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HomeMy WebLinkAbout7.B. City Organizational Structure 11111111111 General Business 7. B. SHAKOPEE TO: Mayor and City Council FROM: William H. Reynolds, City Administrator DATE: 08/05/2015 SUBJECT: City Organizational Structure Introduction Action Sought For Council to give guidance on proposed City Organizational Structure. Background This is a continuation of the Council's February 3, 2015 discussion regarding City Organizational Options as proposed by Springsted Incorporated with City Administrator input and comment. Discussion Staff will present an analysis of a proposed City Organizational Structure focusing on customer service. Relationship to Vision B. Positively manage the challenges and opportunities presented by growth development and change. E. Deliver effective and efficient public services by a staff of well-trained, caring and professional employees. Requested Action 1. Guidance on the structural design for City Government with action items to follow. Attachments: City Organizational Structure Memo on Part-Time Grant Coordinator City Organizational Building an Organization for Success with a Focus on Customer Service Springsted Report on City Organization • Setting the Stage: • Conventional wisdom, local practices and recent experiences reflect that city governments cannot continue to perform operations and business practices in the traditional methods. • Raising these questions and probing into historical business practices is not easy nor does it result in quick change. • A design or redesign of structure is intended to increase coordination and integration of services, to combine similar functions, and/or to alter the present span-of-control environment. • "Current" organizational structure has 10 Direct Reports to CA • Springsted recommended ideally 6-8. • CA should focus on: • City Council Relationships • Organizational Priorities and Strategies • External Collaborations and Community Relations • Problem Solving, Coaching, Advising, Guiding, and Training and NOT... Decision Making/Managing ( Lcading) as a Park Ranger. City Administrator is not a Park Ranger Park Ranger Management • "If every time you got lost in the woods, and a park ranger showed up to lead you out, you would never learn to find the way out on your own." • Creates a culture of Micro-management by default (Leadership gets sucked into day-to-day decisions) • Creates situation where employees stop trying to solve problems • May seem easier as a Leader to just do it yourself, but it is the Least Effective way to get things done AND it does not establish a mentoring or training environment. " Reorganization " ( More a shift withgrowth . . . )g • More independence and responsibility to DH giving them ownership of their organizations. • Remove from CA (and ACA to a large degree) the responsibilities of day-to-day Project Management • Work on Springsted Recommendations: • "How much involvement do you want your CA to have in the day to day running of city government? If you have competent DH and staff that individual doesn't have to be involved in the day to day grind, they can step up and do other things you may want in that position." David Unmacht 2014- 15 City Council Goals • #5 Create efficiencies through a culture of technology and training, which expects continuous improvements and not less than the highest level of Customer Service. • Focus of CA and ACA should be on • The Culture of Technology and Training • Continuous Improvement (Efficiencies) • Excellent Customer Service • Not day to day Project Management What is Customer Service ? More than a sum of its parts: • Punctual • Timely action • Accurate and Complete • Listen to the issue and provide full information • "No Surprises" "Want to understand the Rules" • Accessible • Ease of acquiring • One point of contact What is Customer Service ? ( cont . • More than a sum of its parts: • Attitude • Not about always saying "Yes," but having the proper attitude to assist even when we have to say "No." • Proactively look for alternatives • Doctrine of "Mutual Respect" • Concept of "Firing Customers" • In government, there are times when we have done everything we can and continuing to address a non-issue is impacting our service to the 99.9% other citizens. • Accountable — Taking Ownership • Taking ownership • "Mistakes were made..." — government speak... • Shift from blaming to focusing on problem solving and constructive feedback What is Excellent Customer Service ? Excellent Customer Service is how Shakopee City Employees serve our customers in the most • Efficient • Fair • Cost Effective, and • Respectful manner possible. The Foundation for Excellent Customer Service i - M Citizens Shakopee City Government Two Organizational Parts of CityStructure That focus on Customer Service • Internal • Physical structure — Work Flow in a Physical Space (Valleyfair) • Organizational Structure - Our internal functions that support all City employees • Administration • HR • IT • Legal • City Clerk • Facility Maintenance • Finance • External — Our service delivery to citizens Internal Support The Heart of the organization Department of Administration (Assistant City Administrator) HR Division City Clerk IT Division Facility Maintenance Division Management Analyst/ Grant Coordinator Transformation of Assistant City Administrator • Number 2 Position in the organization (Theoretically) • Current pay $97,108 • 2 are at a pay scale higher than the position • 11 employees currently are paid more than the ACA (If you count Sergeant overtime — the number rises to 17) • Utilized more as a Project Manager/HR Director • Transform Position to Lead Internal Operations • Minnetonka pay range for similar position • $111,239 - $123,599 0 -t3 -p wQ n" rn X rt CD -11 rD0 CDCD I rD ( ) e-t '' - 2. ..... -ef N —• r"." ; (1) cL 3 (D 0 r;," CD �� Q r 0 20o ____ cti ,..,„ 0 . _ , ?Irk fD -t —• C CD -'oc C -s rt °x,, rD ? _• rt N CD c7 (I) a) 3. r+ ' Special Cases • Communications • Internal and External information delivery • Finance • "[S]ome operational functions may not be preferred to be aggregated with other components. The Finance function is the most obvious and clear selection. The City Council may determine that the Finance function is too important to include within a larger group." David Unmacht - Springsted Customer Service Delivery Model Organizational Chart Citizens City Council City Administrator' Communications Administrative pp v.. Police Fire Finance Deparu,ientof Engineering&` Departrnentot`- t n Administration Public Works ' Planning arksDepartment aLi©n Department Department Department (Asst.City Admin.) Department Development HR Division IT Division .Planning Division Ecory Dev. Facility Maint. 28uitdingtnSpection Transit Services City Clerk Divisioin Division Management Analyst/Grant Coordinator LongOrganizationalTerm Example if Growth Necessitates City Administrator; Corn mu cationsAdministrative Support Department of Development and i Department of ' Department of Infrastiucture Public Safety Administration Planning PolicePolice Finance Recreation Building Code Economic Fire a Human Resources' Development Facilities Public Works and Information Maintenance Engineering Technology City Clerk Changed Positions Overview $3 . 7k Savings ( $523, 911 . 36 to $520, 194 .06 ) • Establish independent Finance Director (increase to Grade 12)and City Clerk • Eliminate Deputy City Clerk position • Change current unfilled Finance/Clerk position to an Office Assistant position (3 person City Clerk's Office) • Officially fill Building Official internally • Eliminate Building Inspector Position and establish new Admin Assistant position for department • Eliminate Community Development Director and establish Planning and Development Director (increase to Grade 12) New Positions and Salary Adjustments • Establish position of HR Manager (Grade 10) — $118,354.94 Total compensation w/Pay and Benefits • Establish Position of Planning Manager (Grade 10) — $118,354.94 Total compensation w/Pay and Benefits • Assistant City Administrator Pay to address Compression/shifting of duties • Currently $97,108 increase to $114,222 = $17,114 Total budgetary impact = $253,823.88 S• '` CITY OF SHAKOPEE MEMO 1111111 POLICE DEPARTMENT DATE: July 24, 2015 TO: Bill Reynolds, City Administrator FROM: Chief Tate SUBJECT: Needs Assessment for Part-Time Grant Coordinator The police department makes every effort possible to actively pursue grants. While the department has been successful with numerous grants in the past, we are simply unable to apply for and coordinate grants, which would be advantageous for the department and city due to staffing and other obligations. Other city department heads have made similar comments. I have found that some cities have specific part-time grant coordinators who develop and coordinate grant-funded programs and projects. This position ensures cities are taking advantage of every grant possible and that those grants are properly implemented and managed from start to fmish. Grants are time consuming, inherently bureaucratic, and require tremendous attention to detail. Reporting requirements often go well beyond the completion of the program or project. Grants are subject to audits, and failure to comply with mandatory requirements can adversely affect a city's chances at obtaining future grants, regardless of city department. The hard work on grants typically begins after it has been awarded. Quarterly and closeout reports must be completed on time and often cover multiple years. These tasks presently fall on current staff, which is typically a supervisor. A grant coordinator would alleviate many of these tasks for every city department, thus freeing them up to do other work. I have contacted cities that I knew had grant coordinators to help determine if such a position would be beneficial to Shakopee. The following is a summary of my findings: City of Duluth The Duluth Police Department has a part-time grant coordinator who works three days a week, solely for the police department. After hiring a grant coordinator, the department went from $400,000 to $1.7 million in successful grants awarded in just the first year. The department has already applied for over $2.2 million in grants for 2016. The Duluth Police Department Grant Coordinator is currently handling 43 separate grants. This person actively checks over 31 different websites every Monday just for the police department to monitor potential grant opportunities. Of note, the Duluth Police Department had been placed on probation for failing to meet reporting requirements. This led to the creation of the part-time position. The City of Duluth is large enough where each department has someone assigned to grants, and they have been very successful. The Duluth Park and Recreation Department has already received $1,077,500.00 in 2015 for recreation and trail projects. Duluth grants awarded in the last five years: • Natural Resources $463,000 • Engineering $91,000 * only partial information: does not include several other grants received including additional legacy trail grants for two 10-foot wide trails. • Park and Rec/Trails $3,096,750. * Park and Rec currently has over $1.6 million in 2015 grant applications pending. • Economic Development data not available, but I was informed they are successful with multiple grants. • Fire Department data was not given to me; however, I was told they do very well with grants. City of Burnsville The City of Burnsville has a designated grant coordinator who coordinates grants for the city with a designated person assisting in each department. The overall grant coordination is not a full-time job; this person has other duties assigned. Some of the highlights where Burnsville was successful in grants for 2014 include: • Natural Resources $174,822 • Finance $247,894 • Economic Development $735,000, and they still have some grants pending • Fire Department $621,238 *Many of these grants are Assistance to Fire Grants (AFG), which Shakopee does not apply for. • Engineering $557,000 • Police $84,000 • Park and Recreation *They received three different grants for trails in the last five years, totaling $2.8 million. Completion deadline is 2018. They currently have over $1.5 million in grant requests pending for 2015. They received a $25,000.00 grant for youth program funding and have received additional grants for a "teen/youth center" in the past. 2 Much like Duluth, the Burnsville Police Department has failed in the past to meet minimum reporting requirements. At one point the department flew a police captain out to Washington, D.C. to work out issues with a grant. In both Duluth and Burnsville, I repeatedly heard about how much work it is to get back on track with grants and that it is worth the dedicated position just for that purpose. While I was not provided with the same level of detail Burnsville and Duluth gave, I did speak to other cities our size or slightly larger. Most are in the same situation we find ourselves in where there just isn't the time and staff to maximize the grant opportunities out there. Several themes became apparent while looking into this position, which determine how successful a part-time grant coordinator could be; such as, • Grant coordinator must understand the long-term vision and goals of each department to help determine if a grant is applicable. • Many grants now require partnerships. These partnerships must be documented, and the successful coordinators really work hard with partners to keep things timely. • Research is a major component now. Many grants require follow-up assessments. Data needs to prove the project worked. Third party evaluators are becoming more prevalent now. • Grants involve supervisors. Many supervisors can change roles mid-grant. Coordinators keep things going. • The longer a grant coordinator serves, the less time it takes once work-flow is determined. I found this true despite the fact they handle so many more grants. • Grant rules constantly change. This is a major complaint I have heard. Passwords and usernames also change, necessitating someone to stay on top of the reporting requirements. • It is essential the grant coordinator works closely with finance to set up revenue/expense codes and project numbers. • Public safety grants typically come out in the first part of the year, whereas after July, many parks, planning, and community development grants become available. • There are numerous training opportunities for grant writers, many of which are free. • Subject matter experts still need to help write the grants. • Grant coordinators have extensive work-flow sheets available for us to copy. This includes request sheets. Prior approval from the Finance Director and City Administrator is on the work-flow sheet before any grant can be submitted for. I also obtained job descriptions and salary information. Each city where there is an organized coordination of grant solicitation has seen very impressive results. The additional grants awarded more than pay for the part-time costs associated with this position. Additionally, as reporting requirements become more extensive,the timely and accurate reporting of grant activity becomes even more important. It is essential that Shakopee not only maintain its good track record with grant reporting, but also take advantage of every funding opportunity possible for worthy projects. 3 As Shakopee continues to grow, we know new parks, trails, natural resources, engineering and community development projects will need to be addressed. Coupled with our obligation to maintain existing resources, grant assistance could be vital in supplementing city budgets. Public Safety has a long history of having grants available, yet current staff levels and the other duties assigned necessitate that staff limit time spent researching, writing and implementing grants. If the City of Shakopee were to devote a single grant coordinator 10-15 hours a week in time spent solely working on the above tasks, I believe the city would significantly see more positive results from successful grants spanning every city department. These additional grants would still require active participation from various departments in order to be successful. However, I feel this position would free up current supervisors in each department and have an overwhelmingly positive impact on future budgets. 4