Combinations Of Decentralization And Decision Making In Pinellas County

There is no ideal organization, and the type of organizations vary from locality to locality. In 2011 Pinellas County took the initiative to merge Public Works and Utilities as part of balancing the budget. While cost savings were likely by reducing administrative functions, the main objectives achieve improved processes and production efficiencies (The Pen, February, 2011). There are many factors that influence the functions performed, from historical growth to the downturn of the economy, to geographic considerations. The commonality of the functions performed by the departments had potential to improve efficiencies and enhance customer service. In a time of diminishing resources and increasing public expectations, local management must
look at the possibilities of controlling cost while still providing services. Managers need to develop a new awareness of the changing dynamics of community life. The new professional manager must shape the agenda of the city or county and propose policies and identify the needs of the community (Newell, p. 21, 2014).

The merger of Public Works and Utilities had outcomes and hidden variables which were never focused on. The loss of public recognition with the new department led to wavering support. Customers did not know who to contact for what service. The centralization of the two departments concentrated decision making in a few hands. Expertise was lost, communication between external and internal actors was diminished. The identity of Pinellas County functions was further reduced due to the lack of distinctiveness. Delegation from departments to front line staff further diminished and the alternative structure was dissolved.
Alternatives to the merger vary, from merging specialized functions distinct to both departments to collaboration within the organizations to reduce redundencies. Within the agencies there are some organizational models, for example, the purchasing and warehousing function for both departments could be merged to function as one central area to distribute resources. The distinct differences in the inherent capabilities of each department offer the opportunity to have individual identity while combining similar functions together. The systematic approach to uncovering functions where it would be beneficial to combine resources would produce positive outcomes in service levels while still providing expertise separately. In decentralized organizations, departments or sections of departments order most of their own equipment and supplies as needed and are responsible for warehousing. In a centralized purchasing organization, these activities are housed in a separate department that handles purchasing and warehousing for the entire agency, including the establishment of specification or standards and utilization of volume discounts (Emerson, Menkus, and Van Ness, p. 39, 2008).

There are many facets of decentralizing and centralizing functions without the loss of identity and providing services efficiently and effectively.
Combinations of decentralized and centralized decision making within an organization related to its primary line of operations functions can be utilized. Important decisions should be reserved to department heads and the expertise of front line staff. Policy and operational decisions are reserved for city/county managers because of the need for accountability to elected officials and the community. Decentralization offers better coordination and conformity when decisions come from one point of the organization, with avoidance of contradictory decisions from different parts of the organization, more expertise and specialization by staff, specific supervisor and manager knowledge and perspective (Emerson, Menkus, and Van Ness, p. 39,
2011).

The size of Pinellas County, Department of Environment and Infrastructure created distinct disadvantages to the department. The distance from customers or users of service, diminished the response to solve issues in the community. Time delays and decisions were relayed through multiple levels of the organization resulting in an unresponsive bureaucracy. Policy implementation and procedures were less easily adapted to user needs, and more difficult to measure performance. The complexities of running day to day activities made the single department unresponsive to the needs of the community. The loss of external communication and collaboration from customers and citizens initiated the spilt of the merger and eventually the resignation of the county administrator. According to Tampa Bay Times, LaSala's five-year tenure was laced with controversy as he made major changes, including tens of millions of dollars in spending cuts and the eliminations of about 1,700 county positions (Lindberg and Morrero, April 15, 2014).

The identity of the individual departments was restored, both Public Works and Utilities, established their identity of service to their individual customers.
By focusing on core services, improved service levels and efficiencies the individual departments are able to meet the needs of the citizens of Pinellas County. Public leaders are able to engage in citizens and provide core services as a means to stay focused on essential and required functions. The establishment of core services by the elected officials is an on-going process that culminates each year with the budget. The strategic initiatives pursued by the elected officials should cross boundaries by forming productive external partnerships with other service providers. Collaboration between departments is possible without the centralization of two distinct service providers. Shared resources is expected to facilitate an ongoing partnership which elevates both departments’ capabilities to deliver services and goods to citizens and customers. Collaborations occur to help make better and better products or services that serve real human needs at lower and lower costs. There have already been improvements in collaboration and efficiency by leveraging resources for the common goal. Pinellas County has been through many changes in response to the decline in the economy. While Pinellas County has always had an outstanding record when it comes to providing public services, the new structure will only make the organization
more efficient by streamlining the operations. It is anticipated that there will be costs savings in future years as the sharing of infrastructure and processes becomes more routine and redundancies are detected. The outcome of this initiative will be a more motivated staff capable of providing a higher level expertise of service to the citizens.