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Page 3 of 3 <br /> directly to the City Administrator and not to Public Works. The Community Development <br /> Department would handle parks and facilities planning. The labor pool would be maintained in <br /> the Public Works Department. The potential advantages are that it allows each of the three areas <br /> to be separately focused on, without having to add additional staff. Another potential advantage <br /> is that we may be able to add engineering expertise and experience to the staff, which would also <br /> potentially increase the value of the Director position and hence the recruitment pool of qualified <br /> candidates. (On the other hand there is a very limited pool of candidates for civil engineering <br /> types of positions.) Another issue is that the Community Development Department will have a <br /> very heavy work load during the next few years, with the Comprehensive Plan Update process <br /> and the possible development of TCAAP, so taking on parks planning activities may be onerous. <br /> Another challenge would be coordination of parks, trails and recreation activities among the <br /> three different divisions. However, some cities function quite well this way, and by splitting the <br /> responsibilities into smaller pieces, it is believed that better-focused and more attention is paid to <br /> each area. <br /> REQUESTED ACTION <br /> Provide input and feedback to staff regarding the potential options for organizational structure. <br /> Attachments <br /> MW <br /> Ilmetro-inetlardenhillsladminlCityAdministratorMemol2006l6-20-06Memo RE O&M Structure to PTRC.doc <br /> GES <br />