are various positions that principally are allocated to performing internal
Function
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:
Director
Business Operations and Planning
Director
Financial Manager
Systems/Technology Manager
GIS Coordinator
Operations & Maintenance
Director
Engineering Mgr. Existing Infrastructure
Asst. Director Treatment
Customer Relations
Director
User Charge Manager
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
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


Asst. Sup. of Collections
Asst. Sup. of Collections
Fleet Maintenance Asst.
Asst. Superintendent Pumps
Asst. Sup. of Collections Construction
Asst. Director of Treatment
Treatment Superintendent (Nelson)
Treatment Asst. Superintendent (Nelson)
Treatment Superintendent (Airport)
Treatment Superintendent (Middle Basin)
Treatment Asst. Super. (Middle Basin)
Treatment Asst. Super (Mill Creek)
Treatment Superintendent (Blue River)
Treatment Superintendent
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

S. JOHNSON COUNTY DEVELOPMENTAL SUPPORTS

Johnson County Developmental Supports (JCDS) is an agency of Johnson County, which focuses on facilitating
career and personal development for county residents with developmental disabilities. JCDS is funded, in part, through a
contract with the Kansas Department of Social and Rehabilitation Services, as well as through the county tax levy, state
grants, subcontract income and contracts with companies for services (i.e., provision of workers).
A.
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
This division is responsible for the overall

management and direction of Johnson County
Developmental Supports (JCDS).
CFO
Associate Director CFO

Volunteer Specialist
Finance Coordinator
Personnel/Payroll Rep.
Operations Director
Senior Secretary
Receptionist
Information Services Coordinator
Building Maintenance Mechanic
Quality Assurance and & Data
Manager
Data Specialist
Quality Assurance Specialist
Records Clerk
Training Support Specialist
Senior Cook
1.0
1.0
1.0
5.0
1.0
1.0
1.0
1.0
1.0
2.0
1.0

Providing general support functions to JCDS,
including finance, Medicaid reimbursements,
client payroll, P-Card processing, and contract
management.
Coordinating volunteers, as well as providing
cafeteria services and reception.
Managing the agencys information technology
needs (e.g., help desk function).
Maintaining JCDS residential facilities.
Performing quality assurance functions.
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
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

Providing direct services to clients.
Providing service coordination services.
Developing and monitoring behavioral support
plans.
Overseeing medicine distribution.
Researching and acquiring assistive
technology devices for clients.
Operating residential services which provides
housing in approximately 70 locations
throughout the county.
1.0
5.0
19.0
1.0
9.0
33.0
87.0
1.0
Managing day / employment services, which

includes procurement of work and contracts for
clients for community and center based
employment.
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
No.
1.0
1.0
1.0
Description
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
Purchasing
Human Resources
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:
Span of Control
Administration
1:5
CFO
1:4.25
Community Developmental Disabilities y Organization
1:2.25
Community Service Provider
1:11.3
Community Relations & Resource Development
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

of the Environmental Department
and handling administrative
functions including billings,
payables, HR, IT, correspondence
and customer service.
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

Environmental Compliance air
quality, ozone reduction, solid
waste, industrial pre-treatment,
and grease.
Solid waste plan development
and implementation.
Household Hazardous waste
collection and disposal.
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

Water testing primary client is
Wastewater Department, but
also provide testing services to
other clients / public.
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

The oversight and administration
of environmental health
programs.
Food safety service inspections.
Private sewage system
inspection and permitting.
Inspections and permitting
related to swimming pools.
In the Environmental Department, there are various positions that principally are allocated to performing internal
Function
Positions
N/A
Purchasing
N/A (limited staff time by

Accounting Asst on P-Card
reconciliation)
Sr. Accounting Clerk (.5)
N/A
Administrative
Information Systems Specialist

(limited to partial time)
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:
Span of Control
Director
1:4
1:8
Pollution Control Director

HazMat Coordinator
Laboratory Director
Analytical Chemist
Analytical Chemist
Sanitation Director
Env. Health Mgr Food Serv.
Env. Health Mgr Food Serv.
Sr. Env. Health Specialist
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

U. MENTAL HEALTH CENTER

The Johnson County Mental Health Center offers a variety of inpatient and outpatient mental health and substance
abuse services to the residents of Johnson County. The JCMHC provides services through six service centers located
throughout the county. The JCMHC focuses services on providing a safety net for individuals with the most severe forms
of mental illness and those who are unable to afford or access services elsewhere in the community.
A.
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.
Attendant Care Tech.

Case Mgr. Assistant
RPC Director
Family & Youth Training
Consultant
Community Dev.
Consultant
Public Affairs / Information
Consultant
Sr. Secretary
Comm. Prevention Coor.
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.
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
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
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
Case Manager
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
Sr. Accounting Technician
Data Services Manager
Sr. Clerk
Data Services Programmer
Network Manager
PC Help Desk Technician
Data Services Supervisor
Clerk II
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
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
Intake Coordinator
NE Office Manager
Office Coordinator
Front Desk Clerk
Sr. Secretary
Records Specialist
Intake Coordinator
Maintenance Supervisor
Mechanic
Maintenance Assistance
Sr. Maintenance Mechanic
SW Office Manager
Office Coordinator
Records Specialist
Intake Coordinator
Front Desk Clerk
CSS Office Manager
Executive Assistant
Front Desk Clerk
Records Specialist
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
Function
Purchasing
Human Resources
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.
Span of Control
Executive Director
1:5
Substance Abuse Services Clinical Sup.

- ACT Program Manager
- Direct Care Manager
- Adult Detox Unit Manager
- Family Assertive Comm. Treatment Mgr.
1:6
1:5
1:15
1:10.8
1:2
Medical Director
- Nursing Services Clinical Supervisor
1:11
1:10.5
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
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
Community Support Director

- Supportive Housing Team Leader
- Team #1
- Team #2
- Team #4
- Young Adult Team Leader
- RST Team Leader
- Transportation Coordinator
- Vocation Services Leader
- Team #3
- Crisis Recovery Center
- MCRT Team
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

and directing the activities of the
department, including establishing
policies, managing the departments
budget, etc.
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

Conducting disease investigation
and outbreak control activities.
Operates the countys immunization
program.
Conducts outreach and wellness
activities.
Public health emergency
preparedness.
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
Adult / Child Care

Facilities 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
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
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

Performs all patient billing and
processes insurance claims on a
monthly basis.
Performs general administrative and
clerical duties.
Processing time keeping reports for
department.
Handles procurement for the
department.
Processes invoices.
Technology
Tech. Services Director
1.0

supporting the departments clinic
software, including maintaining systems,
installing updates and troubleshooting
programs. Also, provides help desk
support to technology users within the
department.
5.0
1.0

Provides general health education
and promotion services.
Coordinates health fairs, screenings
and various health programs such as
tobacco cessation, etc.
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

Receives and processes payments.
Conducts daily audits of charges.
Maintain the departments electronic
medical records; scanning and
imagining hard copies.
Staffs the front desk.
Process insurance information and
check in patients.
In the Public Health Department, there are various positions that principally are allocated to performing internal
Function
Purchasing
Human Resources
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:
Span of Control
Director
1: 8
Disease Containment Division
1: 5.75
Family Health Services Division
1:7.8
Adult / Child Care Facilities Division
1:14
Health Education Division
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
Account Clerk
Human Serv. Res.
Coord.
1.0
1.0
1.0
1.0

management and direction of Human
Services. This includes serving as the
liaison with the state as well as
governing board.
Information, Outreach &

Accessibility
Director
CSS Team Manager
CSS Manager
Intake/Receptionist
CSS Specialist
Utility Assistance
Coordinator
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

Staffs six multi-service centers
throughout the county.
Provides public information and
outreach to create awareness of
programs and services.
Creates and issues publications for
the Human Services, including
newspaper, website, and various
flyers.
Staffs the Johnson County
information line.
Provide accessibility services,
including sign language
interpretation and translation, case
management, and in-home
services.
Provide custodial services and light
maintenance at Outreach centers.
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
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
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
Volunteer Coordinator
Information Technology
Specialist
Office Supervisor
Relief Receptionist
No.
1.0
1.0
1.0
1.0
1.0
1.0
Var.
Description
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
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
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
summarizes these positions by functional area
Function
Positions
1.0, Information, Outreach &

Accessibility
Purchasing
N/A
N/A
Some staff perform call

center type functions.
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:
Span of Control
Director
1:6
Information, Outreach & Accessibility
1:12
Area Agency on Aging

- Director
- Deputy Director
- Aging Program Services Manager
- Geriatric Care Mgmt Supervisor\
- Nutrition Program Manager
- Nutrition Center Coordinator
- Nutrition Kitchen Supervisor
1: 5
1:3
1:4
1:12
1:3
1:5
1:8
1:5
- 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.
K-STATE RESEARCH AND EXTENSION
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.
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

Take soil samples for
producers.
Conducts youth and adult
education programs.
Take calls and gives advice to
small producers.
Provides advice on pond
management.
Assists people with food,
nutrition and exercise
programs.
Teach people in food service
how to safely serve food.
Organize speakers to assist in
retirement planning, and
counsels people in retirement
planning.
Federally-funded position
assists in family nutrition
planning.
Develops nutrition kits to
deliver to schools.
Gives classes in food
preparation, canning, and
cooking.
Runs hot-line on how to
prepare turkey or ham during
holidays.
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
1.0
Assists people with gardens,

vegetables, and trees.
Supervise/oversee Master
Gardeners.
Runs rain barrel program and
composting program.
Takes soil samples and sends
to K-State. Writes up plans
based on results.
Develop programs for 4-H
participants.
Programs include robotics,
archery/shotgun, livestock,
dog club, public speaking, etc.
Sets up dairy demonstrations
at schools.
Other school demos include
chick embryology, and
butterfly development.
Makes talks at schools
regarding healthy breakfasts.
Individual has expertise in
Extension Master Gardener
Program.
Primarily responsible for
payroll processing, billings,
bank deposits, taxes, and
accounts payable.
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

Provides administrative and
secretarial supports for FACS
section.
Signs up people for FACS
classes, and takes money for
these classes.
Develops FACS piece of the
Knowledge for Life
newsletter.
Reviews articles for Taste
Buds.
Develops Master Food
Volunteer newsletter.
Develops sections of
Knowledge for Life
newsletter.
Serves as receptionist for
visitors to the Extension
office.
Develops blog for the
Horticultural Agent.
Produces 4-H newsletter.
Develops piece of the
Knowledge for Life
newsletter.
Provides secretarial and
administrative support for the
two 4-H Agents.
Gets sponsorships for Fair
awards.
Enrolls participants in 4-H
programs.
Page A - 184

Division / Function
K-State Research
and Extension
C.
Position
Public Information
Coordinator
No.
1.0

Updates web site.
Develops quarterly
newsletter.
Writes press releases.
Coordinates news coverage
for special events.
Assembles information for
classes and sends to
Johnson County Park and
Recreation for inclusion in
that departments newsletter.
Develops and distributes
flyers.
In the K-State Research Extension, there are various positions that principally are allocated to performing internal
Function
Purchasing
Operations / Call Centers
Human Resources
Positions
Public Information Coordinator
Administrative Assistant (also
performs other duties)
N/A
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:
Director
FACS Agent
Horticulture Agent
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

following:
Managing departmental
operations, including developing
and monitoring budgets, setting
policies and procedures, etc.
Provides centralized
administrative services, including
payroll processing, procurement,
etc.
Responsible for grant reporting.
Conducts internal investigations
regarding complaints against
staff.
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

following:
Manages the countys Juvenile
Detention Center, including
staffing, programming,
supervision, policy and
procedures, training, etc.
Manages juvenile supervision
programs, such as house arrest.
Responsible for intake and
classification of juveniles.
Performs case management
Page A - 193

Division / Function
Field Services
Adult Residential
Center
Position
Case Manager
Juvenile Intake Specialist
No.
1.0
6.0

activities for juveniles (i.e.,
becomes the supervising agency
for juveniles removed from
parents custody).
Juvenile Senior Case Manager

Community Reentry Officer
Intensive Supervision Officer
Case Monitor
Secretary
Juvenile Case Manager
Adult Skills Developer
Cognitive Skills Facilitator
Adult Senior Case Manager
Intensive Supervision Officer
(Adult)
Interstate Compact Officer
ISO/Cognitive Facilitator
Reengagement Officer
Probation Intake Officer
Assessment Officer
Resource Developer
Secretary
2.0
1.0
6.0
2.0
2.0
5.0
1.0
2.0
3.0
19.0

Manages adult and juvenile field
services programs.
Oversees intensive field
supervision programs.
Responsible for monitoring
assigned cases, providing
referrals and ensuring
compliance with terms of
supervision program.
Responsible for monitoring
cases and making
recommendations regarding
placements to the courts.
Provides a community re-entry
program.
Trains staff on client interaction
and interpersonal skills, etc.
Policy & Compliance Manager

Treatment Coordinator
Administrative Supervisor
Secretary
Training Coordinator
Training Officer
Deputy Director
Shift Commander
Shift Supervisor
Correctional Advisor
Senior Case Manager
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

following:
Responsible for managing a
variety of adult supervision
programs.
Staffs and manages the adult
residential center, which hosts
work release programs, house
arrest, and therapeutic
community.
Provides transportation services
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

to residents of the adult
residential center (e.g., work
release).
Provide training to staff to ensure
compliance with policies and
procedures.
In the Department of Corrections, there are various positions that principally are allocated to performing internal
Function
Purchasing
Human Resources
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:
Span of Control
Director
1:4
Administration
1:7
Juvenile Detention Center
1:5.4
Field Services
1:7
Adult Residential Center
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
Victim / Witness
Coordinator
Victim/Witness
Advocate
Volunteer Coordinator
Support Specialist
Support Staff
Supervisor
Support Staff
1.0
1.0
1.0
Chief Deputy District

Attorney
Assistant District
Attorney III
Section Chief
Assistant District
Attorney
1.0
1.0
1.0
1.0
1.0
6.0
1.0
1.5
4.0
Description
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

Receives and reviews cases
submitted by law enforcement
agencies for prosecution.
Researches cases and case law,
as well as conducts follow-up
investigations, and interviews
witness and victims.
Prosecutes cases and
negotiates plea deals.
Page A - 199

Division / Function
Investigations
C.
Position
Chief Investigator
Investigator
Consumer Intake
Specialist
No.
Description
1.0
5.0
1.0

Serve subpoenas.
Conducts investigations of
economic crimes, follow-up
investigations as assigned by
attorneys, and consumer fraud
complaints.
Conducts joint investigations
with other law enforcement
agencies.
In the District Attorneys Office there are various positions that principally are allocated to performing internal
Function
N/A
Purchasing
2.0, shared with other internal

services functions
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:
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

AA. JUSTICE INFORMATION MANAGEMENT SYSTEMS (JIMS)

The Johnson County Justice Information Management Systems Department is responsible for the provision of all
technology support (except for phone and email) for justice departments including: District Court, Corrections, District
Attorneys Office, and Sheriff. Services and support are also provided to affiliated programs including the Special
Advocate Program and the Juvenile Intake Assessment Center. JIMS reports to a governing board that provides
oversight and direction of their activities.
A.
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

activities of the JIMS Department.
Help Desk
Info Service Tech

Tech Specialist
Secretary
1.0
1.0
1.0

PC and technical support to
users of the JIMS systems
Assist with testing of software
modification
Database cleanup
Serve as customer liaisons
Account maintenance
Technical Svcs
Manager
PC/LAN Analyst
LAN Analyst
Security Analyst
Internetworking Analyst
1.0
4.0
1.0
1.0
1.0

technical services provided by JIMS
including:
Local area network
development and maintenance
PC support
Network security and access
Programming
Supervisor
Program. Analyst
Programmer II
Programmer I
1.0
4.0
1.0
1.0

making all programming
modifications and alterations.
Development of new modules.
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
Purchasing
Human Resources
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:
Director
Technical Services Manager
Programmer Supervisor
1:6
1:8
1:5
1:5.6
Span of Control
Page A - 205

CC. EMERGENCY MANAGEMENT AND HOMELAND SECURITY DEPARTMENT

The following sections describe the general organization and staffing allocated to the Emergency Management and
Homeland Security Department. In general, the department coordinates the response of county government, local, state
and federal agencies, citizens, businesses and adjacent organization in preparing for, responding to and recovering from
major emergencies and disasters within Johnson County.
A.
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

Provides overall guidance for
the department, acting as
primary department
representative in interactions
with outside agencies.
Stays current on legal issues
affecting the department and
the countys response to
emergencies.
Executive Assistant manages
federal grants, conducts
financial transactions, makes
public presentations, trains
and tests a cadre of
volunteers. Also provides
support to all department
employees.
Page A - 208

Division / Function
Planning and
Mitigation
Position
Assistant Director Planning
Assistant Planner
Community
Preparedness
Assistant Director
No.
1.0
1.0

Updates/rewrites local
emergency operations plan.
Responsible for debris
management, Continuity of
Operations Planning, hazard
mitigation planning, and all
associated plan development.
Coordinates with Public
Health on disaster response
planning.
Conduct background research
for plans to incorporate
federal, state, and local
requirements as they occur
and change.
Conducts citizen training in
disaster response.
Conducts workshops for
county departments,
businesses, schools, etc.
Provides training, education in
disaster preparedness.
Facilitates and designs
exercises.
Coordinates public
information outreach to media
daily and during emergencies.
Page A - 209

Division / Function
Operations and
Exercises
Position
Assistant DirectorOperations
No.
1.0

Develops policies and
procedures relating to the
Emergency Operations
Centers (one primary, one
backup).
Conducts testing and training.
Coordinates with IT for major
updates. Ensures that all
systems are operable at all
times.
Maintains department
computer systems, EOC
computer equipment and
video conference system.
Coordinates the LEPC
monthly meeting.
Maintains network of 300
volunteers, ensuring all are
trained.
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:
Director
Assistant Director Planning and Mitigation
1:4
1:1
1:3
Span of Control
Page A - 211

DD. EMERGENCY MEDICAL SERVICES (MED-ACT)

The following sections describe the general organization and staffing allocated to the Med-Act Department. In
general, the Department is responsible for providing emergency medical response and transport to residents in Johnson
County.
A.
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
Provides overall guidance to

the Department, acting as
representative to outside
agencies.
Responds to calls for

emergency medical services.
Transports patients to
hospital as necessary.
Have 7 ambulances in North
sector of County, and 6
ambulances in South sector.
Have 18 fixed locations in the
County, and two more as
Paramedic Advanced
Response (PAR) units.
One special truck (#1140)
operates as a day truck (only
on C Shift)
Division works a three-shift
rotation.
Support Services section of
the Division ensures that
medical supplies and
equipment are operational
and that they are available to
staff at all times.
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

Provides internal and external
education in emergency
medical procedures.
Ensures that emergency
medical services are delivered
in accordance with
Department protocol.
Oversees wire/wireless nodes

infrastructure, backbone and
connectivity with the County.
Writes applications related to
personnel databases,
performance appraisal dates.
Oversees computer security
levels and designations in the
Department.
Develops schedules, inputs
daily station logs, truck
inventories, training times.
Ensures the right schedules
for CIP program, ensuring the
proper replacement of
infrastructure.
Handles accounts payable
and receivable, hiring,
mailings, etc.
Page A - 216

C.
In the Med-Act Department, there are various positions that principally are allocated to performing internal support
Function
Positions
N/A
Purchasing
N/A
Technicians (4 FTE)
N/A
N/A
Information Systems Manager

Network Administrator
Programmer/Analyst
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.
Chief
Operations
Deputy Chief
Division Chief (A)
Division Chief (B)
Division Chief (C)
Division Chief Support Services
Assistant Chief
Information Systems Manager
1:4
Span of Control
1:4
1:4
1:3
1:3
1:4
1:6
1:2
1:8
Page A - 218

EE. EMERGENCY COMMUNICATIONS DEPARTMENT

The following sections describe the general organization and staffing allocated to the Emergency Communications
Department. In general, the department is responsible for providing fire and emergency medical service (EMS) dispatch
services for the fire departments of Olathe, Overland Park, Lenexa, Leawood, Shawnee, Merriam, Johnson County Fire
Districts 1 and 2, Lake Quivira, Consolidated Fire District No. 2, Northwest Consolidated Fire District, Johnson County
Med-Act and Miami County Emergency Medical Services agencies.
A.
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
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
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
Receive fire/EMS calls and

dispatch appropriate units to
scenes.
Provides emergency medical
directions to callers.
Typical staffing is 2 call takers,
1 resource manager (to track all
available apparatus in countyabout 225 units), 2 dispatchers,
and 1 supervisor.
Work a 2 on/2 off/2 on/ 3 off
rotation, on 12-hour shifts.
Update addresses that feed
CAD system.
Coordinates capital purchases,
manages assets, coordinates
with vendors, and handles
connectivity issues between
KCPD and the county.
Manages the backbone and
supports all users, and provides
training to staff in use of CAD,
radio system, etc.
Page A - 221

Division / Function
Administration
C.
Position
Director
No.
1.0
1.0
1.0

Provides overall support and
guidance to the department.
Processes P-Card
transactions, payroll,
accounts payable and
receivable, prepares and
manages budgets, ensures
expenditures are properly
coded, and researches costs
of purchases.
Tracks fleet and preventive
maintenance timing, orders
office supplies and equipment
(for ECC as well as Johnson
County Sheriffs Office), and
manages visitors to the
facility.
In the Emergency Communications Department, there are various positions that principally are allocated to
Function
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
Positions
Administrative Assistants
provide various duties related
to purchasing, AP/AR, and
Timekeeping/payroll.
Manager Communications
Services
Communications Technician
Coordinator Technical Support
CAD Manager
Specialist II
N/A
N/A
(management/monitoring of
fleet only)
Human Resources
D.
SPAN OF CONTROL.
The following table summarizes the span of control for the Emergency Communications Department:
Administration
Director
Communications Services
Deputy Director
Manager Communications Services
Operations-Personnel
Deputy Director
Operations Supervisor (4)
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
This division is responsible for managing and

directing the activities of Johnson County
library system.
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

Human resources functions of the library
Training
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
This division is responsible for overseeing

and handling the County Librarians
communication strategy including:
Newsletters
Press Releases
Educational materials
Marketing materials
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
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
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
Function
Purchasing
Positions
Seven positions including:
Comm. Manager
Creative Serv. Coord.
Marketing Assist.
Comm. Rel. Coord.
Volant. Svcs. Coord.
Proj. Development Coord.

Part of administrative duties of
staff.
Part of administrative duties of
staff.
N/A
Part of administrative cuties of
staff.
IT Manager
Programmer/Analyst
Network Analyst
Integrated Library Sys.
Technical Info.
Tech. Info. Analyst
Web Content Developer
Web Content Dev.
Programmer / Analyst
Database Tech.
Page A - 235

Human Resources
Function
Positions
Manager
Trainer
Executive Assistant
Admin Assistant
HR Assistant
Tech. Training Spec.
Facilities Manager
Asst. Facilities Manager
Maintenance
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:
Span of Control
County Librarian
1:5
Communications Manager
1:2
1:2
1:3
Deputy County Librarian
1:5
Page A - 236


Associate Director Central Resource Library
and Collection Services
Manager, Bibliographic Services
Acquisition Leader
Access Support Supervisor
Youth Services Librarian
Information and Reader Serv. Manager
Info. Serv. Coordinator
Resource Sharing Coordinator
Circulation Manager
Page Supervisor
Collection Development Manager
Staff Development Manager
Web Content Manager
Administrative Assist
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
Collections & Exhibits
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
of the Museums. Operation of the
Museums Store.
Acquiring new items for the
museums.
Maintaining existing exhibits and
developing new exhibits.
Managing all collections of the
museums.
Publications program.
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
Function
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:
Span of Control
Director
1 : 4 (1 part-time position)
Curator Collections
1:2
Curator Education
1 : 4 (3 are part-time positions)
1 : 2.7
Page A - 242

HH. PARK AND RECREATION

The Johnson County Park and Recreation District is responsible for operating and providing park and recreational
facilities, programs, and services for the residents of Johnson County. The Park and Recreation District operates as an
independent district operating under the oversight of the Board of Park and Recreation Commissioners (appointed by the
Board of County Commissioners). The Board of County Commissioners retain authority for overall budget approval and
appointment of the District Commissioners.
A.
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
Responsible for overall operations of

the Park and Recreation District
including staffing and resource
allocation, program development
and administration, recreation
programs, park maintenance, etc.
Administration and HR
Admin. & HR Manager

Admin. Assistant
HR Director
Personnel Coordinator
Benefits Coordinator
1.0
1.0
1.0
1.0
1.01

overall Administrative function,
including Human Resources to
support the efforts of the Johnson
County Park and Recreation District.
Community Relations
Comm. Rel. Manager

CR Assistant
Special Project Mgr.
Communication Spec.
Graphics Design
Coord.
Web Dev. Coord.
Recept./Assist.
1.0
1.0
1.0
1.0
1.0

providing community relations
services including development of
communication and public relations
efforts and documents, maintaining
website, and handling inquiries from
public.
1.0
1.0
Page A - 250

Division / Function
Finance & IT
Planning &
Development
Position
No.
Description
Finance & IT Manager

LAN Analyst / Tech.
Data Proc. Superv.
PC Analyst/Tech.
Payroll & AP Mgr.
AP Coord.
1.0
1.0
1.0
1.0
1.0
1.0
1.0

provision of internal financial
processes including accounts
payable, procurement, and general
financial administration.
Planning & Dev. Mgr.

Landscape Architect
Park Planner II
Park Planner
1.0
1.0
1.0
1.0

development of future and current
park plans, landscaping design, and
park development plans.
In addition, this Division provides

comprehensive IT support to the
Park and Recreation District
including PC support, software
support, and other IT services to
maintain P&R IT infrastructure and
computer services.
Page A - 251

Division / Function
Park Safety &
Interpretation
Recreation
Position
No.
Description
Superintendent
Admin. Assistant
Receptionist
1.0
1.0
1.0
This Division is responsible for both

park safety and park interpretive
services.
Park Police Chief

Captain
Sergeant
Officer II
Officer I
Comm. Relat. Officer
ITS Officer
1.0
1.0
4.0
3.0
9.0
1.0
1.0
The Park Police Division has

dedicated staff and officers for
patrolling parks and addressing
issues within the Park District
properties.
Outdoor Educ. Mgr.

Interpretive Asst.
Sr. Park Naturalist
Park Naturalist
Adv. Program Coord.
1.0
1.0
1.0
1.0
1.0
Superintendent
Admin. Assist.
Receptionist / Asst.
1.0
1.0
1.0
Childrens Service Mgr.

Assistant
Early Child Directors
School Age Spec.
School Age Leader
SA Directors
SA Sub.
Spec. Pop. Dir.
1.0
1.0
2.0
4.0
1.0
26.0
5.0
2.0
This division is principally focused on

the early child services and
programs.
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
Pro Shop Mgr.

Assistant Pro Shop
Asst. Mgr.
1.0
1.0
2.0
Special Events Mgr.

Assistant
KCCC/SE Spec.
KCCC/SE Coord.
ATC Coordinator
CCW Coord/Games
Gymnastics Coord.
Gym Leader
1.0
1.0
1.0
2.0
1.0
1.0
1.0
2.0
Description
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.
This division conducts various

programs related to wellness and
special events / program including
KCCC.
This division also provides
gymnastics coordination for Park
District.
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

programming and staffing of senior
centers and programs for older
adults.
Fine & Cultural Arts
Manager
Assistant
Coordinator
Theatre Coordinator
Facility Manager
1.0
1.0
1.0
1.0
1.0
This division focuses on the cultural

and fine arts programs of the Park
District including theatre program /
services.
Registration
Manager
Sr. Reg. Clerk
Regist. Recept./Asst.
Clerks
1.0
1.0
1.0
4.0

overall registration of participants in
programs and services offered by
the District via walk-in, phone, or
online.
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
Rec. Fac. Maint.

Coord.
Maint. Specialist
SP Worker II
Soccer Maint. Worker
Turf Worker
Park Worker
Sr. Park Worker
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
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
Function
Purchasing

Human Resources

Positions
Community Relations Mgr.
Community Relations Asst.
Finance Mgr.
Accounts Payable Mgr.
Accounts Payable Coord.
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:
Park & Recreation Director
Administration & HR Manager
HR Director
1 : 7
1 : 2
1 : 2
1 : 5
Planning & Development Manager
1 : 3
Finance & ITS Manager
1 : 3
Payroll & Accounts Payable Manager

Park Safety & Interpretation Supt.
Park Police Chief
1 : 3
1 : 3
1 : 4
Captain
1 : 4
Sergeant
1 : 4
Outdoor Education Manager
1 : 7
Parks & Golf Courses Superintendent
1 : 11
HP GC Superintendent
Span of Control
1: 5
Page A - 257


Tomahawk GC Superintendent
Pro Shop Manager
Superintendent of Recreation
1 :5
1 :5
1 :4
1 : 3
1 : 9
Registration Manager
1 : 6
Children's Services Manager
1 : 9
School Age Specialist
1 : 7.5
CCW & Special Events Manager
1 : 7
Gymnastics Coordinator
1 : 2
50 Plus Program Manager
1 : 4
Center Specialist
Span of Control
1 :7
Fine & Cultural Arts Manager
1 :4
KCCC Executive Director
1 :5
Sports & Facilities Manager
1 :7
Aquatics Spec
1 :2
Blazers Head Coach
1 :6
Page A - 258


Concessions
1 :2
Facilities Coordinator
1 :3
Rec. Maint. Spec
1 :2
Operations Manager
Youth & Adult Sports Spec.
1 :4
1 :1
Span of Control
1 : 4.65
Page A - 259

Organizational Structure Analysis Appendix B: Organizational Profiles
APPENDIX B EMPLOYEE SURVEY

As a component of the organizational structure assessment, the Matrix
Consulting Group developed and distributed a confidential survey to all
employees of Johnson County to provide employees an opportunity to have input
into the study. An electronic version of the survey was distributed to all
employees with email accounts and paper copies were made available to all
other employees. The following draft summary provides initial overview
information regarding the results of this survey:
1.
A CONFIDENTIAL SURVEY WAS DISTRIBUTED TO SPECIFIC

EMPLOYEE GROUPS.
A confidential survey was distributed online, through SurveyMonkey, in

order to allow employees the opportunity to provide confidential input with regard
to the overall efficiency and effectiveness of the existing services, and to provide
input and comments regarding opportunities for change. A total of 3,255
surveys were distributed electronically. Paper copies were made available to all
employees without email access to the online survey to ensure that all
employees had an opportunity to respond.
Recipients of the survey were asked to respond to a series of statements
regarding existing processes and organizational structure, span of control, and
alternative service delivery options. Additionally, they were asked to indicate
areas where they felt additional opportunities existed for either agency /
departmental consolidation or functional consolidation. Finally, participants were
asked to identify operating efficiencies that should be considered by the project
team and Johnson County.
There were a total of 1,855 responses received. The following chart
shows the response rate by agency / department:
Agency / Department
Airport
Appraiser
Automated Information Mapping System (AIMS)
Budget & Financial Planning
Corrections
County Managers Office
Developmental Supports (JCDS)
District Attorneys Office
Election Office
Emergency Management and Homeland Security
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
Of the completed surveys, 8.2% were completed by employees in

executive / management positions and 18.2% by employees in a supervisory
position. The remaining 73.6% of responses were completed by individuals
indicating they occupy a non-supervisory position as shown in the following table.
Sixty individuals did not indicate their position.
Position Type
1. Executive / Manager
2. Supervisor
3. Non-supervisory
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.
PROCESS & ORGANIZATIONAL STRUCTURE.
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.
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.
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

10. There are no functions

/ services performed by
my
Agency/Department
that are more
appropriately
conducted by another
Agency/Department.
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.
Lack of consistent or well-document policies, procedures, or work guidelines

results in inconsistent application. Some policies in place are outdated and
not routinely updated. Inconsistent business practices across all
departments.
Duplication of services occurs throughout the organization due to many

factors including: lack of centralization, lack of communication across
departmental boundaries; lack of coordination.
Not a single IT focus across organization. Unclear who is responsible for

particular activities.
Perception of top-heavy in management positions throughout the organization

and that too many layers of management exist in some organizational
structures.
Need for greater accountability of staff and individuals.
Failure to fully embrace some available technologies to simplify work

activities.
No organizational-wide agreement on some major initiatives that impact all

departments leading to conflicts in time / resources available to complete the
initiatives.
In many cases, not a clear understanding of services provided by each

department by employees in the organization. This can lead to inability to
effectively access information or provide guidance to the citizens.
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.
Employees were asked to respond to several statements regarding their

perceptions on span of control within Johnson County. The results for this
question are as follows:
SPAN OF CONTROL. Listed below are several statements which characterize different
perspectives on typical span of control within an organization (i.e. number of employees
per supervisor). Please check the one statement which best describes your attitude
toward the span of control in your agency/department.
Response
Statements Regarding Span of Control
Percent
1. There are too few supervisors, in relation to the number
of employees, to provide an adequate level of
5.2%
supervision and direction to staff.
2. There is a good balance between the number of
72.8%
supervisors and employees.
3. There are too many supervisors, in relation to the
22.0%
number of employees.
Answered question
Skipped question
Response
Count
90
1253
378
1721
134
Overall, the vast majority of employees believed that there is a good

balance between the number of supervisors and employees with 72.8%
choosing this response. However, 22% of employees felt that there are too
many supervisors in relation to the number of employees. Only 5.2% of
employees believed that there were too few supervisors in the organization.
The responses to this question were further analyzed based upon the
level of position of the respondents. The following table shows the difference in
responses when considering the position level of the employee answering the
question.
Position Level
1. Executive / manager
2. Supervisor
3. Non-supervisory
1. There are too

few supervisors,
in relation to the
number of
employees, to
provide an
adequate level of
supervision and
direction to staff.
5.6%
6.2%
5.0%
2. There is a
good balance
between the
number of
supervisors
and
employees.
86.1%
81.4%
69.1%
3. There are too

many supervisors,
in relation to the
number of
employees.
8.3%
12.4%
25.9%
Page B - 5

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:
Supervisors not always readily identifiable by position title. Excessive use of

middle management positions without clearly identifying authority and
decision-making ability;
Supervisors need greater training and skills enhancement;
Ensure supervisors have and maintain an involvement in service delivery to

understand needs of the customers;
Not all positions classified as supervisors are fully functioning as true

supervisors;
Areas where supervisor to employee ratios are small (below 5) should be

considered for change. There is not a need for this level of supervision. This
problem will increase due to current staff reductions.;
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.
In addition to these general themes, the project team received

approximately 395 responses on this question many with very specific comments
or recommendations regarding spans of control or supervisor positions.
4.
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:
Page B - 6

For each of the following service areas, please indicate if you feel that further
centralization of services should be explored to improve service and/or manage costs:
Answer Options
Yes
No
377 (25.3%)
1115 (74.7%)
458 (30.4%)
1047 (69.6%)
542 (36.5%)
943 (63.5%)
Human Resources (i.e., new employee processing, initial
444 (29.6%)
1056 (70.4%)
offer of employment)
483 (32.0%)
1026 (68.0%)
507 (34.0%)
985 (66.0%)
379 (25.7%)
1094 (74.3%)
Purchasing
351 (23.8%)
1125 (76.2%)
424 (28.7%)
1052 (71.3%)
63 (14.1%)
383 (85.9%)
Other: _______________(please list)
Comments (Please provide additional feedback regarding your perspective or specific duties that
should be reviewed.)
Employees were provided an opportunity to provide feedback and

comments on other areas (or additional detail) regarding centralization of
services. The following points highlight the most frequently cited services /
functions that should be considered for centralization:
Timekeeping and reporting;
Fleet Management;
Information Technology;
Public Information / Communication efforts;
Human Resources functions;
Grants Management;
Purchasing;
Accounts Payable / Receivables; and
Capital Project Management.
The project team received 210 specific comments in response to this

question. While not all were supportive of further centralization of the functions
listed, many included suggestions for specific areas where this would be more
appropriate. Additionally, numerous comments were shared regarding employee
concerns and fears regarding potential further centralization and the impact on
operations.
Page B - 7

5.
OPPORTUNITIES FOR AGENCY / DEPARTMENTAL

CONSOLIDATION.
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:
BOCC and County Managers Office administrative staff;
Taxes, collections, and appraisal functions;
Information technology related units into a single department;
Emergency Management and Emergency Communications;
Environmental functions with Wastewater and/or Stormwater;
Internal Audit group provide support to operating departments;
Juvenile Services;
Facility Maintenance;
Public Health and Mental Health. Public Health and Environmental;
Fire and EMS;
Human Resources;
Corrections with Sheriff;
Budget and Treasurer & Financial Management; and
Public Works and Wastewater.

question. While not all were consistent in the areas or approaches for further
consolidation, there was considerable support (in general) for placing similar
services together to streamline the organizational structure. The above listing
represents the most commonly cited examples.
Page B - 8

6.
OPPORTUNITIES FOR FUNCTIONAL CONSOLIDATION.
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;
Accounting functions billing function to include all county functions

including: JCDS, Mental Health, etc.;
Sharing of administrative / receptionist staff for closely located departments;
Communications efforts (i.e., multiple newsletters produced by various

departments);
Probation services JISP and CMU;
Grants management;
Employee benefits move to Human Resources;
IT and HR functions of Park & Recreation and Library integrated with county
functions;
Facility maintenance functions;
Create Environmental Health Specialist that addresses food inspections,

septic inspections, pool inspections, and others rather than having narrow
focused positions;
Public information functions;
Locate Contractor Licensing with another department;
Implement single accounts receivable and single document imaging program

that all staff in the county can utilize; and
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


question. While many of the comments related to specific departmental
consolidations rather than functional consolidations, there was significant level to
thought placed on the input provided. The listing above is not comprehensive
but provides an overview of the input received.
7.
OPPORTUNITIES FOR OPERATING EFFICIENCIES.
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:
Increase number of paperless processes;
Greater focus on employee training and morale;
Sharing of services between Public Works and Transportation;
Reduce number of meetings while inclusiveness and group decision-making

is acceptable, some decisions need to be achieved more quickly;
Evaluate alternative shifts for specific functional areas;
Enhance use of part-time employees;
Central supply function for the organization to increase standardization of

good, supplies and equipment, and reduce procurement actions. Central
acquisition of vehicles and computers;
Greater cross-training of staff to enable sharing between departments based

upon fluctuating work needs;
Better technology utilization including mobile / field use;
Alternative work schedules such as 4 to 10 hour days for administrative

personnel with the county offices closed one day a week or every other Friday
to reduce operating costs;
Greater use of the centralized accounts receivable module across all

departments;
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

Utilize libraries as access points for some other county services.

question. There was a wide variety in the level and depth of comments received,
but it was evident that respondents were pleased with the opportunity to share
thoughts on ways to improve services. While the depth of the comments are only
summarized above, the project team has considered all feedback received.
8.
OPPORTUNITIES FOR CONSOLIDATION / SHARING OF SERVICE

BETWEEN JOHNSON COUNTY AND OTHER PUBLIC SECTOR
ENTITIES.
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:
County and City of Olathe sharing selected services:

-
Fleet maintenance
Street maintenance
Emergency communications;
Fire agencies throughout county;
Library services;
Wastewater;
Central / internal services of county could be provided to interested

municipalities, which services could include: facility maintenance, HR, IT,
procurement, etc.;
Purchasing for major purchases (equipment, vehicles, etc.);
Regional planning entity;
Outsource jail and/or Med-Act to private contractor;
Emergency Management;
Law enforcement; and
Wastewater and WaterOne.
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

Organizational Structure Assessment and Optimization Study for Johnson County, Kansas

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Organizational Structure Assessment and Optimization Study for Johnson County, Kansas

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Final Report on the Organizational Structure

Assessment and Optimization Study

2470 El Camino Real, Suite 210

Matrix Consulting Group

JOHNSON COUNTY, KANSAS

3. SPAN OF CONTROL ANALYSIS ........................................................................... 56

JOHNSON COUNTY, KANSAS

4. SHARED SERVICES ANALYSIS AND FRAMEWORK .......................................... 79

Matrix Consulting Group

JOHNSON COUNTY, KANSAS

Culture & Recreation

Matrix Consulting Group

JOHNSON COUNTY, KANSAS

INTRODUCTION AND EXECUTIVE SUMMARY

This chapter presents the approach and methodology utilized in the

The approach and methodology utilized to conduct the analysis of the

Johnson County sought assistance in conducting an organizational

Captures efficiencies within the organization;

JOHNSON COUNTY, KANSAS

be cognizant of these issues, the county desired to take a holistic view of

Board of County Commissioners

BACKGROUND AND STATUS OF THE COUNTYWIDE

The Matrix Consulting Group began their analysis of the countys

Organizational structure in each department;

Matrix Consulting Group

JOHNSON COUNTY, KANSAS

A survey was conducted of employee attitudes toward the current county

A comparative survey was distributed to over 15 other municipal county

A span of control analysis was conducted on Johnson County to determine

A research effort was undertaken to evaluate spans of control for other

Preliminary alternative approaches to organizing county services were

Based on discussions and reviews with department managers, the project

This document reflects the analysis of the project team in evaluating

ORGANIZATIONAL STRUCTURE IS AN IMPORTANT ELEMENT IN A

Local government organizational structures are often unplanned, thereby

Extended period of high growth in population and services provided, which

Matrix Consulting Group

JOHNSON COUNTY, KANSAS

Incremental changes in organizational structure and organization, with no

Are some programs unnecessarily duplicative? Does this duplication

Is the current structure too fragmented? Does the fragmentation prevent

Is the current structure inefficient? Do too many departments or divisions

Does a complex structure make it resistant to change direction, either from

Each of these issues should be carefully considered during any

A NUMBER OF ORGANIZATIONAL TRENDS SHOULD BE

There are a number of trends apparent in public sector organizations that

Centralized or decentralized as a matter of principle rather focus should

Matrix Consulting Group

JOHNSON COUNTY, KANSAS

Centralized and responsive. Public sector organizations are designing

Decentralized and flexible. Progressive local government organizations are

Flatter organizations. Progressive organizations are also reducing the

Mission and results-driven organizations. Public organizations are

Competitive organizations. Under pressure from the economy, reduction in

Anticipatory organizations. Instead of dealing with crises as they occur,

Customer centric organizations. Constituents are increasingly looking over

Matrix Consulting Group

JOHNSON COUNTY, KANSAS

communities regarding the funding priorities of local government. This

IN EVALUATING THE PLAN OF ORGANIZATION AND MANAGEMENT

In evaluating the plan of organization and the management systems of

Organizational structure must be designed to facilitate the objectives of