HomeMy WebLinkAbout12/08/1992, 2 - STUDY SESSION TO REVIEW MANAGEMENT POSITION VACANCIES IIIII�III►►►INlllllllul IIUIIIvJ o sans OBISPO MEETING GATE:
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COUNCIL AGENDA REPORT u
FROM: John Dunn, City Administrative Office
Prepared by: Ken Hampian, Assistant City Administrative Officer`
SUBJECT: Study Session To Review Management Position Vacancies
CAO RECOMMENDATION: Review the status of existing management position
vacancies, and direct staff to proceed with appointments to fill the positions.
DISCUSSION:
Background
During the Council meeting of November 17, 1992, the City Council requested an
opportunity to review the status of existing management position vacancies.
Existing Management Vacancies
Currently, there are four vacant management positions. Two of these positions are at the
department head level; the Public Works Director and the Utilities Director. The
remaining two positions are newly created mid-management level positions; the
Transportation Manager and the Advanced Planning Manager (the Current Planning
Manager position had already been filled as of November 17, and the employee is
currently onboard).
All four recruitments to fill these positions are well underway. In fact, staff is on the verge
of finalizing appointments in nearly all cases. Specific status information is outlined below:
Public Works Director: The Public Works Director position has been vacant since June
2, 1992. The first recruitment to fill this position did not result in an appointment, and as
a result a second recruitment was initiated in September. On December 3 and 4 the
assessment center will be held. The CAO will hopefully be in a position to make an
appointment shortly thereafter.
Utilities Director: The Utilities Director position was vacated on October 2, 1992. The
Assessment Center for the Utilities Director is scheduled for December 10 and 11. Like
the Public Works Director recruitment, the CAO is hoping to make an appointment shortly
thereafter.
Transportation Manager: The Transportation Manager position was created through the
approval of.the Hughes Heiss Reorganization Study on June 1, 1992. The oral board for
this position was held on October 23. Following the oral board process, staff extensively
backgrounded and interviewed the #1 candidate. Unfortunately, the #1 candidate
withdrew from the process on November 10. There are, however, at least two other very
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COUNCI` AGENDA RERT
qualified candidates on the list. Staff has deferred further discussions with these
candidates, however, pending this Council review.
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i Advanced Planning Manager: The Advanced Planning Manager position was created
through the approval of the Hughes Heiss Reorganization Study on June 1, 1992.
Recruitments for both this position and the Current Planning Manager have progressed
concurrently, but on slightly different schedules. As mentioned earlier, the Current
Planning Manager position is already filled. The oral board for the Advanced Planning
Manager was held on October 14, 1992. The CAO and Community Development Director
began extensive interviews with five finalists for the position immediately thereafter. These
interviews have been completed, and the appointment is ready to be made pending the
Council review of management position vacancies.
Consequences of Leaving the Positions Vacant
On June 30, 1992, the City Council initiated a total hiring freeze with the exception of
department head level positions. As a result, the City Clerk's position was filled and staff
has proceeded to pursue filling the Public Works and Utilities Director positions. The total
hiring freeze was lifted by the City Council on September 23, with the concept of filling
vacant department head level positions affirmed. The CAO strongly recommends that the
Council not alter this direction at the present time. Given the challenges facing both of
these major departments, it is essential that they are led by highly qualified department
heads who have a manageable span of control and scope of responsibilities. A memo
from the Acting Utilities Director discussing the importance of filling that position is
provided as Attachment 1.
With regard to the Transportation Manager and Advanced Planning Manager, as
mentioned earlier, these positions were created as a result of the Hughes Heiss
Reorganization Study approved by the Council on June 1. While some positions were
created as a result of that action (6), more positions were deleted (12.75 FTE's
immediately, with additional reductions to occur over the next 12 months).
To assess the consequences of not filling these two positions, it is important to consider
the City's original goal at the outset of the study. The key question posed by the City and
answered in the study was this: 'What changes are needed in the Public Works and
Community Development Departments to assure that they are appropriately organized for
the 1990's and beyond?" The consultant was asked to address this question with the
constraint that there can be no net increase in staffing as a result of their
recommendations. The City's goal was to reduce staff resources in areas of lesser
priority and workload, and instead reinvest these resources in areas of higher priority and
workload. This was more than achieved, with an immediate net decrease of
approximately seven positions, resulting in savings in excess of$100,000 annually. Over
the longer term, the study is expected to result in savings in excess of$260,000 annually.
At the same time, the positions created will address high priority future-oriented City
goals.
city of SanS OBISpo
COUNCO AGENDA REAR"
In summary, it is staffs strong feeling that completion of the total reorganization is
essential for the City to achieve its goals in both the transportation and community
development areas. With respect to the Transportation Manager, the creation of this
position will enable the City to consolidate currently fragmented transportation functions
into a single division. This consolidation is essential in order to deliver cohesive,
coordinated, and progressive transportation programs, with an emphasis on the
development of alternative modes of transportation. For this to happen, the division
needs a full time manager with direct experience in the divergent transportation functions
to be incorporated into the division (traffic engineering, transportation planning, transit,
bike programs, and parking). While highly qualified in their respective disciplines, none
of the managers currently responsible for these individual areas possess the full breadth
of experience and expertise (including registration as a civil or traffic engineer) to serve
as the Transportation Manager. In addition, management of the division is not something
that could realistically be achieved as a part-time task of one of the existing managers.
An alternative would be to organize the Transportation Division under the current City
Engineer who has had a degree of experience in all of the areas, and is, of course, a
registered engineer. However, given his other substantial duties (which currently include
serving as Acting Public Works Director), it would not be possible for him to give the
newly formed division his total attention. If the City desires a vigorous, creative,
community-oriented transportation program, it will require more than part-time
management. For this reason, this option is not recommended. The Interim Public
Works Director/City Engineer has provided additional thoughts in his attached
memorandum (Attachment 2).
With regard to the Advanced Planning Manager, filling this position is essential in order
to complete a reorganization which created two divisions within the Community
Development Department; the Current Planning Division and the Advanced Planning
Division. The Advanced Planning Division will consist of a "working" Advanced Planning
Manager and 1.8 Associate Planners. This level of staffing is not excessive, when one
considers the number of long range planning activities currently underway in the City.
The Community Development Director offers a number of other thoughts in his attached
memorandum (Attachment 3).
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Staff has also attached the June 1 staff report which transmitted the Hughes Heiss
Reorganization Study to Council (Attachment 4). A complete copy of the study is
available for review in the City Clerk's Office. The job descriptions and/or position
announcements for all four vacant positions provide information regarding the technical
skills and special qualities sought in persons appointed to these positions (Attachment 5).
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COUNCIL AGENDA REPORT
Conclusion
Staff feels that filling these vacancies is essential to the effective management of the City,
and a prerequisite in order to achieve our more future-oriented goals. Thus, authorization
to proceed with completing the appointments is requested.
NOTE: The Hughes Heiss Study also resulted in the creation of two Recreation
Coordinator positions in exchange for the elimination of 5 Program
Coordinator positions (FTE's). These are not management positions, and
they have already been filled.
ATTACHMENTS:
1. Acting Utilities Director Memo
2. Acting Public Works Director Memo
3. Community Development Director Memo
4. June 1 Staff Report
5. Job Descriptions/Announcements
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city of sAn 1u1s OBISPO
990 Palm Street/Post Office Box 8100 • San Luis Obispo, CA 93403-8100
November 23 , 1992
MEMORANDUM
To: John Dunn, City Administrative Officer
From: John E. Moss, Acting Utilities Director
SUBJECT: UTILITIES/PUBLIC WORKS ORGANIZATIONAL STRUCTURE
This memorandum is to document my analysis as to why Utilities and
Public Works should remain as two separate departments rather than
being combined under a single director.
In review and analysis of the advantages/disadvantages of the
Utilities and Public Works Departments remaining as separate
departments, I think it is important to first review the
departmental reorganization which separated the two in 1989 .
The formation of a separate Utilities Department was originally
considered as a means of improving efficiency and effectiveness in
accomplishing the City's water and wastewater goals and objectives.
At that time it was determined that due to the growth of the then
Public Works Department in both size and responsibility, and
largely due to regulatory developments, the effectiveness of
providing the essential services of the department was being
affected in a negative manner. A separate Utilities Department was
determined to best meet the City's needs for the following reasons:
The size, scope and functional independence of the utilities
operations would easily justify an independent department; the
City-wide policy implications of the water and wastewater
operations are of such importance as to justify a closer level of
management and accountability; and, Departmental specialization
would provide for a more responsive, focused and manageable
operation.
Additionally, elimination of utilities from Public Works
responsibilities presents an opportunity for increased attention to
other matters in the Public Works Department which are of paramount
importance to the community.
My personal analysis of the requirements of the Department has
yielded much the same conclusion as the original organizational
evaluation of three years ago. The significant issues facing the
community in regards to water supply, water reclamation, and water
quality, as well as the potentially high costs associated with
these issues requires a significant amount of direction and
involvement at the management/policy level. The number of
functions or programs included under the Utilities Department alone
r; r
Mr. John Dunn
Organizational review
Page 2
are justification for the Department's existence. A review of the
1991-93 Financial Plan Utilities Department operating programs
clearly demonstrates the size and complexities of the Department.
The technical and regulatory developments of the programs
administered under Utilities are continually changing and again are
of such complexity and importance to the City as to justify
management as , a separate department. To combine the above
responsibilities with those currently being administered under
Public Works would result in a department with limited focus and
ability to keep up and respond to critical issues. Additionally,
the focus and detail would then have to be provided from the
division manager, mid-management level; and as such may lose some
of the critical coordination with City-wide direction and policy as
provided at the management level.
Other issues of importance regarding the Utilities Department which
may be less obvious but also deserve due consideration include,
departmental identity, organizational development, the culture of
the Utilities organization, and the degree of commitment
demonstrated by staff towards the success of the Department. Over
the past three years the Department has undergone an extensive
organizational development program via a consultant. This program
is being continued in-house as its success in bringing the
Department together and identifying our sense of mission cannot be
understated. I fear that much of the success of the Department and
the development program will be undermined if staff perceives the
City's commitment to the Department is not there. The separation
of Utilities from Public Works was a significant step in
recognizing the specialized and technical nature of Utilities work,
and it is this recognition which has contributed to the overall
sense of team in the Utilities Department.
In summary, I would be happy to meet with you to discuss this
analysis further. Additionally, I can make available the
Department's file on the reorganization which originally created
the separate department. I think most of the reasons for the
original reorganization are still today compelling reasons for
maintaining Utilities as a separate department.
PUBLIC WORKS DEPARTMENT
ENGINEERING DIVISION
MEMORANDUM
DATE November 19, 1992
TO John Dunn, City Administrative Officer
FROM Wayne Peterson, City Engineer
SUBJECT Transportation Manager
I highly support the addition of a Traffic and Transportation
Division in the Public Works Department. While the City has been
active in all areas of transportation, the programs have been
scattered through the various departments and coordination has been
difficult.
If a Transportation Division is formed in Public Works a
Transportation Manager position, that has been recommended in the
recent organization study, is necessary to make it effective and to
keep it coordinated. Now more than ever there is a definite need
to coordinate all of the transportation activities under one
umbrella.
The Transportation Manager needs to be someone who can
concentrate on addressing the total transportation needs of the
City. He must have a good grasp of the full range of
transportation systems and their relationships. He needs to
understand transportation planning, financing, parking management,
transit operations and traffic engineering.
Most of the new Federal and State financing programs schedule
projects via the Council of Governments and Cal Trans for funding
in future years. Some of these programs have very long lead times.
The City needs to create long term plans, remain committed to them
and submit them to be included in the appropriate programs so that
funding will be available when we build the project. This would be
one of several significant responsibilities of the Transportation
Manager. To accomplish this he must pursue the completion of the
circulation Element and from that element development a long term
program of project implementation so that San Luis Obispo can make
maximum use of available outside resources.
In addition to this there are a multitude of new programs and
regulations coming from other agencies that will impact
transportation. The Air Pollution Control Board, for one, is
adopting new programs that will require expertise in areas that the
City has not had to address in the past. The area was recently
declared a Metropolitan Planning Region with its own Metropolitan
Planning Agency. All projects will need further review to
determine traffic impacts. Congestion management plans will need
to be prepared. Traffic models will need to be maintained.
None of the current staff who will compose the new division
have all of the necessary skills for the Transportation Manager
position. The City should aggressively seek the right candidate to
fill this position.
city of sAn luis oaspo
990 Palm Street/Post Office Box 8100 • San Luis Obispo, CA 93403.8100
MEMORANDUM
TO: Honorable Mayor and City Council
VIA: John Dunn, City Administrative Officer
FROM: Arnold Jonas, Community Development Director a
DATE: November 20, 1992
SUBJECT: Unfilled Management Positions
During the past six months, substantial time and effort have gone into implementation of
the Council approved reorganization of the Community Development, Public Works and
Recreation Departments. Community Development Department employees have embraced
the concept with enthusiasm. In the face of initial stress and uncertainty produced by the
process, they have established and maintained a commitme4or full implementation.
The reorganization task is more complex and contains many more components than
simply moving around positions on an organization chart. It is a structural reordering of
significant parts of Department operations to achieve the goals of improved supervision
and accountability, increased efficiency, improved ability to meet high community
expectations, and enhancement of the department's customer service image. In short,our
goal has been to produce an improved management system in order to obtain better
results.
The key component of this structural change is the creation of the two strong planning
divisions within the Department. Elimination of two existing management positions and
their replacement with the Current and Advance Planning Manager positions forms the
structural framework upon which the rest of the changes depend. These positions are also
directly related to the major components of reorganization within the Public Works
Department, the creation of a unified transportation division in that department.
ATTACHMENT 3
The recruitment process for the two planning positions was initiated immediately upon
acceptance of the reorganization study by the Council. Response to these new
opportunities with the city was substantial, with an impressive field of candidates referred
to the Department for final selection. The selection process has been completed.
The new Current Planning Manager is in place and managing further changes within his
division. An excellent candidate for Advance Planning Manager has been selected and is
awaiting final appointment.
Backing away from completion of reorganization implementation now, by deferring final
selection of the Advance Planning Manager, would compromise the significant effort
completed to date. It could subvert the commitment and enthusiasm exhibited by affected
employees, and seriously impair our ability to achieve the substantial improvement
potential currently available to us. I feel we must take advantage of the window of
opportunity now available to realize the true potential of the reorganization.
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��IN�I �IG�ItlN�� MEETING DATE:
1NI�I�' iIIUIU MY O� San LUIS OBISpo
ONCe COUNCIL AGENDA REPORT ITEM NUMBER:
FROM: John Dunn, City Administrative Officer
Prepared by: Ken Hampian, Assistant City Administrative Officer
SUBJECT: Reorganization of Community Development, Recreation, and
Public Works Departments
CAO RECOMMENDATIONS:
1. Receive and approve the recommendations for reorganization
outlined in the "Analysis of the Community Development,
Recreation, and Public Works Departments", prepared by Hughes,
Heiss & Associates.
2. Direct staff to implement the recommendations generally in
accordance with the implementation plan outlined in the
report.
DISCUSSION:
Background/Study Approach
The City has a goal of conducting regular reviews of operations and
programs to increase productivity and improve service delivery.
Last Fall, issues and events combined to warrant the review of
three City departments: Community Development, Recreation, and
Public Works.
On October 29, 1991, the City Council approved the issuance of a
Request for Proposals (RFP) to complete an organization and
management review of these departments. After an extensive
selection process, in early 1992 the City contracted with the
management consulting firm of Hughes, Heiss & Associates. The
consulting team primarily consisted of Richard Brady (Project
Manager) and Gary Goelitz .
In terms of the study approach, this was not a study prepared "from
afar" based on organization and management theories. Instead, this
was .an analysis prepared by consultants who visited the City many
times over the last few months, and who developed recommendations
directed toward the special concerns and needs of our City.
The team began their work in February 1992 by becoming thoroughly
familiar with the three departments. This phase included the
review of written materials and interviews with management staff,
employees, Councilmembers, and others. Throughout the analytic
phase of the study there were regular site visits and consultations
with employees and management staff (primarily through a steering
committee composed of the CAO, Assistant CAO, and the Directors of
Community Development, Recreation, Public Works, Personnel, and
Finance) . Employee workshops were also held. There was a great
deal of discussion, written correspondence, and analysis before the
final report was completed. The final report was submitted to City
staff on May 15, 1992 .
ATTACHMENT 4 n
MINIM,% city Of sari t-aIs OBISp0
COUNCIL AGENDA REPORT
Overview of Consultant Recommendations
Attached is the portion of the Request for Proposals which outlines
the initial questions and concerns posed by the City (Attachment
1) . In the interest of brevity, staff has attached only the
Executive Summary of the complete report, and pertinent
organization charts (Attachments 2 and 3) . The full report is over
100 pages and provides a substantial amount of data, analysis, and
rationale in support of the findings and recommendations in the
Executive Summary.
It is staff 's opinion that the report addresses the issues and
questions posed in the RFP. In addition to recommendations for
reorganization, it also offers a listing of the abilities and
skills which should be sought in the next Public Works Director,
suggested customer service standards for the Community Development
Department, and comparisons of Recreation Department staffing to
other cities in the State. The complete report has previously been
provided to Councilmembers, employees, and other interested members
of the community, and is available for review in the City Clerk' s
Office.
The recommendations contained in the Executive Summary will not be
restated in this staff report. However, staff would like to
briefly summarize the most fundamental changes in each department,
and to point out some issues of special note.
Community Development Department
For this department, the consultant was asked to examine issues
related to both organization and workload. In terms of
organization, the consultant was to determine what changes would
be necessary to: improve supervision and strengthen management;
meet high community expectations; and improve the department' s
customer service image. With regard to workload, the consultant
was to examine both the Building and Planning Divisions to
determine if the existing number of positions are appropriate.
Plannina Division. The consultant recommends establishing Current
and Advanced Planning Divisions headed by "Manager" positions to
oversee responsibilities in these two areas. The report recommends
the elimination of the Principal Planner and two Senior Planner
positions (with the second Senior Planner reduction to occur after
completion of the Open Space Element, concurrent with the creation
of. a Parks Planner position in the Recreation Department) . An
Assistant/Associate Planner position is also recommended for
reduction. If the City "streamlines" its zoning ordinance and
aspects of its development review process, a second
Assistant/Associate can be eliminated.
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The streamlining noted above is important to both an improvement
in the department's ability to serve customers and to minimize
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MOMMMA COUNCIL AGENDA REPORT
unnecessary workload. The consultant points out that the City's
permit process is overly complicated in some areas. For example,
the consultant cites the need for at least two Architectural Review
Committee meetings before approval of even relatively minor
construction plans. This creates a burden not only for the ARC and
staff, but also for many residents pursuing relatively
uncomplicated improvements. The consultant also provides examples
of how the zoning ordinance currently requires permits for uses
which appear minor and incidental, such as computer service uses
on the ground floor of a building in the central commercial zone.
The consultant is careful to point out that streamlining can be
achieved without sacrificing the City' s commitment to citizen input
and quality development. Council support for the recommendation
to pursue such streamlining is essential, since only Council can
approve changes to the zoning ordinance and other procedures.
Building Division. The primary focus was on workload analysis.
In this regard. the consultant has recommended reducing the current
staffing of nine positions by three - one Building Inspector, an
Office Assistant I. and the Plan Check Engineer. In addition, the
consultant has recommended assigning one of the three remaining
Building Inspector positions to assist the Zoning Investigator in
his workload, which currently has a substantial backlog.
Of all the staffing related recommendations contained in the
report, staff and the consultant have struggled most with the
recommended elimination of the Plan Check Engineer position.
Although there are fiscal considerations, staff is concerned that
this reduction carries a fairly high risk that customer service
will be diminished as a result. This is because plan checking for
more complex projects would need to be contracted out, which would
take more time and create more coordination requirements. Less
complex plan checking would be done in-house, but could be delayed
as a result of other duties carried out by the Chief Building
Official and Permit Coordinator.
The Building Division is currently considered by many applicants
as very customer service oriented and timely in their provision of
services. Staff does not wish to significantly diminish this
capacity, especially since plan check fees were recently increased
and, consequently, a commensurate level of service is expected.
Therefore, while reductions and reassignments are appropriate and
recommended for this division, staff and the consultant agree that
the Plan Check Engineer reduction should not occur until January
1993, and then only if workload remains static or diminishes or if
projected workload for early 1993 shows no sign of significant
increase. Staff will carefully track the workload and further
evaluate the use of this position, with a recommendation to be
provided in early 1993. If not justified by workload at that time,
staff will recommend position deletion.
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Recreation Department
Over the years the Recreation Department' s organizational structure
has been established incrementally and has been staffed with a
number of "temporary" employees (though many of them have been with
the department for years) . The department has performed in a very
"hands on" way in delivering recreation programs. This approach
has its advantages, but is not conducive to more proactive program
planning and evaluation. Therefore, the fundamental question asked
in the RFP was: "What changes are needed to assure a Recreation
Department that is progressive and appropriately organized for the
1990 's and beyond?"
The report recommends reorganizing and streamlining the department
by eliminating a number of part-time "temporary" Program
Coordinator positions (5 FTEs) and replacing them with two regular
Recreation Coordinator positions. In addition, the report
recommends that the department initiate a comprehensive master
planning process to evaluate existing programs and identify future
community needs and desires. This effort would dovetail with, but
go beyond the masterplanning now being completed relative to the
Senior Center and other indoor recreation programs. This master
planning process is to be completed by existing Recreation
Department staff over the next several months.
Although this process is recommended to be started in July 1992,
staff believes that the work would actually be completed sooner if
training is provided to department management relative to the best
way of approaching such a master planning effort. Such training
can be provided on-site at a nominal cost, perhaps by a recreation
professional from another city who has recently gone through a
similar process. In addition, as the management staff of this
department transitions from a "hands on" style to a more pro-
active style, ongoing management training is likely to be needed.
Public Works Department
The RFP posed a fundamental question similar to the one asked in
relation to the -Recreation Department: "What organizational
changes are needed to assure a department properly organized to
meet the challenges of the 1990 's and beyond?" Two other key
questions related to whether or not transportation related
functions in the City should be consolidated in Public Works, and
if parks maintenance should be transferred to Recreation.
Transportation Consolidation. The consolidation of transportation
activities in Public Works, under a new Transportation Manager, is
recommended. The consolidation includes all transportation related
activities except those now organized in the Streets Division
(because Streets is essentially a maintenance operation).. The I
report also recommends the addition of a Transportation Planner
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COUNCIL AGENDA R
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position to the division to handle the numerous transportation
planning activities now underway. The report recommends that the
City seek a Public Works Director who possesses transportation
related experience and sensitivities.
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Taken together, the consolidation, staffing, and skills recommended j
by the consultant will shift the focus of this department and
strengthen the City's overall capacity to address both current and
future transportation challenges - particularly, the challenge of
minimizing automobile usage and air pollution through the enhanced
availability of alternative forms of transportation. With regard
to Transit, for example, the recommended reorganization will
support the Transit Manager by:
helping with the transit planning workload (e.g. , Short and i
Long Range Transit Plans, Transit Transfer Center planning)
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providing greater administrative support as a result of the
allocation of Administrative Analyst resources (e.g. , budget
and fiscal issues, staff reports, procurement)
improving coordination with related activities (e.g. , parking,
trip reduction efforts, traffic engineering)
- providing greater management assistance and expertise from a
highly qualified and experienced Transportation Manager and
a transportation oriented Public Works Director
One aspect of this reorganization of transportation functions which
is not yet addressed is the physical location of the new division.
This poses a challenge, and it is not likely that all members of
this division can be co-located given existing City facilities. i
However, following the approval of the consultant report, staff
will address this issue with the goal of co-locating as many
members of the division as possible. There could be some
additional costs associated with this, depending upon the solution.
However, it is our intent to pursue practical and cost conscious
solutions focused .bn the maximum use of existing facilities.
Other Public Works Recommendations. Three position reductions are
also recommended for the Public Works Department. Specifically,
it is recommended that the Project Manager, Engineering Field
Supervisor, and Parks and Building Project Assistant (a contract
position) be eliminated. It is also suggested that an Engineering
Assistant position be considered for elimination after the Autocad
mapping system is fully on line, depending upon workload at that
time.
Several other recommendations are offered, including: consolidation
of conservation programs in the Utilities Department; consolidation
of capital project management in the Engineering Division 'and
U111111f� �Ildlll city osar: . '.is OBlspo
A
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related transfer of an Engineering Technician position from the
development review section to the design section; and the need for
the City to eventually consider adding a Landscape Architect to the
Engineering staff to enhance the City' s capacity in this area. j
However, the report does not recommend the consolidation of parks
maintenance activities within the Recreation Department.
Workload Impacts. It must be noted that in the transition to a
more centralized capital project management approach, and with the
j elimination of the three Public Works positions, work on some
j current projects and activities will undoubtedly be disrupted and
slowed. In addition, leaner staffing in these areas will require
a greater sensitivity to workload and prioritization. Similar j
transitional impacts should be expected in other departments as
well.
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Staff will attempt to minimize these impacts through phasing and
other implementation strategies. However, lasting differences in
workload capacity in some areas are likely, and should be
understood as a choice made for increased investment in other areas i
(e.g. , transportation) . Further comment on such difficult
choices are offerred by the CAO at the conclusion of this report.
Employee Impacts and Implementation Timeframe
Employee Impacts. The staffing and organization changes
recommended by the consultant, including position reductions, are
not budget-driven, and as such, they should not be compared to the
layoffs taking place in many other organizations in the County.
Instead, this organization study was undertaken to achieve specific
organizational and community goals and priorities as outlined in
the RFP workscope provided in Attachment 1. However, because we
do have significant fiscal constraints, it has been essential for
j the study to question the status quo, and to recommend reductions
in areas where workload is (or will be) down, and where service
levels and priorities will be least impacted (though there will be
some impacts, as noted above) . Therefore, some positions are
recommended for elimination, and some current employees,
unfortunately will be affected.
The report recommends the elimination of nine regular positions,
one contract position, and several temporary positions over the
next several months. However, this does not necessarily mean that
every individual in those positions will be laid off. One employee
has already been transferred to a vacant position in another
department (the Office Assistant I) . Staff is hopeful that similar
options will become available for other individuals whose positions
have been recommended for elimination.
ll�'I�rl�i�►IIIIIII1p� ��d�ll city Of San , -,�s OBISPO
COUNCIL AGENDA REPORT
Staff is already meeting with representatives of the City' s Mid-
Management and General Employee Associations to discuss options for
mitigating the impacts of any necessary layoffs. Options could
include such things as retirement, transfer, longer advanced I
notice, job search assistance, and continuation of health benefits
for a period of time. The approach may vary, dependent upon
factors such as the tenure of affected employees, whether it is a
regular or contract position, probationary vs. permanent status,
and other relevant factors.
Implementation Timeframe. The Executive Summary includes a
recommended implementation schedule. It is staff's intention to
implement the recommendations as soon as reasonably possible and
generally consistent with this schedule. An intradepartmental
committee will be established to refine implementation plans and
then to monitor actual implementation. i
However, some individual aspects of the schedule could be modified
depending upon any opportunities which might arise to avoid layoffs
(e.g. , retirement, transfer) , the need to provide reasonable
advanced notice for those .who may eventually be laid off, and to
address workload transition issues, especially in Public Works.
Again, a specific approach to these personnel issues will be
developed after discussions with the employee associations are
concluded.
FISCAL IMPACT:
As outlined in the consultant report and as noted earlier in the
staff report, some recommended staffing changes are to occur in the
near term, with others to occur later or conditioned upon workload i
considerations. Therefore, not all of the fiscal impacts will
occur immediately. The schedule of staffing changes outlined below
divides these impacts into "near term" and "longer term"
categories. The dollar amounts shown are maximums, based on a
computation of "top step" in the ranges. In some cases, actual
placement is, or will be, lower (e.g. , appointments to the new '
positions) .
Staffing Adjustments: Near Term
Additions . No. Cost/ (Savings)
I
■ Current/Advanced Planning
Managers 2 $158 ,800
■ Transportation Manager 1 93, 000
■ Transportation Planner 1 69, 900
■ Recreation Coordinators 2 75 . 400
Total Additions 6 $397, 100
7 104
,,, �►�►�►��IIIIG�I� ���l`i city o� sar lis oBIspo
COUNCIL AGENDA REPORT
Reductions
■ Principal Planner (1) ($69,900)
■ Senior Planner (1) (67, 300)
■ Assistant Planner (1) (49 , 900)
■ Building Inspector (1) (46, 100)
■ Office Assistant I (1) (31, 400)
■ Engineering Field Supervisor (1) (61, 600)
■ Projects Manager (1) (69, 000)
■ Parks and Building Project
Assistant (Contract) ( .75) (37,900)
i ■ Program Coordinators (temps) (5 FTE) (75.400)
Total Reductions (12 .75) ($508,500)
Total Near-Term Changes (6.75) ($111,400) j
I
Staffing Adiustments: Longer Term or Conditional
Additions No. Cost/ (Savings)
Parks Planner 1 $59, 600
i
Reductions
i
Assistant/Associate Planner (1) ($491900)
Senior Planner (1) (67, 300)
Plan Check Engineer (1) (61, 500)
Engineering Assistant ( .75) (37 . 200)
Total Reductions (2 .75) ($215, 900)
Total Longer Term Changes (1. 75) ($156, 300)
I
Total Possible Changes (8.50) ($267,700)
I
As mentioned earlier, in addition to the staffing changes, other I
fiscal impacts could eventually result from costs associated with
the co-location of the Transportation Division, assistance to
employees to help mitigate the impacts of any needed layoffs, and
the acquisition of an automated permit information system (est.
$30, 000) . . Staff will return to the City Council with specific
information on such costs when plans are further refined. The
first priority will be addressing the impacts of layoff, hopefully
within the next 30 days.
CONCLUDING COMMENTS BY THE CAO:
In the past two years the City of San Luis Obispo has experienced
significant change. This includes a slow down in building activity
as a result of drought, residential growth restrictions, and
8
MY Of San ' s OBISPO
wi;% COUNCIL AGENDA REPORT
recession. Many long-established "ground rules" have been
questioned and are in the process of change, with one example being
the greater emphasis on air pollution reduction and alternative
transportation possibilities and another being that "business as
usual" must be replaced with a greater consciousness of the public
service goals we wish to accomplish.
The City is also no longer isolated from the changes that are
taking place in the State, the nation and internationally. While
we have been in a largely continuous growth mode for the past 30
years, under generally-accepted assumptions, we can reasonably
expect that the decade of the nineties and the first years of the
twenty-first century will be years of great change. They may be
years of financial stress, of questioning of old assumptions, of
the need for greater productivity, and of some uncertainty.
Organizations must be more flexible and capable of changing to meet
new demands. organizations must also be willing to make difficult
choices.
The organizational analysis should be placed in this larger
context. The study comes at the end of a certain era in our local
government, and at a time when we are trying to anticipate the
future. We must realize that these recommendations mean change,
that change by its very nature is painful, and that personal and
organizational growth most often emerge from challenges, not from
comfort.
Our charge to the consultant, transcending some of the specifics,
was to focus on the kind of organization which would best meet the j
community' s needs for the 1990 ' s and beyond. There is probably no
one person that will fully agree with each and every finding and
recommendation in the report. However, I am recommending adoption
of the report in its entirety for these reasons:
1. The consultants took their task most seriously, and performed
it most objectively and professionally.
i
2 . Their recommendations were established based on a great deal of
study and analysis of our organization, and their experience
with other California cities.
3 . The report has a certain internal consistency and logic which
i
could be destroyed by modifying bits and parts of it.
4 . Realistically, it is not possible to prepare a meaningful report
of this kind which will be universally accepted. Therefore, the
real question is: Has the process been honest and thoughtful
and does the sum of the parts make sense? My answers are "yes"
and "yes" .
9 ,.
�� ►�� �INlli�pi' �IIUIII city of sar► S oBispo
COUNCIL AGENDA REPORT
The consultants have given us their best recommendations, and I
believe that the sum of the parts does make sense. These are
admittedly tough recommendations - recommendations which are
difficult to accept in an organization that has been created by
incremental growth and nurtured by stability. However, as we have
gone through this study process I have had to ask myself, who is
the report for, who is the ultimate constituency we serve? The
answer, I believe, is that this report has to serve the community
even more than the organization.
Yes, implementation of the report's recommendation, in some cases,
will cause hardship for our employees. Some projects are likely
to be slowed during the transitional period. In addition, by
having a leaner organization in some areas, staff and Council will
need to be increasingly more sensitive to workload and priorities
in those areas. I wish the choices were not so difficult. i
However, in an organization that has to change in certain respects,
to be more reflective of the times we face, which involves
significant resource limitations, difficult choices are a
regrettable but unavoidable consequence.
I
Therefore, as your CAO, I recommend that the report be adopted in
its entirety. At the same time, I support an implementation method
and schedule which positively responds to and supports the City
personnel impacted by this change process.
ATTACHMENTS:
1. RFP Excerpt
2 . Executive Summary
3 . Organization Charts
i
NOTE: THE COMPLETE CONSULTANT STUDY HAS BEEN PREVIOUSLY
DISTRIBUTED TO COUNCILMEMBERS AND EMPLOYEES, AND IS
AVAILABLE FOR REVIEW IN THE CITY CLERK' S OFFICE.
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0 bk,,wed qualities
•First and foremost,needs to be an accomplished manager,with strong interpersonal
skills who can look to the future,set a direction for the department and motivate the
staff to accomplish the vision
•Possesses thorough knowledge of the traditional public works functions as well as
current transportation and traffic issues
• Possesses working knowledge in all aspects of planning (current and advance) and
environmental review
• Is skilled in effectively relating to Councilmembers, commissions and the public
• Has strong problem-solving and conflict resolution skills
• Possesses a"can do"attitude and o track record of bringing complex and controversial
matters to a desired conclusion
•Has excellent speaking and writing abilities
• Is highly productive,with strong work habits
•Identifies with the community and the City's citizens
•Has the perspective to separate the transitory from the long-term—to recognize what
is important
•Demonstrates the highest ethical standards and integrity and has an ability to impart
those standards to others
•Will actively participate with and contribute to the City's management team
•Is definite about his/her positions on issues and clearly communicates with others
•Genuinely likes people; doesn't create barriers to avoid people and their problems/
needs
•Can be relied upon by the CAO consistently to use good judgment, take action and
make decisions in a timely manner
•Has an open, flexible style and a good sense of humor
•Will represent the City effectively in professional relationships with other agencies,
employees,outside consultants and the public
•Is well grounded in personnel management and skilled at leading, motivating and
mentoring staff
•Has experience in coordinating consultant work
•Is able to relate effectively to diverse individuals and organizations within the
community,who may have considerably different perspectives
•is straightforward,energetic,fairand able to maintain a positive and productive work
environment
•Is creative and flexible in dealing with departmental and Cityissues,with a willingness
to support and initiate change
•Enjoys the challenge of working cooperatively with others to best serve the public and
meet the current and future needs of the community
0 Reasons foR considERation
The management team in San Luis Obispo truly provides collective problem-solving
and participative leadership, and the CAO relies on the Director of Public Works as
a key advisor.
•The Public Works Department has an excellent reputation and credibility within the
organization,and the new Director will be stepping into a stable situation rather than
one that is fraught with personnel problems.
•The City has been able to attract and retain capable, committed employees.
•The Director of Public Works will be working in an area that supports local govem-
ment. A significant part of the San Luis Obispo area population is associated with
California Polytechnic State University or with other governmental agencies.
•The new Director will be assisted by a talented, hard-working staff.
•The new Director of Public Works will have the advantages and resources of Cal Poly
State University and a local community college.
•San Luis Obispo offers a mild,coastal climate,with access to the Pacific Ocean beaches
and the coastal mountains.
•San Luis Obispo offers a community with the small-town charm of a rural area,along
with a well-developed cultural environment.
•Housing prices are reflective of the quality of the area.Prices are lower outside the City.
However,department heads are encouraged,although not required,to live in the City.
��
0 t ; position
The vacancy was created when the Director of Public Works retired after thirty-six
years with the City of San Luis Obispo. Under the direction of the City Administrative .
Officer,the Director of Public Works administers a department that is currently divided
into four divisions: Engineering,Streets, Parks and Building Maintenance.As a part of
a reorganization plan recommended by the CAO, a new division of Traffic and
Transportation is proposed,which would consist of Parking, Transportation Planning,
Transit and Alternative Transportation Management functions. The Department of
Public Works has an annual operating budget of$6.3 million and a full-time staff of 75
employees. This position oversees medium- and long-range plans for infrastructure
replacement, renewal, maintenance and expansion. Basic Public Works Department
functions of project design,development,coordination,and management of streets and
facilities projects are important to the City.Them is also a growing demand for top-level
policy analysis of transportation/circulation issues,planning,external agency contact/
coordination and project implementation.There is an ongoing emphasis on community
relations and customer services in the City that will be an integral part of the Director's
focus.
In the process of planning,coordinating and directing the operations of the various
divisions, the Director of Public Works will:
• Provide leadership to a highly competent technical and clerical staff, and create an
organizational culture that encourages professional growth and development.
• Implement a reorganization of the Department designed to resolve a number of
issues.One important goal will be to reduce the span of control of the Director in terms
of the number of positions reporting directly to him/her. Currently, eight manage-
ment, administrative and support staff report to the Director.
• Direct the operation and maintenance of the City's municipal buildings,equipment,
and facilities, streets, shop, drainage system, and park facilities.
• Be responsible for implementing,expanding and/or refining several key Departmen-
tal management systems, including capital improvement project scheduling and
maintenance management.
• Be responsible for the proposed establishment of a Traffic and Transportation
Division within the Public Works Department. The work program for this position
includes:
Transportation Planning Alternative Transportation Management
Parking Management Regional Transportation Activities
Traffic Operations Neighborhood Transportation Studies
Transit
In addition to his/her functions as a Department Head, the Director of Public Works
serves as a key member of the City's management team, which has a strong and
important role in the organization.The group meets twice monthly to address issues of
city-wide concern. Members of the management team coordinate a variety of projects
that cross departmental lines. The new Director of Public Works would also assist the
CAO irl working with Councilmembers,responding to questions and explaining Depart-
mental programs.
Mission Plaza Amphitheater,downtown San Luis Obispo
7
1
i
..s
A
The Position
In the process of planning, coordinating,and directing the operations of the various
divisions, the Utilities Director will provide leadership to a highly competent
technical and clerical staff, and create an organizational culture that encourages
professional growth and development. This vacancy was created when the Utilities
Director resigned after nine years with the City to take a job with a larger agency.
The City of San Luis Obispo experienced a very difficult drought over the last few
years that resulted in mandatory water conservation. A key responsibility of the
Utilities Director is development of new water resources consistent with the City's
Water and Wastewater Management Element of the General Plan. An election
on participation in the State Water Project will occur in November 1992. The
Director will also be responsible for overseeing the completion of the Salinas
Reservoir expansion and Nacimiento Reservoir projects. These are two very
important water resource development projects for the City.
The new Director will be responsible for completion of the Water Reclamation
Facilities upgrade and bring it on line. A major water reclamation study is
currently underway and may be a controversial issue due to growth and
environmental concerns. Through a recent reorganization of the Public Works
department, the Utilities Department has assumed the responsibility for the Solid
Waste program including recycling and contract management. Meeting the goals
of AB 939 to reduce landfill usage by 25% by 1995 and 50% by 2005 will be an
important goal of the new Director.
In addition to his/her functions as a Department Head, the Utilities Director
serves as a key member of the City's Management Team,which provides collective
problem-solving and participative leadership in the organization. The group meets
twice monthly to address issues of city-wide concern. Members of the management
team coordinate a variety of projects that cross departmental lines. The new
Utilities Director would also assist the CAO in working with Council members,
responding to questions and explaining Departmental programs.
The Utilities Department has an excellent reputation and credibility within the
organization, and the new Director will be stepping into a stable.situation rather
than one that is fraught with personnel problems, because the City has been able
to attract and retain capable, committed employees.
The Credentials
The ideal candidate for the position of Utilities Director will have the following
education and experience.
FAwahon and Exnerierrcp
The equivalent of a bachelor's degree from an accredited college or university with
major coursework in civil engineering, sanitary engineering, environmental studies,
public administration, or a related field of study. An equivalent combination of
education and experience may be substituted for seven years of increasingly
responsible experience in utilities systems administration, including at least three
years of supervisory experience.
The ideal candidate will be experienced in organizational and administrative
management and have a full understanding of budgetary and personnel processes.
Knomk fie_ Sk1[t: and Abffities
It is expected that the candidate selected for the position of Utilities Director will
have a thorough knowledge of principles, practices, methods, and procedures of
civil or sanitary engineering as they relate to municipal water, hydroelectric, and
wastewater systems. This candidate will also have a full understanding of the laws
and regulations that apply to municipal utility operations.
'r-
City of San Luis Obispo July 1992
Code:
JOB TITLE: Advance Planning Manager
GENERAL STATEMENT OF DUTIES:
Directs and manages the activities of the Long-Range Planning Division of the
Community Development Department. Acts as a working manager for major, long-
range planning studies and programs. Is responsible for planning and administering
the work of professional, technical and clerical employees. Serves as a liaison to the
community and project applicants in advanced planning matters.
SUPERVISION RECEIVED:
Works under the general direction of the Community Development Director.
SUPERVISION EXERCISED:
Supervises professional and para-professional planning staff as well as technical
personnel.
EXAMPLES OF DUTIES:
(Any one position may not include all of the duties listed nor do all the listed examples
include tasks which may be found in positions of the class.)
- Supervises the preparation and revision of the City's general plan elements and
evaluates requests to significantly change general plan policies.
- Prepares specific plans, area plans and other major long-range planning
programs.
- Assists in the development and administration of department and division goals,
objectives, policies and procedures.
- Conducts environmental review of policy planning items and reviews the City's
Capital Improvement Plan for consistency with the General Plan.
- Represents, as necessary and appropriate, the Community Development
Department on long-range planning issues at Cultural Heritage Committee,
Architectural Review Commission, Planning Commission and City Council
meetings and public hearings.
Confers with citizens' organizations, public officials, department staff and the
professional staffs of other agencies to coordinate and implement plans.
l
JF SLO: Advance Planning Manager 2
r
Meets with and advises applicants and interested citizens regarding long-range
planning applications and processes.
Plans and prepares recommendations for future growth and development of the
City.
Supervises, trains and assists in the professional development of Division staff.
Reviews and evaluates employees' job performance . and recommends
appropriate personnel actions.
Serves as Acting Community Development Director as required.
Assumes the responsibility for ensuring the duties of the position are performed
in a safe and efficient manner.
Performs other related duties as assigned.
I
REQUIRED KNOWLEDGE, SKILLS AND ABILITIES:
Knowledge of:
the principles and practices of urban planning with a focus on long-range
policy planning.
recent developments, current literature and informational resources in the
field of long-range planning.
laws and regulations relating to land use and environmental long-range
planning.
the principles of organization, administration, budget and personnel
management.
Ability to:
plan the work of professional and technical staff in the research and
compilation of technical data, and the preparation of important plans and
reports.
CITY OF SLO: Advance Planning Manager 3
communicate complex ideas tactfully, clearly and concisely, both orally
and in writing, and to make effective public presentations before a
variety of civic groups and in hearings before, commissions, committees
and the City Council.
establish and maintain effective working relationships with staff,
community groups, citizens, and decision-makers.
supervise, train, and evaluate professional technical and clerical staff.
foster a spirit of teamwork
QUALIFICATIONS FOR APPOINTMENT
1. A college degree in City and Regional Planning or a related field.
2. Five years of increasingly responsible professional planning experience,
including at least three years of supervisory experience.
OR
An equivalent combination of education and experience.
Ann McPike Date
Personnel Director
City of San Luis Obispo July 1992
Code:
JOB TITLE: Transportation Manager
GENERAL STATEMENT OF DUTIES:
Plan, organize, manage and review all the programs and activities in the Traffic and
Transportation Division including traffic engineering, on and off-street parking
(including management of parking structures), transit, transportation planning and
bikeways, and traffic safety. Provide highly professional and technical staff
assistance.
SUPERVISION RECEIVED:
Works under general direction of the Director of Public Works.
SUPERVISION EXERCISED:
Exercises supervision over professional and administrative personnel as assigned.
EXAMPLES OF DUTIES:
(Any one position may not include all of the duties listed nor do all the listed examples
include tasks which may be found in positions of the class.)
- Manages the development and implementation of goals, objectives, policies and
procedures relating to automobile transportation and alternative forms of
transportation.
- Manages the function of the Parking Section and addresses the neighborhood
parking issues.
- Directs the development and promotion of alternative forms of transportation.
- Monitors legislation and represents the City's interests in the congestion
management planning agency and Regional Transportation Planning Agency.
- Manages the transit system in San Luis Obispo including coordination with
regional systems.
- Manages traffic operation including accident analysis, operations improvements
and traffic sign and traffic signal maintenance.
CITY OF SLO: Transportation Manager 2
Supervises the preparation of special studies, projects and reports including
Neighborhood Transportation studies to improve traffic flowthrough residential
neighborhoods.
Confers with property owners, developers, contractors, architects or their
representatives and the general public concerning interpretation and application
of City or department policies, rules and procedures, as well as, traffic and
transportation standards, practices and other related issues.
Review private development and E.I.R.S. for traffic/parking design impacts in
the community.
Reviews and analyzes community growth patterns, trends in land use,
community needs and other factors in formulating recommendations for City
policies, codes and regulations in relation to traffic and transportation needs.
Coordinates activities with other departments and outside agencies to obtain
various approvals and agreements such as transportation planning,
environmental clearances, funding permits, land acquisitions, and right-of-way
for assigned projects.
Reviews current *and proposed projects, work schedules, organization and
personnel programs of the Division.
Prepares and administers the Division budget.
_ Responds to public complaints regarding traffic and transportation issues.
- Assists in the preparation of the capital improvement plans and budget.
Apply for state and federal grants for traffic and transportation projects.
Inspects project sites to solve difficult problems; interprets specifications and
City policy and makes change orders as appropriate.
Provides staff support and participates on City commissions, boards, and
committees related to transportation and traffic matters (e.g. Mass
Transportation Committee).
Manages the implementation of a street master plan traffic model and other
activities to develop a long range circulation system planning program.
Supervises, trains and evaluates professional, technical and clerical staff.
/I A
Cz 4;
CITY OF SLO: Transportation Manager 3
REQUIRED KNOWLEDGE, SKILLS, AND ABILITIES:
Knowledge of:
principles of organization, administration, budget and personnel
management and current legislation on traffic and transportation issues.
principles and practices of traffic and transportation management
including trip reduction and alternative forms of transportation, traffic
engineering, and transportation planning
recent developments, current literature, and sources of information
regarding alternative transportation, traffic engineering and transporta-
tion planning
applicable laws and regulatory codes relevant to traffic and
transportation related matters
street master plan traffic models and other automated methods of
analyzing traffic and circulation methods
Ability to:
plan, direct and coordinate the work of professional and technical staff
communicate complex ideas tactfully, clearly and concisely, both orally
and in writing, and to make effective public presentations before a
variety of civic groups and in hearings before, commissions, committees
an the City Council
develop plans designed to maintain division efficiency and
responsiveness
supervise, train, and evaluate professional and technical staff and
establish and maintain effective working relationships with City staff and
the public
EDUCATION AND EXPERIENCE:
1. Graduation from an accredited four year college with a degree in
Engineering, Urban Planning (or a related field) with emphasis in Traffic
and Transportation.
CITY OF SLO: Transportation Manager 4
2. Four years of professional Traffic and Transportation management
experience including at least two years of supervisory experience
3. California registration as a Civil Engineer or Traffic Engineer
Ann McPike Date
Personnel Director
JobDes:Tranmgr