5.2. SR 06-14-2004 - Laserfiche WebLink

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Staff R~port-Organi~ationa/ Structure _April 12, 2004 ])age 4 human resources director; and/or this assistant city administrator supervises the city clerk position and "miscellaneous" administrative responsibilities. In this Administration and Finance area, we need to be flexible. This is the area that is likely to change last m our reorganization, but the timing depends on available funding and staff turnover and how changes m this area rank as compared to our other needs. With that being said, one recommendation being considered is that the hquor store manager could report directly to the finance director. Within this Finance and Administration area, we also need to remember that the reformation technology and the human resources activities are supervised by the £mance director. It should be noted that I believe we will need a full time human resources coordinator/director m the vmT near future. I am not prepared to make any recommendations m the Administration and Finance areas at this time; but ultimately the activities m this General Government segment should be managed by no more that two employees that report directly to me. Options and Recommendations My recommendations may be viewed to be somewhat conservative as I beheve it will take 6me to make all of the necessa~T changes m an orderly fashion. All of the available monies for additional personnel cannot be dedicated strictly to the reorganization and adding management staff as, over the next five years, we will certainly need additional employees m Streets, Police, Building, Cable TV, Finance, etc. Also, we 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 recormnended changes may be stressful for some employees. Some of the changes may impact existing employees m terms of their current responsibilities, and this m turn may impact their comparable worth point rankings which may ultimately impact their pay. Eve~Tcone needs to look at the proposed changes from an objective point of view but it is vmT¢ hard not to consider the individuals m the positions that will be impacted. The city should really be working with a "clean sheet of paper" when laying out its future organizational structure but this is hard to do. It is likely that some tides will change m this reorganization process whereas some current department heads may have their tides changed to reflect the fact that they are managing a division within a department. Also, the timing for some of the recommendations may be best when we have a turnover m employees that are m key positions. There are numerous possible variations to the recommendations included within this memo. One of the variations has the Engineering department being included within Community Development. Two years ago I suggested establishing a public services director position that supervised Building, Planning, Economic Development, Streets, and Wastewater. This is still an option to consider. (This position is similar to what is m the City of BlaMe model. As we grow to a fully developed community of about 35,000 we may want to pursue an organizational structure that is similar to the City of BlaMe, whereby 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 believe that this would be cost effective for the city or beneficial m tez~'ns of improved customer services. The most significant number of variations is within the Administration and Finance areas with the possible establishment of an assistant cit3, administrator position that is equivalent to a department head position. Finally, I do not support S: \ Council\Pat~ 2004~ organizational mgmt.doc