In our organization, I have organized the key organizational support services under my direct leadership in what we call the OCM (Office of the City Manager). Key organizational support services include such disciplines as finance, human resources, IT, facilities, and communications. These services are centrally managed, but supplied de-centrally to our five operating departments: Fire, Public Works, Parks & Recreation, Community Development and Police.
I’ve organized it this way because I like the idea of our operations driving our overhead, instead of the other way around. Our OCM managers provide advice, support and counsel to our operating departments, who must ultimately make the final decision on whatever is in question. The OCM managers must be responsible for their advice, support and counsel. The operating department managers must be responsible for their decisions. The arrangement produces results and accountability. It works.
I spend a lot of time with this group of people. We meet every Monday morning at 9am for our weekly staff meeting. They’re very good at what they do. You may not see their names in the paper very often, but we would not accomplish much in our organization without them.
They are, from L-R in the front row: Kitty Porta, City Clerk; Karen Kurt, Human Resources Manager; Sue Kotchevar, Finance Manager; and Lisa Wu, IT Manager. In the back row, L-R: Mike Barone, Assistant to the City Manager; Lorene McWaters, my Executive Assistant; me; Joyce Lorenz, Communications Manager; and Paul Sticha, Facilities Manager.
