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.
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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.