Agenda - Council - 02/08/1994 - Laserfiche WebLink

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duty i~lationship. Duties for the position are not expected to change beyond those discuJsed during the budget process. CurreOfly the Building Maintenance Worker is housed in Administrative Services but receives work direction from the Parks/Utilities Coordinator who offices at Park Centet'. Last fall the Public Works Supervisor moved his office to City Hall. This has improved the coordination of his activities with both the City Engineer and City Administrator. With this move it would be easier for the Building Maintenance Worker to receive work direction from the Public Works Supervisor. On the Organization Chart~ have suggested this change and shown the position within Public Works. An alternative would be to effect the change but continue to house the position in Admitlistrative Services. If located within Public Works the effective duty change would}be to place the Public Works Supervisor in charge of building maintenance. Again~as a result of the change in Engineering there is necessitated a change in inspections (as previously discussed). The Public Works Supervisor will be in charge of paV~.ement inspections with the Parks/Utilities Coordinator in charge of utility inspections. The effective change of items 2 and 3 above is that the Public Works Supervisor will be placed!in charge of any maintenance, remodeling of construction of public buildings and pavement inspections. The position will continue to function in a collaborative role betwet~n responsibilities in street maintenance and those within the parks and utilities systerrls. Building maintenance responsibilities will be removed from the ParksFt~tilities Coordinator but utility construction inspections will be added. As we ~have continued to grow, our activity in a my'riad of areas has grown as well. This hbes resulted in additional budgeted hours in the Police, Parks/Utilities, and S~xeet functiOns over the past four years. The same has not occurred in Administrative Services. This department, however, has become an increasingly important point positio. ~ within., the organization, in that all non-cOnfidential clerical support, all labor relauons, benefits and insurance matters are conducted by tiffs department. This, by the way, h~s proven to be a much more efficient method of handling support work load than tiaA more typical department secretarial structure of most cities. The department is inrima~ly involved in all facets of this organization. As such, as is noted later in this case, ti-lc department coordinator position has been highly valued by the Pay Equity Consul.l~mt Study just updated. Given ali of the above, I am recommending form~li:,fng the rel~orting and valuation relationship that akeady exists by designating the departr~ent coordinator as a position within the Senior Management line. The deparrr~nt has existed for some time but the valuation and span of control issue has not been fr>~aally recognized. I am suggesting a tifie change to Administrative Services Manage. There will be no duty changes but the new pay equity smd), has already escalat~ the valuation of the position. Within the proposed Professional/Technical line of the Organization Chart are: Public Works Supervisor Parks/Utilities Coordinator Building Official .~enior Accountant Sergeant J~s$istant Fire Chief IIq