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X ta~ Pepor/~Organi~ationa/ Structure <br /> <br />April 72, 2004 <br /> Page 2 <br /> <br />that they believed that the changes being considered will help in the overall management of the city <br />as it grows and strives to provide more and better services for the public. <br /> <br />It is intended that this April 12, 2004 City Council discussion will serve as the starting point in <br />establishing a revised and long term staff orgamZational structure. The following are some of my <br />thoughts on the city- organizational sttnacmre. <br /> <br />Parks and Recreation Director <br />This change has already been approved by the City Council. This change calls for the ice arena <br />manager, senior citizen coordinator, and recreation manager to report to the parks and recreation <br />director. Additionally, the park segment of the Street/Park department will be separated out and <br />Parks Foreman Terry Bye, who supervises park maintenance employees and activities, will be <br />reporting directly to the parks and recreation director. <br /> <br />The hiring of a parks and recreation director will be a positive step for the city. Ice Arena Manager <br />Rich Czech, Senior Citizen Coordinator Sue Kostanshek, and Recreation Manager Michele Bergh <br />will all be able to receive direct supervision from someone who has more expertise in park and <br />recreation activities. The director will also have more time to dedicate to these employees than I <br />have had over the last few years. The director will also free up time for the Director of Planning <br />Michele McPherson as she was fulfilling a key administrative role by working with the Parks and <br />Recreation Commission. <br /> <br />The annual cost to the city for this needed change in our organizational structure is equivalent to the <br />wages/benefits for the new parks and recreation director plus overhead expenses. Benefits of this <br />change include the reduction in the direct reports to me in the parks and recreation area from three <br />down to one and better coordination of programs and services. <br /> <br />Public Works Director <br />My recommendation calls for the establishment of a public works director position and this <br />recommendation is dependent on and connected to the recommendation for the establishment of a <br />City Engineering deparunent. This department would consist of an engineer, tkree or four <br />engineering technicians, and one clerical support staff. Initially, the public works director would have <br />the dual responsibilities of functioning as the city engineer and managing the engineering <br />department as well as funcfiomng as the public works director that would supe~eise the street <br />superintendent and the wastewater treatment chief operator. It is conceivable that the public works <br />director could also supervise the water department if this function was ever to be given to the city by <br />the Utilities Commission. Regardless, the public works director would have to work closely with the <br />utilities genera] manager. <br /> <br />Establishment of a City Engineering department has been discussed for many years and the city is <br />getting to the point where the establishment of this deparmaent is necessary and a high priority. The <br />cost for establishing and the annual operation of this department would be expensive. Only part of <br />the annual operating expenses could be offset by revenues generated through public improvement <br />projects and working with development projects. In addition to the operating expenses for the <br />salaries/benefits for the employees there would also be expenses for equipment and vehicles. Office <br />space has been set aside in the remodeled City Hall facility for the City Engineering department. <br /> <br />S: \ Council\Pat\ 2004\ orgarfizational mgmt.doc <br /> <br /> <br />