ORGANIZATIONAL

ANALYSIS

Prepared by:

Mr. Stan Newton Consultant

Through:

Center for Economic Development Jacksonville State University

Jacksonville, Alabama (256) 782-5324

March 27, 2012

City of Anniston, Alabama 1128 Gurnee Avenue ● Anniston, Alabama 36201

Mailing Address: Post Office Box 2168 ● Anniston, Alabama 36202 Phone (256) 236-3422 ● Fax (256) 231-7632

The Honorable Gene D. Robinson, Mayor

Council Members: David Dawson ● Jay Jenkins ● Ben Little ● Herbert Palmore

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Table of Contents Section

Page

I. About Jacksonville State University ....................................................................................1

II. Procedures ............................................................................................................................2

III. History/Observations/Current Situation...............................................................................3 A. Form of Government..................................................................................................... 3

B. Population Change .........................................................................................................3

C. Tax Base Changes ..........................................................................................................4

D. City Services ..................................................................................................................4

E. Grant Opportunities .......................................................................................................4

F. McClellan Development Authority and the Fort McClellan Property...........................5

G. Public Transportation .....................................................................................................5

H. U.S. 431/I-20 Bypass .....................................................................................................5

I. Retail ..............................................................................................................................6

J. Relationship With Other Governments ..........................................................................6

1. Calhoun County .......................................................................................................6

2. City of Oxford ..........................................................................................................6

3. State of Alabama ......................................................................................................7

IV. Organizational Findings .......................................................................................................8

A. Leadership .....................................................................................................................8

B. Compensation ................................................................................................................8

C. Communication ..............................................................................................................9

D. Workloads and Adequacy of Number of Personnel ......................................................9

E. Experience......................................................................................................................9

F. Civil Service.................................................................................................................10

V. The Importance of Organizational Structure in Effective City Government .....................11

VI. Organizational Structure Evaluation ..................................................................................13

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Table of Contents (continued)

Section

Page

VII. Other Problems and/or Opportunities ................................................................................15

A. Need One .....................................................................................................................15

B. Need Two .....................................................................................................................15

C. Need Three ...................................................................................................................16

D. Need Four.....................................................................................................................16

E. Need Five .....................................................................................................................16

F. Need Six .......................................................................................................................17

G. Need Seven ..................................................................................................................17

VIII. Conclusion .........................................................................................................................18

Appendices .........................................................................................................................19

A. City Organizational Chart ...........................................................................................20

B. Finance Department Organizational Chart ................................................................21

C. Office of Planning and Economic Development Mission/Description ........................22

D. Planning and Economic Development Organizational Chart .....................................25

E. Public Works Organizational Chart ............................................................................26

F. Parks and Recreation Department Organizational Chart ...........................................27

G. Police Department Organizational Chart ...................................................................28

H. Fire Department Organizational Chart .......................................................................29

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I. About Jacksonville State University

Jacksonville State University (JSU) has a substantial commitment to public service and to

the development of human resources of our community. Founded in 1883, Jacksonville State

University has become a viable member of the state’s higher education community. Within JSU,

the Center for Economic Development and Business Research (CED) maintains a strong

commitment to lifelong education and the continuing development of leaders, enabling them to

meet the special and increasing demands of a complex and rapidly changing environment. By

providing services that directly aid government effectiveness, the Center for Economic

Development can assist elected officials and staffs in their duties.

We are pleased that you have asked us to assist in evaluating the needs of the City of

Anniston.

Disclaimer: The opinions expressed in this report are those of the author, or reflect the opinions of those persons interviewed by the author, and they do not necessarily express the opinion of Jacksonville State University and its administration.

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II. Procedures The methodology of assessing the City of Anniston’s organizational strengths and

weaknesses consisted mainly of personal interviews with twenty seven people who have

directional authority of some sort; from the mayor down through most, if not all, leadership

positions.

Inherent in these interviews was an acknowledgement of the mission as stated by the City

Council; to evaluate the effectiveness of city government and how that effectiveness is

influenced by existing organizational structure and while being cognizant of other relevant

issues. That stated goal, along with an assurance of confidentiality to employees to include a

promise that they would not be quoted, contributed significantly to openness and sharing of

departmental strengths and shortcomings, and personal suggestions as to improvements. Making

sure to stay true to that promise, this report will share general observations.

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III. History/Observations/Current Situation

A. Form of Government:

The City of Anniston has been governed by the City Manager/Council form since the

conversion from the Commission form in 1969. The City Manager/Council template has become

the most prevalent form of municipal governance in the United States in recent years. However,

it is more popular outside the south as evidenced by the fact that only nine cities in Alabama

currently choose to operate in this manner. The principle advantage of the City Manager/Council

method are that, theoretically, it places a professional, the City Manager, with appropriate

experience and training in the position of making daily decisions while also removing, or at least

diminishing, political influence in these decisions. Anniston’s current government and populace

seem to be reasonably content with this framework.

B. Population Change:

Anniston endured many shifts in conditions in the early to mid-1960’s with the civil

rights upheaval being but one. Concurrent with this turmoil was the discovery and eradication of

the poisonous polychlorinated biphenyl (PCB) environmental pollution in the area. Coinciding,

with a cause and effect relationship being vague, was a general population decline, with the

number of inhabitants going from the mid-forty thousand range to a stabilizing number

somewhere around 23,000 people, today’s approximate population. While projected to continue

to lose inhabitants, an additional 381 by 2015 according to an Environmental Systems Research

Institute (ESRI) report based off projections of the 2010 US Census, the precipitous decline is

thought to have abated.

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C. Tax Base Changes:

With the population decline, along with the development of I-20 just down the road in an

adjoining but separate political entity, came a decrease in tax revenue, especially sales taxes, as

the purchasing power of the area diminished. While the city’s portion of ad valorem taxes

basically kept pace with inflation, other city revenues did not. Tax sources, such as fees and

licenses, were not upgraded to be in keeping with competitive rates in surrounding

municipalities, denying the City of Anniston the monies needed to confront the many social and

physical changes taking place.

D. City Services:

In light of economic necessity, city services, both in quality and quantity, declined during

this period. This has presented a continual struggle from the onset of population decline up until

the recent stabilization of the last few years. Employee levels were adjusted to accommodate this

reality by the use of attrition; as employees left the city they were often not replaced.

E. Grant Opportunities:

Anniston has been fortunate to be deemed an Entitlement City enabling it to participate in

the Community Development Block Grant program (CDBG). Started several years ago and

continuing through today, the CDBG has provided the city an opportunity to better address

citizen needs. This federal Housing and Urban Development (HUD) administrated program has

gone through several administrators with somewhat of an inefficient history. The current

administrative body, Development Solutions, is believed to be doing a good job in listening to

the city’s input while making resource allocation decisions.

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F. McClellan Development Authority (MDA) and the Fort McClellan Property:

The transfer of 10,000 +/- acres to the City of Anniston at the closing of Fort McClellan

in 1999 has been an opportunity not realized, but with enormous potential for growth and tax

base expansion. Industrial, commercial, and residential opportunities await further development.

While the past attempts have generally proven futile, the current situation is felt to hold promise

as professionalism, and not so much political considerations, seem to be the driving force in

determining the use and allocation of these and supporting assets. In addition, the roadwork

expansion currently underway should add significant viability to the entire area. Additionally,

efforts are in the works to simplify the permitting and transfer processes to allow things to

happen in a more efficient and timely manner.

G. Public Transportation:

The Anniston Multi-Modal Center seems, by all accounts, to do an excellent job of

providing accessibility to many, if not most, of the city’s attractions and service stops. With a

six day a week operation, citizens are able to enjoy mobility not available in many towns of

similar size. Providing a point for community access to jobs, recreation, and other travel needs,

the facility supports downtown and future neighborhood revitalization efforts. Part of its

uniqueness is a design that provides for connections of bus, rail, pedestrian and bicycle (Chief

Ladiga Trail) transportation.

H. U.S. 431/I-20 Bypass:

The significant undertaking of the U.S. 431 Bypass connecting with I-20 is thought to

have enormous growth potential. However, inherent in this situation is the expectancy from the

public and the political arena that the effect will be much more immediate than past histories of

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traffic-way development predict. While certainly a positive move, the effects are likely to not be

seen immediately, but over the next few years if not decades.

I. Retail:

While being a major player in most economic environments, retail is usually the most

obvious sector to be recognized by the public as a symptom of economic decline. As discussed

earlier this has been the case with Anniston as the viability of older established areas has been

diminished by changes in traffic flows and wage earning opportunities. Based on the anticipated

results of the efforts of the McClellan Development Authority (MDA) at Fort McClellan, the

expected economic benefits of the U.S. 431/I-20 Bypass project, and the

acquisition/development of the current Anniston Middle School property on the west side of

Alabama Highway 21, the retail future for the city looks promising.

J. Relationships With Other Governments:

1. Calhoun County: There seems to be a cooperative relationship between the city and

county. This situation is often times one of contention as disagreements over physical

turf as well as the placing of political credit and blame often lends itself to a less than

cooperative atmosphere. That does not seem to be the case with Anniston and

Calhoun County. From the viewpoint of Anniston’s city government, the relationship

seems to be one of mutual support and benefit, a win-win situation.

2. City of Oxford: This relationship is one of competiveness with the realization that

both city governments operate under the bigger umbrella of Calhoun County; and as

partners in a regional economic base. A spirit of cooperation does exist with

probably the best example being the airport. With the facility being in the

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geographical area of Oxford but under the governmental authority of Anniston,

cooperation is deemed essential. And, to our best judgment, that is the current state

of affairs, but it is broadly perceived that under-utilization has not served either entity

well. A current study is under way with the goal of enhancing future opportunities for

a win-win solution; generating a result that is beneficial to all the players; Anniston,

Oxford, Calhoun County, and their respective citizens.

3. State of Alabama: Anniston’s working relationship with the State of Alabama seems

to be a good one. Opportunities lost, or almost lost, in state and federal matching

funds programs have been, for the most part, readdressed and are now moving

forward. The cooperative effort exhibited by the U.S. 431/I-20 Bypass is a good

example of the team spirit at play here.

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IV. Organizational Findings Having experienced the interpersonal battles that seem to be inherent in governments,

nonprofit organizations, chambers of commerce, school boards and the like, it was fully expected

that these conditions would be prevalent within the work force of Anniston. Much to our

surprise, we are pleased to report that among the ranks of the employees, the existence of in-

fighting, turf warring, and personal vindictiveness are, by every observable indication, at a very

low comparative level. As is human nature, when more than one person is involved in anything,

some conflict will occur; however, a spirit of cooperativeness prevails here. Without exception,

department heads spoke of their peers and counterparts as being willing to help in most any

given situation when needs arise; be it sharing of equipment or pulling extra duty in a pinch.

Non-supervisory employees also expressed this feeling of team and comradeship. To paraphrase

a reoccurring comment, the expression of “we pull together” was often repeated.

A. Leadership:

Generally speaking, managers and employees alike feel they have, within the city work

force, professional leadership that takes into account, along with the mission, their personal

concerns and situations.

B. Compensation:

While not an overriding concern for most employees, compensation was a point

occasionally mentioned in the interviews. Seeming to alleviate this potential problem was an

awareness of the current economy and the excellent benefit program offered as part of the total

remuneration package.

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C. Communication:

The level and sincerity of communication, an often cited frustration in organizations, did

not appear to be perceived as a major problem. Department heads and employees alike generally

believe what is expected of them is clear, with little ambiguity. And, they seem to feel

considerable freedom to voice their opinion as needs arise.

D. Workloads and Adequacy of Number of Personnel:

In doing a comparison survey of other cities of similar size it became apparent there is a

wide fluctuation of what is thought to be the correct number of people on a city’s payroll (in

terms of population/number of employees ratio). Anniston’s ratio of one employee for every

sixty one inhabitants is well within the range of these other municipalities; however, there is a

perception among the staff that many of the slots lost to attrition in leaner times need to be

replaced. Duplication in work assignments is an often stated frustration among city employees;

but it seems to be a minor problem here.

E. Experience:

It would truly be a staggering number if I had tallied the years of experience with the city

that is held by the twenty seven people interviewed. That, in itself, is a great intangible strength

for any organization and it is undoubtedly contributing to the overall effectiveness of city

operations. But to be realistic, as many of these people are nearing retirement age, it also

presents a problem for the future; or viewed from another perspective, perhaps an opportunity to

impose change by attrition.

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F. Civil Service:

It was somewhat unexpected, but generally speaking, the civil service working

arrangement was viewed as a positive thing. Regular employees see it as an insulator and

protector from potential abuses by the political system and instituting a sense of fairness into

promotion and salary decisions. Department heads in general, while sometimes frustrated by the

documentation requirements it places on supervisory authority to make needed personnel

changes, were supportive of this regimented system for the same reasons as the other employees.

Given that there were some comments made that the promotional eligibility tests are sometimes

out of date, looking further into this particular issue may be advisable.

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V. The Importance of Organizational Structure in Effective City Government City governments, like most organizations, evolve over time and tend to fluctuate in both

size and complexity as the nature of their operations become a function of economic and social

situations over which they have little or no control. Governmental organizations typically find

that the more complex they become in trying to cover new and more problematic situations, the

more difficult it is to effectively administer the services they provide to the public. The

organizational structure of the city government; the way departments, agencies and divisions are

arranged, is often the result of unrelated decisions made by different officials at different points

in time. The result can be a hodge-podge organizational structure that evolves in a fragmented

fashion and is characterized by a lack of unity and coordination among its many parts. Effective

administration of government – getting things done – is often difficult and expensive due to

duplication of effort, overlapping functions, and lack of coordination and cooperation among

departments. Conflicting administrative policies and procedures that become ingrained over time

contribute to organizational calcification and resistance to change. Problems of turf between

departments, overstaffing in some departments and understaffing in others, slow moving

activities, and high costs are among the most common symptoms of a need for governmental

restructuring and rethinking of the way a city carries out its business.

Creating a results-oriented governmental organization involves a process of consciously

and deliberately integrating the separate administrative functions of the city into one cohesive

unit. Building a capable government to carry out the work of a city depends largely on

developing a good internal organization and competent personnel. These critical elements are the

result of strategically designing an organizational structure that has a logical arrangement of the

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city’s work among departments. Building a capable organization as a system consists of many

interrelated and interdependent parts that must function together as a whole.

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VI. Organizational Structure Evaluation

Organizational structures are basic and fundamental unless skewed by the

aforementioned situations. Anniston seems to have avoided this pitfall as it adjusted to declining

fortunes over the past several decades. Its current structure is plain, easy to understand, and

uncomplicated (Appendix A). These features are in keeping with an orderly flow of work with

little duplication or ambiguity.

The recent adaptation of moving Building Maintenance to Public Works was in keeping

with the philosophy of placing responsibility in a department most able to handle it. In this case,

the Public Works Department is by definition a maintenance organization. And with its director

being a structural engineer, it seems to be a most logical fit (Appendix E).

Somewhat of a disparity is the organizational layout of the Finance Department as it

depicts individuals being assigned to certain responsibilities without clear lines of accountability

or authority. This observation is not to suggest a remake of the Finance Department structure as

it seems to operate quite efficiently with employees knowing their responsibility, taking

initiative, and working in a congenial atmosphere. Organizational charts are vital tools as they

are diagrams showing the positions that have legitimate power to direct responsibility and

accountability to people below them in the hierarchy. What they do not show is the quality of

the people holding these positions. It may be pertinent to take note that this efficiency, in light of

an unorthodox organizational arrangement, may be a function of the quality of the particular

person(s) who currently hold these positions. This is to suggest, that if significant changes in

personnel should occur, via attrition or otherwise, a re-evaluation of this set-up may be advisable

(Appendix B).

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The addition of an official planning entity, the Office of Planning and Economic

Development, into Anniston’s city government is believed to be of enormous importance. Being

on a level with other city departments, it will provide a central approval and coordinating

function for the various city tentacles that come into play in the development of municipal

resources and will simplify the process. This effort will place Anniston in a much more

competitive position as it tries to attract industries as well as residential and commercial

developments. Proposed staffing includes a city planner and five supporting positions. The

proposal requesting this new department, along with its descriptive organizational chart, is

included as Appendices C and D.

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VII. Other Problems and/or Opportunities

Concurrent with the organizational research for the city, related problem/opportunity

areas came into focus. While not arranged in an order of priority the following are some of those

thought to be among the most pressing.

A. NEED ONE

Address the issue of deteriorating property in the city’s neighborhoods. Numerous

abandoned houses and empty lots dot the city’s landscape. These properties are placing a burden

on Anniston’s tax payers as they require diligent maintenance. Making sure to follow current

Alabama legal protocol as determined by the city attorney, Anniston would be better served if

many of these properties were placed into private hands through established condemnation and

resale procedures. This would improve property values along with the perception and reality of

Anniston’s inherent quality of life and encourage positive resident community participation.

B. NEED TWO

Somewhat in keeping with the above suggestion, a further cost efficiency could be

realized by an analysis of the park and recreational facilities inventory with a goal of retaining an

adequate number of quality structures and equipment in appropriate locations within the city.

The current inventory is a reflection of the city’s needs, all the way back to the sixties, when the

city population was much larger. The result of this situation is that there are too many

underutilized public properties that are taxing the available maintenance resources. While

making sure to stay within Alabama’s legal code, transfer of ownership of any

properties/facilities found to be in excess could be handled by the similar procedures as those

suggested with the private property transfers discussed above.

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C. NEED THREE

Believing educational opportunity is a valid and perceived parameter with which to make

a judgment of the quality of life available in a given community, find ways, be it financial

support, the establishment of charter schools or other public policy initiatives, to assist the city’s

educational system as their leaders strive to improve the quality and image of Anniston’s City

Schools.

D. NEED FOUR

Tackle the elephant in the room; the mistrust felt by a portion of the minority community

toward the Police Department. Strive to build a healthier relationship between the city judicial

and law enforcement system and Anniston’s citizens. The opening of the new justice center

would be an ideal opportunity to launch a new program of openness, communication, and

partnership.

E. NEED FIVE

In accordance with Mr. David Rusk, in his study of American Urban Policy, economic

growth and prosperity are most often inextricably linked to both geographic and population

growth. Annexation is a principle and often used tool to accomplish this, as has been witnessed

by the growth of Anniston’s neighbor to the south. With the Waterworks and Sewer Board

charged with the responsibility of serving both the City of Anniston and Calhoun County, the

exclusive power to offer utilities, namely water and sewer, to newly annexed areas is effectively

denied to the City of Anniston. The enticements of such services are often available to

municipalities in their efforts to sell adjoining areas on the benefits of becoming part of the

metropolitan entity. Faced with this reality, initiate efforts to find other ways to convince

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surrounding communities of the value in joining the county seat. Professional fire protection,

increased security surveillance, lower insurance rates, better road maintenance, efficient trash

pick-up, and other cooperative benefits could enhance these efforts.

F. NEED SIX

Creative, out of the box thinking can be very important. Just as an example, consider

starting a recycling program. Recycling or other innovative ideas may incur a cost; but they

could be an asset in painting the picture of Anniston’s catching the Green Wave of the future.

Things/thoughts like this could be instrumental in promoting Anniston’s image as a community

that is embracing the concepts of the 21st century.

G. NEED SEVEN Understanding that I, as an unbiased consultant, was retained to evaluate any and all

conditions that are part of the fabric of Anniston’s city government I would be remiss if I failed

to mention the negative perception being cast by the ongoing political turmoil reported weekly

by the local media. While personal differences exist in any organization, often especially at the

top, public display of such differences does not come without a penalty. If this perception could

be realized to have the detrimental effect that it is having and consequently addressed in a

positive manner it is thought, by Anniston’s employees and citizenry alike, that the city’s future

could be significantly brighter.

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VIII. Conclusion

The City of Anniston is not broken. Actually, due to its base of quality employees, it

appears to be functioning in a reasonably efficient manner. This study may be viewed in the

context of an individual who for one reason or another neglected to get their physical check up

for a few years. And, upon realization of this oversight decided to be examined for precautionary

purposes and was quite delighted that, while not in perfect shape, basically they were determined

to be in pretty good health. From an organizational standpoint, to include the quality of its

employees and their commitment, this is the case for the City of Anniston.

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Appendices

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Finance Planning and

Economic Development

Public Works PARD Police Fire

City Attorney Property Acquisition & Disposal

Administrative Assistant

CDBG (Professional Service Contract)

Boards and Commissions City Manager

DT Redev Authority Public Building

Authority City Court Judge

City Council

Appendix A: City of Anniston Organizational Chart

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Finance Director

Assistant Finance Director

Admin. Assistant (Cash Management)

City Clerk Fixed Asset Management Purchasing

Personnel Specialist

Human Resources

Accountant Revenue

Compliance Officer

Accounting Specialist &

Accounts Payable

Account Clerk Finance, Accounts

Receivable & Licensing

Account Clerk Finance, Accounts Payable & Licensing

Account Clerk Payroll

Account Clerk Finance

(Purchasing/ Garbage)

Appendix B: City of Anniston Finance Department

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MISSION STATEMENT:

The Anniston Office of Planning and Economic Development, under the direction and organization structure of the City Manager, works with the city, its development authorities and its leadership to attract, create, grow, redevelop and retain businesses and jobs through competitive incentives and meaningful targeted marketing and support. The office provides efficient development support services addressing all facets of the community and its needs for both sustainability and growth. Working with partners across business, education and non-profit sectors, the office is helping to change the trajectory of Anniston’s economy by purposefully redesigning the business support approach, increasing regional competitiveness and enhancing the economic, social and cultural climate of Anniston, and fostering prosperity for all Annistonians. Under the direction and guidance of the City Manager, the city’s Community Development Block Grant (CDBG) Program will work closely with the Office of Planning and Economic Development to maximize resources for programs and developments. CSBG can function as the Office of Community Development. This program develops and works with city staff and city leadership, its programs and budget to meet the goals and objectives of the Department of Housing and Urban Development (HUD) and the city’s needs. There will be an ongoing service connection to CDBG to provide planning assistance, technical inspection and code enforcement support to the programs and projects developed by CDBG. This includes programs to be developed which incorporates direct staff involvement in CDBG activities. In order to further define the roles of staff for the office, you must first identify your

customers:

1. Citizens

2. Contractors 3. Realtors 4. Bankers 5. Mortgage Companies 6. Developers 7. Project Managers 8. Prospectors 9. Inquiries/responses to telephone and electronic communication 10. City Departments

Services provided by the Office of City Planning and Economic Development

1. Planning and Zoning Information 2. Staff Plan Review coordination (pre- plan and pre-permitting)

Appendix C: City of Anniston

Office of Planning and Economic Development

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3. Permitting Services coordination 4. Electrical, Plumbing and other technical inspection guidance and service coordination 5. Coordination with public utilities 6. Site visits for development coordination 7. Pre and post inspections 8. Zoning code enforcement 9. Building inspections, demolition review and abatement procedure 10. Coordination with city fire marshal 11. Citizen response to planning and development issues 12. Coordinate with Alabama Department of Transportation and Calhoun County

Transportation and Engineering 13. Coordination with Calhoun County Economic Development Council, Chamber of

Commerce, and all economic development entities requiring information and services. 14. Coordinate with city departments to respond to council requests and follow up. 15. Review and update city zoning and development policies for recommendations and

maintaining currency. 16. Provide assistance to small business as it relates to expansion needs, property information

and coordination with other agencies to help ensure the retention of business. 17. Work with corporate entities (commercial service firms and chain retailers) in providing

information for expansion and location to the community for the city’s Commercial Development Authority or other identified economic development group/structure.

18. Develop and maintain a property data base in conjunction with realtors and other data bases

19. Utilize target marketing software to provide support information to the Commercial Development Authority for prospective developments.

20. MAINTAIN CUSTOMER SATISFACTION AND REVIEW DEVELOPMENT POLICES FOR EFFICIENCY

The staffing of this office would include: City Planner - Mr. Toby Bennington, AICP

Staff Planning Assistant (position to be created)

Economic Development Assistant (position to be created)

Supervisor of Inspections/Technical Inspector – Mr. Lee Willis

Technical Inspector – Mr. Larry Talley

Administrative Secretary – Ms. Glenda Carlisle

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The Administrative Secretary will continue to work and coordinate schedules, communication and support with Public Works Administrative staff for office and department’s efficiency. STAFF SUPPORT TO PLANNING AND ECONONOMIC DEVELOPMENT FROM PUBLIC WORKS Code Enforcement – Ms. Tana Bryant The Engineering Division will be under the Public Works Department. Staff support from Engineering will be defined by task and coordination as it relates to the fulfillment of customer service for the Office of Planning and Economic Development. For Planning and Economic Development needs, GIS Services will be coordinated with the East Alabama Regional Planning and Development Commission. This is coordinated planning and transportation work in conjunction with projects and plans. All information will also have a repository with the City of Anniston, Engineering Division.

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Building Inspector (Electrical)

Building Inspector

Planner (vacant)

Eco Dev Spec (vacant)

Administrative Assistant

Planning and Economic Development

Appendix D: City of Anniston Planning and Economic Development

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Appendix E: City of Anniston Public Works Department

Environmental Department Inspections Building

Maintenance

Public Works Administrator

Street Department

Garage Department

Code Enforcement

Engineering Division

Electrical Division

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CARVER CENTER

HODGES CENTER

SENIOR CITIZENS CENTER

SOUTH HIGHLAND

JAMES H. WIGGINS

SPORTS COMPLEX AQUATICS

SPORTS COMPLEX FITNESS

THERAPEUTICS

ASST. ATHLETIC DIRECTOR Vacant

YOUTH SPORTS COMPLEX (Athletics)

WOODLAND PARK (Athletics)

CONCESSIONS

GROUNDS MAINT Youth Sports Complex

GROUNDS MAINT Woodland Park

CANE CREEK GOLF/THE HILL PROGRAMS DIRECTOR ATHLETIC DIRECTOR CITY MEETING CENTER PARK MAINT

PARD Director

ADMIN ASSISTANT

CLERK TYPIST

Appendix F: City of Anniston Parks and Recreation Department

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Appendix G: City of Anniston Police Department

Chief Of Police

TRAINING INSPECTIONS LIEUTENANT

(INTERNAL AFFAIRS) ADMINISTRATIVE ASSISTANT

TRAINING OFFICER

POLICE ACADEMY RECRUITS

CALHOUN COUNTY DRUG TASK FORCE CAPTAIN

INVESTIGATOR

INVESTIGATIVE DIVISION UNIFORM DIVISION ADMINISTRATIVE DIVISION

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Appendix H:

City of Anniston Fire Department

Station #1

Station #2

Station #3

Station #4

Station #6

Fire Chief

Training Officer

Assistant Chief A

Assistant Chief B

Assistant Chief C

Fire Inspection Officer

Administrative Assistant

Station #5