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Home My WebLink About2011-05-18 PACKET 08.B.REQUEST OF CITY COUNCIL ACTION PREPARED BY : Administration COUNCIL MEETING DATE 5/18/2011 [07:1relt nA'jr1 �[elir7ZI7_j;7 AGENDA Ryan Schroeder STAFF AUTHOR COUNCIL ACTION REQUEST Consideration of the staff recommended organizational changes. STAFF RECOMMENDATION Approve staff recommended organizational changes by adoption of the attached organizational chart. BUDGET IMPLICATION $ $ BUDGETED AMOUNT ACTUAL AMOUNT FUNDING SOURCE ADVISORY COMMISSION ACTION ❑ PLANNING ❑ PUBLIC SAFETY ❑ PUBLIC WORKS ❑ PARKS AND RECREATION ❑ HUMAN SERVICES /RIGHTS ❑ ECONOMIC DEV. AUTHORITY DATE REVIEWED APPROVED DENIED ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ® MEMO /LETTER: Memo from Ryan Schroeder and Joe Fischbach dated 5/13/2011 ❑ RESOLUTION: ❑ ORDINANCE: ❑ ENGINEERING RECOMMENDATION: ❑ LEGAL RECOMMENDATION: ® OTHER: 2011 Non - represented Pay Plan Organization Chart ADMINISTRATORS COMMENTS f �mL_ � ul City Administrator Date COUNCIL ACTION TAKEN: ❑ APPROVED ❑ DENIED ❑ OTHER CITY OF COTTAGE GROVE MINNESOTA To: Honorable Mayor and City Council From: Ryan Schroeder, City Administrator Joe Fischbach, Human Resources Coordinator Date: May 13, 2011 Subject: Proposed Organizational Changes Background In December, 2010 Council affirmed their interest in a 3 year organizational assessment process commonly referred to as the "Good to Great' project. Early in 2011 Council approved a contract for facilitation of the project. As we have been moving through this process, identifying opportunities for improvement, we have been effecting changes where some immediacy is required and we have initiated planning for future changes as identified. While the primary focus to this point has been on General Government (Administration, Finance, Community Development and Golf Course) we have challenged ourselves to assertively address needs as identified as opposed to allowing ourselves to avoid decision- making in favor of process. Several adjustments have occurred as operational or ministerial in nature. At this time we are recommending positive consideration of changes in areas of responsibility retained by Council affecting the organizational structure as noted below. These changes react to items identified through the organizational design process. Included is the need for clarity in oversight /leadership in parks and recreation, management of infrastructure decisions, enhancement of timely plat and development reviews, and improvement in the performance management system within Public Works. Changes in total have a neutral 2011 budget impact. Longer term budget impacts will be mitigated prior to 2012. Proposals for Organization Structure Change 1. Park and Recreation Director About a decade ago the City organizational structure included a Director of Parks and Recreation. That position was eliminated upon the position becoming vacant, in favor of a lower level Arena and Recreation Manager supplemented by Community Development assistance with park planning and Commission liaison duties. Staff is recommending that the Director level position be re- established at this time. The change is proposed as a method to strengthen the emphasis and structural control of Park maintenance and Recreation services under a single individual. This department would consist of all parks maintenance including open space and facilities, parks planning (still coordinated with Community Development), recreation programs, and the Ice Arena. The position would be housed at and coordinate with Public Works on joint maintenance operations (such as snow removal) and the reporting assignment would be to the City Administrator. Unlike when the position previously existed the Parks and Recreation Director would not be considered the Assistant Public Works Director. Reporting up through this position would be all Ice Arena, recreation, and park maintenance personnel. In order to align with the market the Parks and Recreation Director position would be placed in Grade 111 of the Non - represented Pay Plan. The position of Arena /Recreation Manager would be reclassified at a lower pay grade as Ice Arena Manager. Oversight of Recreational services would be retained by the Director position. As such, the position will be slotted in Grade VII of the Non - represented Pay Plan (down from Grade V). Staff also proposes to change the title of the Recreation Program Assistant position allocated primarily to the Ice Arena to Assistant Ice Arena Manager. Staff believes the salary for the Assistant position would not need to be changed now or in the future with the title change. 2. City Engineer Reclassification In a review of non - represented pay to the market it is also clear that the City Engineer position should be reclassified to Grade III of the Non - represented Pay Plan. Over time the position has grown in responsibility including the recent assignment of responsibilities for the Environmental Commission and management of the myriad environmental projects and Council initiatives emphasizing the importance of rigor within the environmental realm. With a two month stint providing supervision over Community Development we are intending to maintain and enhance the active role for this position in the economic development process in regard to the engineering, infrastructure construction and feasibility /coordination of future public and private development projects. 3. Work Assignment Change to the Public Works Supervisor It has been a primary goal of the City Council to align employee performance to department, organizational, and Council goals and initiatives. As we move into the organizational assessment process within Public Works it is integral to success that the performance management system for the Department gains a champion at a positional level sufficient to ensure that success. To this point our level of success in this area has been inconsistent. Therefore, the Public Works Supervisor will now be assigned the responsibility to ensure full integration of the performance management system and its relationship to Council goals. Included is providing leadership in the areas of employee development and outcomes, coordination of Public Works input on economic development project proposals and development and management of work plans for maintenance divisions (streets, utilities, shop). As work assignments these responsibilities are contained within the existing job description which will now receive primary emphasis. These work assignments do not require Council approval, however, understanding by Council of how these matters will be addressed going forward is appropriate. 4. Formalizing Prior Actions We are also taking this opportunity to formally adopt changes that have previously been made. Included is elimination of the GIS Technician, Community Development Director and Economic Development Coordinator positions within the Organizational structure (the latter two of which were replaced with other positions). The total effect of all of the changes recommended above including those previously made will be a 2011 savings from budget of about $3,000. However, the impact at the top of the pay range (generally after 5 years of service) will be a cost of about $61,000 beyond the cost of the prior organization structure. The longer term costs of the proposed structure will be addressed during Council budget deliberations for the 2012 budget year. Approval of the above will result in escalation of the City Engineer position from Class IV to Class III, the escalation of the Arena /Recreation Manager from Class V to Class III (plus change of title) and the backfilling of the Arena /Recreation Manager position from Class V to Class VII (reduction in grade as an additional position). These changes can be absorbed within the 2011 operating budget as noted above. Proposed Action: Consideration of the staff recommended organizational changes by adoption of the attached organizational chart. Council Action: By motion adopt the 2011 organization chart as presented. ATTACHMENT A Proposed 2011 Pay Plan • as amended Finance Director Public Safety Director Economic Development Director Public Works Director Community Development DiFaGk Police Captain Fire Services Chief Parks and Recreation Director City Engineer Public Works Supervisor Chief Building Official Assistant Finance Director Senior Planner Golf Manager Arena/Recreat an Manager City Clerk EMS Coordinator Golf Superintendent Building Inspector Public Works Technician Management Analyst MIS Coordinator Support Services Supervisor Accountant Communications Coordinator Human Resources Coordinator Ice Arena Manager Recreation Coordinator Management Assistant Assistant Golf Superintendent Assistant Golf Manager /Food and Beverage Administrative Assistant MIS Technician Code Enforcement Officer Records Coordinator Administrative Secretary Investigative Aid Assistant Food and Beverage Manager Recreation Program Assistant Assistant Ice Arena Manager VIII 43,397 45,458 47,031 48,604 50,123 52,185 54,246 VIIIA 80% 83.8% 86.7% 89.6% 92.4% 96.2% 100.0% GRADE A B C D E F G IA 91,482 95,827 99,143 102,459 105,661 110,007 114,352 I 88,781 92,998 96,216 99,434 102,542 106,759 110,976 IIA 86,560 90,672 93,809 96,947 99,977 104,088 108,200 II 84,754 88,780 91,853 94,925 97,891 101,917 105,943 III 78,278 81,996 84,833 87,671 90,411 94,129 97,847 FV 68 72,728 75 77,761 80,191 83 -,489 86,78 7 IVA 66,185 69,329 71,728 74,127 76,443 79,587 82,731 V 59,849 62,692 64,861 67,031 69,125 71,968 74,811 VI 58,257 61,024 63,136 65,248 67,287 70,054 72,821 VIA 54,804 57,407 59,394 61,380 63,299 65,902 68,505 VII 50,337 52,728 54,553 56,377 58,139 60,530 62,921 VIII 43,397 45,458 47,031 48,604 50,123 52,185 54,246 VIIIA 40,865 42,806 44,287 45,769 47,199 49,140 51,081 IX 38,823 40,667 42,075 43,482 44,841 46,685 48,529 X 35,798 37,499 38,797 40,094 41,347 43,048 44,748 Ed City of Cottage Grove Organization Chart Cottage Grove Citizens City Couticil City Administrator Advisory Commissions City Attorney Community Administration I Finance I Public Safety I Parks and I Public Works Development n n n Recreation n Economic City Clerk /Elections Accounting Patrol Parks Engineering Development Planning Human Resources Enterprise Billing Investigations Recreation Streets ommuni y Public Safety Building /Code Programs/ Programs Ice Arena Fleet /Building Inspections Communications Payroll Maintenance Historic Animal & Code Preservation River Oaks MIS Enforcement Forestry Utilities Fire & Emergency Management EMS /Medical Services Fire Inspections Updated 2011