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HomeMy WebLinkAbout1994-03-21; City Council; 394-4; Parks and Recreation Department ReorganizationPARKS & RECREATION COMMISSION - AGENDA BILL D«=PT TITLE:PARKS AND RECREATION DEPARTMENT REORGANIZATION (INFO) RECOMMENDED ACTION: Accept and file staff report. ITEM EXPLANATION; As of March 7, 1994 the Parks and Recreation Department has merged with the Utilities and Maintenance Department to form the Community Services Department (Exhibit 1). The merger comes as a result of efforts to realign and downsize the organization by better utilizing human resources while providing more effective and efficient service to the citizens of the community. Staff will present a verbal update. EXHIBITS; 1. City of Carlsbad News Release - March 9, 1994 2. Memo to City Manager - March 1, 1994 3. Parks and Recreation Table of Organization 018 Citv of Carlsbad Parks & Recreation Department March 9, 1994 NEWS RELEASE Keith Beverly Sr. Management Analyst 434-2827 The City of Carlsbad has announced a reorganization and merging of two City departments. As of March 7,1994, a Community Services Department has been established to combine the services currently provided by the Utilities & Maintenance and the Parks and Recreation Departments. The formation of the new Community Services Department was implemented as a result of efforts to better utilize the human resources throughout the organization and to provide more effective and efficient service to citizens of the community. As a result of receiving the pending resignation of Ralph Anderson, the City's Utilities and Maintenance Director for the past seven years, his anticipated departure affords the opportunity to realign and downsize the organization by the elimination of two management positions resulting in a salary and benefit savings of approximately $160,000 per year. The realignment will create stronger roles for superintendents and supervisors in managing their functional areas of responsibilities and will provide a more cost-effective means of continuing to meet the service demand of the community. • * The new Community Services Department will be directed by David Bradstreet who has provided leadership to the Carlsbad Parks and Recreation Department for the past 17 years. In addition to continuing with those duties, Bradstreet will now combine with, and also assume the responsibility for the operation of the Streets, Facilities, and Fleet Maintenance Divisions. EXHIBIT 1 U J.O Driv* • Oarlaoad, California tioo March 1,1994 TO: CITY MANAGER FROM: ASSISTANT CITY MANAGER ORGANIZATIONAL REALIGNMENT The pending departure of the Utilities & Maintenance Director presents an opportunity to realign and downsize the organization in these difficult economic times. The following outlined organizational structure will allow for the down-sizing of the organization by the elimination of two management positions. Through the realignment of reporting relationships, and the transfer of certain tasks and functions, a more economic and efficient organization will be achieved through better utilization of human resources throughout the organization. The following organizational alignment may be subject to future changes, and as we gain more experience, additional transitions or realignments may occur. However, it is anticipated that the realignment will be in existence for at least the next fiscal year. The realignment will create stronger roles for superintendents and supervisors in managing their functional areas of responsibilities. As City personnel gain experience in working with this new alignment, it is hoped that opportunities will occur for further streamlining and realignment to achieve even greater efficiencies. Everyone involved will be encouraged to look for additional opportunities to provide more cost-effective means of continuing to meet the service demands of the community. The following realignment has been developed after review and discussion with a number of managers throughout the organization. It is clear, and has been clear, that the Utilities & Maintenance Department, and its various divisions, have been performing well and meeting all of its maintenance responsibilities. During the organizational review, some concern was raised regarding the possible dispersal of maintenance functions throughout the organization, as well as concern that if things were working fairly well now, why change them. If it's not broke, don't fix it! Those concerns were taken Into consideration in developing this realignment, as well as the need to try to economize, down-size, and flatten-out the organization. The realigned organization will place most maintenance functions within the newly aligned department (which will need to be re-named to reflect its changed scope of responsibility) and allow for the possible further realignment and combining of functions to achieve even greater economies and efficiencies. That opportunity will need to be examined and analyzed by the involved City personnel, and we are all encouraged to look for the opportunity to achieve those kinds of outcomes. 020 EXHIBIT 2 City Manager - Organizational Realignment March 1, 1994 Page 2 Effective March 7, 1994, reporting relationships will be changed as indicated on the attached organizational chart. The Utilities & Maintenance Director will continue to report directly to the Assistant City Manager and will be reassigned to the City Manager's Office. The Utilities & Maintenance Director will continue to provide staff support on solid waste management issues until the effective date of his resignation. City personnel who currently report to the Utilities & Maintenance Director will report to the Parks & Recreation Director, as indicated In the organizational chart. Certain functions such as the pavement management contracts (overlay, chipseal, slurry seal, and the curb, gutter and sidewalk contract) will be transferred to the City Engineer after a transition plan and timetable is worked out. It is anticipated that existing division and department budgets will remain unchanged during this fiscal year; however, there may need to be minor readjustments. Budgets for the 1994 and 1995 fiscal year will need to be revised to reflect the realigned organization. The existing administrative division of the Utilities & Maintenance Department will re-locate to Oak Street as soon as the remodel is finished. A significant amount of work will be needed in order to accomplish a smooth and orderly transition to this new organizational alignment. Dave Bradstreet and I expect to work with all divisions and personnel in the newly aligned organization in order to identify issues that need to be addressed and resolve them in a logical and orderly manner in order to achieve a smooth transition. It is not possible to anticipate all transitional issues that will arise, and it is probably the best approach to allow those who are involved in accomplishing the tasks and the work to develop the means, method, and organization to insure the deliverance of quality services. FRANK MANNEN ma Attachment 021 O O S ol=f. w S o =5-• a wo 3 cr 1° S| rr a 3 Q)~ 022 ii ! 3! o315 i ii m 73 om01 om 023 EXHIBIT 3