Founded in 1816 and incorporated as a village in 1835, the City of Medina serves as the seat of county government for one of the fastest growing and most prosperous counties in northeastern Ohio. With a population of 26,190 residents based on the 2017 Census, the city is an attractive community offering a high quality of life, vibrant commercial and retail locations, as well as prime sites for research and manufacturing that its business partners have come to value.

With approximately 300 employees spread over 19 departments within the organization as of 2016, the City of Medina strives to provide quality municipal services in the most efficient and cost-effective manner possible to serve its citizens.

However, the city realized that its implemented organizational and internal process structures didn’t function sufficiently to keep up with the expected, rapid growth and increased demand for services. Furthermore, the city’s business operations disrupted the efficiency of team members’ performance within the departments.

The following items were some of the shortages that the City of Medina faced:

  • Low team morale
  • Absence of strategic direction
  • Inadequate staffing
  • Lack of interdepartmental communication
  • Poor time management
  • Unreliable or outdated equipment/technology
  • Lack of dedicated IT support personnel
  • Lack of access and utilization of real-time data to inform decision-making
  • Inefficient processes for business development and recruitment
  • Failure to follow the chain of command
  • Perceived lack of accountability
  • Failure to eliminate redundancy in full-time staff responsibilities

To narrow these organizational inadequacies, the City of Medina relied upon RNR Consulting to conduct a comprehensive efficiency evaluation of the city’s business operations through the development of Organizational & Efficiency Analysis and Improvement Recommendation Project in 2006.

Avèro Senior Manager, Andrew Hayes, used to serve as the Lead Consultant at RNR Consulting and worked directly with the city to perform various analyses that identified several emergent gaps as well as discover opportunities for improvement. Hayes subsequently developed and prioritized a series of strategic recommendations to mitigate these gaps and meet the city’s organizational and efficiency goals.

Completed in 2006, the project included the following strategic recommendations proposed by Hayes to assist the City of Medina in achieving their objectives.

Human Resources Department

The city’s absence of an HR department and unified team handbook led to a great deal of concern regarding the lack of consistent policies and procedures as well as uncertainty in dealing with staff issues. Hayes observed and recommended the city develop an HR department, including forming criteria, drafting a job description, and performing a search for the position of the HR Director.

Furthermore, Hayes provided strategies to design an HR Strategic Plan, Employee Handbook, and Key Performance Indicators (KPIs) for each department to improve recruitment, hiring, utilization, and retention processes in the City of Medina.

Technology Direction and Resources

Outdated and dysfunctional technology programs negatively impacted the efficiency of business processes and team member performances as well as created unnecessary duplications and inaccurate data exchanges city-wide.

Through a thorough evaluation of the city’s existing IT environment, Hayes advised the City of Medina to invest in technology by developing an IT department, hiring an IT Director, and designing an IT Strategic Plan for a unified IT roadmap. The proposed strategies also included upgrading equipment for high-speed access and multi-functional capabilities.

Hayes then aided in implementing essential software to enhance the performance of the network, communication, and management across all city departments through accessible, modern technology.

Communication and Knowledge Management

Ineffective interdepartmental communication and departmental disconnection resulted in duplicated work efforts, poor role allocation, and the inability to administer team and team member bases. Additionally, lack of leadership and management also led to low team morale.

Hayes introduced a set of training strategies, which included identifying internal and external resources available, timelines, and methods for meeting training requirements that ensure knowledge is put into practice effectively within individual job responsibilities.

Hayes also encouraged the city to disseminate information widely and frequently within and across departments, between new hires and the organization, and to develop specific plans for optimizing communication with the organization and its external partners.

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