May 9, 2006

SUBJECT:  Management Re-Organization of the Office of the City Manager-Establishment of the Following Job Specifications: Communications Officer, Intergovernmental Relations Officer, Community Resources Manager, Youth and Family Resources Manager and Revision to the Job Specifications for City Clerk and Assistant to the City Manager

REPORT IN BRIEF

This report recommends approval of changes in several job classifications that will allow implementation of a management re-organization of the Office of the City Manager.  It also recommends approval of salary grades and ranges for those positions based on the management compensation plan recently approved by Council.  Overall, the number of management positions is reduced from existing levels. As staff began to work on the budget restructure of programs and services within the Office of the City Manager it became clear that change in the management structure will facilitate more efficient and effective service delivery within the diverse programs managed within the department. The re-organization is tailored to the departmental mission and effectively directs expertise and resources toward accomplishment of the business goals and objectives. Under this re-organization, functions required to support each service initiative are identified and where necessary, grouping of functions and skills are consolidated for optimum efficiency. 

The recommended FY 2006/2007 Budget incorporates some of these job specification changes.  The budget for the Assistant to the City Manager and Community Resources Manager positions reflects the salary grades as outlined in this report.  Therefore, there is no fiscal impact for these positions.  The proposed FY 2006/2007 budget for the Youth and Family Resources Manager and Intergovernmental Relation Officer positions reflects a lower salary grade than proposed in this report; salary analysis were not completed for these positions prior to closing the books on the FY 2006/2007 budget.  The total increase to General Fund in FY 2006/2007 is $24,494.  The fiscal impact over the 20-year Plan is $682,770 with inflation.

Council approval of the new job specifications updates will allow the recruitment process to begin so the recommended re-organization can be in place as close to the beginning of the fiscal year as possible.

BACKGROUND

As staff began to work on the budget restructure of programs and services, a major focus was placed on more effective service delivery and more accurate measures of success for these programs and services.  As a part of this effort, a number of opportunities have been identified in connection with the design of the re-organization, including the analysis of the management functions and their integration within the business units.  The new structure is designed to create focus and accountability, improve functionality and/or service delivery, and facilitate collaborative interactions between overlapping and/or redundant responsibilities or functions.

DISCUSSION

Implementation of the management re-organization of the Office of the City Manager is contingent upon Council approval of the classification changes and salary resolution.  

Essential components of the proposed new structure are:

1.  Maintains the integrity of existing Budget Programs and Service Delivery Plans in the new budget structure.

2.  Eliminates the single-position Deputy City Manager. The functions of this position have been distributed to other management positions with the City Managers Office and some tasks have been moved to the Human Resources Department.

3.  Updates the job specification for an Assistant to the City Manager position. This position will assist the Assistant City Manager with a wide variety of citywide projects and assignments and will supervise the Intergovernmental Relations Officer.

4.  New job specification for an Intergovernmental Relations Officer. This position will manage the City’s Intergovernmental Relations (IGR) program and citywide process improvement program - the former program was previously included in the Management Analyst job specification; the latter was a portion of the Deputy City Manager’s tasks.

5.  New job specification for a Communications Officer. This function was previously included in the Senior Management Analyst job specification. There are no major changes in this job function.  The revised title and job description, however, help to clarify the essential functions of this position and the qualifications necessary to perform those functions, which will facilitate the attention and attraction of targeted applicants during future recruitments.

6.  Updates the job specification for a City Clerk. No major changes in this job function.

7. New job specification for a Community Resources Manager.  This position consolidates the functions and skills of the existing Neighborhood and Community Services Manager and the Management Analyst: Volunteer Services.  This reflects two important changes: one, acknowledgement of the relationship between volunteerism and community building and the important role the former plays in helping to facilitate the latter; and two, a reduction in management, allowing increased resources to be directed toward day to day operations serving volunteers, neighborhoods, and the community.

8.  New job specification for a Youth and Family Resources Manager position.  This position consolidates the functions and skills of the existing Senior Management Analyst: Columbia Neighborhood Center and the Management Analyst: Childcare Services.  This change also reflects a reduction in management allowing increased resources to serve the public.  The operations associated with the Columbia Neighborhood Center have expanded significantly since it was first opened with few additional resources.  Staff believe this reorganization will create a synergistic relationship between the Columbia Neighborhood Center and other youth/family services such as child care, as well as provide necessary support to the program manager related to service implementation and improvement, community outreach, funding/grant management, and data management and reporting.

A comparison of the management structure is as follows:

Each new and revised job classification was evaluated and ranked using the Hay point-factor job evaluation system with the salary grades and ranges recently adopted by the City Council for the management compensation plan. The recommended grades and salary ranges are as follows:

There is no change in grade recommendation to the updated job specification for the City Clerk and the revised title and job description for the Communications Officer.

FISCAL IMPACT

The recommended FY 2006/2007 Budget incorporates some of the job specification changes.  The budget for the Assistant to the City Manager and Community Resources Manager positions reflects the salary grades as outlined in this report.  Therefore, there is no fiscal impact for these positions.  The budget for the Youth and Family Resources Manager and Intergovernmental Relation Officer positions reflects a lower salary grade than proposed in this report.  The total increase to General Fund in FY 2006/2007 is $24,494.  The fiscal impact over the 20-year Plan is $682,770 with inflation.

The fiscal impact of the job grade changes including both salaries and benefit costs is outlined below. 

Should Council approve the proposed management re-organization as outlined in this report, the updated job specifications and cost increases will be included in the adopted FY 2006/2007 Budget.

PUBLIC CONTACT

Public contact was made through posting of the Council agenda on the City's official notice bulletin board, posting of the agenda and report on the City's web page, and the availability of the report in the Library and the City Clerk's Office.

ALTERNATIVES

1.  Approve all of the recommendations contained in this report related to the proposed management re-organization and accompanying salary resolution modification.

2.  Do not approve the recommendations contained in this report.

RECOMMENDATION

Staff recommends Alternative 1: Approve all of the recommendations contained in this report related to the proposed management re-organization and accompanying salary resolution modification.

Reviewed by:

Erwin Young

Director of Human Resources

Prepared by:  Sean Tran, Human Resources Analyst

Reviewed by:

Mary J. Bradley

Director of Finance

Approved by:

Amy Chan

City Manager 

Attachments

A.  Current Organizational Chart (.pdf)

B.  Proposed Organizational Chart (.pdf)

Exhibit A to Attachment B - New Class Specifications:

- Communications Officer (.pdf)

- Community Resources Manager (.pdf)

- Intergovernmental Relations Manager (.pdf)

- Youth and Family Resources Manager (.pdf)

Exhibit B to Attachment B - Revised Class Specifications:

- Assistant to the City Manager (.pdf)

- City Clerk (.pdf)

C.  Resolution to Amend the Salary Resolution (.pdf)

D.  Resolution to Amend the Classification Plan (.pdf)