5.7. SR 04/12/2010City of
Elk -~-.
River
MEMORANDUM
T a.®r and ~ ®unc~~
®r~ ~hns®n, i n~in~~tra~t®r
o prig I
rn~at~®nal tructur~
Item # 5.7.
At the March worksession the Council discussed the City's organizational structure. Also at
that meeting the Council authorized hiring a city engineer, but delayed any decision on other
positions requesting that ~ provide additional options to the Council,
Subsequent to that meeting, the Council requested further discussion on filling an existing
community service officer ~CSC~} position and the nearly authorized city engineer position, ~
recommend that both of these positions be filled. My recommendation fox how to proceed
with any other positions}, however, is dependent upon the Council's action on these two
positions.
Attached is the organizational structure approved by the Council in November 2004. Since
that time there have been several changes to the structure. 1. The prosecuting attorney
position was el~rninated and a contracting attorney was engaged instead. 2. The
a ' •s~.•ative services diarector position was eliminated when the city administrator position
became vacant. The city clerk division was moved back under the erection of the city
administrator. The human resource division was placed under the direction of the ci
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administrator and the finance director position was reestablished with finance, liquor
operations, and information technology divisions reporting to the finance director, 3.
Building maintenance became building and grounds maintenance and was moved out of the
s~.~eets division and became a separate division under public works. 4. The
building/environmental division eras split into two separate divisions; safety ins ections and
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environmental both remaining under community development, 5. The Pinewood Golf
Course division was added under the parks and recreation department. A revised version of
the organizational chart is attached showing these changes.
Since adoption of this structure, over time all of the positions have been filled at some oint
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with the exception of the assistant city admims~.•ator position that has always remained
vacant. The intent when the Council adopted the organizational chart in 2004 was that the
two then vacant department head positions be filled fixst with community development
directox being the highest priority and public woxks director second,
Although the city has changed and grown since the organizational structure was adopted, for
the most part, the structure still fits. One change that should be made eventually is to add a
human resource directox. Depending on the tithing and situation at that time, the assistant
city adtninisti~ator functions could be combined with this human resource director position
until the demand exists for both of those positions to be full time. Ideally funds would be
available to fill all department head positions as they currently exist and the assistant
administrator~HR director position,
Needless to say, we all know we axe not in an ideal situation. The expected and customary
standards of the past no longer apply; we need to adjust to a new standard. The budget cuts
of the past years and pxobable tight budgets for the next few years mean that we need to
operate under less than ideal staff~.ag levels. At every opportunity we need to xe-evaluate
how we can continue to provide excellent service and increase eff ciency, and how we utilize
and structure staff is a big part of that equation.
That said, filling the city engineer and community service officer positions is my fixst
priority. It is impoxtant that we have adequate staff to provide the services and complete the
work that directly impacts our residents. As funds are available, the other management
positions can be filled. There are many vaxiables to consider and several ways the
management positions can be filled, we can combine positions, temporarily transfex duties,
and consider filling positions at less than full tithe, At the last work session, same Council
members expressed intexest in the assistant adtninistxatox position. Because funds are not
available fox more than one department head position at the most, I recommend that if a
position is filled it be a combined department head position, possibly a community
development director and assistant city adtninistratox, similar to the position in the City of
Ramsey, until funds are available for both positions. That combination allows flexibility to
adjust the position as woxk load and projects change.
Finally, because there axe so many different ways to approach this issue and there are also
many acceptable solutions, I have not included all of them, but will. present them at the
woxksession along with additional budget data on funding the city engineer and possible
department head position. Given that 201 I budget discussions will begin in a couple of
months, any final decision can be delayed to ensure that funds will be available fox existing
positions priox to falling any of the vacant management positions.
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2010 Budget Summary
(of select positions)
Total in
2010
Budget
Public V1lorks Director 121,850
Engineering Tech 11 44,000
Total 1?1,850
Included
in General
Fund Budget
91, 500
24,650
116,150 Balance budgeted in other funds
General Fund
Cost Estimate
City Engineer Estimated Cast
of pay and benefi#s at step B 105,629 25,000 ~ 40,000 Estimated at 25-40% of time
for a full year
Balance Remaining
16,150 - 91,150 Based on full year.
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