HomeMy WebLinkAbout1974-01-02; City Council; 2262; Public Works Reorganization'•T X"E C X T Y D F
.Agenda Bill No.
Referred To:
C A R L S B A D, C A L •I F O R N I A
Date: Jdsuary 2, 1974 •'
Subject: Submitted By:
PUBLIC WORKS REORGANIZATION William C. Baldwin
Asst-.) to C/Mgr.
Statement of the matter :As recommended by Frank W. Lilley.,,tovernmental
Management Consultant, a reorganization of the public works field of activity
would separate the existing one classification, PUBLIC WORKS DIRECTOR/CITY
ENGINEER, positioning a PUBLIC WORKS DIRECTOR to coordinate the operations
of an Engineering Department and a --to be established--Utilities-
Maintenance Department with utilities, street maintenance and mechanical
maintenance divisions.
A building maintenance division at present under the direction of the
PUBLIC WORKS DIRECTOR/CITY ENGINEER would be "placed under the supervision
of the Building Department."
The following, will implement the reorganization, bearing in mind that
Resolution No. 3297 establishes the title and salary range for PUBLIC '
WORKS DIRECTOR.
1. The revision of classification specifications and salary range
for CITY ENGINEERING DIRECTOR, and'adoption by resolution.
2. The adoption of classification specifications and salary range
for UTILITIES -MAINTENANCE DIRECTOR.
S. PUBLIC WORKS DIRECTOR recruitment and appointment.
4. SECRETARY recruitment and appointment.
5. Funds allocation.
Exibit: 1. CONSULTANT ANALY IS AND RECOMMENDATION.
2. RESOLUTION,AMENDING 1973-74 SALARY PLAN
3. Resolution No. 3328,.amending budget and authorizing expenditure:
of funds.
Staff Recommendations : Submitteu.recommends consultant's recommendationi3.
and the immediate positioning of a PUBLIC WORKS DIRECTOR and department -
SECRETARY for 6 months of FY1973-74, determinat3-on be•-accomplished,-ih-..tlYd:°'-:�,,
matter of -an Engineering Department director, and that the positioning
of a UTILITIES -MAINTENANCE DIRECTOR be accomplished with all feasible
expediency following the appointment of a PUBLIC WORKS DIRECTOR.
Immediate funds allocation will be necessary in accordance with -needs to,,,-,,
establish the new department for the 6 month%s operation. Salaries
would not exceed $16,284; materials and supplies would approximate $1,500j;.
capital outlay would approximate $1,700 for a rounded figure of $19,500.• ,".'
As No. Date: January 2,. 1974
r
a
City Manager's'Recommendation_
4
The rationale for this proposed reorganization is
contained in Mr. Lilley's attached report. It has been
prepared after interview with all key personnel, and
I believe it will, of all possibilities considered,
most adequately meet the projected needs of the City.
a
At this time we are asking only for funding for the
Public Works Director position and the City Engineer's
r position (a portion of this is already budgeted).
Depending on recruitment, we will ask for funding for
the Uti-lity/Maintenance Director position at a later
date. Funding for clerical needs will also be determined
at a later date.
S
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Council Action
1-2-74 Res. 3321 amending City Council Resolution N o. 3153
adopting the salary plan for the City for 1973-74
was adopted.
Resolution No. 3328 amending the budget and authorizing
expenditure of funds for Public Works Dept. Organization,
was adopted.
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FRANKLIN W. LILLFY
GOVERNIENTALMANAGEMENTCONSULTANT
3747.10 Vista Csmpana So.
Oceans:de, CA 92054
Tel.(714) 757.3578
To: Paul Bussey, City Manager
Pror,1: Pranklin W. Lilley, Governmental Management Consultant
Subject: Analysis of Department of Public Works of the City
of Carlsbad.
Pacts: Pirst, to analyze the Public 'dorks Department as it +
exists: there is a Public Works Director who also, for all
intents and purposes, is the City .Engineer. Reporting to
the Public Works Director is an Engineering Division, Utili-
ties Division, Street b`aintenance Division, tdechanical Main-
tenance (Garage) Division and Building Haintenance Division.
The city employee heading each of the above Divisions are
not department heads but fall more in the foreman or surer-
_ F
visor category. This plan does not work mainly because the
Public Works Director is spread too thin, he has more duties
and responsibilities than can successfully be handled by one
man. Second, the division heads need direction, supervision,
and guidance, which are not available, for as stated, the
i
Public ;'forks Director is physically unable to per.-orn, his
multiple duties due to the greatly increased work load.
The Public Works Director, in addition to his regular duties,
is forced by circumstances to attend many neetings of long
duration, which have to have top priority due to their im-
portance. 'These ton priority matters include attendance at
f JAC meetings and various meetings concerning the Ci'"ID attempt
i
2.
to take over the ^ity 'rater Department. These two problems
can not be neglected, as it is imperative for the city to
protect their sewer capacities and to retain the City Water
Department.
In view of the above facts which point okt that supervision
is lacking for the various divisions, that time consuming
matters pertaining to water and sewers are taking great
amounts of time of the Public r;orks Director, plus the fact
that the department needs to pursue a strong public relations
program, protect the water rights in the San Luis Rey basin
and become a constant adviser and information source to the {
City Manager, a reorganization of the structure of the Pub -
lie ;Yorks Department is needed. It should also be stated
that the great number of developments under way and proposed
has imposed a heavy work load on the Public 'Norks Department.
Conclusions: It is concluded that in view of the fact that
the present Public Vorks Department has not been able to
function efficiently and get the job done under the present
structure and in view of the continually increasing viork load,
including several water and sewer situations that must be re-
solved, LhaL a reorganization is needed. Time is of the
essence so steps should be taken immediately. Basically, it
is felt that there should be three top management - adminis-
trative positions in the Public Works Department, but first
the options available are analyzed.
1. One option mould be to bring each division up to a
denartrpnt level with a Department, Head heading each depprt-
m ent and with each Department ,lead reporting to the Director
t of zublic Storks. To rut such a plan into effect would re-
p
j quire recruiting and examining for several departments,
which would be too time consuming.
2. Anos er option would place an administrative assis-
tant - Public Works position in the City Manager office co-
ordinating public works activities, with a city engineer and
a utilities director reporting to him. It is :felt that this
would not work at this time. this administrative assistant
would probably have more experienced and higher salaried ,
I
persons reporting to him, which would cause problems, there-
fore such a plan does not have merit at this time. In a few
years it may be appropriate to have a deputy or assistant
City Manager assienrd to Public Works coordination, but such
a position should be equal to , or more appropriately should
be greater than the positions reporting to him.
3. There could be an option where there is a Public
Works Director with a City Engineer heading a City Engin-
eering .Department reporting to the Public ',Yorks Director.
Under this option it would still be the responsibility of
the Public storks Director to supervise and F,uide the other
divisions. This has not worked successfully in the past
and does not appear to be an adequate plan.
4. The last option to be discussed and the one with
the createst merit is a plan where thero would be a Public
C
_N �r .
';corks Director tiyith a City Engineer heading a City Engir.-
eering Department responsible for the various engineering
functions, reporting to the Public "corks Director. There
then would be another position of Utilities Director or
possibly the position could be called the Utilities and
Maintenanca Director, heading a Utilities and Maintenance
' Department. This person would supervise, administer and
guide the utilities division, street maintenance division
and mechanical maintenance division and report to the
7
Public ',forks Director. The City Engineer and the Utilitie-e
and :Maintenance Director would be department head level
positions. This plan providing for a public Storks Direct-
. - i
or with a City Engineer and a Utilities - Maintenance Di-
rector reporting to him furnishes the necessary structure
to provide the administration, supervision and leadership
for the various services for which the Public SVorlts Depart-
ment is responsible. }he various divisions will receive
the supervision, direction and guidance which they need and
which is not available at the present time. This structure
would provide the necessary top level man power to properly
develop in - depth plans and approaches to protect the city's
sewer capaciti;s and to combat the continuous plans, studies
and pub! -.city of the 01:18D to take over the city water depart-
ment. This proposed structure would make available to the
Ci•cy INanaCer sources of informa'cion, advice and knowledge-
able persons to provide briefing on matters conf ronting the
City Manager. It would not be Necessary for all of the three
positions to require registered civil engineers as adminis-
trative abilities along with experience could be a-ppropriate
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in the Ctil.iti,as-r}.aiatenance Director rosit..on, for oxa.male.
job descriptions should follow after the structure of the
public 1,9orks Department is determined.
It should be noted that the Building I'air_tenance Divi -
sion does not appear in the above proposed structure or
organization for a Public ;forks Department. The Building
1,1aintenance Division could very well be placed under the
.Building Department. The Building Ma intenance Division head
now feels it necessary to discuss his problems with the Pub-
lic ;'corks Director, which consumes valuable time.
Recommendations: It is recommended that the plan of a
public Norks Director with a City Engineer, and a Utilities -
Maintenance Director reporting to the Public Works Director
be adopted as the most workable program. The City Bng,ineer
viould head the City Engineering Department and the Utilities -
Maintenance Director would head The Utilities-L'aintenance
Department.
City 1'. nazer
x
public Work,, Department
Utilities -vain
I
Utility es Street ::ec.hbm cal
Hainto arce Eaintenance
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M. - - - '
1t is iurtho recomnerded that the Building ::aintenance
Division be placed under tb� supervision of the Building
.Penartment.
= would be mo,3t ha,).)y to discuss this matter further if you
desire to do so.
L-ranklin tY. Lille
Governmental Iianagement Consultant
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A�
RESOLUTION NO. 332'•
A RESOLUTION OF THE CITY COUNCIL OF THE. CITY
OF CARLSBAD AN ENDING CITY COUNCIL RESOLUTION
NO. 3153 ADOPTiNG SALARY PLAN FOR THE CITY
FOR 1973-74 _
The City Council of the City of Carlsbad does hereby resolve
as follows:
WHEREAS, the City of Carlsbad did on June 19, 1973, adopt
Resolution No. 3153 adopting a salary plan for the City for the
1973-74 fiscal year;
NOW, THEREFORE, BE IT RESOLVED that Resolution No. 3153
dated June 19, 1973, is amended by the addition of the job
classifications, CITY ENGINEERING DIRECTOR, Executive Salary
$1466 - 1874, and UTILITIES -MAINTENANCE DIRECTOR, Executive
Salary $1466 - 1874, as set forth on Exhibit "A" attached and
incorporated herein.
PASSED, APPROVED, AND ADOPTED at a meeting of the City
Council of the City of Carlsbad, California, held on the 2nd
day of January , 1974 by the following vote, to tit:
AYES: Cmn. Dunne, McComas, Lewis, Chase and Frazee.
{ NOES: None.
ABSENT: None.
i ATTEST:
's e i
R f6WS-, City CI erk
mayor
�-1
Or CA:ZLSDlj)
PUBLIC TJORKS DIRECTOR
Definition This is an administrative class with duties involving
design, construction, Maintenance or operation of a
variety of public works. Duties are performed under
the direction of the city manager.
Examples 1. Prepares and administers all grants ill aid from
of Duties State and Federal agencies dealing with the construction
of public facilities.
2. Administers contracts entered into with other, local
agencies or ciith State and Federal agencies involving
construction within the City.
3. Acts as chief liaison agent betveep. the City and
utility companies providing service within the City.
4. Provides administrative assistance to the city
manager in budget review of all departments proposing
public works construction.
:3. Provides advice and assistance to the city engineer
in the preparation of the Gas Tax Budget, improvement
districts and prenaration of plans for public faci liti.es
for other operating departments.
6. Administers programs involving interchange of personnel
¢" or equipment for construction purposes between operating
s departments within the City.
7. Reviews and reconmends to the city manage: approval,
conditional approval or disapproval of capital outlay
requisitions originating in the public works departments.
8. Reviews all plans and sp;:cifications for public works
contracts.
F.mwloyment Graduation with a degree in engineering, public admin-
Starciards istration or a related field from a college or univer-
sity of recognized standing. Seven years of respon-
sible professional public works experience, at least
three years of 1.7hics1 should have been in a supervisory
x capacity involving the design, construction, maintenance
{ or operation of a variety of _ublic works.
Dece:,iber, 1973
ig
CITY OF CARLSBA D
CITY ENGINEERING D-TRECTOR
Definition Under general administrative direction, to perform pro-
fessional duties in directing and supervising, the operation
of the City's F'i}gi neering Departrlent, and to do related
work as required. Acts as the director of public works
in his absence.
Examples 1. Plans, coordinates and supervises the preparation
Of Duties of plans and specifications for public works Projects such
as streets traffic engineering, sewers, storm drains,
rater system projects and structures.
2. Assigns design_ jobs, reviews -work in progress,
approves completed designs and specifications.
3. Plans, coordinates and supervises field surveying,
engineering and inspection work.
4. Participates in the difficult right-of-way acquisi-
tion proceedings.
5. Receives and resolves the difficult and unusual
i public complaints and requests relating to the depart-
ment's operations.
6. Supervises engineering studies and advance project
planning.
7. Prepares departmental budget estimates.
8. Attends and participates in conferences and meetings.
L;�ployment Any combination of training anc experience or equivalent
Standards to graduation from college in civil engineering and
five years of responsible civil ergineering experience,
including two years in a supervisory or administrative
position.
! Knowledge and abilities: Knowledge of the principles and
s practices of civil engineering; knowledge of municipal
public corks administration, planning and design; knowledge
of the processing of right-of-way accuisitions; ability
to organize and direct the work o professionals and other
Personnel; ability to prepare and review the preparation of
plans and specifications f0t streets, sanitary sewers,
storm drains, and other public works projects; ability
to prepare clear and comprehensive reports; ab-* 1 4 ty to
establish and cif ecti Ve relationships kith oti.er
employees, outside agencies and the public.
Special requi'rene-t - r Qs sCsr - -ion of a � �?rti.i ? CiiLe of
re'CfiSl_cltiCl? Gf a �.N'C�%E�S_L.:c;l C�...l r;i��.tiGQY •:r t;3�?
Stb tp Q x`
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CIa Z OF CAS tSBAD
UTILITIES -MAINTENANCE DIRECTOR
Definition This is an administrative class with duties involving
planning, organizing and administering the various
functions of the Utilities Department as relating
to water, -,ewers, sanitation, mechanical equipment,
and performing related work as required. Duties are
performed under the general supervision of the director
of public works.
Examples 1. Plans, organizes, and directs the construction,
of Duties repair, and maintenance of sanitation and water
facilities.
2. Represents the City in negotiation with the joint
sewer system.
3. Supervises the mechanical equipment repair service.
4. Facilitates and coordinates general and specific
community and inter. -agency utilities projects, including
revi-.alizati.on of existing facilities and the develop-
ment of future capital improvement projects.
� S. Assists the city manager in special programs and
projects, as needed.
6. Reviews contract specifications for utilities
construction and improvement projects and makes recom-
mendations for changes or improvements.
7. Prepares annual budget estimates for all. depart-
mental divisions and administers the approved budget.
S. initiates and supervises in-service training and
safety programs.
9. Selects, trains, and disciplines subordinate
personnel.
{ FmoloyMent hny combination of training and experience equivalent.
Standards to completion of four years of college with maior
course work in civil engineering, or a related field
i and four -ears of responsible municipal_ public acgencv
experience in the utilities field.
Dece b-ar, 1973
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CITY Or CAI; .S AD
Cldo';S IFICATIO'� AND SetLARY P.A:.GE SCIIEDUI.F,
y riacal Xeur 1973-74
CLASSIFICATIOa
WNNGE
CLASSIFICATION
RANGE
ACCOUNTANT
35
29
POLICE CAPTAIN
47
41
ADMINISTRATIVE INTSRNl
ASSISTANT CITY LISRAR.TA;l
36
POLICE LIEU I:N7NT1
POLICE•OFFICER
36
ASSISTANT PLANNER
37
POLICE OFFICE SUPERVISOR
24
ASSOCIATE' PLANNER
45
POLICE SERGEAVT33
40
AUDIO-VISUAL CLERK
17
PRINCIPAf -CIVIL ENGINEER
54
AUDIO-VISUAL LIBRARIAN
29
PROJECT ASSISTANT4
BUILDII;G INSPECTOR
37
PROPE,reY MAINT. FOREMAN
34
CHILDREN' S LIBRARIM
32
PUBLIC IIORKS FORE,"ANY
35
CIVIL ENDINEERING ASSISTANT
40
PUBLIC WORKS LEADALIN
28
CIVIL ENGINEERING ASSOCIATE
4�
P.W. SANITATION INSPECTOR
29
CLERK STE.dOGRAPIIER
1C'
QUE SERA COORDjNATOR4
CLERK TYPIST
13
QUE SERA CLERX
CONMUNICATIONS OPERATOR
20
RECREATIO:3 LEADER I
5
CO:'_':UNITY SERVICE OFFICERS
26Y2
RECF.EATIOR LEADER II
12
CSO COORDINATOR"
47
R£CREATIO:d LEADER III
22 i
CONSTRUCTION INSPECTOR
38
RECREA^xIOY SUPFRINTENDENT
36
CONSTRUCTION KAINTENANCE.4AN
19
RECREATION SUPERVISOR
32
CUSTODIAN
16
REFERENCE LIBRARIAN
26
DEPUTY CITY CLERK
21
: CRETARY
21
ENGINEERING'AIDE
27
SECRETARY TO CITY ATTORNEY
23
EQUIPMENT D:AINT. FORE:AN
36
SECRETARY TO CITY MANAGER
24
•EQUIPiiERIT I4ECfiANIC
32
SECRETARY TO POLICE CHIEF
23Y2
i
EQUIPMENT N.ECHANIC IIEs PER'
20
SENIOR ACCOUNT CLERK
22 '
FIRE BATTA:ION ClilEF
47
SENIOR BUILDING INSPECTOR
43
FIRE CAPTAIN
43
SENIOR CLERK STENOGRAPHER
18
FIRE ENGINEER
39
SENIOR CO*:UNICATIONS OPR.
22
FIREMAN,
35
SENIOR ENGINEERING AIDE
31
GARAGE ATTENDANT
16
SENIOR I-IBRARIM
29
HEAVY EQUIPIiENT OPERATOR
29
SENIOR LIBRARY ASSISTANT
29
MOUSING ASSIST. OFFIC-R6
SENIOR LIBRARY CLERK
21
HOUSING ASSIST. SEC'TRY6
SENIOR I4AINTF.NANCEbAN
25
INT_ER:,.EDIATE ACCOUNT CLERK
17
SENIOR FIAT£F S RVICEMAN
25
JUNIOR PLANNER
31
SERRA REGIONAL COORDINATOR4
LIBRARY AD -MIN. ASSISTANT
28
STREET SUPERINTENDENT
39
LIBRARY ASSISTANT
25
SWITCHBOARD OPR. RECEPTIONISTIS
LIBRARY CLERK
15
SYSTEMS COORDINATOR
I• IAINTENXNCEtiIAN
21
TREE TRIMIIER LEAMAN
26
MOTOR Sl'L, R O?EIL:TO?
26
IlAT=R LEAD:'.N
27
PARK CARETAKER
21
WATER MAINTENANCE FOPEMAN
36
PARK FORE:IAN
35
WATER PUMP FORL'MAN
37
PARK LANDSCAPE TECHNICIM1
28
F:ATER PUMP OPERATOR
29
PARK P:.AINTrNA%CE LEADMAN
26
%ATER SERVICL'AAll
21
PLANNING TECH:IICIA:i
28
IVaVPER SUPERINTENDENT
42
1NO E;:PLOYF-E POSITIONED 7/1/73
4SERRA (LIBRARY) COUNTY SYSTEM
2STEP E LOCK
SPOLICE CCCJ GRANT
3ADD 5% ASSIGNED AS DETECTIVE
6HUD, SUBJECT TO FEDERAL POLICY
s EXECUTIVE SALARY SCHEDULE
SALARY SALARY
CLASSIFICATION Loss - Li h CLASSIFICATION I.ati—llialt
ADMIN. ASSISTANT $ 968 - 1248 FIP,I: CuIL;F $ 6 — i�
ASSIST. TO C/:IGR. 1236 - 1593 LICENSE SUPV.* 922 - 1189
CITY UAGW ING DIR. 1466 - 187•i PARKS & REC. DIR. 1121 - 1446
CITY LIERi.R1All 1177 - 1517 POLICE CHIEF 1431 - 1843
DIR. P,UILD.& HOUS. 1236 - 1593 F.W. DIRECTOR 1540 - 1973
DIR. I`Lea"NOING 1466 - 1890 UTILITIL'S-+SAINT. DIR. 1466 - 1874
FIVANCF. DIR. 12G7 - 1632
S T I` P S
' t•l .�..z,. N.i�. t' 1. ;. - :'
Cl'i'Y' A`t`aUIR..''Y 1iA'!$18'7S' $IH6� $2007 �211� 0 $21/8
CITY CLI:R;Z* XC 225
CIT? Cf)UNCILMN XCC 1S0
CITY lL1IlAGCR X,': 2010 2119 2228 2336 2453
CITY PLA'N.CON%t. XPC $20 per meat. not to exceed $40 per month.
CITY TRrANUI'LiR XT 125