CCP 04-02-2001 - Laserfiche WebLink

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Memorandum, Proposed Reorganization Page Two March 1, 2001 I did take the opportunity to make some adjustments to some of the support staff roles and responsibilities. Prior to my coming on board,the Department Secretary supported the Parks and Recreation Department, including performing all of the program registrations; the Building and Code Enforcement Department; and the Planner, including Planning Commission packet assembly, distribution and follow up. The Administrative Secretary was responsible for correspondence or support of the City Administrator, City Accountant,the Public Works Director, and the City Council. The Receptionist supported the Building/Code Enforcement Department with fill in support assistance. I rearranged some workload so that the Receptionist took on the responsibility of performing all of the Parks and Recreation registrations, the animal licensing and support of the Public Works Director for secretarial needs. The Department Secretary continued to support Building Inspector and Code Enforcement, Planner and performed correspondence and communication for the Parks and Recreation Department. The Administrative Secretary continued to support the City Council, City Administrator and City Accountant. I also included some physical space changes to create a more effective work environment and work patterns. 1. Better Customer Service for Both Internal and External Customers When I came into the City Hall for interviews, it was curious to me that there were two (2) open desk areas that presented themselves for customer service. This seemed • confusing. As I began, I noticed that there was a shuffling of customers from one desk to another, depending on what they needed. In addition, when on the phone, the Receptionist cannot begin to help customers. Additionally, because there was so much focus on dealing with front counter assistance, telephone calls for basic information were going to Department Heads because support staff had neither the time nor the training to answer these basic questions. Internally, there were complaints of being down the list of priorities for support because some staff was trying to support up to four (4) different departments. Some staff just did their own work because it was easier and could be done sooner. 2. Reduce the Number of Direct Reports to the City Administrator Currently, the City Administrator has eight(8) direct reports. They include the City Accountant, Public Works Director, Parks and Recreation Director, Planner, Building Official, Administrative Secretary, Department Secretary and Receptionist. The City Administrator also has thirteen(13) indirect reports, totaling twenty-one (21) City employees. This presents a diffuse and difficult environment in having to provide workload prioritization and distribution to everyone from the Receptionist to the Accountant.