5.2. SR 06-14-2004 - Laserfiche WebLink

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O~aniz~ationa/ Structure June 74, 2004 Page 6 not have a one employee as our full time human resources "coordinator" but this position is needed in the ve~- near future. It is suggested that the director of admimstrafive sen4ces supen4se the finance director, the information technology coordinator, the human sen'ices director, and the liquor store manager. The prosecuting attorney should be linked to the consulting city attorney and report directly to the city administrator. Finally, I recommend that the city clerk continues to report to me. It is assumed that Lori Johnson will function in a dual capacity as the finance director and also as the director of administrative sen-ices. With Loft assuming this director of administrative sen, ices position, this is one section of the organizational chart that can be implemented almost immediately with limited additional expenses. This will result in very little change in how we currently operate, but will provide for a better, more balanced organizational structure. This is very important for when future vacancies occur. When adding an additional position - the assistant city administrator - to this mix, it allows us a great deal of flexibility. The assistant city administrator position has to be a separate position from the director of administrative sen-ices. My recommendation (options A or B) will work for us today and in the future as it provides flexibility in supen, isoU, responsibility between the assistant city adimnistrator and the director of administrative senqces. In the future when a vacancy occurs in director of administrative services position, we can evaluate if the assistant city administrator should supen, ise human resources and/or information technology. I prefer that the city clerk report directly to me as we are closely linked in setting City Council agendas, preparing packets, doing minutes, and keeping the official records of the city. Also, if this position does not report to me, I lose my clerical support and would have to go through a department head in order to have my memos and reports put together. In the future the city clerk can report to me through the assistant cit-y administrator. Finally, if the city clerk were to be under the director of administrative sen,ices (LoriJohnson) then Lori would obviously have to pass on some finance work to the assistant finance director so that some of her time would be available to work with the city clerk. (The liquor store manager position moving to be supen4sed by Lori Johnson is not a significant additional time commitment. Lori currently works closely with Dave Potvin on personnel and finance issues, which is a major part of liquor store operations. Dave Potvin as liquor store manager has never required a significant amount of my time in the past; although something like a second liquor store project could change that scenario.) Regarding the prosecuting attorney, this position should continue reporting to me. The prosecuting attorney is independent of all other departments and is sometimes a consultant to other departments. In this regard, this position should not be supervised by a department head but should remain under my supen;ision. This position should also be closely fled to the consulting attorney as we attempt to move some routine general government work away from our consulting attorney to our prosecuting attorney. Overall I'm not suggesting any significant changes in this "bubble" area at this time. We can always make changes later. One of the new issues is the assistant ciD· administrator position. This position should be a department head level addition to the staff as this position will end up superxqsing some key areas of responsibilities for the cit7. In this regard I can give the S:~Council \ Pat ~ 2004\ Organizational06144)4.doc