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The organizational structure of the Department of Parks and Recreation, while well <br /> understood by the staff, needs to be deliniated in an administrative manual for public <br /> information. Something as simple as the preceeding organization chart would be <br /> beneficial to the consumer of recreational services if only to identify the proper <br /> place to make known his or her interest in program changes. <br /> Upon reflection the organization chart indicates some possible problems which go <br /> beyond the administration of ark and recreation services. Currently the City <br /> Y P <br /> operates under the Plan A structure providing for direct Council participation within <br /> each department. The Clerk Administrator negotiates with heads of departments but <br /> has no authority over day to day operations of City functions. The area of budgeting <br /> itself would appear to take great cooperative spirit. Each department head prepares <br /> a request forwarded at one time to the Clerk-Administrator. It would appear that <br /> questions could arise as to how shared staff time is to be budgeted as in a part-time <br /> secretarial position for parks and recreation. Or, who on the City Council is in a <br /> position to evaluate the performance of department heads? The Council functions as <br /> a small company with five owners having an office manager and other specialists all <br /> directly answerable to the owners. A position description for a Clerk Administrator <br /> much like that of City Manager may be established by ordinance under Plan A. The <br /> coordinating duties of Administration would normally be assigned to the City Clerk <br /> and would include supervision of workers, accounting, preparation of reports, factual <br /> determination and execution of Council policies. The power to hire and fire <br /> employees would be retained by the Council as would the ability to make purchases <br /> and let contracts. An ordinance establishing this position could include a detailed job <br /> description which clearly spells out duties. For example, the powers retained by <br /> Council can be handled through ratification of decisions by the Administrator. <br /> Appendix A contains an ordinance enacted by the City of Prior Lake establishing the <br /> position of Administrator, which was used as a transition between Plan A and Plan B. <br /> Currently there is no administrative manual which specifies the interrelationships of <br /> operation from the initial authority to all the staff. Criteria should be developed by <br /> the Director of Parks and Recreation and reviewed by the Council prior to <br /> publication in such a manual. A simple statement of policies, regulations and <br /> operational proceedures relative to programming with particular emphasis on charges, <br /> fees and rentals could function as an aid for non-recreation staff in responding to <br /> questions from the public in the absence of the Director. <br /> Arden Hills Parks and Recreation Department does well in the area of cooperative <br /> community planning and cooperative operations agreements. The Director initiated <br /> the original planning study of the Park System and maintains a close working <br /> relationship with the City Planning Consultant. In addition, the organization of the <br /> City involves a one council member liaison with departmental operations. The <br /> Director is a member of the Mounds View Community Education Advisory Council <br /> and has established contacts with the School District leading to the recreational use <br /> of facilities at the High, Middle and Elementary Schools. It even appears that off <br /> street parking for city parks has been negotiated with one local church and a large <br /> industry. Cooperative use of facilities is particularly well developed between Arden <br /> Hills and Bethel College. <br /> is <br />