09-02-25 City Council Meeting Packet

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32 CITY OF LAKE ELMO, MN It should also be noted that the intention of this recommendation is not to segregate the Operators into utility and non-utility skillsets. Currently, there is no need to divide the Operators such that one Lead Operator leads the Utility Specialists and the other leads the non-Utility Specialists. All Operators should continue to be required to earn the licenses appropriate for their level (III, II, or I) and encouraged to advance their licensure. Rather, the intention is to ensure that those who respond to after-hours call outs are experienced, comfortable, and competent in working independently to solve whatever issues have arisen with utility infrastructure. Figure 19 below shows the proposed organizational structure of the Department and related functions with the addition of a Lead Operator and two new Operators, who are included as part of the Operators / Utility Specialists. (The Administrative Assistant position is discussed in Recommendation 7.) Finance Director (1 FTE) Public Works Director (1 FTE) Lead Operator A (1 FTE) Finance Coordinator (1 FTE) Payroll/Payables Clerk (1 FTE) Utility Billing Clerk (1 FTE) Administrative Services Director (1 FTE) Operators / Utility Specialists (5 FTE) Lead Operator B (1 FTE) Operators / Utility Specialists (5 FTE) Administrative Assistant (0.5 FTE) Asst. Public Works Director (1 FTE) City Administrator (1 FTE) Figure 19: Proposed Organizational Structure with Addition of Lead Operator and Operators Recommendation 6: Edit the Director’s job description to remove responsibilities for heavy equipment operation and add focus on public outreach and achieving strategic goals As cities grow, their organizations inevitably exhibit more specialization. In smaller Public Works departments or utilities, staff tend to “wear a lot of hats.” As they grow, however, this becomes less and less possible. This is largely a matter of scale; the more infrastructure in service, the more it needs care and attention, and this is beyond what any one person or group can do. Moreover, as organizations grow and specialize, staff aim to work at their highest levels, where they can provide the highest value for the organization. In response, more specialized job titles begin to appear in the organization: engineer, public information officer, GIS analyst, safety and training manager, etc.