Dublin Core
Title
Box 15, Folder 4, Document 81
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BASIC PREMIS FOR RE-ORGANIZATION OF MODEL CITIES STAFF
The concepts of (a) coordination, (b) program management,
(c) planning, (d) monitoring and (e) evaluation are all basic
staff functions when viewed separately, as any one of them is
applied to an organization chart.
A. Because each has as an objective to:
(1) Formulate policy for others to adopt
(2) Make major decisions
(3) Provide staff support to delegate agencies
(4) Provide planning support to delegate agencies
(5) Management of support activities
B. Because neither has direct operation or administrative
responsibility within its area.
Our total responsibility is to act in a staff role to the
decision makers.
A. Executive Board
B. Mayor and Board of Aldermen
The Director is chief staff advisor to the Mayor and Executive
Board.
All functions of the Model Cities staff, i.e. (a) planning and
evaluation, (b) program management, and (c) administration
should be considered as staff functions to the Executive Board,
the Mayor and the Board of Aldermen through the Director.
All staff divisions should be organized on a pure functional
basis, using the Functional Teamwork Concept. Thus achieving:
(1) clear authority and responsibility for each group of
functions
(2) higher level of efficiency and output within each group
of functions
(3) relative simplistic organizational structure which elimi-
nates duplication and conflicts
(4) proper balance among and between functional groups.
A practical organizational system requires a natural division
of responsibility and then demands that each function coordinate
and cooperate with each other function in a team effort aimed at
achieving the total program objectives and concepts.
The Director, after having delegated effective control over
each function, is freed from piddling day to day responsibilities
and is able to concentrate on assuring that team work between
the functions takes place and to devote more time to other pro-
gram responsibilities.
THE NEW_ ORGANIZATION STRUCTURE WOULD ASSURE THAT:
All functional division heads would have authority and decision-
making power in their own functional area.
There is a logical sequence of decisions.
(1) The overall program policy and decisions are made by the
Mayor and Board of Aldermen as recommended by the Executive
Board of which the Mayor is Chairman.
(2) The Executive Director is responsible for making program
and policy recommendations to the Executive Board and the
Mayor.
(3) Each functional Director is responsible for making program
and policy-recommendations to the Executive Director.
(4) Each component head is responsible for making recommen-
dations within his own functional area.
Each level would have its appropriate role and the authority
to accomplish its own tasks as dictated by policy from the next
highest level.
There is moreover the fundamental recognition that teamwork
between functions is a necessary element in a comprehensive
pregram.
BREAKDOWN OF BASIC FUNCTIONS AND RESPONSIBILITIES
Planning
(a)
(b)
(c)
(da)
(e)
(£)
Problem analysis
Develop objectives
Program strategies
Programming
Budgeting
Evaluation and revision
Program Management
(a)
(b)
(c)
(d)
(e)
(f£)
(a)
(b)
(c)
(d)
(e)
(£)
Pre-construction-contract neogtiation
Initiate projects
Monitor projects
Reporting
Insure contract compliance
Maintain project fiscal control
Evaluation
Research design
Data collection
Analysis
Synthetize
Interpretation and feed-back
Provide a basis for decision making
4.
(a)
(b)
(c)
(d)
(e)
(£)
(g)
(h)
Administration
Establish organizational structure and policy
Execute program policies
Maintain program fiscal control
Promote public and governmental relations
Provide staff and operational support
Recommend program policy
Promote community involvement
Effect coordination
The concepts of (a) coordination, (b) program management,
(c) planning, (d) monitoring and (e) evaluation are all basic
staff functions when viewed separately, as any one of them is
applied to an organization chart.
A. Because each has as an objective to:
(1) Formulate policy for others to adopt
(2) Make major decisions
(3) Provide staff support to delegate agencies
(4) Provide planning support to delegate agencies
(5) Management of support activities
B. Because neither has direct operation or administrative
responsibility within its area.
Our total responsibility is to act in a staff role to the
decision makers.
A. Executive Board
B. Mayor and Board of Aldermen
The Director is chief staff advisor to the Mayor and Executive
Board.
All functions of the Model Cities staff, i.e. (a) planning and
evaluation, (b) program management, and (c) administration
should be considered as staff functions to the Executive Board,
the Mayor and the Board of Aldermen through the Director.
All staff divisions should be organized on a pure functional
basis, using the Functional Teamwork Concept. Thus achieving:
(1) clear authority and responsibility for each group of
functions
(2) higher level of efficiency and output within each group
of functions
(3) relative simplistic organizational structure which elimi-
nates duplication and conflicts
(4) proper balance among and between functional groups.
A practical organizational system requires a natural division
of responsibility and then demands that each function coordinate
and cooperate with each other function in a team effort aimed at
achieving the total program objectives and concepts.
The Director, after having delegated effective control over
each function, is freed from piddling day to day responsibilities
and is able to concentrate on assuring that team work between
the functions takes place and to devote more time to other pro-
gram responsibilities.
THE NEW_ ORGANIZATION STRUCTURE WOULD ASSURE THAT:
All functional division heads would have authority and decision-
making power in their own functional area.
There is a logical sequence of decisions.
(1) The overall program policy and decisions are made by the
Mayor and Board of Aldermen as recommended by the Executive
Board of which the Mayor is Chairman.
(2) The Executive Director is responsible for making program
and policy recommendations to the Executive Board and the
Mayor.
(3) Each functional Director is responsible for making program
and policy-recommendations to the Executive Director.
(4) Each component head is responsible for making recommen-
dations within his own functional area.
Each level would have its appropriate role and the authority
to accomplish its own tasks as dictated by policy from the next
highest level.
There is moreover the fundamental recognition that teamwork
between functions is a necessary element in a comprehensive
pregram.
BREAKDOWN OF BASIC FUNCTIONS AND RESPONSIBILITIES
Planning
(a)
(b)
(c)
(da)
(e)
(£)
Problem analysis
Develop objectives
Program strategies
Programming
Budgeting
Evaluation and revision
Program Management
(a)
(b)
(c)
(d)
(e)
(f£)
(a)
(b)
(c)
(d)
(e)
(£)
Pre-construction-contract neogtiation
Initiate projects
Monitor projects
Reporting
Insure contract compliance
Maintain project fiscal control
Evaluation
Research design
Data collection
Analysis
Synthetize
Interpretation and feed-back
Provide a basis for decision making
4.
(a)
(b)
(c)
(d)
(e)
(£)
(g)
(h)
Administration
Establish organizational structure and policy
Execute program policies
Maintain program fiscal control
Promote public and governmental relations
Provide staff and operational support
Recommend program policy
Promote community involvement
Effect coordination
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