In the last several years, we reorganized the Public Works, Engineering, and Utilities functions.
We organized a very broad base of stakeholders into a planning initiative. While this extended the time frame for design and implementation of the changes, it fostered a greater level of buy-in and ownership for the final plan and the work of imlementation.
The end result was a flatter organization that drove more responsibility and accountability down through the new organization.
Engineeering, administrative support, customer support, and financial support, were consolidated creating more cross talk and integration between functions. Capital project management and administration was connected more tightly with the Office of Management and Budget and contracts management in the Purchasing department. This provided greater support to the project management staff within the department. Water, sewer, stormwater, and solid waste are enterprise funds that had functioned as very seperate entities. The consolidation of the services previously mentioned have helped to reduce the "independent culture" of these units. The Executive Director has seven direct reports who constitute this large department's leadership team.
Facilities Management (the operation and maintenance of public buildings, real estate) remains a separate department. The Parks and Natural Resources (parks management, environmentally protected lands, maintenance of vegetation in ROWs and on the grounds of public buildings) remains a separate department. Transportation (operation and maintenance of roads, signal systems) is coupled with stormwater management and is an operating unit within the large department under the direction of one of the seven sr. mgrs.
keep it flat
keep it simple
engage stakeholders in the reorganization process
take it slow and allow for lots of interaction, input, and communication.
Check in and check back as you go.