HomeMy WebLinkAboutApprove Proposed Changes to the City-Wide Table of Organizat Council/Agency Meeting Held: ��—
Deferred/Continued to:
^fpproved ❑ Conditionally Approved El Denied !UF��S City Clerk's Si attire
Council Meeting Date: March 21, 2045 Department ID Number:
CITY OF HUNTINGTON BEACH
REQUEST FOR CITY COUNCIL ACTION
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SUBMITTED TO: HONORABLE MAYOR CITY COUNCIL M BERS -
SUBMITTED BY: PENELO �CULBH-GRAFT, DI'A, CITY ADMINISTRATOR
PREPARED BY: PENELOPE CULBRETH-GRAFT, DPA, CITY ADMINISTRATOR
SUBJECT: PROPOSED CHANGES TO THE CITY-WIDE TABLE OF
ORGANIZATION
==StWatWemetIssue, Funding Source,Recommended Action,Alternative Action(s),Analysis,Environmental Status,Attachment(s)
Statement of Issue: Changes to the city-wide Table of Organization are proposed to
address overall city administration. The proposal recommends deletion of the Assistant City
Administrator and Administrative Services Director positions and the addition of two Deputy
City Administrators. It also would require changes in duties of the Finance Officer. The report
outlines how the structure would function and provides justification for the proposed changes.
Funding Source: Not Applicable.
Recommended Action: Staff recommends the City Council do the following:
1. Approve the proposed changes to the Table of Organization;
2. Approve the changes to the job description for the Finance Officer and set the Pay Grade
at 622;
3. Approve the job description for the Deputy City Administrator and set the Pay Grade at
629;
4. Direct the City Administrator and the City Attorney to prepare the necessary changes to
the Municipal Code. -
Alternative Actionllsk Do not approve the proposed changes to the Table of Organization
or direct another alternative.
Analysis: There are several vacancies in the executive management team that provide an
opportunity to review the organizational structure to ensure that it is designed to meet the
needs of the city. With the appointment of a new City Administrator this past year, it provides
an opportunity to create a structure that works with the style of the new administrator and can
adapt to changes in governance that are occurring at a state level.
F ;k
REQUEST FOR ACTION
MEETING DATE: March 21, 2005 DEPARTMENT ID NUMBER:
The current structure provides for an Assistant City Administrator and an Administrative
Services Director (see Attachment 1). Both positions are vacant due to recent resignations.
The position of Assistant City Administrator was used as the operational manager of the
organization, which allowed the City Administrator to be freed up for work in the community
and broader organizational coordination. The supervisory role of the Assistant City
Administrator recently included supervision of development-related departments including
Public Works, Planning, and Building and Safety. All other departments report directly to the
City Administrator. The role of the Administrative Services Director included supervisory
responsibility for Finance, Human Resources, Central Services, and Risk Management.
In November, the Finance function was shifted informally to allow direct reporting of the
Finance Officer to the City Administrator. This allowed for an improved flow of financial data
to the Administrator, which was considered critical as a result of the state's cuts and previous
financial history of the city. Through this direct working relationship, the Finance Officer and
City Administrator have created monthly financial reports, continued the redesign of the
budget, and addressed the needs of department directors for financial information to manage
their operations. Recently, the Central Services Division was transferred directly under the
Finance Officer due to the commonality of functions and amount of coordination routinely
done between the functions.
The direct reporting of the Finance Officer to the City Administrator has been beneficial and
should be retained at the present time. In the future, it may be appropriate to transfer the
function to work directly with a Deputy City Administrator.
A Police Captain was assigned to oversee the remaining functions of the Administrative
Services Director while the reorganization was being considered. This provided an
opportunity for a manager to be exposed to the Executive Team while extending his
expertise to managing the staff of the non-financial functions of the department.
The Assistant City Administrator position was filled on an interim basis through an internal
competitive process. The Public Works Director is filling that role. The Deputy Public Works
Director is filling the interim vacant Public Works Director position.
Rather than filling the vacant Assistant City Administrator and Administrative Services
Director positions, the following revisions are proposed (see Attachment 2):
1. Create two Deputy City Administrator positions; assign one to focus on
internal support and community functions and the other to focus on
development functions;
2. Delete the Assistant City Administrator position. Although the position is
referenced in the Charter, the responsibility conveyed under the Charter,
which is to serve as the acting City Administrator in the absence of the
Administrator, will be assigned to a Deputy City Administrator or Department
Director;
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REQUEST FOR ACTION
MEETING DATE: March 21, 2005 DEPARTMENT ID NUMBER:
3. Delete the Administrative Services Director position; and,
4. Reallocate the Finance Officer position from a mid-management classification
to an executive classification in the competitive service and revise the job
description and pay grade to reflect the assignment of other duties.
The difference between the classification of Assistant City Administrator and Deputy City
Administrator is generally the level of supervisory responsibility. An Assistant frequently has
operational authority over departments or serves as a chief executive of operations. While a
Deputy may supervise departments, he/she would have less direct responsibility for the
overall operations of the city or departments. As proposed, both Deputy positions would
serve in a facilitator, coordinator role over a cluster of departments with related functions.
The City Administrator would remain the operational authority over the departments and
would be responsible for the evaluation of department directors.
It should be noted that the three elected official departments of City Attorney, City Treasurer,
and City Clerk will continue to work directly with the City Administrator and various directors
as appropriate. These three directors do not report to the Administrator due to their elected
official capacity; consequently, their positions are not shown on the organization charts that
are attached to this report.
If the two Deputy City Administrator positions are approved, experience in personnel services
and labor relations would be a critical background to seek for the internal support position.
This position would also be responsible for supervising the Public Information Officer and
support staff in the City Administrator's office.
Experience in development and infrastructure would be a critical background to seek in the
external-focused Deputy position. The existing Administrative Assistant position in the City
Administrator's office would be assigned to this position.
The new structure, if approved, would allow the City Administrator to maintain a close
working relationship with all ten departments while using the Deputies to coordinate and
provide routine feedback to departments in managing daily operations. This creates a more
manageable span of control for the City Administrator and focuses organizational efforts on
cross-departmental coordination (see Attachment 3).
Under this proposal, Risk Management and Human Resources remain as divisions, reporting
to a Deputy City Administrator. For the sake of these personnel-related services, the Deputy
becomes the director, bringing these important functions into the City Administrator's office.
The existing Administrative Assistant position in Administrative Services would be transferred
to the Deputy. The Office Specialist II would be transferred to the Finance Officer.
This proposal is intended to help build organizational capacity. With pending reform to the
retirement system and the near-term retirements of the baby boomers, it is anticipated that
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REQUEST FOR ACTION
MEETING DATE: March 21, 2005 DEPARTMENT ID NUMBER:
cities have a narrow window of time in which to build capacity of their staff for the future. If
retirement reform succeeds, it is expected there will be limited movement of employees
between agencies. The shift from one chief operating officer to two Deputies allows the
selection of staff that can grow with the organization and support the work of the City
Administrator. The City of Huntington Beach has excellent department directors who
manage their departments with strength and professionalism. The Deputies will help
coordinate their efforts and work on issues that involve multiple departments. It will also
provide an opportunity to train individuals in the values and goals of the organization while
providing management assistance to the City Administrator in managing a large, complex
organization.
The reorganization proposal will be reviewed with the Personnel Commission on March 16.
Personnel Commission approval is required for changes in the Finance Officer job
description since that position is part of the competitive service. The Commission's
comments, if any, regarding other elements of the proposal will be shared with the City
Council verbally since that meeting will be held after the preparation deadline for this report.
In order to set salary levels, Human Resources staff conducted an initial review of like
positions. In the case of the Finance Officer, the position is proposed at a level between a
director and division head. For the sake of comparison, Finance Director was used. The
average survey was $127,428 with a median of $122,328. Considering internal alignment,
the proposed pay grade is 622 (top step $125,015), which is the current pay grade for the
City Treasurer. Future changes to the Finance Officer role may occur as internal controls are
reviewed with the city's auditor. Should additional responsibilities be added to the position,
the job description and compensation would need to be reconsidered.
The market comparison for Deputy City Administrator was more difficult because many cities
do not have the classification, and the range of duties for those that do have the position
varies significantly. The proposed job description was modeled after the City of Anaheim,
which pays $177,840 at top step. There are only five other agencies that have the
classification in Orange County. The top step ranges from $90,144 to $177,840. Viewing
internal alignment, the pay grade of 629 (top step $129,459) is proposed, which is the pay
grade for the Administrative Services Director. This is also the pay grade for the majority of
city department directors.
Savings for the proposed changes are as follows (using the top step of each position):
Delete Assistant City Administrator (Pay Grade 658) ($149,614)
Delete Administrative Services Director (Pay Grade 629) ( 129,459)
Add two Deputy City Administrators (Pay Grade 629) 258,918
Reallocate Finance Officer to an executive classification 14,678
(From pay grade 597 to 622)
Total Base Salary Savings ($ 5,477)
Benefit savings at 35% of base salary ( 1,917)
Total Savings ($ 7,394)
-4-
i
REQUEST FOR ACTION
MEETING DATE: March 21, 2006 DEPARTMENT ID NUMBER:
It should be noted that the MOU for Non-Associated employees is scheduled for the March
21, 2005, Council agenda. The Finance Officer and Deputy City Administrators would be
under the Non-Associated group. All salary information presented in this report is based on
current authorization and does not incorporate any salary increase that may be approved
with that MOU.
Environmental Status: NIA
Attachment(s):
1. Existing Table of Organization: Organization Chart
2. Proposed Table of Organization: Organization Chart
3. Diagram of Inter-relationship of Functions
4. Deputy City Administrator Proposed Job Description
5. Finance Officer Revised Proposed Job Description
City Clerk's
NumberPage
1.
2.
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ATTACHMENT # 1
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THE PEOPLE
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Admin/Public Investments Litigation
Support
Bill
Business License
Elections Advisory
Glut#tMlfiA�b Accounts
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Records ' Receivabi
Municipal Services
Billing&Central
Cashiering
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Beach Operations Administration F1Ce Uniform Planning Permit&Plan Redelopment& Engineering Systems
Finance Prevention Check Services Housing
FHuman recreation,Human Children's! Emergency Investigations Code Inspection Business Utilities Communications
Resources Cultural Services Branch Response Enforcement Services Development
Admin [MaintenanceRisk Facilities, Adultl Operations Real EstateOperations
Concessions& � ServicesOperatns
Management Technical
Development
Central Services Transportatlon
ATTACHMENT #2
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ATTACHMENT #3
Proposal for Restructure of City Administrator's Office
Inter-Relationship of Functions
City Administrator and Deputy
City Administrator working with
Building& Safety, Economic
Development, Planning, and
Public Works
Development
Support/ Public Safety
Community
City Administrator and Deputy City City Administrator
Administrator working with Community working with Fire and
Services, Finance, Information Services,
Police
Library, Human Resources, Risk
Management, and Public Information
ATTACHMENT #4
CITY OF HWV NGTON BEACH
CLASS SPECIFICATION
TITLE: DEPUTY CITYADMINISTRATOR DATE:
JOB CODE:
EMPLOYMENT STATUS: REGULAR FULL-TIME
UNIT REPRESENTATION: NON-ASSOCIATED
FLSA STATUS: EXEMPT
DUTIES SUMMARY
To assist in planning, directing, and reviewing the administrative activities and operations of the
city including implementing city policies and procedures, participating in major negotiations,
coordinating special projects for the City Administrator, and coordinating assigned activities with
other city departments and outside agencies.
DISTINGUISHING CHARACTERISTICS
Receives administrative direction from the City Administrator.
Exercises general direction over managerial, administrative, professional, and clerical staff.
EXAMPLES OF ESSENTIAL DUTIES
Ensure effectiveness of daily operations for assigned city departments and activities, provide
management direction by expediting work flow and assuring achievement of departmental work
programs through coordination and facilitation of assigned executive management team
members.
Act as the city representative on major projects affecting city government, serve on various
external boards and commissions of other agencies to ensure the city's interests are
represented.
Provide highly responsible administrative staff assistance to the City Administrator; conduct
specific and comprehensive analysis of a wide range of municipal policies involving city
organization, operating procedures, finances, and community services.
Assist in developing, planning, and implementing goals and objectives for the city; recommend
and administer policies and procedures.
Direct, supervise, and review the activities and operations of the City Administrator's Office;
assign work activities, projects, and programs; monitor work flow; review and evaluate work
products, methods, and procedures.
C►TY OF HUNrINGTON BEACH
CLASS SPECIFICATION
T►TLE. DEPUTY CITY ADMINISTRATOR DATE:
Coordinate activities with those of other departments and outside agencies and organizations,
provide staff assistance to the City Administrator and City Council.
Conduct research and develop recommendations on city-wide work methods, operating policies
and procedures, programs, services and other administrative issues; observe program
operations; analyze findings and implications; prepare and present staff reports and other
correspondence.
May serve as department director for assigned divisions.
Negotiate highly complex contracts and solutions on a variety of administrative, fiscal, and
special projects, especially those having significant impact upon the city; participate in the
preparation of program or special project budgets; work closely with all affected parties to
ensure an appropriate and effective end product.
Represent the City Administrator at meetings, make presentations to explain programs and
project status, answer questions and provide information and data to assist in the decision
making process.
Work closely with the city's labor groups to address issues and ensure a healthy working
relationship with city employees, including representing the City in labor negotiations.
EXAMPLES OF NON-ESSENTIAL JOB FUNCTIONS
Participate in the development and administration of the city budget; direct the forecast of funds
needed for staffing, equipment, materials, and supplies; monitor and approve expenditures;
implement midyear adjustments.
Oversee the development, preparation, and distribution of city publications including pamphlets,
brochures, and handbooks.
Respond to citizen inquiries and resolve difficult and sensitive complaints.
Perform related duties and responsibilities as required.
KNOWLEDGE OF
Modern and highly complex principles and practices of public administration; current social,
political, and economic trends and operating problems of municipal government; organization
and management practices as applied to the analysis and evaluation of programs, policies, and
operational needs; principles and practices of organization, administration, and personnel
CITY OF HUN, TON SEA CH
CLASS SPECC"CATION
TITLE: DEPUTY CITY ADMINIS TRA TOR DATE:
management; principles and practices of municipal government budget preparation and
administration; research and reporting methods, techniques, and procedures; sources of
information related to a broad range of municipal programs and services; principles of
supervision, training, and performance evaluation; pertinent Federal, State, and local laws,
codes, and regulations.
ABILITY TO
Effectively administer a variety of city-wide programs, services, and budgetary activities;
analyze, interpret, summarize, and present administrative and technical information and data in
an effective manner; interpret and apply city policies, procedures, laws, and regulations; analyze
problems, identify alternative solutions, project consequences of proposed actions, and
implement recommendations in support of goals; effectively and fairly negotiate appropriate
solutions and contracts; gain cooperation through discussion and persuasion; supervise, train,
and evaluate assigned staff including directing department heads in policy implementation;
assist in developing, administering, coordinating, and monitoring a large municipal budget;
evaluate and develop improvements in operations, procedures, policies, and methods; prepare
clear and concise reports and develop appropriate recommendations; communicate clearly and
concisely, both orally and in writing; establish and maintain effective working relationships with
those contacted in the course of work including city and government officials, management staff,
employees, consultants, outside agencies, the general public, and local businesses.
MINIMUM QUALIFICATIONS
Education And Experience - Any combination of experience and education that would likely
provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge
and abilities would be:
Education: Equivalent to a Master's Degree from an accredited college or university with major
work in Public Administration or a closely related field.
Experience: Five years in a high-level administrative or staff capacity in a public agency.
Physical Tasks And Environmental Condition - Work is performed in an office environment
and requires sitting at a desk for prolonged periods of time and use of a telephone, computer and
screen. Employee accommodations for physical or mental disabilities will be considered on a
case-by-case basis.
ATTACHMENT #5
CITY OF HUNTINGTON BEACH
CLASS�1 ECIFICATION m
MARCH 2O05
TITLE: FINANCE OFFICER DATE: ",:vVEMBER, 1973
JOB CODE: 0055
EMPLOYMENT STATUS: REGULAR FULL-TIME
UNIT REPRESENTATION: NON-ASSOCIATED
FLSA STATUS: EXEMPT
DUTIES SUMMARY
Under general direction of the City Administrator, Rperforms responsible
supervisory and administrative work in planning, organizing, coordinating and directing
the financial and central services activities of the City, which include accounting,
budget and research, central storeslwarehouse, purchasing, reprographic and mail
delivery services; coordinates assigned activities with other City departments and
outside agencies; and provides highly responsible and complex administrative
support to the City Administrator.
DISTINGUISHING CHARACTERISTICS
The Finance Officer receives general administrative direction from the City
Administrator and exercises direct supervision over management, supervisory,
professional, technical and clerical staff. This classification requires an
advanced knowledge of municipal finance, budgeting and purchasing for the
development and administration of programs designed to address primary areas
of City service. The incumbent is expected to exercise independent judgment in
establishing efficient and effective financial operations consistent with City
Council policies and administrative guidelines established by the City
Administrator.
EXAMPLES OF ESSENTIAL DUTIES
Assists in directing the fiscal management of the City, including Establishes and
budgeting preparation and monitoring, revenue forecasting, and
general accounting, financial reporting, pre-auditing and internal controls, debt
issuance and administration, capital financing, financial systems design,
implementation and control; recommends and administers policies and
procedures SysteM der-,the-City, iAGl di.,g PFe__audit and eth finanGial pFeGedWes,
accounts and ;.
Plans, directs and coordinates the administration of the City's finance,
purchasing, reprographic and mail services; recommends policies and
implements procedures to conduct activities; ensures that all activities are
Page 1 of 4
CITY CIF HUNTINGTON BEACH
CLASS SPECIFICATION
MARCH 2O05
TITLE: FINANCE OFFICER DATE: , 1973
conducted in accordance with related laws, ordinances, rules and regulations;
manages the development and implementation of the goals, objectives, policies
and priorities for each assigned service area; establishes, within City policy,
appropriate service and staffing levels; allocates resources accordingly.
Assists in ensuring that the financial needs of the City are met; raises funds
through creative financing, bond issues, certificates of participation and lease
purchase financing; evaluates alternative financing methods for all major
acquisitions; supervises and controls capital financing projects; assists in
negotiating major financial transactions; directs and coordinates revenue collection,
disbursement activities, purchasing, business Wense sen+rnl and inventory control
functions,.
Aadvises other epartment heads and the City Administrator in the review of estimates
and proposed the—prepera* ;=of the budget allocations for the City and the
Redevelopment Agency; estimates anticipated revenues; conducts fiscal
analyses and submits data and reports for use in evaluating operating
department proposals; provides the City Administrator and department heads with
timely and informative financial reports and statements; manages and participates in
the development and administration of the Finance budget; directs the forecast of
additional funds needed for staffing, equipment, materials, and supplies.
Ddetermines, with the advice of the City Attorney when necessary, the regularity,
legality, and correctness of claims, demands and charges; draws warrants upon the City
Treasurer for all claims and demands that are approved; specifies the purpose for which
drawn and the fund from which payment is made; supervises and is responsible for the
receipt and collection of all taxes, assessments, license fees, and other revenues for the
City and from all levels of governmental agencies and from any court, office,
department, or any agency of the City; conducts studies or oversees the conduct of
complex studies relating to the development of rates, fees and user charges;
prepares and supervises the preparation of reports to the State Controller,
County Auditor Controller and other Federal, State or County agencies.
May serve on the City's negotiation team for labor contracts; will be responsible
for calculating costs of proposals and various scenarios and may present
information in sessions with the City Council.
Serves as the liaison to the Finance Board initiates an
investment nGFftlie f9F chr.r+_
Page 2 of 4
CITY OF HUNTI GTON BEACH 'Y
CLASS SPECIFICATION
MARCH 2O05
TITLE: FINANCE OFFICER DATE: ,
Selects, trains, motivates and evaluates Finance personnel; provides or
coordinates staff training; works with employees to correct performance
deficiencies; implements discipline and termination procedures; plans, directs
and coordinates through subordinate level managers assigned service areas'
work plans; meets with staff to identify and resolve problems; assigns projects
and programmatic areas of responsibility; reviews and evaluates work methods
and procedures; performs other related duties.
The preceding duties have been provided as examples of the essential types of work
performed by positions within this job classification. The City, at its discretion, may add,
modify, change or rescind work assignments as needed.
MINIMUM QUALIFICATIONS
Any combination of education, training, and experience that would likely provide the
knowledge, skills, and abilities to successfully perform in the position is qualifying. A
typical combination includes:
Knowledge of:
Principles and practices of public administration,
including budget preparation, purchasing, program analysis, and revenue
forecasting; accounting principles, practices and methods; public revenue
resources; principles of municipal debt financing; ordinances, resolutions and
laws affecting municipal financial operations; methods and techniques of public
administration research, analysis and report preparation; legislation related to
public agency finance, including grant accounting and bond issuances; financial
planning; research methods and techniques and methods of report presentation;
principles of personnel administration, supervision and training; concepts of
automated financial management information systems.
Ability to: Plan, organize, direct and coordinate the work of management,
supervisory, professional and technical personnel; delegate authority and
responsibility; select, supervise, train and evaluate staff; provide administrative
and professional leadership and direction for activities related to finance and
central services; identify and respond to community and City Council issues,
concerns and needs; develop, implement and administer goals, objectives and
procedures for providing effective finance and purchasing services; prepare and
administer large and complex budgets; allocate limited resources in a cost
Page 3 of 4
CITY OF HUNTINGTON BEACEI �
CLASS SPECIFICATION
MARCH 2005
TITLE: FINANCE OFFICER DATE: �cE 1.01 R.ER
effective manner; analyze problems, identify alternative solutions, project
consequences of proposed actions and implement recommendations in support
of goals; research, analyze and evaluate new service delivery methods,
procedures and techniques; prepare clear and concise reports; interpret and
apply Federal, State and local policies, procedures, laws and regulations;
interpret financial statements and cost accounting reports; administer contracts
and ensure compliance with contract provisions; communicate clearly and
concisely, both orally and in writing; establish effective working relationships
with those contacted in the course of work; dCevelop and utilize a data processing
system for processing utility billing and eelleGtieR, payFoll GheGks and Feewds, waffant
writing, City records including general ledger, revenue and expenditure ledgers and
other pertinent City records, data, information and statistics.
Education: Equivalent to a Bachelor's degree from a college or university with a major
in accounting, business or public administration including courses in advanced
accounting, auditing, cost accounting, and business law. A CPA or Master's degree is
preferred.
Experience: Six (6) years of responsible financial experience including at least four (4)
years as a supervisor.
License: Valid California drivers license.
PHYSICAL TASKS AND ENVIRONMENTAL CONDITIONS — Work is primarily
performed in an office environment and requires prolonged sitting, standing,
walking, reaching, twisting, turning, bending, and stooping in the performance of
daily activities. The position also requires grasping, repetitive hand movement
and fine coordination to operate a personal computer in order to prepare
statistical reports and data. Additionally, the position requires near vision in
reading correspondence and statistical data on the computer.
Page 4 of 4
RCA ROUTING SHEET
INITIATING DEPARTMENT: City Administrator
SUBJECT: Proposed Changes to the City-Wide Table of
Organization
COUNCIL MEETING DATE: March 21 , 2005
RCA ATTACHMENTS STATUS
Ordinance (w/exhibits & legislative draft if applicable) Attached ❑
Not Applicable 19
Resolution (w/exhibits & legislative draft if applicable) Attached ❑
Not Applicable
Tract Map, Location Map and/or other Exhibits Attached ❑
Not Applicable
Attached ❑
Contract/Agreement (wlexhibits if applicable) Not Applicable
Si ned in full by the City Attome
Subleases, Third Party Agreements, etc. Attached Ll
Not Applicable
(Approved as to form b CityAttome
Certificates of Insurance A b the CityAttome Attached ❑
(Approved Y � Not Applicable 10
Attached ❑
Fiscal Impact Statement (Unbudget, over $5,000) Not Applicable
❑
Bonds (If applicable) AttachedNot Applicable
Staff Report (If applicable) AttachedNot Applicable ❑
Commission Board or Committee Re ort applicable If a Attached ❑
p ( pp ) Not Applicable
s/Conditions for Approval and/or Denial Attached ElFindin
g pp Not Applicable
EXPLANATION FOR MISSING ATTACHMENTS
REVIEWED RETURNED FORWARDED
Administrative Staff
Assistant City Administrator Initial
City Administrator Initial
City Clerk
EXPLANATION FOR RETURN OF ITEM:
(Below • _ For Only)
RCA Author:
DARRACH G. TAYLOR
16661 Wellington Drive, Huntington Beach, CA 92649
Telephone:(562)592-5090 Fax:{562)592-1987
16 March 2005
Mayor Jill Hardy & Councilpersons
Dr. Penny Culbreth-Graft, City Administrator =
City of Huntington Beach
2000 Main Street
Hunting ton Beach, CA 92648
Dear Mayor Hardy et al & Dr. Culbreth-Graft,
Dr. Culbreth-Graft will be making her City management re-organization
presentation tonight before the Personnel Commission, of which I chair, and
soliciting our comments to be forwarded to the Council. However, it does
not seem possible to place these comments in your agenda books, which will
have already been delivered, and may simply be handled as `late
communications'. So I am writing today to have my thoughts included in
your books, or. separately, to be read in conjunction with Dr. Culbreth-
Graft's outline, which I received last week in our agenda package. These
comments may not totally be in concert with the Commission's collective
comments AFTER we have heard her presentation.
The City has a golden opportunity to proceed with the upgrading of its key
management organization as well as its talent after past years of seeming
bureaucracy and territorial conflict. I know I speak for the Commission
when I say it certainly appreciates the opportunity to hear and comment on
this proposed re-organization, which, other than the Commission's required
approval of new job descriptions, is made at the City Administrator's "CA"
discretion. I imagine the Commission will urge approval of this plan,
perhaps with some suggested modifications or phasing. Further, I am certain
the Commission will generally approve the proposed Finance Officer's job
description. However, the CA must be comfortable with the final result.
But speaking for myself, while clearly in the right direction, it simply has a
flaw or two. I don't profess to intimately know the organization as well as
obviously does the CA, and I also don't presume to know all the constraints
Mayor Jill Hard et al & Dr. Culbreth-Graft
Y Y �
16 March 2005
Page 2
under which the CA is operating. But I have lived in and dealt with the City
for 32 years and have served on the Personnel Commission for almost seven,
with my eyes and ears open. And I do have some 38 years of worldwide
executive Human Resource management experience, prior to my retirement.
The CA originally set forth Finance and Labor Relations as her two primary
strategic goals, therefore, I would like to comment as follows:
• Repositioning all civilian line department managers by reporting to
the proposed Deputy City Administrators "DCX' (COO concept)
makes excellent sense, providing the CA with the time for her most .
critical duties, including developing and executing, with the Council,
a vision, particularly f nancial, for the City's future. It reduces her
direct reports to five, plus the three elected managers.
• However, her proposed organization chart leaves a strai t-line
relationship between the CA and line department heads, with the
dotted-line going to a DCA, defeating, in my judgment, the alleged
reduction in direct reports, leaving, in actuality, the true number at
fifteen (15). That's the Navy's executive officer (dual) management
concept, developed, however, for concurrent operational and
administrative requirements. Here it seems unnecessarily vague, with
under positioning of the proposed DCA job and points, notwith-
standing the chart reflecting collaboration and shared responsibilities.
• The CA has properly re-positioned the Finance Officer to report
directly to her, hopefully permanently, a proposal I strongly support. I
would also suggest consideration of having the IT Director, a staff
department head, report to the Finance Officer; and that might require
re-thinking job points.
• Most progressive organizations have a Human Resources officer
reporting to the top executive, creating the necessary peer
relationship, rather than buried deep in the structure, as has our City
for years. Therefore, at first blush, I thought the proposed organization
Mayor .Till Hardy et all & Dr. Cubreth-Graft
16 March 2005
Page 3
improved this situation but little. However; the CA's written .,
overview suggests otherwise, though the proposed DCA job
description.appears to be skimpy with this key HR/LR responsibility.
• On the other hand, I wonder whether this so-called `internal' DCA is
even necessary. Why not simply establish an executive HR position,
reporting directly to the CA, with human resources, labor relations,
risk management, and public information (PIO)? By the way, these
are the top HR job's responsibilities in a progressive organization.
Community & Library Services might then report to remaining DCA.
• Please note that the City's HR function requires more resources to
provide the upgrading needed for the sophisticated and progressive
services to the organization in which employee trust and improved
productivity are the results. I sense some progress has recently been
made, but much more remains to be accomplished.
So the thrust of my comments focuses on clear I lines of authority and
accountability, and building a more effective management organization.
City management needs to organize around its strategic objectives, and in
my judgment, this would be the more effective way to do it. Certainly all of
the executive incumbents need to have a shared responsibility in achieving
each of the City's major goals and results in his/her performance
measurement and compensation, which also breaks down any `fiefdoms'.
Please consider these comments and.suggestions in your deliberations, and if
nothing more, as a critique to help evaluate the CA's proposed structure.
Sincerely,
�e
Cc; Personnel Commissioners
Mrs. Irma Youssefieh
JBCITY OF. HUNTINGTON BEACH ,
ADMINISTRATIVE COMMUNICATION
TO: Honorable Mayor d Members of the City ncil
�J
11 �J
FROM: Penelope Culbre -Graft, A,WiAdministra�to - -
DATE: March 18,2005 Co
SUBJECT: Late Communication—Personnel Commission Comments;
March 21,2005 City Council Agenda Item#F2
L€� >
The Personnel Commission met on March 16, 2005,to discuss the proposed changes to
the city-wide table of organization. The Commission unanimously approved the changes
to the Finance Officer job description and the pay grade of 622, as proposed. This action
was within the purview of the Commission.
Commissioners did provide input on the other recommendations of the city-wide table of
organization, as well. While the Commission supported the proposal,the Chairman did
express his concerns regarding the span of control and reporting role of the Human
Resources function. Attached is his letter,which outlines his issues. All other
Commissioners commented favorably on the proposal.
Enclosure
0 'Ll 10T
DARRACH G. TAYLOR
16661 Wellington Drive, Huntington Beach, CA 92649
Telephone:(562)592-5090 Fax:(562)592-1987
16 March 2005
Mayor Jill Hardy & Councilpersons.
Dr. Penny Culbreth-Graft, City Administrator
City of Huntington Beach
2000 Main Street
Hunting ton Beach, CA 92648
Dear Mayor Hardy et al & Dr. Culbreth-Graft,
Dr. Culbreth-Graft will be making her City management re-organization
presentation tonight before the Personnel Commission, of which I chair, and
soliciting our comments to be forwarded to the Council. However, it does
not seem possible to place these comments in your agenda books, which will
have already been delivered, and may simply be handled as `late
communications'. So I am writing today to have my thoughts included in
your books, or separately, to be read in conjunction with Dr. Culbreth-
Graft's outline, which I received last week in our .agenda package. These
comments may not totally be in concert with the Commission's collective
comments AFTER we have heard her presentation.
The City has a golden opportunity to proceed with the upgrading of its key
management organization as well as its talent after past years of seeming
bureaucracy and territorial conflict. I know I speak for the Commission
when I say it certainly appreciates the opportunity to hear and comment on
this proposed re-organization, which, other than the Commission's required
approval of new job descriptions, is made at the City Administrator's "CA"
discretion. I imagine the Commission will urge approval of this plan,
perhaps with some suggested modifications or phasing. Further, I am certain
the Commission will generally approve the proposed Finance Officer's job
description. However, the CA must be comfortable with the final result.
But speaking for myself, while clearly in the right direction, it simply has a
flaw or two. I don't profess to intimately know the organization as well as
obviously does the CA, and I also don't presume to know all the constraints
Mayor Jill Hardy et al &. Dr. Culbreth-Graft
16 March 2005
Page 2
under which the CA is operating.. But I have lived in and dealt with the City
for 32 years and have served.on the Personnel Commission for almost seven,
with my eyes and ears open. And I do have some 38 years of worldwide
executive Human Resource management experience,prior to my retirement.
The CA originally set forth Finance and Labor Relations as her two primary
strategic goals; therefore, I would like to comment as follows:
• Repositioning all civilian line department managers by reporting to
the proposed Deputy City Administrators "DCA" (COO concept)
makes excellent sense, providing the CA with the time for her most
critical duties, including developing and executing, with the Council,
a vision, particularly financial, for the City's future. It reduces her
direct reports to five, plus the three elected.managers.
• However, her proposed organization chart leaves a straight-line
relationship between the CA and line department heads, with the
dotted-line going to a DCA, defeating, in my judgment, the alleged
reduction in direct reports, leaving, in actuality, the true number at
fifteen (15). That's the Navy's executive officer (dual) management
concept, developed, however, for concurrent operational and
administrative requirements. Here it seems unnecessarily vague, with
under positioning of the proposed DCA job and points, notwith-
standing the chart reflecting collaboration and shared responsibilities.
• The CA has properly re-positioned the Finance Officer to report
directly to her, hopefully permanently, a proposal I strongly support. I
would also suggest consideration of having the IT Director, a staff
department head, report to the Finance Officer, and that might require
re-thinking job points.
• Most progressive organizations have a Human Resources officer
reporting to the top executive, creating the necessary peer
relationship, rather than buried deep in the structure, as has our City
for years. Therefore, at first blush, I thought the proposed organization
Mayor Jill Hardy et all & Dr. Cubreth-Graft
16 March 2005
Page 3
improved this situation but little. However, the CA's written
overview suggests otherwise, though the proposed DCA job
description appears to be skimpy with this key HR/LR responsibility.
• On the other hand, I wonder whether this so-called `internal' DCA is
even necessary. Why not simply establish an executive HR position,
reporting directly to the CA, with human resources, labor relations,
risk management, and public information (PIO)? By the way, these
are the top HR job's responsibilities in a progressive organization.
Community &. Library Services might then report to remaining DCA.
• Please note that the City's HR function requires more resources to
provide the upgrading needed for the sophisticated and progressive
services to the organization in which employee trust and improved
productivity are the results. I sense some progress has recently been
made, but much more remains to be accomplished.
So the thrust of my comments focuses on clear lines of authority and
accountability, and building a more effective management organization.
City management needs to organize around its strategic objectives, and in
my judgment, this would be the more effective way to do it. Certainly all of
the executive incumbents need to have a shared.responsibility in achieving
each of the City's major goals and I results in his/her .performance
measurement and compensation,which also breaks down any `fiefdoms'.
Please consider these comments and suggestions in your deliberations, and if
nothing more, as a critique to help evaluate the CA's proposed structure.
Sincer ,
Cc: Personnel Commissioners
Mrs. Irma Youssefieh