At a budget workshop, councilors and staff discussed reorganizing municipal departments so fewer units report directly to the city manager, proposing changes that would move parks, golf course and other functions under a public works or public‑service supervisor.

Speakers debated two principal approaches. One option would create a parks and recreation director focused on promotion and facility management; another (‘proposed 2’ in the workshop materials) would reallocate existing positions without adding head count, shifting the golf course, events, airport and Main Street responsibilities among current supervisors. One participant summarized the tradeoff: “You would just have a public works person above you,” and noted the intent was administrative rebalancing rather than a comment on individual performance.

Several staff members and councilors said the reorganization aims to reduce the administrative burden on the city manager so that the manager can focus on cross‑city issues. A speaker supporting the change said fewer direct reports would “free up that administrator to do a job of holistically looking at issues across the city.”

The discussion covered practical consequences: which current employees would absorb duties, whether certain employees (for example, the golf course manager) should remain focused on day‑to‑day operations, and whether salary adjustments would be required if supervisors took on materially more responsibility. Council members repeatedly cautioned that shifting duties could require pay adjustments and that staff capacity should be assessed before reassigning responsibilities.

Participants framed the proposals as budget‑neutral initial steps for the coming fiscal year: several speakers preferred the option that “doesn’t add any positions” and “shifts some people around” while reducing the number of direct reports to the city manager. No formal vote was taken; the conversation concluded with direction to “try it and see if it works” and to monitor employee performance and workload.

The workshop also discussed operational impacts on parks maintenance, mowing contracts and how staff assigned to park maintenance might be cross‑utilized for facility cleaning or jail duties after events; speakers emphasized the need to consult directly with supervisory staff to confirm capacity. The meeting did not adopt a final organizational chart during the session.