HomeMy WebLinkAbout8.F.1. Transition Plan & 1st Quarter 2015 Work Plan General Business 8. F. 1.
SHAKOP'EE
TO: Mayor and City Council
FROM: Kris Wilson, Acting City Administrator
DATE: 01/06/2015
SUBJECT: Transition Plan & 1st Quarter 2015 Work Plan
Action Sought
The Council is asked to discuss and provide feedback on the following transition
plan for the City.
Background
Following my appointment to the role of Acting City Administrator, Council
directed that a transition plan be brought forward with recommendations for
prioritizing and balancing workload in the coming months.
Therefore, I am providing the following transition plan, with an emphasis on the
following key areas:
1. Staffing Needs
2. Existing Work Plan
3. Suggested Council Focus for Jan. —May 2015
4. Facilitated Workshop
Recommendations
1. Staffing Needs
Including the City Administrator and Finance Director positions, as well as the
newly approved positions that are part of the 2015 budget, the City has a total of 14
vacant or soon-to-be vacant full-time positions. This represents approximately 10%
of our full-time workforce.
City Administrator
Filling the City Administrator role will be a high priority task in the coming
months and the staffing issue requiring the greatest amount of Council
attention. To that end, it is recommended that the City hire an executive
recruitment firm that specializes in public sector positions to organize the
search and selection process. This is addressed as a separate agenda item later
on the agenda.
Finance Director/City Clerk
Finance Director/ City Clerk Julie Linnihan previously submitted a letter of
resignation effective January 30. This is a key position within the City's
management team and one that a new City Administrator would most likely
prefer to have a hand in filling. However, it would be difficult for the City to
operate without a Finance Director for the next five months while the City
Administrator search is underway.
I have spoken with Ms. Linnihan about her resignation timeline and she has
graciously indicated that her last date of employment is flexible by a few days
or weeks. However, this is not enough to bridge the gap until the arrival of a
new City Administrator. Therefore, I am recommending that the City hire an
interim Finance Director to serve for approximately six to eight months. We
would advertise through the Minnesota Government Finance Officers
Association and other local government organizations. We would likely
attract qualified candidates with previous service, and therefore knowledge, in
the field. By taking this approach, the basic needs of the City are met and the
new City Administrator is given the opportunity to get settled and learn the
organization before launching into a Finance Director hiring process.
Other Positions
The other open positions include some vacant due to standard employee turn
over and the City's recent Retirement Incentive Program, as well as new
positions established by the 2015 budget. It is my recommendation that these
hiring needs be met through a multi-pronged approach.
•Key leadership and supervisory positions, such as the Building Official
and new IT Director, would be managed by me, along with the one
position on the list that falls under the jurisdiction of the Civil Service
Commission.
• Secondly, Scott County has generously offered the assistance of its
Employee Relations Department and steps have already been taken to
have its staff manage the process for several time-sensitive, front-line
positions — such as Mechanic and Maintenance Operator.
•Lastly, a few of the new positions authorized in the 2015 budget would
be delayed slightly, with postings going out once other open positions
have been filled.
2. Existing Work Plan
The attached staff work plan was approved by Council in June of 2014. It should
be noted that many of the items have been successfully completed. Staff would note
that in 2014 the City:
•Completed a City-wide transition to a new refuse and recycling hauler;
•Completed the merger of transit service with the Minnesota Valley Transit
Authority;
•Partnered with the Chamber of Commerce to launch the Mainstreet Program
and adopt a new Sign Ordinance;
•Successfully administered both the primary and general election under several
new and changing circumstances;
•Provided many, many hours of infrastructure maintenance and public safety
services through a very challenging winter followed by June flooding.
Items from the work plan that staff will continue to work on during this transition
period include:
o Research and discussion surrounding the future of the Community Center and
other community amenities;
o RFP for a Railroad Quiet Zone;
o Continued follow-up from the 101 Corridor Study;
o Re-codification of the City Code.
Finally, a few items on the established work plan are recommended to be placed on
hold during this transition period. They include development of a performance
measurement system and development of an improved employee evaluation
system. These are items that can be taken up again upon the appointment of a new
City Administrator.
3. Suggested Council Focus
While staff will continue to work on the items listed above, and the day-to-day
operations of the City, it is my recommendation that the City Council should focus
on three major topics in the coming months:
Organizational Future
As previously noted, first and foremost on this list will be working with the
recruitment firm to articulate the skills, experience and attributes desired in
the next City Administrator and actively participate in the interview and
selection process when the time comes. In addition to this, the City has
several outstanding initiatives underway that relate directly to the future of the
City organization. This includes the Phone Survey of Residents, IT Strategic
Plan, City Hall Feasibility Study and a related Organizational Study being
completed by David Unmacht of Springsted. These initiatives are all nearing
completion and staff would propose to bring several of them forward for
Council's information and discussion at your February 3 workshop meeting.
Council discussion and direction regarding these topics will assist staff in
continuing the work of the City during this transition period and beyond.
Westward Growth
The City has a limited supply of ready-to-develop land for commercial,
industrial and residential growth. There is a real need to examine
opportunities for expansion of the City, particularly into areas south of the
new 69 / 169 interchange. This will involve working cooperatively with
neighboring townships and land owners to revisit the existing orderly
annexation agreement; planning for the expansion (and funding) of urban
infrastructure and services, and even creating a master plan for the area in
order to better communicate the City's development priorities and preferences.
Future of Recreational & Community Amenities
Information is being gathered and feasibility studies are underway related to
the possible expansion of the Community Center, development of a cultural
and social center and the partnership opportunities for moving forward. The
feasibility study on expansion of the Community Center is currently on track
to be ready for Council workshop discussions in March and April.
4. Facilitated Workshop
Finally, during and following the Council's meeting of December 16, it has been
suggested by multiple parties that the Council may benefit from a facilitated
workshop or retreat in order to repair and strengthen relationships and
communication for the challenges that lie ahead. I have solicited recommendations
for possible facilitators with experience helping other City Councils navigate these
issues and would recommend that Council consider such a workshop. The purpose
of this effort would be to collectively establish operating standards and expectations
that will allow for a respectful and productive working relationship regardless of
individual positions on the issues. If all members of Council are interested and
willing to participate in such an effort, I would be prepared to handle the scheduling
and logistics.
Requested Action
The Council is asked to discuss and provide feedback on the proposed transition
plan for the City.
Attachments: Existing Workplan
1 \ 1 1 1
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