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Specific Staffing Issues <br />Over the course of the interviews, a number of specific staffing needs were noted. Generally, these <br />needs are linked to the increasing workload and complexity of the City's operations. The following <br />specific issues were identified: <br />• Split the duties of the Fire Chief and Public Works Director <br />• Add an administrative support position for the City Administrator <br />• Assistant Building Official to handle administration and plan reviews <br />• IT capacity for GIS and for interdepartmental efficiencies <br />• In-house counsel or upgraded existing legal contract to achieve better response times <br />• Communications Director or Public Information Officer to coordinate and enhance communications <br />to the citizens and provide more opportunities for public participation <br />• Fire Department: FT Chief and Prevention Officer <br />• Police Department: 3 shifts of 3 officers/shift, plus a "power car" from 6 PM to 2 AM; 2 more CSOs <br />and 2 more Crime Prevention Officers <br />• Billing Clerks to handle utility billing <br />• Create a separate Parks and Recreation department to handle programming and environmental <br />education <br />• Staffing for the HRA needs to be addressed as its responsibilities become better defined <br />• Engineering efficiency: 4 Planners need info from 1 Engineering team <br />• Support Staff: nearly every department said one more would help free up more time to be proactive <br />Finally, there were a number of comments regarding the Organizational Effectiveness Study itself, <br />centering on implementation by the City Council. There is clearly an expectation that the results need <br />to be implemented in a timely manner. <br />