HomeMy WebLinkAboutStrategic Planning Retreat at Huntington Beach Central Libra Strategic Planning Retreat led by Marilyn Snider of Snider and Associates
Welcome, Public Comment, and Purpose of the Retreat and Introduction of the Facilitator and
Recorder -- Erik Peterson, Mayor
Role of the Facilitator, Recorder, Group and Public; Strategic Planning Elements; Agenda —
Marilyn Snider, Facilitator— Snider and Associates
Brief Introductions of the Participants
City of Huntington Beach:
• Mission/Purpose Statement
• Core Values/Guiding Principles
• Three-Year Goals (2015-2018)
What Are the Major Strengths and the Accomplishments of the City of Huntington Beach in the
Past Three Years and Progress on the Goals and Objectives Since the February 13, 2018
Strategic Planning Retreat?
What Are the City's Current Internal Weaknesses/ Challenges?
What Are the External Factors/Trends (e.g., economic, political, technological, environmental,
social) that Will/Might Have an Impact on the City of Huntington Beach in the Next Three Years:
• Positively (opportunities)?
• Negatively (threats)?
City Budget Update —Gil Garcia, Finance Director
Succession Plan — Lori Ann Farrell, Assistant City Manager
Identify New Three-Year Goals (what the City of Huntington Beach needs to accomplish)
• Brainstorm Goals
• By Consensus, Select 4 or 5 Goals
Identify 12-Month Strategic Objectives (how the goals will be addressed initially — by when, who
will be accountable, for what specific, measurable results) for Each of the Three-Year Goals
• Small Groups (Council Members and Management Team Draft Objectives)
• Mayor and Citv Council: Determine Final 12-Month Objectives
Next Steps/Follow-Up Process to Monitor Progress on the Goals and Objectives
Summary of the Retreat and Closing Remarks
Esparza, Patty
From: MyHB <reply@mycivicapps.com>
Sent: Thursday, January 17, 2019 11:13 AM
To: Estanislau, Robin; Harper, Gloria; Esparza, Patty
Subject: MyH134135391 City Council [01381]
MyHB
Issue Type/Subtype Changed -#135391
Workorder#135391 Issue type changed from City Council to Agenda& Public Hearing Comments and subtype City Council Meeting.
Status
Change issue type
Work Order
#135391
Issue Type
City Council
Subtype
1 -All Council Members
Staff Member(s)
Robin Estanislau,Gloria Harper,Patty Esparza
Notes
February 7th Strategic Planning Session Dear City Council Members, I have owned my home in our Downtown neighborhood
for the last twelve years. Over this time, I have felt as if our City Government too often does not give our residential quality of
life enough priority. In my view, residential quality of life should be Huntington Beach's first and foremost goal,as our City is
largely a bedroom community,with 70%of our developed land used for residences.On many occasions, I fear that our City
Government has put the interests of our business community ahead of those of our residents.This overly pro-business
approach, in my opinion, hurts our home values,and thereby reduces our City's revenues from real estate taxes. Huntington
Beach has the lowest home values of any Coastal Orange County City.As well,we have similar amenities as Newport Beach
right next door, but our home values are about one-half of those in Newport Beach. It has seemed to me that the City
Government's overly pro-business stances are regularly justified on the basis of producing more tax revenues. In contrast, I
am convinced that if the City simply made our residential quality of life as our leading strategic goal, all the City's revenue
concerns would be solved from the higher property taxes generated from higher residential values. Thank you for
considering my views for Huntington Beach's long term prosperity. Richardson Gray 415 Townsquare Lane#208 Huntington
Beach, CA 92648 714-348-1928(cell)richardson.gray@yahoo.com
View the Report
Reporter Name
Richardson Gray
Email SUPPLEMENTAL
richardson.gray@yahoo.com COMMUNICATION
Phone
713-348-1928 Mee t9 Date'
Agenda Item No.., I
Report Submitted
JAN 17, 2019 -10:01 A
----------------------------------------------------------------------------------------------
Please do not change subject line when responding. ......._
2
1 4 ne CITY OF HUNTINGTON BEACH
01�g City Council Interoffice Communication
To: Honorable Mayor and City Council Members
Attention: Robin Estanislau, City Clerk
From: Barbara Delgleize, City Council Member
Date: February 5, 2019
Subject: NOTICE OF ABSENCE
1 will be absent from the Special Meeting— Strategic Planning Retreat scheduled for
February 7,2019.
Pursuant to City Council Resolution Number 2001-54, and there being no objection, the
City Council's permission for this absence shall be expressed in the official minutes of
this meeting..
Barbara Delgleize, City Council mbe
xc: Fred Wilson, City Manager
Lori Ann Farrell Harrison, Assistant City Manager
�� a�� �'-�^+�.�-�I ..•fin;-� �t � I� r�
STRATEGIC
PLANNING RETREAT
FEBRUARY 7 , 2019 4 _ _
` .
Finance Update
� ` ���iilXi.O•._
H V N I INCiT N B E A CH , C A
1
Overview
FY 2017/18 General Fund Year-End Update - E- �
FY 2018/19 General Fund Overview
FY 2019/20 Budget Development
Program Based Budgeting
Pensions and Unfunded Liabilities
Long Term Financial Plan Preliminary Forecast
FY 2019/20 Budget Development Calendar
2
FY 2017/ 18
Year- End Update
(Audite
d)
FY 2017/ 18 Budget Recap
Adjusted 9-month fiscal year; October 1 to June 30tn
► Aligned future fiscal years with the State, County of Orange, majority of
California cities, granting agencies and CalPERS;
► Allowed for the prepayment option of Ca1PERS unfunded liability;
thereby saving $900K and to $ 1 M+ in succeeding years;
► Transitioned the most expensive quarter (July to Sept) from FY 2017/18
into FY 2018/19; which
► Resulted in significant FY 2017/18 expenditure savings, particularly for
the Safety departments.
4
Description Amount
(in millions)
Expenditures
-Actual Citywide Departmental Expenditures $180.3
-Transfer to Section 115 Trust $1.0
•Increase in Workers' Compensation Claims and Legal Costs $1.2
•Increase in General Liability Claims and Costs $0.4
Total Estimated Expenditures $182.9
General Fund Recurring Revenue $182.1
General Fund One-Time Revenue $2.7
Total General Fund Revenue $184.8
Available Year-End Fund Balance $1.9
Economic Uncertainties 25,011 25,011 25,011 25,011 25,011
Litigation Reserve 900
Equipment Replacement 8,295 8,295 8,295 8,295 8,295
Redevelopment Dissolution 1,323 1,080 1,080 1,080 1,080
General Plan Maintenance 720 232 380 439 439
General Liability - BICEP Changes 2,801 2,801
Capital Improvement Reserve (CIR) 7,936 8,046 8,046 8,046 8,046
Senior Center Debt Service 2,000 2,000 2,000 2,000 2,000
CalPERS "One Equals Five Plan" 500
CalPERS Rate Increase 1 ,287 1,287 1,637 1,637 1,637
Cityview Replacement 889 1,028 1,028 1,028 1,028
Animal Control Shelter 1,500 1,685
City Facility Security Enhancements 350
Sand Replenishment and Park Improvement 366 650 200 200 200
Strategic Planning 558 558 558
Section 115 Trust 1 ,000 500 500 1 ,500 1,500
Triple Flip 3,745 2,118 1,759 1,759
Police Facility Enhancements 2,000 2,000
Other Fund Balance 12,715 9,288 8,327 4,650 4,650
Unassigned 2,734 2,734
Total Fund Balance 64,792 62,847 61,180 63,738 61,738
Section 115 Trust Bank Balance 4,896 51896
Total, with GASB Statement 73 Implementation 68,634 66,134
Budget � �:
FY 2018/ 19 Budget Update
► First year of the new July to June Fiscal Year Period
► Transition Year
► Expenditure trend in first half of the year
Historically, summer months reflects higher spending
Fiscal Prudence
Active monitoring and control to ensure balanced budg
1 % reduction targets requested (does not include personnel costs)
P Projected revenues & expenditures = $227.3 million
► Includes 1% target reductions requested for FY 2018/19
s
FY 2018/ 19 Adopted Budget
General Fund Revenue
Other Revenue
0.6% Non-Operating Revenue
Charges for Current 0.2%
Services
11.1 Y.
Revenue from Other rP"perty Tax
Agencies / 38.0%
1.3%
1Ne of Money&Property _
7.6%
Fines A Forfeitures
1.9% f
License&Permits f
3.4%
Utility Users Tax—.�z
8.1°h
Transient Occupancy Tax Sales Tax
5.9% 19.0%
Franchises 9
2.9%
FY 2018/ 19 Adopted Budget
General Fund by Department
Community Public Works City Treasurer
Development 11.3% 0.1%
3.4% Fire
Non-Departmental,
13.5%
\ Public Safety Represents
Information Services 55% of General Fund
3.1%
Library Services
2.2%
Human Resources S�
2.6%
Finance
2.6% Police
Community33.7%
City Manager
Services City Clerk City Council City Attorney 1.1%
3.7% 0.4% 0.2% 1.1%
10
owl
FY 2019/20
aw s
Budget Development
FY 2019/20 Challenges
lo Rising Ca1PERS costs will continue to strain annual budgets
► CAPERS investment earnings
► Impending BICEP dissolution
Police Facility Modernization Project
Expiration of majority of labor bargaining group agreements
► Three years since last wage increase
► Macro economy
► Significant capital and infrastructure needs
Minimum wage adjustments and associated salary compaction
12
FY 2019/20 Budget Development
Baseline budget is flat
No new FTEs
Does not include employee compensation changes beyond
what has already been negotiated
1 % (total General Fund budget) reduction targets requested
13
Program Based _
Budgeting
Program Alignment
► Vision: Organizational Priorities
Values & Mission
h
Strategic Plan
- Public Expectations
Legal Mandates
a
Action: Align budget to organizational priorities
Each program assigned value based on impact on community and on strategic priorities
Program budgets adjusted based on priority score
► Accountability: Performance Standards
Aligned with strategic outcomes and action plan
Data driven
Provide accountability and transparency
15
Alignment Diagnostic
► How critical or important is the program
• Score program based on level of mandate, reliance on City It provide
service, change in demand for service, portion of community served, and
popularity or importance of service to community
► How closely is the program aligned with Strategic Objectives
Operating Business Units — questionnaire asks based on how,
program ties to City Council goals
- Governance Business Units — different set of questions tied to governance
16
Prioritization Model
Essential City Service Score, Range = 0 - 50
Alignment with Council Goals Score, Range = 0 - 50
an ate c dance Impact Popularity
20 10 Ch Sege 10 5
Strengthen Improve Enhance & g Enhance & Enhance
Economic & Maintain City
Quality of Maintain Maintain
Financial Service
Life Infrastructure Sustainability Public Safety Delivery
12.5 12.5 12.5 12.5 (see above)
Weighted Prioritization Score
When weighted and aggregated, a program/service that is given highest possible
score on each factor will have the highest possible prioritization score 17
Accounting and Reporting Reporting 90
Purchasing and Contracts P.O. and Bidding 90
Accounting and Reporting Payroll 86.25
Accounting and Reporting A/P 85
Accounting and Reporting Fixed Asset Management 80
Treasury A/R Billing and Collections 75
Accounting and Reporting Grants Billing 72.5
Security Management 71.25
Treasury Business License 67.5
Financial Management 67.5
Hardware Data Center 66.25
Purchasing and Contracts Contract Administration 65
People and Resources 63.75
Hardware Desktop Computers and Printers 62.5
Financial Planning and Analysis Reporting 57.5
Mobile Home Administration 55
MAD Administration 53.75
Pensions and
Unfunded
19
CaIPERS Discount Rate Change
The CalPERS discount rate phase in
► FY 2017-2018: 7.375%
► FY 2018-2019: 7.25%
► FY 2019-2020: 7.00%
► The additional cost to the City is about $4.0 million more per
► CalPERS investment earnings through Dec. 31 = -3.9%
► The City has taken fiscally responsible measures to help manage these costs:
Changing fiscal year to a July-June period to participate in the CalPERS pre-payment
option, saving an estimated $1 million in UL costs per year
Section 115 Trust
20
Projected* Increases to CityCaIPERS Costs
( All Funds)
$3.1 2'
$50.0 -
$4.8 $21 0
$20..-
2.3 $19.1
$40.0 -
�� $
$30.0 $;3.�---
$14.
$I2.E
i
$20.0 - - -
23.0
$27.5 $30.4
$32.7 $34.7 $36.0
$17.3 $17.9
$10.0 $19.3 $21.7 $ $24.5 -
FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19A FY 19/20A FY 20/2)A FY 21/22A FY 22/23A FY 23/24A
Actual Actual Actual Actual Adopted Budget Estimate Estimate Estimate Estimate Estimate
S27.4 $28.2 $30.6 $34.3 $36.4 $38.7 $43.5 $48.1 $51.8 $54.9 $57.0
Reflect Prepayment Discount$1 million year 21
Net Pension Liabilities Overview
as of 6/30/1
Amount" '%, Plan to Eliminate
Type of Liability (000) 1~ended Liability Timeline
CaIPERS, (Safety) 2561,808 • 1 Years
163,278 70.7% Standard PERS Plan 29 Years
Subtotal1 1 : •
MedicalRetiree 8,803 63.0% to 1
Retiree MedicalII ' DONE
Retiree •p - • 661 •• • to 1 • Years
TOTAL . .
Vet Pension and/or Unfunded Liability amounts are not constant and are subject to annual c•hange.Jor market conditions,dentographics turd actuarial inethodologt:
The Net Pension Liabilitj•is based on GASB 68 actuarial valuations as of June 30,2018. 22
FY 2019/20 Budget
Potential uses of one-time funds
Reserves
Police Facility
Section 115 Trust
Infrastructure and Capital
Parks
23
assetsa investment.debt
":security
� de�terimine t���devei�op
�„�balance accounts dCtt011"statemerTt�" ''�„
i���eFINANCIAL
value �ypa, �cash
Five-Year
Financial Plan General 1
thousands)
A o"p"ted Projected Projected Projected Proje&1777rojected Projected
alaries 101 ,353 102,583 103,482 104,390 105,260 106,278 106,833
CaIPERS Cost 36,338 40,787 44,999 48,426 51 ,322 53,303 56,240
Prepayment Discount (900) (1,000)
YOY CaIPERS Growth 4,349 4, 142 3,387 2,856 1,941 2,897
25
Other Benefits 28,528 29,887 30,176 30,545 30,910 31 ,426� 31 ,977
Operating 41 ,972 41 ,264 41 ,790 42,328 42,879 43,302 43,729
Infrastructure 5,208 4,250 4,750 5,250 5,750 6,250 6,250 :<
Equipment 5,000 5,000 5,000 5,000 5,000 5,000 5,000
Debt Service/Transfers 10,873 12,928 12,133 12,140 1 1 ,927 1 1 ,929 1 1 ,876 �`�
Total Expenditures 228,372 235,699 241 ,260 246,969 251 ,898 256,298 260,675
GR Recurring Revenue 228,372 232,757 237,751 242,877 248,177 253,483 258,376
(Challenge)/Surplus - (2,942) (3,509) (4,092) (3,721) (2,815) (2,299)
YOY Revenue $ 4,385 5,561 5,709 4,929 4,400 4,377
YOY Revenue �0 1 .9� 2.1�0 2.2� 2.2% 2.1� 1 .9�
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FY 2019/20 Proposed Budget Calendar
8�
FY 18119 Mid- FY 19120 CIP Public Hearing:
Year Proposed Budget FY 19120
Study Session Budget Adoption Begins
Study Session
February 19, 2019 May 6, 2019 June 3, 2019 July 1, 2019
April 15, 2019 May 20, 2019 June 17, 2019
FY 19120 Proposed Public Hearing:
Budget & Program Budget
Based Budget Public Hearing Adoption
Study Session (Alternate Date)
27
' �• '�_r
,a
uestions
28
SUCCESSION
PLANNING
1
I'
..............
SUPPLEMENTAL
COMMUNICATION
1
I
'i
Attracting, Retaining and Growing Local
Government Professionals
s_ d o
Trends in Workforce Demographics and Impacts
Why Succession Planning is Key to a City's Success
The Role of Talent Management in Succession Planning
Winning the Race for Talent
Organizational Structure as a Tool for Succession Planning
Next Steps
our Goal is to . . .
Create a proactive succession plan for City Departments
Bring best practices, tools, and training to facilitate the
process
Utilize customized solutions to meet the City's needs
z
Tailor our approach to fit existing needs and imminent
retirements
Integrate talent management best practices into a cohesive
strategic workforce plan
Create a more streamlined and efficient organization without
necessarily increasing staff
Demographics reveal an impending crisis
SOUTHERN
10,000 people reach retirement age per day C A L I F 4 R
Universities are investing in STEM and
technology fields
Orange County cities will be challenged to fill San Bernardino
vacancies with high-performing talent tnsAngeler
Cities in the region have begun to
Orange 416W R,vrr 5 i do
cannibalizeri each other worsening the crisis
Costs will increase with record numbers of San Diego Imperial
retirements as cities struggle to recruit,
test, attract and train new employees
• In the City of Huntington Beach, an entire third of the workforce,
280 staff, are eligible to retire today
• That is in addition to a record high of 48 retirements in 2018
• These retirements will be across all ,De artments including 62 .,�•�%'���
p g
public safety employees ,jr '
• The resultant impacts will affect the workforce and community:
■ Loss of institutional memory within the organization
r
■ Increases in overtime spending until vacancies are filled
■ Productivity and performance delays as the organization
struggles to run several recruitments at once
■ Increased workloads for staff until vacancies are filled
■ Potential delays in providing service to the public
A deliberate, proactive and systematic effort to q
ensure leadership continuity in key positions LV�
Retains and develops intellectual and
knowledge capital for the future
Encourages advancement within the agency
Reduces costs by eliminating a "revolving door'
in key leadership positions � • -�
Invests in employee development and explores
promotional opportunities
• Identify Key Areas and Positions
• • Identify competencies and leadership
characteristics for key areas and positions
• Identify high potential talent
• • Develop and implement succession and
knowledge transfer plans
• Evaluate Effectiveness
Succession Planning
NOT Pre - Selection
Pre-selection involves choosing a successor Gw�
without a formal competency assessment or
selection process.
Succession planning involves planned development
activities for a group of high potential staff to
perform in key critical leadership positions.
A competitive process for key positions is still
utilized .
Often antiquated hiring and promotional practices in
public sector
One-size-fits-all approach
Budgetary challenges restrict the ability to add new
positions to the City's workforce
If positions cannot be added, the positions remaining are
even more essential
Given training cuts made during recession, employees
may have strong technical but not soft skills
Thom rnct of noing Nnthin
g
Impact of Maintaining the Status Quo
In the absence of adding positions, developing and retaining in-
house talent is key
Under-developed staff in key positions can have damaging
results (e.g. audit findings, legal non-compliance, public
credibility losses)
What does the City of Huntington Beach want to be?
Employer of Choice
Employer of Last Resort
Stagnant yet functional
Proactive, Creative, Agile, Flexible
I
Departmental
ReorganiO7
Proposal to Revitalize Existing Business
Model in Select Departments
DIRECTOR
I
DEPUTY
Succession Planning - Phase 1 DIRECTOR
City Attorney's Office - Creation of Chief Assistant City Attorney
Community Development Department - Deputy Director
Police Department - Assistant Chief
Succession Planning - Phase 2
For Phase 2 departments, discussion will cover the proposed changes, the
benefits of the proposed changes, and a list of comparable cities
The plan optimizes vacancies as retirements and attrition occurs, hence, will be
funded by existing vacancies (no increase in the Table of Organization)
All positions under consideration are Non-Associated and "At Will"
Departments will absorb any increased costs
Succession Planning - Phase 3 - FY 20/21 Proposed Budget
Summary of Proposed Changes
Establish Deputy Director of Public Works for second largest department in the City
Transfer Refuse Management Functions to Maintenance Operations in order to improve
operating efficiencies
Exchange Project Manager for Administrative Services Manager
Benefits
Promotes clear second-in-command structure in second largest department in City
Provide focus in areas deficient due to the reductions over the past ten years
Improves organizational structure and oversite of financial and accounting functions
Comparable Cities
City of Irvine
City of Newport Beach
City of Riverside
City of Ventura
City of Laguna Beach
DiredorofPublicWorks PUBLIC WORKS DEPARTMENT
110 Current Organizational Chart
ADMINISTRATION
Project Manager
Ad""strahve Assistant
Senor Accounting Technician
Accounting 7ec1nioan II
Administrative Secretary
Office Specalrst
ENGINEERING SERVICES GENERAL SERVICES TRANSPORTATION UTILITIES MAINTENANCE OPERATIONS
EI
En General Ser'ces 7ransportatan Utilrtes Manager Maintenance
y gineer Manager Manager � Operatans Manager
]
CONSTRUC711N DESIGN ENGINEERING GENERAL SERVICES WATERBSEWER (:�
ER DISTPoBIfrION MAINTENANCE STREET MAINTENANCE
ENGINEERING PDMIMSTRATION ENGINEERINGr CIP(7 (::ADMINISTRATION METERS ADMINISTRATION
Senor Civil Engineer(2) Strew Maintenance S u
Senor Engineenng Technician peMwr
Constiucton Manager Admnistative Ana Street Maintenance achvor er(
Assistant Civil ineer Analyst Senor:4 Principal Civil Engineer Administrative Ana"Senior Water Distribution Su eneor Administrative Ana"Senior'h
Senor Construchon Inspector(3) Admnistative Seoeta h Water Cons—l-n Coordinabr p Administrative Secretary h Strew Maintenance Leadworker(2)
Secretary Senior Trams Engineer Water Dist.Maim.Crewleader(2) ry quipmenl Operator(3)
Survey Party Chef Code Entrcement Officer Field Service Representatrve Accounting 7ectnician ll StreHE
Survey Technoan II(2) Feld Servos RepresentatM Traffic Ergneenng Technician SCADA Coordinator Water EnDist Meters CreyAeaAide der Office Assistant II
Contract Administrator 3 DEVELOPMENT ENGINEERING greeting Maintenance Service Worker(6)
() Office Assistant II SCADA Technician
Construction Inspector II WarMousekeeper Water Dist.Maims Leadworker(6)
SICiNAL6 LIGHTS Water Det.Meters leadworker(2) BEACH MAINTENANCE
MAINTENANCE EquipmeSt Support Assistant Water Equipment Operator(4)
FIE E7 MAINTENANCE Stock Gerk WalerService Worker(13) LNJDSGAPE MAINTENANCE
WATERAND SEWER Pr-pal Civil Engineer Administrative Secretary Water Meter Repair 7rchm.an(5)
ENGINEERING Senor Gvil Engineer(2) 0".Assistant II(2) Senior Water Meter Reader
Senor Engneenng Technician Field Service Re tahve Beach Operations Super'
sor
Coil Engineering
n inee n Assistant Fleet rations Supervisor Traffic Sgn,ILght Crewleader Praden Beach Maintenance Crewleader 2
8 r 9 Water Meter Reader(2)
EqulpfAuto Maim Creweader(3) Trelfic Signet Electrician(2) Landscape Maintenance Super'so Sr.Facilities Equipment
Maintenance Tech)
Equp/Auto Maim Leadvorker 3) WATER PR00.1CTGIJ Accounting Tectnitlan ll Beach Equipment Operator(3)
Taffic Maim Service Worker(2) Landsrepe Maint Creweatler
Principal CMI E ( Water Unity Locator pa ngineer(2) Landscape Mainl.Lead worker(3) Beech Maintenance Service Worker
Senor Gvll Engineer STORM WATER QUALITY Equipment Support Assistant Civil Engineering Assistant Mechanic III(6) Landscepe Egwprnent Operator
Associate Civil Engineer Mechanic II(4) Water uch.Supervisor Pest Control Specialist
Environmental Servoea Manager MAINTENANCE
SN7EMKCINGS V,�Ter Opereto er nsnteadworker(2) WASTEWATER Irrigation Specialist
Admin.Environment:Spec(2) Water Systems Technician III(3)
FACILITY MAIMENANCE Water Systems Ted,noan II(5) TREE MAINTENANCE
Wastewater Su per,sor
Wastewater Ops Cn-leader
Signs&Markings Crewleader Wastewater Ops Leadworker(3) perveor
WATER Q W LfIV Tree Maintenance Su
Signs Leatlworker Wastewater Equip Operator(5) Tree Maintenance Crewe'a
Facilit—Maintenance Supervisor SgnsMiarkings Equip Opeator Senor Wastewater Pump Mechanic
der
Facilities Maint Crewleader(2) Wastewater Pump Mechanic Tlee Maintenance Lead—ker
Facilities Maintenance 7edl(3) Wastewater Maint Service Wlv(7) Tree Equipment Operator(3)
Electncen Water Quality Supervisor Maintenance Service Worker
Sr.Facilities Maintenance7ech Water Quality Coordinator
Cross Connection Control Spec(2)
Water Quahty Technician
PUBLIC WORKS DEPARTMENT V li
Proposed Organizational Chart LES
Director Of PUbIIC WOrkS ADMIMSTRATION
Pro)ea Manager
C Administrative Assstant
Senor Accounting Tehnraan
D
Accounting Technician II
Administrative Secretary
Office SpeaalstDeputy(Exch
ENGINEERM SERVICES GENERAL SERVICES TRANSPORTATION _ UTILITIES _ MAINTENANCE OPERATIONS
Ch En General Service Transportation Utibhes Manager Maintenance
y ginee Manager Manager � Operations Manager
CONSTRUCTION DESIGN ENGINEERING pM�l STRIATION ENGINEERIrJG/CIA ADM NSTRATION TER DITERIIIION gpMINISTRAT ON CF `\ STREET MAINTENANCE
ENGINEERING
Senior G'vil Engineer(2) Strea Maintenance Supervisor
Constmctxm Manager �nKK Engi,eenrg Ted,nidan Administrative Analyst Senor% PrinoPal CMI Engineer Administrative An."Senior Administrative Analyst Senor% Street Mainteriance CrevAeader
Senor Construction Inspector(3) Administrative Secretary'/, Senior Traffic E rgmeer(2) Water Conservation Coordi nabr Water Dsta bution Supervisor Administrative Seaetary% Stred Maintonance Leadworker(2)
Survey Party Chief Code Enbrcement ORicer Traffic Engineer.Tehniaan Field Service Representative Water Dst...ad CrevAeader(2) Accounting Tectnlan II Street Equipment Operator(3)
Survey Te hncian II(2) Field Serva, Representative SCADA Coordinator Water Dst Meters CreWeader Office Assistant II Maintenarrce Service Worker(6)
Contract Adminshatar(3) DEVELOPMENT ENGINEERING Office Zistant II SCADA Tehnidon Engneenng Ade
Construction Inspector II -" War housekeeper Water Dst.Maim.Leadvvorker(6)
SIGNAL 8 LIGHTS Equipment Support Assstant Water Dist Meters Lea ,d(er(2) BEACH MAINTENANCE
FLEET MAINTENANCE MAINTENANCE Stoat Gerk Water Equipment Operator(4) LANDSCAPE MAINTENANCE
WATERAhDSEWER Pnna pal CM l Engineer Administrative Secretary Water Service Worker(13)
ENGINEERING Senor 0,1 Engineer(2) Office Assistant II(2) Water Meter Repau Technwan(5)
Senor Engineering Techroan Senor Water Meter Reader Bead,Opxrabore Supervisor
Civil Weer Assistant Fleet rations Su Traffics naVL ht Crewleatler Fieo Service Representable
F1,p h8 Oo pervisor 9 g Landscape Maintenance ileade so Beach Maintenance CreM®der(2)
Equip/Auto Maint Crewteatler(2) Traffic Signal Electnoa,(2) Water Meter Reader(2)
WATER PRODUCTION Landspe, Mamt CrevNrker( Sr.FailM1ies Maint Tehnician
Principal CmI Ergneer(21 EquiplAuro Maint.LeaAwrker(3) Traffic Maint Service Worker(2) Accounting Tecrniclan II Landscape Mamt Leadvarker(3) Bead'
Equipment Operator(3)
STORM WATER QUALITY Equipment Support Assstant Water Uhlay Locates Landsnpe Equipment Operator Beam Maintenance Service Worke
Senior GNI Engineer Mednank:111(6) Pest Control Speaalst
Civil Engneerrng Assistant Mechanic II(4) Water Production SupeMsor Ir abon S
SIGNSBMARKINGS n9 peclafst
Associate CNil Erginea MAINTENANCE Werer Operati s Lea eW d er( WASTEWATER
Ermnmmental Services Manager Water Operatons Leadvrorker(2)
Admin.Environmental SPeoafist(2) FACILITY MAINTENANCE Water Systems Technician III(3)
Water Systems Technician It(5) TREE MAINTENANCE
Signs 8 Markings Crewleader Wastewater Supervisor
Signs LeW—ken WATER QUALITY WastewaterOps Crc,Mcader
Facilities Mai menance Supervisor Signs/Markings Equip Operator Wastewater Ops Leadvorker(3) Tree Maintenance Supervisor
Facilsos Maint Crewea ter(2) Wastewater Equip Operator(5) Tice Maintenance Crewleader
Facildies Mai nt Technician(3) Senor Wastewater Pump MecharK Tree Maintenance Leadvorker
Electndan Water Quality Supervisor Wastewater Pump Mechanic Tree Equipment Operator(3)
Wastewater Maint Service Vvkr(7) Maintenance Service Worker
Sr.Facildies Maintenance Water Quality Coordinator
Technoan Cross Connection Control Spec(2)
Water Quality Technician
Summary of Proposed Changes
Exchange Fiscal Services Manager for Assistant Chief Financial Officer
Exchange Senior Finance Analyst for Principal Finance Analyst ■ ■
Transfer of Purchasing functions from Fiscal Services Manager to Principal
Finance Analyst in Budget for operating efficiency and improved financial
accountability
Benefits •
Provides clear second-in-command
Streamlines operations with similar functions by consolidating two divisions
Improves oversight and accountability within Finance
Improves internal audit functions
Provides opportunity for centralization of financial planning and reporting
Comparable Cities
Anaheim Modesto Oxnard Glendale Rancho Cucamonga
Orange Hayward Sunnyvale Torrance Pasadena Newport Beach
Finance
FINANCE DEPARMENT FINANCE DEPARTMENT
Current Organizational Chart Proposed Organizational Chart
Calf F1,.-W ORirar -.
LChief Financial Officer
ADN"WFATOR
ADMINISTRATION
Atlmnistraave Assstant
MWUWMf WKW CWIDGET UAlY6EYENr 0478 >�IVI� FLSGLSE..ES
�� Assistant Chef F�andal Officer
FYOY.aW-Aoarar1lwR FYree Varryr-Bayat I' Feo Yw.W-T--ryr FYOY�f-Fioaf l,rarta
GEIERA.AGOO<IIf IfG isr.ratce Mayti4'� AMrall ae
p,oFU Uanper Asaeji F3: —%mahaqw— Finance Manages Fnance Mareger Finance Managr
Saner AcoouiMr+ AT�wris. ASRa11gIIRTdaetln11P) Budge[ Accoul4ng Treaslry
lMno�.�oua3 TAYAdE S'�'w E�L� �
Ama.nMq TecMucan ll fr Li..—_.— 9aIrLAlearYYTanllrm
CASHIEPoNG 8 CASFAEPoNG 8
PAYROLL AuouiFrR T�cMonll(fir Bl1DOE7 MANAGMEM INERAL ACODWTING COLLECTIONS COLLEC710N5
Pryd 5peoal isl
SawerPryen YeA�nc On 121 Amea�lq Tad�eonll �,r'
- - - "- Senoo Fi—A—y t(3) Propc2 Manage Adminiee —MatyM(U.5) Senior Accav�tinp TednYdan
Senor axovrtam Accouirong Tec/ridan AmourNn9 TechJdan II(2)
Superviea
y� AcoourNng Tecnnldan II(2)
PROCVREMENT ACCOUNTS RECEIVABLE/
ACCOUMSPAYABLE ACGWMSRECEIVABLE/ COLLECTIONS
COLLECTIONS
Senor A--ng Tedirvdan Aocounan9 Teclnlaen 11 BwneFb Limnm Supervisor
Pnnd Pal Rnanm Malyat A —,6ng Teotnidan 11(2) Senior AccornErg TeNrvdan
Buyer(2) Pccourkng Techidan II(2)
Field Service R--*:table
REPROGRAPHICS PAYROLL
Payrd Spedali@
MAIL Sarior Payrd TarAnician(2)
Summary of Proposed Changes
Phase I - Fill Deputy Director Position, Exchange a vacant Planning Manager
position with a Senior Code Enforcement Officer, and move all planning functions
(current and advance) under one Planning Manager
Phase II - Realignment of Planning Manager compensation with new duties
Benefits
Deputy Director's focus on internal operations allowed the Director to focus on
external relationships with customers and work on strategic initiatives such as
enhancing customer experience, increasing efficiencies, etc.
Moving all planning functions under one manager allows for increased
accountability in managing work and increased flexibility in cross training
Adding a Senior Code Enforcement Officer will increase the amount and
complexity of cases that the Division can handle
Comparable Cities
Orange Costa Mesa Newport Beach Glendale
COMMUNITY DEVELOPMENT ! COMMUNITY DEVELOPMENT
Current Organizational Chart Proposed Organizational Chart
IfDirector of Community
• LL Development__ II Dinoctonof Community
PLANNING COMMISSION Development
Admmistratiw/i4ant Senior PGmruatiaEw Aretys[
PLANNING COMMISSION Cap.,Dnabrof Corrsramly
Develop—M
Deputy Director of Conxnunty •
Development
AnMIMCTRATIDN
Pdministraaw Pnalyst Senior
Adrtxnsbaaw Aes�nt GEEDPdmnlsaafw Secretary(2)
OMm Ass-sent II
Adminatratiw Secretary(2)
Olfloe Asastant II
PUWNING QggQ
INSPECTION SERVCESPERMITB PLAN CHECKBUILDIN SERVICES
09f)
CL RANT PI ANNINGCodeEnbr,—nt Supervisor InspectorsSUPervimr(2) PERMITB PLAN CHECKPLUMBING,MECMANCPIBPlanning Manager Senor Code Enforcement OMcer Principal Ebctrioal lnp br Buidkp ManaPLANNINGSERVICES INSPECTION SERVICESELECTRICALSenor Pknner 11) Code EnMdment Olficar II(2) Prhapel Plumbing b Medvncal Pin^Cheac Engneer(2)
Associate Planner(3) Code Enbrm,reM Once,I Insp , Pernit b Plan Check Suprwmr
A.—nt Planner Code Enbrcament Techn�oan Building In IAIAII(9) Senor Permit Technician(3)
ADVANCE PI na or Pr-pal Plumbing b Machancel Planning Manager Planning Manager Building Manager Inspection S,pavwr(2) Senior Code EnforoemeM OIAca
Senor Phnnar(2) Smor Planner(tl Plan Check Engineer(2) BWdN Iny»aor MIAII(9) fireii Code Enbrcement amen O ce Assodafe Planner 11) ciatPermt b Pbn Check Supervimr Principal Electir ml Inspecbr
Assislon'Planner As soma Planner(31 Senior Permit Tedgiaan(3) Code Enbrooment Omacert
AssbM Planner Code Enbroment Techn—
Addtn I Code Enfomenent Ofio"
San.,Plenne,(2)
Amoaate Planer(m)
Assistant Planner
Summary of Proposed Changes
Establish a Director position for the Office of Business Development
Transfer of park concessions/lease functions from Community Services
Realign Assistant to the City Manager compensation due to transfer of former
PCTA functions for HBTV, broadcasting and public education/outreach
Benefits
Elevates the status of the City's business development program within the City
Creates a centralized Real Estate Division to ensure best use of City assets
Allows for staff to maximize City revenues ,
Strengthens the importance of Economic Development
Creates a centralized Real Estate Division to ensure best practices for the
management of City assets
Comparable Cities U
Tustin Garden Grove Santa Ana
Costa Mesa Irvine
City/ Manaf
CITY MANAGER DEPARTMENT rr CITY MANAGER DEPARTMENT
Current Organizational Chart Proposed Organizational Chart
City Manager F=--c-�-
Manager
Assistant City Manager
ADMINISTRATION
Assistant City Manager
Assstam to the City Manager
Administrative Analyst Ar1MINISTRATION
Excutne Assstant Executive Assistant - -
Administrative Analyst(Vanm)
CNNNNEL 3 TV PUBLIC INFORMATION OFFICE OF BUSINESS
OFFICE OF BUSINESS DEVELOPMENT
PUBLIC INFORMA710N DEVELOPMENT
t
Deputy Director of Economc Assistant to the City Manager/ Comrtunity Relations Oficer Director of Ecoromic Development s
Cable TV Manager Deputy Director of Economic
-.-inanity Relations Officer Development ---
Economic Development Project Manager Development
Real Estate&Project Manager Economic Development Project Manager
Administrative Analyst Administrative Analyst YF
Administrative Assstant Administrative Assistant ' g
Administrative Secretary(.50) Administrative Secretary(.50)
Administrative Aide Administrative Aide
Real Estate 8 Project Manager
(Parks,Leases and Concessions)
Homeless Outreach(PT)
Summary of Proposed Changes
Creation of a Chief Trial Counsel(CTC) Position
Transfer of leadership and management functions to CTC - high level of demand ■ ■
to lead litigation/trial team
Provides more efficient chain of command and recognizes the high level of
expertise and performance required for strong litigation.
Benefits
Enables the City to retain and attract a high quality legal team
Creates promotional opportunities for high performing trial counsel
Helps to ensure high quality trial management expertise
Provides a more equitable distribution of work
Comparable Cities
Long Beach
Santa Ana
Oakland
City Attorney City Attorney
Current Organizational Chart Proposed Organizational Chart
C 1y Anomey
City Attorney
any *may Chef Assistant 1�1
City Attomey - - Chief Trial Counsel J
CDYYUlilirTV UTGMDN °f ppySpRY Senior Legal Assistant
PROSEMMON
� C Legal Assistant(2)
SennrTralCamzl�� FmY6�A CiyAfoney E � — /DW*Cammm&yPoeeulor NITYSaw Deputy Otymney a) Dep*Clyplmy 11 PROSECUTION LITIGATION
L Assistant City Attomey Deputy Community Senior Trial Counsel
Deputy(Sty Attorney III Prosecutor Senior Deputy Ciry Attomey(2)
Benefite nf CllrrnSS1011 Planning
Builds a leadership pipeline/talent pool aligned
to business strategy fl
Allows an agency to be proactive instead of d�
reactive in placing employees in key positions m
Identifies the best candidates for all categories
of key/critical positions
Concentrates resources on talent development
as opposed to crisis management
Reduces costs by minimizing the recruitment,
onboarding , and training of all new employees
Over the next 3-5 years, the escalating rate of retirements will create a
significant challenge in retaining the City's high performing employees.
To further address this challenge, the City Manager's Office and Human
SUMMARY AND NEXT STEPS
Resources Department will complete a comprehensive Succession Plan.
Develop recommendations for enhancements in recruitment and retention z5
practices within all levels of the organization.
This plan will contain an evaluation of existing departments and the City's
tal'Hillntpool to i den ytif opportunities for restructuring, and challenges to be
d The City will use the Meet and Confer process. °
Department Reorganizations will be presented as part of the FY 2019/20
Proposed Budget. No proposed change to the Citywide employee count.
The City will use the Meet and Confer process and competitive recruitments.
QUESTIONS ?