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HomeMy WebLinkAbout04/26/1988, 3 - REVIEW OF POSITION CLASSIFICATION FOR VAGENT POSITION IN HUMAN RELATIONS COMMISSION OFFICE _ MEETING DATE: City of San tins OBISpo April 26, 1988 Iltl COUNCIL AGENDA REPORT ITEM BER: FR34: John Dunn, City Administrative Officer SUSTECr: Review of Position Classification fo t position in Hunan Relations Commission Office CAO REC(22M ATION: By minute action concur with reclassification of position of Hunan Relation Aide to Administrative Assistant. SUMMARY DISCUSSION: In late 1987 the Human Relations Aide resigned after serving the City for seven years. Prior to commencing recruitment to fill the position the Personnel Director reviewed the current and proposed job duties, responsibilities, title, and Minimum requirements and wed that the position be reclassified to Administrative Assistant. This r ec mmendation was approved by the City Administrative Officer. The City's position classification plan provides for a system for grouping similar positions based on similar type and level of duties, responsibilities, authority, and character of work under one classification and that the compensation schedule be equal for such positions. Our current classification Plan was adopted by City Council in 1982 and has been amended in accordance with the Municipal Code (2.36.120) based on the recommendation of the Personnel Director and approval of the City Administrative Officer. The necessity to amend the classification system primarily reflects the dynamic nature of the ongoing work efforts and priorities, new programs, and the professional growth of employees. Reclassification review requests may be initiated by a department head or an employee. Additionally, prior to conducting recruitments Positions are evaluated to insure that the correct position is being recruited. Regardless of haw a reclassification is initiated, the basis for the decision is the evaluation of the duties and responsibilities performed by the position. If it is determined that the duties arra responsibilities of the Position are not consistent with the current classification then the position is assigned to an existing classification if one exist that best covers the duties and responsibilities or a new classification is developed. we try to avoid individual position descriptions requiring individual classifications. In this particular case the reclassification finally brought the position within the City's classification system. The general duties described in the Administrative Assistant classification reflected the type and level of duties to be performed as well as the desired knowledge, skills, and abilities. The recruitment announcement did specify that the position would perform clerical support as needed, and it was understood that the reclassification would not be used as justification to request additional clerical assistance for the HRc office. Currently the HRC office employs a part time temporary clerical assistant. Specifically, it was hoped that this reclassification would provide a general position which could perform the professional, technical and office management functions that the nature of the office demands. 3- I �uH�i�H��IIIII���I �dlll MY Of son WIS OBISPO COUNCIL AGENDA REPORT page 2 A recruitment was recently conducted and an eligibility list has been established. Finalists have been interviewed although no job offer has been made. I would appreciate Council reviewing the attached information and determining if any additional action or charges in current procedures are desired. Obviously we do not desire to take action with regard to HRC staffing with which the Council is not comfortable, particularly since the HRC is a Council board. At the same time we are attempting to insure that the classification plan utilized by the City is equally valid for these staff positions as for other City positions. Any future proposed changes to HRC staffing with new or reclassified positions will be brought to City Council for review and explanation prior to any action being taken. If the City retains the HRC at the present size and functions and if we desire to see these functions performed at a quality level then staffing must be of a sufficient size and with appropriate qualifications to provide the services. I have attached documentation from Ann Crossey, Personnel Director, and Steve Henderson, Assistant to the City Administrative Officer which may assist you in your review. ALTERNATIVES Based on this review Council is requested to determine: 1. Concur with the reclassification action and direct the CAO to fill the vacant position as soon as possible. 2. Recommend that a different classification, including title and duties be used. While Human Relations Aide is contrary to our classification system we could return to its use. A new recruitment would be required. SIGNIFICANT IMPACTS The position of Administrative Assistant currently is paid at a $1991-2444 monthly range. The position of HRC Aide is currently paid at a $1536 -1889 range- RECOMMENDED ACTION Recommend Council concur with the reclassification and direct Administration to proceed with the appointment. ATIAC HMENTS SUM 2.36.120 Job Anent Memo/Crossey 3/28/88 Memo/Henderson 4/13/88 3�. 2.36.120 Classification plan—Maintenance. A The classification plan shall be so main- tained that all positions substantially similar ith respect to duties, responsibilities, authority and character of «ork are included within the same class. and that the same schedules of com- pensation may be made to apply with equity under like working conditions to all positions in the same class. R. The classification plan shall be adopted by resolution of the council and may be amended Irom time to time in accordance with the follow- ing procedure: t. Upon the request of a department head to create a new position or reevaluate a current position's job classification, the personnel direc- tor shall classify or reclassify each such position on the hasis of the duties and responsibilities of that position The classification action ofthc per- sonncl director%gill hccome final %%hen appro�cd h% the cite administratl%e officer. Attachmnt 1 3 ADMIN INIKA11Vh AJJIJIANI The City of San Luis Obispo is currently accepting applications and establishing an eligibility list for the position of Administrative Assistant. This position performs responsible administrative duties in support of departmental plans, programs, procedures and systems. The current opening will provide assistance to the Human Relations Commission. SALARY RANGE: Initial monthly salary is $1,915 with periodic increases to $2,351. Plus 4% increase upon labor contract ratification. Employee also receives $235 per month for medical, dental and vision benefits. Employee's contribution to PERS retirement system is paid for by the City. FILING DEADLINE: 5:00 P.M., Friday, March 11, 1988. A City Application for Employment must be received in the Personnel Dept. by this deadline. Postmarks are not accepted. RESUMES WILL NOT BE ACCEPTED IN LIEU OF COMPLETED CITY APPLICATION. EMPLOYMENT STANDARDS ALL INDIVIDUALS HIRED FOR APPOINTMENT MUST BE A U.S. CITIZEN OR ALIEN AUTHORIZED TO WORK IN THE UNITED STATES. MINIMUM REQUIREMENTS: Education and Exocrience: Graduation from accredited college or university with a Bachelor's degree in public administration, social science, or related field. One year of responsible, professional, administrative work experience or an equivalent combination of education and experience. Knowledge of: administrative, management and public relations skills. This specific opening requires knowledge of tenant and landlord rights and responsibilities; community resources; state and national civil rights laws; management of non-profit agencies. Ability to: collect and analyze data and develop viable and logical alternatives; develop and install administrative procedures and operations related to programs and evaluate their efficiency and effectiveness; exercise judgment and discretion; speak and write clearly, concisely and effectively; establish cooperative working relationships. TYPICAL DUTIES Reviews, analyzes and recommends changes in assigned program areas. Prepares preliminary operating budgets for various programs and activities. Authorizes purchases of materials, services and equipment. Prepares various statistical, financial and special reports which may include promotional materials. Acts as liaison with other departmental units, governmental agencies and community- based organizations and provides information to the public. Researches, analyzes, and evaluates problem areas and recommends solutions. Reviews accounting, reporting and monitoring procedures. Provides clerical support as needed. Attends commission meetings and prepares agenda and related materials. Prepares written correspondence including memos, recommendations, and reports. Coordinates community events and educational forums. SELECTION PROCEDURE Arnlication Screening: All applications will be screened by a qualified screening board. Those candidates with the most appropriate qualifications will be invited to an oral interview. Oral Interview & Written Exercise: Tentatively scheduled for the latter part of March. Candidates selected for the oral interview will be notified by mail or by phone. HOW TO APPLY A City Application for Employment must be submitted to the Personnel Office by the Filing Deadline. For further information or an application form, contact the Personnel Office at 990 Palm St., P.O. Box 8100, San Luis Obispo, CA 93403-8100 or call (805) 549-7250. AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION EMPLOYER WOMEN MINORITIES AND HANDICAPPED INDIVIDUALS ARE ENCOURAGED TO APPLY Attachment 2 City of San Luis Obis.., Code: 325 March 1982 ADMINISTRATIVE ASSISTANT rl } �1 GENERAL STATEMENT OF DUTIES: Performs responsible administrative duties in support of departmental plans, programs, procedures and systems. SUPERVISION RECEIVED: Works under general supervision of a division or department head. SUPERVISION EXERCISED: None. EXAMPLE OF DUTIES: (Any one position may not include all of the duties listed nor do all the listed examples include all tasks which may be found in positions of the class.) Reviews, analyzes and recommends changes in assigned program areas, parti- cularly transit operations. Prepares preliminary operating budgets for various programs and activities. + Authorizes purchases of materials, services and equipment. Prepares various statistical, financial or special reports. Acts as liaison with other departmental units and governmental agencies and provides information to the public. Researches, analyzes and evaluates problem areas and recommends solutions. Prepares applications for state and federal grants. Develops accounting, reporting and monitoring procedures. Performs related work as required. REQUIRED KNOWLEDGES, SKILLS AND ABILITIES: Ability to collect and analyze data and develop viable and logical alternatives. Ability to develop and install administrative procedures and operations related to programs and to evaluate their efficiency and effectiveness. Ability to exercise judgment and discretion. Ability to speak and write clearly, concisely and effectively. Ability to establish cooperative working relationships. Attacimient 2 - page 2 _ Administrative Assist Page 2 QUALIFICATION FOR APPOINTMENT: 1. Graduation from an accredited college or university with a degree in public administration or related field and one year of administrative work experience. or An equivalent combination of education and experience. 3- � ��►���������►►��iflNill►Illii�lllln�►����►����� II Il city of say tuis oBispo "�lV�I����f��lpa!Il�r 990 Palm Street/Post Office Box 8100 • San Luis Obispo, CA 93403-8100 March 28, 1988 TO: John Dunn, CAO FROM: Ann Crosscy, Personnel Director RE: Historical Rcvicw of Staffing for Human Relations In response to your request I've prepared a brief overview of the staffing pattern for the Human Relations Commission (HRC) Office. I was employed here 2/81 so information prior to that is from records and discussions with the previous CAOs. The purpose of this memo is to demonstrate the efforts by CAOs since 1977 to make staffing policies and practices for FIRC more consistent with those of other programs. The Human Relations Commission was allowed during the 1970's to contract with persons and hire sonic City employees directly. No other boards and commissions hire or specifically direct staff. Through a variety of steps this commission-staff relationship has been reduced and authority for staffing and direction has been strengthened within the CAO's office. My understanding is that it has been done with the approval and actual encouragement of Council. The intent has been to slowly bring the staffing issue into compliance with normal procedures while not unduly upsetting the Commission. It seems to have been successful. In the mid 1970's the HRC Commission had a contract with a local person, Orloff Millcr, to perform as a "Social Services Coordinator" under contract, not as a City emplovec. He was employed by the Commission with the consent of Council. Funds were available for temporary help and for a needs survcv that was conducted during this period. In 1975 he hired, as a temporary Clcrk Typist 11, Jackie Mcgow. Her application stated she was applying to be "Of ficc Secretary". She was paid as a Clerk Typist II without regular benefits. This hiring was done by Council Resolution 2719 ( 1975 Series). I have attached it because it illustrates the exception to normal hiring procedure that characterized the HRC staffing. She was hired as a regular employee July 1, 1975 and called Assistant to the Social Services Coordinator. Primary functions continued to be office secretary although the pay was adjusted 7% higher than Clerk Typist 11. In June of 1979 Orloff recommended that Jackic be reclassified to better reflect her increasing paraprofessional duties and the pay range be increased. Her title was changed to Human Relations Associate and the pay increased with Lee Walton's approval effective 7/1/79. Within six months Orloff, who had been on a leave of absence, resigned and Jackie's title was changed to Human Relations Program Coordinator without additional salary increase. Jackie resigned as coordinator in November 1981 in a letter to the HRC Chairperson. In November of 1980 Gwen Guvrc was hired by Jackie as a Human Relations Aide, a clerical position paid as an entry level clerk. The position was reclassified to Secretary i during the City wide classification study in 1982. During 1984 it was requested that the position be reclassified to a professional level based on Attachment 3 3 -7 March 28, 1988 Page 2 expanding job duties. Paul Lanspery agreed to retitle the position to Human Relations Aide and to include some paraprol'cssional duties and to reassign it to a slightly higher pay range although still within the clerical series, but commented on the reclassification form that the office was not going to continually expand in scope of duties or staff unless so determined by the City Council. Steve Henderson was hired to replace Jackie Mcgow. Paul Lanspery, the newly appointed CAO included members of the HRC in the interviewing process but made it clear that he would make the appointment which he did in March 1982. With Council approval in 1984 he moved the position to the Management Pay Plan and retitled it Assistant to the City Administrative Officer. Since that time the position has been assigned a variety of administrative tasks not related specifically to the HRC. This practice has continued during the past two years under Toby as Acting CAO and during your administration. Gwen had been assuming more Office Manager duties for the specific HRC functions and with the assistance of temporary, part-time clerical help. It was my understanding that another reclassification for the position was evolving as we increased Steve's administrative responsibilities and reduced his involvement in the day to day tasks of the HRC. No additional staff position was contemplated. When Gwen resigned in late 1987 Administration and Personnel decided to address the appropriate job classification before conducting the recruitment to fill the position. To further reduce Stc%c's in� olvcmcnt ,khilc pro% iding appropriate administrative staff support I recommended the position be restructured as an administrative assistant, which is an entry level professional position in the general unit, and which would support the HRC functions with only assigned clerical assistance. This recommendation was supported by both the CAO and Assistant CAO as a continuation of our attempts to bring the HRC staffing within the normal staffing patterns. The City Administrative Officer is delegated authority by Council in the Personnel Rules and Rcgulntions to approve classification changes in Section 2.36120 as the final authority. Following the decision on the job classification recruitment commenced. The recruitment has been run by the Personnel Office working closely with Steve Henderson. Screening interviews will be given on March 31 with final appointment expected in April. The net result of the various actions since 1977 has been to bring the HRC office generally and this position spccifically under close control of the CAO and Council while maintaining good working relationships with the HRC. Attachment 3 — page 2 _ RESOLUTION 110. 2719 (1975 Series) A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO RATIFYING THE APPOINTMENT OF kiq INTERIM TEMPORARY TYPIST-CLERK FOR THE HUMAN RELATIO14S COMMISSION. BE IT RESOLVED by the Council of the City of San Luis Obispo as follows : 1 . This Council hereby ratifies the action of the Human Relations Commission in selecting and approving Jacqueline Zimpfer as temporary interim Typist-Clerk II for the period January 22 , 1975 , through June 30 , 1975 . 2 . 'Elie City Administrative . Officer is hereby authorized and directed to notify said Typist-Clerk in writing that her employment is merely temporary , and that if the position or a similar one is continued beyond June 30 , 1975 , she must participate in the City ' s standard employee selection procedures without any preference or priority . On motion of Councilman Graham, seconded by Councilman Norris , and on the following roll call vote : AYES : Councilmen Brown , Graham, Gurnee , Norris and Mayor Schwartz NOES : Jone ABSENT : None the foregoing Resolution was passed and adopted this 23rd day of January , 1975 . Mayor ATTEST : 3- 9 City Clerk Attaclm-ent 3 - page 3 R 2 719 ���n���►��ni►�h��►►illlll�llllh��"""1° IIIiI city of sAn luiS OBISPO a Mq i' gg0 Palm StreetlPost Office Box 8100 • San Luis Obispo, CA 93403.8100 NAME—' 61 April 13 , 1988 To John Dunn, City Administrative Officer From Steve Henderson, Assistant to the City Administrative Officer Re Administrative Assistant Reclassification In 1984 , Paul Lanspery, with Council approval , changed my title from Program Coordinator to Assistant to the City Administrative Officer. This was done to better reflect my efforts on behalf of administration. I was performing duties related to the Mobilehome Rent Control Board, Promotional Coordinating Committee, goals and objectives, public information, legislative analysis, disaster preparedness, enforcement of the smoking ordinance and federal regulations related to Revenue Sharing and special requests by the CAO. Because these additional responsibilites decreased my role in the day-to-day management of the Human Relations commission, Gwen Guyre Powell assumed more significant duties for the specific Commission functions. This increase in job scope coordinating the Commission' s activities was the primary reason for considering a job reclassification. The Personnel Director and I considered the reclassification of the Human Relations Aide position, both because of the change in her duties which had occured over a period of time and to allow me to continue to provide general administrative duties and technical staff support to the CAD ' s office. Presently clerical responsibilities in the commission office are handled primarily by the individual producing the correspondence, report, etc. A 20 hour per week employee (Lois Barton) assists in ordering supplies , typing, arranging appointments and meetings, xeroxing and especially handling the 25 phone calls per day the office receives from residents . Although additional clerical support is always needed, we have not budgeted any additional funds nor do we anticipate doing so. The Commission is complimented by Cal Poly Interns who work on a variety of special projects . You ' ll find attached a Human Relations Commission Events Calender for 1988 . The calender identifies on a monthly basis the activiities of the Commission. I have also attached the recently approved Annual Commission workplan for the remainder of our present fiscal year and for 1988-1989 . These two documents are a product of the joint meeting between the Council and the Commission. The Annual Workplan identifies the major activities of the Commission and delegates initial responsibility to committee . Each major activity has specific goals and objectives, it also targets the project or event it is designed to inform or assist. All of the activates suggest methods, milestones, results and evaluation. These events and projects have a long-standing history with the Human Relations Commission, and are now formalized within a workplan concept. The workplan projects five major events and activities the Committee will sponsor or co-sponsor each year. Attachment 4 _/� The key activities and events included in the Commission's Annual Workplan are Grants-In-Aid, Mediation Services Program, Law Week, Multi-Cultural Awareness Week and several forums and workshops designed to inform city residents on social and civil rights issues. In summary, the Human Relations Commission ' s workplan requires professional and technical staff support to coordinate and directing the work product of the Commission. Major quarterly events sponsored by the Commission needs sufficient supervision and appropriate staff assistance. This staffing is in addition to managing the day-to-day office and commission requirements. Attachments: 1988 Calender of Events HRC Annual Workplan Attachment 4 - page 2 -�/ h__.AN RELATIONS COMMISSION EVENTS CALENDER FOR 1988 JANUARY Grants in Aid: Request for Proposal Available HRC Planning Review FEBRUARY GIA Applicant Workshop GIA Applications Due GIA Review Begins Mediation Training Goals and Budget Review: Alternate Years MARCH GIA Review Continues HFC Elections New Commissioners Appointed APRIL Orientation of New Commissioners Sub-Commitees Formed City Council Meeting Appointments Adoption of Workplan Planning of Law Week Planning of Tenant-Landlord Workshop Quarterl,. Mayor's Luncheon for Ccmr.i.ssion Chairs GIA Special Meeting MAY GIA Public Hearing Law Week Tenant-Landlord Workshop Annual'Report CAHRO Conference Plan Community Forum JUNE GIA Recommendations to City Council GIA/HRC Liaison Appointments Revision of Bylaws and Code of Ethics Community Forum Planning Continues Mediation: Community Workshop Attachment 4 - page 3 /� HRC Events Calender for 38: Continued JULY HRC Potluck Forum for Community Agencies AUGUST Planning of Cultural Awareness Event Mediation Training SEPTEMBER Planning of Cultural Awareness Event Continues Planning Review OCTOBER Cultural Awareness Event NOVEMBER DECEMBER Annual HRC Dinner 3 -/3 Attachment 4 — page 4 WORKPLAN GRANTS-IN-AID Purpose is to provide support to private human service agencies, particularly those serving the homeless, and those providing fuel , food and shelter to the needy within the City. Responsible sub-committee Grants-in-Aid Sub-committee Goals and objectives 1 . To review GIA applications in a thorough and timely manner prior to the Public Hearing . 2. To conduct a public hearing for the GIA applicants and interested parties to present their proposals to the full HRC . 3. To evaluate all GIA proposals and to prepare a recommendation for the City Council . Target Group(s) Human service agencies operating within the City of San Luis Obispo. Methods To accept, study and evaluate proposals submitted by human service agencies and to prepare a recommendation for distributions of grants-in-aid funds for the City Council . Activities 1 . All Commisioners should be familiar with each application. 2. The HRC Sub-Committee will make preliminary recommendations to the entire HRC prior to the public hearings . 3. The full Commission should develop basic criteria for evaluating the proposals such as needs of the community, duplication of services within the community, efficiency of resource use by the service group, quality of services provided, etc. Attachment 4 - page 5 /� 4. Commissioners should be prepared to ask for clarifications of any concerns regarding the proposed services. Study of the original proposals will provide a foundation for the Commissioners to use as a starting point for obtaining any additional information they feel is necessary for an effective evaluation of the proposal. 5 . Evaluate the proposals . Commissioners will apply the criteria previously developed to the proposals and presentations from the various service groups. 6. Prepare a final recommendation for the City Council . The recommendation should include both which services should be funded, the amount of funding recommended , and a brief summary of the HRC ' s reasons in support of its recommendations , i .e. as related to the criteria used . Anticipated Results A well prepared and supported package recommendation which the City Council will be able to use as a base for its final appropriations of GIA at the public hearing . Time Frame January: RFP made available to service groups (staff ) February: GIA Applicant Workshop GIA Applications due February 24 GIA Review Begins (GIA Sub-Committee) March: GIA Review Continues (Sub-Committee and individual Commissioners ) Special Meeting of HRC - Develop criteria for evaluating GIA proposals , discuss specific applications in preparation for public hearing. (Full Commission ) April : GIA Public Hearing May: GIA Evaluations and preparation of final recommendation for City Council June: Finalize recommendations and submit to City Council . ( A representative of the Commission should attend the CC public hearing (s) in case any questions arise as to the written recommendations made. ) July: Evaluation (as detailed below) Evaluation 1 . Was each phase ( familiarization, review, hearing, evaluation and recommendation) completed within the time frame? Attachnent 4 - page 6 2. Were the criteria developed relative and satisfactory.? Could they be more complete or less complicated? 3. Was the final recommendation clear and well supported? (Did the City Council find it useful?) 4. Any other suggestions for improving the Commissions' process? * ( In the following sections, if a sub-committee seems appropriate I have listed it and placed a * by it to indicate it may or may not be created at the NRC ' s pleasure. ) AttachTent 4 - page 7 /l0 LANDLORD-TENANT ISSUES AND MEDIATION TRAINING Purpose is to assist landlords and tenants with information on their rights and responsibilities and to provide a quality mediation service for settling landlord-tenant disputes in the City of San Luis Obispo. Responsible Sub-committee Staff Executive Committee Mediation Committee* Goals and Objectives 1 . To recruit and train volunteers to act as mediators in landlord-tenant disputes. 2. To provide a landlord-tenant workshop for the community. 3. To hold a community forum on mediation. Target Groups Landlords and tenants in the City of San Luis Obispo Potential volunteers to serve as mediators Method To recruit volunteers and provide them with training in mediation so that a mediation service can be adequately provided, and to provide workshops and community forums to encourage use of the mediation service. Activities 1 . Mediation Training 2. Tenant-Landlord Workshop 3. Mediation : Community Forum Anticipated Results An effective mediation service provided for landlords and tenants in the City of San Luis Obispo, and a community Attachment 4 - page 8 /y that is aware of the availability of the service. A reduction in landlord-tenant disputes would also be expected. Time Frame February: Mediation Training April : Second Mediation Training ( tentative) Planning of Tenant-Landlord Workshop May: Tenant-Landlord Workshop Plan Mediation Community Forum June: Mediation Community Forum July : Evaluation (see below) Evaluation 1 . Is the mediation program being implemented? 2. Was the tenant-landlord workshop well-planned and implemented? Did it accomplish its objectives? Should it be considered as a repeat activity? 3. Was the Mediation Community Forum well planned and implemented? Was it well received by the Community? Is it valuable enough to be considered as a repeat activity? Attachment 4 - page 9 r- LAW WEER - CO-SPONSERED WITH THE SAN LUIS OBISPO COUNTY BAR ASSOCIATION Purpose is to provide a focus on individual rights and responsibilities through provision of workshops, forums and seminars for educating the public and increasing public awareness of these issues . Responsible sub-committee 1 . Executive Committee 2. Law Week Sub-Committee* Goals and Objectives: 1 . Plan a week of activities that focus on the legal rights and responsibilities of the individual . 2. Determine the specific needs of our community and provide forums, seminars, and/or workshops in those legal areas to increase awareness of rights and responsibilities. 3. Utilize the broad spectrum of resources available in the Community. 4. Provide publicity for the events planned. Target Groups To be determined by evaluation of needs in the community. Might include tenants, homeless, juveniles , women, abused wives , etc. In general , whatever groups are felt to have a special need for education about their legal rights and responsibilities. Method To research, determine groups with a need for legal information, and provide workshops, forums, etc. that focus on these needs during "Law Week" . Also, to publicize the events to make the entire community aware of the focus on individual legal rights and responsibilities. Attadmient 4 - page 10 —// Activities 1 . Determine "target" groups. 2. Plan activities. 3. Law Week. Anticipated Results A better informed community in general , and specifically those groups for whom specific activities were provided. Time Frame March: Determine target groups for Law Week with both needs of community and available resources in mind. April : Plan Law Week - specific events and publicity May: Law Week June: Evaluation (see below) Resources 1 . Law profession : judges , lawyers , legislators 2. Cal Poly: professors 3. Criminal Justice System: Law enforcement , District Attorney' s office, Social Services ( juveniles) . Evaluation 1 . Was Law Week well planned and executed? 2. Was Community response favorable? 3. What improvements could have been made? 4. Was this activity worth repeating? 3 ao Attachment 4 - page 11 FORUM WITH COMMUNITY AGENCY REPRESENTATIVES The purpose is to improve communications between the Commission and the agencies with which is works, to provide a clearer sense of community needs and the services being provided to meet those needs , and to further closer cooperation between service agencies and between those agencies and the Commission. Responsible sub-committee Executive Committee Goals and objectives 1 . Promote a clearer understanding of community needs and the ways in which those needs are being met by Community Service Agencies. 2. Explore the needs of the services agencies and ways in which they might assist each other or be assisted by the HRC. 3. Further open communication between the Commission and the Community Service Agencies. Target Groups Community Service Agencies in the City of San Luis Obispo. Methods Organize a forum with the HRC and Community Agency Representatives. Activities 1 . Plan the focus and format of the forum 2. Notify and invite Community Service Agencies. 3. Host the forum. Anticipated Results Improved understanding of community needs, the services being provided to meet those needs, and the needs of the agencies providing those services. Attachment 4 - page 12 3 �� Time Frame May: Determine where the forum is to be held . Decide on the focus and format of the forum. ( Is this to be for Agency Representatives and Commissioners only, or is the public invited? ) June: Finalize format of the forum (question and answer , presentations, formal or informal? ) and draft a list of agencies to be included and an invitation (general content, staff can provide the specific invitation) . July : Host the Forum. August : Evaluate Evaluation 1. Was the format chosen effective? What might have improved it? 2. Was the forum valuable - did it accomplish objectives (goals? ) ? 3. Should more of these types of forums be planned? Attachment 4 - page 13 CULTURAL AWARENESS EVENT Purpose is to promote community awareness and appreciation of the rich cultural variety within it . Responsible Sub-Committee Executive Committee Cultural Awareness Committee* Goals and Objectives 1 . To provide an event which focuses on cultural awareness . 2. To plan an activity which includes a broad spectrum of cultural backgrounds . 3. To include the community in a special activity of sharing that is intended to increase cultural awareness. Target Groups The entire community of San Luis Obispo, its surrounding areas and tourists . Methods Plan a cultural activity to promote cultural awareness and focus the attention of the community on cultural backgrounds, differences , and resources within it , or on a specific cultural aspect within it . Activities 1. Planning : determine the theme for the event, choose the activity that is to be provided, and decide what further planning and actions will be needed to provide the activity. 2. Contact participants , plan and implement publicity, and finalize organization of the event . 3. Cultural Awareness Event. AttachTent 4 - page 14 � a� � 7 Anticipated Results An event that is enjoyable and fun for the community and that results in hightened appreciation of cultural variety and resources in San Luis Obispo. Time Frame August: choose theme and plan specific event. Determine available resources and desirable place, time, and activity. Sept: Organize the specific event, arrange to contact participants, make arrangements for space, etc. Plan and implement publicity. October: Cultural Awareness Event. Attachment 4 - page 15 MISCELLANEOUS BUSINESS ITEMS Purpose is to facilitate smooth operation of the HRC. Responsible Sub-Committee Full Commission Goals and objectives 1 . To provide a structure for efficient operation and effective meetings. 2. To properly train all Commissioners. 3. To provide some social interaction for Commissioners with Community Groups and each other. Activities 1 . Orientation of new Commissioners. 2. Quarterly Mayeor ' s Lunch for Commission Chairs . 3. Annual Report 4. CAHRO Conference 5. Revision of Bylaws and Code of Ethics 6. HRC Potluck 7. HRC Annual Dinner Time Frame March: New Commissioners Appointed April : Orientation of new Commissioners begins . Quarterly Mayor ' s Lunch for Commission Chairs May: Annual Report CAHRO Conference Orientation of New Commissioners is Completed June: Revision of Bylaws and Code of Ethics July: HRC Potluck Dec: HRC Annual Dinner AttachTent 4 - page 16 • M• -3NG AGENDA DATE APR 26 13 ITEM # illgglllllll�lll�lllll���������,I�IIIII VIII II�� O An OBISPO Cl S 1S 990 Palm Street/Post Office Box 8100 • San Luis Obispo,CA 93403-8100 r / cc: Lkopoll April 25, 1988 Q� A�' qwl- s. H MEMORANDUM �S+ To: City Council From: John Dunn�i / Subject: Councilmember question whether staff to Human Relations Commission is or should be a City department RECOMMENDATION: Under the current structure and assignment of duties and responsibilities to the Human Relations Commission, the staff to the Commission should continue to serve as a sub function of the City Administrative Officer's Office. This recognizes that separate departmental status is inappropriate at this time for several reasons discussed below. DISCUSSION: The question has been posed to me by a Councilmember, "Is the staff of HRC a department or should they be"? My answer to this question is a rather emphatic no, but that brief response certainly deserves further elaboration. Despite the original creation of the Human Relations Commission as a largely autonomous independent commission, with their independent staff, all efforts in the last several years have been to place the Human Relations Commission on the same basis as the other City Council advisory boards and commissions, and to place the staff to the Commission in a proper relationship to the City's administrative structure. Stated differently, it was recognized that it was Inconsistent with City policies and structure to have one advisory body that was substantially different from the others, and to have one advisory body with separate staff, unlike the other boards and commissions and committees of the City who utilize City staff. Personnel Director Ann Crossey further elaborates on the City's efforts in this direction for the past several years. The previous City Administrative Officer determined, quite correctly I believe, to take the principal staff person to the Human Relations Commission and to place that position as a sub-part to the City Administrator's Office. In that way time not devoted to the activities of the Human Relations Commission could be devoted to the other administrative requirements of the City. With this function having only two full-time positions, it is not large enough for designation as a separate department. It might be large enough to be appropriately designated a division under the proper department. Most importantly, a new department would not be formed, unless the City Council made the determination and that the staff resources necessary to address the function justified departmental organization. Asking this question begets a more fundamental question, which the City Council may desire to further discuss and explore. While there were doubtlessly valid reasons for the creation of the Human Relations Commission in the City's past, and for properly staffing the Commission, the question might be asked as to whether these same reasons still exist, or exist with the same intensity and urgency as earlier existed. A very good question is whether these "social issue" functions could really be best handled on a County-wide basis, perhaps as a separate commission or department of the County. An auxiliary question to that is whether the City's concerns in this area would be adequately addressed if there were a County-wide commission or County department. Another related consideration is the appropriate size of the Commission. It is obvious that the major "value" in San Luis Obispo has been the representativeness of the Commission, both to represent a diverse community and to represent those who have a special knowledge and concern with social problem areas. This has resulted in an eleven-member commission, considerably larger than the more typical board or commission of five to seven members. Given that the concerns and questions of the individual commissioners are in some part responsible for the required staffing, one logical question is. whether the necessary staffing could be reduced over time with a smaller commission. Another related .idea is whether the Commission might be reconstituted more as representative/expert appeals board similar to the Personnel Board, with the basic function being a staff function, again similar to the Personnel function of the City. I have attached a copy of my earlier memo dealing with the periodic review of boards and commissions, as specified in the City Charter. As mentioned in that memo, one of the alternatives is to ask the Personnel Board either to take a look at the board and commission situation generally or, more limited, to look at alternatives to the present Human Relations Commission situation. I should add that the Personnel Board has a rather full work assignment at the present time, and might not be available to volunteer for this additional task. These and related ideas might be discussed on Tuesday evening, as the City Council desires. JD:mp Attachments. Cl of sAn t11SoBispo 990 Palm Street/Post Office Box 8100 •San Luis Obispo, CA 93403.8100 November 5, 1987 MEMORANDUM To: City Council From: John Du Subject: An over the organization of the City Administrator's Office This note is intended as information for the newly elected City Councilmembers and a quick review for continuing Councilmembers. After reviewing the contents of this memo, if further clarification is desired, please give me or Toby a call or visit. As an overview, the City Administrator's Office (City Hall component) consists of four persons - the City Administrative Officer (John Dunn) , the Assistant City Administrative Officer (Toby Ross) , Secretary to the City Administrative Officer (Marilyn Perry) and Secretary to the City Council (Becki Austin) . A fifth position, Assistant to the City Administrative Officer (Steve Henderson) , primarily serves as staff to the Human Relations Commission, and to a lesser degree, the Promotional Coordinating Committee. Steve and his assistant, the Human Relations Aide (Gwen Guyre-Powell) , are located across Osos Street in separate quarters. Steve also assists the City Administrative Office in assigned tasks and works with both Toby and me but is more directly supervised by Toby. A seventh position, Transit Manager (Nancy Knofler) , supervises the SLO Transit system and reports (on most issues) to Toby. The City Administrative Officer's principal task is to serve as the administrative head of the City government, manage the affairs of the City and to supervise the various departments, and to serve as the principal staff advisor to the City Council . At the more practical level, much of the CAO's time is involved in working with the concerns and ideas of the City Councilmembers, working closely with his office members to establish tasks and priorities. providing consultation and direction to department heads and working with citizens and community organizations on various concerns, suggestions and complaints (and following these up) . That means the majority of my time is spent in meeting with various people, on the telephone, writing memos and letters and, more generally just keeping in contact with the City operations and issues. The Assistant City Administrative Officer has the responsibility for the overview and coordination of the City's rather extensive Capital Improvement Program. In this role he spends much of his time speaking with consultants and contractors of the City and meeting with departmental personnel who are involved in the implementation of these programs. City Council November 5, 1987 Page 2 Steve's major job responsibilities revolve around human relations concerns, legislative review and public information. He also coordinates the goals reporting system. A brief outline of his responsibilities is attached. . I have no alternative but to increasingly delegate operational responsibilities to Toby so that I have sufficient time for working with the City Councilmembers and their concerns, and keep myself available for department heads, other City employees and members of the public. To a casual observer, it might appear there is some duplication and overlap to what I and Toby do, but in reality that is not the case. Though I have been here just five months, we are squared away on respective responsibilities. Generally, my responsibility is to provide the organizational overview, departmental coordination, and to foster and enhance the communication process. Toby shares these same concerns, as he must, so that he can act as a backup to me. He also works on more specific individual projects, dealing with the City's Capital Improvement Program, other projects as assigned and with the departments on either our concerns or their concerns. Examples of Toby's recent projects include the contract for the emergency shelter programs, acquisition of property for the Marsh Street Parking Structure, monitoring contract disputes on capital projects, recruitment for a Finance Director, and negotiations with the General Employee Unit. Marilyn serves as Secretary to the City Administrative Officer, and to the Assistant City Administrative Officer as well . Becki serves as Secretary to the City Council and, time permitting, does certain overflow work for the City Administrative Office. Both Marilyn and Becki have very full work programs. Attached, for your understanding, is a more detailed listing of the major responsibilities and assignments of the Secretary to the City Council. This should be useful since she will be providing assistance to you. Overall , there is a full palette of work placed before all of us in the City Administrative Office, and a high degree of communication and coordination between us is necessary. We have weekly staff meetings where each of us talks about the major things we are working on and share information with and ask questions of each other. Additionally, Mayor Dunin, the City Attorney, the City Clerk and I meet every two weeks to discuss the forthcoming agenda and any other items which any of us desire to discuss. The City Clerk, the City Attorney, the Assistant City Administrative Officer and I meet periodically (as needed) on Informational. process and procedure matters, many of them having to do with the total agenda process (putting the agenda together, reviewing the agenda reports and follow-up of City Council meetings) . I trust that this information is helpful to you. If it has inspired some questions, I would appreciate the opportunity to get together with you and further discuss these and related matters. JD:mp Attachments anti support for the Channef: "tp 3eb - Divi s i an Public Information = coordioation. of the: City.'s Public Information: Program. SYSTEMS Goals Reporting coordination of quarterly reports on budget objectives: SPECIAL PROJECTS Smokin . _Ordinance - administration and enforcement of the City's smoking ordinance . 1!tgulations for the handicapped implementation of regulations for the handicapped OCS/Coastal Management monitor activities related to off-shore oil development ADVISORY BODY SUPPORT AND COMMITTEE ASSIGNMENTS .Advisory Bodies Human Relations Commission Promotional Coordinating Commircet• StL,ff C,mink illto< Hazardous Materials Task 1'orc, Disaster Preparedness . MEE`"'G AGENDA Cit DATE Sze •� y opo SAn luiS oos 990 Palm Street/Post Office Box 8100 • San Luis Obispo, CA 93403.8100 CG•' Cov4i/ April 25, 1988 buhh TO: John Dunn, City Administrative Officer ,p.Ayj 1 FROM: Steve Henderson, Assistant to the CAO RE: Information Request of April 22 , 1988 The following is a brief summary of the information that you requested for the Tuesday, April 26, City Council meeting: Have we created a department? The Human Relations Commission has, since its origin in 1965, been operated under the auspices of the Administration Department. We continue to do so, and have not created a new department in any way. What is the total cost of operations, including staffing? For fiscal year 1987-88, the Human Relations Commission has a budget of $6,850. The budget for all HRC Programs is $188,250. Of this amount, $150, 000is allocated for Grants-in-Aid funding, staff salaries, fringe benefits, and office rent. My entire salary is charged to the HRC. At any given time, about 10 to 20 percent of my time is spent in dealing with actual HRC matters. Additionally, the City Attorney sometimes advises and assists the HRC, as he does all City departments and advisory bodies. There is no overhead budget accounting for these services. Neither is there any overhead budget accounting for the City Attorney's work in assisting the Administration Department on mobile home regulations or related matters. Total number of tenant/landlord and mediation requests? The HRC office receives approximately 30 phone calls per day. Of these, about 10 will usually have originated from outside the City limits. These calls are all referred to the appropriaC te y Hall, the Board of Supervisors, or the County Small Claims Advisor. The other 20 calls are composed of a variety of problems, but a vast percentage involve tenant/landlord relations. Total number of legal requests received? The HRC does not give legal advice. Conceivably, many of the tenant/landlord type calls that we receive could have legal implications. We attempt to deal with these either by: 1) giving simple information on common tenant/landlord problems, 2) attempting to resolve the problem through our mediation program, or 3) referring the caller to the Small Claims Court, California Rural Legal Assistance, or the County Bar Association's Lawyer Referral Service. One of the primary goals of the HRC is to help citizens to resolve these types of problems without costly litigation or the involvement of other City departments. Do any outside agencies perform these same services? The only other agency in the entire county which provides tenant/landlord information is the Small Claims Advisor. However, Small Claims serves only those living in the unincorporated areas of the County. All SIA residents are referred to the Human Relations Commission. CRLA is not engaged in the dispensing of routine housing information, nor is the SLO Housing Authority. There are no programs in the County which are similar to the HRC mediation service.