HomeMy WebLinkAbout04/28/1998, Agenda & STUDY SESSION TO REVIEW PUBLIC WORKS DEPT WORKLOAD AND RESOURCES .� Agenda Distribution List
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Council Agenda Tues..,y, April 28, 1998
COUNCIL LIAISON REPORTS (not to exceed 15 minutes)
Council Members report on conferences or other City activities. Time limit-3 minutes.
STUDY SESSION
1. PUBLIC WORKS DEPARTMENT WORKLOAD AND RESOURCES
(McCLUSKEY/101-09 -1.5 hr.)
Consideration and review of Public Works Department workload and resources.
♦ RECOMMENDATION: 1) Receive information and provide general direction for
resolving backlog of CIP projects and backlog of traffic engineering; 2) receive a report
and presentation by Ralph Andersen &Associates titled Overview of Current Workload
and Staffing Requirements Study for the Engineering Division of the Public Works
Department, and, 3) direct staff to return with specific recommendations for the 1998-99
budget, including recommendations for strengthening the department's capacity to
address complex policy issues.
COMMUNICATIONS(not to exceed 15 minutes)
At this time, any Council Member or the City Administrative Officer may ask a question for clarification,
make an announcement, or report briefly on his or her activities. In addition, subject to Council Policies
and Procedures, they may provide a reference to staff or other resources for factual information, request
staff to report back to the Council at a subsequent meeting concerning any matter, or take action to direct
staff to place a matter of business on a future agenda (Gov. Code Sec. 54954.2).
A. ADJOURN TO CLOSED SESSION.
CONFERENCE WITH LABOR NEGOTIATOR - Pursuant to Government Code §
54957.6
San Luis Obispo Police Officers Association
Agency Negotiator: Ann Slate
B. RECONVENE IN OPEN SESSION TO REPORT ON ACTION TAKEN.
C. ADJOURN TO TUESDAY, MAY 5, 1998 AT 6:00 P.M. IN THE COUNCIL
HEARING ROOM-
2
01
council agenda
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CITY HALL, 990 PALM STREET
Tuesday, April 28, 1998
1.1:30 A.M. ADJOURNED REGULAR . Council Hearing Room
MEETING 990 Palm Street
CALL TO ORDER: Mayor Allen K. Settle
ROLL CALL: Council Members Bill Roalman, Dave Romero, Dodie
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PUBLIC COMMENT PERIOD(not to exceed 15 minutes total)
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Council Agenda Tuesnay, April 28, 1998 ,
COUNCIL LIAISON REPORTS(not to exceed 15 minutes)
Council Members report on conferences or other City activities. Time limit-3 minutes.
STUDY SESSION
1. PUBLIC WORKS DEPARTMENT WORKLOAD AND RESOURCES
(McCLUSKEY/101-09 -1.5 hr.)
Consideration and review of Public Works Department workload and resources.
+ RECOMMENDATION: 1) Receive information and provide general direction for
resolving backlog of CIP projects and backlog of traffic engineering; 2) receive a report
and presentation by Ralph Andersen &Associates titled Overview of Current Workload
and Stang Requirements Study for the Engineering Division of the Public Works
Department; and, 3) direct staff to return with specific recommendations for the 1998-99
budget, including recommendations for strengthening the department's capacity to
address complex policy issues.
COMMUNICATIONS (not to exceed 15 minutes)
At this time, any Council Member or the City Administrative Officer may ask a question for clarification,
make an announcement, or report briefly on his or her activities. In addition, subject to Council Policies
and Procedures, they may provide a reference to staff or other resources for factual information, request
staff to report back to the Council at a subsequent meeting concerning any matter, or take action to direct
staff to place a matter of business on a future agenda (Gov. Code Sec.54954.2).
A. ADJOURN TO CLOSED SESSION.
CONFERENCE WITH LABOR NEGOTIATOR - Pursuant to Government Code §
54957.6
San Luis Obispo Police Officers Association
Agency Negotiator: Ann Slate
B. RECONVENE IN OPEN SESSION TO REPORT ON ACTION TAKEN.
C. ADJOURN TO TUESDAY, MAY 5, 1998 AT 6:00 P.M. IN THE COUNCIL
HEARING ROOM.
2
council AQcnba
CITY OF SAN LUIS OBISPO
CITY HALL, 990 PALM STREET
Tuesday, April 28, 1998
Following Council CLOSED ESSI,ON.
Meetin C•,ouncil:Heaong.Room
g 990 a,10street
ITEM CHANGE:
CONFERENCE WITH LABOR NEGOTIATOR - pursuant to Government Code § 54957.6
Agency Negotiators: Ann Slate
Ken Hampian
Represented Employees: San Luis Obispo Police'Officers Association
ITEM ADDED:
CONFERENCE WITH LABOR NEGOTIATOR - pursuant to Government Code § 54957.6
Agency Negotiators: John Dunn
Ann Slate
Unrepresented Employees: Management
Posted 4/27/98
council ''f'7z 8 Yo
j acEnaa nEpoin
C I T Y OF SAN LUIS O B I S P O
v
FROM: Mike McCluskey, Public Works Director
Prepared By: David Elliott, Administrative Analyst
SUBJECT: Study Session to Review Public Wor epartment Workload and
Resources
CAO RECOMMENDATIONS:
1. Receive information about the workload in Public Works Department and provide general
direction for resolving two main problems: a backlog of CIP projects and a backlog of traffic
engineering
2. Receive a report and presentation by Ralph Andersen & Associates titled Overview of
Current Workload and Staffing Requirements Study for the Engineering Division of the
Public Works Department, City of San Luis Obispo
3. Direct staff to return with specific recommendations for the 1998-99 budget, including
recommendations for strengthening the department's capacity to address complex policy
issues
REPORT-IN-BRIEF
As the economy has improved,expectations have risen, and Public Works has received more and
more requests for service and problem solving. One indication of this growing demand is that
Public Works has been assigned an increasing number of major City goals,Council goals, CIP
projects, Council agenda items, hot-file requests, and individual Council member requests.
The demand for some additional Public Works services has outstripped the ability to deliver
those services in a timely way with existing resources. This situation is particularly acute in two
areas: CIP project management and traffic engineering.
Since 1991-92 the number of CIP Project Engineering employees has dropped from 15.9 to 11.0,
while the annual value of projects assigned has risen from$2.3 million to $8.9 million. Without
additional resources over the next three years, the project design staff will be able to produce
only 63 percent of its assigned project workload and the inspection staff will be able to manage
only 33 percent of its assigned project workload. The additional project workload has also
increased the amount of associated clerical work. A workload and staffing analysis prepared
recently by Ralph Andersen & Associates verified the need for additional project management
resources and confirmed that the overall productivity of the design engineering staff in Public
Works is in line with the engineering staffs in other California cities and in local private
engineering firms.
The Traffic Engineer cannot perform vital professional engineering work because she is
overloaded with routine,but important, technician-level tasks. Professional tasks which have
been and will be deferred include full implementation of the City's computer traffic model,
completion of the traffic signal interconnection project, and development of neighborhood traffic
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Council Agenda Report-Additional Resources for Public Works Activities
Page 2
management plans.
Public Works is seeking general direction from the Council about the department's workload and
priorities. Following this direction, staff will prepare detailed recommendations, as necessary,
for the 1998-99 budget.
DISCUSSION
Background
At a recent meeting the Council requested a comprehensive look at the workload and priorities of
the Public Works Department.
Responding to organizational effectiveness efforts and various revenue reductions in the early
1990's, Public Works cut back its regular and temporary staffing from 99.1 full-time equivalent
(FTE) employees in 1992-93 to 76.8 FTE employees in 1993-94. Since then, a net 10.2
additional FTE employees have been added for.
• management of enhanced transportation services
• development of new GIS services
• maintenance for two new parks
• administration of transferred CIP project administration duties
• maintenance for new buildings
• enhancement of street sweeping frequency in the downtown
• temporary project inspection services
• management of a newly adopted Pavement Management Plan
Despite these additions, Public Works still has 12.1 fewer employees than it had in 1992-93.
Detail of the Public Works staffing from 1991-92 to 1997-98 is shown in Exhibit A.
Through various technology improvements and ongoing training exercises (focused mainly on
communication, teambuilding, and process redesign),Public Works has been able to maintain
most previous service levels with little sacrifice in quality. As the economy has improved and
City revenues have risen, though, expectations have also risen among citizens, Council members,
and internal customers. Public Works is receiving a growing number of requests for service and
problem solving, as summarized in the following table:
No. I Period Detail
Major City Goals 8 July 1997 to June 1999 Exhibit B
Other Council Goals 9 Juli 1997 to June 1999 Exhibit C
CIP Projects 73 July 1997 to June 1999 Exhibit D
Council Agenda Items 90 March 1997 to February 1998 Exhibit E
Hot File Requests 33 March 1997 to February 1998 Exhibit F
Individual Council Member Requests 1 28 1 January 1998 to March 1998 N/A
As shown above, during the fust three months of 1998 Public Works received 28 requests from
individual Council members for information, study, or action on various issues. While the
Council's policies and procedures assure that staff responds to these individual requests (often
made on behalf of citizens), these procedures also stipulate that responses should take no more
�Z
Council Agenda Report-Additional Resources for Public Works Activities
Page 3
than one or two hours of one employee's time. The procedures also state that requests which will
apparently exceed that time standard should be assigned to staff by the full Council. In reviewing
individual requests over the last three months, Public Works has realized that far more than one
or two hours have been spent on some requests. Public Works will try to 1) be more attentive to
the established time standard and 2)refer more complex requests to the entire Council for
possible assignment to staff.
In addition to individual Council member requests, at Council meetings the Council often refers
matters to Public Works for study and investigation. These requests usually arise during the
public comment period, the communication period, or the discussion of agenda items.
Many of the referenced agenda reports addressed complex policy issues associated with projects
such as the Parking and Downtown Access Plan, creek bank repairs, the Marsh Street Garage
expansion, the Higuera Street Bridge replacement, the Multi-Modal Transportation Center, and
neighborhood traffic management. These kinds of issues require not only technical resources but
an enormous investment of policy analysis, management direction, and administrative
coordination.
As a consequence of the increased demand for services and information, some Public Works
programs cannot deliver expected services with existing resources, despite continued
productivity improvements. Seven specific problems have arisen:
• A backlog of CIP projects
• A backlog of traffic engineering
• A backlog of technical building maintenance
• A backlog of tree pruning
• Inefficiency in scheduling and measuring maintenance work
• A need to expand GIS services
• A lack of management and analytical resources for addressing complex policy issues
This report focuses on describing in detail the first two problems, which seem to be most acute.
Staff will not recommend specific solutions to any of the seven problems listed until receiving
general direction from the Council during the study session. Recommendations for resolving
these problems will be included in budget requests for 1998-99, which the Council will review in
June 1998.
The Backlog of CIP Projects
The table on the next page shows two trends over the 10-year period from 1991-92 to 2000-01:
1)the reduction in CIP Project Engineering employees and 2) the increase in the value of CIP
projects assigned to CEP Project Engineering.
Detail of the staffing distribution for CEP Project Engineering is shown in the attached Exhibit G.
Detail of the project types is shown in Exhibit H.
Council Agenda Report-Additional Resources for Public Works Activities
Page 4
Value of
Projects
CIP Project Assigned to
Engineering CIP Project
Em to ees En 'Hearin
1991-92 15.9 $2.5 million
1992-93 14.9 $2.4 million
1993-94 10.0 $3.2 million
1994-95 10.0 $3.3 million
1995-96 10.0 $4.9 million
1996-97 .10.0 $7.1 million
1997-98 12.2 $14.2 million
1998-99 11.0 $5.6 million
1999-00 11.0 $9.5 million
2000-01 11.0 $6.3 million
Despite a 37 percent reduction in staff,the project engineering team was able to accomplish its
annual project workload pretty well until 1995-96. From that point on, though, uncompleted
projects began to accumulate, and the current backlog of work stands at$7.6 million.
Need for Design Resources
As the backlog of projects became apparent toward the end of 1995-96, Public Works began to
analyze the anticipated project workload and the ability of the design engineers to accomplish it.
Experience showed that each year one engineer could either 1) design about$1.0 million worth
of projects or 2) manage consultant design for about$2.3 million worth of projects. At that rate,
the three design engineers could design only about 65 percent of the $6.6 million annual project
workload. Since then, through a combination of teambuilding,process reengineering, and the
introduction of new design software, the engineers have raised productivity enough so that one
engineer can now design about$1.5 million worth of projects.
As mentioned, on April 14, 1998 the Council conceptually approved adding one design engineer
to the regular staff in order to help design and manage the Pavement Management Plan projects.
With three engineers each working on$1.5 million worth of in-house design and one engineer
managing $2.3 million of consultant design each year, the project design staff can now produce
$6.8 million worth of projects annually. But the value of projects assigned to the team from
1997-98 to 2000-01 amounts to an average of $8.9 million each year. And if the current backlog
of$7.6 million is added in, the annual average jumps to $10.8 million. Without additional
resources, the project design staff will be able to produce only 63 percent of the assigned project
workload over the next three years.
Why can one engineer design $1.5 million worth of projects but only manage$2.3 million of
consultant design? As shown in Exhibit H, the projects designed in-house are the routine, year-
in-year-out projects (like water main replacements and street reconstructions), which tend to be
relatively simple and straightforward. On the other hand, projects assigned to consultants are
more complex (like bridges and parking garages) and call for specialized architectural, structural,
and landscape design skills. They typically require various permits and complicated reviews of
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Council Agenda Report-Additional Resources for Public Works Activities
Page 5
environmental impact,land use compatibility, and architectural suitability. Often they entail
citizen outreach efforts like town hall meetings. In many cases, they are financed by state and
federal grants, which have myriad special conditions. And they always need painstaking
planchecking to ensure design standards are met. In short, the projects assigned to consultants
are fundamentally different and require a high level of oversight and coordination.
Need for Inspection Resources
Of course, design is only an initial step in completing a project. Once a project is under
construction, it requires inspection and contract management to ensure adherence to
specifications.
Precisely determining the amount of inspection time needed for the annual CIP project workload
is difficult. Although the level of some inspection work varies with construction value, every
project-- small or large, simple or complex, long-term or short-term—requires a certain portion
of inspection work which is fixed regardless of value. Also, annual weather patterns can
significantly alter anticipated project construction times. Nonetheless, based on recent
experience,Public Works has calculated that the current annual CIP project workload requires
about 5,400 hours of inspection each year. Currently, there is only one regular inspector assigned
to the general CIP project inspection workload. (There are two other regular inspectors. One is
assigned to development projects, and the other is assigned exclusively to trench repairs,
sidewalk ramps, permit inspections, and investigation of complaints regarding infrastructure.)
Assuming a full-time employee works 1,700 productive hours per year, the regular inspector will
be able to manage only 33 percent of the assigned project workload over the next three years.
(For 1997-98, Public Works requested and received money to pay for 3,700 hours of temporary
inspection labor, but this appropriation will lapse on June 30, 1998.)
Need for Clerical Resources
Every CIP project requires a certain amount of clerical work, including copying plans and
specifications, administering the bid process,ensuring compliance with insurance and bonding
requirements, scheduling pre job meetings, dispatching inspectors to job sites,transcribing
recorded inspection diaries, maintaining project files, and filing notices of completion. All of the
Public Works secretaries work on projects, but there is the equivalent of about one full-time
employee assigned to perform this work. If the ongoing annual project workload has increased
from $6.6 million to $8.9 million and there is a$7.6 million backlog which must be
accomplished over the next three years, about 1,100 hours of additional clerical work is needed
each year.
Confirmation by Consultant
Recognizing the growing imbalance between projects assigned and resources at hand, Public
Works hired Ralph Andersen & Associates to prepare a focused analysis of the workload and
staffing, including a survey of other California cities and private engineering firms. The resulting
report is titled Overview of Current Workload and Staffing Requirements Study for the
Engineering Division of the Public Work Department, City of San Luis Obispo, and copies have
been distributed to the Council. (Incidentally, when this report refers to "Engineering Division"
it generally means "the CIP Project Engineering Team", which does not include the engineers
who work on development review.) Cindi Kirchhoff, the author of the report, will review her
findings and recommendations at the study session and will be available to answer questions.
Council Agenda Report -Additional Resources for Public Works Activities
Page 6
The consultant's report contains two important findings:
• The overall productivity of the design engineering staff in Public Works seems to be in line
with the engineering staffs in other California cities and in local private engineering firms.
• The existing CIP project engineering staff is not sufficient to meet established CIP needs.
Using the consultant's survey data, Public Works went a step further and calculated the value of
projects produced per in-house design engineer. The calculations are shown in Exhibit I. At the
consultant's suggestion, the cities of Fremont, Long Beach, and Sunnyvale were eliminated
because of inconsistencies in the some of the data received from them. The following table
shows the results of these calculations:
Low Value of Production'per Engineer $1.02 million
High Value of Production per Engineer $2.73 million
Mean Value of Production per Engineer in Seven Cities $1.77 million
Median Value of Production per Engineer in Seven Cities $1.48 million
Value of Production per Engineer in San Luis Obispo $1.50 million
Obviously, many variables affect these values,including typical project complexity, level of
environmental review required, and quality of plans and specifications demanded. But they show
that the design engineers for the City of San Luis Obispo are "in the ballpark"with their design
productivity.
Alternative Directions for Resolving the Backlog of CIP Projects
Increase production capacity of the project engineering staff to match the value of annual CY
appropriations. This alternative would entail adding regular employees, temporary employees,
contract services, training, or some combination of these resources. These issues must be
considered:
• Although using employees for design appears to be most cost-effective, there will always be a
certain level of complex, specialized design work which must be contracted out.
• Hiring employees with experience in architectural, structural, or landscape design would
reduce the overall need for outside contract design.
• The staff of regular employees should not exceed what is needed to produce the anticipated
ongoing long-term workload. Known backlogs and peaks in the design workload should be
managed with temporary employees or contract services.
• Although a certain level of construction continues year-round, the inspection workload has
seasonal peaks from April through October. These peaks should be managed with temporary
employees or contract services.
• Each additional employee would require a computer at a cost of$3,000.
• Each additional design engineer would require design software at a cost of$4,500.
• Each additional design engineer would require office furnishings at a cost of$6,000
• Each additional inspector would require a truck with radio and toolbox at a cost of$21,000.
• There is room at 955 Morro for an additional clerical worker, but beyond that there is no
room to accommodate more employees. Public Works is examining the feasibility of various
options to temporarily and permanently accommodate any additional staffing which may
eventually be approved.
Council Agenda Report-Additional Resources for Public Works Activities
Page 7
Reduce annual CIP appropriations to match the production capacity of the existing project
engineering staff. This alternative would require identifying lower priority projects and
eliminating them or postponing them until they could be designed and built in the future. The
challenge would be determining those priorities when:
• 54 percent of the projects are for deferred utilities and streets maintenance which will get
more expensive the longer it is postponed.
• 18 percent of the projects are for traffic circulation and parking improvements,where the
requesting parties usually desire a quick response to the problem.
• 14 percent of the projects are for safety-related bridge repairs, flood control improvements,
and traffic signal installations.
• 13 percent of the projects are for popular recreation and cultural facilities.
• 1 percent of the projects are miscellaneous small projects.
Accept a growing backlog of CIP project work. This alternative would be the consequence of
doing nothing. The current backlog is $7.6 million. Without additional resources that backlog
will continue to grow at the rate of about $2.3 million each year(the difference between the$9.1
million average annual project value and the$6.8 million annual project capacity of the design
engineering staff.)
The Backlog of Traffic Engineering
The Traffic Engineer is a registered engineer and should be spending most of her time on
professional traffic engineering work like managing projects,reviewing accident reports,
confirming the need for neighborhood traffic management projects, and reviewing building and
development plans. Unfortunately, there is a high ongoing level of important but routine work
like taking traffic counts, responding to citizen and Council requests,conducting speed surveys,
verifying traffic signal warrants,reviewing signs and pavement markings at schools, and
troubleshooting traffic counting equipment and systems. (The Traffic Engineer's current
workload is shown in Exhibit J.) Although these tasks are routine, technician-level work, they
are essential and also very time consuming. For example,responding to a citizen or Council
request about a traffic issue at a specific location typically requires researching past history and
policy, observing the existing situation in the field, reviewing future plans for the location, and
summarizing recommendations in a written report. This painstaking effort not only contributes
to good decision making but minimizes liability exposure as well. But it takes considerable time,
ranging from 4 to 24 hours per request and averaging about 8 hours per request. Attention to all
these routine duties leaves little time for the Traffic Engineer to work on projects and processes
with important long term consequences. Following is a discussion of three such projects and
processes.
Using the Min UTP Traffic Model. The City's MinUTP computer traffic model software and
database can assess traffic impacts of various plans and proposals. Although it is a powerful
tool,it takes training and continual practice to operate effectively. Because she does not have the
time for training and practice,the Traffic Engineer cannot use this software to its full potential,
including its ability to accurately calculate the traffic impacts of major development projects.
Current strategy is to hire trained contractors to run the MinUTP for development review at a
minimum cost of$10,000 per project.
Completing the Traffic Signal Interconnection Project. This$240,000 project, financed entirely
with a State grant, was approved in 1996-97. It would link 31 City-owned signals and nine state-
/—?
Council Agenda Report-Additional Resources for Public Works Activities
Page 8
owned signals to the City's wide area network. With this link established, any malfunction
(along with a detailed diagnosis of the repair needed) would be reported automatically to the
Signal Maintenance Technician,the Traffic Engineer, the Police Department, and anybody else
who might need to know about it. Response time and repair time could be reduced significantly.
In fact, some malfunctions might be remotely correctable, obviating the need for any field
response at all. Plus, the Traffic Engineer could change signal timing from the office in order to
match fluctuations in traffic demand during peak and low travel periods. Despite tremendous
benefits at no out-of-pocket cost to the City, this project has been shelved until the Traffic
Engineer can free up enough time to develop a conceptual design for it. Also, if and when the
project is finally completed, the Traffic Engineer will need a significant amount of time to learn
how to use the software and train other employees how to use it.
Neighborhood Traffic Management Projects. The General Plan Circulation Element specifically
identifies seven residential areas which would benefit from adoption of neighborhood traffic
management plans and construction of recommended projects. Guidelines for managing the
process are being drafted and will be presented to the Council on June 2, 1998. After guidelines
are approved and adopted, Public Works expects that at least one neighborhood each year will
request a plan for enhancing neighborhood quality by limiting auto traffic and reducing speed.
(Two neighborhoods have already submitted formal requests, and Public Works is awaiting
adoption of the guidelines before proceeding.) Based on past experience, Public Works
anticipates that these plans and projects will require an extraordinary level of citizen input and
review. Unless the Traffic Engineer can shed some of her routine tasks, she will not be able to
devote adequate time to neighborhood traffic management.
Alternative Directions for Resolving the Backlog of Traffic Engineering
Add resources to accomplish the routine, technician-level workload and free up time for the
Traffic Engineer to work on professional-level tasks. This alternative would likely involve 1)
assigning more traffic-related tasks to the Transportation Assistant, a technician-level position
and 2) hiring more interns. These two issues must be considered:
• The cost of the currently vacant Transportation Assistant position is split evenly between the
general fund and the transit fund. This situation obligates the Transportation Assistant to"
work half-time for the transit system, even though there may not be enough high priority
transit work to justify such an outlay. Transferring the full cost of this position to the general
fund would allow the Transportation Assistant more flexibility to work on other
transportation tasks, including traffic engineering.
• Over the last two years Public Works has successfully hired interns from Cal Poly's
engineering and planning programs to perform routine traffic-related tasks and small special
projects. These interns have proven to be a valuable and talented resource, despite their
moving on quickly to higher paying jobs shortly after graduation.
Add resources to accomplish the professional-level tasks which are currently backlogged. This
alternative would involve adding a professional engineer to the Transportation Planning and
Engineering staff or contracting for professional services.
Redistribute resources to accomplish the professional-level tasks and backlog the technician-
level tasks. This alternative might accomplish several important long term objectives, but it
would tend to ignore those day-today tasks which address immediate safety issues and enhance
customer service. Therefore it would not be workable over the long term.
1—b'
Council Agenda Report-Additional Resources for Public Works Activities
Page 9
FISCAL IMPACT
No specific solutions are being proposed at this time, so there is no fiscal impact associated with
this report. The costs of any proposed solutions would be included in budget requests for the
1998-99.
Attachments
Exhibit A Public Works Staffing, 1991-92 to 1998-99
Exhibit B Major City Goals from the 1997-99 Financial Plan
Exhibit C Council Goals from the 1997-99 Financial Plan
Exhibit D CIP Projects from the 1997-99 Financial Plan
Exhibit E Public Works Council Agenda Items, March 1997 to February 1998
Exhibit F Hot File Requests, March 1997 to February 1998
Exhibit G CIP Project Engineering Staffing, 1991-92 to 2000-01
Exhibit H Value of Projects Assigned to CIP Project Engineering, 1991-92 to 2000-01
Exhibit I Value of Projects Produced per In-house Design Engineer, City of San Luis Obispo
vs. Other California Cities
Exhibit J Traffic Engineer Workload
Additional Resources for PabGc Works A
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Exhibit B
Major City Goals
from the 1997-99 Financial Plan
(Financial Plan Page Numbers Shown in Parentheses)
• Complete the circulation portion of the Airport Area Specific Plan (D-60)
• Complete an inventory of current street conditions, update the City's Pavement
Management Plan as necessary, and continue ongoing maintenance of City streets,
including reconstruction, resurfacing, and resealing (D-62)
• Complete an inventory of current sidewalk conditions and continue ongoing
maintenance of City sidewalks (D-63).
• Reinstate new sidewalk construction in areas where there are short gaps between
existing sidewalks and use 1911 Act assessments to recover the installation cost from
adjacent property owners (D-63)
• Adopt and begin implementing the Flood Management Plan for creeks, open
channels, and storm drainage systems (D-67, D-115)
• Construct FEMA-approved creek restoration projects (D-67)
• Maintain the existing level of service provided by SLO Transit(D-71)
• Begin building the Marsh Street Parking Garage Expansion project(D-127)
Exhibit C
Council Goals
from the 1997-99 Financial Plan
(Financial Plan Page Numbers Shown in Parentheses)
• Implement traffic mitigation projects for neighborhoods and commercial areas as
listed in the General Plan Circulation Element (D-60)
• Complete the Neighborhood Traffic Management Guidelines (D-60)
• Continue implementing projects listed in the Bicycle Transportation Plan, including
Railroad Bike Path Phases 1 and 2, the Jennifer Street Bicycle/Pedestrian Bridge, and
installation of bike lockers for employee trip reduction (D-60)
• Implement projects that improve vehicle circulation as listed in the General Plan
Circulation Element(D-60)
• Complete the flood control portion of the Airport Area Specific Plan (D-67)
• Construct the Multi-Modal Transportation Terminal south of the existing Railroad
Square parking lot and east of Santa Barbara Street(D-71)
• Construct a transit "Super Stop" in the downtown commercial core to improve transit
access and increase safety (D-71)
• Complete Army Corps of Engineers requirements and prepare plans and
specifications so the Laguna Lake Dredging project can start by 1999 (D-115)
• Oversee acquisition of property for development of the Multi-Modal Transportation
Terminal project (D-127)
Exhibit D
CIP Projects
from the 1997-99 Financial Plan
(Financial Plan Page Numbers Shown in Parentheses)
1997-98 Projects 1998-99 Projects
# value # value
Water Services 7 2,980,000 4 1,588,000
Wastewater Services 4 1,090,800 2 886,000
Whale Rock Reservoir 2 24,000 2 25,000
Streets and Flood Control 9 1,920,000 6 2,298,000
Pedestrians and Bicycles 3 374,000 3 190,000
Parking 5 3,775,000 2 65,000
Transit 1 590,000 1 20,000
Parks and Recreation 4 3,102,000 5 231,000
Cultural Services 2 195,000 3 173,000
Building and Vehicle Maintenance 61 133,000 2 1 90,000
43 1 $14,1839800 30 $5,5669000
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Exhibit F
Hot File Requests
March 1997 to February 1998
Public Works:
SPRR water tank restoration (3/97)
Chupparosa easement(3/97)
Opposition to no parking along Sacramento and Capitolio Way (4/97)
Street maintenance (4/97)
Concern over City request of contractor for additional information (5/97)
Use of Railroad Square Parking area (6/97)
Overnight truck parking; deterioration of pavement; maintenance of freeway exit ramps (7/97)
Creek erosion on Mariposa(7/97)
Traffic on Santa Barbara near High Street (7/97)
Proposed addition to Marsh Street Parking Structure (8/97)
Santa Rosa Street Bridge (8/97)
Grand Avenue median project (8/97)
On-street parking in Johnson Avenue neighborhood (8/97)
Creek maintenance prior to El Nino (8/97)
Slow down traffic on Johnson near San Luis Drive intersection(9/97)
Old Garden Creek culvert beneath Broad Street (9/97)
Signal request at Los Verdes Park(9/97)
Mid-block crossing on Marsh/Higuera and pedestrian crossing on Osos (near Gus' Market)
(9//97)
Creek concerns (10/97)
Waiver of traffic impact fees (Lifespan) (10/97)
Traffic on Johnson near Buchon (10/97)
Safety on Osos/Santa Barbara between Marsh and Broad (10/97)
Laguna Lane traffic (10/97)
Trees in Old Garden Creek(10/97)
Median islands on Chorro near Lincoln (10/97)
AT&T fiber optic project- early morning construction start-up (12/97)
Peach Street neighborhood parking permits (12/97)
EIR concerns on Downtown SLO Plan (12/97)
Oceanaire Drive stop signs (1/98)
Scenic status for Highway 1 (1/98)
Traffic management on South Street (1/98)
Left turn arrow onto Laguna Lane from LOVR(2/98)
Signage on entrances to Descanso and Diablo neighborhoods requesting traffic to slow down
(2/98)
Other Department Requests:
Admin - 1
Community Development- 10
Finance - 5
/-123
--- Parks and Recreation-.5
Personnel-2
Police='5
Utilities- 6
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Exhibit J
WORK TASKS
Week of: April 20, 1998 Deb Larson
THIS WEEK TOP PRIORITY:
♦ Communication Team Report
♦ Agenda/Minutes-PW Newsletter
♦ SLO What Newsletter
♦ Telephone questions list
♦ Telephone directory
♦ PW Week
Field -
• Highland/Chorro striping changes requested -Arnold Volny 543-3767(2/11)
• Ella/Jennifer-bush-sight distance-Marshall(4/10)
• Highland/Oakridge- "Not a through Street" signage request- Lee Brazil(4/15)
• Ironbark/Wavertreet-new stop signs-no stop bar/legends - look into (developer
placed,work with inspector)
• Rachel court at Rachel St. -Not a through street sign -Mrs. Galloway(4/17)
• Fedrick/chaplin-Tom Kay vert curve in roadway , requests no parking zone(4/20)
Conduit project- QuicNet
• Prep of environmental document- sent to John Mandeville 3/98
• South street plans -to christine
• Broad street plans to Jennifer
• wait for information from Caltrans - integrity of interconnect on Madonna FAX
to Julie 3/24
• Computer specs - discussion with Teri Maa 3/17 -will discuss with BiTrans - calls
project a major project . . . very willing to help . . .
• PGE Joint trench??? conduit composite
• South Higuera conduit???
City Council tracking -
• Mayor
• respond to Joann Nasta-left-turn arrows LOVR at Laguna(2/4)
• Roalman
• No parking on Bishop - council established no parking-will take council to
unrestrict-study- narrowed street std, restricted parking(2/27)
• Williams
• LOVR/Higuera- free right turn - look at collision history-study (2/27)
• Oceanire at Balboa/Lakeview - study (2/27)-currently conducting pedestrian
counts during school hours (going to/from school) 3/9
• NTM to Council 4/21??? - correspond with NTM committee,
Work Tasks-- Traffic Se -'-a page 2
• South Street group, requests a meeting between City, Caltrans, groups
• have a High street group also
• Signal Warrants -Johnson/Pismo
TRAFFIC OPERATIONS:
New/Revsions Traffic Signal Requests for Review:
• Tankfarm/Poinstetta -Trace or John 541-5038
Physsis Sanderville 838 Alyssum Ct. 93401, 781-8635 request review of traffic signal, larson
suggested waiting until shopping center operationa
• LOVR/Perfumo -warrrants, request from Al 5/7/97
• Broad/Stoneridge-warrants - request from Barbara France 5434921, believes as these lots
are built upon a signal will be necessary.(4/98)
Design - Traffic Signals.-
*
ignals:• Higuera/High/Pismo-review striping and look into video detection'
Traffic Signal Operations Requests for Review
• California/Foothill -Bike committee requests review of operations
• Have list of intersections from Gary w/o all red -review
• LOVR/royal timing,request for quicker access from royal, look at LOVR corridor, look at
reducing max & gap- Gary K.x043
• Madonna/Oceannire timing revisions- max gap and extension are reversed, add/veh is on
legs w/o advance loops -review entire intersection,does not appear to meet left turn warrants
related to collisions
• Johnson/SLO Drive problem with left turning vehicles during am peak for school
• FoothilbTatricia timing-review, added type 3 on foothill 10 sec.
• LOVR/Royal warrants for left tum phase, from Al
• LOVR/Laguna wan-ants for left tum phase, Ms.Nasta
Stop Sign/Sight Distance Review Requests:
Stop sign -
• multiway request Morro/Palm (1/98)
• Pacific/Nipomo (2/98)
• Johnson/Southwood - "stop sign or something to slow down traffic" Sharon Cotter 3479
Johnson Ave 543-7454 (1/9/97)
• Newport/Galleon - 4 way stop request-near CL Smith, Louis home 594-0157,wk 756-6024
• Poinsettia/Blubell and/or Poinsettia/Lilly need additional all-way stop Brad Diaz 543-3459
1011 Yarrow court(7/23/97)requests response on determination
Signing and Striping:
• Johnson corridor-review/revise striping/signing Johnson at SL Drive area, better
identification of curve ahead
• Laguna Lane e/o LOVR request for 600' no parking Patraice Smith-request at minimum
send out survey to adjacent residents- first 6 condos
• Marked crosswalk- on Johnson anywhere between Sidney and Laurel Lane. Susan Haas-
Work Tasks— Traffic Sect# page 3
Clark @ 2908 Johnson 5444931 -Al
• Agusta -mid block crosswalk for senior center, from AL 1/14/97,to be looked at this
summer
• Cal/hathway request for striping changes
Miscellaneous:
• Traffic Collisions
• review collision reports
• input collision data
• printout end of year collision maps for PD
• Counts
• ChorroBroad street counts in process
• Finish up City bridge count volumes for Caltrans
• Morro/Palm
• Pacific/Nipomo
• speed survey's
• follow up by reviewing interns work, SWITTRS printouts, and direct resurvey's as
necessary,prep work for new interns-grand ave to PD 10/13
School Markings/Signage:
***Sinsheimer
*** Teach School - Deb met w/ principal,Need to prepare work order for revisions
*** CL Smith School -made contact w/Principal - Sight distance at marked crosswalk in front of
school,resident is concerned , look at stop at royal, additional marked crosswalk at Newport,
stop signs requested OceanaireBalboa-resident, Oceanaire/Lakeview-resident-left message
trying to set a meeting date
Don Shalenberger 544-7744
PROJECTS:
• MinuTP recomendations- discuss w/Mike H., SLOCOG SLOCOG, Consultant or City
partime
• Speed Surveys -have begun, will need to also review accident data prior to determination of
speed limits---determine expiration date of existing surveys and program for completion.
Grand-Monterey to Slack. Osos- Santa Barbara to Buchon. Orcutt-Broad to Johnson.
Madonna- LOVR to Dalido. LOVR n-w city limits to Prefumo Cyn. Check on Perfumo,
Santa Barbara, San Luis Drive, Santa Rosa, Tank Farm.. Other Roadways??? Start inters
on locations where surveys have expired. Chorro - Foothill to Highland,J. Leon Several
surveys have been completed, SWITRS being printed by interns, analysis will need to be
performed
• Plans for Right Turn Lanes Madonna/l01 to Jacque. (in 12/4 -due spring)
• Brochure project, in draft form
• "Roads" brochure development- similar to county's
• Write up on-line power(rec'd 2/5) this summer interns, priority system, speed,volumes,
first to have"On Line"installed
• Park Signs inventory,have all signage in parks reviewed (rec'd 2/5) 15MPH signage
Work Tasks-- Traffic Si n page 4
• Write-up article for"coordinator" on City Traffic Model, next couple of months
• Bridge Replacement-Traffic Volumes to Caltrans
• Penfield& Smith proposal for Chon o & JohnsonBuchon PO in process of being produced
Chorro Street at Lincoln Median for the fall design. raised curb, landscaping, expect Planning
review. Keep curb away from manhole. -meet with Steve O.
Neighborhood Traffic Management
• South Street Corridor(Rte.227
• make contact with reps
• field work- what is existing-what do we have to work with
DEVELOPMENT:
In construction
Development site review and comment.
Public Improvement Plans
Traffic Studies (consultant process):
Advanced planning:
Cal Poly REQUESTS:
• Student Projects - questions
Misc.:
• On Street Disabled Parking Policy review
• New NUEMETPJCS counters-program . . .
ADMINISTRATION:
Cuesta Grade Traffic Management Team
TTAC
Communications team
ArcView Users Group
PW Week Planning Group
JiA=ffiic\deb\tasks.doc]
l
MEETING AGENDA
DATE ITEM
R A L P H A N D E R E N
'il & A S S 0 C S
G
I
i
THE 'FINAL REPORT
OVERVIEW OF CURRENT WORKLOAD
AND STAFFING REQUIREMENTS STUDY:
' FOR THE ENGINEERING DIVISION
_ OF THE PUBLIC WORKS'DEPARTMENT
CrTy of SAN LUIS OBISPO
.1
I
RECEIVED
APR 7 1997
r� SLO CITY COUNCIL
1
1 rA
Ralph Andersen
' & Associates
4-740 Rocklin Road, Suite 11
' Rocklin, California 95677
(916) 630-4900
Internet Access
raa@ralphandersen.com(e-mail)
http://www.ralphandersen.com (World Wide Web)
' April 13, 1998
' Project Consultant Staff:
Clayton E. Brown
Cindi Kirchhoff
THE FINAL REPORT
OVERVIEW OF CURRENT WORKLOAD
AND STAFFING REQUIREMENTS STUDY:
' FOR THE ENGINEERING DMSION
OF THE PUBLIC WORKS DEPARTMENT
' CITY OF SAN Luis Omspo
' Sacramento ■ Dallas
RALPH ANDERSEN & ASSuCIATES
' EXECUTIVE SUMMARY
City of San Luis Obispo
Overview of Current Workload and Staffing Requirements Study
Engineering Division of the Public Works Department
This executive summary provides the major points of the results of the Overview of Current
Workload and Staffing Requirements Study. It highlights the study background, objectives and
scope and, the findings and recommendations contained in the body of the report. The full text
of the Report should be consulted for detailed information about the study.
Background
' Several years ago, the Mayor and City Council adopted a budget which reduced Engineering
Division staff by 25%. These reductions were largely made in order to better match resources
with anticipated workload decreases. However, the CIP activity levels have not been scaled
back and have increased and this trend continues into the 1997-99 budget. In March,1998. the
City retained Ralph Andersen & Associates to conduct an Overview of Current Workload and
Staffing Requirements Study of the Engineering Division of the Public Works Department.
Objectives and Scope
The objectives of the Overview of Current Workload and Staffing Requirements Study were
focused upon an examination of workload and staffing. The scope of the study was limited and
in the format of an overview and included a benchmark survey, interviews, and the preparation
of a report with specific recommendations.
Overview of Study Results
The results of the Overview of Current Workload and Staffing Requirements Study indicate that:
' ■ The Engineering Division provides outstanding service to its customers;
■ Very little structural change is needed to more efficiently manage the Engineering
' Division so it mai, meet its CIP demands;
' S a c r a m z n t o D a I I a s
4240 Rocklin Road,Suite Number I I Rocklin.CA 95677 Phone 916/6303900 Fax 916/630.4911 Email raa@ralphandersen.com Web http://www.ralphandemen.com
Executive Summary
City of San Luis Obispo
Page 2
■ Additional staffing resources are needed to ensure the City organization can continue
to meet its responsibility to provide top quality engineering design and construction
' management services to the community.
Ralph Andersen & Associates conducted staff and client interviews as pan of the study.
Interviews with clients (other city departments) were positive and reflected satisfaction with the
quality of service provided by the Engineering Division. Scheduling or on-time project
' completion was the only dissatisfaction.expressed. The Overview of Workload and Staffing
Requirements Study included the use of a benchmark survey of cities selected by the Engineering
staff. Ten of the eleven cities asked to participate in the benchmark survey did so. San Luis
' Obispo compares favorably with those cities in most areas included in the survey and, typically
has fewer employees performing similar functions and as a result, generally lower cost of
service.
' The Overview of Current Workload and Staffing Requirements Study found staffing resource
needs exist. The issues facing the City and the increasing size and scope of its services require
' additional Engineering Division resources.
Overall, the study found the Engineering Division to be efficient and effective. They have and
' are doing much with limited resources as is evidenced by the results of the interviews and by
comparison with other communities. Some additional staffing resources are needed to help
ensure the City continues to provide top quality CIP services to the community.
1
Findings and Recommendations
' The findings and recommendations for the Overview of Current Workload and Staffing
Requirements Study are described in Chapter IV of the Report.
' In summary, the findings and recommendations reflect a generally effective Engineering Division
in need of additional resources and some redistribution of functions. The primary changes to
organization structure and staffing include:
' ■ Adding two positions of Engineering Assistant to improve service delivery of CIP
projects and to enhance customer service to the general public;
' ■ Redistributing the functions of design contract management to one Engineer/
Engineering Assistant until CIP project backlog is completed;
■ Adding one Field Engineering Assistant to alleviate construction scheduling problems
and to improve customer service;
■ Adding a one-half Office Assistant for clerical support to free the time of the staff
assigned to engineering support.
1
' Executive Summary
City of San Luis Obispo
Page 3
■ Assigning one drafting position to the base map function full time to encourage timely
completion and updates.
' Implementation of the recommended changes in organization structure could require a review
of some position classifications and changes to office facilities.
' The findings and recommendations call for increasing staffing levels in the Engineering Division.
A total of three and one-half additional full-time positions are recommended.
The CAO, department and division heads and employees of the Engineering Division included
in the study were helpful and cooperative with the consultants. Their assistance and participation
were appreciated.
Ralph Andersen & Associates
Sacramento, California
April 13, 1998
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Table of Contents
' Page
' Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
' Chapter I — Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Study Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Chapter II — Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Engineering Division Profile . 5
rChapter III — Benchmark Survey . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Benchmark Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Survey Results — Consultant Firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
' Chapter IV - Findings and Recommendations . . . . . . . . . . . . . . . . 11
Engineering Division — Public Works Department . . . . . . . . . . . . . . . . . . . . . . . 11
' General Finding and Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
t Appendices
Appendix A — Benchmark Survey Instrument . . . . . . . . . . . . . . . . . . . . . . . . . . A-1
1 Appendix B — Benchmark Survey Results — Cities . . . . . . . . . . . . . . . . . . . . . . B-1
Appendix C — Benchmark Survey Results — Consultant Finns . . . . . . . . . . . . . . . C-1
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' A& Introduction
Chapter I
Introduction
Ralph Andersen & Associates was retained by the Engineering Division of the City of San Luis
Obispo to conduct an Overview of the Current Workload and Staffing Requirements Study for
the Engineering Division of the Public Works Department. This document is the report and
includes the following chapters:
■ Chapter I — Introduction — This chapter provides a brief background perspective
for the current workload and staffing requirements study.
' ■ Chapter II — Profile — This chapter provides a brief profile description for the
Engineering Division of the Public Works Departments.
■ Chapter III — Benchmark Survey — A benchmark survey was conducted as a part
' of the study. This chapter provides a brief description of the survey results.
■ Chapter IV — Findings and Recommendation — This chapter contains specific
' findings and recommendations.
Also included in this document are appendices which include a copy of the benchmark survey
' used in the study and a matrix of the results. The survey and appendices are:
■ Appendix A—Benchmark Survey— A telephone survey of ten cities similar to the
' City of San Luis Obispo and selected by Engineering staff, was included in this study.
This appendix contains a copy of the survey form that was used to collect the
information. Ten of the eleven cities contacted responded to the survey.
' ■ Appendix B - Benchmark Survey Matrix - Cities - This is a copy of the
compilation of the results of the benchmark survey.
' ■ Appendix C — Benchmark Survey Matrix — Consultant Firms — This is the
compilation of the results of the benchmark survey of four private consultants.
' This introductory chapter contains the following information:
■ Background:
■ Study process.
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Aft Introduction AK 1
MW
Background '
In the past five years, the Mayor and City Council have aggressively endorsed public
improvements and planning that assure the City of San Luis Obispo maintain its reputation of
a stellar vacation and resort city. As a result of these actions, the city's Capital Improvement
Plan has increased over the years. In 1993, the City Budget dictated that cutbacks were a ,
necessity and the Engineering Division lost 3 full time personnel and 1 contract position (Field
Engineering Supervisor, Surveyor, Supervising Civil Engineer, and Landscape Architect,
respectively). These reductions were largely made in order to better match resources with '
anticipated workload decreases. Since that time, no additional personnel have been hired and
the Capital Improvement Plan has not been scaled back. Staff has understood the Council's and
management's directive of "no new staff" and also understands the mandate to meet its Capital
Improvement Plan schedule.
Workload for the Engineering Division has accumulated at an unanticipated rate due to demands '
from other departments, city development and City Council adopted plans which entail hundreds
of implementation measures. most of which ultimately fall within the responsibility of the
Engineering Division. Gradual workload increases plus the 25% staff reduction in 1993 have
combined to incur the negative impact of unmet Capital Improvement Plan schedules.
In March 1998, the Engineering Division of the City of San Luis Obispo retained Ralph
Andersen & Associates to conduct an overview of the current workload and staffing of the
Engineering Division of the Public Works Department.
Study Process
1
The Overview.of Current Workload and Staffing Requirements Study was conducted with a
work plan as a guide. The work plan contained six major tasks and sub-tasks grouped into three ,
general areas; data collection, analyses and reporting. An overview of these general areas of
work plan focus is provided below.
■ Data Collection — This portion of the work plan included activities to initiate the ,
study through various meetings and briefings with the affected department heads and
their employees. It also included the collection of a variety of materials and ,
documents. Individual interviews were conducted with the City Administrative
Officer, the Director of Finance, the Public Works Director, the City Engineer and,
all of the employees of the Engineering Division. Individual interviews were also ,
conducted with the department heads of the Utilities and the Parks and Recreation
Departments, as "clients" of the Engineering Division.
■ Analyses—The work plan for the study included the development, administration and '
results analysis of a benchmark survey. A benchmark survey of ten cities was
conducted. The detailed analyses in the study include the survey results regarding ,
organization, workload and staffing, and policies and procedures.
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Introduction
■ Reporting — The work plan included the preparation of a memorandum report and
the submittal of the report.to the City Engineer.
' The scope of the Overview of Current Workload and Staffing Requirements Study was intended
to be limited' in nature and to include appropriate surveys, ibriefings and, interviews and, the
preparation of a report with clear findings and recommendations and a suggested' timetable for
Ltheir implementation.
r
The following chapter of this report provides a brief descriptive profile of the Engineering
Division.
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rPage 3
Ah Profile ,
cost-effective CIP projects and public infrastructure improvements which meet established ,
engineering standards and specifications.
The balance of this section provides brief descriptions of the activities of each of the two
sections in the Division; Capital Project Design and Construction Management. Both sections
report to the City Engineer.
Capital Project Design — This section contains a civil engineer, two engineering ,
assistants and three Engineering Technicians which provide drafting services. The section
has responsibilities that fall into three general categories; acquiring right-of-way, '
designing projects and preparing plans and specifications. The section's program or
operational responsibilities include the management and administration of the CIP (Capital
Improvement Plan) Program which is funded for the current year at $27.9 million. These
activities include soliciting, reviewing and recommending action on project bids;
monitoring approved projects during their term; managing consultant projects; and '
preparing and submitting various reports to the City Council and whatever agencies the
project concerns (Community Development Block Grant, CalTrans, etc.). Section staff
also have the responsibility of all paperwork associated with the ever expanding arena of
permitting, environmental products and grants. Over the past five years, the section staff
have also become more and more involved in the citizen participation process.
Responsibilities also include providing staff support to other departments in a new ;
program of assisting their management of smaller CIP projects historically conducted by
the Engineering Department.
Approved projects currently in effect number 30 and range in size anywhere from
$10,000 to millions, for example from a simple sign design to bridge design and
construction. Projects also have a wide range in complexity. ,
The CIP's increased interaction with other public agencies (CalTrans, for example)
require working with federal and state agencies to ensure that all appropriate regulations '
are complied with. The section monitors all progress of the projects to ensure they meet
the extensive and necessary requirements. Much of the compliance reporting performed
by the section is time-sensitive and time-consuming. ,
Construction Management— This section works with and provides staff support to the
design engineers and is responsible for supervision and inspection of construction for all ,
public works projects. Construction management deals with all in-house management and
paperwork of construction projects. Inspection services relate specifically to field work
and supervision of projects. This group meets formally with the design engineers twice
weekly, but in reality due to the team approach, coordinates with project engineers on a
daily basis. Staff are also responsible for claims investigation and serve as coordinators
for the Downtown Master Plan. Responsibilities for soil sampling, testing, documentation '
and coordinating with regulating agencies also fall within the Construction Management
Section's scope of responsibilities. Construction Management staff work closely with the
design staff during all phases of a project to ensure efficient and cost effective
construction.
1
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' r Proiije Aft
Chapter II
Profile
This chapter contains a brief profile description of the Engineering Division, the subject of the
1 Overview of Current Workload and Staffing Requirements Study. The profile includes a
description of the division's general responsibilities, organization, staffing, budget and a
description of the services provided.
Engineering Division Profile
The current organization structure and staffing in the Engineering Division of the Public Works
' Department follow. There are two sections in the Engineering Division; Capital Project Design
and Construction Management. The Division budget for Fiscal Year 1997-1998 is $658,200.
The positions assigned to the Division are listed below.
■ City Engineer;
' Construction Management
■ Field Engineering Assistant;
I ■ Public Works Inspector;
■ Engineering Technician;
' Capital Project Design
■ Civil Engineer;
' ■ Engineering Assistant (2);
■ Engineering Technician (3).
In addition to the staffing listed above, the Public Works Department has 2.5 clerical and
support staff positions which are not devoted entirely to the CIP program or to Engineering.
They provide support to the entire Public Works Department and ancillary programs. Two
Iadditional inspection (as yet unfilled) positions have been authorized on a temporary basis.
In general, the CIP project engineering program oversees design and construction of all
construction projects in the City's capital improvement plan. These projects include
improvements to buildings, parks, and streets as well as water, wastewater, and flood control
systems. The program also provides inspection services for public infrastructure improvements
' constructed by the private sector in addition to those by the City. The Engineering Division is
responsible for developing the new Pavement Management Program as well as the Flood
Management Plan for the City of San Luis Obispo. The stated Division and program goal is
' Page 5
Bencnmam Survey '
MW W
■ The level and number of engineering staff devoted to the cities' CIP vary ,
substantially. All provide design service for the CIP and basic administrative
services. All cities design and construct a wide variety of size and types of
projects; projects ranged from $10,000 to several million dollars. The CIP
budgets shown reflect the amounts the Engineering departments are responsible
for.
■ Staffing levels for design engineers varied from $1 million to $11 million (total ,
CIP budget) per design engineer. Ratios are shown below for numbers of design
engineers per million dollars of CIP. It should be noted that the City of Long ,
Beach has the fewest design engineers per million dollars and that they have
recently experienced significant engineering staff cutbacks due to budget.
SLO Escondid Fremont Long& Modesto Monter MountV Redwoo San Jose Sunnyva SantaBa ,
1:2.2 1:1 1:4 int 1:1 1:3 1:1 1:2 1:3 1:6 l:_' '
■ Approximately 50% of design engineers use computer aided design.
■ One city (Modesto) has no drafting support. Other cities reflect drafting
personnel assigned to the CIP ranges from 1 drafting position for every 6.5
design engineers to 1 draftsperson per design engineer. Use of sophisticated '
computer aided design lessened dependence upon drafting positions.
• Manual drafting is minimal.
■ Managing contracted design projects (vs. in-house design) does not produce '
100% savings on staff. Rather, it was found that the design engineer spends 50-
75% of time managing contracted projects that he/she would have spent if
he/she designed the project in house.
■ 80% of cities meet their CIP schedule, but most acknowledged their schedules
are often "sliding" and flexible.
■ 90% of cities meet their CIP budget on individual projects.
■ Responding cities typically contract only for projects in which they lack in-house ,
specialty design expertise.
■ Design projects are assigned based on a variety of factors; rotation, type of t
project, complexity and workload.
Construction Management — The benchmark survey solicited information about how '
each city handles construction management activities. Cities commonly combine the
construction management and inspection services. Following are highlight of the survey
results for construction management activities.
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' Alk Benchmark Survey _
Chapter III
Benchmark Survey
This chapter provides a brief description of the results of the benchmark survey conducted as
a part of the Overview of Current Workload and Staffing Requirements Study for the
Engineering Division. The benchmark survey includes data from cities selected by the
Engineering staff. The form used for the benchmark survey is shown in Appendix A.
' This chapter provides an overview of the results of the survey. The information presented here
is an accurate representation of the primary survey results. The raw data from the surveys have
' been provided to the City as appendices B (cities) and C (private consultants).
1 Benchmark Survey
Ten California cities were selected for inclusion in the benchmark survey. The survey cities are
listed below. Due to the limited time frame, this survey was conducted via telephone, resulting
in an interview for each city.
■ Escondido;
■ Fremont;
' ■ Long Beach;
■ Modesto;
■ Monterey;
■ Mountain View;
■ Redwood City;
■ San Jose,
■ Sunnyvale;
■ Santa Barbara.
The purpose of the benchmark survey was to obtain information from cities on the general
subject areas of the Current Workload and Staffing Requirements Study. Therefore, the survey
form was designed to obtain information about the Cities' CIP program and staffing levels. This
section provides an overview of the benchmark survey. It describes the highlights of the survey
results for each of the focus areas.
Survey Cities Overview— The cities responding to the survey range in size and service
level providing good overall benchmark comparisons.
' Capital Project Design — The benchmark survey was designed to solicit information
about the size and services provided by the Capital Project Design Section. The following
comments highlight the survey results.
Page 7
i Benchmark Survey r '
Computer Aided Design — All used a sophisticated design program. ,
Number of Drafting Personnel — The private firms surveyed showed that for every
drafting person, they employed 2-4 design engineers. No manual drafting is used.
Numbers of Contract Managers and Inspectors — All four firms combined the
functions of contracting and inspection. Each inspector handles between $300,000 and ,
$8 million worth of construction inspection.
Services —Services typically sub-contracted include grants, planning and environmental '
and Army Corps of Engineer (ACOE) permits.
Schedule and Budget — All firms stated they typically meet the project schedule.
Although one firm stated they didn't track whether or not they met budget, one firm said
they often don't meet the budget due to client's original under-budgeting and desiring
work that is out of scope. One firm had the same concerns but said they usually meet
budget and the fourth firm said they meet budget.
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' oencnmaix Sul vey ANh
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' ■ Of the ten responding cities, four (40%) combine inspection services with
construction management. In these cities, construction management generally
supervises the inspection staff.
■ Combined staffing for construction management and inspection services ranges
from $700,000 to $9.6 million of total CIP budget per inspector. Eighty percent
' reflect construction management staff carrying between approximately $1 million
to 2.6 million per year; the remaining 20% ranged from $5 million to $9.6
million per inspector. The following chart shows the ratio of personnel per
' millions of CIP:
'
ILO Escondid Fremont Long& Modesto Monter MountV Redwoo San lose Sunnyva SantaBa
1:2.2 1:.70 1:3 1:10 1:2 1:.9 1:.9 1:1 1:2 1:5 1:2
■ Only two cities (Mountain View and Santa Barbara) contracted a significant
portion of their construction management.
■ All cities expressed a strong interest in keeping construction management in
house unless an unusual specialty inspection service is required.
Other Areas — Other areas not specifically assigned .to design engineering and
construction management were addressed. The following are the highlights of those
survey responses.
■ Most cities contracted for surveying services. Only 20% (Monterey and Santa
Barbara) use very small in-house surveying units.
■ Clerical and support staffing levels vary from 1 support staff to 1.4 engineering
personnel (Sunnyvale) to 1 support staff to 14 engineering positions (Redwood
City).
1 Survey Results — Consultant Firms
' Highlights of the benchmark survey of private agencies follow. Due to the differing nature of
private vs. public agencies, the responses are quite different, but helpful in evaluative analysis.
Results are from four responding private engineering consulting firms.
Capital Project Design — Firms designed from $3 to $20 million annually for public
agencies.
Number of Design Engineers — Staffing at consultant firms is much higher than public
' agencies. Survey results reflect a high ratio of engineers for total amount designed or
stated another way, ranged from a high of 1 engineer for every 3 million dollars to a low
of 1 engineer for every .6 million dollars of construction.
Page 9
Findings and Recommendations t
EXHIBIT IV-A—CITY OF SAN LUIS OBISPO '
ENGINEERING DIVISION
Public rbrks
OirectOr
Administration Engineering Development LiS (Geodata
6 Internal Division Review lnformati on
Servien Systems)
Administrative
Analyst ,
City Engineer Supervising Gi5
Civil Engineer Manager
Sr. Administreti
Secretary
Construction
Management
Secretary II (2) Engineering Engineering
Assistant (2) Technician
Field
Secretary I Engineering 1
Assistant
Public
Works
Inspector
Engineering
Technician
Capital Project
Design
Civil
Engineer
Engineering '
Assistant (2)
Engineering
Technician
Organization Structure '
This section describes the findings and recommendations related to the organization structure.
Finding — The City's Engineering Division is a relatively flat organization as it
relates to its reporting hierarchy. The Engineering Division's teambuilding training
appears to be successful and has resulted in higher productivity.
The Engineering Division has over the last two years, instituted a team approach in design
and construction management in an effort to maximally focus resources and reduce
redundant tasks. The reorganization resulted in a 12% increase in productivity in the last
year (77% of completed CIP projects compared to 65% of the previous year) and reflects t
a self-directed team which takes advantage of one another's strengths. This process and
reorganization reflects a deletion of middle management with the design engineers ,
Page 12
' Findings and Recommendations
Chapter IV
Findings and Recommendations
This chapter contains the findings and recommendations for the Overview of Current Workload
' and Staffing Requirements Study. The findings document the results of the workload, staffing
and organizational analyses conducted. The recommendations identify specific actions that can
be taken to respond to the findings made in the study.
Like all studies of this nature, the results of the Overview of Current Workload and Staffing
Requirements Study presented in this chapter tend to focus upon improvement opportunities.
The findings and recommendations do not specifically address all of the things the Engineering
Division does well or that do not need change or improvement. Because the focus is on staffing
and workload, that focus should not be interpreted as a negative view of the division under
study. On the contrary, the study found relatively high levels of services being provided with
limited staffing resources. Overall, the study revealed that the Engineering Division was
severely stretched by limited staffing resources and the significance of workload and service
commitments.
' To facilitate review and discussion, this chapter has been organized by the following categories:
■ Organization Structure;
■ Workload and Staffing.
■ Implementation.
' Each of the categories include findings and specific recommendations for the particular area
covered. Both the findings and recommendations include clear statements followed by brief
explanations.
Engineering Division — Public Works Department
1
The Engineering Division of the Public Works Department provides overall support to the City's
Capital Improvement Plan. It also provides professional and support services to the Mayor and
Citv Council and is also responsible for design and construction management for the CIP
projects, public information, development of the Pavement Management and Base Mapping and
Flood Control programs. Exhibit IV-A shows the current organization and staffing of the
Engineering Division.
' The current organization chart of the Engineering Division provides perspective for the findings
and recommendations made in this section.
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AIL, Findings and Recommendations ,
Finding — The existing engineering staff is not sufficient to meet established CIP ,
needs.
The team-building training and reorganization has resulted in increased productivity of
12% over last year. In fact, the CIP Project Engineering team has increased annual design
production by 23% compared to the annual average over the last five years. However,
the engineering staff is currently able to complete only approximately 80% of current CIP '
workload; up from 65% of previous budget years. Based on actual staff hours
documented and project completion data, the Engineering Division's records reflect that
design engineers can design 1.3 million worth of construction or manage consultant design
for $2.3 million worth of construction. Construction Management staff has contracted
construction management services for the first time in the 1997-98 budget year due to
staffing shortages. Since City Council strongly supports timely completion of the CIP,
additional staffing is required to complete 100% of workload. CIP workload is expected
to increase by over 40% in the next budget year ($4-5 million in design in 1997-98 and
$9.3 million in 1998-99). There is currently a backlog of projects and the CIP can be
expected to remain at an increased level over the next several years.
Analysis of staffing hours and comparative analysis shows the professional position
staffing levels in the Engineering Division to be low considering the size of the City
organization, its CIP and its scope of services. '
Recommendation — Add two additional Engineering Assistant positions. ,
The two positions will enable 100% CIP workload completion. One engineering
assistant could be assigned to manage all contracted projects over the next one to two
years. For example, for the $5.2 million in-house design projected for 1998-99 to be '
completed on time, it would require 4 design engineering staff carrying $1.3 million
worth of construction (one additional engineer). The same deduction is applied to add
1 additional engineering staff to manage contracted design. This would allow the
Engineering Division to.catch up and diminish the current backlog. At that time, the
Engineering Assistant assigned to contract management, should be able to return to
design and project management with the rest of the engineering staff. These additional ,
recommended positions do not include the recently requested Pavement Management
position. Upon completion of the backlog projects, one Engineering Assistant could
be devoted to the Pavement Management program. '
Recommendation — Add one additional Field Engineering Assistant.
With the increase of over 40% in next year's work plan, and the inability to complete
over 80% of the current workload, it is necessary to add a full-time Field Engineering
Assistant to handle increased workload as a result of the two additional Engineering '
Assistant positions. The Field Engineering Assistant's workload is directly
proportional to the output of the Engineering Assistants. This person should be
experienced and not a trainee. Ideally, this person should also have some surveying ,
experience to address cross-training and to assure productivity in times of lesser
construction.
Page 14
' Findings and Recommendations
' absorbing the functions previously served by the middle managers. This is an effective
organization tool.
Recommendation — No change should be made to the organization reporting
structure of the Engineering Division.
'
Finding — Drafting personnel are devoting a large amount of time to the base
' mapping program and coordinating with the GIS.
Due to the importance of the base mapping program of the City of San Luis Obispo, the
' drafting personnel are spending a great deal of time devoted to this program. Although
not technically pan of the CIP, this program is a critical component of accurate design,
therefore, the Engineering Division, and therefore all city development relies heavily on
this program.
Finding—There is a general trend toward reducing the number of drafting positions
per design engineering staff for CIP.
Analysis and benchmarking show the trend for reduction in drafting positions in a ratio
of engineers to drafting personnel. This is a direct result of engineers using sophisticated
design programs such as Softdesk
LRecommendation — Dedicate one Engineering Technician position to the base
mapping function.
Rather than being devoted to the CIP, this position should be devoted to the base
mapping program and its updates to better coordinate all base mapping efforts.
' Workload and Staffmg
Finding — The Engineering Division's workload is heavy.
` The Engineering Division has increasing responsibilities for participation in regional
issues of long-term importance to the City. The Division was reorganized several years
ago to provide for a more flattened chain of command and to provide a more efficient
method of design and CIP completion. It should be noted that within the past five years,
additional city-approved plans such as the Downtown Master Plan, among others and
programs such as Pavement Manager have resulted in an increased workload for the
Engineering Division above what is calculated in the CIP. Each time a city plan is
approved, it incrementally increases the workload of the Engineering Division. In
addition, the engineering staff has experienced increasing demands on their time as the
permitting process and utility design and placement have grown increasingly complex.
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Ah Findings and Recommendations Ak 1
EXHIBIT IV-B--ENGINEERING DIVISION t
RECOkMENDED STAFFING AND
ORGANIZATIONAL CHANGES
Pu61 ie Warks
Director
Engineering Administrative GIs '
Division and Internal
Services
Administrative
Analyst
city cis
Engineer Manager
Senior
Administrative
Construction Secretary
Menngement
Engineering
Technician
Secretary II (2)
Field
Engineering
Assistant (2)
Secretary (I)
(Office Asst.) (.S)
Puhlic
Works
Inspector ,
Engtneering
Technician
r
Capital Project ,
Design
Civil
Engineer
Engtneering '
Assistant (4)
Engineering
Technician (3) '
General Finding and Recommendations '
Finding — Current systems and procedures regarding scoping and preliminary '
budgeting are sometimes inaccurate.
The existing system for preliminary coordinated budgeting of CIP projects appears to have
inadequate procedures in place for accurate scoping and budgeting of projects.
Engineering Division staff are often working with scopes and budgets of projects
developed by other department staff and find the budgets and scopes often do not '
accurately reflect the projects.
Recommendation — Engineering Division staff need earlier, more extensive '
involvement in the budgeting process.
Page 16 ,
- Findings and Recommendations .
'
Finding Contracting with design firms to deal with ongoing and continual work
overload may not be time efficient.
' Analysis and assessing results of the benchmark survey reflect that time savings on
contracted design projects is not as efficient as anticipated. It was determined that staff
' spends up to 50-75% of time managing contracted projects that they would have spent if
they had designed a project in house. Benchmark survey results indicated the same range
as Engineering staff's experiences show.
As workload has increased and is projected to remain at an increase, and numerous
Capital Improvement Projects are identified for future construction by the City of San
' Luis Obispo, it is recommended that Contract of Design services be sought only to "catch
up" on the backlog of CIP projects.
Finding — Support staff levels are not adequate.
Currently the Public Works Department, has a total of two full-time and two part-time
support staff positions. These staff members provide support services to the Engineering
Division, Traffic & Transportation Division, Development Review and Maintenance
Divisions and Administration and Internal Services of Public Works. Coverage for
absences and routine breaks is difficult. The current support staff is responsible for
dispatch, insurance administration, counter help, receptionist duties, filing, and accounts
payable. The Engineering Division relies on the support staff to account for bid
documents. They also oversee and work with other programs such as student interns in
the city. The addition of professional staff would further impact support staffing for the
Engineering Division.
Recommendation — Add a one-half time Office Assistant position.
The addition of a one-half time Office Assistant position should be added to provide
' support services for the Engineering Division as well as the Public Works Department.
This position should be assigned to assist the Secretary II position, providing general
counter assistance and receptionist duties. This should enable the Secretary I1 position
to provide full support to the Engineering Division rather than the 80% currently
occurring. Support staff levels should be re-evaluated within 2-3 years to assess
workload from additional engineering positions.
iAll of the staffing and organizational changes recommended for the Engineering Division are
shown on Exhibit IV-B.
1
' Page 15
Findings ana riecommenaauons
! It is the consultants' understanding that this issue is being acknowledged. However,
Engineering staff must become involved with other department staff earlier in the
budgeting process and be fully apprised of the scope of projects to effect more accurate
1 design and construction amounts.
1 Implementation
Several of the recommendations will require budget action by the Mayor and City Council and
i all will also require action by the City Administrative Officer to direct implementation. These
levels of implementation responsibility are assumed for all of the recommendations.
1 The addition of the recommended positions, with the exception of the Field Engineering
Assistant, should be implemented as soon as possible to solve the backlog of CIP projects
1 situation. The position of Field Engineering Assistant can be added in the next budget cycle,
since immediate relief is expected to be found with the addition of the soon-to-be-hired
temporary inspectors.
1 Implementation action should be taken soon after the Report and its recommendations have been
accepted. In some cases implementation action may begin immediately but completion may take
1 some time.
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_ Appendices
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Appen_oices
Appendix A
Benchmark Survey Instrument
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-Page A-1
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Appendices ;
1W Aw
Who (or what position) manages the contracted projects? '
Please specify if projects are complex or straightforward.
15. How do you determine which design projects to contract out?
16. How are your projects assigned? (Seniority, complexity, rotation, etc.)
17. Do you rely on other city departments/divisions for support services as it relates to your '
CIP? (Surveying, obtaining easements, processing environmental issues, permitting, etc.)
If so, which services? '
18. Are you typically able to complete CIP projects on schedule? ,
If no, why?
19. Are you typically able to complete CIP project on or under budget? ,
If no, why?
1
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Page A-4
. Appendices .
' City of San Luis Obispo Engineering Division
Overview of Current Workload and Staffmg Requirement Study
' Benchmark Survey
' Responding City
1. Now large is your current fiscal year CIP? Dollar amount
' Number of projects
2. How many design engineers are devoted to the CIP?
3. Do design engineers use computer design such as Softdesk?
' 4. How many draftspeople are devoted to the CIP?
5. Do drafting personnel use AutoCAD?
' 6. Do drafting personnel use any manual drafting?
7. How many inspectors are devoted to the CIP?
' 8. How many construction managers are devoted to the CIP?
9. Do the inspectors and construction managers have separate job descriptions and
responsibilities?
10. How much of your program do you contract? Dollar amount
Number of projects
' 11. What services do you contract out and in what percentages?
Design Percentage
Construction Management Percentage
Surveying Percentage
Other Percentage
' 12. If design on a project is contracted out, do you also contract construction management? _
' 13. If construction management is contracted, how are those construction managers supervised?
Do the contract construction personnel approve payments, change orders, etc.?
14. What percentage of time does your staff spend managing contracted projects?
' Page A-3
1
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Page.B-2 -- —
-- - L Appendices - An-
1
Appendix B
Benchmark. Survey Results - Cities
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1 Appendices
Appendix C
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