1 City of Arroyo Grande
Operational and Organizational Assessment
Project
Overview
2 GOALS
• Align organizational structure and staffing
levels with City goals and service levels
• Assess operational efficiency
• Evaluate options to enhance economic
development and revenue growth
Scope of Work
3 Departments Included
• Community Development
• City Manager’s Office
• Legislative and Information Services
• Administrative Services
• Public Works
(Administration/Engineering)
• Recreation Services
Departments Excluded
• Police
• Five Cities Fire Authority (FCFA)
• Public Works Operations
Assessment
Lens
• Workload Drivers
• Service Level Expectations
• Capacity for Strategic Initiatives
Infrastructure and Quality of Life
Resiliency
Focus Areas
5 Economic
Development and
Vitality
Organizational
Effectiveness
6 Observations
7 Strengths to Build Upon
• Personalized, full-service City focused on high quality service delivery • Staff feel a sense of stability with leadership following a period of multiple City Managers in a short amount of time
• Succession planning in place for key leadership positions, others on the horizon to begin planning for
• Recent investment in technology and systems to modernize and automate processes that will lead to greater operational efficiency 8 Opportunities for Improvement
• Reduce the City Manager’s span of control to balance operational requirements with stakeholder engagement and Council policy goals • Create visibility and capacity to support Economic Development Council priority within the current structure
• Continue modernization of processes within departments, building toward a more data-driven culture
• Adjust and enhance administrative support to improve capacity for senior-level positions to focus on core duties and policy directives Executive Secretary
City Manager’s Office
Executive Secretary
Legislative
Office Assistant
Community Development
Management Analyst
Senior Accounting Clerk
City Hall Administrative Support
General Public Inquiry
Phone Calls
HR Personnel Support
Council Administration
City Manager Scheduling and
Outreach
Records Management / Filing
10 Recommendations
Recommendation
Development
Prioritization
11 1
Organizational Structure
Opportunities to provide better alignment
with service delivery, policy goals, and
adequate span of control
2 Additional Positions
Where is workload demand creating
challenges with meeting service level
expectations
3 Operational Efficiency
Technology, service level tradeoffs, and
process improvements guided by best
practices
Establish a Proactive Economic Development Program
Modify organizational structure to create an economic development program in the City Manager’s Office with a combination of additional resources and re-allocation of existing resources.
Create an Economic Development Coordinator position
The City has owned property and a robust capital planning and engineering team that can support public infrastructure improvements that can encourage commercial growth.
Economic Development
12 Continue Strategy Development
Continue with General Plan update and market study to inform a community based economic development strategy. Property and sales tax base exert largest influence on long-term revenue growth.
13 Citywide
• Add one Assistant City Manager to the
organization
• Divide functional responsibilities
between CM and ACM to provide
additional capacity and strategic
oversight
• Continue modernization efforts to
streamline and reduce paper-based
processes
City Manager
Legislative and
Info Services
Director
Public Works
Director
Administrative
Services Director
Assistant City
Manager
1.0 FTE
Community
Development
Director
Police
Chief
Recreation
Services
Director
Five Cities Fire
Authority
City Attorney
(Contracted)
1.0 FTE
Human
Resources
Officer
Internal Services Operations Public Safety
14 Community Development
• Formalize Planning Manager
supervisory responsibilities to reduce
Director’s span of control.
• Increase the Community Development
Department Office Assistant position
from part-time to full-time.
• Replace Adobe® for plan review with
Bluebeam®.
• Collect plan review fees at the time of
application.
Community
Development
Director
1.0 FTE
Chief Building
Official
CSG Contract
Building Permit
Technician
1.0 FTE
Planning Manager
1.0 FTE
Associate Planner
1.0 FTE
Assistant Planner
1.0 FTE
Planning/
Engineering
Technician
1.0 FTE
Planning
Community
Services Specialist
1.0 FTE
Community Services
Building Inspector
CSG Contract
Office Assistant
1.0 FTE
Building and Life Safety
15 City Manager’s Office
• Add one full-time Executive Secretary
position responsible for central
reception and administrative support
in City Hall.
• Increase the part-time Executive
Secretary position in HR to a full-time
HR Specialist.
City Manager
HR Specialist
1.0 FTE
Economic
Development
Coordinator
1.0 FTE
Assistant City
Manager
1.0 FTE
Executive Secretary
Central Reception
1.0 FTE
Management
Analyst
1.0 FTE
City Attorney
(Contracted)
1.0 FTE
Human
Resources
Officer
1.0 FTE
Human Resources Economic Development Administrative and Analytical Support
16 Legislative and
Information Services
• No proposed changes, additional capacity to
support core functions achieved by increase to
administrative resources.
• Guidance and oversight for strategic
communications provided by new ACM.
• Develop a plan to automate the public records
requests leveraging existing software to the
greatest extent possible.
City Clerk /
Legislative
Services Director
1.0 FTE
Deputy City Clerk
1.0 FTE
Executive
Secretary
0.6 FTE
17 Administrative
Services
• Remove front-desk administrative support
responsibilities for Finance Staff.
• Over time and as resources allow, add one
Senior Accounting Clerk to the Finance
Department.
• Leverage the upcoming IT Master Plan to
inform staffing levels.
Administrative
Services Director
1.0 FTE
Accounting
Manager
1.0 FTE
Sr. Accounting
Clerk (AP)
1.0 FTE
Sr. Accounting
Clerk (Utility Billing)
1.0 FTE
Sr. Accounting
Clerk (Payroll)
1.0 FTE
IT Specialist
1.0 FTE
IT Manager
1.0 FTE
Finance Information
Technology
Sr. Accounting
Clerk
1.0 FTE
IT Support
TBD
18 Public Works
Administration
• As part of succession planning, remove the
Assistant City Manager responsibility from the
Director position and officially designate the
City Engineer as the Department Assistant
Director.
• Restructure engineering resources to align
with Council infrastructure goals.
• Develop a formalized Asset Management
Program.
City Engineer
1.0 FTE
Senior Engineer
1.0 FTE
Capital Project
Manager
1.0 FTE
Assistant Engineer
1.0 FTE
Utilities Manager
1.0 FTE
Administrative
Secretary
1.0 FTE
Public Works
Manager
1.0 FTE
Public Works
Director
1.0 FTE
Engineering
Engineering
Technician
(VACANT)
1.0 FTE
19 Recreation Services
• Transition the Tourism
Business Improvement
District (TBID)
responsibilities to the
Economic Development
Program.
• Establish a framework
to evaluate special
events programming.
Recreation
Services Director
1.0 FTE
Program &
Volunteer
Coordinator
0.5 FTE
Class Instructors
Contract
Recreation
Supervisor, Special
Events
1.0 FTE
Volunteers
Volunteers
Senior Facility
Attendant
0.7 FTE
Facility Attendant
0.5 FTE
Recreation
Coordinator,
Sports/Facilities/
Admin
1.0 FTE
Sports Facility
Attendant
0.2 FTE
Facility Attendant
0.5 FTE
Recreation
Specialist
(VACANT)
0.5 FTE
Reclassified as
Economic
Development
Coordinator
Special Events Recreation Services
20 Summary of
Proposed Changes
21 Proposed Citywide Organization Chart
City Manager
1.0 FTE
Legislative and
Info Services
2.6 FTE
Public Works
30.8 FTE
Administrative
Services
8.0 FTE
Community
Development
8.0 FTE
Police
31.5 FTE
Recreation
Services
5.4 FTE
City Attorney
(Contracted)
Human
Resources
2.0 FTE
Management
Analyst
1.0 FTE
Internal Services Operations
Assistant City Manager
1.0 FTE
Economic
Development
Coordinator
1.0 FTE
Executive Secretary
Central Reception
1.0 FTE Public Safety
Five Cities Fire
Authority
(JPA)
22 Recommended New Staff Positions
Position FTEs Phase Priority
Assistant City Manager 1.0 1
Economic Development Coordinator (PT to FT) 0.5 1
Office Assistant (PT to FT) 0.5 2
Executive Secretary – Central Reception 1.0 2
HR Specialist (PT to FT) 0.5 3
Finance Senior Accounting Clerk 1.0 3
IT Specialist / Customer Service Support TBD 3
TOTAL 4.5
Contact: Emily Uselton Rebekka Hosken
[email protected] [email protected]
23 Thank you!