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if there are new work order requests. Additionally, the superintendent has to perform <br />several administrative steps in order for NaviLine to print the work order. <br />7. The Survey Party Chief job description should be updated. The job description does <br />not match the current duties of the position. <br />8. GIS Division: <br />i. The non-GIS tasks assigned to the GIS Manager should be shifted to other staff <br />members so that the GIS manager can appropriately focus on development of <br />the GIS and management of GIS-related personnel. If the efficiency and <br />automation recommendations related to the Inspections Services Technicians <br />are implemented, those individuals should be freed up to assist with more <br />productive work. <br />ii. Provide additional GIS and Laserfiche licenses and training to relevant <br />Inspections Division staff members to allow staff to obtain information more <br />directly without having to involve the GIS Manager. <br />iii. Properly fund and execute the GIS development program to facilitate data <br />availability for customers. A more functional GIS will improve the public's ability <br />to get the information they need to prepare better plan submittals, and will free <br />up staff time currently occupied with manually obtaining that data for <br />customers. <br />Organizational Culture Recommendations <br />This engagement has identified many process issues within the Planning Department. It is believed <br />that making the changes that have been identified in the first part of this report will bring <br />immediate results. It is also believed that to ensure a more complete and more meaningful change <br />in the organization, more than just process should be addressed. In the research many gaps in the <br />Departments' organizational culture were identified. These findings and recommendations are <br />addressed below. It is also believed there is a need to better align the organizational culture of the <br />Planning Department with the philosophy of the City Council. Working together the Department and <br />the Council can place the City on a better tract toward the same goals and ensure success both with <br />these organizational and process changes, but the success of the City. <br />H. Mission & Goals <br />Findings <br />There is an opportunity to enhance the department employee's understanding and buy -in for the <br />mission and goals of the City and Council and management for the department. Developing <br />15 Planning Department Review Mueller Management/Ron Cox Consulting <br />