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CITY OF SAN LUIS OBISPO
ORGANIZATIONAL ASSESSMENT FINANCE AND INFORMATION TECHNOLOGY DEPARTMENT
MUNICIPAL RESOURCE GROUP, LLC 675 HARTZ AVENUE, SUITE 300
DANVILLE, CA 94526 (530) 878-9100
APRIL 2013
i
CITY OF SAN LUIS OBISPO
ORGANIZATIONAL ASSESSMENT
FINANCE AND INFORMATION TECHNOLOGY DEPARTMENT APRIL 2013
TABLE OF CONTENTS
PAGE
I. INTRODUCTION AND BACKGROUND 1 II. CURRENT ORGANIZATIONAL STRUCTURE 6 III. FINANCE DIVISION ASSESSMENT AND RECOMMENDATIONS 9 IV. IT DIVISION ASSESSMENT AND RECOMMENDATIONS 30 V. HUMAN RESOURCES DEPARTMENT ASSESSMENT AND RECOMMNEDATIONS 36 VI. ASSESSMENT SUMMARY 43
Appendix A List of Contributing Staff A-1
CITYOFSANLUISOBISPO
ORGANIZATIONALASSESSMENT
FINANCEANDINFORMATIONTECHNOLOGYDEPARTMENT
APRIL2013
I. INTRODUCTIONANDBACKGROUND
___________________________________________________________________________________________________
BackgroundandScopeoftheAnalysisandReport
The City of San Luis Obispo (“City”) Finance & Information Technology Department
(“F&IT Department”) provides fiscal policy guidance, financial and accounting services,
technologyservicesandothersupportservicestoCitydepartments.TheF&ITDepartment
consistsoftwodivisions:FinanceDivisionandInformationTechnologyDivision.TheF&IT
Department also provides services to the general public, such as budget and financial
informationandpublicinformationthoughtheCity’sinternetwebsite.
MunicipalResourceGroupLLC(“MRG”)wasretainedbytheCitytoconductananalysis
andprepareanAssessmentoftheorganizationalstructure,staffinglevels,skillsetsandjob
assignments in the F&ITDepartment. While the focus of the Assessment is on the F&IT
Department,theCityalsorequestedthatservicesoftheHumanResourcesDepartmentbe
considered, to enhance synergies between the Human Resources Department and F&IT
Department.Inaddition,theCityrequestedconsiderationofthebudgetfunction,whichhas
beenassignedtotheCityManager’sofficeonaninterimbasis.
OrganizationoftheReport
This Chapter I provides an overview of the process used to research and
understand City requirements for internal services, evaluate the current F&IT
Department andHuman Resources Department organizational structures, staffing
levels, skill sets and job assignments, and offer recommendations to enhance
servicesprovidedbythesedepartments.
Chapter II describes the current services and organizational structure of the
F&ITDepartmentandtheHumanResourcesDepartment.
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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Chapter IIIpresents theAssessment report findings and recommendations for
theFinanceDivisionoftheF&ITDepartment.
Chapter IV presents the findings and recommendations for the Information
TechnologyDivisionoftheF&ITDepartment.
ChapterVpresentsthefindingsandrecommendationsfortheHumanResources
Department.
ChapterVIisasummary.
Appendix A is a list of San Luis Obispo City staff that participated in the
interviewsandmeetingsthatinformedthisAssessment.
Assessment Process
The Assessment process was based on our understanding of the City’s goals for this
project, as reflected in thecontractual scopeofwork, supplementedbyourexperience in
performingsimilarassessmentsforpublicagencies.Theprocessincludedthefollowing:
MRG met with key City management staff to confirm the project objectives and
discusstheprojecttasks,timelinesanddeliverables.
Jointly with the City Manager, MRG met with the F&IT Department, Human
ResourcesDepartmentandCitybudgetstafftodescribethegoalsoftheprojectand
discusspotentialtopicsthatwouldbeaddressedintheAssessment.
Because of the importanceof the services that theCity organization expects from
the F&IT Department and the Human Resources Department, MRGmet with key
internalcustomers todevelopanunderstandingof theneedsandrequirementsof
Citydepartments.Thepurposeofthisphasewastosolicitinputontheeffectiveness
ofcurrentaccounting,financeandhumanresourcesproceduresandpractices,and
todeterminetheextenttowhichcurrentpracticessatisfyCitydepartments'needs.
MeetingswereconductedwiththirteenrepresentativesoftheAdministration,City
Attorney,Police,Fire,PublicWorks,Utilities,CommunityDevelopmentandParks&
Recreationdepartments.
MRGmetwith nine individual Finance staff members to review job assignments,
workloads, resources, productivity, skill sets, reporting relationships and other
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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factors affecting the F&IT Department’s ability to perform expected and required
productsandservices.
MRGmetwiththe InformationTechnologyManager individually,andwithITstaff
collectivelytoreviewdepartmentalstructure,issues,concernsandinsights.
MRG met with the Human Resources Director individually, and with Human
Resourcesstaffcollectivelytoreviewdepartmentalstructure, issues,concernsand
insights.
MRG reviewed pertinent City documents, including the City Financial Plan and
Budget, a previous reorganizational proposal, F&IT process survey results, draft
Auditor recommendations tomanagement, InformationTechnologyStrategicPlan,
Draft Utilities Department Organizational Structure Review Report (BHI
ManagementConsulting),CityFinanceManual,CityRevenueManagementManual,
DraftHumanResourcesRecruitmentGuide,Cityservicelevelagreementsandother
Citydocuments.
MRGmetwith the Interim F&ITDirector and the FinanceOperationsManager to
seekinputandtoreviewtheinformationandinputgainedfromthemeetingswith
Citystaff.
MRGmet with the City Manager to review the status and high level topics to be
addressedintheAssessment.
Intotal,MRGmetwithandreceivedvaluableinputandinsightsfromforty‐sixCitystaff.
ThenamesofcontributingstaffmembersarelistedinAppendixA.
MRGwasrequestedtoaddress,andataminimum,toprovidethefollowing:
Assess the current F&IT organizational structurewith a focus on the services the
CityorganizationexpectstheDepartmenttodeliver.
Identifytheskillsnecessarytodelivertheseservices.
Proposestaffinglevelsnecessarytodelivertheseservices.
Consider potential organizational restructuring, including but not limited to City
budget, utility billing, centralized purchasing, centralized contract management,
humanresources,riskmanagementandotherservices.
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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Consider organizational configurations beyond the F&IT Department, such as an
AdministrativeServicesDepartment.
Considerreportingrelationships,spanofcontrol,authorityandstaffinglevels.
Consider the appropriateness of classifications necessary to ensure succession
planningandstaffdevelopment.
Specifically address the reporting relationship of the budget function – should it
remain in the City Manager’s office as temporarily assigned, or be an F&IT
Departmentfunction.
Strengthenthefinance,informationtechnologyandhumanresourcesfunctionsand
capabilities.
MissionStatement,StyleandOrganizationalValues
The City of San Luis ObispoMission Statement emphasizes that the San Luis Obispo
Styleis“QualitywithVision”,definedas:
PeopleServingPeople
QualityinallEndeavors–PrideinResults
IntotheFuturewithaDesign
CityOrganizationalValuesinclude:
SharedVision,MissionandGoals
Service
LeadershipandSupport
Communication
TeamPlayers
Honesty,RespectandTrust
InitiativeandAccountability
InnovationandFlexibility
EmployeeDevelopmentandRecognition
StewardshipandEthics
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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Thisassessmenttakesintoaccountandattemptstofurtherfacilitateachievementofthe
City of San Luis Obispo Mission Statement, Style and Organizational Values, Policies,
ObjectivesandMajorGoals.
ItshouldbenotedthatanAssessmentofthisnaturetendstofocusonareasofpotential
improvementanddoesnot identifyallofthefunctionsthatareworkingwellandneedno
improvement. Indeed, in the case of the F&IT Department and the Human Resources
Department, there are many well‐functioning procedures and well‐designed customer
servicesandproducts.However,itisnotthepurposeoftheAssessmenttodocumentsuch
successfulpractices.
ThisOrganizationalAssessmentReporthasbeenpreparedbasedon theresultsof
theprocessdescribedabove,aswellasourexperience inmanagingsimilarorganizations
andperformingassessmentsforotherjurisdictions.
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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II. CURRENTORGANIZATIONALSTRUCTURE
_____________________________________________________________________________________________________
ExistingOrganizationalStructure
The Finance & Information Technology Department provides services through the
followingprograms:
Administration–plans,organizes,leadsandmonitorstheoperationsoftheFinanceand
InformationTechnologyDepartment.
Accounting ‐ administers accounting functions including general ledger, accounts
payable and payroll; provides financial planning, issues financial reports, ensures
compliance with reporting requirements, coordinates the annual financial audit and
CAFRandspecialaudits;andprovidesCitywidesupportservicesformail,purchasesof
certain supplies, contract execution and insurance requirements. (Note: financial
planning, including the two‐year financial plan, capital improvement plan and annual
budget is temporarily assigned to an ad hoc group reporting to the City Manager’s
office).
RevenueManagement‐administersutilitymeterreadingsystems,customerserviceand
billingservices;administersthebusiness licenseapplicationsandrenewals;maintains
accounts receivable systems; provides cashiering services; prepares estimates and
monitors revenue trends; provides investment, banking and debt service
administration.
SupportServicesProgram–administersandaccountsforindirectcitywidecosts,suchas
copiermaintenance,postageandotherservices.
InformationTechnologyNetworkServices ‐responsiblefordevelopingandmaintaining
long‐range plans, policies and standards for acquiring and maintaining IT and
telecommunication resources; provides support, maintenance and training to City
departments.
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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InformationTechnologyGeographic InformationServices – operates andmaintains the
City’sgeographicinformationsystem.
ThecurrentF&ITorganizationalchartispresentedbelow.
The Principal Administrative Analyst and Executive Assistant positions in the City
Manager’s office that are currently developing the Financial Plan and Budget are not
includedintheF&ITorganizationalchart.
TheHumanResourcesDepartment currently provides services through the following
programs:
Administration–providessupporttoallCitydepartmentsinallaspectsofattractingand
retaining qualified employees, including recruitment, selection, classification,
compensation, performance management, training and development; labor relations;
statutoryandregulatorycompliance.
Director of Finance & IT
Finance Operations Manager
Accounting Supervisor
Accounting Assistant (3)
Revenue Supervisor
Accounting Assistant (5)
Information Technology Manager
Network Services Supervisor
IT Assistant (.75)Network
Administrator (3)
GIS Supervisor
GIS Specialist (1.5)
Database Administrator
Administrative Analyst
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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RiskandBenefitsManagement–providesriskmanagement,workerscompensationand
liability administration; administers health and safety programs; oversees employee
benefitandwellnessprograms.
Human Relations – provides staff support to the Human Relations Commission, an
advisorybodytoCouncil,onissuesrelatedtohumanandsocialservices.
ThecurrentHumanResourcesDepartmentorganizational chart, staffing level and
reportingrelationshipispresentedbelow.
DirectorofHuman
Resources
HumanResourcesAnalyst
HumanResourcesSpecialist
HumanResourcesManager
AdministrativeAssistantI
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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III. FINANCEANDINFORMATIONTECHNOLOGYDEPARTMENTREVIEW‐
FINANCEDIVISIONASSESSMENTANDRECOMMENDATIONS
____________________________________________________________________________________________________
InconductingthisAssessment,MRGmetwithrepresentativesofCitydepartments.
Thepurposeof themeetingswas to gain insights from “internal users” as towhichF&IT
Departmentprocessesandservicesworkwell,andwhatcanbedonetoenhanceprocesses
andservices.
MRGalsometwithF&ITDepartmentstaffindividuallyandingroupmeetings.The
purposeofthemeetingswithF&ITDepartmentstaffwassimilartothemeetingswithCity
departments, but it was also to gain an understanding of how the F&IT Department
operationsarestructuredandhowservicesareprovidedbydepartmentalstaff.
TheinternalcustomerandF&ITDepartmentstaffobservationsandinputregarding
the Finance Division are discussed in this Chapter, as well as MRG input based on our
experiencewithsimilaragencies.Recommendationsareprovidedtoaddressorganizational
andserviceissuesthathavebeenraised.
It is importanttonotethatinterviewsandmeetingswithCitystaffgeneratedboth
factsandperceptions.Whilesomeperceptionsmaynotbegroundedsolelyinfact,theyare
nonetheless importanttoaddressintheAssessmentandbytheF&ITDepartmentandthe
City.
It may be appropriate and necessary for the City to consider phasing the
implementationoftheserecommendations,astimepermitsandasfundingisavailable.
This Chapter addresses financial and accounting services provided by the F&IT
Department. Subsequent chapters address Information Technology Division and Human
ResourcesDepartmentservices.
ASSESSMENTANDRECOMMENDATIONS
1. Leadership,ManagementandSupervision
CitystaffacknowledgedthattheturnoverintheF&ITDepartmentDirectorpositionhas
caused a leadership void. Absent consistent leadership, there has been a decline in
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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communication, morale, disciplined work product and quality of services to internal
customers. The loss of the long‐tenured Finance Manager compounded this problem,
particularly in diminished accounting experience and knowledge. Moreover, the
Supervisorspositionsarecurrently filledonan interimbasispendingtheoutcomeof this
study,causingfurtheruncertaintyandlackofconsistentday‐to‐dayguidanceofstaff.
The key to success in implementing the recommendations in this Assessment, and in
enhancing the services of the Finance Division is to stabilize the F&IT Department with
competent,experienced,permanentmanagementstaff.
AdministrativeServicesDepartment
One of the questions posed as part of this Assessment is whether an Administrative
ServicesDepartment should be created,merging theHumanResources Departmentwith
Finance&InformationTechnologyDepartment(aswellasotherpotentialfunctions).One
factor driving this question was whether an Administrative Services Department would
attractqualifiedDirectorcandidates. AsaresultofthisAssessment,andthenecessityfor
the next F&ITDirector to be highly competent in financialmatters, aswell as additional
reasons described in Chapter V of this Assessment regarding confidentiality of Human
Resources information, MRG does not recommend the creation of an Administrative
ServicesDepartment. RecruitingforanAdministrativeServicesDepartmentDirectormay
attract candidates that are less focused on the important finance matters that must be
addressed.
RecommendedAction:
1.1. Appoint a permanent Finance and Information Department Director and other
permanentprofessional,managementandsupervisorypositionsasrecommended
inthisAssessment.
2. FinanceDivisionMissionandRoleintheCityOrganization
TheF&ITDepartmentisakeysupportdepartmentforCityservices.Theorganizational
structure,operationsandservicesmustbeconsistentwithandsupporttheCity’sMission,
Organizational Values, Policies and Objectives as described in Chapter I. Overall,
sustainablefiscalhealthisamajorpolicygoalfortheF&ITDepartment.
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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ExpandFinancialServices
CitystaffsuggestedthattheFinanceDivisionshoulddevelopskillsetsandexpertiseto
providefinancialsupportinotherareas,suchasassistinginanalyzingandsupportingthe
negotiation of financial terms of Development Agreements, economic development
strategies,grantapplications,andinfrastructurefinancingstrategies.ThisAssessmentwill
addresstheseadditionalfinancerolesintheproposedorganizationalstructure.
RegulatoryRole
ThereisaperceptionthatFinancestaffviewtheDivision’sroleasregulatory.Citystaff
commentedthatFinancestaffoccasionallycommunicatewhatCitydepartmentscannotdo,
ratherthantohelpfindmutuallyacceptablewaystoaccomplishagoal.
RecommendedActions:
2.1. RecommittotheCity’sOrganizationalValuesasapathwaytosuccess.
2.2. Conduct outreach sessionswithCitydepartments todetermine specific services
thattheF&ITDepartmentcanprovideand/orenhancetofulfilltheCity’sMission,
OrganizationalValues,PoliciesandObjectives.
2.3. Define F&IT Department’s role and mission and develop a F&IT Department
StrategicActionPlantoimplementtheresultsoftheoutreachtoCitydepartments.
3. FinanceandAccountingProcedures
FinanceandRevenueManuals
The Finance Division has prepared a comprehensive City Finance Manual and City
RevenueManagementManual,whichisacommendablepractice.Financestaffoftenrefers
Citydepartmentstothesedocumentswhenquestionsarise.Citystaffcommentedthatthe
documentsdonotalwaysanswertheirquestions.
For some topics, the City Finance Manual is a policy document as opposed to a
procedures document. For example, payroll and accounts payable procedures are
described as “future areas to be included” in the manual. To be most useful, these
procedures should be drafted and implemented. Itwas also suggested that themanuals
havelinkstootherCityformsanddocuments.
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FinanceandAccountingProceduralChanges
City staff noted that certain Finance procedures and processes impact other
departments’workloads,andtheywouldliketohavetheopportunitytodiscussmethodsby
which both the Finance Division and other departments’ workloads can be reduced.
Examples given include hard copy capital project payment requests and allocating
personnelcostsbyjournalentry.
CitystaffnotedthattherehavebeeninstancesinwhichtheFinanceDivisionhasmade
changes to processes that impact the workload of other departments without first
consulting the other departments. The transfer of inputting vendor accounts payable
batchesandrecentchangesincreditcardproceduresweregivenasexamples.
TimelyProcessing
City staff noted that there are occasions upon which budget amendments, accounts
payablechecksorrequestsforinformationarenotprocessedinatimelymanner.Thiscan
be addressed by establishing performance standards as part of an F&IT Department
StrategicActionPlan.
IdentificationofContactPersons
Inyearspast, Citydepartmentsknewwhich staffmembers in theFinanceDivision to
contact for questions and answers. Staff turnover in the past few years has led to less
certaintyonwhomtocontact. AstheFinanceDivisionstaffingstabilizes,thiswillbecome
more clear, butmeasures should be taken to specifically identify contact persons for key
financeandaccountingmatters.
ExpenditureAuthorizations
Itwasnotedthatwhilerecentlyrevised,the$7,500departmentalapprovallevelmaybe
low, as may be the City Manager’s approval level of $25,000, and that these levels of
expenditureauthoritycancausedelaysinpurchasesandcontracts.
RecommendedActions:
3.1. As a follow up to development of a F&IT Department Strategic Action Plan
(Recommendation 2.3), check back frequently with internal customers to
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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determinehowtheF&ITservicescanbecontinuouslyimproved,andmakecourse
correctionsasnecessary.
3.2. Discuss planned changes in procedures and processes with City departments
beforeimplementingsuchchanges,andtakeintoaccountthefeedbackfromCity
departmentspriortoimplementingnewproceduresorprocesses.
3.3. Convene a Citywide task force to review the existing City FinanceManual, and
selectsectionsoftheRevenueManual.Implementagreed‐uponchangesandadd
anyrequiredadditionaltopicstotheexistingmanuals.
3.4. Develop performance standards for timely processing of financial tasks, and
measureprogresstowardmeetingtheperformancestandards.
3.5. Designatecontactpersonsforkeyfinanceandaccountingmattersanddistribute
thisinformationtoCitydepartments.
3.6. Periodically survey other cities’ expenditure authorities and modify the
$7,500/$25,000expenditureauthoritywhenappropriate.
4. FinanceDivisionOperations
CitywideServices
TheFinanceDepartmentadministerscertaincitywideservices.Onesuchserviceisthat
Financestaffcurrentlyprocessescontractsforsignatures,obtainsinsurancecertificatesand
bonding certificates and checks insurance certificates for compliance with contractual
requirements. The assignment of these responsibilities to an Accounting Assistant is
neitheratypicalfinancenoraccountingfunction,norwithinanAccountingAssistant’sarea
of expertise. A more common procedure is for the initiating City department to secure
requiredsignaturesandforariskmanagertocheckinsuranceandbondingcertificatesfor
contractual compliance. Once all signatures are secured and other contractual
requirementsaremet,executedversionsaredistributedbytheinitiatingCitydepartmentto
theFinanceDivision,andtotheCityClerktomaintaintheofficialcontractfile.
AsecondcitywideserviceprovidedbyFinancestaffispostingmail.Themailmachine
hasfunctionalityforCitydepartmentstologin. UseofanAccountingAssistanttopostall
City mail takes away from time that could otherwise be dedicated to accounting and
financialfunctions.
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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TheCitycurrentlyhasdecentralizedpurchasing,exceptforcopymachinemaintenance
andsupplies.Thecurrentsystemappearstoworksatisfactorily,andwefoundnoreasonto
centralizepurchasingfunctions.
DistributionofAccountingAssistants’Workloads
Finance staff indicates that theworkloadsplacedondifferentdesksarenotbalanced,
and that the Finance Division should review workload assignments among Accounting
Assistantstofairlyallocateassignments.
Theissuanceofbusinesslicenserenewalsatfiscalyear‐endcoincideswiththehighest
levelofutilityaccountchangesduetocollegestudents’rentalchanges,aswellasthetypical
budgetandyear‐endaccountingactivities.
Desk manuals exist for some functions but are not complete for all functions and
processes. Whilecross‐trainingassists inbeingable tocoverabsences,deskmanualsare
essentialforsmoothtransitionsinassignments.
AdministrativeSupport
TheF&ITDepartmentdoesnothaveadministrativestaff.Citystaffcommentedthatthis
requires the accounting staff, supervisors,manager and theDirector to spend timedoing
administrative work instead of performing professional‐level accounting and financial
work. An Administrative Assistant is proposed to be added to the organization. This
positionwouldbesharedbythe InformationTechnologyDivision, torelieve ITstaff from
administrativetasksaswell.
InternalCommunications
Finance staff point out that in the past, they were kept informed of citywide issues
throughregulardepartmentalmeetings.Departmentalgoalsandoperationswerediscussed
atthemeetings.Inrecentyears,meetingsandcommunicationhavedeclined,andthestaff
feelslessawareofimportantcitywidematters.
Interns
TheFinanceDivisionhasnottakenadvantageofinternsfromlocalcolleges.Internscan
be beneficial in relieving seasonal increases in workload, as well as to assist in ongoing
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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tasks.Inaddition,internshipprogramscanleadtofuturejobcandidateswhohavehadCity
financeoraccountingexposureandexperience.
RecommendedActions:
4.1. Discuss with City departments and consider implementing procedures for City
departments that initiatecontracts tocirculate thosecontracts for signature, for
riskmanagementtocheckinsuranceandbondingrequirements,andfortheCity
Clerktomaintainanoriginalcontractfile.
4.2. Discuss with City departments and consider implementing procedures for City
departmentstoprocesstheirowndepartment’soutgoingmail.
4.3. Following implementationofotherrecommendations in thisAssessment,review
the assignments to Accounting Assistants, and redistribute assignments as
appropriatetobalanceworkload.
4.4. Consider changing thebusiness license renewal date to adate other than fiscal
yearend,andperhapstoquarterlyrenewals,withone‐fourthoftherenewalsdue
eachquarter.
4.5. Complete desk manuals covering all Accounting Assistant desks, and as
appropriate,forAccountanttasks.
4.6. Add an Administrative Assistant position to the F&IT Department, with .5 FTE
assignedtotheFinanceDivision.
4.7. Re‐establish regular F&IT staffmeetings to convey citywide information and to
facilitate discussion regarding F&IT Department matters. Consider inviting
representativesfromotherCityDepartmentsonarotatingbasistoshareactivities
andeventsoccurringintheirdepartments.
4.8. InitiateaninternprogramintheFinanceDivision.
5. AccountingAssistantsRotation
The Finance Division has used a rotation system among the ‘desks’, wherein the
AccountingAssistantshaverotatedatsixmonthintervals,whichhasrecentlybeenchanged
to less frequent intervals. Thepurposeof the rotation systemhasbeen to cross‐train, to
provide variety among job assignments and to offer an opportunity to Accounting
Assistantstolearnallofthefrontlinedepartmentaloperations. Staffcommentedthatthe
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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rotationsystemhassomenegativeresults,includinglackoftimetotrainreplacements,lack
ofownershipovertheresponsibilitiesofadesk, lackof timeinthepositionto implement
long‐termimprovementstoprocesses,potentialfortransferandperpetuationofincorrect
information,andlackof‘fit’forsomeindividualswiththerequirementsofsomedesks(for
example, some individuals are better suited to customer contact,while others are better
suitedtodata).Rotationcanpreventstafffrombecomingexpertsondesks,andthereisless
incentivetoimproveprocessesifitisonlyatemporaryassignment.
RecommendedActions:
5.1. EliminatetheformalrotationsystemforAccountingAssistants.
5.2. Determine the most qualified person for each desk and assign Accounting
Assistantstodesksbasedonthebestfitfortheposition.
5.3. Continuetocross‐trainAccountingAssistantsfortemporaryassignmentstoother
desks.
5.4. Asacomponentofeliminatingtheformalrotationsystem,reviewtheAccounting
Assistants’jobdescriptionandreviseasnecessary.
6. WorkSchedules
TheF&ITDepartmentstaffworkona9/80schedule,withoneworkdayoffevery
twoweeks.Theconsequenceofthisscheduleisthatthereareonlyfourdayseachweek
that all staffmembers are present (assuming no absences for vacation, sick leave or
other leave). Accounting Assistants and/or Supervisors must cover the desks of
employees on the alternate days off. It does not appear that the 9/80 schedule
enhancestheoperationoreffectivenessoftheDepartment.
RecommendedAction:
6.1. Eliminatethe9/80workschedule.
7. FinancialSystemsandApplications
PentamationSystem
The Information Technology Strategic Plan provides an evaluation and
recommendationsforenhancingtheCity’sexistingapplicationsandaroadmaptoimprove
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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the effectiveness of IT services. A noteworthy comment in the Information Technology
StrategicPlandescribesthePentamationsystemas“approachingendoflife,asthecurrent
vender(Sungard)nolongeractivelymarketsthisversion”and“(I)tisanticipatedthatinthe
next threeto fiveyears, theCitymaybe forcedtoconsiderprocuringanewsolution that
wouldprovidelongtermsupportandbringbestpracticesintermsof finance,payrolland
humanresources.”
Staff isworkingonanupgrade toPentamation that is scheduled forMay2013. Once
that is completed, staff will beginmaking fundamental changes to the software thatwill
allow for better reporting, a simplified budget updating process and the creation of the
annual financial statements directly from the software. These changes, coupled with
comprehensive training for users inside and outside the Finance & IT Department, will
providetheCitywiththeopportunitytocontinueusingthesystemtogreateradvantageand
havegreaterfunctionalityforamuchlowercost,comparedtoreplacingthesystem.System
replacementcostsnotonlyincludethecostofthehardwareandsoftwarebutalsoinclude
thecostofadditionalstafftimeforthosepositionswhichrequireatemporaryreplacement
sothatdailyfunctionsarenotleftuntendedfortheperiodoftimethattheexistingstaffis
workingonthesoftwareconversion.AfurtherbenefitisthattheCityhasanopportunityto
reconfigure itsbusinessprocessesusing theexistingsoftwareandcan then transition the
revisedpracticestoanewsoftwareenvironment.
MultipleDisconnectedFinancialApplications
The City has multiple software applications that process and record financial
information. ThePentamationsystemprovidesbasicgeneral ledgeraccountingfunctions.
Business licenses are issued and receipts are recorded using an HdL application; asset
managementusesaHansenapplication;timekeepingisprovidedbyIntelliTime;recreation
receipts are recorded in RecWare; utility billings are processed through a Springbrook
application; utility work orders are processed using a Cityworks application. Journal
entriesforcashreceiptsthatareinitiallyrecordedinothersystemsaremanuallyrecorded
inthePentamationgeneralledger.Thesediverseapplicationsrequiremoretraining,more
keystrokesandmoremaintenance,andgeneratemoreopportunitiesforerrorsthanafully
integratedenterpriseresourcesystem.
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HumanResourcesInformationSystem
ItisnotedthattheCitydoesnotfullyutilizetheexistingPentamationHumanResources
InformationSystem(HRIS). AnHRISsystemenhancesfinancialproceduresbyintegrating
compensation and benefit data from a Human Resources Department with a Finance
Department payroll function. While the Finance Division uses the existing Pentamation
HRISmoduleforpayrollpurposes,theHRISsystemisnotutilizedbytheHumanResources
Department.UseoftheHRISsystembyHumanResourcesDepartmentcanbetterintegrate
salaryandbenefitinformationwithpayrollfunctions. Therearealsomanydatabasesthat
can bemaintained in an HRIS system that enhance the efficiency of a Human Resources
Department,asdiscussedlaterinthisAssessment.
OtherPentamationModulesandApplications
TheCitydoesnotmake fulluseofotherexistingPentamationmodules. Forexample,
theCitybudgetisnotpreparedusingthebudgetmodule.AbudgetmoduleenablesaCityto
buildthepreliminarybudgetinthePentamationfinanceandaccountingsystem,revisethe
preliminarybudget to reflect theadoptedbudget, andupload thebudget into thegeneral
ledger.Currently,thebudgetisbuiltinExcelandmanuallyreenteredintothePentamation
systemwhen adopted. TheCity also does not use an integratedutility billingmodule or
business licensemodule,which allow general ledger information to be directly imported
from integrated modules. Instead, manual journal entries are used to transfer revenue
informationfromtheutilitybillingandbusiness licenseapplicationsintothePentamation
generalledger.FixedassetsarealsonotmaintainedinthePentamationsystem.Whenthe
Pentamation system is upgraded, consideration should be given to using asmany of the
existing integratedmodules that are practical and that serve theCity’s purposes, such as
thosedescribedabove.
City staff commented that theywould like to havemore training on the Pentamation
systemtobeabletofullyutilizethedataandcapabilitiesthatthecurrentsystemoffers.
Much data analysis occurs as a result of downloading from Pentamation to
spreadsheets,orbycreatingnewspreadsheets,insteadofusingthesystem’sreportwriting
function (Cognos). Finance staff andCitydepartments’ staff indicatedan interest inmore
trainingonthereport‐writinganddataanalysisfunction.
Finance & Information Technology Department Assessment City of San Luis Obispo April 2013 Municipal Resource Group
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RecommendedActions:
7.1. Prior to implementing any new applications that collect and process financial
information,theCityshouldevaluatetheoptionofanenterpriseresourcesystem
that integrates as many applications and modules as possible. When the
Pentamationsystemisupgraded,considerationshouldbegiventousingasmany
of the existing integrated modules that are practical and that serve the City’s
purposes.IftheCitydeterminesthatareplacementforthePentamationsystemis
appropriate,considersystemsthathaveapplicationsandmodulesthatincludeall
existing standalone systems (such as business licensing, utility billing, cash
receipts,fixedassets,etc.).
7.2. Implement greater use of the existing Pentamation HRIS application, with
assurancesthatitintegrateswiththefinancialsystem.
7.3. Provide additional training sessions on accessing information from the
Pentamationsystem,andforthereportwritingfunction.
8. UtilityBilling
ResponsibilityforUtilityBillingandMeterReading
TheutilitybillingfunctionisperformedbyF&ITDepartmentstaffwhocoordinatewith
UtilityDepartmentWaterCustomerServiceTechniciansregardingserviceordersandmeter
readings. The division of customer services between the two departments can lead to
disconnectsincommunication,potentiallyaffectingcustomerservice.
WhiletheF&ITDepartmentandUtilityDepartmenthaveregularlyscheduledquarterly
meetings, theyareoccasionally cancelled,which leaves a void in communication. Finance
staffindicatesafeelingoflackofrepresentationbyFinancemanagementatthesemeetings.
The Utility Department contracted for a Utility Department Organizational Structure
Review,(BHIManagementConsulting)which,amongothertopics,consideredwhetherthe
utility billing function should be managed by the Utility Department or the F&IT
Department.TheReviewrecommendedthattheutilitybillingfunctionremainintheF&IT
Department,butthata“stronginter‐departmentalservicecreditagreement”beadoptedby
the departments, that outlines specific service expectations of both departments. Utility
Departmentstaffsupportsthisrecommendation.
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Cities often combine meter reading and utility billing under one department. The
existing disconnects between the Utility Department and F&IT Department demonstrate
whythesetwofunctionsareoftenundersinglesupervision.However,inSanLuisObispo,
theWaterCustomerServiceTechnicians,whoreadmeters,alsoperformotherdutieswithin
thewaterdistributionsystemoperations.Aswell,WaterDistributionOperatorsarecross‐
trainedtocoverforWaterCustomerServiceTechnicians.
If the City used meter readers for meter reading only, this Assessment would
recommend consideration of combining the services in the F&IT Department. However,
these cross‐trained duties argue against transferring meter reading to the F&IT
Department.
TheBHIReportalsoconsideredcontractingoutthemeterreader function. If theCity
doesconsidercontractingoutmeterreading,orseparatingthemeterreadingduties from
other Water Customer Service Technician responsibilities, the City should consider
consolidatingthemeterreadingandutilitybillingundertheF&ITDepartment.
AnotheroptionconsideredbytheBHIReportwastomoveutilitybilling to theUtility
Department.TheReportraisedthequestionsastowhethertheUtilityDepartmenthasthe
administrative and physical capacity to assume this responsibility. If this approach is
considered, attention would need to be given to implementing an effective program of
internalcontrols. While thereareotherCityservices thatcollect funds in locationsother
thantheF&ITDepartment,theamountscollectedforutilityservicesaresignificantlymore
thanotherCityrevenues.
At this point in time, it seems logical to pursue the inter‐departmental service credit
agreement. If the departments are not satisfied with the results after a period of time
workingunderan inter‐departmental servicecreditagreement, first considerationshould
begiventocontractingoutthemeterreadingfunctionandcombiningitwithutilitybilling
intheF&ITDepartment.
CitystaffsuggestedmovingresponsibilityofdownloadingmeterreadstoUtilicodersto
UtilityDepartmentWaterCustomerService.ThisconceptwasnotdiscussedwiththeUtility
departmentandifconsidered,shouldbediscussedwiththatdepartment.
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OutsourcingUtilityBillPrinting
TheF&ITDepartmentphysicallyprintsutilitybillinginvoicesandthenastaffmember
drives them to a commercial printer who completes the process of stuffing envelopes,
posting and mailing invoices. Some cities have outsourced the physical utility billing
processentirely. Electronic filescanbesentweekly tovendorswhowillprint,stuff,post
andmailtheutilitybills.Considerationshouldbegiventothisoption.
UseofaLockboxforUtilityPayments
TheCityhasseveralmethodsofreceivingpaymentsforutilitybills,includingbymail,in
personoron‐line.MailedchecksareprocessedbyCitystaff,who thendeposit thechecks
intotheCity’sbankaccount.TheCitydoesnotuseabanklockboxservice(alsoknownasa
remittanceservice),inwhichchecksaresenttoapostofficebox,collectedandprocessedby
thebankanddepositedintotheCity’saccount.TheCityshouldexploreuseofthistypeof
service.
RecommendedActions:
8.1. Commit to regular Utility Department/F&IT Department meetings with senior
managementandlinestafftodiscussandresolvepotentialconflicts.
8.2. Adopt a Utility Department/F&IT Department service credit agreement that
outlinesspecificserviceexpectations.
8.3. If the service credit agreement proves ineffective, consider contracting out
meetingreadingunderthemanagementoftheF&ITDepartment.
8.4. Explorecontractingwithamailhouseforprintingofutilitybills.
8.5. Exploreoutsourcingutilitybillingtoaprivatevendor,allowingelectronictransfer
ofbillingfilesandremoteinvoiceandmailingservices.
8.6. Exploreuseofabanklockboxservicetoreceiveandprocesscheckspaidonutility
bills.
9. ContractingforServices:
In addition to the recommendations for contracting for some of the utility billing
processes, thereareotheropportunities tocontract forcertainservices.Forexample, the
annual Streets and Roads Report and the State Controller’s Report are both currently
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preparedin‐houseandarerequiredtobesubmittedduringthesametimeframeaswhen
theaudit isbeingprepared,TheCityshouldconsidercontractingwiththeCaliforniaState
Controller’s Office for preparation of the Streets and Roads Report, and with the City’s
auditor for the preparation of the State Controller’s Report. Doing so would free
approximately sixty hours of staff time during a high demand period, to focus on
implementingotherfinancialservicesreferencedinthisAssessment.
Thecityshouldevaluate thecosteffectivenessofcontracting for theseservices;many
citieshavefoundcontractingfortheseservicestobebeneficial.
RecommendedActions:
9.1. EvaluatecontractingforpreparationoftheStreetsandRoadsReportandtheState
Controller’sReport.
10. BudgetPreparationandFinancialManagement
ResponsibilityforBudgetPreparation
In past years, the two‐year Financial Plan and Budget was prepared by F&IT staff.
Because of transitions in the F&IT Department, preparation of the document was
transferredonaninterimbasistotheCityManager’soffice,administeredbyanadhocstaff
groupwithfinancialexperience,guidedbyseniorCitystaffandmanagement.Whilethereis
adequate communication with and cooperation from Finance staff in the current
arrangement, there is less direct access to important historical revenue and expenditure
dataandtrends, fundbalanceandworkingcapital information,encumbrancesandcapital
project funding status. Staff who work directly on a day‐to‐day basis in a Finance
Departmenthavemorefrequentexposuretorevenueandexpenseinformationandtrends,
as well as audit, working capital and fund balance information. They are better able to
integrateaccountingandbudgetinformationthanstaffthatoperatesonadailybasisaway
fromtheF&ITDepartment.
This Assessment recommends that the budget function be reassigned to the F&IT
Department followingadoptionof thenext two‐yearbudget,whichwillprovidesufficient
timefortheF&ITDepartmenttoreestablishskillsetsrequiredtopreparethebudget.The
preparationofthebudgetwouldbecoordinatedbytheF&ITDepartment;theCity’sexisting
collaborative process using ‘all‐hands” in the F&ITDepartment, including the Accounting
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AssistantsandtheproposedAccountants,andfiscalstaffinallCitydepartmentsshouldbe
continued.
BudgetandFinancialAnalyses
This Assessment proposes that the budget function be assigned to a Budget and
FinancialAnalysisUnitwithin theF&ITDepartment. ThisUnitwouldmeetand fulfill the
City’s need for more financial analysis, and would be guided by a Budget and Financial
AnalysisManager. TheexistingAdministrativeAnalystpositionhasnotbeenfullyutilized
forfinancialanalysis,anditisproposedthatthispositionreporttotheBudgetandFinancial
AnalysisManager. TheUnit,alongwithotherpertinentF&ITstaff,andunder thegeneral
directionoftheDirector,wouldberesponsibleforallofthenon‐accountingfunctionsinthe
FinanceDivision,includingcommunicationwithCitydepartments’FiscalOfficers,monthly
andmid‐yearbudgetreports,secondyearbudgets,AB1600reports,costallocationstudies,
reviewofCityManagerandCityCouncilReports,analyzingandnegotiatingfinancialterms
of Development Agreements, economic development strategies, grant applications,
infrastructurefinancingstrategies,debtfinancingandfinancialanalysisofCitywideprojects
andinitiatives.
RecommendedActions:
10.1. Reassign the budget function to the F&ITDepartment following adoption of the
nexttwo‐yearFinancialPlanandBudget.
10.2. CreateaBudgetandFinancialAnalysisUnitintheF&ITDepartment,responsible
forallnon‐accountingfunctionsintheDepartment.
10.3. TrainstafftousethePentamationbudgetmoduleandusethismoduletoprepare
thenextCitybudget.
11. AccountingSkillsandPositions
AccountingLevelAnalyses
City staff reported that some departments are keeping track of their own financial
records,inessencecarryinga‘secondsetofbooks’.Concernswereraisedaboutthequality
andaccuracyofPentamationgeneralledgerrecords,particularlywithregardtoaccuracyof
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recording grant reimbursements and the timeliness of recording expenditures,
encumbrancesandbudgetamendments.
City staff commented that the Finance Division does not always perform analysis of
accounts to assure that they are accurate, and attribute this to the lack of experienced
accountantsintheF&ITDepartment.
Citystaffreportedageneralneedformorefundanalysisandinformation,andreferred
specificallytotheneedformoreanalysisofthecurrentandlongtermavailabilityofspecial
revenuefunds,grants,impactfees,gastaxandproject‐levelcapitalimprovementfunding.
There is an absence of accounting‐level staff normally found in cities with the
complexityofSanLuisObispo.Thereisno“Accountant”classification,althoughthereisan
AccountingSupervisorpositionthatsupervisesseveralAccountingAssistants.
Accountantswouldprovideexpertise ingeneral ledgermanagement,accountanalysis,
fund financial conditionanalysis,balancesheetaccountanalysis, grantsaccounting,audit,
reports, account maintenance and budget support (such as working capital analysis,
encumbrancestatus,fundsavailableforCIP,etc.).Someoftheseskillsetsandfunctionsare
notevidentintheF&ITDepartmentnow.Forexample,thedraftauditmanagementletter
notedthatthefixedassetschedulehadnotbeenreconciledwiththegeneralledger,apre‐
audit process that would normally be performed by an experienced accountant. It also
notedthatauditadjustmentswerepostedto financialstatementsatthegovernment‐wide
level, and year‐end closing entries had been posted at the fund level or were recorded
incorrectly.Theneedforexperiencedaccountantsisevidencedbythesefindings.
ThisAssessmentrecommendsthatanAccountantclassificationseriesbeadopted.Two
accountingpositionsareproposedtoreplacetwoAccountingAssistantpositions.
The Accountant series would form the core of an Accounting Unit in the Finance
Division,whichwouldalsoincludealloftheAccountingAssistants.
There is aperception that toomuch informationandknowledgehasbeenvested ina
few higher level Finance positions, and that this knowledge has not been transferred
adequatelytootherFinancestaff. Asthesepositionshavebeenvacated,aknowledgegap
hasoccurred.EstablishinganAccountant serieswould spread theknowledgebase, and it
cancontributetosuccessionplanning.
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RecommendedAction:
11.1. EstablishanAccountantseriesclassification,andretainexperiencedaccountants
inaccordancewiththeorganizationproposalinthisAssessment.
12. CityDepartments’StaffTraining
Citystaffindicatedseveralareasoftrainingthatwouldbedesirable:
Pentamationsystem–whatisavailableandhowisitaccessed?
Pentamationreport‐writingfunction(Cognos).
PeriodictrainingongeneralFinanceandaccountingtopics.
CityFinanceManualandCityRevenueManagementManual.
Newtimecardsystemandpayrollprocedures,tailoredtospecificemployees(i.e.
PublicSafety,generalemployees,etc.).
Job‐specifictrainingfornewlyappointedsupervisors.
RecommendedAction:
12.1. SurveyCitystafftodeterminetrainingprioritiesanddeveloparegularprogramto
trainCitystaffonfinanceandaccountingprocedures
13. KnowledgeTransferandSuccessionPlanning
It has been noted that too much knowledge was vested in too few positions in the
FinanceDivision.TheDirector,FinanceManagerandAccountingSupervisorpositionshave
historicallymanagedtheaccounting,financialandbudgetfunctions.Trainingsubordinates
toassume theresponsibilitiesof their supervisorsona short termbasis,orpermanently,
hasnotbeenimplemented.
Managers and supervisors tend to takeon the responsibilities of subordinatesduring
absences. Successiontraininghelpswhensomeoneisabsent;insteadofamanagertaking
onsubordinateresponsibilities,staffistrainedtomoveupwardtotakeonthenextlevelof
responsibility. Succession training should include supervisory andmanagement skills, as
wellastechnicalskills.
Overall,mentoringand in‐housesuccessionhasnotbeensuccessfully implemented in
theF&ITDepartment.
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RecommendedActions:
13.1. Develop a concerted program to train all levels of staff to assume an “acting”
position for the next level in the organization, and develop a formal succession
planningeffortintheFinanceDivision.
13.2. Trainstaffforcareeradvancement.
14. InternalDepartmentalTraining
Finance staff indicated an interest in learning more of the ‘why’ processes and
proceduresandaccountingtasksareperformed,andhowtheyfitintothe‘biggerpicture’.
Financestaffindicatedaneedformoretrainingbysupervisorswhenassignedtoanew
desk.
Finance staff also indicted an interest in additional training on Pentamation report‐
writing,totakeadvantageofthefullcapacityoftheapplicationtoutilizedata.
RecommendedActions:
14.1. Survey Finance Division staff to determine the most desirable training and
implementaregulartrainingprogram.
14.2. Trainnewsupervisorsonsupervisoryskillsandexpectations.
15. HumanResource/FinanceDivisionCoordination
City staff noted that there is not always clarity on topics that arewithin the Human
Resources Department’s area of responsibility and those that are within the Finance
Division’sareaofresponsibility.
F&IT staff and Human Resources Department staff also expressed interest in more
coordinationofeffortinlabornegotiationssalaryandbenefitcostingandpersonnelbudget
estimates.Inmanycities,theHumanResourcesDepartmentpreparestheseestimates,but
a prudent practice is to have a separate FinanceDepartment review and confirmation of
personnelcostestimatesforlabornegotiationandbudgetpurposes.
Staff also expressed interest in more coordinated effort on benefit administration,
payroll,andimplementationofStateandFederalregulations.Generally,HumanResources
Department responsibilities should include policy, program, compensation and benefit
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administration, while payroll and payment of payroll‐related withholding and benefits
shouldbeaFinanceDivisionresponsibility.
RecommendedActions:
15.1. Clarify,andthenprepareanddistributeawrittendescriptionofmattersthatare
the responsibility of the Human Resources Department and the F&IT
Department,withnamedindividualstocontactwithquestions.
15.2. Developregularlyscheduled,agendizedmeetings,attendedbymanagementand
line staff, to address coordination of Human Resources Department and F&IT
Departmentservices.
16. ProposedOrganizationalStructure
Thissectionproposesanorganizationalstructurethatfacilitatestheimplementationof
thepreviousrecommendationsintheAssessment.Itassumesthattherecommendationsto
modify workloads are implemented, such as processing of City contracts, outgoing mail
processingandutilitybillingprocessing.
Theproposedorganizational structure includes two ‘units’ in theFinanceDivision, as
discussedinthisAssessment.
AccountingUnit
The Accounting Unit would include a Finance OperationsManager, two Accountants,
andsixAccountingAssistants.ThisUnitwouldbe responsible for all revenue, accounting
andauditfunctions.
BudgetandFinancialAnalysisUnit
TheBudgetandFinancialAnalysisUnitwouldincludeaBudgetandFinancialAnalysis
Manager,anAdministrativeAnalystandaBudgetAnalyst.ThisUnitwouldberesponsible
for more than just the budget process. Beyond the annual budget coordination and
preparation,andunder theguidanceof theDirector, thisUnitwouldcoordinatewithCity
departments on grant applications, assist in analyzing and supporting negotiations of
financial terms of Development Agreements, develop economic development strategies,
analyze infrastructure financing strategies, provide ongoing budgetary analyses for City
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departments and provide Citywide support on financial matters. It would provide staff
supportforallbuttheaccountingfunctionsintheFinanceDivision.Asiscurrentlythecase,
allFinanceDivisionstaffwouldcontinuetosupportthebudgetprocessaswell.
AdministrativeAssistance
A.5FTEAdministrativeAssistantisproposed,toallowmanagersandprofessionalstaff
tofocusonaccountingandfinancialmanagementmatters. Thispositionwouldhandleall
clerical and administrative support work for the Finance Division, prepare routine
departmental correspondence, draft routine staff reports, monitor employee evaluation
deadlines,processhumanresourcespersonnelactionformsandotherdocuments,schedule
meetings and handle the Division’s administrative and clerical functions. The position
wouldbesharedwiththeInformationTechnologyDivision.
RecommendationsandTriggers
The following chart summarizes the key proposed functional changes in the Finance
Divisionthathavestaffing implications, the“triggers”orrecommendationsthatshouldbe
implementedtofacilitatethechanges,andtheproposedstaffing.
Function RecommendationsandTriggers StaffProposedConfirmFinanceDivisionmissionandservices
Reassumeresponsibilityforbudgetmanagementandpreparation
Enhancecitywidefinancialanalysesandservices Relievemanagementofadministrativetasks
Authorize.5FTEAdministrativeAssistant
ImproveaccountingskillsandproceduresintheFinanceDivision
TrainedAccountantsshouldassumeaccountingresponsibilitiesfromAccountingAssistants
Accountantswillenhanceauditpreparationandreportingcapabilities
AccountantswillprovideenhancedanalysisservicestoCitydepartments
CreateAccountantclassificationseries
AuthorizetwoAccountantpositions
ReviseandreassignAccountingAssistantsresponsibilities
Issuequarterlybusinesslicenserenewals Departmentspostoutgoingmail Transfercontract/insuranceadministrationtoriskmanagement
Outsourceprintingofutilitybillspayments Implementlockboxsystemforutilitypayments ContractforStreetsandRoadsReport ContractforStateController’sReport AssignaccountingfunctionstoAccountants
EliminateoneAccountingSupervisorposition
EliminatethreeAccountingAssistantpositions
EstablishaBudgetandFinancialAnalysisUnit
ResponsibleforcoordinatingFinanceDivisionsupportandcitywidedevelopmentofbudget.
EnhancefinancialanalysisservicestoCitydepartments. Administerallnon‐accountingfunctionsinFinanceDivision.
CreateandauthorizeBudgetandFinancialAnalysisManagerposition
CreateandauthorizeBudgetAnalystposition
AssignAdministrativeAnalysttothisUnit
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The proposed Finance Division organizational structure, staffing levels and reporting
relationshipsareindicatedbelow:
The net addition to the Finance Division would be one‐half position, the .5 FTE
AdministrativeAssistant.TwoAccountants,oneBudgetandFinancialAnalystManagerand
oneBudgetAnalystwouldreplacethreeAccountingAssistantpositionsandoneAccounting
Supervisorposition.
RecommendedAction:
16.1. Seek approval and implement the organizational structure as proposed in this
Assessment.
F&IT Director
Finance Operations Manager
Accountant III
Accountant IAccounting Assistant (2)
Supervising Accounting Assistant
Accounting Assistant (3)
Budget and Financial Analysis
Manager
Administrative Analyst
Budget Analyst
Administrative Assistant (.5)
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IV. FINANCEANDINFORMATIONTECHNOLOGYDEPARTMENTREVIEW‐
INFORMATIONTECHNOLOGYDIVISIONASSESSMENTAND
RECOMMENDATIONS
_________________________________________________________________________________________________
AsdiscussedinChapterIII,MRGmetwithrepresentativesofCitydepartmentstogain
insights from “internal users” as towhichF&ITDepartment processes and serviceswork
well, andwhat can be done to enhance processes and services. MRG alsometwith the
InformationTechnologyDepartmentstaff inagroupmeeting, togainanunderstandingof
howtheIToperationsarestructuredandhowservicesareprovidedbydepartmentalstaff.
TheinternalcustomerandITstaffobservationsandinputarediscussedinthisChapter,
aswellasMRGinputbasedonourexperiencewithsimilaragencies.Recommendationsare
providedtoaddressorganizationalandserviceissuesthathavebeenraised.
As alsodiscussed in thepreviousChapter, it is important tonote that interviewsand
meetingswithCitystaffgeneratedbothfactsandperceptions.Whilesomeperceptionsmay
notbegroundedsolelyinfact,theyarenonethelessimportanttoaddressintheAssessment
andbytheF&ITDepartmentandtheCity.
The F&IT Department recently completed an Information Technology Strategic Plan
(“ITSP”),whichisacomprehensiveanalysisofthecurrentCitytechnologyenvironmentand
a roadmap to ensure that technology effectively supports the City’s current and future
needs. The City also has an Information Technology Steering Committee comprised of
representativesofCitydepartments. ThisAssessment is intendedtosupplement,andnot
supplant, the Information Technology Strategic Plan and the work of the Steering
Committee.Similarly,with fewexceptions, theITSPrecommendationsarenotrepeated in
thisAssessment.
It may be appropriate and necessary for the City to consider phasing the
implementationoftheserecommendations,astimepermitsandasfundingisavailable.
This Chapter addresses information technology services provided by the F&IT
Department.
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ASSESSMENTANDRECOMMENDATIONS
1. Leadership,ManagementandSupervision
The InformationTechnologyDivision is part of the existing F&ITDepartment. While
therehasbeentransitionintheDirectorleveloftheF&ITDepartment,themanagementand
supervisionoftheInformationTechnologyhasbeenstable.
InformationTechnologystaff indicatedastrongpreferencetoremainpartoftheF&IT
Department.CitydepartmentsdidnotexpressanyreasonorpurposeinseparatingtheIT
Division from the F&IT Department. This Assessment found no reason to separate the
InformationTechnologyDivisionfromtheF&ITDepartment.
2. InformationTechnologyRoleandStaffing
Interviewswith City staff and IT staff revealed that the City hasmade an aggressive
effort to implementnewapplicationsandsystemsandreplaceolderapplications. Recent
projects include implementation of the new time card system, efforts to implement an
Energov permitting system, implementation of a new utility billing system and other
applications,whilemaintainingtheexistingGISandnetworks.Citydepartmentsdescribed
theCityasintechnology“fatigue”and“overload”.
CitystaffobservedthatITstaffisresponsiveandcustomerserviceoriented.Thereisa
highservicelevelexpectation. However,thehighdemandfornetworkservices,helpdesk
assistance, and implementing andmaintaining applicationshas caused the IT staff to feel
reactive, not proactive. There is a strong impression thatmore time should be spent on
security, implementing best practices, updating GIS mapping and other forward‐looking
activities.
CitystaffindicatedthattheITDivision’sroleandmissionneedstobeclearlydefined,
projects need to be prioritized, and resources (staff and contracts) need to be funded to
meetCityexpectations.
In the past, City departments have selected and/or implemented applications,
sometimeswithoutITstaff inputorguidance,yetITstaffnecessarilybecomesinvolvedin
maintainingtheapplications.ThisraisesthequestionastotheITDivision’sroleinadvising
andworkingwithCitydepartmentsinselectingandimplementingapplications.Itisoneof
thereasonsthattheITSPrecommendsanApplicationsSupportUnit. TheITDivisionisin
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theprocessofupdatingtheCity’sapplicationinventory,inordertohaveacompleterecord
ofapplications.
Citystaffalso identifiedtheneedfor ‘businessprocess’skillsandservices fromthe IT
Division,tohelpinmatchingoramendingexistingprocesseswiththosethatareembedded
inoff‐the‐shelfsoftwareapplications,andviceversa.
StaffingLevels
Current IT staffing includes 9.25 FTE positions: an ITManager, two Supervisors, one
DatabaseAdministrator,a .75FTEITAssistant,threeNetworkAdministratorsand1.5FTE
GISspecialists.InternsarealsooccasionallyusedbytheITDivision.
As discussed above, there is a need to match resources with expectations. The ITSP
proposes a full‐time help desk representative and reorganization of the IT Division to
includeaCustomerServiceUnit andanApplicationsSupportUnit. Asbudgetallows, the
ITSP recommends additional staff resources for applications support and project
management, aswell as evaluating additional staff to implement andmaintain additional
systemsandapplications. Anadditional full‐timehelpdesktechnician is the ITDivision’s
highestpriority.
ReviewFundingSources
The IT Divisionwill be reviewing current budgeted appropriations that are normally
usedforcitywideequipmentpurchasesonapay‐as‐you‐gobasis,andasanalternative,use
leasepurchases inorder to stretch thedollars andprovide for ameansof freeingup the
dollarstosupporttheproposedstaffpositions.
StaffingPriorities
TheCitybudgetprocessallowsdepartmentstoproposenewpositions,andtheprocess
evaluates thepriorityofalldepartmentalproposals.TheF&ITDepartmenthassubmitted
proposals foradditional IT staff. Thesewere submitted for thenext2‐year funding cycle
butnotfundedwiththeexceptionofincreasingthe75%helpdesktechniciantofull‐time.
As discussed and recommended in Chapter III, an F&IT Department Administrative
Assistantwouldprovide .5 FTE ITDivision support thatwould allow IT staff to focus on
maintenanceofsystemsandimplementationoftheITSP.Thefunctionsthatwouldbetaken
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over by the Administrative Assistant include the preparation of numerous Request for
Proposal documents, assisting in evaluation of bids, drafting routine staff reports,
monitoringemployeeevaluationdeadlines,routineprocessingofpersonalactionformsand
other human resources documents, processing vendor payment requests, bid openings,
preparation of semi‐annual budget documents including goal status updates and other
administrativetasks.Thiswouldhelptorelievesomeoftheadministrativeworkloadnow
performedbyNetworkAdministrators.
ThefollowingchartsummarizesthekeyproposedfunctionalchangesintheITDivision
that have staffing implications, the “triggers” or recommendations that should be
implementedtofacilitatethechanges,andtheproposedstaffing.
Function RecommendationsandTriggers StaffProposedCustomerServiceandApplicationsSupport
ImplementITSPrecommendationtoestablishaCustomerServiceUnitandApplicationsSupportUnit
Evaluatecostsavingsfromleasingratherthanpurchasingequipment
Asfundingisidentifiedandavailable
AuthorizeITSPandITDivisionstaffingrecommendations
Administrativesupport Evaluatecostsavingsfromleasingratherthanpurchasingequipment
Asfundingisidentifiedandavailable
Authorizea.5FTEAdministrativeAssistant
RecommendedActions:
2.1. Evaluatepotentialcostsavingstobeachievedfromleasingratherthanpurchasing
equipment,tobeabletoprovidefundstosupportproposedstaffinglevels.
2.2. Implement the ITSP recommendation to establish anApplications SupportUnit,
with additional business processes skills and services. The Database
Administratorwillsoonbeassumingtheapplicationsupportrole.
2.3. Implement the ITSP recommendation to fund the Tier I and Tier II help desk
systemandthefulltimehelpdeskrepresentative.
2.4. Implement this Assessment’s recommendation to create a .5 FTE F&IT
AdministrativeAssistantposition,tobesharedbytheITDivisionandtheFinance
Division.
2.5. Empower and involve the IT staff in early and continuous discussions and
consideration of new applications. This can be accomplished through the IT
SteeringCommittee.
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2.6. Continue to use the IT Steering Committee to prioritize IT projects, and to
recommend staffing levels required to implement IT objectives and tomaintain
existingsystems.
2.7. The IT Department should continue to utilize adjusted shifts as workload
conditionspermit,totakeadvantageofoff‐peaktimeformaintenanceofsystems.
3. EstablishandEnforceStandardsandPolicies
There are a number of factors that drive the demand for IT Division services. City
departmentstaffhaveusedthumbdrivestoimportdocuments,openedpotentiallyinfected
emailattachments,installed“rogue”applications,madechangestoGISdatabasesandother
actions thatmay impact theneed for ITservices. Datastoragehasbecomean increasing
problem because unnecessary documents continue to be retained on Citywide shared
drives.
Many policies already exist, but need to be updated and reviewed by the IT Steering
Committee. Overall, there is a need to establish, and more importantly, enforce policies
governingcomputerandapplicationsuse.
SecurityanddatastoragearetheITDivision’stwohighestpriorities.
SystemsecurityisacriticalcomponentoftheITresponsibilities.TheITDivisionneeds
to have sufficient resources to ensure security, and must make system security a high
priority.
RecommendedActions:
3.1. Establishclearpoliciesandstandardsforcomputerandnetworkuse,andactively
enforcesuchpolicies.
3.2. Establishadataanddocumentretentionpolicy,andinitiateaprogramtoeliminate
unnecessarydataanddocumentsfromCitywideshareddrives.
3.3. Provide resources to ensure system security and make system security a high
priority.
4. ITHardwareandApplicationsInventoryandReplacementFunding
It was noted during the Assessment that the IT Division does not have a complete
inventoryofallinstalledapplications.Aninventoryofhardwareandsoftwareapplications
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is important, tobeable to identify replacement cyclesand funding sources. TheCityhas
recently implemented an internal service TechnologyReplacement Fund, but has not yet
establishedapolicyforuseoftheaccumulatedfundsforfutureequipmentreplacement.
RecommendedActions:
4.1. Developacompleteinventoryofallhardwareandapplications.
4.2. Implement policy governing use of internal service Technology Replacement
Fundsforthereplacementofhardwareandapplications.
5. Training
Training City staff is a long‐term investment that can reduce help desk calls and can
positivelyaffectdemands for IT services. Orientationand training fornewemployees is
particularlyimportant.
Asoneemployeedescribed,“weneedtotakethetimetoteachpeopletofish.”Citystaff
expressedinterestandsupportinadditionaltraining.TheCityhasawell‐regardedoutside
consultantwhoprovidestrainingtoCitystaff.
In addition, “training the trainer” builds in‐house capacity, particularly for new
applicationsthatcomeonline.
AmongCitystaff,therearemanyexperienced“power‐users”whocanalsobedraftedto
providetraining,supplementingITstaffandconsultanttrainingresources.ITstaffisaware
of the “power users” in the organization and has planned a series of lunch and learn
sessionstohelpbringthoseidentifiedusersuptospeed.
RecommendedActions:
5.1. Survey city departments for training needs, and develop a prioritized training
program.
5.2. SeekoutCitydepartmentpower‐usersandengagethemastrainers.
5.3. Continue to use outside consulting services to supplement IT staff in‐house
training.
5.4. Provide sufficient resources to train IT staff on new applications that may be
broughtonline.
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V. HUMANRESOURCESDEPARTMENT
____________________________________________________________________________________________________
AsdiscussedinChapterIII,MRGmetwithrepresentativesofCitydepartmentstogain
insights from “internal users” as to which Human Resources Department processes and
servicesworkwell,andwhatcanbedonetoenhanceprocessesandservices.MRGalsomet
withtheHumanResourcesDepartmentstaffinagroupmeeting,togainanunderstanding
ofhowtheHumanResourcesoperationsarestructuredandhowservicesareprovidedby
departmentalstaff.
TheinternalcustomerandHumanResourcesstaffobservationsandinputarediscussed
in this Chapter, as well as MRG input based on our experience with similar agencies.
Recommendationsareprovidedtoaddressorganizationalandserviceissuesthathavebeen
raised.
As alsodiscussed in thepreviousChapter, it is important tonote that interviewsand
meetingswithCitystaffgeneratedbothfactsandperceptions.Whilesomeperceptionsmay
notbegroundedsolelyinfact,theyarenonethelessimportanttoaddressintheAssessment
andbytheHumanResourcesDepartmentandtheCity.
It may be appropriate and necessary for the City to consider phasing the
implementationoftheserecommendations,astimepermitsandasfundingisavailable.
ThisChapteraddressesservicesprovidedbytheHumanResourcesDepartment.
ASSESSMENTANDRECOMMENDATIONS
1. Leadership,ManagementandSupervision
TheHumanResourcesDepartmentconsistsofoneDirectorandfourstaffmembers.All
positions report to the Director. Departmental functions are clearly assigned among the
staff. There has been consistency and stability in the leadership andmanagement of the
Department. No recommendations regarding leadership and management of the
DepartmentareofferedbythisAssessment.
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2. OrganizationalReportingOptions
TheHumanResourcesDepartment currently reports directly to the CityManager. As
discussed in Chapter III, one of the key questions posed as part of this Assessment is
whether the Human Resources Department should remain as a single department, or be
merged with Finance & Information Technology Department (as well as other potential
functions) into an Administrative Services Department. One factor driving this question
was whether an Administrative Services Department would attract qualified Director
candidates.AsaresultofthisAssessment,MRGrecommendsthattheCityrecruitforF&IT
Directorcandidateswithstrongfinanceexperience.Basedonthesefactorsalone,MRGdoes
not recommend the creation of an Administrative Services Department, because it may
attract candidates who are less focused on the important finance matters that must be
addressed.
Moreover, theHumanResourcesDepartmentadministersawidevarietyofprograms,
some of which are highly confidential, including labor relations, personnel records,
disciplinarymatters and other personnelmatters. For these areas of responsibility, it is
important for the Human Resources Department to report directly to the City Manager.
Based on these factors, as well as the factors discussed in Chapter III, this Assessment
recommendsthattheHumanResourcesDepartmentremainasadepartmentreportingto
theCityManager.
RecommendedAction:
2.1. RetainaseparateHumanResourcesDepartment.
3. HumanResourcesDepartment/FinanceDivisionCoordination
Chapter III addressed the “touch points” between the Human Resources Department
andtheFinanceDivision.Foreaseofreview,theyarerepeatedhere.
City staff noted that there is not always clarity on topics that arewithin the Human
Resources Department’s area of responsibility and those that are within the Finance
Division’sareaofresponsibility.
F&IT staff and Human Resources Department staff also expressed interest in more
coordination of effort, including salary and benefit costing, budget preparation, benefit
administration,payrollcoordinationandimplementationofStateandFederalregulations.
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RecommendedActions:
3.1. Prepareanddistributeawrittendescriptionofmattersthataretheresponsibility
of the Human Resources Department and the F&IT Department, with named
individualstocontactwithquestions..AsdiscussedpreviouslyinthisAssessment,
compensationandbenefit administration shouldbeHumanResources functions
whilepayrollandpaymentofpayroll‐relatedwithholdingandbenefitsshouldbe
FinanceDivisionresponsibilities.
3.2. Develop regularly scheduled, agendizedmeetings, attendedbymanagement and
line staff, to address coordination of Human Resources Department and F&IT
Departmentservices.
4. SafetyPrograms
City staff noted that additional administration and coordination of safety programs
would be desirable. It is recommended that the Human Resources Department take
responsibility for centralizing safety administration, training offerings, requirements,
records and certifications. Currently, eachdepartmentdetermines training requirements
andpriorities,andtrackstrainingandcertifications.
RecommendedAction:
4.1. Conveneacitywidediscussiononoptionstocentralizesafetyadministrationand
trainingfunctions,recordkeepingandcertifications.
5. Training
City staff noted an interest in additional training, including first‐time supervisor
training, writing performance reviews, succession planning and organizational
development.
RecommendedAction:
5.1. Survey City departments to determine desirable training topics; prioritize and
providetrainingonhighestprioritytopics.
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6. RecruitmentProcess
City staff commented that the current recruitment process does not permit City
department Directors or their representatives to screen resumes and applications. At
present,resumesandapplicationsarescreenedbytheHumanResourcesDepartmentanda
representativefromanotherdepartment,andanoralboardpanelranksthetopcandidates,
whoarethenreferredtothedepartmentforinterviewsandselection.
The Human Resources Department has prepared a Draft Recruitment Guide that
outlines the existing process. Human Resources staff plan to work with internal
departments to gather proposed modifications to the recruitment process that should
address City staff suggestions and maintain a highly defensible and legally compliant
process.
RecommendedActions:
6.1. Review with City departments the Draft Recruitment Guide that includes the
opportunity for a separate departmental representative to screen resumes and
applications,andforanin‐houserepresentativetoparticipateasamemberofthe
oralboardpanel.
6.2. Implementagreeduponproceduralchangesinrecruitmentprocesses.
7. RiskManagement
TheHumanResourcesDepartmentiscurrentlyresponsibleforriskmanagement,which
includesadministrationoftheCity’sliabilityandworker’scompensationprograms.While
MRGdidnotconductacomprehensiveassessmentof thesefunctions forSanLuisObispo,
we did recently prepare a benchmark survey on legal services for another client, a
componentofwhichwas theassignmentof riskmanagement functions in thebenchmark
cities.Thedataindicatedthatincitieswithin‐houseCityAttorneyoffices,riskmanagement
isoftenassignedtotheCityAttorney’soffice.IncontractCityAttorneyarrangements,risk
management was typically assigned to the Human Resources Department or the City
Manager’soffice. AssigningtheliabilityportionofriskmanagementtotheCityAttorney’s
office has the advantage of closely connecting claims administration with legal staff. In
addition, and as recommended in this Assessment, review of insurance and performance
bond certificates and indemnification requirements is best administered by a risk
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management function that is closely connected with legal counsel, and by staff who are
trained to understand insurance and indemnification objectives and the adequacy of
insurancecertificationsthataresubmittedtotheCity.
Administration of workers compensation programs in our benchmark survey was
almostuniversallyperformedbyHumanResourcesDepartment.
RecommendedAction:
7.1. Consider transferring risk management functions to the City Attorney’s office,
including review and approval of insurance requirements in contracts, while
retaining worker’s compensation program responsibilities in the Human
ResourcesDepartment.
8. HumanRelationsCommissionStaffing:
During the course of the Assessment, it was noted that the Human Resources
DepartmentstaffstheCityHumanRelation’sCommission.TheHumanRelationsCommittee
advisestheCityCouncilonmattersconcerningsocialproblemsaffectingtheresidentsofthe
City, assists in tenant/landlord problems, and reviews and recommends grants‐in‐aid to
assistgroupsthatprovidehumanservicesprograms.
It is not immediately clear thatHumanResourcesDepartment staff is necessarily the
best trained or the most qualified in the subject matter under the purview of this
Commission.
TheAssessmentdidnot identify thehistorical reason forassigning thestaffingof this
Commission to the Human Resources Department. In other cities, staffing similar
commissionsisoftenbasedonthetypesofhumanrelationsissuesthatareintendedtobe
addressed. For example, if law enforcement issues are among are commission’s purview,
PoliceandCityAttorneyofficesmaysupportacommission.Alternatively,ifhomelessand
transitionalhousingmattersareacommission’sfocus,aHousingAuthorityoraCommunity
DevelopmentDepartmentmaysupportacommission.
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RecommendedAction:
8.1. Review theappropriatenessofassigningHumanResourcesDepartment tostaff
the Human Relations Commission. Consider transferring this function to the
CommunityDevelopmentDepartment.
9. HumanResourcesDepartmentStaffLevels
Aspresentedabove,theHumanResourcesDepartmentstaffconsistsofoneDirector
and four staff members. City staff did comment that the Human Resources Department
accomplishesmanytaskswithlimitedstaff.
If the riskmanagementandHumanRelationsCommissionstaffingresponsibilities
are transferred from theHumanResourcesDepartment, theworkloadwould bemore in
linewiththeexistingstaffing.However,ifadditionalsafetyandtrainingtasksareadded,as
recommended by this Assessment, there would be added workload. On balance, this
Assessment recommends an incremental addition to the Human Resources Department
staff. As an initial step, a part‐time training and safety coordinator position is
recommended, responsible for the centralizing safety and training offerings, training and
safetyrequirements,recordsandcertifications.
The following chart summarizes the key proposed functional changes in the Human
ResourcesDepartment thathave staffing implications, the “triggers”or recommendations
thatshouldbeimplementedtofacilitatethechanges,andtheproposedstaffing.
Function RecommendationsandTriggers StaffProposedAssumeresponsibilityforsafetytrainingofferings,trainingandsafetyrequirements,recordsandcertifications
TransferriskmanagementresponsibilitiestotheCityAttorney’soffice
TransferHumanRelationsCommissionsupporttoCommunityDevelopmentDepartment
Assumeresponsibilityforcentralizedsafetyadministrationandtrainingfunctions
Authorize.5FTESafetyCoordinator
RecommendedAction:
9.1. Consideraddingonepart‐timesafetyandtrainingcoordinatorstaffpositiontothe
Human Resources Department, responsible for the centralizing safety training
offerings,trainingandsafetyrequirements,recordsandcertifications.
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10. HumanResourcesInformationSystem(HRIS)
While theFinanceDivisionuses theexistingPentamationHRISmodule forpayroll
purposes, theHRISsystem isnotcurrentlyutilizedby theHumanResourcesDepartment.
There are many databases that can be maintained in an HRIS system that enhance the
efficiency of aHumanResourcesDepartment, including employee census information for
workers compensation and insurance reporting, data for State and Federal reporting
purposes,trainingandsafetycertificationrecords,performanceevaluationtracking,benefit
enrollments,compensationhistory,leaveusagedata,jobapplicanttrackingandotherdata
and reporting functions. HRIS systems allow individual employees to access and revise
theirpersonalrecordsforsuchpurposesasaddresschanges,insteadofHumanResources
Departmentstaffimplementingnon‐confidentialinformation.
The Assessment did not evaluate the available functions offered by the current
Pentamationsystem.Similarly,theAssessmentdidnotspecificallyevaluatetheCity’sHRIS
functional and database priorities. The Human Resources Department should identify its
HRISprioritiesandimplementthePentamationHRISsystem.
RecommendedAction:
10.1. IdentifytheCity’sHRISprioritiesandimplementafullyfunctioningHRISsystem.
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VI. ASSESSMENTSUMMARY
____________________________________________________________________________________________________
MunicipalResourceGroupLLChas performed thisAssessmentbasedon the scope of
workdefinedbytheCity.TherecommendationsarebasedontheinterviewswithCitystaff
andourreviewofCitydocuments,combinedwithourexperienceinmanagingCityFinance
and InformationTechnologyDepartments andHumanResourcesDepartments, aswell as
workingwithotherpublicagencyclientsinsimilarassessments.
WewouldliketothanktheCityofSanLuisObispofortheopportunitytopreparethis
Assessment.OurappreciationisextendedtoCitystafffortheircooperationandinsightsin
supportofthisproject.
A‐1
AppendixA
MunicipalResourceGroupLLCwouldliketothankthemembersoftheSanLuisObispoCitystaffwhoprovidedvaluable input and insights for thisAssessment. The following individualsparticipated inthisAssessment.
DepartmentHeadsKatieLichtig,CityManagerMichaelCodron,AssistantCityManagerWaynePadilla,InterimFinanceDirectorMonicaIrons,HumanResourcesDirectorCarrieMattingly,UtilitiesDirectorDarylGrigsby,PublicWorksDirectorCharlieHines,FireChiefDerekJohnson,CommunityDevelopmentDirectorShellyStanwyck,ParksandRecreationDirectorChristineDietrick,CityAttorneyInternalCustomersBarbaraLynch,PublicWorksDeputyDirectorMelissaMudgett,PublicWorksAdministrativeAnalystJulieCox,AdministrativeAnalyst,FireMelissaEllsworth,AdministrativeAnalyst,PoliceDebbieMalicoat,UtilitiesOperationsManagerKeithStorton,Captain,PoliceAndreaVisveshwara,AssistantCityAttorneyInformationTechnologyStaffSteveSchmidtLynnWilwandMiguelGuardadoEricGeddesJasonTakagiJasonDornishTimCoolDavidYunDawnHutchinsonMaryAndrewsDerekCrawford
HumanResourcesStaffMonicaIronsGregZocherKathyHamiltonNickoleSutterKateAuslenFinanceStaffMetteRichardsonMarjorieHernandezLindaMcDonaldJenniferThompsonLorraineColleranKimYoungbloodAmeronJudgeBarbaraHageTraciKawaguchiJaniceHarrisBudgetTeamAprilRichardsonBrigitteElkeRachelMcClure