|
Ore~ani~ationa/ Structure
<br />June 14, 2004 Page 7
<br />
<br />assistant city administrator numerous special and ongoing assignments. This will allow me to
<br />get some work off my desk, which again, will free up time for better communication and
<br />interaction with all the department heads.
<br />
<br />OPTIONS
<br />Attached for your review are eight organizational chart options that are an offshoot of the
<br />April 12, 2004 proposal. In order, option A, B, C, and D are identical to options A2, B2, C2,
<br />and D2 with the exception of the public safety director being in the "number 2" options. I
<br />am not recommending the establishment of that position but wanted to show what the
<br />organizational structure could look like if that position were established at some time in the
<br />future. Accordingly, I would like for the Council to concentrate on option A, B, C, and D.
<br />
<br />The key issues to evaluate with options A, B, C, and D are: 1) the establishment of a seperate
<br />assistant city administrator position and who the ciD' clerk reports to, and 2) the combining
<br />of public works and community, development into a public sen, ices department.
<br />
<br />As noted in the narrative for the general government section, I think it is very important that
<br />the city clerk continues to report to me even if in the future the position reports to me
<br />through an assistant city administrator position. Additionally, I believe the assistant city
<br />administrator position should be another staff person added to our mix and not a tide given
<br />to a current employee. In the very near future, I'm going to need another key employee that
<br />I can hand off important assignments to with the knowledge that they will have the time and
<br />the expertise to complete the assignments. Giving a tide to a current employee that has a full
<br />work schedule doesn't help address work load issues
<br />
<br />One of the interesting options for the City Council to consider is the consolidation of
<br />con-nnunity development and public works into the public sen, ices category. We could take
<br />this approach initially, and in the future, break out the departments into community
<br />development and public works. In this manner, we can take advantage of making a change in
<br />our organizational structure when vacancies occur within various staff positions.
<br />
<br />My recommendation is that the Ciu, Council consider options A or B.
<br />
<br />TITLES, COMP WORTH (DUTIES, RESPONSIBILITIES, ETC.), AND WAGES
<br />With the implementation of a new organizational structure for the ci~,, we will have fewer
<br />city "departments". Some of our current work areas have been labeled or called
<br />departments, when in fact, they are functions or divisions within a department. An example
<br />is that the Recreation department is really a division under the parks and recreation umbrella
<br />of city services.
<br />
<br />With the recommended changes (options A or B), some employee tides will change. An
<br />overall, ci .tywide plan for what we call departments and divisions and what the rides are for
<br />positions will need to be evaluated. We may call the department heads "directors" and we
<br />may call the division heads by various rides such as administrators, superintendents,
<br />managers, or coordinators. Finally, some of these positions may be labeled by function, such
<br />as cit-5' engineer, f~re chief, chief of police, etc. For this part of the project we will need some
<br />human resources expertise and will want the involvement of our Personnel Committee. (The
<br />
<br />S:\Council\Pat \ 2004\ Organizational06144 ~4.doc
<br />
<br />
<br />
|