5.13. SR 04-12-2004 - Laserfiche WebLink

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:4i~ri/12, 2004 Pa~ge 4 human resources director; and/or this assistant cit3, T administrator supervises the city, clerk position and "miscellaneous" administrative responsibilities. In this Administration and Finance area, xve need to be flexible. This is thc area that is hkely to change last in our reorganization, but the thning depends on available funding and staff turnover and hoxv changes in this area rank as compared to our other needs. With that being said, one recommendation being considered is that the liquor store manager could report direcdy to the finance director. Within this Finance and Administration area, ~ve also need to remember that the information technology and the human resources activities are supervised by the finance director. It should be noted that I believe xve ~vill need a full time human resources coordinator/director in the very near future. I am not prepared to make any recommendations in the Administration and Finance areas at this time; but ultimately the activities in this General Government segment should be managed by no more that txvo employees that report directly to me. Options and Recommendations My recommendations may be viewed to be somexvhat conservative as I believe it xvill take time to make all of the necessary changes in an orderly fashion. All of the available monies for additional personnel cannot be dedicated strictly to thc reorganization and adding management staff as, over the next five years, xve will certainly need additional employees in Streets, Pohce, Building, Cable ~15;, Finance, etc. Also, xve are trying to make these changes at a time when our state aids (LGA) has been reduced. It should be noted that some of the recommended changes may be stressful for some employees. Some of the changes may impact existing employees in terms of their current responsibilities, and this in turn may hnpact their comparable worth point rankings xvhich may ulnmately impact their pay. Everyone needs to look at the proposed changes from an objective point of viexv but it is vcLw hard not to consider thc individuals in the positions that xvill be impacted. The city should really bc working with a "clean sheet of paper" when laying out its future organizational structure but this is hard to do. It is hkcly that some titles xvill change in this reorganization process xvhereas some current departmcnt heads may have their titles changed to reflect the fact that they are managing a division within a department. Also, the thning for some of the recommendations may be best when xve have a turnover in employees that are in key positions. There are numerous possible variations to the recommendations included xvithin this memo. One of the variations has the Engineering department being included within Community Development. Txvo years ago I suggested estabhshing a pubhc services director position that supervised Building, Planning, Economic Development, Streets, and Wastexvater. This is still an option to consider. (This position is similar to ~vhat is in the City of Blaine model. As ~ve gro~v to a fully developed community of about 35,000 xve may xvant to pursue an organizational structure that is similar to the City of Blaine, xvhereby only about 3 to 4 department heads report directly to the city administrator and then each of these department heads manage about 4 to 5 divisions.) Another option is the hiring of a public safety director, but again, I don't beheve that this xvould be cost effective for the city or beneficial in terms of improved customer services. The most significant number of variations is xvithin the Administration and Finance areas xvith the possible establishment of an assistant city administrator position that is equivalent to a department head position. Finally, I do not support S:NCouncilN1)atN2004~ organizational mgnx~t.d oc