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Organi.~a/iona/ oc /ructure <br />June !4, 2004 Page 8 <br /> <br />human resource employee and the Personnel Committee will also need to play a key role in <br />developing "}ob descriptions" for new positions.) <br /> <br />With the recommended changes, some current positions may see some duties and <br />responsibilities change. After about 9-12 months we will have a new job analysis <br />questionnaire (JAQ) completed by these employees and a comp worth analysis will be, <br />completed. The results of the jAQ and comp worth analysis may result in new pay ranges <br />for some existing employees. These new pay ranges are not likely to be higher and, if lower, <br />then we would want to ease into these financial adjustments for the employees. I do not <br />expect that any current employees will lose their job with the city through this <br />reorganization. These are issues that were raised by Mr. Brirneyer at the May 24 worksession <br />and need to be discussed by the CitT Council before we move forward too far with the <br />reorganization. <br /> <br />Currently, a wage study is being conducted. My main concern initially in requesting the wage <br />study was management staff but this study has been expanded to include other employees, <br />specifically the building inspector position. The wage study is likely to be an almost on-going <br />report with updates ever3- ),ear or two as positions get established, filled, and current <br />employees have their duties and responsibilities changed. <br /> <br />Sometime this year, it is appropriate for there to be a pay equity or comp worth worksession <br />at the City Council level. This will allow the City Council a chance to better understand the <br />law and what limits the city has in its flexibility to comply with this law. <br /> <br />FINAL THOUGHTS <br />The reorganization of the city structure requires a total commitment by city staff and the <br />City Council. The reorganization will impact a number of existing employees in various <br />ways. Some positions may have additional responsibility in the supervisor)- area and some <br />employees will have to report to new people. The reorganization will impact work <br />responsibilities for some existing employees, reporting relationships, rifles, and in some <br />cases, wages. The reorganization should not impact the employment status of current <br />employees. <br /> <br />The work .that was completed on May 24, 2004 in the worksession with Mr. Brimeyer <br />offered some good ideas on how to proceed. There is no one perfect model that the city can <br />follow; but also, the desire for some changes is important to both staff and the City Council. <br />Changes need to be made sooner rather than later in order to improve the management <br />operation of the city. The Cit-), Council needs to establish its priorities for changes. It may be <br />easier to make some changes as current employees leave their position. These vacancies <br />create opportunities for a smooth transition into the reorganization. <br /> <br />There a few recommendations that I would like to offer the City Council. The first <br />recommendation is that we accept the Terry Maurer retainer contract for sen4ces from <br />Howard R. Green. I also recommend that we establish the director of administrative services <br />position and place Lori Johnson in that position. Lori will have the dual responsibility of <br />finance director and director of administrative senqces. This director of administrative <br />services would not supervise the city clerk. Finally, I recommend that the City Council move <br /> <br />S: kCouncilkPatk 20114k Organizational061404. doc <br /> <br /> <br />