HomeMy WebLinkAboutResolution 2021-127 N.C.S. 8/02/2021 Resolution No. 2021-127 N.C.S. Page 1
Resolution No. 2021-127 N.C.S.
of the City of Petaluma, California
RESOLUTION AUTHORIZING AND ELIMINATING POSITION ALLOCATIONS ASSOCIATED
WITH MEASURE U WORKFORCE STABILIZATION - CORE STAFFING BY: 1) AUTHORIZING
THE POSITION ALLOCATIONS OF 0.5 ASSISTANT CITY ATTORNEY, ONE PLANS
EXAMINER, THREE MANAGEMENT ANALYST IIS, ONE SENIOR MANAGEMENT ANALYST,
ONE GEOGRAPHIC INFORMATION SYSTEM ADMINISTRATOR, ONE OFFICE ASSISTANT
(FORMER OFFICE ASSISTANT II), ONE FINANCE ANALYST (FORMER ACCOUNTANT
ANALYST), 0.5 EVIDENCE TECHNICIAN, ONE POLICE DETECTIVE, THREE POLICE
OFFICERS, 1.5 SENIOR ADMINISTRATIVE ASSISTANTS (FORMER ADMINISTRATIVE
ASSISTANT), ONE ASSISTANT ENGINEER II, TWO SENIOR CIVIL ENGINEERS, ONE
ASSOCIATE CIVIL ENGINEER, ONE UTILITY SERVICE WORKER I/II, TWO STREET
MAINTENANCE WORKER I/IIS, ONE STREET MAINTENANCE LEAD WORKER, AND ONE
SENIOR PUBLIC WORKS INSPECTOR (FORMER PUBLIC WORKS INSPECTOR II) AND 2)
ELIMINATING THE POSITION ALLOCATIONS OF ONE ECONOMIC DEVELOPMENT
SPECIALIST, ONE BUSINESS SYSTEMS ANALYST (FORMER PROGRAMMER ANALYST),
ONE GENERAL SERVICES ASSISTANT (FORMER MAIL SERVICES ASSISTANT), ONE
REVENUE DEVELOPMENT SPECIALIST, ONE ENGINEERING TECH II, ONE
ADMINISTRATIVE ASSISTANT (FORMER SECRETARY)
WHEREAS, the proposed actions were presented before Council on March 8, 2021 as part of the Measure
U Implementation Workshop on Workforce Stabilization and Core Staffing (Exhibits A - B); and
WHEREAS, the presentation and subsequent recommendations specified additional staffing needed across
City departments in order to address the needs of a well-run, responsive, full-service City; and
WHEREAS, this action is the next step in implementing the appliable recommendations related to
allocating positions that exist within the City’s Classification and Compensation Plan; and
WHEREAS, the City Manager, acting as the Personnel Officer, has determined the results of the proposed
changes align with the duties and responsibilities of existing workloads and City needs; and
WHEREAS, the proposed action is exempt from the requirements of the California Environmental Quality
Act (CEQA) in accordance with CEQA Guidelines Section 15378, as the action does not meet CEQA's
definition of a “project,” because the action does not have the potential for resulting either a direct physical
change in the environment or a reasonably foreseeable indirect physical change in the environment, and
because this is a personnel-related action that constitutes organizational or administrative activities of
governments that will not result in direct or indirect physical changes in the environment.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Petaluma hereby:
1. Declares the above recitals to be true and correct and are incorporated into this resolution as findings of the
City Council.
2. The proposed action is exempt from the requirements of the California Environmental Quality Act (CEQA)
in accordance with CEQA Guidelines Section 15378, as the action does not meet CEQA's definition of a
“project,” because the action does not have the potential for resulting either a direct physical change in the
environment or a reasonably foreseeable indirect physical change in the environment, and because this is a
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Resolution No. 2021-127 N.C.S. Page 2
personnel-related action that constitutes organizational or administrative activities of governments that will
not result in direct or indirect physical changes in the environment.
3. Authorizes the Position Allocations of 0.5 Assistant City Attorney, One Plans Examiner, Three
Management Analyst IIs, One Senior Management Analyst, One Geographic Information System
Administrator, One Office Assistant (former Office Assistant II), One Finance Analyst (former Accountant
Analyst), 0.5 Evidence Technician, One Police Detective, Three Police Officers, 1.5 Senior Administrative
Assistants (former Administrative Assistant), One Assistant Engineer II, Two Senior Civil Engineers, One
Associate Civil Engineer, One Utility Service Worker I/II, Two Street Maintenance Worker I/IIs, One Street
Maintenance Lead Worker, and One Senior Public Works Inspector (former Public Works Inspector II),
specifically:
4. Eliminates the Position Allocations of One Economic Development Specialist, One Business
Systems Analyst (former Programmer Analyst), One General Services Assistant (former Mail
Services Assistant), One Revenue Development Specialist, One Engineering Tech II, One
Administrative Assistant (former Secretary), specifically:
Classification Department Allocation
Economic Development Specialist Economic Dev/Open Government 1
Business Systems Analyst (former Programmer Analyst) Economic Dev/Open Government 1
General Services Assistant (former Mail Services Assistant) Finance 1
Revenue Development Specialist Finance 1
Engineering Tech II Public Works 1
Administrative Assistant (former Secretary) Parks and Recreation 1
Classification Department Allocation
Plans Examiner Building Services 1
Assistant City Attorney City Attorney’s Office 0.5
Management Analyst II Economic Dev/Open Government 1
Geographic Information System Administrator Economic Dev/Open Government 1
Office Assistant (former Office Assistant II) Finance 1
Finance Analyst (former Accountant Analyst) Finance 1
Senior Management Analyst HR/City Manager's Office 1
Evidence Technician Police 0.5
Police Officer - Detective Police 1
Police Officer Police 3
Senior Administrative Assistant (former Administrative Assistant) Public Works (Airport/Marina) 1
Senior Administrative Assistant (former Administrative Assistant) Public Works (Operations - Utilities) 0.5
Assistant Engineer II Public Works 1
Senior Civil Engineer Public Works (CIP) 2
Associate Civil Engineer Public Works (CIP) 1
Utility Service Worker I/II Public Works (Stormwater) 1
Street Maintenance Worker I/II Public Works 2
Street Maintenance Lead Worker Public Works 1
Senior Public Works Inspector (former Public Works Inspector II) Public Works 1
Management Analyst II Public Works (Environmental
Services) 1
Management Analyst II Parks and Recreation 1
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Resolution No. 2021-127 N.C.S. Page 3
Under the power and authority conferred upon this Council by the Charter of said City.
REFERENCE: I hereby certify the foregoing Resolution was introduced and adopted by the
Council of the City of Petaluma at a Regular meeting on the 2nd day of August
2021, by the following vote:
Approved as to
form:
__________________________
City Attorney
AYES: Mayor Barrett; Vice Mayor Barnacle; Fischer; Healy; King; McDonnell; Pocekay
NOES: None
ABSENT: None
ABSTAIN: None
ATTEST: ______________________________________________
City Clerk
______________________________________________
Mayor
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DATE: March 8, 2021
TO: Honorable Mayor and Members of the City Council
FROM: Peggy Flynn, City Manager
Brian Cochran, Assistant City Manager
Corey Garberolio, Finance Director
SUBJECT: Workshop on Measure U Implementation – Workforce Stabilization
RECOMMENDATION
It is recommended that the City Council receive a presentation from City staff on recommended
Measure U core staffing additions and proposed priority initiatives and provide feedback and
direction to staff.
BACKGROUND
Beginning in 2019, the City commenced a concerted, two-pronged community engagement
effort to address the City’s long-term fiscal and organizational sustainability (“FOS”) by:
gathering as much community feedback as possible about City services and priorities, including
online and paper surveys, in-person workshops, emails and phone calls, and statistically-valid
professionally-conducted public opinion research; and conducting comprehensive analysis and
community education on the City’s long-term fiscal challenges and the level of
revenue/investment required by the City’s General Fund to maintain quality-of-life services and
infrastructure.
In response to the City’s outreach efforts, Petaluma community members identified the following
priorities for enhanced, locally controlled funding:
•Maintaining and preventing cuts to firefighting equipment/fire engines and adequate 24-
hour staffing;
•Ensuring public health, wildfire, natural disaster emergency preparedness and
maintaining 911 emergency response times to ensure first responders can respond quickly
to calls for services;
•Continuing homelessness prevention programs and community partnerships while
ensuring our local businesses, public areas, and neighborhoods are safe, stable and secure
for everyone;
•Maintaining properly trained community-based public safety officers, community
outreach programs, and ensuring adequate 24-hour staffing;
•Keeping public areas safe and clean; supporting local businesses and job retention
through recovery;
Exhibit A
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•Enhancing street maintenance, repaving, and pothole repair on Petaluma’s 396 miles of
streets;
•Addressing existing road hazards and improving road safety for drivers, bicyclists and
pedestrians, including maintaining safe routes to schools; and
•Improving conditions of local roads by better addressing $141 million in repairs backlog
and preventing road ratings from further decreasing per the standard Paving Condition
Index.
The City’s community engagement effort regarding the City’s fiscal and organizational stability
culminated on August 3, 2020, with the City Council unanimously adopting an urgency
ordinance placing before Petaluma voters at the November 3, 2020 election a one-cent general
purpose transactions and use or sales tax measure, and specifying the ballot question for the tax
measure as follows:
City of Petaluma Local Recovery, Emergency Preparedness, and Essential
Services Measure. To maintain emergency health/wildfire/natural disaster
preparedness; rapid 911 emergency response; fire protection services/firefighting
equipment; well-trained community police officers; streets/pothole repair;
clean/safe public areas; support for local businesses/jobs; and other city services;
shall the City of Petaluma adopt a measure establishing a 1¢ sales tax, providing
approximately $13,500,000 annually until ended by the voters, requiring audits,
citizen oversight, and all funds spent locally?
Petaluma voters approved the tax measure, which had been designated as Measure U, passing by
a vote of 20,961 or 60.82% of those voting in favor. Although clearly identified as a general tax,
both the ordinance placing Measure U before the voters and the ordinance itself for adoption by
the voters included the Petaluma community’s spending priorities listed above for use of the tax
proceeds. Tonight’s agenda item will lay out a series of staffing recommendations to create a
balanced program of investments in City services from Measure U funds.
DISCUSSION
The City’s FOS process that began in 2019 and concluded in July 2020, identified many
important areas of investment that will encompass the approximately $13 million in annual
Measure U funds. Since the adoption of Measure U, staff has worked to distill and prioritize
these needs into several thematic categories. These categories are:
1.Deficit Backfill – As reported during the FOS process and more recent General Fund
forecasts, the City expects to encounter an average annual budget deficit of
approximately $6.4 million each year over the five years of the forecast. Thus, nearly
50% of Measure U funds will serve to bolster existing programs and services, and ensure
that additional budget cuts, layoffs or other service reductions are avoided.
2.Workforce Stabilization – This category is focused on rebuilding, stabilizing and
improving the City workforce through a number of important initiatives, which in turn
improves the City services:
a.Classification and Compensation Study Implementation – In January 2020, the
City received the results of a classification and compensation study. This study
included most job classifications in the City, and examined comparable
classifications in other jurisdictions, the salaries, benefits, and other cash
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compensation. This study provides the City a benchmark for whether Petaluma’s
compensation is at or below market. More discussion of this category will be
brought forth as we conclude the collective bargaining process with our labor
unions and are able to implement the class/comp study.
b. Regular Cost of Living Adjustments – A recommendation from the FOS process
was to plan for and provide regular salary cost of living adjustments (“COLAs”).
Once the class/comp study has been implemented, providing regular COLAs
helps the City remain competitive in the broader employment marketplace by
keeping salaries and benefits on pace with surrounding jurisdictions.
c. Core Staffing – The City’s General Fund-funded workforce was reduced
significantly in response to the Great Recession and, while a few positions have
been added back, it remains approximately 16% below pre-recession levels. Note
that core staffing is about what functions are needed to be a well-run, responsive,
full-service City. This category will present recommendations intended to
improve City service levels, address workload issues in a variety of departments,
and respond to the community’s and Council’s stated priorities for Measure U.
This category is the focus of tonight’s agenda item.
3. Infrastructure Investments – The FOS process identified the significant gaps that
currently exist in Petaluma’s infrastructure investment. This includes more than $100
million in deferred road maintenance; dozens of City-owned buildings that are badly in
need of major refurbishing; and many other infrastructure categories that require
significant annual investment that the City has not performed for decades. This category
will be discussed in detail during a companion item on tonight’s agenda.
3. Priority Initiatives – There are several new and/or important programs that have been
identified for possible funding with Measure U revenues. More specifically, in the current
fiscal year 2021, the City will be receiving an estimated $2.5 million from the April –
June period from Measure U, as the measure officially begins to be collected with city
limits on April 1, 2021. These priority initiatives would be funded with this initial pool of
Measure U revenues. This category will be discussed in tonight’s agenda item and
budget appropriations are proposed in the subsequent “Mid-Year Budget
Adjustments” agenda item.
Core Staffing Discussion
City staff worked with all departments to identify what essential services either aren’t being
provided or are provided inconsistently or to the level our community has asked for and
deserves. Many of these requests were costed by the Finance Department. Unfortunately, due to
the other needs encompassed in the other Measure U categories outlined above, as well as the
effort to present a balanced program of Measure U investment, not all needs were able to be
funded at this time. To give a sense of scale, approximately $4.5 million of position
recommendations were proposed by City departments and analyzed by the Finance Department.
However, when considering the availability of Measure U resources, staff recommended
approximately $2.1 million or 26 full-time positions in new staffing at this time. The below chart
summarizes, by department, the proposed staffing additions broken down by General Fund and
non-General Fund funding sources:
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City Department General Fund Cost Non General Fund Cost Total Cost Total FTE Additions*
City Attorney 49,744 49,744 99,487 0.50
Economic Development and Open Government 161,618 162,460 324,078 2.00
City Manager 138,945 138,945 277,890 2.00
Finance 22,795 22,795 45,590 -
Fire 122,234 - 122,234 1.00
Community Development (Building, Planning, Housing) A 348,534 318,348 666,881 1.50
Human Resources 60,537 60,537 121,074 1.00
Police 1,037,213 - 1,037,213 6.50
Public Works and Utilities 49,871 1,381,070 1,430,941 11.50
Parks and Recreation 82,106 - 82,106 -
Grand Total 2,073,595 2,133,898 4,207,493 26.00
A Reorganization to provide increased support
*Represents new positions, if blank only position reclassifications are recommended
Core Staffing Recommended Additions- First Phase
The positions recommended for Measure U funding are summarized by department below. Note
that many of these positions, especially in the central service departments such as Human
Resources, City Attorney, etc., have a component of their cost that is allocated to non-General
Fund funding sources since they serve the entire City. Additionally, exact position titles for
newly created job classifications may be subject to change after undergoing HR review, mee-
and-confer with bargaining units, etc.
City Attorney – Addition of a 0.5 FTE Assistant City Attorney to provide additional legal
support, contract review, better departmental support, records request and subpoena support, etc.
Economic Development and Open Government – Addition of 1FTE Senior Communication
Analyst to assist with improved public outreach, new communication tools, project-specific
communication updates, etc. Addition of 1FTE Economic Development / Real Estate Specialist
to optimize City real estate assets, identify highest and best uses for parcels, negotiate property
sales and development agreements, as well as serve as a concierge between the Community
Development Department and the applicant for building and/or development applications, etc.
Upgrade of three different existing positions to provide a GIS Administrator, a Systems and Data
Manager, and a Management Analyst.
City Manager’s Office – Addition of 1. FTE Sustainability Coordinator to lead the City’s efforts
in implementing its goal of carbon neutrality by 2030 and many of the goals and actions outlined
in the Climate Emergency Framework. Addition of a 1.0 FTE Senior Management Analyst to be
utilized citywide for to aid departments with priority projects and who don’t currently have a
management analyst on staff. This position would assist multiple departments in the
implementation of important projects such as fee studies, grants management, facility analyses,
IT project implementations, and other major initiatives across an array of departments. Upgrade
of an existing Senior Management Analyst to Assistant to the City Manager would provide
higher level support to key initiatives in the City Manager’s Office including various legislative
efforts, fairgrounds visioning efforts, support to boards and commissions, citywide policy
analysis, etc. To build capacity in City management and provide better citywide management
support, we are also recommending upgrading the Finance Director position to Deputy City
Manager.
Finance Department – Upgrade of 3 positions within the Department. Upgrade of an existing
vacant Revenue Specialist position to Financial Analyst to provide higher level analytical
support for the budget process, revenue analysis, implementation of replacement enterprise
resource management software, etc. Upgrade of an existing vacant Mail Services Assistant to
Office Assistant to provide better departmental administrative support. Aforementioned
reclassification of the Finance Director position to Deputy City Manager.
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Fire Department – Addition of 1.0 FTE Deputy Fire Marshal. This position would assist the Fire
Prevention Division with overall management support and provide better coverage for both fire
inspection and plan checking activities; as well as a better career ladder for succession planning.
As an aside, it is also important to note that in 2019, the City previously added 6 new Firefighter
/ Paramedic positions and a new ambulance to better support Fire Operations’ calls for service.
Community Development Department – Several additions in the Planning, Building and Housing
divisions would re-constitute a full Community Development Department in Petaluma, and
provide synergy between the affiliated departments that does not currently exist. Addition of 1.0
FTE Community Development Director (staffed by contract) would provide citywide
management of all of these functions, while improving the integration and service of these
departments and span of control for the City Manager’s Office. Addition of a 0.5 FTE Housing
Programs Specialist will focus on administrative functions, state and federal reporting
requirements, local rental and ownership housing monitoring tasks, etc. Addition of a 1.0 FTE
Building Counter Technician would allow better coverage and customer service at the building
counter, quicker processing of plans, and better distribution of administrative tasks. Upgrade
existing Plans Examiner position to Deputy Building Official to provide higher level support to
the Chief Building Official and better departmental succession planning opportunities.
Human Resources – Addition of 1.0 Human Resources Specialist to better support the risk
management, safety, insurance and workers compensation functions of the City. This position
would free up other HR staff to focus on labor relations, recruitment, HR policies, class/comp
analysis, etc. Upgrade of 1.0 FTE HR Assistant to HR Analyst to provide higher level analytical
support to the department.
Police – Addition of 3.0 FTE Police Officers to provide better community policing support, more
available proactive patrol time, better outreach to individuals experiencing homelessness, and
more attention to quality-of-life issues. Addition of 1.0 FTE Detective to enable more pro-active
follow-up on investigative cases, relieving patrol from performing some of that work. 1.0 FTE
Mental Health Worker (Marriage and Family Therapist or similar) to respond to community calls
where mental health issues are prevalent, provide in-house mental health training, and assist
officers with de-escalating situations and refer residents to appropriate mental health resources.
Addition of 1.0 FTE Training Coordinator to relieve training administrative duties from an
existing Police Lieutenant and provide better management of the complex training needs of all
Police Department employees.
Public Works and Utilities (General Fund / Measure U Component) – Addition of 1.0 FTE
Administrative Manager to oversee the significant administrative workload in PW&U, including
real property, leases, contracts, fees and impact fee studies, technology project implementations,
and customer service. Addition of 1.0 FTE Stormwater Maintenance Worker to respond to
maintenance requirements of the City’s NPDES stormwater permit and related stormwater
facilities valued at over $184 million. Position is an additional resource to monitor the needed
maintenance of the $30 million Petaluma River Payran Neighborhood Flood Mitigation project
turned over by the U.S. Army Corps of Engineer to the City in 2020..
Parks and Recreation – Re-create an integrated Parks and Recreation Department by upgrading
the existing Deputy Director – Parks and Recreation to a Director of Parks and Recreation. This
will provide overall executive oversight for the newly combined department. Upgrade of an
existing vacant Secretary position to Management Analyst to provide better department-wide
budget and analytical support. Upgrade of an existing Parks and Facilities Maintenance Manager
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position to Parks and Facilities Superintendent to allow better citywide coordination and
management of maintenance activities. Upgrade of an existing Senior Mechanical Facilities
Technician to Facilities Supervisor to provide better oversight of facilities maintenance
functions.
Public Works and Utilities (non-General Fund / Measure U) – Addition of 4.0 FTE Engineering
and Project Management (PM) personnel to increase ability to execute the CIP Program and
carryout City Goals, including a CIP Program manager. As currently staffed, six
engineers/project managers oversee over 100 active projects in planning, design, or construction.
Additional staffing would decrease project load from 17 per engineer/PM to 10, a challenging
but manageable number of projects. Addition of 1.0 FTE Inspector to additional inspection
services of CIP, development, stormwater, and encroachment inspections and coordinate the
activities of the inspections team. Currently, 3 inspectors cover CIP, development engineering,
and encroachment inspections, and post-construction stormwater inspections are not being
completed. Any vacancy or time out of the office leaves customers with reduced and less
responsive service. Additionally, increase workload is expected as full CIP program execution is
carried out.
Addition of 3.0 FTE Street Maintenance staff - The current street maintenance staff is minimally
staffed and only able to respond to corrective maintenance items the majority of the time, with
additional staff the ability to complete small preventative maintenance paving projects on
residential streets, provide additional crew for maintaining striping, cross walks, and other
markings, enhancing safety for pedestrians and cyclists, and additional resources to address trail
and path surface maintenance.
Addition of 2.5 FTE in Administrative support to include an Administrative Services Supervisor,
Airport administration position, and part time administrative support for Utilities. These
positions will fill a gap in service in managing real property, leases, managing regular reporting,
increasing customer service, increase coordination of the administrative team, and reducing time
managers spend on routine administrative tasks.
A reorganization with upgrades and reclassifications is needed within the Environmental
Services Division as pre-treatment, City wide storm water permit, water resource conservation,
monitoring and management of environmental mitigation lands, laboratory services are not well
supported as increased State requirements in reporting, monitoring, and more robust programs
are required. As currently structured, there is a high turnover of junior personnel in pretreatment,
laboratory, and water resources. The reorganization will provide career ladders and spread-out
responsibilities of programs among more personnel, so the environmental services programs are
better supported.
In summary, staff feels that the above recommendations represent the first phase of a balanced
approach to restoring and improving City services. While we are not able to fund all the
requested additions from Departments, staff believes that efficiencies and improvements will be
identified once this first phase of positions is recruited, trained and fully operational. Depending
on economic factors, the length of the pandemic and other impacts, modified positions or
additional positions may be recommended in the future.
Priority Initiatives
In addition to the Core Staffing additions outlined above, staff has identified several new
programs, initiatives, and one-time projects that require funding to jump-start, which have been
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identified as Council and community priorities. These initiatives will be discussed in more detail
during the presentation, and budget appropriations for these items have been integrated into the
Mid-Year Budget Adjustments item that also appears on tonight’s meeting agenda. The funding
for these initiatives would come from the approximate $2.5 million that the City will
receive from Measure U in the current fiscal year.
Measure U Priority Initiatives
Programs:
Core Staffing (Early Recruitment) $ 67,000
Emergency Preparedness 25,000
Committee on the Shelter less(COTS) 200,000
Downtown Streets Team 350,000
Climate Action Initiatives 210,000
CAHOOTS Model Program 500,000
Mobile Shower Program 200,000
PD Audit/Assessment 60,000
Technology:
EDEN - Finance / HR / Payroll Software Replacement 425,000
Capital Improvement Program Projects:
Community Center Renovation 363,000
Electric Vehicle Chargers 100,000
Total $ 2,500,000
PUBLIC OUTREACH
There was no specific outreach performed in relation to this item aside from the normal public
meeting agenda process.
FINANCIAL IMPACTS
The full estimated cost of the core staffing positions to the General Fund is approximately $2.1
million annually, which is proposed to be funded by Measure U in fiscal year 2022 and beyond.
Additional costs for non-General Fund positions (funded by Enterprise Funds, Capital Funds,
etc.) total an additional $2.1 million annually. The priority initiatives are proposed to be funded
on a one-time basis by the current year Measure U funding, estimated to be $2.5 million in fiscal
year 2021.
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ATTACHMENTS
1. PowerPoint Presentation
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WORK FORCE STABILIZATION
City Council Meeting
March 8, 2021
Exhibit B
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Sustainability Planning and Outreach began in late 2019 ongoing until November 2020
Effort: Address the need for City fiscal and organizational sustainability
Lack of funding historically led to years of disinvestment -
•Insufficient staffing levels to meet rising demand for service
•Loss of community police programs(proactive policing, homeless outreach, specialty programs)
•Slower response times
•Lack of backup or succession plan for many positions
•Increased Workers Comp Claims, burn out = low productivity; due to mandatory overtime, low
staffing levels
•Position classifications below market, leads to increased turn over
•Inefficiencies(staff performing tasks outside under/over job class)
•Very limited investment in infrastructure
•Minimal maintenance on City facilities
•Minimal investment in Technology
•Aging equipment and vehicles with no dedicated replacement fund
•Reactive vs Proactive
History –Where we’ve been
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General Fund Staffing History –Levels and Service impacts
-
50.00
100.00
150.00
200.00
250.00
300.00
350.00
54,000
55,000
56,000
57,000
58,000
59,000
60,000
61,000
62,000
63,000
64,000
FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 Funded PositionsPopulationGeneral Fund Funded Positions and Population
City of Petaluma Population General Fund/Non Utility Funded Positions
26% Reduction in General Fund FTE
Still down
16% FTE
since
recession
General Fund is still down 48 FTE (16%); Population up by 6,000 residents
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Where we are –Measure U Success and Investment Themes
Community Education and Outreach resulted in successful passage of Measure U
Address most-immediate needs while striving for a balanced investment
Investment Themes-
o Deficit elimination
o Workforce stabilization: Core staffing, Classification/Compensation, Cost-of-
Living Adjustments
o Infrastructure investments: Roads/Multi-modal transportation, Public Safety
Facilities
o Priority Initiatives: Climate action, Diversity and Equity, Policing Policies,
General Plan, Homelessness, Housing
Address Workforce Stabilization:necessary to implement Measure U initiatives
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Measure U Themes for Discussion
Measure U
Investment
Theme
Categories
Workforce
Stabilization
Core Staffing
Class/Comp
COLA
Infrastructure
Investment
Roads/Multi-
modal
Transportation
Public Safety
Facilities
Priority
Initiatives
Deficit
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Measure U Themes
Workforce Stabilization
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•Multiple department head positions eliminated during recession
•Lack of administrative infrastructure
•“Doing less with less” for many years
•Service expectations are growing
•Excellent, dedicated, hard-working staff –minimize public impacts of cuts
•No investment in staff –professional development, performance pay, office space,
technology
•Cuts to maintenance pile up over time
•No redundancy or succession planning citywide
•Inefficiencies citywide that need addressed
•Aging population; increased service calls; more complex regulations / mandates;
Regular emergencies (fires, pandemics, etc.)
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Workforce City
Services
Workforce stability critical but does not solve all problems
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Compensation Survey (includes many components of compensation) -
•143 Full-Time classifications in the total class plan SURVEY COMPONENTS(excludes rank and file Police and
Fire)
•92 classifications surveyed (i.e., single-function, journey level)
Data Surveyed
Surveyed Base Salary and Total Compensation --Includes retirement pick-up,
deferred compensation, longevity pay, health and welfare (i.e., dental & vision)
benefits at full family assumption, uniform pay (for public safety only).
“Below Market” is defined as more than 5% below median (i.e., + or –5% of median
is standard metric for being considered at market).
Agencies Surveyed
Local Agencies-Rohnert Park, Santa Rosa, Sonoma County, Novato, San Rafael
Regional Agencies-Napa, Vallejo, Benicia, Fairfield, Martinez, Vacaville, Walnut Creek
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
10
Compensation Survey Results
Base Salary --51% of surveyed positions are below market
Total Compensation --55% of positions are below market
Annual General Fund Cost to bring classifications to market-
Assume that surveyed employee salary levels are brought to
market median on a total compensation basis -$600,000 annually
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
11
Cost of Living Adjustments (COLA)
•Typically included in negotiated contracts
•Intended to mitigate the effects of inflation
•Federal Reserve stated benchmark for inflation is 2%
•Bay Area typically runs higher
•COLAs tend to occur at the beginning of fiscal year (July 1) and are usually 2% -3%
per year
•For our purposes, assume 2.5% is a reasonable annual COLA
•Failing to give regular COLAs can have the effect of salaries getting further behind
against the market if most comparison jurisdictions are granting them
•Current 5-Year forecast only assumes 1.25% COLA each year
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
12
Cost of Living Adjustments 1.25%
Assume that employee salaries keep pace with inflation in the long run –2.5%
annual 1.25% COLA -$550,000 per year compounding; $1.65M by year 3
NOTE: The above information are based on estimates for planning purposes only, and do not
represent contract offers or guarantees. All compensation decisions will be
collectively bargained with our employee groups.
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
WORK FORCE STABILIZATION-CORE STAFFING BY DEPARTMENT
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
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•Optimally deliver desired service levels to the community
•Realize our potential as a full service City
•Resource constrained -$2.1 million annual goal
•Throwing staff at problems may not always be the right answer
•Best division of duties within departments
•Administrative tasks performed at the right level
•Cross departmental benefits –“rising tide” effect
•Succession planning
•Achievement of Council goals
•Balance, balance, balance
•Pulling at any thread unravels something else
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
15
Core Staffing Citywide Needs vs Phase 1 Recommended Additions
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
16
Recommended Additions Citywide by Department
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
17
Current Organizational Chart-4 Full Time Positions
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
18
Current Staffing Model Service Impacts
High volume of routine, time-sensitive legal tasks compete with the execution of more
complex projects
•Agreement, subpoena, and records request review and response
•Routine litigation matters, such as weapons confiscation matters
Department project support, and project delivery are delayed
•Public Works capital project delivery
More complex projects are also delayed, including legislative priorities, such as
climate action, Measure U, and housing programs
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
19
Revised Core Staffing Model-4 Full Time Positions + .5 Part Time
Annual Cost Estimate:Total
General Fund 49,744
Non General Fund 49,744
Total Cost Estimate 99,487$
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
20
Core Staffing Additions/Upgrades –Service Enhancements
Dedicated attorney time for routine department support functions
•Agreement review, better supporting department project delivery.
•Records request and subpoena review, ensuring legal compliance
Full-time Assistant City Attorneys and the City Attorney to devote time to more
complex, priority projects
•Regulations supporting pandemic recovery
•Climate emergency regulations and policies
•Addressing new federal and state laws, such as new housing laws
•Support for Measure U infrastructure projects
•Preparing City policy and regulatory updates
•Addressing City legislative priorities
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
21
Current Organizational Chart–9 Full Time Positions(Economic Development and IT)
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
22
Current Staffing Model Service Impacts
Citywide Communications
•Currently utilizing contract staffing for core function
•Less focused public engagement and strategic communications support
•Have not implemented needed technology for more robust engagement
•Unable to support project-specific public info needs
Software Implementation
•Currently not maintaining GIS Data / System to support City software needs
•Citywide software overlaps, is not coordinated, and not fully secured
Economic Development/Real Estate
•Inability to do proactive business retention and attraction
•Using contract staffing for studies, negotiations
•Post pandemic recovery will need additional investment
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
23
Revised Core Staffing Model –9 Full Time Positions(Economic Development and IT) + 2 FTE and Position Reclassifications
Annual Cost Estimate: Total
General Fund 161,617$
Non General Fund 162,461
Total Cost Estimate 324,078$
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
24
Core Staffing Additions/Upgrades –Service Enhancements
Resilient Technology
•Reduced exposure to loss of technology / data by implementing cloud-based technology,
backing up servers, updating network hardware, upgrading internet connectivity, data
and system security
Self service options
•Online permitting, online payments, online mapping & zoning
Staff efficiency
•DocuSign, Agenda Management, Permit Management, Scada Systems, Mobility,
Document Management, Document Digitizing, Virtual Desktops
Community engagement
•Community planning, enhanced public info, Improved public notification, inclusion
Responsive to Business/Additional City revenue
•Work with new Admin Service Manager in PW to update leases, sell unused properties;
proactive biz retention & attraction; concierge with permitting
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
25
Current Organizational Chart –12 Full Time Positions
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
26
Current Staffing Model Service Impacts
Unsustainable span of control for City Manager
•11+ direct reports, 2 department head positions eliminated during recession
Significant amount (estimate 80%) of CM’s available time spent on community development
issues
Emphasis on housing / homelessness issues does not receive proper focus with 1.0 FTE
dedicated
Climate Emergency Framework cannot move forward without minimum of 1.0 new FTE
dedicated
Other major community-wide initiatives require significant staff resources to accomplish
•Fairgrounds, impact fees, diversity/inclusion, homelessness
Lack of management analysts citywide
•Lack of analytical focus, grants, IT project implementations, purchasing efficiency,
managing contracts, new policies, etc
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
27
Revised Core Staffing Model –4 FTE + 2 FTE and Reclassifications
Annual Cost Estimate: Total
General Fund 138,945
Non General Fund 138,945
Total Cost Estimate 277,890$
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
28
Core Staffing Additions/Upgrades –Service Enhancements
Dedicated Community Development Department with a Director
Better customer service and implementation of a consolidated “permit center” for
applicants
Consolidated Parks and Rec Department with a Director
More focus from City Manager, Assistant City Manager, and (upgraded) Deputy City
Manager on citywide policies and key Council initiatives
More management involvement with all departments
Synergies between CD Department and Housing, along with increased staffing to focus on
General Plan, homelessness, affordable housing production, etc
Dedicated staffing and program investment for climate action emergency
Overall –significantly increased capacity to manage the City departments, respond to new
initiatives, prepare for and respond to emergencies, and identify funding and housing
opportunities
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
29
Current Organizational Chart–17 Full Time Positions
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
30
Revised Core Staffing Model –17 FTE + Reclassifications Only
Annual Cost Estimate: Total
General Fund 22,795
Non General Fund 22,795
Total Cost Estimate 45,590$
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
31
Current Organizational Chart–64 Full Time Positions
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
32
Current Staffing Model Service Impacts
Outdated Policies and Procedures
•Insufficient staffing to address policy review, development and implementation, including updating the
CUPA program
•Completion of State Mandated Inspections
Delayed Permit Review
•Significant communication/follow-up with developers needed
•No backup for Permit review when Fire Marshal unavailable
Insufficient staff to adequately address all needs
•Need improved internal coordination/communication of developments/construction conditions,
corrections, and progress to meet needs
Limited staff development
Succession Planning
•No backup for Permit review when Fire Marshal is unavailable; falls to CM and CBO
•Properly trained staff to provide assistance in the event of an emergency investigation
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
33
Revised Core Staffing Model –64 Full Time Positions + 1 FTE
Annual Cost Estimate:Total
General Fund 122,234$
Non General Fund
Total Cost Estimate 122,234$
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
34
Core Staffing Additions/Upgrades –Service Enhancements
Implementation of Fire Prevention Bureau Strategic Plan
Construction Program Improvements
•Efficient, timely permit review
•Counter hours for project questions, over the counter reviews (small projects or Tenant Improvements)
•Improved Turn-around times for plan review -in line with other department timeframes
•Additional staff for on-call fire investigation
•Increased availability and time to commit to questions from developers, contractors, etc.
•Backup for staff conducting plan review
Internal Staff Development
•Technical and leadership coaching, mentoring and training
•Additional training opportunities provided for operations
Department Coverage
•Fire Marshal ability to act as Duty Battalion Chief when needed
•Additional staff for fire investigations
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
35
Current Organizational Chart –8 Full Time Positions
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
36
Current Staffing Model Service Impacts
Segmented Organizational Structure
•Each division reporting to CM
•No overarching cohesion between divisions
Cost Recovery Focus
•Existing Planning Services contract focuses on cost recovery to limit City expense
based on needs in 2009
•Minimal Budget for non-cost recovery items
•Base Level function doesn’t address City policy direction or enhanced/efficient
development review
Staffing Resources
•Staffing resources do not match community needs
•Results in reactive operations rather than proactive approach
•Increased turn around times
•Lack of depth in management/oversight
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
37
Revised Core Staffing Model –8 FTE + 1.5 FTE, Reclassification and Reorganization
Annual Cost Estimate: Total
General Fund 348,534
Non General Fund 318,347
Total Cost Estimate 666,881$
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
38
Core Staffing Additions/Upgrades –Service Enhancements
Community Development Department
•Creation of Cohesive Department Structure with coordination and leadership across
divisions
•Increase CM capacity
•Create unified culture and focus within development services functions
•Better coordination between divisions
Increase Non-Cost Recovery Budget
•Shift focus to be more proactive
•Increase capacity for legislative actions to best respond to policy direction (climate,
housing, environmental, etc.)
Increase Staff Capacity
•Provide support to Housing Manager
•Increase depth of management to ensure smooth transitions, cohesive direction and
departmental focus
•More robust Building Division response to address community needs
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
39
Current Organizational Chart–6.8 Full Time Positions
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
40
Current Staffing Model Service Impacts
Unable to maintain increased level of service to departments
•Ongoing recruitment exceeds staff resources
•Not able to maintain increased requests for assistance from department
Effective and timely recruitment
•Ongoing recruitment exceeds available resources
•Any additional recruitment efforts in excess of current staffing levels will require additional staff
Labor Bargaining
•Classifications and Compensation –currently managed by one HR Analyst
•Multiple simultaneous bargaining is overwhelming to staff charged with labor
Benefit Management
•Currently one employee managing benefits, workers compensation, recruitment, and leaves for 300+
employees
Risk Management and Workers Compensation
•Wellness, Safety, and Ergonomic Programs minimally addressed due to staff shortage
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
41
Revised Core Staffing Model –7 FTE + 1 FTE and Reclassification
Annual Cost Estimate:Total
General Fund 60,537
Non General Fund 60,537
Total Cost Estimate 121,074$
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
42
Core Staffing Additions/Upgrades –Service Enhancements
Timely recruitment
•Additional resources will allow quicker turn around time
•Departments able to move projects and programs forward
Effective Bargaining
•Time can be dedicated to moving initiatives forward timely
•Clerical and administrative support can be given to labor team
Employee Wellness
•Injury prevention
•Safety needs
•Ergonomics
•Workers Compensation
•Reasonable accommodations
Policy Development
•Maintain updated policies and best practices
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
43
Current Organizational Chart–96.10 Full Time Positions
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
44
Current Staffing Model Service Impacts
Community Safety and Engagement
•Limited available time for officers to conduct community policing and proactive crime and traffic
collision prevention efforts to improve community safety
•Insufficient core staffing in the patrol division to handle increased calls for service and a lack of
uniformed personnel to assign to crime, traffic and other quality of life community problems
Emergency Response Times
•Increased response times to emergency calls for service
Professional Standards and Training
•Lack of formalized training plan including planning, evaluating, and auditing to ensure necessary
training requirements are achieved and consist with policies and best practices
Crime and Collision Investigations
•Limited resources associated with crime scene and traffic collision investigations, evidence collection,
and forensic examinations
•Investigative services provided by detectives specializing in narcotics, property crimes, known
offenders, and other serious criminal investigations
Unsheltered, Substance Abuse, and Mental Health Crisis
•Lack of dedicated resources to address the unsheltered, substance abuse, and mental health mental
health crisis
•Lack of dedicated mental health resources to expand de-escalation
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
45
Revised Core Staffing Model –96.10 Full Time Positions + 6.5 FTE
Addition Reclassifications Cost Estimate General Fund Non General Fund FTE Additions*
.5 CSI Evidence Technician 55,517$ 55,517$ 0.50
1 Detectives 176,654 176,654 1.00
3 Police Officers 529,963 529,963 3.00
Civilian Mental Health Specialist 123,664 123,664 1.00
Training Coordinator 151,415 151,415 1.00
Total 1,037,213$ 1,037,213$ - 6.50
*Represents new positions, if blank only position reclassifications are recommended.
Police Core Staffing
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
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Core Staffing Additions/Upgrades –Service Enhancements
Community Safety and Engagement
•Restores positions to maintain properly prepared and adequate police staffing for emergencies
•Increases officer available time to engage in community policing and engagement
•Increases officer available time to proactively reduce crime, increase traffic safety, and improve quality of life
Improves Emergency Response Times
•Increases officer available time and police resources to reduce response times to emergencies
Professional Standards and Training
•Training coordinator will identify all training needs and ensure compliance with laws and policies. Will also
improve department transparency with reporting of training provided to staff and the content of that training
Crime and Collision Investigations
•A full-time Evidence Technician allows for greater availability of evidence collection, scene processing, and
forensic analysis to improve overall success of investigations
•Detective position expands Investigations Team capacity to relieve patrol of more significant cases to create more
available time. Allows proactive monitoring of known offenders (sex/arson/narcotic registrants, parole and
probation, habitual offenders)
Address Unsheltered, Substance Abuse, and Mental Health Crisis
•MFT addresses Mental Health, Substance Abuse, and the Unsheltered with adequate resources with local control
•Dedicated resources to specifically address most vulnerable populations and significant quality of life issues
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
47
Current Organizational Chart–102 Full Time Positions(PW, CIP, Airport, Marina,
Transit, Streets, Water and Wastewater)
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
48
Current Staffing Model Service Impacts
Capital Improvement Program Execution
•Currently CIP staff performing at high levels
•6 PM/Engineers have ~90 projects, average 15 per PM is too many, even with contracted design consultant for 50%
•Unable to execute full CIP program year after year
Street Maintenance
•~$95M in deferred maintenance
•Ability to execute small paving jobs limited
•Trail/path, roadway striping ability to complete maintenance, limited
Sustainability and Addressing the Climate Crisis
•Ability to support strategic execution limited with current staffing levels
Airport Administration
•Level of Service to tenants limited
Storm Water Infrastructure Maintenance
•$184M worth of infrastructure with 2 FTE to maintain
•$37M in deferred maintenance
•Significant additional operations & maintenance burden with Payran Flood Control Project turned over to the City in 2020.
Environmental Services
•Expanded environmental programs not well supported
•High turnover of personnel
Administrative Management
•Lack of oversight of real property, lease management, robust coordination of administrative services and responsive customer support
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
49
Revised Core Staffing Model –102 Full Time Positions + 11.5 FTE and Position Reclassifications
Annual Cost Estimate:Total
General Fund 49,871$
Non General Fund 1,381,070
Total Cost Estimate 1,430,941$
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
50
Core Staffing Additions/Upgrades –Service Enhancements
Capital Improvement Program Execution
•Additional positions increase ability of CIP staff to complete more robust CIP programs , improves retention and
recruitment
•Positions would lower project load from 15 to 10 per PM/Engineer
•Provide dedicated CIP manager to manage CIP plan including Measure U initiatives
Street Maintenance
•Allows for increased maintenance of streets, transit facilities, and pathways to include pavement maintenance, striping,
frontage, pathway maintenance, and City maintained sidewalks
Airport Administration
•Increases customer service response at the airport
Administrative Management
•Oversight of leases, LAD’s, budget & Contract Support
Storm Water Infrastructure Maintenance
•Added position increases ability to maintain stormwater infrastructure and additional capacity to address some of the
needs with the operations and maintenance of the Payran Flood Control Project
Environmental Services
•Reclassifications improve retention, recruitment, and support of Industrial Pretreatment, Laboratory Operations,
Environmental Lands management, Water Resources, Storm Water permit management, and improves how City takes
care of the Environment
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
51
Current Organizational Chart–20 Full Time Positions
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
52
Current Staffing Model Service Impacts
Insufficient staffing levels to address Maintenance, Contract Oversight, Policy Initiatives
•Nearly 50% reduction in Parks Maintenance staffing since 2007
•Growing gap between resources and demand for services
•7 Parks Maintenance positions -460 acres, 46 parks, 43 LAD’s
•2 Facility Maintenance Positions-44 facilities and millions in assets
Inability to address Policy Initiatives
•Integrated Pest Management Plan (IPMP)
•Admin and Project Support tracking Special Revenues and Strategic Partnerships
Lack of administrative and analytical support
•Policy Review and Industry Benchmarking
•Industry Leadership and Professional Development
Supervision from City Management, PW&U and Recreation
•Span of control too large in PW&U to provide adequate support
•Lack of succession planning
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
53
Revised Core Staffing Model –20 FTE + Reclassifications only
Annual Cost Estimate:Total
General Fund 82,106
Non General Fund -
Total Cost Estimate 82,106$
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
54
Core Staffing Additions/Upgrades –Service Enhancements
Re -invest in Parks & Recreation Operations and Planning
•Administrative support for implementing policy initiatives
•Regional leadership and industry best standards
Improved supervision of parks and facility maintenance
•Right sizing the position/ability to retain
Resiliency
•Short and long range department planning
Increased efficiency in Parks and Facility Management
•Improved grant , budget and contract management; reporting
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
55
City Department General Fund Cost Non General Fund Cost Total Cost Total FTE Additions*
City Attorney 49,744$ 49,744$ 99,487$ 0.50
Economic Development and Open Government 161,618 162,460 324,078 2.00
City Manager 138,945 138,945 277,890 2.00
Finance 22,795 22,795 45,590 -
Fire 122,234 - 122,234 1.00
Community Development (Building, Planning, Housing) A 348,534 318,348 666,881 1.5 + Reorg
Human Resources 60,537 60,537 121,074 1.00
Police 1,037,213 - 1,037,213 6.50
Public Works and Utilities 49,871 1,381,070 1,430,941 11.50
Parks and Recreation 82,106 - 82,106 -
Grand Total 2,073,595$ 2,133,898$ 4,207,493$ 26.00
A Reorganization to provide increased support
*Represents new positions, if blank only position reclassifications are recommended
Core Staffing Recommended Additions - First Phase
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
56
Kickstarting key priorities in Fiscal Year 2021 and 2022
Measure U Priority Initiatives
Programs:
Core Staffing (Early Recruitment) $ 67,000
Emergency Preparedness 25,000
Committee on the Shelter less(COTS)200,000
Downtown Streets Team 350,000
Climate Action Initiatives 210,000
CAHOOTS Model Program 500,000
Mobile Shower Program 200,000
PD Audit/Assessment 60,000
Technology:
EDEN -Finance / HR / Payroll Software Replacement 425,000
Capital Improvement Program Projects:
Community Center Renovation 363,000
Electric Vehicle Chargers 100,000
Total $ 2,500,000
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
57
•Council Feedback
•Priority initiatives –funding addresses immediate need
•Core Staffing, in some cases requires classification and compensation bargaining
•Once approved, position recruitment can begin—will take time to implement
•Workforce stabilization costs included in FY 22 budget presented to Council at the
Budget Workshop on May 10th, 2021
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A
QUESTIONS/DISCUSSION
DocuSign Envelope ID: D1FAE4BA-3E6F-40D1-BD0F-5270151BCE0A