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04/12/2005 - City Council Human Resources CommitteeCity of Eapn TO: PERSONNEL COMMITTEE MEMBERS CARLSON AND GEAGAN FROM: CITY ADMINISTRATOR HEDGES DATE: MARCH 25, 2005 SUBJECT: PERSONNEL COMMITTEE MEETING APRIL 12, 2005 A Personnel Committee meeting is scheduled for 4:00 p.m. on April 12 for the purpose of receiving an update on the status of the City's Organizational Study. The discussion is intended to be brief so the Personnel Committee can adjourn and meet as a Community Center Subcommittee to meet and handle that agenda. The Organizational Study does not require any official action by the City Council. As you will recall, there was a presentation by the consulting firm of Virchow Krause held at a special workshop held on January 25, 2005. The City Administrator and Department Directors have had an opportunity to meet on several occasions to discuss each and every recommendation, group all the recommendations into a proposed timeframe based on short term, medium, and long term implementation and in some cases, certain recommendations have actually been completed. The recommendations pertaining to Parks and Recreation in the Organizational Study have received immediate attention by the City Administrator, who has worked closely with Cherryl Mesko. Per the consensus of the Council, the ability to examine the Parks and Recreation Department in advance of hiring a Director was a significant reason behind the Organizational Study being approved last summer and the reason why the hiring process for the Director was placed on hold. It is suggested that the recommendations for Parks and Recreation be given the highest consideration by the Personnel Committee and City Council at this time. Cherryl Mesko will be at the Personnel Committee meeting to discuss the recommendations and respond to any questions you may have about how the recommendation would affect the department. As the senior management team continues its review of the other departmental and City-wide recommendations suggested through the organizational study, those recommendations will also be brought before the personnel committee and the City Council. For the Personnel Committee's review, a summary of the recommendations from the Organizational Study—specifically those relating to Parks and Recreation—as well as a timeline for implementation; are attached on pages through for your review. Thomas L. Hed;=es City Administrator April 12, 2005 Personnel Committee Summary of Organizational Study Recommendation Pertaining to Parks and Recreation (Recommendation #s rear to the numbering si•stem in the overall rej-?ort) Short Term Recommendations to be Implemented bN, April 2006 Recommendation #5: • 'The City should create a centralized approach to customer service. Recommendation #6: • The City's recruitment strategy and materials for the Director of Parks and Recreation position should be modified to reflect the recommended structural changes contained in the organizational study, Recommendation #7a: • It is recommended that the City continue to maintain its Parks and Recreation and Public Works Departments as separate internal organizations Recommendation #7b: • Formal processes including written policies and procedures should be developed to ensure that capital purchases, such as equipment that could be used by both the parks and public works departments, are coordinated between departments in order to avoid duplication and maximize resources. Recommendation #8: • The Department of Parks and Recreation should create an enterprise facility superintendent, which would result in three superintendent positions: 1) Parks Superintendent; 2) Enterprise Facility Superintendent with responsibility for overseeing Cascade Bay, the Civic Arena, and the Community Center; and 3) a Recreation Programming Superintendent with responsibility for overseeing all recreation programming. Recommendation #9: • The current Administrative Coordinator Position in the Parks and Recreation Department should be redefined as a customer services manager position. Summary of Organizational Study Recommendation Pertaining to Parks and Recreation April 12, 2005 Page 2 Recommendation # 10: • The City should begin to use competency research to guide expectations for top level management (i.e., Directors and Superintendents), establish performance evaluation criteria and benchmarks, assess readiness for top level management positions, and create leadership development plans. Recommendation #11: The Recreation/Programming Superintendent and program supervisors should periodically collect and review demographic and social/recreation information to identify community programming interests and needs. This information, coupled with information regarding widespread trends in recreation, should be used to develop a strategic plan for aligning delivery of recreation services with the articulated needs and interests of residents. The Recreation Division should establish criteria for implementing and maintaining recreation programs, such as identifying how programs meet objectives of the strategic plan, evaluating interest through registration levels, and evaluation of participant satisfaction through point of service surveys. These criteria should be used to determine which programs will be offered or will continue to be offered in order to meet strategic objectives. Recommendation # 15: • The City should eliminate the Cascade Bay Manager position, and consolidate responsibilities for managing both Cascade Bay and the Civic Arena into one manager level position. Recommendation # 16a: (COMPLETED) • To meet the maintenance needs of Cascade Bay and the Civic Arena the City should continue to contract for repair and maintenance of specialized equipment at the City campus enterprise facilities and consider contracting internally or working in a shared staff arrangement with the Water Utility for repair and maintenance at Cascade Bay. Summary of Organizational Study Recommendation Pertaining to Parks and Recreation April 12, 2005 Page 3 Recommendation # 18: • Functional specialization of clerical technicians should be emphasized based on the percent of time allocated to specialized functions (e.g., as indicated in current job description questionnaires, or future time studies, as none of these specializations require all of the time of a full-time employee currently). • Phase out full cross training of clerical technicians, and identify and train one or two individuals to perform specialized functions on a back up basis. • With the elimination of marketing tasks, the City should permanently reassign the staff time to an Accounts Receivable Clerk position. • New position titles should be considered as clerical technician specialization increases. Recommendation # 19: • The City should dedicate an Accounts Receivable Clerk in Customer Service in Parks and Recreation which has responsibility for performing financial functions for the Parks and Recreation Department, including cash handling and reconciliation of program fees, event fees, fitness memberships, and program registration coding. This position should also be available for election duties. Recommendation #20: • Eliminate the position of Parks and Recreation Research Special Project at the end of the year (2005) and reallocate as a professional position within the City. Should the City need additional assistance from the person that currently serves in the position, she could be hired on an independent contract basis. Recommendation #22: • Based on the City's low level of outsourcing for parks functions, the Parks Division should perform periodic cost benefit analyses to ensure that these functions are delivered as efficiently as possible. Recommendation 423: • The City should continue its current efforts to implement a building systems management program. Summary of Organizational Study Recommendation Pertaining to Parks and Recreation April 12, 2005 Page 4 Medium Term Recommendations to be Implemented Between 2006-2009 Recommendation # 12: • The City should restructure the organization of program supervisors to ensure that program supervision is aligned with the objectives of the strategic plan for recreation programming. • Position descriptions for program supervisors should be updated. Recommendation # 13: • The Recreation Division should compare the full costs and benefits of creating full-time program assistants. • Create internal work delegation or assignment standards to ensure consistency in the nature and volume of work performed • The Recreation Division may wish to create a pool of program assistants that provide support to program supervisors as needed (in lieu of assigning individual program assistants to individual program supervisors). Recommendation # 17: • The parks planning position should be eliminated, and the FTE should be reallocated within the City. Future park redevelopment projects should be coordinated between staff in other departments, e.g., engineering, or outsourced. Recommendation #21: • All current and anticipated marketing activities, including sign/banner preparation provided by Parks and Recreation staff for the Eagan Art House and Holz Farm should be reassigned to the Marketing Coordinator position. • Tracking of quarterly financial information for Art House reimbursement should be assigned to the Accounts Receivable Clerk Summary of Organizational Study Recommendation Pertaining to Parks and Recreation April 12, 2005 Page 5 Lon<„ Term Recommendations to be Im}lemented Between 2009-2011 Recommendation # 14: • The Campus Enterprise facility manager and the Community Center Manager should use the time made available through the elimination of marketing duties to accelerate program enhancements. Recommendation 16b: (.DISAGREE WITH RECOMMENDATION) • One maintenance position assigned to the Civic Arena and Cascade Bay should be reallocated to a programming position specifically related to "dry -floor" programs, with additional responsibilities for concessions purchasing for all enterprise facilities and fields, and supervising seasonal staff.