5.13. SR 04-12-2004 - Laserfiche WebLink

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X ta.(~- Rej~or/-O~a,i~.a/iona/ X tr~.wn~re 12, 2004 Page 2 that they believed that the changes being considered xvill help in the overall management of the city as it groxvs and strives to provide more and better services for the public. It is intended that this April 12, 2004 City Council discussion xvill serve as thc starting point in establishing a revised and long term staff organizational structure. The folloxving are some of my thoughts on the city organizational structure. Parks and Recreation Director This change has already been approved by the City Council. This change calls for the ice arena manager, senior citizen coordinator, and recreation manager to report to thc parks and recreation director. Additionally, the park segment of the Street/Park department will be separated out and Parks Foreman Terry Bye, xvho supervises park maintenance employees and activities, ~vill be reporting directly to the parks and recreation director. The hiring of a parks and recreation director xvill be a positive step for the city. Ice Arena Manager Rich Czech, Senior Citizen Coordinator Sue Kostanshek, and Recreation Manager Michelc Bergh will all be able to receive direct supervision from someone who has more expertise in park and recreation activities. The director will also have more thne to dedicate to these employees than I have had over the hast fexv years. The director xvill also free up thne for the Director of Planning Michele McPherson as she xvas fulfilling a key administrative role by xvorking with the Parks and Recreation Commission. The annual cost to the city for this needed change in our organizational structure is equivalent to the wages/benefits for the nexv parks and recreation director plus overhead expenses. Benefits of this change include the reduction in the direct reports to me in the parks and recreation area from three down to one and better coordination of programs and services. Public Works Director My recommendation calls for the establishment of a public ~vorks director position and this recommendation is dependent on and connected to the recommendation for the establishment of a CiD' Engineering department. This department ~vould consist of an engineer, three or four engineering technicians, and one clerical support staff. Initially, the public ~vorks director xvould have the dual responsibilities of functioning as the city engineer and managing the engineering department as xvell as functioning as the public xvorks director that ~vould supervise the street superintendent and the xvastexvater treatment chief operator. It is conceivable that the public xvorks director could also supervise the ~vater deparuncnt if this function xvas ever to be given to the city by the Utilities Commission. Regardless, the public ~vorks director xvould have to xvork closely with the utilities general manager. Establishnaent of a City Engineering department has been discussed for many years and the city is getting to the point xvhere the establishment of this department is necessary and a high priorit7. The cost for establishing and the annual operation of this department xvould be expensive. Only part of the annual operating expenses could be offset by revenues generated through public improvement projects and wor -king xvith development projects. In addition to the operating expenses for the salaries/benefits for the employees there xvould also be expenses for equipment and vehicles. Office space has been set aside in the remodeled Ci~ Hall facility for the City Engineering department. S:~(~(~uncil~Pat~201~4~organizational regret.doc