Agenda packet — Pismo Beach City Council, November 7, 2024

L�SY OF
AGENDA
Pismo Beach City Council
AlSMo sEPc� Thursday, November 7, 2024
Time Meeting Type Physical Location Virtual Viewing Option 12:30 p.m. Closed Session City Hall None 1:00 P.M. Special Meetin Council Chamber, City Hall htt s://usO2web.zoom.us/m/84823715585 'Live virtual viewing is offered via Zoom.

0. MEETING INSTRUCTIONS:

These meetings are being conducted in a hybrid format with both in-person and virtual options. Ways to watch these meetings and submit public comment are provided below.

Watch and participate in person:
• Special Meeting: Visit the Council Chamber at City Hall, 760 Mattie Road, Pismo Beach, CA 93449. • To make Special Meeting public comment, please submit an optional blue "speaker slip"to staff,- the Mayor will ask you to approach the lectern to speak during the public comment period on your item of interest. • To make Closed Session public comment, please be present in the Council Chamber when the Closed Session is publicly convened; the Mayor will call for public comment prior to commencing the closed proceedings.

Watch via Zoom:
• Special Meeting only: Click this link on any computer or mobile device:
https.IlusO2web.zoom.us W84823715585. This URL may also be typed into a web browser.

Listen via telephone:
• Special Meeting only: Call 1-669-900-6833 to join by telephone audio only. Enter Meeting ID 848 2371 5585 when prompted.

Submit written comment prior to, or during, the meeting:
• Special Meeting and Closed Session: In advance of the meeting, written comments may be emailed to citycouncil .pismobeach.org or mailed or delivered to the City Clerk's Office, 760 Mattie Road, Pismo Beach, CA 93449. During the Special Meeting no later than the start of the comment period for your item of interest, written comment may be hand-delivered to staff in the Council Chamber. Emails submitted after the start of the meeting may not be fully considered prior to any action taken on the item.

Submit voicemail comment:
• Special Meeting and Closed Session: Call 805-773-7005 and leave a voicemail before the meeting.

Voicemails submitted after the start of the meeting may not be fully considered prior to any action taken on the item. This automated voicemail line will not be answered or monitored for other purposes.

Please note:
• In the event a Council Member participates in this meeting by teleconference under the provisions of Government Code Section 54953(o,public comment will be accepted via Zoom, including by telephone audio, as required by law. However, the timing of a request by a Council Member to participate remotely may not allow sufficient time to post an agenda containing information on how the public may participate via Zoom or telephone. In such instances, the City Clerk or another staff member will orally provide such information at the meeting.
• Meetings may begin a few minutes after the scheduled start time. • Meetings will be recorded, except closed sessions;these recordings are public record. • Phone numbers of call-in attendees may be visible to other meeting attendees, or in meeting recordings. • Phone numbers of voicemail commenters may be visible in the public record along with transcripts.

Please contact City Clerk Erica Inderlied at cityclerk(apismobeach.org with questions.

Council Agenda 11-7-2024 Page 1 of 4

Pismo Beach City Council Agenda November 7, 2024 Special Closed Session-12:30 p.m.

City Hall, 760 Mattie Road, Pismo Beach, CA 93449
CALL TO ORDER: Mayor Waage

1. ROLL CALL:

Mayor: Waage
Mayor Pro Tem: Reiss
Council Members: Guthrie, Inman, Newton

2. ANNOUNCEMENT OF CLOSED SESSION ITEM(S) — Council Chamber Item 3.A: Conference with Real Property Negotiators (Government Code §54956.8) Property: APN: 005-076-027, 350 Pismo Avenue, Pismo Beach Agency Negotiator: Jorge E. Garcia
Negotiating Parties: Joseph A. Wolosz, Trustee of the Joseph J. Wolosz Survivor's Trust, created under the Wolosz Family Trust Under Negotiation: Price and Terms of Payment
Item 3.B: Conference with Legal Counsel — Existing Litigation (Paragraph (1) of subdivision (d) of Government Code §54956.9) Name of Case: San Luis Obispo Coastkeeper, et. al v. County of San Luis Obispo, U.S. District Court Central District of California (Western Division — Los Angeles), Case No. 2:24-cv-06854-SPG-AS

3. PUBLIC COMMENT PERIOD — Council Chamber
At this time, members of the public may comment on any item appearing on the agenda.

Please adhere to the following procedures when addressing the Council:
•Please limit your comments to 3 minutes or less.
•Unduly disruptive behavior will not be permitted.

Documents submitted to the Council become public record unless otherwise exempt from disclosure.

4. CLOSED SESSION — Closed Meeting Room
The City Council will convene in Closed Session to discuss the items listed under Item 2 above. In accordance with the Brown Act, public access is not permitted for this portion of the meeting.

5. CLOSED SESSION REPORT — Council Chamber
If a regular meeting immediately follows this Closed Session,the Closed Session Report will be made during the regular meeting.

6. ADJOURNMENT
Meeting Time Date Location
Special Meeting 1:00 p.m. Thursday, November 7, 2024 Council Chamber, City Hall

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Council Agenda 11-7-2024

Pismo Beach City Council Agenda November 7, 2024 Special Meeting-1 :00 p.m.

Council Chamber, City Hall, 760 Mattie Road, Pismo Beach, CA 93449 CALL TO ORDER: Mayor Waage

1. ROLL CALL:

Mayor: Waage
Mayor Pro Tem: Reiss
Council Members: Guthrie, Inman, Newton

2. PUBLIC COMMENT PERIOD
At this time, members of the public may comment on any item appearing on the agenda.

Please adhere to the following procedures when addressing the Council:
• Please limit your comments to 3 minutes or less.
• Unduly disruptive behavior will not be permitted.

Documents submitted to the Council become public record unless otherwise exempt from disclosure.

3. AGENDA ITEMS
Item 3.A: Direction on Public Works Operational Review and Assessment (James) Recommendation:

Provide staff with direction regarding the recommendations contained within the Public Works operational review and assessment.

4. CITY COUNCIL COMMENTS AND REQUESTS - No action to be taken

5. ADJOURNMENT
To the following meeting(s). Special and Closed Session times may be subject to change, as noticed. Meetings will be held in a hybrid in-person /virtual format unless otherwise noted:

Meeting Time Date Location
Regular Meeting 5:30 p.m. Tuesday, November 19, 2024 Council Chamber, City Hall Regular Council meetings will adjourn by 11:00 p.m. unless four-fifths of the Council votes to continue past that time. If the meeting is adjourned at 11:00 p.m., any remaining agenda items will be continued to the next regular meeting (R-97-04).

AFFIDAVIT OF POSTING
I, Erica Inderlied, City Clerk for the City of Pismo Beach, declare under penalty of perjury that the foregoing agenda for the November 7, 2024 meeting(s) of the Pismo Beach City Council was posted on November 6, 2024, at City Hall, located at 760 Mattie Road, Pismo Beach, CA, as well as on the City's website. �calr(derlikpdd, City Clerk
Al
Meeting Schedule: The City Council of Pismo Beach regularly meets on the first and third Tuesdays of each month at 5:30 p.m., unless otherwise noticed.Closed and Special sessions will be duly noticed as needed.

Council Agendas: Agendas for Regular Meetings are available for public review on the City's website at pismobeach.org/agenda and upon request from the City Clerk's Office, typically by 4:00 p.m. on the

Page 3 of 4 ends

Council Agenda 11-7-2024

Pismo Beach City Council Agenda November 7, 2024 Thursday prior to the meeting,but no later than 72 hours prior to the meeting.Agendas for Closed Sessions and other Special meetings are made available at least 72 hours prior to the meeting when possible,but no later than 24 hours prior to the meeting.

Related Materials: All materials submitted to the Council relating to items on this agenda are open for public inspection unless otherwise exempt by law.Staff reports and attachments published as part of this agenda packet,as well as copies of correspondence received relating to these agenda items and materials distributed at the meeting, may be obtained 1)in the consolidated online Agenda Center at pismobeach.org/agenda,2) in the Access Pismo public records portal at pismobeach.org/accesspismo, 3) by request from the City Clerk at einderlied(@pismobeach.orq, or 4) in person at the City Clerk's Office, City Hall, 760 Mattie Road, Pismo Beach, Mon--Fri 8:00 a.m.--5:00 p.m. Please call(805)773-7003 with any questions.

Broadcasting: Regular (televised) City Council meetings are available for viewing 24/7 at pismobeach.org/agenda, broadcast live on Channel 20, and re-broadcast during the week following the meeting on Channel 20 at 9:00 a.m.,6:00 p.m.,and 1:00 a.m.each day.

Use of Equipment: Please contact the City Clerk's Office if requesting to use the chamber equipment during public comment or as part of a scheduled presentation,24 hours prior to the meeting at(805)773-7003.

Notice Regarding Americans with Disabilities Act
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting or if you need agenda documents provided in an alternative format, please contact the City Clerk's Office at 773-7003 as soon as possible prior to the meeting to ensure that reasonable arrangements can be made (28CFR 35.102-

35.104 ADA Title II).

Page 4 of 4 ends

Council Agenda 11-7-2024

G\T Y OF

PISMO BEACH CITY COUNCIL STAFF REPORT
A�syo Bt Agenda Item #3.A
Meeting Date: November 7, 2024
TITLE:

Direction on Public Works Operational Review and Assessment RECOMMENDATION:

Provide staff with direction regarding the recommendations contained within the Public Works operational review and assessment.

BACKGROUND:

On February 6, 2024, the City Council awarded an agreement to Matrix Consulting Group (Matrix) to perform an operational review and assessment of the City's Public Works Department.

This assessment was necessary because the department has been restructured and refocused to address the changing needs of the community. The current mission focus of the department, under the current staffing model, could be enhanced to provide more efficient and effective services to the community while City resources are maximized. This is where the assessment will show its value because it measured the department's ability to meet the current needs of the City while strategically positioning itself to meet long- term needs.

The value of this assessment is to prepare a real-time evaluation of the department structure, analyze work practices, evaluate existing policies and procedures, determine if service levels parallel with the American Public Works Association (APWA) best management practices, and prepare an insightful plan that will deliver the highest quality of service that aligns with City Council goals and objectives.

DISCUSSION:

There are five primary tasks that Matrix completed as a part of this assessment. Those tasks are listed and summarized below:

1. Project Kick Off: Coordinate with the department steering committee, create meeting agendas, project schedule, data collection list and work plan.

2. Develop Existing Condition Assessment: Evaluate department operations, processes, and work practices to develop an understanding of issues impacting and shaping the department's ability to efficiently perform day-to-day services based on department philosophy, workload, training, and use of technology.

3. Conduct an Operational Assessment: Utilize best management practices to evaluate all processes, policies, use of technology, management planning, and general overview of department operations. Approaches to this work included: best management practices (BMP) assessment, evaluate the adequacy of major work practices, evaluate internal and external customer services, and evaluate current technology systems.

Council Agenda 11-7-2024 3.A-1

4. Conduct a Staffing and Organizational Assessment: Evaluate workload, staffing levels, management practices and the organizational structure. Included different approaches to perform this work that includes evaluating staff resources, assessing how the department is organized, and evaluating management practices.

5. Operational Review and Assessment Report: Summary analysis, findings, and conclusions that consider timing, costs and performance efficiencies.

The draft Public Works Department Operational and Assessment report (Attachment 1) provides a "snapshot" as to how the department operates in a day-to-day manner while simultaneously planning for future goals and objectives. Further, the report uses the APWA Accreditation best management practices as a tool to analyze multiple functional areas that include:
• Best Management Practices (BMPs). This section is a further development of the previous BMP deliverable and incorporates City comments. • Levels of maintenance service delivered by the Department. Analysis focused on the levels of maintenance service and assessing their adequacy and respective cost implications.
• Adequacy of work practices utilized by the Department. Identification of opportunities to streamline internal processes and assignments as well as work practices to increase productivity and/or enhance their effectiveness. • Asset management by the Department. Use of asset management techniques for the planning, maintenance, repair, and replacement of infrastructure the department is responsible for.
• Use of technology. The degree to which automated systems are implemented and used, including the use of geographic information systems (GIS), tablet devices, and maintenance management systems.
• Administrative systems and procedures. Review of the systems for capturing and reporting labor, materials, equipment, and contractual costs. • Staffing and Workload. Analysis of current workload and use of actual work measurement to look at staffing levels and productivity. • Work planning and scheduling. Evaluation of the systems and processes used to plan and schedule department activities.

Based on the information gathered from historical activities of the department as well as department staff feedback regarding day-to-day operations, the following preliminary Council Agenda 11-7-2024 3.A-2

findings and recommendations were formulated to enhance the efficiency and effectiveness of the entire department:

1. Management and Administration Operations (Operations):
a. Develop and adopt performance targets and measures and report on performance of all functions.
b. Develop standard operating procedures (SOPs), workflows, and reference guides to capture the tasks performed by the department. c. Compile the policies and SOPs of the department into a manual(s) to be available electronically and routinely updated.

2. Engineering Division (Operations):
a. Formalize a process and develop a procedure to ensure operations and maintenance are considered and operations personnel are involved in the planning and design stages of infrastructure planning.
b. The Engineering Division New Employee manual contains information relevant to all staff and should be retitled to an Engineering Manual. The Project Delivery section should be expanded to include additional information, forms, and checklists on project scoping, design, bidding, and construction.
c. Engineering should formalize their procedures on project scoping and project design.

3. Utilities Division (Operations):
a. Implement an asset management program and asset management software to modernize the approach to the planning, scheduling, and reporting of operations and maintenance work activities. b. Develop and maintain planning documents to guide the operations and maintenance of the utility systems.
c. Develop a program focused on the repair and replacement of the utility systems. Typically, annual replacement rates should be in the 1% to 2% range for replacement of both water and sewer lines.
d. Public Works needs to develop SOPs for the general operation and maintenance of the utility systems. These should include SOPs on distribution, collection, and conveyance, stormwater systems, and wastewater treatment/reclamation as detailed in the analysis.

4. Public Facilities Division (Operations):
a. Implement an asset management program for the assets maintained by the Public Facilities Division.
b. Implement a system for service request management or organize, track, and report on requests consistently and timely.

Council Agenda 11-7-2024 3.A-3

c. Public Works needs to develop SOPs and a comprehensive operations manual.
d. Develop a replacement schedule for all major facility components. e. Implement technology (iWorQ or a new asset management software) to more extensively organize, track, and record work orders related to facility operations and maintenance.
f. Develop a fleet replacement plan.
g. Create a policy that covers vehicle operator inspections and tracks those inspections.
h. Develop a formal training program and provide certification expectations for maintenance workers.
i. Create a procedure for documenting work orders, completed work, etc. This should be done digitally to eliminate paper-based work tracking. j. Develop a proactive plan to maintain and replace traffic signs and pavement markings.
k. Develop a Parks Master Plan that incorporates resident input, assets, maintenance plans, and future park development.

I. Develop a preventative maintenance schedule for playgrounds and other park amenities.
m. Develop a comprehensive Beach Master or Management Plan that includes resident input, assets, maintenance schedules, and future beach development.

5. Management and Administration Operations (Staffing and Organization):
a. Move the PW Director to the maintenance facility to provide daily leadership and oversight to Maintenance & Operations.
b. Reclassify the Water, Wastewater, Streets, and Parks Lead Workers to Supervisors, and add a Facility Supervisor and Fleet Supervisor. c. Reclassify the Engineering Manager to the City Engineer. d. Add an Asset / GIS Analyst and a Management Analyst position for Maintenance & Operations, and an Administrative Support position at City Hall.
e. Add a second Management Analyst position to focus on Maintenance & Operations.
f. Add a Permit Technician to lead customer service in the City and assume responsibility for Engineering permits.

Council Agenda 11-7-2024 3.A-4

6. Engineering Division (Staffing and Organization):
a. Add a Construction Project Manager to assist the Engineering Manager with the oversight of construction administration and inspection and other related construction activities.
b. Consider options to allow Engineering and other professional and administrative staff located at City Hall the option to work a hybrid schedule.

7. Utilities Division (Staffing and Organization):
a. Add a Wastewater Plant Operator position to add capacity for the storm and sanitary workload.
b. Change the Office Assistant position from part-time to full-time.

8. Public Facilities Division (Staffing and Organization):
a. Track time, equipment, and materials spent per event to be able to report on the staffing requirements of these events.
b. Track time, equipment, and materials spent on beach maintenance. c. Dedicate a Community Enhancement Team to be led by a Lead Worker who reports to the Parks Supervisor.
d. Add a Fleet Mechanic position to manage the fleet workload and assist in fleet electrification.

The final draft report provides a significant amount of background information that outlines the department's organizational and operational practices, including structure, staffing levels, and workflow processes, and technology systems used. That information helped to create the recommendations that are shown above. From those recommendations, Matrix prepared the following key strengths and challenges for the city to consider when implementing the various recommendations:

Strengths:
• Staff Loyalty. The staff interviewed are very loyal to the department and to the City and are interested in providing quality service to their customers and the city as a whole.
• New Staff. The department has seen multiple positions turnover in the last few years, providing a unique opportunity to establish standards and service levels with a fresh and motivated staff.
• Leadership Support. City leadership recognizes the need to implement best practices and is committed to supporting the department through implementation.

Challenges:
• Communication. Leadership within the department has struggled to effectively communicate goals, intentions, mission, directives, and overall general information to their subordinates. This has led to a culture of confusion and a lack of understanding of the priorities of the department.

Council Agenda 11-7-2024 3.A-5

• Service levels. Most service areas do not have an integrated management plan that includes established service levels to guide resource provision, future planning, and quality service delivery.
• Asset Management. Work is performed without the guidance of an integrated asset management plan or system and is handled on an as needed or ad hoc basis, with few preventive, planned, and routine maintenance programs implemented. • Technology. The department has outdated software that lacks the functionality needed to implement an asset management program.
• Minimal Documented Processes and Procedures. The department has very few internal policies, procedures, or processes documented to guarantee appropriate quality and service delivery.
• Resource Needs. The department does not have an adequate number of resources or all of the specific skills to implement the findings of the study. • Classification and Career Mobility. Staff indicated in several interviews there is a lack of career mobility. Promotional opportunities are only afforded when a position is vacated.

Next Steps
Following feedback from the City Council regarding Matrix's recommendations, staff will return to the City Council with a future staff report that will recommend an action plan (e.g. timeline, cost allocation) for approval.

Conclusion and Recommendation
Staff recommends that the City Council receive, and provide staff with direction regarding, the recommendations contained within the Public Works operational review and assessment.

FISCAL IMPACT:

There is no direct fiscal impact from this staff report. Any fiscal impacts relating to future actions taken by the City Council to implement portions of the above recommendations will be analyzed at the time those items are considered.

ATTACHMENTS:

1. Final Draft Public Works Department Operational and Assessment Report Submitted by: Mike James, Assistant City Manager/ Acting Director of Public Works City Manager Approval:

Council Agenda 11-7-2024 3.A-6

Attachment 1
Final Report of the Public Works Department

PISMO BEACH, CALIFORNIA
DRAFT
November 5, 2024
matrix
consulting group
Council Agenda 11-7-2024 3.A-7

Attachment 1
Table of Contents

1. Introduction and Executive Summary..................................................................... 1

2. Departmental Management and Operations .......................................................... 6

3. Engineering Division.............................................................................................. 19

4. Utilities & Public Facilities..................................................................................... 25

5. Departmental and Management Organizational and Staffing Analysis............... 41

6. Engineering Organizational and Staffing Analysis................................................ 47

7. Utilities Organizational and Staffing Analysis....................................................... 52

8. Public Facilities Staffing and Workload ................................................................ 59 APPENDIX A: Current State Assessment......................................................................... 68 Council Agenda 11-7-2024 3.A-8

Attachment 1
Public Works Final Report Pismo Beach,CA

1. Introduction and Executive Summary
The City of Pismo Beach, California (City), retained Matrix Consulting Group to evaluate its Public Works Department (Department). The study focused on assessing the department's organizational and operational practices, including structure,staffing levels, workflow processes, and technology systems.

The Public Works Department is managed by the Public Works Director/City Engineer, assisted by a Senior Management Analyst, an Engineering Manager, a Utilities Manager, and a Public Faculties Manager.

The Department provides oversight of the Capital Improvement Program (CIP), private development, regulatory compliance review, and water, wastewater, and stormwater utilities, as well as maintenance of city infrastructure,fleet, and facilities.

The following report outlines the results of various analyses and information-gathering processes that were conducted as directed by the RFP.

1.1 Study Scope and Methodologies
Matrix Consulting Group's project team utilized a wide variety of data collection and analytical techniques, including the following:
• Current State Assessment: The project team developed a current state assessment that captured current staffing levels, roles and responsibilities, workload,and technology used by the Department. This document was utilized as the base point of comparison for future analysis to demonstrate how the changes recommended differed from existing practices. The current state was developed using data collected from the Department and interviews with Executive Leadership, Department Leadership, and Public Works staff. • Stakeholder Input: The project team interviewed internal stakeholders, including department heads and managers who frequently interact with Public Works. The interviews focused on shared areas of responsibility, communications, and perceptions of the level of service provided by Public Works. • Operational, Organizational,and Staffing Analysis: A best management practices (BMP) assessment was conducted that compared current Department practices to industry best practices. The BMPs cover all operational areas as well as management, administration, and finance. The BMP checklists were utilized to develop recommendations regarding the processes,operations, and management Matrix Consulting Group 1
Council Agenda 11-7-2024 3.A-9

Attachment 1
Public Works Final Report Pismo Beach,CA
of each area. The project team then evaluated the overall plan of organization for the Department and for each division. The existing workload was analyzed to identify staffing needs and process improvements to streamline work and deliver services efficiently and effectively.
• Recommendations: Based on the project team's activities and initial findings, the team analyzed the collected information to make recommendations on staffing, services, processes, and technology usage to identify reforms to assist the City in reaching its goals.

Each section provides recommendations and insight into the Department's practices, processes,technology, organizational, and staffing needs to implement them.

1.2 Key Strengths and Challenges of the Organization
While the focus of this study was to identify improvement opportunities, it is important to also point out areas where the organization is operating well and to ensure that these strengths are maintained and reinforced. Some of the key strengths of the Department include:
• Staff Loyalty.The staff interviewed are very loyal to the Department and to the City and are interested in providing quality service to their customers and the City as a whole.
• New Staff. The Department has seen multiple positions turnover in the last few years, providing a unique opportunity to establish standards and service levels with a fresh and motivated staff.
• Leadership Support. City leadership recognizes the need to implement best practices and is committed to supporting the Department through implementation.

The study also identified several key challenges facing the Department and its services.

Notable issues include:
• Communication. Leadership within the Department has struggled to effectively communicate goals, intentions, mission, directives, and overall general information to their subordinates. This has led to a culture of confusion and a lack of understanding of the priorities of the Department.
• Service levels. Most service areas do not have an integrated management plan that includes established service levels to guide resource provision, future planning, and quality service delivery.

Matrix Consulting Group 2
Council Agenda 11-7-2024 3.A-10

Attachment 1
Public Works Final Report Pismo Beach,CA
• Asset Management. Work is performed without the guidance of an integrated asset management plan or system and is handled on an as-needed or ad hoc basis, with few preventive, planned, and routine maintenance programs implemented.
• Technology. The Department has outdated software that lacks the functionality needed to implement an asset management program.
• Minimal Documented Processes and Procedures. The department has very few internal policies, procedures, or processes documented to guarantee appropriate quality and service delivery.
• Resource Needs. The Department does not have an adequate number of resources or all of the specific skills to implement the findings of the study. • Classification and Career Mobility. Staff indicated in several interviews there is a lack of career mobility. Promotional opportunities are only afforded when a position is vacated.

The above items are not in alignment with best practices and indicate challenges that impact the efficiency and effectiveness of the processes and operations related to engineering,maintenance,and operations activities. This report will expand on these and other issues to improve Department effectiveness and efficiency.

1.3 Summary of Recommendations
The table below is a summary of all of the recommendations made throughout the report and separated by Chapter.

Recommendation
i

2.Departmental Management&Operations

2.1 Develop and adopt performance targets and measures and report on the performance of all functions.

2.2 Develop SOPs, workflows, and reference guides to capture the tasks performed by the Department.

2.3 Compile the Department's policies and SOPS into a manual(s) that will be available electronically and routinely updated.

2.4 Establish protocols for communication with Governing Boards,the Media,the Public,and Staff.

2.5 Implement an asset management program and an asset management software to modernize the approach to the asset management.

Matrix Consulting Group 3
Council Agenda 11-7-2024 3.A-11

Attachment 1
Public Works Final Report Pismo Beach,CA
# Recommendation

3.Operational Analysis of Engineering

3.1 Formalize a process and develop a procedure to ensure operations and maintenance are considered, and operations personnel are involved in the planning and design stages of infrastructure planning.

3.2 This Engineering Division New Employee manual contains information relevant to all staff and should be retitled to an Engineering Manual.The Project Delivery section should be expanded to include additional information, forms, and checklists on project scoping, design, bidding, and construction.

3.3 Engineering should formalize its procedures on project scoping and project design.

4.Operational Analysis of Utilities and Public Facilities

4.1 Utilities

4.1 Implement an asset management program and an asset management software to modernize the approach to the planning,scheduling,and reporting of operations and maintenance work activities.

4.2 Develop and maintain planning documents to guide the operations and maintenance of the utility systems.

4.3 Develop a program focused on the repair and replacement of the utility systems including an annual replacement fund for the replacement of utility infrastructure.

4.4 Using the guidance provided in Chapter 2,Public Works needs to develop SOPs for the general operation and maintenance of the utility systems.These should include SOPS on distribution, collection and conveyance, stormwater systems, and wastewater treatment/reclamation, as detailed in the analysis.

4.2. Public Facilities

4.5 Implement an asset management program for the assets maintained by the Public Facilities Division.

4.6 Implement a system for service request management or organize,track,and report on requests consistently and timely.

4.7 Using the guidance provided in Chapter 2, Public Works needs to develop SOPs and a comprehensive operations manual.

4.8 Develop a replacement schedule for all major facility components.

4.9 Implement technology(iWorQ or a new asset management software)to extensively organize, track,and record work orders related to facility operations and maintenance.

4.10 Develop a fleet replacement plan.

4.11 Create a policy that covers vehicle operator inspections and track those inspections.

4.12 Develop a formal training program and provide certification expectations for maintenance workers.

4.13 Create a procedure for documenting work orders, work completed, etc.This should be done digitally to eliminate paper-based work tracking.

4.14 Develop a proactive plan to maintain and replace traffic signs and pavement markings.

4.15 Develop a Parks Master Plan that incorporates resident's input,assets,maintenance plans,and future park development.

4.16 Develop a preventative maintenance schedule for playgrounds and other park amenities.

Matrix Consulting Group 4
Council Agenda 11-7-2024 3.A-12

Attachment 1
Public Works Final Report Pismo Beach,CA
# Recommendation

4.17 Develop a comprehensive Beach Master or Management Plan that includes resident input, assets,maintenance schedules,and future beach development.

5. Departmental and Management Organizational and Staffing Analysis

5.1 Move the physical office location of the Public Works Director to the maintenance facility to provide daily leadership and oversight of Maintenance&Operations.

5.2 Reclassify the Water,Wastewater,Streets,and Parks Lead Workers to Supervisors and add a Facility and Fleet Supervisor.

5.3 Add a Facility and Fleet Supervisor position.

5.4 Add a Community Enhance team to focus on the cleanup and specialty projects in the Downtown area.

5.5 Reclassify the Engineering Manager to the City Engineer.

5.6 Add an Asset/GIS Analyst and a Management Analyst position for Maintenance&Operations, and an Administrative Support position at City Hall.

5.7 Add a second Management Analyst position to focus on Maintenance&Operations

5.8 Add a Permit Technician to lead customer service in the City and assume responsibility for engineering permits.

6.Engineering Organizational and Staffing Analysis

6.1 Add a Construction Services Coordinator to assist the Engineering Manager with oversight of construction administration and inspection and other related construction activities.

6.2 Consider options to allow Engineering and other professional and administrative staff located at City Hall the option to work a hybrid schedule.

7.Utilities Organizational and Staffing Analysis

7.1 Add a Plant Mechanic position to add capacity for the storm and sanitary workload.

7.2 Change the Office Assistant from part-time to full-time.

8. Public Facilities Organizational and Staffing Analysis

8.1 Track time,equipment,and materials spent on events and beach maintenance to determine the staffing and resource needs of these activities.

8.2 Add a Fleet Mechanic position to manage the fleet workload and assist in fleet electrification.

8.3 Reclassify 1 part-time Maintenance Worker to a full-time position.

Matrix Consulting Group 5
Council Agenda 11-7-2024 3.A-13

Attachment 1
Public Works Final Report Pismo Beach,CA

2. Departmental Management and Operations
This chapter includes the analysis of the management and operational practices of the Public Works Department in its entirety and recommends improvements to enhance the department's efficiency and effectiveness.

2.1 Organizational Management and Communications
The following table contains practices from the APWA Public Works Management Practices Manual as well as practices and standards Matrix developed from previous experience and analysis of similar agencies throughout the country. BMPs and industry standards generally require a policy,procedure,or program to be documented to meet the standard, per the statement description. A tilde (—) in the checklist column indicates the department is meeting the intent of the practice but does not have satisfactory documentation, such as a written policy or procedure.

Title Practice Statement Description Meets Comment Organization&Human Resource Management
Mission,Vision,& Statements are developed. Mission-What Yes All are stated in the New Values Statements do we do.Vision-Why do we do it.Values- Employee Manual How do we do it.

Policies and Agency has developed and follows — Some policies and SOPs in the Procedures policies and procedures. New Employee Manual.

Operator/Driver Agency develops procedures to ensure Yes Staff are encouraged to obtain Training,Licenses, operators/drivers have appropriate licenses and certifications in and Certification training,licenses,and certification. their field. It is a requirement in the utilities section to have
proper license.

Supervisory Training All supervisors are provided with training Yes New Employee Manual states in supervision, leadership, and employee all supervisors must attend relations. leadership training when
promoted.

Classification Plan A position classification plan identifies — There are set classifications objectives, positions, duties, titles, with clear objectives and qualifications, responsibilities, and duties. Although several of the provisions for reclassification. classifications are older and need to be updated.

Career Development A career development program identifies No Job descriptions include &Succession the procedure for progressing within the requirements, but there is no Planning agency and the necessary skills required program. Certain positions can to perform agency tasks. Plans for only be obtained when there succession within departments are are vacancies, making career developed to meet the agency's changing growth difficult. structure.

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Title Practice Statement Description Meets Comment Communication
Communication Procedure established for formal and There are weekly meetings with Governing informal communication with governing between management and Boards boards and commissions. staff and informal daily meetings, but no established
procedure.

Service Requests Procedure established for receiving, Work orders are supposed to responding to,and recording action taken be entered and completed in on verbal or written complaints,inquiries, iWorQ yet the system is not and requests for services. being used to its full capacity.

Pismo Pulse is another CRM
but requests are not tracked in
a central software.

Communication Meetings are scheduled, or alternative Yes with Staff forms of communication are developed
to disseminate essential information to
staff.

Asset Management
Asset Management An asset management policy with No The City has no asset Policy overarching principles is established to management policy. guide agency staff on their responsible
assets.

Asset Management Asset management objectives are No Objectives established to begin the implementation of the agency's asset management
policy.The objectives are broad enough
to cover all physical assets for which the
agency is responsible.

Asset Inventory All assets for which the agency is — Figuring out the actual assets responsible for managing are the City is responsible for was inventoried, with locations mapped for difficult for staff to produce. static elements and inventories updated.

Asset Condition A record of the condition of all assets for No There is limited asset which the agency is responsible for condition information,such managing is maintained and updated. as PCI reports.

Asset Inspection An inspection schedule establishes the No Most Maintenance and Schedule time and frequency of inspection for all inspection of assets are done assets for which the agency is on reactive basis. responsible for managing.

Organization and Human Resource Management
Standard Operating Procedures
Documentation is a powerful tool for ensuring consistency in an organization's operations. Standard Operating Procedures (SOPs), reference guides, and process Matrix Consulting Group 7
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diagrams can all be used by both new and existing staff to guarantee their familiarity with the processes used in their day-to-day responsibilities.

While Public Works has informally documented some of its processes and other relevant information, it has not comprehensively captured all of the key processes used by staff, and in most cases, the information captured is not standardized, and the level of detail and information varies.

The Department should document its key process into standardized SOPs to be included in an Operations Manual or a series of operating manuals separated by division/section, consolidating SOPs and facilitating a means to periodically review and update them. The manual should be electronic and easily accessible by staff, such as on an intranet site with a dedicated Public Works page. While important, it is noted the development of a manual takes time.There are options to assist with this,such as the hiring of a temporary employee or consultant to assist with the writing of SOPs and compilation of the manual.

It is recommended all SOPs be standardized and include:
• Procedure name/title
• Date created and any revision dates
• Use titles instead of names.This reduces mistakes when there is staff turnover or staff move into new positions. Names can be added for clarification if necessary. • The purpose of the SOP
• The specifics of the procedure.

An example of a template is shown below.

Public Works Department Standard Operating Procedure
Procedure Name: Approved By:

Original Author(s): Original Date Issued:

Date Revised or Reviewed: Revised or Reviewed by: Approved By:

Published Locations(manuals/websites/etc.):

Purpose:

Procedures:

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The BMP checklists throughout this document provide guidance on specific SOPs to be developed.The development of the SOPs should be a collaborative process that includes input from staff regularly involved in each process.

Finally, all documentation should be assigned a lead position, and this position assigned accountability for regular review and updates to reflect any changes in process(es). The leads would vary and likely include the engineering staff, operations managers, management analyst(s), and administrative support staff.

Career Development and Succession Planning
Career development and promotional opportunities are key to succession planning and successfully retaining qualified professional and non-professional staff.

This can be challenging for smaller cities, as often there are limited positions available.

Promotional opportunities are critical to retain staff to recognize skill development and foster professional growth. Career paths should provide guidance on the qualifications, experience, and competencies required for each level of advancement. Below are some suggestions for a career path framework:
• Entry-Level Positions: Begin with entry-level positions that require minimal experience or qualifications. These positions serve as the foundation for career progression and provide workers with the opportunity to gain hands-on experience in their respective roles.
• Intermediate Positions: Create intermediate positions that build upon the skills and knowledge acquired at the entry-level. These positions typically require additional experience or specialized training and involve more responsibilities or leadership roles within the field.
• Specialized Roles: Introduce specialized roles that allow staff to focus on specific areas of interest or expertise within their field. These roles may require advanced certifications,education, or demonstrated proficiency in a particular skill set, such as Asset/Data Analyst.
• Supervisory or Managerial Positions: Provide opportunities for field workers to transition into supervisory or managerial positions where they can oversee teams.

These positions require strong leadership, communication, and decision-making skills.
• Senior Leadership Positions: Establish pathways for staff to advance into senior leadership positions, such as department heads or executive-level roles. These Matrix Consulting Group 9
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positions involve strategic planning, policy development, and organizational management at a higher level.

There is currently career path progression within Maintenance & Operations of:
• Water/Wastewater Operator OIT/I/II/Lead
• Maintenance Worker I/II/Lead
Progression through the series should be based on qualifications,experience,and testing and should not require a position opening. To implement this, consideration should be given to budgeting all positions at higher levels. Staff can still be hired at entry-level positions, but upon meeting the required qualifications, they could be promoted without the need for an open spot.

The City should ensure there is a clear delineation of the requirements for each position.

Progression for field staff should require a combination of training and field testing to demonstrate proficiency in meeting the required qualifications. APWA and similar organizations provide information on those desired qualifications and how they can be met.

Leadership training is highly recommended for promotion to Lead Worker/ Supervisor/ Manager, as most often, staff entering these positions have not been exposed to any significant or well-established formal training. APWA offers courses and a credential program for crew leads, supervisors, and superintendents. Often, APWA state or local chapters can provide in-house training and often offer supervisory / leadership training at state and regional conferences.

Performance Standards
Performance standards, or Key Performance Indicators (KPIs), allow an agency to track workload, staffing, efficiency, and effectiveness of the Department and its staff.

Performance measurement and management provide important information to managers involved in the process of improving their organizations.

Only a few workload indicators are currently tracked. The following performance measures are pulled from the FY 24/25 budget but are not actively tracked by the Department.

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Performance Measures — Engineering:
— 75%of plan reviews within assigned date.

Performance Measures — Public Facilities:
— Complete public maintenance requests within 14 days. — Meet a 90%completion rate within those 14 days.

Performance Measures — Utilities:
— Mark all Underground
— Service Alerts before work start date.

Many organizations focus on managing the problems of the day,allowing activities to run each day much as they did the previous day, week, month, or year. Forward-thinking leaders, however, realize that without the right performance metrics, data, and analysis, the organization may be improving, but then again, it may not. Through the analysis of objective data collected and reported in a standard manner each year, managers can make informed decisions regarding current performance, as well as how that performance may be improved. In short, using data to drive decision-making can help Public Works managers create future schedules to carry out their missions more efficiently and effectively.

The Public Works Department should develop Key Performance Indicators (KPIs) and track and report its performance against these KPIs. In order to be effective and valuable for the employees and the department, the KPIs should be SMART goals - Specific, Measurable,Achievable, Realistic, and have a defined time frame.

A performance management system should be designed to answer certain fundamental questions. These include the following.
• How do we know how well we're progressing against the Department's mission and goals?
• What should we be measuring in order to make sure we have the information that is critical to making decisions?
• How should we report our performance, both internally and to external stakeholders such as the City Council and residents?
• Given that we don't have unlimited resources, where should we be focusing our time and effort to ensure consistent improvement?
• How can we ensure that we strike the right balance between the value of the data and the time and effort required to obtain and report it? Performance measures fall within three broadly defined categories, which are described below.

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• Workload and Levels of Service. These measures are generally indicators of how much work was accomplished by the reporting department/division as compared to defined levels of service. Examples include the number of design projects bid, the number of permits issued, the number of pumps and motors receiving preventive maintenance, etc. In addition,this category includes statements of the systems or infrastructure for which the particular division is responsible.

Examples of this include the number of linear miles of water distribution line, the number of lane miles maintained, etc. In general, without context, workload measures are not useful in determining the relative productivity of the staff in each department, but rather, their usefulness is in providing a basis by which efficiency and effectiveness measures can be calculated.
• Efficiency. These are measures that reflect the ratio of outputs per unit of input.

The workload measures described above can be considered the "outputs" of service and production.The inputs are,for example,the number of hours expended in cleaning catch basins,the number of FTEs conducting traffic studies, etc. The objective of an organization should be to increase the outputs with the same or fewer inputs overtime.
• Effectiveness. Effectiveness measures are reflections of the degree to which the organization is successful in delivering a specific service.These may be measured in terms of how satisfied customers are with the services or goods delivered.

Alternatively,they may be measured in terms of the timeliness of the service, or to the degree that the service was delivered at, or under,the targeted cost.

A system should be developed to summarize the daily work reports on a monthly basis to produce performance measurement reports. These reports should be generated out of the asset management/CMMS software (currently iWorQ). All managers and supervisors should be required to provide a monthly status report to the Director reflecting the efficiency and effectiveness of the resources utilized, and the degree to which the actual performance met the objectives stated in the monthly plan. For example,the performance measurement data generated by this report could include:
• A comparison of planned versus actual staff hours per work activity for the previous month and year-to-date for each work activity; • A comparison of actual versus planned work output (e.g., miles of sidewalk inspected during preventive maintenance vs. the amount scheduled) per month and year-to-date for each work activity;
• A unit cost analysis that compares the planned versus actual unit costs for each work activity per month and year-to-date; and
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• A comparison of actual productivity (work output per staff hour) versus the expected productivity as stated in the performance standards.

The activity report should be viewed as a discussion document to be discussed at monthly team meetings between the Director and the managers. The discussion should focus on the work accomplished,any reasons for not accomplishing the planned amount of work,and the action steps necessary to revise the work plan to ensure that the work is accomplished.

Once the new KPIs are established, the workload indicator tables in the budget documents should be reviewed and updated to align with the new indicators.

In order to be effective and valuable for the employees and the department, the KPIs should be SMART goals—Specific, Measurable, Achievable, Realistic, and have a defined Timeframe.

Public Works should adopt performance targets and measures and report on performance for all functions. KPIs should align with established service levels and be tracked to help management showcase the department's accomplishments and progress toward meeting the established service levels.

Performance should be reviewed monthly by leadership and managers of each function and regularly by the department director. Based on actual versus target timelines, managers should examine options to address any shortfalls.

Communication
The Public Works Department's activities impact residents' lives daily. Good communication, including planned approaches to communication, can inform and educate residents and increase the community's confidence in the Department. • Communication with Governing Boards and the Public. It is important to establish procedures for the method and timing of response to the Council and the public.

Public Works should develop an SOP to outline the methods of communication to be used, the timelines for communication, and the programs requiring communication (such as road closures, construction, and hazardous situations) for communicating with both Governing Boards and the public. • Media. Public Works Departments are often tasked with communicating with the media regarding their programs and projects. The City should develop protocols for communicating with the media and provide training sessions on how to act when the media asks impromptu questions of Public Works staff.

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• Public Participation. Adequate opportunities for public participation can help the community understand the need and goals for infrastructure projects and maintenance. The Department currently provides opportunities for public participation but would benefit from a policy and procedures regarding public participation, such as the timing and use of surveys, social media,websites, open houses, and workshops.
• Service Requests. Public Works does currently have procedures for receiving, responding to, and recording action taken on service requests. The implementation of an asset management system will require a change to these procedures and will also allow for opportunities to enhance and improve this process and to better track and report on requests. Examples include increased reporting on areas receiving high service requests to identify system issues or a high volume of calls regarding specific programs that may show a need for increased education or outreach on the program.
• Communication with Staff. Staff, especially operations staff, did not seem to be aware of current topics surrounding the Public Works Department during interviews.Setting monthly or bi-weekly meetings with entire Divisions or quarterly meetings with the entire department will support communication from the top down. The Department has a relatively small number of staff and should take advantage of that to keep communication open between all divisions.The Director should be involved in these communications to field staff.

Using the guidance provided earlier in this chapter, Public Works should develop SOPs for communications, including:
• General guidelines for communicating with the City Council and Commissions/Committees, staff,the media, and the public. • Public participation.
• Service request procedures for receiving, responding to, and recording action.

Ideally, the service request system and asset management/CMMS system are combined to streamline work activities.

Initially, this could be developed as one Communications SOP with guidelines for each type of communication, or it may be embedded within the City's social media policy.

Asset Management
Public Works is currently doing some asset management but has no formalized asset management program in place. It is recommended the Department develop and Matrix Consulting Group 14
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implement an asset management program. This program should include all assets the Department is responsible for managing, including:
• Parks — parks, landscaped right of way, and urban forestry (trees); • Public Buildings and Facility & Fleet Replacement — City buildings (including roofs, parking lots, etc.) and City vehicles and equipment. • Streets-pavement (roadways,sidewalks,shared use paths,etc.),streetlights,and right-of-way;
• Traffic Operations — signs, striping, and traffic signals; • Utilities — water,wastewater, and stormwater systems;• APWA has developed an Asset Management Roadmap to assist agencies in outlining the steps to implement a successful asset management program. There are several key steps to an effective program. These are:

Set Asset Develop
Management Inventory Set Service Maintenance Develop CIP& Report on Policy& Assets Levels Activities& Financial Activities Objectives Work Strategies
Schedules
A modern GIS-centric public asset management platform, or computerized maintenance management system (CMMS) is critical to an asset management program. Public Works is currently using a service request system, iWorQ, to track customer service requests and limited work activities. iWorQ is not considered a CMMS/asset management platform as it does not have the functionality to maintain records of all infrastructure components, integrate this inventory with its GIS system, create preventive maintenance calendars, accommodate resident requests, assign work orders to assets, update/track their status, and generate reports.

It is recommended the Department investigate alternatives and implement a comprehensive asset management platform.

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Staff also need to be able to access asset information and work orders from the field to gain the full benefit of the asset management system. While some staff do have mobile equipment, further investment in tablets/iPads for Managers, Lead Workers, and select field staff will diminish the time required for data entry and avoid duplication of data.Staff should be provided with and required to use these mobile devices to:
• Access asset information remotely;
• Manage work orders electronically and remotely;
• Track the time required to complete assigned work and work orders electronically and remotely;
• Input completed work order information such as labor, materials, any necessary follow-up in the field at the time the work is being completed; and • Access preventative maintenance checklists and record results.

To establish clear expectations for all employees regarding the use of these devices, Public Works should review existing remote technology policy or develop a policy regarding the use of the devices and specify which classifications need to be assigned devices. Division leadership would then be responsible for ensuring staff adhere to the policy. This will likely require additional staff training to ensure those required to use the devices feel comfortable doing so. Public Works does not currently have the resources or staff skill sets necessary to perform these tasks. Therefore, it is recommended that the Department hire additional technical staff.

The Department does not currently have staff with the required skills and knowledge to effectively implement and manage asset management software. When/if such software is implemented, it is recommended that the city add an Asset Management/GIS Analyst position. This position would primarily work with the maintenance and operations teams to fully implement the new asset management/CMMS software.

The position would work with managers and crew leads to standardize the planning, scheduling, and tracking of work activities and help create reports and mapping. It can also assist with training additional field staff using the system.

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Asset Inventory
The next step in asset management is to complete the inventory of all assets. Public Works has limited inventory information available for the assets it is responsible for maintaining.

Public Works should develop a complete asset inventory list to identify and resolve gaps in the inventory. Once the list has been completed, Public Works should develop a plan with established timelines to inventory the remaining assets. This plan should consider using existing staff, recommended staffing additions, and consultants/contract assistance to expedite inventory collection.

Establish Levels of Service
Documented levels of service allow an organization to effectively prioritize and plan work.

A level of service is a standardized measure of the operating condition generally defined with a benchmark or measure. Service levels define the quality of maintenance and how frequently maintenance activities will be performed. The defined level of service may consider parameters such as cost, efficiency, quality, accessibility, regulations, and environmental standards.

Presently, Public Works does not have clear, documented levels of service outside of programs that are regulated at the federal or state level. For many of the regulated programs,service levels are established but there is no standardization of the scheduling, tracking, and reporting of the work activities.

Public Work should establish and formally document levels of service for all assets managed by the Department. These levels of service should be readily available to all staff and included in performance metrics.

Each asset/work program should have defined service levels that include the elements as noted below.
• A brief description of the specific work involved;
• The frequency with which the work should be performed (or the level of service) and the criteria for scheduling the work;
• The performance expectations for each job or average daily productivity; and • The recommended procedures for completing the job.

Once implemented, the established service levels should be entered into the CMMS software platform, and work scheduled automatically.

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Currently,the programs that do have established service levels are primarily tracking this work with spreadsheets and entering the work completed as work orders, not as preventive maintenance.This results in duplication of data entry and no way to effectively report on preventive versus reactive maintenance activities. Some of the preventive maintenance is also outsourced. On future contracts, the Department needs to identify how the information will be tracked and recorded in the CMMS. For large or long-term contracts,the contractor should be given access to the system to input this information directly or provide the formatted data to staff in a timely manner that may be integrated into the CMMS.

Management and Departmental Recommendations:

2.1 Develop and adopt performance targets and measures and report on the performance of all functions.

2.2 Develop SOPs, workflows, and reference guides to capture the tasks performed by the Department.

2.3 Compile the department's policies and SOPs into a manual(s) that will be available electronically and routinely updated.

2.4 Establish protocols for communication with Governing Boards,the Media,the Public, and Staff.

2.5 Implement an asset management program and an asset management software to modernize the approach to the asset management.

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3. Engineering Division
This chapter includes best management practices related to engineering and construction services.

Title Practice Statement Description Meets Comment Infrastructure Planning
Plan Review Plans for subdivision and land development Yes Most plan review is initiated by proposals are reviewed in concept, Community Development. PW preliminary,and final stages for impacts to is assigned tasks in the infrastructure,operations,and maintenance. permitting software.

Infrastructure Infrastructure maintenance,improvement,or Yes City has multiple master plans Maintenance, replacement plans are developed, including PMP,sewer, Improvement,or documented,and address future effects of stormwater,water,parks,and Replacement operations and maintenance. facilities.

Operations& A procedure is developed to ensure — 0&M is involved in the Maintenance maintenance and operations personnel are planning and design of Considerations involved in planning and design of infrastructure,however; infrastructure projects. involvement is informal and inconsistent.

Capital Short and long-term CIP establish the Yes The City has an adopted 10 Improvement schedule sequence for major construction Year CIP.

Programming(CIP) and rehabilitation projects.

Engineering Management
Qualified Personnel A registered engineer and qualified design Yes professionals are on staff or contracted.

Design Criteria& Design criteria and standards are developed, Yes Engineering Standards are Standards adopted,and applied to all projects. available on the City website and were last updated in 2020.

Project Scoping A procedure is in place to ensure detailed — Some workflows exist in the project scoping to facilitate design within the Engineering New Employee anticipated cost,timeline,and intended manual.
objectives.

Design Process& Design parameters are prepared and tracked — Design parameters are Schedule considering schedules required,budget prepared initially but projects limitations,and the intended use of new are not tracked and no metrics facilities. are reported.

Preliminary Design Guidelines define preliminary design — Some of this information is in standards,methodologies,and cost the Engineering Standards and estimates. Engineering Employee
Handbook.Additional
guidelines and procedures
need to be developed.

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Title Practice Statement Description Meets Comment Preliminary Design Design reviews are conducted at critical — Design reviews are occurring Review&Approval intervals. but there are no formal procedures in place to guide
this.

Final Design A procedure describes the approval process No There is no procedure. necessary to begin final design.

Quality Assurance A quality assurance plan is included for all — Specific to Caltrans funded Plan design and construction projects. projects only.

Standard Designs Standard designs are established and applied Yes Engineering Standards where appropriate.

Plan Standards Standards for construction drawings and for Yes Engineering Standards graphics on plans are established and applied
to projects.

Standard Standard construction specifications are Yes This is contained in bid Construction adopted,which include bidding requirements, documents.There is a Specification contract forms,and standard general standardized agreement and conditions. front end specifications that
have been reviewed and
approved by the City Attorney.

Contract An agreement between the contracting Yes This was discussed in Documents agency and the contractor lists the conditions interviews,but it is unclear if of work and the rights and responsibilities of there is a standardized both parties for completion and quality agreement. Part of the front control. end specifications.

Additionally,the construction
agreement identifies the
component parts of the
contract.

Final Plan Review A final plan review is conducted before — Final plan reviews are bidding,and the construction documents are occurring but there are no amended according to review results. formal procedures in place to guide this.

Maps Maps are updated on a regular schedule and No The City has limited mapping are available to the public. available to the public.

Bridges
Bridge Inspection Bridge inspection criteria are developed and Yes Caltrans Criteria adopted and are followed in the inspection process.

Inventory A procedure ensures state and local No Coordination inventories are coordinated.

Bridge Costs Costs to maintain and/or replace bridge — Some bridge inspection costs structures are reviewed and updated included in CIP. routinely.

Prioritized The agency has developed and adopted a No Other than the CIP this is Maintenance/ standard of prioritizing maintenance and mostly correct Repair Items repair items.

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Title Practice Statement Description Meets Comment Right-of-Way Management
Permit Issuance A permit process is established for all Yes Info is provided on the website construction activity and/or encroachment in and is included on the permit the right-of-way. application.
https://www.pismobeach.org/
81/Applications-Permits
Permit Process A permit form and process are utilized to track Yes the work to be done and to ensure compliance
with all applicable laws.

Permit Inspection A policy is established for inspection of — Inspection is occurring, but no permitted work. formalized policy/ procedures
exist.

Infrastructure Planning
Infrastructure Maintenance, Improvement, or Replacement.

Engineering leads the planning and design of infrastructure maintenance, improvement, or replacement and informally includes maintenance and operations personnel.

Engineering should formalize this process and develop a procedure to ensure operations and maintenance are considered and operations personnel are involved in the planning and design stages.

Maintenance and Operations
Informally, Engineering involves maintenance and operations personnel in the planning and design of infrastructure projects. An SOP should be developed in collaboration with M&O to define the level of involvement. The SOP should include any checklists or approvals in the process to ensure this involvement.

Engineering Management
Engineering has developed an Engineering Division New Employee Manual.The following is the table of contents from the manual:

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Table of Contents
Motto, Mission Statement and Vision Statement........................................................................................3 OrganizationalChart....................................................................................................................................4 CityPhone Roster.........................................................................................................................................6 CityHolidays and Paydates..........................................................................................................................7 Timesheetsand Time Off.............................................................................................................................8 Training/Safety Programs...........................................................................................................................11 ComputerPrograms...................................................................................................................................11 CitizenServe............................................................................................................................................11 iWorQ.....................................................................................................................................................11 PublicStuff..............................................................................................................................................12 FilingSystem ..............................................................................................................................................12 StaffReports...............................................................................................................................................12 ProjectDelivery..........................................................................................................................................13 DevelopmentReview.................................................................................................................................14 This manual contains information relevant to Engineering staff and should be retitled to an Engineering Manual and not just used as a new hire manual. The Project Delivery section should be expanded to include additional information, forms, and checklists on project scoping, design, bidding, and construction.

Design Criteria &Standards
Engineering has developed standard details and specifications. Standard Drawings are available on the City's website. Engineering Standards were recently updated and adopted by City Council in April 2020.

As part of the Engineering Manual, Engineering should also establish a procedure to assign responsibility and timelines for the review and updating of the standards and specifications. In addition, any criteria that are not consistently enforced or applied should be modified or removed from the standards. Changes should be communicated to stakeholders, including City staff, consultants, contractors, and developers.

Project Scoping
As part of the Engineering Manual, Engineering should formalize its project scoping procedures. Proper scoping can mitigate design changes later in the process, and in the case of projects "owned" by another department, proper scoping provides a clear Matrix Consulting Group 22
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understanding of the project by all involved parties.The scoping should include all project planning information and detail field surveys,soils investigations, and any environmental concerns, as well as outline any additional studies needed, such as traffic studies or alternative analysis.

Design Process &Schedule
In addition to project scoping, design parameters should be documented for all projects to include a project schedule and budget, as well as anticipated maintenance requirements and costs. Engineering has developed a Gantt chart to track project schedules,but there is no baseline schedule to tell if the project is on schedule.This chart could also be expanded to track the project's estimated costs by phase. A template should be developed to allow consulting engineers to follow a consistent format in scheduling that is useful to the department.

Preliminary and Final Design
The practices related to preliminary and final design speak to the implementation and application of the design criteria and standards recommended to be developed above as well as established design review procedures. Engineering has developed informal processes for CIP project design. Engineering also utilizes consultants with construction management expertise for constructability reviews, and operations and maintenance plan reviews are conducted between Engineering and public works managers. As part of the PW/Engineering Manual, Engineering should document the required review process, including:
• Requirements for plan reviews (i.e.,the intervals plans will be reviewed, checklists to be used, how and where the information will be tracked); • Requirements for field reviews and site inspections; • Requirement for approval or signoff required in order to proceed to the final design.

The design process should also include a quality assurance plan for all design and construction projects. Engineering should formalize the design process to clearly communicate the design review timelines and procedures,requirements for field reviews, and approval process to begin the final design.

Maps
This practice concerns the availability of maps detailing public infrastructure, including facilities,streets,utilities,right-of-way,etc. Maps should be updated on a regular schedule and made available to the public to the extent determined by the City. Currently, the GIS information on the Department's managed assets is incomplete. As the asset Matrix Consulting Group 23
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management program is developed and systems implemented, the department should enhance the mapping available online to the public.

Engineering Recommendations:

3.1 Formalize a process and develop a procedure to ensure operations and maintenance are considered and operations personnel are involved in the planning and design stages of infrastructure planning.

3.2 This Engineering Division New Employee manual contains information relevant to all staff and should be retitled to an Engineering Manual. The Project Delivery section should be expanded to include additional information, forms, and checklists on project scoping, design, bidding, and construction.

3.3 Engineering should formalize its procedures on project scoping and project i
• design.

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4. Utilities & Public Facilities
The maintenance and operations branch of Public Works is currently split into a Utilities Division and a Public Facilities Division. The BMP checklists and recommendations have been split by this current model.

4.1 Utilities
This section includes best management practices related to water, wastewater, and stormwater maintenance and operations.

Water
Title Practice Statement Description Meets Comment Drinking Water Distribution System
Operation and Use of A program establishes the operation Pieces exist,but there is no Water Resources and use of reservoirs,wells,surface documented comprehensive drinking water sources,and pump program.The ERP serves as a stations to enable efficient delivery of comprehensive program during treated water,including drought emergencies.
contingency plans.

Water Distribution Maintenance practices are developed There are some maintenance System Operations for the water distribution system to practices developed but no and Maintenance include installation,testing,and comprehensive policy and preventative maintenance activities for procedures manual is developed. all elements of the system. Preventive maintenance is not done on all elements of the
system on a routine basis.

Cross-Connection A program is established to protect the Yes There is a lab and steps taken to Control (CCC) drinking water supply from possible ensure drinking water is safe.Also, contaminants,pollutants,or entry of the CCC are regulated through the other waters from an unapproved County of San Luis Obispo Health source. Department.

Meter Reading Meter reader responsibilities are Yes Meter reading is outsourced. Staff developed and include a meter reading complete re-reads. schedule.

Pumping Operation A schedule is established for — There are preventative measures monitoring activities and preventative taken,yet the Division takes on a maintenance of pumping operations. lot of reactive work.Sites are monitored daily/weekly and
documented.

Public Notification Public notification procedures are Yes The City does have steps to notify Procedures established which detail water the public during contamination contamination conditions. incidents.

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Title Practice Statement Description Meets Comment Sampling and testing A program is established for the Yes A lab is on site performs water sampling and testing of water quality sampling and testing.Water in the system. quality monitoring is contracted with FGL and Abalone Coast
Analytical.

Safety A safety plan is established to meet Yes Training through CJPIA. the particular hazards of the collection
and conveyance system.

Long-Range System Yes The water master plan was Planning A long-range plan is developed to meet finalized in 2020 with a condition the future needs of community growth. assessment,recommended improvements,and CIP list.

Capacity The capacity of the system needs to Yes The 2020 water master plan be established,monitored,and established consumption and it is evaluated as development occurs. tracked daily/monthly with historical data available.

Wastewater
Title Practice Statement Description Meets Comment Wastewater Collection&Conveyance
Collection& A plan establishes the method of — Recorded by hand.The last master Conveyance managing wastewater collection and plan was completed in 2000.

Management Plan conveyance.

Operations Manual An operations manual covers all No There is no comprehensive aspects of lift and pump station operations manual.
operating procedures.

Records A system of recording inspections, — System is outdated and does not operations,and maintenance and have modern functionality to repair of activities is developed and streamline inspections,operations, maintained. and maintenance.

Facility Maintenance Maintenance,repair,and cleaning — Informal procedures are procedures for all facilities are established that need to be established and maintained. formalized.

Inflow&Infiltration An infiltration and inflow control plan No No formalized plan is in place. is established,including inspection
and repair elements.

Sanitary Sewer A plan established how the agency — Spill kit packets and phone tree Overflows manages sanitary sewer overflows, are located in each WW vehicle.All including required public notification WW employees are familiar with and cleanup. the process and how to activate.

Safety A safety plan is established to meet Yes Training through CJPIA. the particular hazards of the collection
and conveyance system.

Long-Range System A long-range plan is developed to meet The last master plan was Planning the future needs of community growth. completed in 2000 and needs to be updated.

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Title Practice Statement Description Meets Comment Capacity The capacity of the system needs to — No formalized plan is in place but be established,monitored,and capacity is documented. evaluated as development occurs.

Wastewater Treatment&Disposal
Wastewater Defined effluent limits comply with Yes Plant is monitored and routine Treatment federal,state,and local directives. testing completed.

Requirements
Operations Manual An operations manual covers all — Manuals need to be updated and aspects of plant and pump station available both electronically along operating procedures. with hard copies.

Records Operating records are maintained to Yes The plant operates on a SCADA verify the wastewater treatment system.
facility meets performance
requirements.

Treatment&Disposal Inspection,maintenance,repair,and — There are some manuals at the Facility operations procedures are established plant.

Maintenance/Repair/ and utilized.

Operations
Safety A safety plan is established to meet Yes CJPIA training. the particular hazards of the treatment
plant operations.

Long-Range System A long-range plan is developed that Yes WW Master Plan.

Planning anticipates future demand for
treatment capacity system needs and
community growth.

Stormwater
Title Practice Statement Description Meets Comment Stormwater
Conveyance,Storage, Procedures are developed for the Stormwater Annual Report covers and BMP Operations operation and maintenance of most of this. conveyance,storage,and BMP
facilities,and details their drainage,
flood control and water quality
operational practices.

Catch Basins and Maintenance procedures are Maintenance of these assets is Inlets established and documented for inlets, documented as work orders,but manholes,catch basins,stormwater procedures have not been lines and culverts. established.

Asset Management
Utilities need to implement an asset management program. Refer to Chapter 2 for steps to developing an asset management program for these systems, including the development of a preventive maintenance program and an operations manual/SOPs.

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Planning Documents
The BMPs contain several practices regarding plans the Department should have in place to guide the operations and maintenance of the utility systems. These include:
• Long-range plans for both water and wastewater systems. These plans should calculate future demand, system development needs, source protection (drinking water), and future capital needs and be updated every 10 years at a minimum. • A plan for water quality or quantity changes establishing operating procedures in the event of a change in water quality or quantity of raw water. • A collection and conveyance management plan establishing the method of managing wastewater collection and conveyance that outlines responsibilities and authority for effective operation, maintenance, repair, replacement, and expansion of the system.
• A sanitary sewer overflow plan that established how the agency manages sanitary sewer overflows, including required public notification and cleanup.

System Repair and Replacement
Once the inventories are completed, Public Works should develop a program focused on the repair and replacement of these systems. The City should aim for annual replacement rates of 1%to 2% (of the system) for replacement of both water and sewer lines. Initially, this rate may need to be lower and build up over time. The City does not currently have a long-term program, and as such, the current rehabilitation and replacement program is not consistent in order to maintain the reliability of the water and sewer systems.

Standard Operating Procedures (SOPs)
Using the guidance provided in Chapter 2, Public Works needs to develop SOPs for the general operation and maintenance of the systems. These should include SOPS on:
• Distribution -
- The operation, maintenance, and use of drinking water sources, including reservoirs and wells, pump stations, and related systems; — Water sampling, testing, and inspections measures, including specifics on locations,frequency,types of testing, reporting, etc.;
— Maintenance practices,including defined preventive maintenance practices and schedules;
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- Water main breaks, new service installation, new systems installation, and disinfection procedures; and
- Public notification and education.
• Collection and conveyance -
- Maintenance practices, including preventive maintenance, inspection, cleaning, repair, and record-keeping procedures; and
- Locating and determining the source of illicit discharge and managing abatement.
• Stormwater
- The operation and maintenance of conveyance,storage, and BMP facilities; and
- Maintenance procedures for inlets, manholes, catch basins, stormwater lines, and culverts.
• Wastewater Treatment/ Reclamation
- Inspection of pumps, equipment, piping, and structures; - Alarm systems;
- Maintenance and repair procedures; and
- Peak flows and flooding conditions.

Utilities Recommendations:

4.1 Implement an asset management program and an asset management software to modernize the approach to the planning,scheduling,and reporting of operations and maintenance work activities.

4.2 Develop and maintain planning documents to guide the operations and maintenance of the utility systems.

4.3 Develop a program focused on the repair and replacement of the utility systems, including an annual replacement fund for the replacement of utility • infrastructure.

4.4 Using the guidance provided in Chapter 2,Public Works needs to develop SOPs for the general operation and maintenance of the utility systems.These should Matrix Consulting Group 29
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include SOPS on distribution,collection and conveyance,stormwater systems, and wastewater treatment/reclamation,as detailed in the analysis.

4.2 Public Facilities
This section includes best management practices related to facility and fleet management and streets and parks management, maintenance, and operations.

The BMP checklists are separated by program area. The list below is a few of the items relevant to all of the program areas.

Asset Management: The Department needs to implement an asset management program. Refer to Chapter 2 for steps to developing an asset management program.

Defining service levels and maintenance quality is an important part of efficiently maintaining city assets. The people of Pismo Beach and the elected officials expect a high level of service in the City. Documenting what that service level is for various maintenance functions demonstrates to residents and officials that the staff understands those expectations. Once service levels are defined,staffing,equipment,and budgets can be better justified, and teams will be better resourced to achieve those service levels.

Maintenance Requests: Currently, the Public Works Department receives service requests from multiple sources, such as phone calls, emails, texts, etc. These requests are funneled through different communication systems and acted upon by different teams without being tracked. An organized system of taking in requests, tracking those requests, dispatching, and tracking the completed work needs to be developed. Ideally, this is done in the same system as other work activities to minimize the number of systems utilized and streamline reporting.

Preventative Maintenance Schedules: Most of the maintenance work completed by Public Works is reactive, with minimal preventive, scheduled activity. Once assets are inventoried, maintenance schedules can be allocated for those assets. Planned maintenance will increase the longevity of the infrastructure and will generally lower the amount of reactive work. This can reduce both staff time and costs, as it is much less costly to maintain an asset than to repair or replace it when it fails.

Operations & Maintenance Manual: Developing a comprehensive manual of SOPs and policies will provide maintenance staff with the proper information to execute their work efficiently. As service levels are defined, SOPs can be developed around them. Policies guiding the department's major principals and regulations will also be included with a list of SOPs. This manual will allow staff to document institutional knowledge and pass that information down to newer generations of staff.

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4.2.1 Facilities & Fleet
Title � Practice Statement Description Meets Comment Facilities Management
Component A replacement schedule is established — There are some established Replacement for major components. maintenance schedules,but are often interrupted by unplanned
work.

Request for A procedure outlines the authority and No A common issue with PW is the Maintenance responsibility of individuals reactive nature of responding to responding to requests for maintenance requests.
maintenance.

Repair and Quality standards are established for — There is an expectation to produce Maintenance Quality all repair and maintenance work. a high level of service and to keep Completed work is inspected for public areas clean,but there are compliance and results are not written policies detailing that documented. standard.

Preventative A preventative maintenance program — Although there are preventative Maintenance and schedule is established. maintenance schedules,they are program often interrupted by reactive work orders.

Equipment and Fleet Management
Operator Inspection Operators are required to perform and — Operators perform some log daily inspections of their inspections,but there is no policy. equipment and report defects.

Preventative PM program is developed for all Yes Fleet does have a PM program,but Maintenance(PM) equipment and includes scheduling having only one mechanic creates program preventative maintenance,recording issues of staying on schedule. performance,and monitoring the
program.

Replacement policy A replacement policy established and No Multiple vehicles are well past clearly defines vehicle,equipment, their industry standard life cycle. parts,and supply replacement cycles. EV procurement is also a cause.

Equipment Equipment manufacturer warranties Yes Fleet does monitor warranties and Manufacturer are monitored. have that work completed by the Warranty manufacturer.

Vehicle and A procedure identifies the disposal — There are informal procedures but Equipment Disposal method for vehicles and/or formalized documentation is equipment. needed.

Facilities
Component Replacement
Public Facilities needs to develop a replacement schedule for all major facility components. This should be done as part of the condition assessment. Additional information regarding prioritizing and funding component replacement is included in the asset management section above.

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Request for Maintenance
The Public Facilities team does not currently have a documented procedure that outlines the authority and responsibility of individuals responding to requests for maintenance. iWorQ has not been fully implemented and can be used more efficiently.

The Public Facilities team should implement a method for prioritizing work orders and report the response time by priority in addition to other metrics (type of work, building, etc.). This may be completed by fully using an asset management program.

Repair and Maintenance Quality
The Facilities team does not currently have quality standards established for all repair and maintenance work. The Public Facilities team should develop these standards and use the asset management system to document compliance with completed work. This should include a practice of random inspection of completed work.

Fleet
Disposal
The best management practice is to use an online auction company to sell assets, as these companies provide specialized expertise, hold frequent sales, and reach a large audience of potential buyers.

It is also best practice to dispose of replaced vehicles immediately. This avoids the ongoing maintenance costs associated with even a fully depreciated vehicle.

Replacement Planning
Establishing optimal lifecycles and a corresponding multi-year replacement plan are fundamentals of fleet management.The theory of effective capital asset management is well-established in the fleet industry and is based on these principles:
• The failure to replace vehicles on time costs an organization more money, both in hard dollars and in indirect costs,than replacing them according to schedule. • An old fleet has a negative impact on staff productivity, as unreliable vehicles are frequently in the shop and not available for work.
• If a fleet is old, departments seek to keep extra vehicles to act as backups and spares, so they can survive the increased unreliability of front-line vehicles. As a result,there are often more vehicles in service than are needed.

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• The older vehicles in a fleet use more fuel and emit more pollution than newer vehicles because standards for emissions and fuel economy were lower in the past than they are now.
• Older vehicles are not as safe as new ones as they lack many of the advanced safety features that are standard with new cars (such as cameras, sensors, lane departure warning, collision avoidance systems, side curtain airbags, etc.).

There are four key aspects of a best practice-based fleet replacement program, as outlined below.

1. Reasonable replacement cycle criteria should be created to identify when fleet assets should be retired to minimize life-cycle costs or Total Costs of Ownership (TCO).

The age and accumulated miles on vehicles fundamentally impact the cost and performance of the fleet. The foundation for a successful fleet replacement program is the development of reasonable replacement criteria. Replacement criteria are a set of parameters that initiate planning for the replacement of an asset. Fleet replacement parameters are generally set as time (months in service) and use (miles or engine hours) for each class of vehicles and equipment in the fleet.

Equipment capital costs tend to decline
over time (because annual depreciation
is highest in the initial years of
ownership), while operating and
maintenance costs increase. The 8
combination of these two basic curve
functions results in a "U-Shaped" total Capitol
Maintenance
cost curve(see diagram). The economic
Time&Utilization
theory of vehicle and equipment
replacement predicts that vehicles and equipment should ideally be replaced during the flat portion of the curve;that is,just before annual operating costs begin to significantly outweigh capital costs. Replacing an asset at this time produces the lowest life-cycle costs or TCO.

2. A multiple year fleet capital plan should be used to project future year replacement based on the replacement cycles developed in step 1 above.

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for vehicles and equipment.The primary purpose of such a plan is to identify peaks and valleys in future year funding needs so financial planners and decision-makers can accommodate this in the budget process.

Owning any large fleet is characteristically variable in annual funding requirements, as vehicles deteriorate and are driven at different rates. Therefore, static funding of the same amount as last year is insufficient to properly replace a fleet.

3. Budgeting practices should make funds available each year to replace vehicles in accordance with the replacement plan.

Many organizations find it difficult to budget sufficient funds to replace their vehicles. This is largely because many public-sector organizations do not have good processes in place to deal with the sometimes-large yearly variability of spending requirements when revenues to finance these costs are largely fixed.

There are three (3) basic financing approaches available to government organizations: cash appropriations each fiscal year,the establishment of a reserve fund, and some sort of borrowing (such as bonds, lease-purchasing, etc.). The reserve fund and debt approaches are generally better than the use of cash because they spread the capital cost of vehicles over several years, which makes budgeting for vehicle replacements easier.

4. A process should be developed for prioritizing spending of the money secured in the replacement plan for the coming fiscal year.

The last step in an effective fleet replacement program is a short-term replacement decision-making process that identifies and prioritizes when to replace individual vehicles and pieces of equipment. While the replacement plan will project when vehicles need to be replaced years in advance, real-world conditions often require adjustments once money is available to be spent. For instance, some vehicles often need to be replaced sooner than forecasted (because they have been destroyed in an accident or due to expensive repairs that are required), and some vehicles will turn out to be in good shape and can be kept in service another year or more past the replacement guidelines.

Therefore, several factors, in addition to age and mileage, need to be used to identify the specific units most deserving of replacement in any given year. These factors include historical repair costs, type of use (such as severe duty, mission- critical, or backup), reliability, and an assessment of a candidate unit's current condition.

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Many organizations have developed a point system that mixes the factors listed above into a quantitative process of assigning replacement priorities. This has the advantage of taking most of the politics out of the replacement decision-making process because all stakeholders (including budget staff and departments that use vehicles) understand the factors being considered.

Operator Inspections
There is currently no policy or procedure documented regarding vehicle and equipment operator inspections. Daily inspections should take place before any vehicle or major piece of equipment is to be operated.These inspections should be documented and when issues arise, there should be a clear procedure to follow to have it corrected. These documents should be added to the Operations and Maintenance Manual.

4.2.2 Streets
Title Practice Statement Description Meets Comment Street Maintenance
Technician Agency develops procedures to ensure — There is some formal training Qualifications staff have appropriate training, through JPIA and some licensing,and certification. certifications required,such as Class A/B commercial for MW II.

Preventive A preventative maintenance program No No clear PM plan exists.

Maintenance for the street and highway system is
established.

Operations& Responsibility for the operations and Yes PW has a clear responsibility Maintenance maintenance of streets and related within the City organization to Responsibility facilities are established. maintain these assets.

Operations& Operations and maintenance activities Yes Other staff are able to input Maintenance for streets and related facilities are service requests for PW staff.

Coordination coordinated with all other Coordination does happen for departments,divisions,agencies,and larger maintenance projects. outside organizations that may be
affected.

Operations& Operations and maintenance No There is a lack of formal Maintenance procedures and performance operations and maintenance SOPs Procedures& standards are established and and policies.

Standards measured.

Maintenance A work crew records types of — Some work is compiled and Records activities,repairs,costs,and locations. tracked on paper then imported into iWorQ,but not all.

Street Cleaning
Planning The agency has developed a Yes
comprehensive and integrated street
cleaning plan,which defines how the
level of service meets the needs and
goals of the community.

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Title Practice Statement Description Meets Comment Traffic Signs and Pavement Marking Maintenance
Traffic Signs Procedures are established for No No documented procedures exist.

Maintenance maintenance requirements. The Department should establish a plan to maintain required
retroreflectivity.

Pavement Markings A policy is adopted that sets — No set policy.

Maintenance standards for the installation and
maintenance of pavement markings.

Stormwater
Conveyance,Storage, Procedures are developed for the — Stormwater Annual Report. and BMP Operations operation and maintenance of
conveyance,storage,and BMP
facilities,and details their drainage,
flood control and water quality
operational practices.

Catch Basins and Maintenance procedures are — Maintenance of these assets is Inlets established and documented for inlets, documented as work orders,but manholes,catch basins,stormwater procedures have not been lines and culverts. established.

Technician Qualifications
The only qualification required in many of the job descriptions for a Maintenance Worker I is to have a CDL. There are various other minor trainings and certifications they can acquire, but they are not required to promote. Although this training is happening,there is not a formal training program or documentation available to express this.

Public Works should develop a more formal training program and procedures to ensure field staff have appropriate training,licenses,and certifications and to appropriately track and document the required qualifications.

Preventive Maintenance
Preventive Maintenance aims to prevent issues and proactively schedule maintenance to minimize them. Consistent, timely, and thorough completion of PM ensures that the condition of the organization's assets is maintained over time, their lifespan extended, and thus the overall value derived from those assets is maximized.

Public Facilities does have some documented preventive maintenance occurring, but the majority of staff time is being spent on reactive work orders. There is some preventive maintenance being completed on streets, sidewalks, and signs, but it is not a formal documented maintenance program.

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The asset management system should be utilized to expand preventive maintenance and proactively schedule all preventive maintenance activities.

Maintenance Records
Many work requests are currently only tracked on paper. Implementing a true asset management system will allow for the scheduling,tracking, and reporting of all activities (including preventive and scheduled maintenance) in one place and enable field access to asset history and information. A procedure should be established for collecting and recording the information.

Traffic Signs and Pavement Markings Maintenance
There is currently no comprehensive program established for the maintenance of traffic signs. Interviews with staff indicated that sign maintenance and replacement were accomplished on a reactive basis and not proactively scheduled. Some traffic striping throughout the City is performed at certain times of the year.

As part of the PW Operations Manual, Public Works should develop a policy defining the standards for the installation and maintenance of all signs.This policy may reference the Manual on Uniform Traffic Control Devices (MUTCD), which has established minimum sign retro-reflectivity requirements. Pismo Beach did conduct a study of their sign retro- reflectivity around a decade ago. This study should be updated.

A sign maintenance program will minimize the risk to an agency of being found negligent in meeting the requirements for minimum traffic sign retro-reflectivity. A program will require a sign inventory,and a plan for replacing devices at the end of their effective lives.

Staff must also know the laws relating to traffic control devices and have the ability to apply State traffic control device specifications and standards. These are the basic principles suggested by the Institute of Transportation Engineers Traffic Sign Handbook to"significantly reduce tort liability lawsuits involving traffic control devices." It states that sign maintenance methods need to be developed and implemented to provide protection from tort liability. The Department should complete an updated sign inventory and develop a program to maintain and schedule the replacement of signs. All work activities should be planned, scheduled, and tracked in the CMMS system.

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4.2.3 Parks
Title ' Practice Statement Description Meets Comment Parks,Grounds,and Forestry
Landscape A comprehensive plan is established — There are mowing and landscape Management, Master and includes operations, inspections, maintenance schedules but no Plan,or Reforestation maintenance and inventory comprehensive master plan.

Plan requirements and future program
improvements.

Disease and Insect An inspection program is established No Some inspections are occurring, Control to detect and control disease and but no program or procedures exist inspections. for this.

Turf Management A turf maintenance program is Yes There are established mowing, established that includes turf mowing, irrigation, and other turf irrigation, fertilization, repair, and management PM schedules. renovation.

Playgrounds A written program is adopted for the No No written program that defines the maintenance of playground equipment maintenance requirements for playground equipment.

Master Plan
The Parks maintenance team does not currently have a comprehensive park master or landscape management plan. Most of the routine maintenance is performed in-house, with some locations throughout the City being contracted out. Staff are primarily focused on work order requests that come in from all forms of communication. A formal landscape and park master plan should be developed to support community goals toward recreation and leisure activities that the Parks maintenance team can use to schedule inspections and work. Landscape improvements are currently scheduled based on several factors, such as the age of the landscape, available budget, resident input, and community service programs.

Once the master plan is developed,the defined levels of service can also be defined and the City can then prioritize work to be completed in-house versus work to be contracted.

Playgrounds and Recreation Amenities
A critical function of park maintenance is a program that outlines the scheduling of inspections and preventative work done to playground equipment, along with quality standards. The design and specifications of recreational equipment should also be formalized within this program.

Currently, playground inspections are scheduled and completed on a regular basis. Once the asset management software is implemented, these inspections should be scheduled/completed/tracked/reported in this software.

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4.2.4 Beach Management
Title Practice Statement Description Meets Comment 0 Beach Management
Beach Management A plan addresses the public use issues No No current comprehensive beach Plan from the perspective of residents and management plan. on their behalf.

Adequate public access contiguous to No No master plan for beach access Beach Access beaches is provided;an access exists. inventory and improvements master
plan is developed.

There is municipal and on-street Yes There is a well-maintained parking Parking parking are available. lot near the main beach.

Public amenities are provided and Yes Restrooms,showers,and other Beach Use Amenities easily identifiable by adequate signage amenities are close to the main at access points. entrance of the beach.

A policy is adopted on the use of No There is no overarching beach sign Signage beach signs. policy.

Beach Management Plan
The Public Facilities team does not currently have a comprehensive beach master plan.

Most of the beach's maintenance is cleaning and minor maintenance absorbed by the Streets and Facilities Divisions. Collecting an inventory of beach assets, signage, and other beach infrastructure is the first step in creating a master beach management document. Maintenance and cleaning schedules can then be created and prioritized based on the frequency of visitor input and aging infrastructure.

Some of the beach maintenance is contracted out. The table below shows some of the vendors used to support beach and parking maintenance. These contractors and the beach assets themselves were considered when developing staffing recommendations.

Vendor Work Type Contract Value
Achievement House Pismo Beach Litter Removal $164,509.20 Achievement House Shell Beach Litter Removal $35,100.00 SP Maintenance Parking Lot Sweeping $112,530.00 Once the master plan is developed,the defined levels of service can also be defined and the City can then prioritize work to be completed in-house versus work to be contracted.

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Public Facilities Recommendations:

4.5 Implement an asset management program for the assets maintained by the Public Facilities Division.

4.6 Implement a system for service request management or organize, track, and report on requests consistently and timely.

4.7 Using the guidance provided in Chapter 2,Public Works needs to develop SOPs and a comprehensive operations manual.

4.8 Develop a replacement schedule for all major facility components.

4.9 Implement technology (iWorQ or a new asset management software) to extensively organize, track, and record work orders related to facility • operations and maintenance.

4.10 Develop a fleet replacement plan.

4.11 Create a policy that covers vehicle operator inspections and track those • inspections.

4.12 Develop a formal training program and provide certification expectations for • maintenance workers.

4.13 Create a procedure for documenting work orders, work completed, etc. This should be done digitally to eliminate paper-based work tracking.

4.14 Develop a proactive plan to maintain and replace traffic signs and pavement • markings.
• 4.15 Develop a Parks Master Plan that incorporates resident's input, assets, maintenance plans, and future park development.

4.16 Develop a preventative maintenance schedule for playgrounds and other park • amenities.

4.17 Develop a comprehensive Beach Master or Management Plan that includes resident input,assets,maintenance schedules,and future beach development.

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5. Departmental and Management Organizational and Staffing Analysis
This chapter includes the analysis of the management and administrative staffing of the Public Works Department in its entirety. This chapter will provide an analysis of the organizational structure of the department,the executive and administrative staffing,and the leadership and management practices of the department.

The Public Works Department is managed by the Public Works Director/City Engineer, assisted by a Senior Management Analyst, Engineering Manager, Utilities Manager, and Public Facilities Manager.

The Department provides oversight of the Capital Improvement Program (CIP), private development, regulatory compliance review, water, wastewater, and stormwater utilities, and maintenance of city infrastructure, fleet, and facilities. It has 36 total positions, an approximate annual general fund operating budget of $20 million, and a CIP budget of $40-60 million.

5.1 Public Works Organizational Structure
In each section, we will discuss the current organizational structure of that section and any recommended alternatives to enhance or improve service delivery and increase the efficiency and effectiveness of the department. An appropriate organizational structure is important to;
• Provide efficient and effective service delivery;
• Maintain adequate spans of control to allow managers and supervisors to effectively supervise their employees;
• Foster accountability among management and supervisory staff; • Provide adequate communication and coordination and enhance shared knowledge and understanding
• Enhance career development opportunities,training, recruitment, and retention • Enable staff to provide quality service to the public in terms of cycle times, user- friendliness, performance management, quality control, and consistency The current organizational structure of Public Works is shown in the following chart.

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Existing Organizational Structure — Public Works
Public Works
Director/City
Engineer
Senior
Management
Analyst
Engineering Utilities Public Facilties
Manager Manager Manager
Senior Engineer Office Assistant A:Se:lcretary rative
(PT)
Capital Projects Water System Wastewater Parks Lead Streets/ Manager Lead Operator Lead Operator Worker Facilities Lead Fleet Mechanic Worker
Water System Reguolatory Maintenance Maintenance Operator Compliance Worker Worker
(3 FT) Coordinator Q FT,4 PT) (4 FT,1 PT)
Wastewater
Plant Operator
(2FT)
Wastewater
Plant Operator
OIT(2 FT)
In the current structure, the Public Works Director has four direct reports, including a Senior Management Analyst, an Engineering Manager, a Utilities Manager, and a Public Facilities Manager.

Several organizational changes are recommended for the Department to provide better- reporting structures, enhance clarity in roles and responsibilities, and develop clear succession planning. The following chart shows the proposed organizational structure:

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Public Works Final Report Pismo Beach,CA PW Proposed Organizational Structure
Public Works
Director
Engineering Maintenance&
Operations
City Engineer Management Analyst Asset/GIs Analyst (new FTE) (new FTE)
Senio:Analyst
gement Permit Technician Utilities Public Facilities (new FTE) Manager Manager
Construction Services Office Assistant Regulatory Capital Projects Coordinator Administrative Senior Engineer Manager Compliance
Secrets
g (new FTE) (PT to FT) Coordinator Secretary Plant Mechanic Facility and Fleet
new FTE Parks Supervisor Supervisor
( ) (new FTE)
Water System Wastewater Maintenance Worker Maintenance Worker Community Maintenance Worker Fleet Mechanic(2) Supervisor Supervisor (5) (4) Enhancement (Facilities)(2) 1 new FTE Lead Worker ( )
Promotion or change Part-time"floating"
9 Water System WWPIantOperator Maintenance Worker in Position Operator(3) (q) Maintenance Worker (2) (4)
New FTE
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A key issue identified during the analysis is a lack of direct leadership over the Maintenance and Operations staff. The Utilities Manager and Public Facilities Manager would benefit from additional oversight, mentorship, and more hands-on leadership.

Currently,the Public Works Director is physically separated from these managers, making it difficult to provide daily input and oversight into operations. The two manager positions are also overwhelmed, trying to split their time between managing staff, completing administrative tasks, and overseeing field operations.

The key changes in the proposed organizational structure include:
• The Director has direct oversight of Maintenance and Operations - In this scenario, the Maintenance & Operations Division is led by the Public Works Director. This requires the Director to relocate from City Hall to the Public Works Maintenance Facility and would change the focus of the Director position from Engineering to Maintenance and Operations, leaving the majority of the engineering-related functions and decisions to the City Engineer. • Reclassify the Water, Wastewater, Streets, and Parks Lead Workers to Supervisors. These should be working supervisor positions. This change will add leadership support and balance the span of control of the Utilities Manager and the Public Facilities Manager, giving them the capacity to work with the Director to develop and implement the asset management program.
• Add a Facility and Fleet Supervisor position to report to the Public Facilities Manager. Experience in facility maintenance and operations is required.

Experience in fleet is also preferred but not necessarily required. This position should be a working supervisor position.
• Add a Community Enhancement team to focus on cleanup and specialty projects in the Downtown and other areas as designated by the City Manager and Public Works Director.
• Reclassification of the Engineering Manager to the City Engineer. This would allow the current Engineering Manager to be given authority over all aspects of Engineering and allow the Director to have additional capacity to support operations.
• Add an Asset/GIS Analyst position. PW does not currently have staff with the required skills and knowledge to effectively implement and manage asset management/CMMS software. This position would primarily focus on the implementation and management of this technology and would lead the training and troubleshooting of the software with staff in the use of a new system. The Matrix Consulting Group
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position would work with managers and staff to standardize the planning, scheduling, and tracking of work activities and help create reports and mapping.

The requirements of the position should include solid technical skills, familiarity with modern CMMS programs, and a familiarity with and ability to use GIS at an intermediate level,as GIS is critical to modern asset management, and any system chosen should be fully integrated with the City's GIS system. Public Works oversees much of the public infrastructure within the City and is dealing with continuously changing data. It would benefit from having a dedicated position that understands both infrastructure and technology and can timely and efficiently update the data.
• Add a second Management Analyst position to focus on Maintenance and Operations. Currently,there is minimal administrative support and no position with the required skills and experience to assist with purchasing, contracting, and budgeting. This position would be located at the maintenance facility. This position would heavily support facilities and fleet in the development of replacement planning and support of the acquisition and disposal of fleet assets. • Add a Permit Technician position to lead customer service at City Hall and to provide permitting and other administrative support to Engineering. This position would assume responsibility for the Engineering permitting and would also cross train to be able to support the building permit technician. This position could also provide administrative support in the preparation of documentation for City Council meetings and assist engineering with agreements and contracts. This would also allow for the Senior Management Analyst to re-focus priority on budget items, contracts, and grants and provide other financial support and management for the Department.

Additional information regarding the changes illustrated in the Org Chart is provided in the sections of the report.

Departmental Management and Organizational Structure Recommendations:

5.1 Move the physical office location of the Public Works Director to the maintenance facility to provide daily leadership and oversight of Maintenance &Operations.

5.2 Reclassify the Water, Wastewater, Streets, and Parks Lead Workers to Supervisors.

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5.3 Add a Facility and Fleet Supervisor.

5.3 Reclassify the Engineering Manager to the City Engineer.

5.4 Add a Community Enhancement team to focus on the cleanup and specialty projects in the Downtown area.

5.5 Add an Asset / GIS Analyst and a Management Analyst position for Maintenance&Operations,and an Administrative Support position at City Hall.

5.6 Add a second Management Analyst position to focus on Maintenance & • Operations.

5.7 Add a Permit Technician to lead customer service in the City and assume i
• responsibility for engineering permits.

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6. Engineering Organizational and Staffing Analysis This chapter focuses on the organizational structure and staffing analysis of the Engineering Division.

The Engineering Division's primary responsibilities are the design, construction, and management of capital improvement projects and the review and inspection of private development projects.

This section will consider the staffing and workload of CIP, development, and construction.

CIP Workload
Engineering is working on 41 total CIP projects in various stages of planning,design,and construction. The table below is a snapshot of the Fiscal Years 2024 and 2025 projects from the City's 10-year Adopted CIP
Description of Funding
Category Project Description Improvement Source Amount Requested By FISCAL YEAR 2024
Drainage Drainage Study Update the 2005 Master General Fund $75,000 Public Works Drainage Plan for Heights
and Downtown, create a
Shell Beach Drainage
Master Plan, study existing
drainage on Price Canyon
Parks Chumash &Replace play structures General Fund $1,720,000 City Council Parks Palisades Park Park Development $80,000 City Council Improvements Fund
Parks Parks James Way Beautification General Fund $2,500,000 City Council Beautification
Parks Palisades Sports Courts Restroom/Parking General Fund $1,000,000 City Council Restroom/Parking
Parks Spyglass Dog Park Construct a dog park within General Fund $75,000 City Council the current grassy area
Beach Pier Structural Access Perform a structural General Fund $200,000 Public Works access Analysis Report Update analysis of the Pier Public City Hall Exterior Paint the exterior of City General Fund $125,000 Public Works Facilities Repair Hall,including repair of any
damaged wood, replace
screens,etc.

Public Police/Parking Police Parking Annex Parking Enterprise $760,000 City Council Facilities Substation Fund
General Fund $290,000 City Council
Public Public Safety Facility Design and Construct a General Fund $6,435,000 City Council Facilities new Public Safety Facility Parking Enterprise $4,000,000 City Council for Police and Fire buildings Fund
Bond proceeds $41,265,000 City Council
Development Impact $300,000 City Council
Fees
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Description of Funding
Category Project Description Improvement Source Amount Requested By estrooms Addie St Restroom Install larger Lodging Business 7797=— Improvements restroom in the Addie Improvement District Advisory Board Street Parking Lot Fund
Streets and FY 2025 Paving Project Design — yr. 2 of the Half-Cent Sales Tax $300,000 City Council Trans. Pavement Management Fund
Program
Streets and Cypress and Dolliver Inspection of bridges General Fund $75,000 Public Works Trans. Bridge Inspection
Technology Body Camera Body Camera Replacement General Fund $42,710 Police Replacement
Technology Finance Records GL Finance Records Retention General Fund $30,000 Administrative Payroll Compliance for General Services
Ledger and Payroll
Technology IT Room Improvements City Hall IT Room Technology Services $40,000 Administrative improvements Fund Services
Technology Public Safety Cameras New / replacement General Fund $75,000 Police cameras, storage of the
video
Utilities Charles Street Reservoir Roof Replacement Water Enterprise $1,210,000 Public Works Fund
FISCAL YEAR 2025
Drainage El Portal Outfall El Portal Outfall Half-Cent Sales Tax $60,000 Public Works Fund
Parks Hinds/Ocean View Ped Hinds/Ocean View General Fund $100,000 City Council Path Pedestrian Path
Parks South Palisades Purchase and install General Fund $90,000 City Council Workout/Trail workout equipment at Park Development $100,000 City Council South Palisades Park Fund
Beach Downtown Boardwalk Downtown Boardwalk Lodging Business $125,000 City Council Access Extension Study Extension Feasibility Study Improvement District between Main St. and Fund
Wadsworth
Streets and Corp Yard Slurry Seal Slurry seal paved areas at General Fund $50,000 Public Works Trans. the Corp Yard Water Enterprise $50,000 Public Works Fund
Wastewater $150,000 Public Works
Enterprise Fund
Streets and Dolliver/Pomeroy Ped Dolliver/Pomeroy Ped Half-Cent Sales Tax $50,000 City Council Trans. Scramble Scramble Fund
Streets and FY 2025 Paving Project Year 2 of the Pavement Half-Cent Sales Tax $2,000,000 City Council Trans. Management Fund
Program-Construction
Streets and Signalize Bello / Price Signalizing the Bello/Price Half-Cent Sales Tax $100,000 City Council Trans. Canyon RD Canyon intersection Fund
Gas Tax Fund $150,000 City Council
Circulation Fee Fund $150,000 City Council
Technology Financial Management Electronic travel forms and Technology Services $25,000 Administrative System reimbursement process Fund Services Technology Public Safety Cameras New/replacement General Fund $75,000 Police cameras, storage of the
video
Utilities Addie Street Force Main Install a valve in the 16"Wastewater $200,000 Public Works force main at Addie St Enterprise Fund
Utilities New Production Well Construct new drinking Water Enterprise $2,000,000 Public Works water production well to Fund
replace Well 23
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Development and Permit Workload
In addition to the capital project work Engineering staff are involved in private development. The table below represents the amount and type of permits issued by Engineering over the last three years.
2024
Permit Type 2022 2023 (Thru April)
Encroachment 61 109 39
Engineering 4 9 0
Transportation 28 12 5
Total 93 130 44
Engineering staff also reviews Planning permits and Building permits. The table below represents the amount and type of reviews completed by Engineering over the last three years.
2024
Type 2022 2023 (Thru April)
Planning Permit
Review 113 52 18
Building Permit
Review 132 130 74
Total 245 182 92
Engineering staff also performs field inspections on both Engineering and Building permit projects. The table below represents the amount and type of inspections completed by Engineering over the last three years.
2024
Type _ 2022 2023 (Thru April)
Engineering Permit
Inspection 21 57 24
Building Permit
Inspection 180 179 55
Total 201 236 79
Some of this workload is currently outsourced to Eikhof Design Group. In 2022,105(43%) of planning and building reviews were outsourced, and in 2023, 98 (54%) were outsourced.

Staffing and Organization
Going forward, Engineering should implement tools to schedule and track project workload, as discussed in the operational analysis. Staff currently use a Gantt chart to Matrix Consulting Group 49
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track project stages. This is useful but needs to be expanded to include actual vs. estimated deliverable dates, costs, and staff time. Staff time spent on each project stage should also be tracked to be able to more accurately predict staffing needs and the true costs of projects.

The design of capital projects is completed primarily by consulting engineers with project management and oversight by staff. This model should continue, as it allows for the City to easily adjust to changes in the CIP without having to continually adjust staffing levels.

The Engineering Manager primarily manages the construction workload. Although much of the inspection workload is outsourced, the Engineering Manager still has a considerable workload to oversee for construction administration and inspection of the CIP, as well as inspections of private and permitted construction within the right-of-way. • It is recommended a Construction Services Coordinator position be added to assist the Engineering Manager with the oversight of construction and inspection related work activities. This position would be able to oversee and provide guidance of contracted construction administration and inspection services and would work with the Senior Management Analyst and recommended Permit Technician to track development submittals and inspections and to complete construction-related work such as pay requests and change orders. As capacity allows,this position would also have the ability to complete field inspections. This would allow the Engineering Manager to focus on the prioritization and delivery of the CIP.

The City has recently reclassified a position to add a Capital Project Manager to the team.

This position oversees capital improvement projects, including planning, scheduling, design, and construction, and also assists in the development and application of project delivery policies. This is a critical position to be able to effectively deliver the CIP and no change is recommended.

The City also has a Senior Engineer position with a variety of duties, including managing CIP projects and overseeing funding,permitting,and construction activities.This position is also involved in ensuring compliance with city and regulatory standards. This position is also necessary and it is recommended this position be the lead development engineer, with responsibility for coordination and oversight with engineering consultants and other personnel involved in plan review, permitting, and field inspection of private development and work in the right-of-way.

Recruitment has increasingly become a challenge for Public Works, especially Engineering. Many agencies are transitioning to hybrid work environments for professional and office staff to allow for flexible work schedules and reduce commuting.

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It is recommended the City consider options to allow Engineering and other professional and administrative staff located at City Hall the option to work remotely several days a week. One effective option we've observed is a 2-3 alternating schedule,where staff work in the office two days one week and three days the next,on a rotating basis.This approach ensures consistent in-office coverage every day. Any hybrid work should be planned and scheduled to ensure team members overlap several days a week to allow for team coordination and collaboration.

Engineering Organization and Staffing Recommendations:

6.1 Add a Construction Services Coordinator to assist the Engineering Manager with the oversight of construction administration and inspection and other related construction activities.
• 6.2 Consider options to allow Engineering and other professional and i
• administrative staff located at City Hall the option to work a hybrid schedule.

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7. Utilities Organizational and Staffing Analysis
The Utilities Division includes water and wastewater operations and maintenance.

The Water Operations division is responsible for ensuring that a safe, drinkable supply of water is provided to Pismo Beach. This responsibility is accomplished through ongoing inspection, repair and maintenance of the City's wells, reservoirs, booster stations, and water distribution system components. Tasks also include educating water customers on water quality, cost, conservation issues and preparing an annual Consumer Confidence Report.

The Wastewater Operations Division is responsible for ensuring that the City's treatment and collection system operations meet all city, state, and federal laws and requirements.

This responsibility is accomplished by operation and maintenance of the City's wastewater treatment plant and the wastewater collection facilities including lift stations and pipelines.The division also maintains the City's storm drain system and oversees the FOG (fats/oils/grease) program.

7.1 Utilities Workload
The following table represents total known assets being maintained by the Division. Note that some of these are estimates as not all assets have been inventoried.

Asset Quantity
Utilities
Sewer Main (miles) 53.5
Sewer Connections (each) 4,738
Lift Stations (each) 12
Treatment Plant(each) 1
Water Main (miles) 58
Water Connections (each) 5,032
Water Reservoirs (each) 9
Booster Stations (each) 6
Wells (each) 2
Storm Drain (miles) 18
Storm Drain Inlets/Basins (each) 400
Fire Hydrants (each) 541
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Utilities Work Order Data
With the lack of modern asset management software, capturing workload information is difficult. Staff are tracking workload using various methods, including iWorQ, spreadsheets, and emails. Work activities are also not being recorded.

Water does have a workload that is scheduled according to the following:

Water Daily Water Weekly
Daily rereads. Booster station checks
USAs Tank checks
Wells/Bello checks Distribution sampling
SCADA checks Door hangers(various)
Customer service calls Contractor aid/inspection(various) Water Monthly Water Annual
Monthly report Annual report(various)
Billing rereads CCR
Drought conservation report Well sampling.

Well sampling Tank maintenance corrosion control
Pump maintenance Valve turning
Facility maintenance/cleanup PRV maintenance/inspections(twice a yr.) Underground work Dead end flushing(twice yr)
Meter replacement
The wastewater workload is scheduled according to the following:

Wastewater Daily Wastewater Weekly Standby rotation(weekly) Rounds and reads Clean clarifiers Start the plant early.

Carry the standby phone to
Set up and run belt press Derag pumps and bar screen respond to emergency calls Maintenance of pumps and Rounds and reads on the
motors Inspect and run all Lift stations weekend.

USA mark outs for construction FOG inspections as needed Set up waste hours.

Clean probes for chemical
Lab samples and analysis injection Do lab work.

General cleanup and
Maintenance Vehicle Inspections If busy,run the belt press(4-6hrs) Clean sewer lines Bi-weekly Bisulfite order Start the plant early.

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Wastewater Monthly Wastewater Annual
Spill report and monthly state report Clean contact chambers(twice annually) Grease all pumps and motors Clean outfall
Check all generators city wide Storm drains cleaning and inspection CL2, ferrous chloride, polymer, bisulfite Inspect airvacs,maintenance,rebuilds(15) order
Lab samples Trash survey(semiannual)
General cleanup and Maintenance State lab reporting(annual and semi-annual) Clean sewer lines APCD report
Drager test JPIA trainings
Derag pumps and check valves, greaseFall protection inspections motors
Panel maintenance and alarm testing Lift station wet well get cleaned Vactor maintenance Rebuild pumps and motors as needed Monthly CIWQS report Oil changes on pump motor bi-annually Monthly vehicle inspection Flair maintenance
The work activities of these teams' vast but limited workloads are tracked in iWorQ. The total number of work orders in the system from July 2023 — April 2024 for Water was 7 corrective, 5 routine, 1 preventative,2 request for service, and 5 untitled. Wastewater had 1 corrective, 18 routine, 1 preventative, 2 requests for service, and 1 untitled in the same timeframe. The information being tracked does not give us an indication of how much time these activities require on a monthly or annual basis. As discussed in the asset management section of the report, Public Works needs to begin scheduling and tracking these work activities within an asset management software.

7.2 Utilities Staffing
To determine the optimal staffing needed for Utilities, it is important to recognize the importance of a robust preventive maintenance program that supplements the inevitable need for responsiveness to emergency repairs.The current program is primarily centered on this reactive response, and neither program has developed a formalized preventive maintenance approach. Some preventive maintenance tasks are being accomplished,as shown in the tables above.

Wastewater and Stormwater Staffing
Public Works does not have a preventive maintenance program in place and does not have established levels of service. In order to determine the required staffing levels, the project team utilized an industry guideline of 15 to 20 linear miles of main per field worker.

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Required FTEs
Asset Type Miles 15 LM/FTE 20 LM/FTE
Sewer Main 53.5 3.5 2.7
Using this ratio, 2.7-3.5 staff should be dedicated to wastewater collection to adequately maintain the system.

The following table provides an estimate of the labor hours, and FTE required to provide the primary preventive maintenance activities for the storm sewer systems.

Production Annual Hours to Crew FTE
Activity Number Cycle Rate Number Conduct Size Required Cleaning(Storm) 18 3 years 115 ft/hr. 6.0 miles 276 2 0.37 Cleaning(Storm) 18 5 years 115 ft/hr. 3.6 miles 165 2 0.25 Cleaning (Catch
Basins/MHs) 400 1 years 0.5 ea./hr. 400 each 200 2 0.27 The calculations in the table show that 0.5-1 FTE is required to complete the proactive/preventive tasks for storm sewers. It is noted that it was assumed there is an average of 1,500 available labor hours for each FTE in a single year. Note the staffing table does not include storm sewer repair or unplanned work activities. Given a typical blend of preventive and corrective maintenance tasks, about 50% of all labor hours should be expended in each category of maintenance, resulting in a total of 1-2 FTE required to adequately maintain the storm sewer system.

The plant operation requires 1 FTE to be assigned to the plant daily to complete daily tasks and monitor the plant operation.This could be filled by a Plant Mechanic(or similar title) type of role that can proactively inspect, repair, and order parts/materials that other employees are identifying are needed.

Totaling these calculations results in the need for 5.2 — 7.5 FTEs dedicated to wastewater and stormwater.

There are currently 6 FTEs on this team, including the Lead Operator and a Regulatory Compliance Coordinator,who are only minimally involved in maintenance and operations. • It is recommended an additional FTE be added to this team to manage the workload. Interviews with staff and leadership indicated the highest priority need is for a Plant Mechanic.This position would focus on the day-to-day maintenance including basic plant maintenance and also generators and lift stations. This routine maintenance is critical to extending the life cycle of the assets. This Matrix Consulting Group 55
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position should report to the maintenances Utilities Manager to be able to provide support to the water and wastewater teams.

Water Staffinn
Work activities related to the water system combine reactive and proactive maintenance and operations tasks, as shown in the table of Water tasks provided earlier in the chapter.

Similar to Wastewater,the work activities are not currently tracked in iWorQ, and minimal service levels are established and tracked. In light of this data, the project team utilized industry standards to evaluate staffing levels and make staffing recommendations.

During normal operations, Water staff are generally assigned as follows:
• 1 FTE assigned to customer service requests and utility marking • 2 FTEs were assigned to work production and maintenance to inspect items, including wells and boosters, and to check on any contractor work, such as new service connections.
• The lead assists where needed and is responsible for testing and reporting. • Water main breaks generally require all hands on deck. • Meter reading is outsourced. Meter re-reads are completed by in-house staff.

Public Works does some preventive maintenance (PM) but does not have a formalized, documented PM program in place and does not have established levels of service for the water system. In order to determine the required staffing levels,the project team utilized an industry guideline of 15 to 20 linear miles of distribution main per field worker to maintain the distribution system. In order to perform a deeper analysis of the necessary number of employees to properly provide PM, the classification of a water system may be used to measure workload. For example, a D3 water system of 58 miles of main over two or three pressure zones is easier to manage than a system of seven zones,reservoirs, closed systems, and subzones and would warrant fewer employees for PM.

Required FTEs
Asset Type Miles 15 LM/FTE 20 LM/FTE
Water Main 58 3.9 2.9
Using this ratio, 2.9-3.9 staff should be dedicated to the maintenance and operation of the water distribution system, including connections, hydrants, valves, and other infrastructure ancillary to the water main.

In addition to the distribution system, this team is responsible for the maintenance and operation of:

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Asset Quantity
Water Reservoirs 9
Booster Stations 6
Wells 2
No maintenance or productivity reporting is currently available, making it difficult to quantify the staffing needed to maintain this infrastructure. It is assumed that this work, combined with the miscellaneous work of utility marking, meter reads, etc., is the equivalent of 1 FTE.

This results in 4-5 FTEs required to maintain the system. Including the Water System Lead Operator, there are currently 4 FTEs assigned to Water. No additional staffing is recommended at this time. However, it is recommended the Lead Operator have additional administrative support. This can be accomplished by transitioning the Office Assistant to full-time and either sharing the Regulatory Compliance Coordinator with Wastewater or outsourcing some of the regulatory reporting allowing the Lead Operator to spend more time in the field and in the development of a documented preventive maintenance program.

It is also recommended that water and wastewater operators be cross-trained to be able to assist either team during emergencies or periods of high workload on either team.

Utilities Organizational Structure
The Utilities Division is led by the Utilities Manager. With the additional recommended Wastewater Operator and a change from part-time to full-time administrative support, there are a total of 13 FTEs in Utilities, including the Manager. Teams are arranged by program area, and no changes to the teaming structure are recommended.

The Manager's span of control is at the high end, having oversight of 12 staff. As discussed earlier in the report it is recommended the Lead Operator positions be changed to Supervisors. This will not only balance the span of control but will also provide additional leadership opportunities and promote succession planning for the Manager position. Currently, if a vacancy in the Manager position occurs,the best option to fill this from within is the Lead Worker,which currently has no formal supervisor responsibilities.

The Supervisors should be "working supervisors;' but it is likely up to 50% of the position will be employee oversight, work planning and scheduling, field review of work, etc., as opposed to full-time fieldwork.

For non-leadership positions,the structure allows for adequate progression and room for employees to be promoted. The job descriptions are thorough and clearly communicate the qualifications needed to be promoted through the job series.The job descriptions also Matrix Consulting Group 57
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clearly communicate the licenses and certifications required for each position, which is critical in utilities operations.

As discussed earlier in the report,it is stressed that promotion from Operator I to Operator II should be based on experience and qualifications and should not require an "open seat" to promote. This will require budgeting of all positions at the Operator II classification to have the funds available to make these promotions as staff reach the milestones.

The current administrative support to the Utilities Division is a part-time Office Assistant.

It is recommended this position be a full-time position to provide full coverage on customer service and support the administrative functions of the Utilities Manager.

No additional changes are recommended to the overall structure or teams of the Section.

Utilities Organization and Staffing Recommendations:

7.1 Add a Plant Mechanic position to add capacity for the storm and sanitary i
• workload.
• 7.2 Change the Office Assistant from part-time to full-time.

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8. Public Facilities Staffing and Workload
The Public Facilities Section oversees streets,government buildings,parks,and fleet.The division is responsible for inspecting,repairing,and maintaining the City's streets,parking lots, sidewalks, and beaches, as well as public buildings and maintaining all City-owned parks, rights-of-way, medians, playground equipment, irrigation, and other landscaped areas for public use. The Division also includes the oversight of a trash crew 7 days a week, 12 hours a day.

8.1 Public Facilities Workload
Pismo Beach has seen steady population numbers over the past several decades. The information below is data from the U.S. Census Bureau.

Census Population
1990 7,669
2000 8,551
2010 7,655
2020 8,072
While the population has remained steady, Pismo Beach is a popular tourist attraction. It must have the infrastructure and staff necessary to support these population fluctuations.

The following table represents the total known assets maintained by Public Facilities.

Note that some of these are estimates, not inventoried assets.

Asset Quantity
Streets
Center-line 38.2 Miles
Public ROW
Parking Lots 9
Parking Lot SgFt 174,500
Streetlights 133
Traffic
Traffic Signals 3
Fleet
Vehicles/Trailers 109
Facilities
Buildings 14
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Asset Quantity
Parks
Total # 14
Community Centers 2
Acreage 68 (*40 active)
Public Restrooms 12
The following table represents the number of vehicle and trailer assets owned by the City, the department/division vehicles are assigned to, and the average age in years.

Vehicle Assets
Department/Division Count Average Age
Administration 1 1.0
Fire Department 20 13.6
MVR 1 22.0
Parking 1 0.0
Parks 7 19.1
Police Department 32 7.2
Pool 1 39.0
Public Works 22 10.5
Streets 5 21.4
Wastewater 4 9.5
Water 3 15.0
Unassigned 12 11.6
Total 109 11.5
Some of the work requests and work activities of Streets is iWorQ. The table below summarizes the average monthly work orders in the system from July 2023 - April 2024. 2023 and 2024 iWorQ Summary
Preventative Corrective Request for Service Routine Streets 2.3 24.6 19.3 4.9
As can be seen from the table, Streets is currently the only group using iWorQ. The total number of work orders in the system for Parks during this time period was Parks - 1 Corrective, 1 Routine, 1 Untitled.

A critical piece of missing data is the amount of staff time spent on events. The City has numerous large scale events annually that take a considerable amount of staff time.The Department needs to begin tracking this time per event to be able to report on the staffing Matrix Consulting Group 60
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requirements of these events. This work also takes staff away from routine maintenance activities, and therefor,this time needs to be considered in any productivity calculations or scheduling of preventive maintenance activities. Time, materials, and equipment used for events should be captured, per event, and also categorized by small/medium/large events. This will allow the Department to capture workload, identify opportunities to recoup some of these costs, and also plan for staff time dedicated to events annually.

8.2 Public Facilities Staffing
As mentioned previously, the lack of modern asset management software makes capturing workload information difficult.

The majority of the work recorded in iWorkQ is request-based reactive maintenance.

There are some informal preventative maintenance (PM) schedules in Public Facilities but they are often interrupted with reactive work, and there is no reporting on the PM tasks. Some of this work is tracked in iWorkQ, but not specifically as preventive maintenance.

Street and ROW Maintenance Staffing
Public Works does not have a preventive maintenance program or established levels of service in place for street and ROW maintenance. Without this information, the project team took a quantitative and qualitative approach to estimating required staffing levels.

In making initial assessments of the adequacy of staffing for the maintenance of streets, a benchmark used from the project team's typical experience is that each dedicated field worker is responsible for an average of between 15 and 20 centerline miles of paved surface. In Pismo Beach,this equates to:

Centerline #staff at 15 #staff at 20
Activity miles (Est.) miles/FTE miles/FTE
Street Maintenance 38.2 2.5 1.9
By this benchmark, 2-3 staff would be dedicated to street maintenance, including staff required for general street maintenance. This team is also responsible for parking lots, sidewalks, and beaches and is often called upon to assist with various tasks related to events.
• It is estimated an additional 1-2 FTEs are needed to support this workload. • Staff should be separating out beach maintenance activities. Using the guidance provided in the BMPs to establish service levels, staffing needs can then be determined to support the work activities. Currently beach maintenance consists Matrix Consulting Group 61
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primarily of trash pickup and also some recreational support, such as the setup and takedown of volleyball nets.

An issue discussed in interviews is the city's lack of capacity to properly maintain sidewalks, and the City has received multiple complaints and claims regarding their condition.

It is recommended the City implement a sidewalk inspection program and divide the City into zones to identify needed issues and repairs. Small sidewalk issues often require just grinding, while more substantial issues can require full replacement of a segment(s) of sidewalk. This concrete replacement generally requires a crew of two or three — two if using a contractor to bring in the concrete,three if staff are mixing and pouring their own concrete. This crew could also be used to repair curb and gutter and curb ramps. • It is recommended a crew of 2-3 be dedicated to concrete repair work activities.

This results in 5-8 FTEs being required to manage the workload of Street and ROW Maintenance.

Facility Maintenance
This team is also responsible for facility maintenance. The number of positions required for a facilities maintenance operation to operate effectively is primarily driven by the size and composition of the buildings it serves. Because most municipal facilities maintenance operations service a wide variety of types of buildings, it is necessary to establish a relative measure that allows for the evaluation and comparison of staffing needs and costs.

A process known as Facility Equivalent Unit (FEU) calculation is used to equate the level of effort required to maintain dissimilar types of buildings to a basic office space, which is given a baseline FEU of 1.0. Work with other facilities organizations has shown that a FEU of 1.0 is equal to 36,000 to 50,000 square feet of managed space per FTE,depending upon a number of factors unique to each organization. For the purposes of our evaluation, we use a qualified variable of 40,000 square feet per technician. All other types of facilities are allocated a FEU value based on their relationship to an office building. For example, a recreation center is assigned a FEU of 1.5. This means that a building of this type, on average, requires about 1.5 times the annual maintenance required of an office building, meaning that structure accounts for roughly 20,000 additional needed SF of maintenance accounted for in a year. Warehouse buildings are assigned an FEU of 0.75, as a building of this type generally requires less maintenance than a typical office building.

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The City does not currently have a formal inventory of facilities. Staff estimate the square footage of buildings to be maintained at 79,400 SF. The City will also have a new facility anticipated within the next year that will add another 30,000 SF. Without the inventory, all buildings will be estimated to have a baseline FEU of 1.0.

The next step in our analysis is to determine the number of FTEs required based on this total FEU-based square footage. The baseline is 40,000 square feet per technician FTE.

With 79,400 SF, the annual maintenance and repair workload is calculated to be 2.0 Baseline FTEs. The addition of the 30,000 SF would equate to an additional 0.75 FTE bringing the total to 2.75 FTE.

Not all of this workload will be necessarily handled in-house; it is recommended the City focus on general maintenance items and have on-call contracts for some of the preventive maintenance and specialty work, such as work requiring an electrician.

Without a CMMS system to adequately track work activities, it is not possible to determine staff productivity or to calculate the percentage of work being outsourced.

The City does not currently have staff dedicated to facility maintenance. Some combination of staffing, overtime, and outsourcing is needed to reach the required 2.75 FTE. We recommend dedicating 2 FTEs to Facilities Maintenance and outsourcing the remaining workload to reach the required 2.75 FTEs.

Parks Maintenance
Parks is responsible for the maintenance of parks and landscaping within the City. There is currently no formal preventative maintenance program in place, however there is an informal schedule in place. On Mondays and Fridays, staff trim trees and do miscellaneous project work, and on Fridays,they do park checks. Mowing is also done on a set schedule.

Currently, custodial service in the parks is outsourced, as well as some of the large tree trimming.

It is estimated roughly 40 acres of parkland are actively maintained. The remaining is a native and/or unmaintained area. Based on staffing data from the National Park and Recreation Association (NPRA),the median FTE count for staff dedicated to operations and maintenance of parks in communities under 10,000 is population is 4 FTEs The Department currently has 9 FTEs dedicated to parks and landscaping, including the Lead Worker.

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Fleet
The number of technicians and related positions required for a maintenance operation to operate effectively is primarily driven by the size and composition of the fleet it serves.

Because the City's fleet consists of a wide variety of vehicles and equipment, it is necessary to establish a relative measure that allows for the evaluation and comparison of staffing needs and costs.

A process known as Vehicle Equivalent Unit(VEU) analysis is used to equate the level of effort required to maintain dissimilar types of vehicles to a passenger car,which is given a baseline VEU of 1.0. Work with other fleet organizations has shown that a VEU of 1.0 is equal to between 10 and 15 annual maintenance labor hours,depending upon a number of factors unique to each organization. All other types of vehicles are allocated a VEU value based on their relationship to a passenger car. For example, a half-ton pickup truck is assigned a VEU of 1.5. This means that a truck of this type,on average, requires about

1.5 times the annual maintenance hours of a passenger car or between 15 and 22.5 hours per year. For this project, a VEU was assigned for each classification of vehicle or equipment.The 110 vehicles,trailers and pieces of equipment in the fleet equate to 263.5 VEUs.

The next step in the staffing analysis is to determine the number of labor hours required to maintain one VEU. The baseline is 10 hours per year, but adverse or challenging conditions can increase this, while unusually good conditions can drive labor demand down. For Pismo Beach, the labor factor required to properly maintain the fleet is calculated at 13 hours per VEU. Our calculation is shown in the following table:
10 Baseline hours per VEU
1 Fleet age Average age is 11.5,well above industry best practice. 0 Utilization levels Utilization is within accepted parameters. 1 Shop size The shop has a single technician which is highly inefficient. 0 Facility,tools and parts Adequate
1 Systems integration There is no integrated fleet maintenance system 13 Total Hours per VEU
With 13 labor hours per VEU expected, the annual maintenance and repair workload is calculated to be 3,425.5 hours (263.5 VEUs x 13 hours/VEU).

There are potentially 2,080 work hours per year (52 weeks x 40 hours per week), but only 70%or 1,456 labor hours per year are available to perform actual maintenance work. The remaining payroll hours are lost to vacation, sick time, holidays and indirect time such as training and meetings.

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When the 3,425.5 technician hours required to maintain the fleet are divided by the 1,456 annual labor hours available per technician,the result is a need for 2.4 technician FTEs.

Municipal shops typically outsource work such as engines, bodywork, or repairs needing specialized training or equipment. Typically, this equates to 15%, or 514 hours. This reduces technician requirements from 2.4 to 2 FTE.

We recommend dedicating 2 FTEs to Fleet Maintenance and outsourcing the remaining workload to reach the required 2.4 FTEs.

Community Response Team
The residents and elected officials of Pismo Beach have high expectations for the appearance of the community,which is understandable given the location of the City and the amount of tourism and weekend/event visitors it draws. To meet these expectations, there is a need for a dedicated and formalized team to care for the downtown area and be responsive to City leadership's requests. Without a dedicated team,it is difficult to plan and prioritize work as staff get called upon to complete these tasks.

The"Sanitation Team"was mentioned numerous times during interviews yet is not on any organizational chart. It is understood that three Maintenance Workers from Streets / Parks are mostly working as a separate team, primarily taking Council and resident requests and keeping the downtown and other areas of the City clean.

We recommend formalizing this"Sanitation Team"into a Community Enhancement team led by a Lead Worker (this could be the Maintenance Worker II who is currently leading the "Sanitation Team") who reports to the Streets Lead. We also recommend dedicating two Maintenance Worker 1/11 employees to this team.

The Community Enhancement team will still act as the Downtown Cleaning team but will also take on the reactive work that is called in by the Council / City Management. The Streets Team will work on more proactive maintenance,still assisting with work requests that can be prioritized and scheduled. This will allow each section to have staff to work on specific tasks and areas.

Staffing Summary
Fully staffed, Public Facilities is currently 14 full-time and 5 part-time staff plus an Administrative Secretary,and the Public Facilities Manager. Assuming 1 part-time worker = 0.5 FTE,the current FTE count in Public Facilities is 18.5 FTEs (including the Manager and Administrative Secretary.

Streets, including beach maintenance, parking lots, and sidewalks, require 5-8 FTEs.

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• We recommend this team be staffed with 5 Maintenance Workers plus a Supervisor.
• Transition the sanitation or "Community Enhancement" work to Parks. This team should focus on street work and pavement / sidewalk repairs.

Facilities maintenance requires 2.75 FTEs We recommend dedicating 2 FTEs to Facilities Maintenance and outsourcing the remaining workload to reach the required 2.75 FTEs. .

Fleet maintenance requires 2.4 FTEs. We recommend dedicating 2 FTEs to Fleet Maintenance and outsourcing the remaining workload to reach the required 2.4 FTEs. • A Fleet Mechanic Position should be added to support the fleet workload and assist with fleet electrification.
• A Fleet and Facility Supervisor is recommended to oversee the fleet and facility programs.

Park maintenance requires at least 4 FTEs dedicated to the operation and maintenance of parks, plus a Supervisor.
• It is recommended all tree work be outsourced to a landscape company with a certified arborist.
• It is recommended that a Community Enhancement team be created, requiring 3 FTEs (1 Lead Worker, 2 Maintenance Workers). This team could flex to assist in other Parks' workloads and support the Streets team as needed for event support and pavement repair projects.
• The part-time staff can support all areas as needed. They have been shown under the Parks Supervisor.

The total staffing needed for Public Facilities is 21 FTE's (including the Manager and Administrative Secretary). This required adding 2.5 FTE's dedicated to Public Facilities.

The recommended staffing additions include:
• A Facility and Fleet Supervisor
• A Fleet Mechanic
• Reclassification of 1 of the part-time Maintenance Worker positions to a full-time position.

It is noted that once the asset management program is established and the work activities are being planned, scheduled, and tracked, the staffing needs should be re- evaluated.

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Public Facilities Organizational Structure
The Public Facilities Division is led by a Manager. The current span of control for the Manager is high. As discussed earlier in the report, it is recommended the Streets and Parks Lead Workers be changed to Supervisor positions to balance the span of control and provide leadership support to the Manager. It is also recommended a Facilities and Fleet Supervisor be added to oversee staff dedicated to the fleet and facilities.

The change to supervisors will not only balance the span of control but will also provide additional leadership opportunities and promote succession planning for the Manager position. Currently, if a vacancy in the Manager position occurs,the best option to fill this from within is the Lead Worker, which currently as no formal supervisor responsibilities.

These should be "working supervisor" positions, but it is likely up to 50% of the position will be employee oversight, work planning and scheduling, field review of work, etc., as opposed to full-time fieldwork.

This structure would better balance span of control, arrange teams by function/program area, and allow for adequate progression and room for employees to promote. It is recommended that in addition to the functions listed in the job description,the City also implement field requirements, such as logging a minimum number of hours on specified pieces of equipment,and an ability to perform a supervised field test, in order to promote from a Maintenance Worker I to a Maintenance Worker II. It is stressed that promotion from MWI to MWII should be based on experience and qualifications and should not require an `open seat" to promote. This will require budgeting of all positions at the MW II classification to have the funds available to make these promotions as staff reach the milestones.

Public Facilities Organization and Staffing Recommendations:

8.1 Track time,equipment,and materials spent on events and beach maintenance to determine the staffing and resource needs of these activities.

8.2 Add a Fleet Mechanic position to manage the fleet workload and assist in fleet • electrification.

8.3 Reclassify 1 part-time Maintenance Worker to a full-time position.

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APPENDIX A: Current State Assessment
This current state assessment outlines the organization,structure,staffing,and workload of the Public Works Department for the City of Pismo Beach. The information contained in the current state assessment has been developed through a series of interviews conducted at all levels of the Department, including managers, supervisors,and line-level staff. In addition to the interviews,the project team worked with the City and Department to collect data related to budgets, staffing, workload, reporting, policies and procedures, and asset information.

The primary objective of the current state assessment is to document the current approaches utilized in providing services.The current state assessment is a starting point that will then allow the project team to compare recommendations developed for the final report to the current state and demonstrate the impact of the proposed changes.

Consequently, no analysis or findings are contained in this document. Instead,this interim document focuses on outlining the following items:
• The organizational structure of the various operations within the project scope. • The roles, responsibilities, and service delivery approaches for each functional discipline.
• The organizational composition and allocation of staff by position classification. • Presentation of historic workload levels currently being tracked by the Department.

This assessment will provide a foundation for subsequent analysis by ensuring the accuracy of our assumptions and enabling us to confirm our understanding of the roles and responsibilities of individuals involved in their respective positions within the organization.

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2. Department Overview
The Public Works Department is managed by the Director of Public Works/City Engineer, assisted by a Senior Management Analyst, an Engineering Manager, a Utilities Manager, and a Public Facilities Manager. The Department provides oversight of the Capital Improvement Program (CIP), private development, regulatory compliance review, and water,wastewater, and stormwater utilities,as well as maintenance of city infrastructure, fleet, and facilities.

The department is organized into three primary Divisions, each reporting to a Manager:

1. Engineering — This Division oversees the management and implementation of the capital improvement program, private development, regulatory compliance, and other various engineering related functions as necessary.

2. Utilities — The Division manages the utilities infrastructure of the City, including a wastewater treatment plant, wastewater collection system, storm drain system and the storage treatment and distribution of the City's water.

3. Public Facilities — There are three sections within this Division; Streets and Government Buildings (Streets), Parks, and Fleet. Streets maintain all City owned buildings,the City's right of way and general building maintenance while the Parks section maintains the City's parks, beaches, and open spaces.The Fleet section is a single mechanic who conducts maintenance on some of the City fleet.

2.1 Department Structure
The following chart outlines the organizational structure of the Public Works Department:

Public Works Department Organizational Structure
Public Works
Director/City
Engineer
Senior Engineering Utilities Public Facilties
Management Manager Manager Manager
Analyst
The following table shows a summary of the total positions within the Department. This information was obtained from the Public Works Organizational Chart, March 2024.

Total Positions Total Filled Total Unfilled %Vacant 36 34 2 6%
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The table below, describes the history of authorized positions within the Public Works Department.

FY FY FY FY FY FY
Position 2020 2021 2022 2023 2024 2025 Director of Public Works/City
Engineer 1 1 1 1 1 1
Engineering Manager 0 0 0 0 1 1
Senior Engineer 1 1 1 1 1 1
Engineer 1 1 1 1 0 0
Capital Projects Manager 0 0 0 0 1 1 Senior Management Analyst 0 0 0 0 1 1 Management Analyst 1 1 1 1 0 0
Administrative Secretary 1 1 1 1 1 1 Engineering Technician 1 1 1 1 0 0 Utilities Manager 1 1 1 1 1 1
Facilities Manager 1 1 1 1 1 1 Lead Worker Streets/Facility 1 1 1 1 1 1 Lead Worker Parks 1 1 1 1 1 1 Maintenance Worker II 4 4 4 5 5 5
Maintenance Worker 1 4 4 5 6 6 6
Lead Worker Water 1 1 1 1 1 1 Water Operator 1 2 2 2 2 2 2
Water Operator II 1 1 1 1 1 1
Lead Worker Wastewater 1 1 1 1 1 1 Treatment Plant Operator II 4 4 4 4 4 4 Treatment Plant Operator 1 0 0 0 0 0 0 Regulatory Compliance 1 1 1 1 1 1 Fleet Mechanic 1 1 1 1 1 1
Public Works Total: 29 29 30 32 32 32

2.2 Department Administrative Staff Roles and Responsibilities The table below summarizes the key duties of the two administrative staff in the Department, the Director of Public Works/City Engineer and the Senior Management Analyst. The key roles and responsibilities were developed from a combination of the job descriptions provided by the City and interviews with staff. The duties listed are representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description.

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Authorized
Position Title Positions Key Roles and Responsibilities Director of Public 1 Administers and monitors the department's budget, Works/City Engineer approves expenditures, and develops/reviews policies, procedures,and plans.
• Conducts special studies and projects, prepares comprehensive reports for the City Manager and Council, and oversees the development of departmental goals and
objectives.
• Ensures operations comply with legal requirements, represents the City in public forums, and manages contracted services and grant agreements.
• Serves on the executive management team,supervises staff, coordinates with other city departments, and provides strategic guidance to the City Manager and Council.

Senior Management 1 Develops and enhances Public Works systems, conducts Analyst research and analysis to recommend technical solutions, and manages projects to meet strategic goals and improve city operations.
• Coordinates marketing, public relations, and outreach programs, prepares a variety of documents and reports for city management, and handles grant administration and
contract oversight.
• Provides professional support, monitors and assists with employee evaluations and performance improvement plans, and represents the department in various meetings.
• Prepares and monitors the department's budget.
• Processes and issues Engineering and Encroachment permits, water conservation violations and administers the water conservation rebate program. Oversees all grant
applications, financial reporting/compliance, and management for the Department.

2.3 Training
The table below shows the training and certifications that are either required for promotion or are common training that staff are sent to.

Division _ Training
All Routine safety training (Harassment, bloodborne, pathogens,fire extinguisher,heatstroke,etc.)
Parks/Streets Class A/B Commercial License
Parks Pesticide
Streets General Facility Training(Electrical,etc.) Utilities AWWA Water Distro Operator Grade 1
Utilities CWEA Collection System Maintenance Grade 1 Utilities CWEA Laboratory Analyst Grade 1
Utilities Water Treatment Operator Grade 1/2/3
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Division Training
Utilities Water Distro Operator Grade 1/2/3/4
Utilities Wastewater Treatment Operator Grade 1/2/3/4 The Department does not currently have a formalized training program in place but do complete routine safety training regularly.

2.4 Performance Measures
The following performance measures are pulled from the FY 24/25 budget but are not actively tracked by the Department.

Performance Measures - Engineering:
- 75% of plan reviews within assigned date.

Performance Measures - Public Facilities:
- Complete public maintenance requests within 14 days. - Meet a 90% completion rate within those 14 days.

Performance Measures - Utilities:
- Mark all Underground Service Alerts before work start date.

The following table is from the adopted budget and shows how the Department has met these goals over the past several fiscal years.

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Public Works:Engineering,Facilities,Utilities
125
100
75 so `
25 0
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Actual Actual Actual Actual Projected Projected Engineering:Complete 75%of plan reviews within the assigned review period Facilities:Complete 90%of Public Stuff Maint requests within 14 days Utilities:Complete USAs before the work start date

2.5 Departmental Assets
The following table is a summary of the departmental assets:

Asset Quantity
Streets
Center-line 38.2 Miles
Public ROW
Parking Lots 9
Parking Lot SgFt 174,500
Streetlights 100
Traffic
Traffic Signals 3
Fleet
Vehicles/Trailers 109
Facilities
Buildings 14
Utilities
Sewer Main 53.5 Miles
Sewer Connections 4,738
Lift Stations 12
Treatment Plant 1
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Asset Quantity
Water Main 58 Miles
Water Connections 5,032
Water Reservoirs 9
Booster Stations 6
Wells 2
Storm Drain 18 Miles
Storm Drain Inlets/Basins 400
Fire Hydrants 541
Parks
Total # 18
Community Centers 2
Acreage 205
Public Restrooms 12
The table below represents historical asset data for the City of Pismo Beach as shown in the Annual Comprehensive Financial Report (ACFR) 2023.

Asset Type FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Police Stations 1 1 1 1 1 1 Fire Stations 2 2 2 2 2 2
Miles of Streets 38.2 38.2 38.2 38.2 38.2 38.2 Streetlights 100 100 100 100 100 100
Traffic Signals 3 3 3 3 3 3
Community Centers 2 2 2 2 2 2 Parks 13 13 13 13 13 13
Park Acreage 205 205 205 205 205 205
Miles of Water Main 58 58 58 58 58 58 Water Connections 4,521 4,575 4,680 4,680 4,882 5,011 Miles of Sewer Main 53.5 53.5 53.5 53.5 53.5 53.5 Sewer Connections 4,536 4,559 4,565 4,685 4,724 4,731

2.6 Department Vehicle and Equipment Assets
The following table represents the number of vehicle and trailer assets owned by the City, the department/division vehicles are assigned to, and the average age in years.

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Vehicle Assets
Department/Division Count Average Age
Administration 1 1.0
Fire Department 20 13.6
MVR 1 22.0
Parking 1 0.0
Parks 7 19.1
Police Department 32 7.2
Pool 1 39.0
Public Works 22 10.5
Streets 5 21.4
Wastewater 4 9.5
Water 3 15.0
Unassigned 12 11.6
Grand Total 109 11.5

2.7 Department Budget
The following table summarizes the operational and general fund budgets for each division from 2021-2023 with the total Department's budget at the bottom.

FY2024 FY2025
Division FY2022 Actual FY2023 Budget Budgeted Budgeted Engineering $2,170,568 $5,864,877 $1,357,238 $1,409,864 Public Works
(Maintenance
Operations) $5,632,935 $17,588,035 $9,524,638 $5,562,221 Water $6,813,525 $10,506,465 $5,627,579 $6,960,166 Wastewater $4,865,169 $11,007,730 $3,878,272 $4,200,144 Total $19,482,198 $44,967,107 $20,387,727 $18,132,395 There is a large increase in budget from the actuals in 2021/22 and the budgeted amount in 2022/23. The primary reason in the budget documents for the large increase is "Transfers Out" and "Professional Services". Central Coast Blue and a change in how budgeted items are classified,contributed to this.

CIP Budget (Expenses)
Project Category 2022/23 2023/24 2024/25 2025/26 2026/27 Bluff Protection $5,094,845 $0 $0 $50,000 $50,000 Drainage $0 $75,000 $60,000 $45,950 $45,950
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Project Category 2022/23 2023/24 2024/25 2025/26 2026/27 Parking $3,861,231 $0 $0 $0 $0 Parks $912,548 $5,375,000 $290,000 $40,000 $185,000 Promenades/Beach Access $0 $200,000 $125,000 $10,000 $210,000 Public Facilities $7,614,941 $53,175,000 $0 $1,100,000 $1,165,000 Restrooms $0 $1,200,000 $0 $0 $0 Streets and Transportation $15,252,512 $375,000 $2,700,000 $4,030,000 $880,000 Technology $1,246,287 $187,710 $100,000 $4,725,000 $20,000 Utilities $12,664,232 $1,210,000 $2,200,000 $15,170,450 $2,299,250 Total $46,646,596 $61,797,710 $5,475,000 $25,171,400 $4,655,200

2.8 Use of Technology
The table below is a summary of the specialized software currently utilized by the Department.

Division Software
All GIS- Mapping
All Laserfiche- Records Management
All Microsoft Office Suite- General
All Public Stuff- Citizen Requests
All Springbrook- Finance/Budget
Engineering Auto CAD
Engineering CitizenServe- Permit Tracking
Engineering Quality Bidders - Bidders List
Facilities/Utilities iWorQ -Work Order Tracking/Sign Management MVR/Fleet Alliant- Insurance
MVR/Streets EKOS- Fleet Tracking/Fuel System
Parks CalAgPermits - Pesticides
Wastewater 211 Nature-Stormwater
Wastewater Win911 - Dialing Software
Wastewater Wonderware-SCADA
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Public Works Final Report Pismo Beach,CA

3. Engineering
The Engineering Division of Public Works is led by the Engineering Manager and is supported by a Capital Projects Manager and a Senior Engineer.The official City Engineer is also the Public Works Director. The Engineering Manager reports directly to the Public Works Director/City Engineer.

The primary responsibilities of the Engineering Division are the design, construction and management of capital improvement projects and the review and inspection of private development projects. Ancillary services include keeping records of infrastructure improvements for use by the public works division and by the general public and representing the City on several regional technical advisory committees. The following chart outlines the organizational structure of Administrative Services:

Administrative Services Division Organizational Structure Public Works
Director/City
Engineer
Engineering
Manager
Capital Senior Engineer
Projects (vacant)
Manager

3.1 Staff Roles and Responsibilities
The table below summarizes the key duties of staff, by position title, and summarizes the major duties of each position. The key roles and responsibilities were developed from a combination of the job descriptions provided by the City and interviews with staff. The duties listed are representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description.

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Authorized
Position Title Positions Key Roles and Responsibilities Engineering Manager 1 Plans, designs, and oversees all aspects of civil engineering public works construction projects, including securing funding, coordinating with agencies, performing research and surveys, and ensuring compliance during construction.
• Manages construction projects by reviewing plans, administering construction activities, coordinating with city departments,and providing public updates.
• Handles field inquiries, processes subdivisions, administers permits, updates city standards, and provides training to technical staff, ensuring current knowledge in civil engineering practices.

Capital Projects 1 Oversees city capital improvement projects including planning, Manager scheduling,design,and construction of various facilities,while assisting in the development and application of project delivery policies.
• Manages and coordinates project elements such as budgets, schedules,staff and consultant activities,contract
negotiations,and presentations to city councils and other bodies.
• Conducts project administration tasks,resolves project issues, evaluates project operations for improvements,and ensures compliance with relevant codes and standards,prioritizing quality,schedule,and cost control.

Senior Engineer 1 Manages all aspects of civil engineering public works projects from planning and design to inspection,ensuring compliance with city and regulatory standards,coordinating with multiple agencies,and overseeing funding,permitting,and construction activities.
• Engages in public relations and administrative duties for construction projects,including managing communications, resolving field issues,handling public inquiries,and ensuring projects adhere to schedules and budget.
• Continuously updates professional knowledge and skills, processes legal and technical documents related to
subdivisions and permits and provides training and technical direction to engineering staff.

3.2 Workload
Engineering is working on 41 current projects, each at different stages.

In addition to the capital project work Engineering staff are involved in private development. The table below represents the amount and type of permits issued by Engineering over the last three years.

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Permit Type 2022 2023 2024(Thru April)
Encroachment 61 109 39
Engineering 4 9 0
Transportation 28 12 5
Total 93 130 44
Engineering staff also reviews Planning permits and Building permits. The table below represents the amount and type of reviews completed by Engineering over the last three years.

Type 2022 _ 2023 2024(Thru April)
Planning Permit
Review 113 52 18
Building Permit
Review 132 130 74
Total 245 182 92
Engineering staff also performs field inspections on both Engineering and Building permit projects. The table below represents the amount and type of inspections completed by Engineering over the last three years.

Type 2022 2023 2024(Thru April)
Engineering Permit
Inspection 21 57 24
Building Permit
Inspection 180 179 55
Total 201 236 79

3.2.1 Contracted Work
The below table shows the type of work contracted out by Engineering, including the vendor and price of the contract.

Vendor Work Type Contract Value
Eikhof Design Group Development Review $14,900.00 Eikhof Design Group Stormwater Inspections $14,900.00 CLAD Consulting On Call Engineering $29,000.00 CLAD Consulting Stormwater MS4 Permit Support $14,500.00 Tetra Tech Map Checking Services $14,000.00
The Eikhof Design Group is contracted to support the building permit review process. In January of 2024, the consultant spent 7 hours on building permit review, 10.75 hours in February, 13.25 hours in March, and 2.25 hours in April.

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Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA

4. Utilities
The Utilities Division is managed by the Utilities Manager and is supported by two Lead Operators and a part-time Office Assistant. The Utilities Division includes water and wastewater operations.

The Wastewater Operations Division is responsible for ensuring that the City's treatment and collection system operations meet all City, state, and federal laws and requirements.

This responsibility is accomplished by operation and maintenance of the City's wastewater treatment plant and the wastewater collection facilities including lift stations and pipelines. Also interacts with local business inspections and FOG program . The division also maintains the City's storm drain system. The following chart outlines the organizational structure of the Utilities Division.

Utilities Division Organizational Structure
Public Works
Director/City
Engineer
Utilities
Manager
Office
Assistant(PT)
Water System Wastewater
Lead Operator Lead Operator
Water System Water System Regulatory Wastewater
Operator II Operator 1 (2) Compliance Plant Operator Coordinator II
Wastewater Wastewater
Plant Operator I Plant Operator
OIT(2)
Matrix Consulting Group 80
Council Agenda 11-7-2024 3.A-88

Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA

4.1 Staff Roles and Responsibilities
The table below summarizes the key duties of staff, by position title, and summarizes the major duties of each position. The key roles and responsibilities were developed from a combination of the job descriptions provided by the City and interviews with staff. The duties listed are representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description.

Authorized
Position Title Positions Key Roles and Responsibilities Utilities Manager 1 • Oversees daily operations and development of public works utilities;manages staff,budgets,CIP projects and policy implementation.
• Coordinates with contractors,government agencies,and the public on public works projects;evaluates proposals and administers contracts.
• Implements safety and operational improvements,stays updated with industry trends,and provides high-level
support to the Director of Public Works/City Engineer.

Office Assistant(PT) 1 • Manages complex administrative tasks,including overseeing utilities special projects,coordinating utilities budgets,and handling sensitive information and records. • Develops and implements procedural improvements,
prepares a wide range of documentation,and provides
comprehensive support for utility operations and staff. • Coordinates trainings and maintains training records.

Water Responsible for water storage and distribution in the City.

Water System Lead 1 • Plans, organizes, supervises, and evaluates the work of Operator water systems operations staff, ensuring adherence to guidelines and regulations.
• Oversees the operation and maintenance of public works equipment and vehicles and provides training and
supervision to staff.
• Manages records, responds to public inquiries, and implements service improvements in public works maintenance activities.

Matrix Consulting Group 81
Council Agenda 11-7-2024 3.A-89

Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA Authorized
Position Title Positions Key Roles and Responsibilities Water System 3 • Inspects and maintains city infrastructure and facilities, Operator 1/11 ensuring they are safe and effective for public use, while independently handling the full scope of duties with minimal supervision.
• Troubleshoots, maintains, and repairs a variety of water system components including valves,mainlines,and meters, and updates records following new installations.
• Engages in customer service duties,conducts water quality testing,performs water meter maintenance,and responds to service disruptions and customer inquiries effectively.

Wastewater Responsible for all wastewater collection and treatment for the City. Maintains and inspects city wide,storm drains
Wastewater Lead 1 • Plans, organizes, supervises, and evaluates the work of Operator wastewater collections and treatment plant operations and maintenance staff, exercising considerable independence and initiative.
• Leads and participates in maintenance activities, drafts preventive maintenance programs, and operates and
maintains public works equipment and vehicles.
• Trains staff, verifies their work for compliance with standards, ensures adherence to safety practices, and manages records and inventory; also responds to public
inquiries and resolves complaints efficiently.

Regulatory 1 • Acts as Laboratory Director,ensuring compliance with Compliance health and environmental regulations,preparing reports, Coordinator and managing laboratory accreditation and certification processes.
• Oversees the development and implementation of
environmental programs,conducts and interprets various
analyses for wastewater treatment,and ensures regulatory compliance across multiple agencies.
• Coordinates educational and regulatory compliance
activities related to stormwater,water conservation,and pollution prevention,and maintains quality control and
assurance for laboratory operations.

Matrix Consulting Group 82
Council Agenda 11-7-2024 3.A-90

Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA Authorized
Position Title Positions Key Roles and Responsibilities Wastewater Plant 4 Monitors and adjusts wastewater treatment processes and Operator OIT/1/II equipment to ensure compliance with environmental and health standards.
• Operates plant machinery such as valves,pumps,and
controls;conducts routine inspections,maintenance,and
minor repairs on wastewater systems and equipment.
• Collects and analyzes samples,performs routine tests,and maintains records to optimize plant performance and
ensure regulatory compliance.
• Assists in preventive maintenance and repairs on various equipment,participates in troubleshooting system
problems,and performs general maintenance tasks.
• Maintains sewer lines,collections,and maintains storm drain lines.

4.2 Workload
The Utilities teams have started to track some tasks and workload within the last year.

Some of the workload is tracked on paper and entered into IWorQ by the Office Assistant.

4.2.1 Contracted Work
The below table shows the type of work contracted out by Utilities, including the vendor and price of the contract.

Vendor Work Type Contract Value
Abalone Coast Analytical Water Analysis $400.00
Oilfield Environmental Wastewater Lab Analysis $35,000.00 Matrix Consulting Group 83
Council Agenda 11-7-2024 3.A-91

Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA

5. Public Facilities
The Public Facilities Division is led by the Public Facilities Manager and is supported by two Lead Workers, and an Administrative Secretary. The Public Facilities Division oversees streets, government buildings, parks, and fleet. The division is responsible for inspecting, repairing, and maintaining the City's streets, parking lots, sidewalks, and beaches, as well as public buildings and maintaining all City-owned parks, rights-of-way, medians, playground equipment, irrigation, and other landscaped areas for public use.

The Division also includes the oversight of a trash crew 7 days a week 12 hours a day.

Activities include:
• Overseeing the street sweeping contract, pothole patching, concrete, Bluff protection and installation and maintenance of street signs and markings to ensure safe driving and walking conditions.
• Maintenance of all City stairway beach access.
• Monitoring of all City trees for disease and public safety; and • Oversight of the cleaning and maintenance of City restrooms and portable toilets. • Inspections of parks and government buildings.
• Special Events: 41" of July, Car Show, Clam Festival, Band Review, Pumpkins in the Park, Holiday Harmony, Eggstravaganza, Movies in the Park, Summer Concert Series, Veteran's Day, and provides support to multiple surf events, farmers market, and several Chapman house events. (2,000 hours spent on events annually)
The Public Buildings Division is responsible for operating and maintaining include City Hall, the two Veterans' Halls, the Police Department, the Visitor Information Center/Parking Bureau building,two Fire Stations, 11 public restrooms,the Public Works Maintenance building, Happy Time Preschool building, and the Airstreams on the Pier.

The following chart outlines the organizational structure of the Public Facilities Division:

Matrix Consulting Group 84
Council Agenda 11-7-2024 3.A-92

Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA Public Facilities Division Organizational Structure
Public Works
Director/City
Engineer
Public
Facilities
Manager
Administrative
Secretary
Streets Lead parks Lead
Worker Worker Fleet Mechanic
(Vacant)
Maintenance Maintenance
Worker II (2) Worker II
Maintenance Maintenance
Worker 1 (4) Worker 1 (5)
Maintenance
Worker I (PT)
(2)

5.1 Staff Roles and Responsibilities
The following table details the number of staff, by position title, for Public Facilities and summarizes the major duties of each position.The duties listed are representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description.

Matrix Consulting Group 85
Council Agenda 11-7-2024 3.A-93

Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA Authorized
Position Title Positions Key Roles and Responsibilities Public Facilities 1 • Oversees daily operations and development of public Manager facilities;manages staff,budgets,and policy implementation.
• Coordinates with contractors,government agencies,and the public-on public works projects;evaluates proposals and administers contracts.
• Implements safety and operational improvements,stays updated with industry trends,and provides high-level
support to the Director of Public Works.
• Supports Police and Fire operations as well as special events.

Administrative 1 • Manages complex administrative tasks,including Secretary overseeing facilities special projects,coordinating operations and maintenance budgets,and handling
sensitive information and records.
• Develops and implements procedural improvements,
prepares a wide range of documentation,and provides
comprehensive support for maintenance,operations,and
staff.

Streets Responsible for all public facility maintenance and street maintenance.

Streets Lead Worker 1 Supervises and reviews the work of Maintenance Workers, performing and overseeing the maintenance and repair of city infrastructure such as streets, government buildings, storm drains, and beach facilities to ensure safety and effectiveness.
• Participates in a wide range of hands-on public works maintenance tasks, including asphalt resurfacing, concrete maintenance, and the installation and repair of traffic signs and beach and pier facilities.
• Conducts safety and maintenance operations including painting and striping city streets, removing graffiti, and controlling traffic around work sites to ensure public and worker safety.
• Supports Police and Fire operations as well as special events. (traffic control,homeless camp cleanup,)
Matrix Consulting Group 86
Council Agenda 11-7-2024 3.A-94

Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA Authorized
Position Title Positions Key Roles and Responsibilities Maintenance Worker II 1 This role involves comprehensive duties for maintaining city infrastructure, including streets, beaches, and facilities, ensuring safety and functionality. Tasks include construction, maintenance, and repairs, with specific activities like asphalt resurfacing,concrete work,and traffic sign installations lock repair, painting, electrical repair, and a/c repairs
• Workers perform independently and exercise judgment in routine and complex situations,with minimal supervision but adhere to established procedures and policies.
• The position is distinct from a Lead Maintenance Worker, who supervises and coordinates the work of other staff in maintaining various city properties and systems.

Maintenance Worker 1 4 This role involves comprehensive duties for maintaining city infrastructure,including streets,beaches,and facilities, ensuring safety and functionality.Tasks include
construction,maintenance,and repairs,with specific
activities like asphalt resurfacing,concrete work,and traffic sign installations.
• Workers perform independently and exercise judgment in routine and complex situations,with minimal supervision but adhere to established procedures and policies.

Parks Responsible for all park,landscape,and open space maintenance.

Parks Lead Worker 1 Supervises and reviews the work of Maintenance Workers, performing and overseeing the maintenance and repair of city infrastructure such as parks, storm drains, and beach facilities to ensure safety and effectiveness.
• Participates in a wide range of hands-on public works maintenance tasks, including asphalt resurfacing, concrete maintenance, and the installation and repair of traffic signs and beach and pier facilities.
• Conducts safety and maintenance operations including painting and striping city streets, removing graffiti, and controlling traffic around work sites to ensure public and worker safety.

Maintenance Worker II 1 This role involves comprehensive duties for maintaining city infrastructure, including streets, beaches, and facilities, ensuring safety and functionality. Tasks include mowing, weed abatement,irrigation maintenance,and more.
• Workers perform independently and exercise judgment in routine and complex situations,with minimal supervision but adhere to established procedures and policies.
• The position is distinct from a Lead Worker,who supervises and coordinates the work of other staff in maintaining
various city properties and systems.

Matrix Consulting Group 87
Council Agenda 11-7-2024 3.A-95

Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA Authorized
Position Title Positions Key Roles and Responsibilities Maintenance Worker 1 7 This role involves comprehensive duties for maintaining city infrastructure,including beaches, parks,and facilities, ensuring safety and functionality.Tasks include
construction,maintenance,and repairs,with specific
activities like mowing,concrete work,and general cleaning. • Workers perform independently and exercise judgment in routine and complex situations,with minimal supervision but adhere to established procedures and policies.

MVR(Fleet) Responsible for fleet maintenance and repair.

Fleet Mechanic 1 This position involves inspecting, diagnosing, and repairing mechanical issues in a variety of City-owned vehicles and equipment, including police, fire, and public works machinery. Maintenance tasks include overhauling engines, repairing transmissions,and troubleshooting fuel systems. • The role includes conducting regular safety inspections, performing preventive maintenance, and ensuring all vehicles and equipment are in operational condition.

Additional duties include welding, fabricating parts, and reading technical manuals for proper equipment servicing. • Responsibilities also encompass administrative tasks such as maintaining logs and records, preparing reports, and ensuring work areas are clean and orderly. The worker
provides technical specifications for equipment bids and performs emergency road repairs as needed.

5.2 Workload
The Public Facilities teams have started to track some tasks and workload within the last year. Some of the workload is tracked on paper and entered into IWorQ by the Administrative Secretary.

5.2.1 Contracted Work
The below table shows the type of work contracted out by Public Facilities, including the vendor and price of the contract.

Vendor Work Type Contract Value
Achievement House Pismo Beach Litter Removal $164,509.20 Achievement House Shell Beach Litter Removal $35,100.00 Achievement House Sidewalk Cleaning $49,050.00 Brendler Janitorial Janitorial Services $516,864.00 California Highway Adoption Co. Adopt-A-Highway $25,200.00 SCA(Clean Street) Street Sweeping $659,930.40 Matrix Consulting Group 88
Council Agenda 11-7-2024 3.A-96

Attachment 1
Current State Assessment of the Public Works Department Pismo Beach,CA Vendor Work Type Contract Value
Lee Wilson Electric Signal Light Maintenance $6,000.00 Mosquito&Vector Management District Mosquito Management $20,809.44 SP Maintenance Parking Lot Sweeping $112,530.00 Matrix Consulting Group 89
Council Agenda 11-7-2024 3.A-97

Pismo Beach City CouncilNovember 7, 2024

Pismo Beach City Council
November 7, 2024