Organization and Staffing Plan
Org ganizational and Staffing Plan TABL LE OF CONTE C ENTS 0 EXECUTIVE SUMMA ARY ......................................................... ......................................................................... I 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 1 ORGA ANIZATIONAL STUDY OVERV VIEW ................................... ........................................................................ 1 1.1 1.2 2 BACKGROUND OF THE STUDY .................................................... .............................................................................. 1 DISTRICT ORGAN NIZATION OVERVIEW.......................................... .............................................................................. 4 ORGA ANIZATIONAL CONSIDERATIONS ................................... ........................................................................ 7 2.1 2.2 2.3 3 ORGANIZATIONAAL OVERVIEW ................................................... ............................................................................. III STRATEGIC DISTRRICT INITIATIVES ............................................... ............................................................................. IV SPECIFIC DISTRICCT ORGANIZATION NAL ASSESSMENT PERSPECTIVES ... .............................................................................. V ORGANIZATIONAAL CULTURE ..................................................... ............................................................................ VII PROPOSED DISTRRICT ORGANIZATION AND STAFFING G REQUIREMENTSS ......................................................................... VIII RECOMMENDATION 2 – FOCUS ON BEING A LEARN NING ORGANIZATTION ...................................................................... XII RECOMMENDATION 3 – PROMOTE ORGANIZATIONAAL EFFECTIVENESSS, EFFICIENCY ANDD WORKFORCE PEERFORMANCE ......... XIV IMPLEMENTATIO ON CONSIDERATIO ONS AND ROADMA AP .................... ........................................................................... XVII STRATEGIC DISTRRICT INITIATIVES ............................................... .............................................................................. 7 SPECIFIC DISTRICCT ORGANIZATION NAL ASSESSMENT PERSPECTIVES ... ............................................................................ 10 ORGANIZATIONAAL CULTURE ..................................................... ............................................................................ 14 PROP POSED DISTRIC CT ORGANIZAT TION AND STA AFFING ENHAN NCEMENTS ....................................................... 17 3.1 3.2 3.3 RECOMMENDATION 1 – IMPROVEE ORGANIZATIONAAL STRUCTURE EFFFECTIVENESS .......................................................... 17 RECOMMENDATION 2 – FOCUS ON BEING A LEARN NING ORGANIZATTION .................................................................... 233 RECOMMENDATION 3 – PROMOTE ORGANIZATIONAAL EFFECTIVENESSS, EFFICIENCY ANDD WORKFORCE PEERFORMANCE .......... 26 4 IMPLLEMENTATION CONSIDERATIONS AND ROA ADMAP ......... ....................................................................... 31 5 APPEENDIX A: ORGA ANIZATIONAL RECOMMENDATIONS ......... ....................................................................... 34 5.1 DEFINITIONS AND D KEY TERMS USEED IN THE PROPOSED DETAILED ORRGANIZATIONAL C HARTS .......................................... 34 6 APPEENDIX B: CURR RENT ORGANIZZATION CHART TS .................. ....................................................................... 63 7 APPEENDIX C: EMPLLOYEE SURVEY Y .......................................... ....................................................................... 70 8 APPEENDIX D: EXTER RNAL BENCHM MARKING ANA ALYSIS ............ ....................................................................... 94 LIST OF TAB BLES TABLE 0‐1: FTE F S BY DEPARTM MENT – FY 2014 4‐15 DISTRICT ORGANIZATION R ..... ............................................................................. III TABLE 0‐2: TOTAL FTES BY DEPARTMENT – PROPOSED R DISTRICCT ORGANIZATIONN ............................................................................ IX TABLE 0‐3: OVERVIEW OF PROPOSED ORGANIZZATIONAL CHANG GES .................. .............................................................................. X TABLE 0‐4 – SUMMARY OF PROPOSED R REPURPPOSED AND RENAAMED POSITIONS. ............................................................................ XII TABLE 0‐5 – SUMMARY OF PROPOSED R CHANGES IN TITLES .............................. ............................................................................ XII TABLE 1‐1: FTE F S BY DEPARTM MENT – FY 2014 4‐15 DISTRICT ORGANIZATION R ..... .............................................................................. 4 Central Co ontra Costa Sanitary S District TABLE 3‐1: TOTAL FTES BY DEPARTMENT – PROPOSED DISTRICT ORGANIZATION ......................................................................... 19 TABLE 3‐2: OVERVIEW OF PROPOSED ORGANIZATIONAL CHANGES ............................................................................................ 20 TABLE 3‐3 – SUMMARY OF PROPOSED REPURPOSED AND RENAMED POSITIONS........................................................................... 22 TABLE 3‐4 – SUMMARY OF PROPOSED CHANGES IN TITLES ....................................................................................................... 22 TABLE 5‐1: FTES BY DIVISION – PROPOSED ADMINISTRATION DEPARTMENT ............................................................................... 37 TABLE 5‐2: FTES BY DIVISION – PROPOSED ENGINEERING AND TECHNICAL SERVICES DEPARTMENT ................................................ 42 TABLE 5‐3: FTES BY SECTION – PROPOSED PLANNING AND ...................................................................................................... 43 TABLE 5‐4: FTES BY SECTION – PROPOSED CAPITAL PROJECTS DIVISION ..................................................................................... 49 TABLE 5‐5: FTES BY SECTION –PROPOSED ENVIRONMENTAL AND REGULATORY COMPLIANCE DIVISION ........................................... 52 TABLE 5‐6: FTES BY DIVISION – PROPOSED OPERATIONS DEPARTMENT ..................................................................................... 53 TABLE 8‐1: SERVICES OFFERED BY AGENCY ............................................................................................................................ 96 TABLE 8‐2: JOB DESCRIPTION CLASSIFICATIONS ...................................................................................................................... 97 LIST OF FIGURES FIGURE 0‐1: CURRENT DISTRICT ORGANIZATION ..................................................................................................................... IV FIGURE 0‐2: DISTRICT STRATEGIC INITIATIVES ......................................................................................................................... IV FIGURE 0‐3: PROPOSED DISTRICT ORGANIZATION ................................................................................................................... IX FIGURE 1‐1: DISTRICT SERVICE AREA ..................................................................................................................................... 3 FIGURE 1‐2: CURRENT DISTRICT ORGANIZATION ...................................................................................................................... 4 FIGURE 3‐1: ORGANIZATIONAL TAXONOMY ........................................................................................................................... 18 FIGURE 3‐2: PROPOSED DISTRICT ORGANIZATION .................................................................................................................. 19 FIGURE 5‐1: ORGANIZATIONAL CHART LEGEND ...................................................................................................................... 34 FIGURE 5‐2: RATIONALE FOR ORGANIZATIONAL RECOMMENDATIONS ........................................................................................ 35 FIGURE 5‐3: ADMINISTRATIVE SERVICES DEPARTMENT ORGANIZATION STRUCTURE ...................................................................... 37 FIGURE 5‐4: PROPOSED INFORMATION TECHNOLOGY DIVISION STRUCTURE ................................................................................ 38 FIGURE 5‐5: PROPOSED FINANCE DIVISION STRUCTURE ........................................................................................................... 39 FIGURE 5‐6: COMMUNICATIONS & INTERGOVERNMENTAL SERVICES DIVISION STRUCTURE............................................................. 40 FIGURE 5‐7: SECRETARY OF THE DISTRICT ORGANIZATIONAL STRUCTURE .................................................................................... 41 FIGURE 5‐8: ENGINEERING AND TECHNICAL SERVICES DEPARTMENT ORGANIZATIONAL STRUCTURE ................................................. 42 FIGURE 5‐9: PLANNING & DEVELOPMENT SERVICES DIVISION STRUCTURE .................................................................................. 43 FIGURE 5‐10: RATES AND FEES SECTION STRUCTURE .............................................................................................................. 44 FIGURE 5‐11: PLANNING & APPLIED RESEARCH SECTION STRUCTURE ........................................................................................ 45 FIGURE 5‐12: PROPOSED ASSET MANAGEMENT SECTION STRUCTURE ........................................................................................ 47 FIGURE 5‐13: DEVELOPMENT SERVICES SECTION STRUCTURE ................................................................................................... 48 FIGURE 5‐14: CAPITAL PROJECTS DIVISION STRUCTURE ........................................................................................................... 49 FIGURE 5‐15: ENVIRONMENTAL AND REGULATORY COMPLIANCE DIVISION ORGANIZATIONAL STRUCTURE ........................................ 51 FIGURE 5‐16: OPERATIONS DEPARTMENT ORGANIZATIONAL STRUCTURE ................................................................................... 53 FIGURE 5‐17: COLLECTION SYSTEM OPERATIONS DIVISION STRUCTURE ...................................................................................... 54 FIGURE 5‐18: FIELD OPERATIONS SECTION STRUCTURE ........................................................................................................... 55 FIGURE 5‐19: FACILITIES MAINTENANCE DIVISION STRUCTURE ................................................................................................. 57 FIGURE 5‐20: MAINTENANCE SECTION STRUCTURE ................................................................................................................ 58 FIGURE 5‐21: PLANT OPERATIONS DIVISION STRUCTURE ......................................................................................................... 60 FIGURE 5‐22: SAFETY DIVISION STRUCTURE .......................................................................................................................... 61 Organizational and Staffing Plan FIGURE 5‐23: HUMAN RESOURCES DIVISION STRUCTURE ........................................................................................................ 62 FIGURE 7‐1: QUALITY OF COMMUNICATION .......................................................................................................................... 72 FIGURE 7‐2: SOURCE OF REGULAR UPDATES ......................................................................................................................... 73 FIGURE 7‐3: SOURCE OF INFORMATION / QUALITY OF COMMUNICATION .................................................................................... 74 FIGURE 7‐4: WORKPLACE PERSPECTIVES ............................................................................................................................... 75 FIGURE 7‐5: MOST IMPORTANT WORKPLACE ATTRIBUTES ....................................................................................................... 76 FIGURE 7‐6: OPEN COMMUNICATION / QUALITY OF COMMUNICATION ...................................................................................... 76 FIGURE 7‐7: PROVISIONS FOR HIGHEST RANK WORKPLACE ATTRIBUTE ....................................................................................... 77 FIGURE 7‐8: FULFILLMENT OF HIGHEST RANKED ATTRIBUTE ..................................................................................................... 78 FIGURE 8‐1: DISTRIBUTION OF FTES BY FUNCTION ................................................................................................................. 98 FIGURE 8‐2: PERCENTAGE DISTRIBUTION OF FTES .................................................................................................................. 99 FIGURE 8‐3: OPERATIONS STAFF PER MILLION GALLONS TREATED ........................................................................................... 100 FIGURE 8‐4: COLLECTION SYSTEM STAFF PER 100 MILES OF COLLECTION SYSTEM ...................................................................... 101 FIGURE 8‐5: FTES PER JOB CLASSIFICATION ......................................................................................................................... 102 FIGURE 8‐6: PROPOSED DISTRICT ORGANIZATION ................................................................................................................ 103 FIGURE 8‐7: ORANGE COUNTY SANITATION DISTRICT ............................................................................................................ 104 FIGURE 8‐8: UNION SANITARY DISTRICT ............................................................................................................................. 105 FIGURE 8‐9: INLAND EMPIRE UTILITIES AGENCY ................................................................................................................... 106 FIGURE 8‐10: SACRAMENTO REGIONAL COUNTY SANITATION DISTRICT .................................................................................... 107 FIGURE 8‐11: EAST BAY MUNICIPAL UTILITIES DISTRICT ........................................................................................................ 108 FIGURE 8‐12: DELTA DIABLO SANITATION DISTRICT .............................................................................................................. 109 Central Contra Costa Sanitary District This report was prepared by Raftelis Financial Consultants, Inc. (RFC) for the Central Contra Costa Sanitary District (District) to identify opportunities to enhance the organization and staffing considerations to meet future anticipated service levels and strategic areas of focus. This study was conducted in conjunction with a financial rate study also conducted by RFC for the District. Organizational and Staffing Plan 0 EX XECUT TIVE SU UMMA ARY In June of 2014, th he Central Contra C Costaa Sanitary D District (Disttrict) comm missioned Raaftelis Financial Consultantts (RFC) to conduct a a compreheensive Cost of Service (COS) stud dy to dently assess and evaluaate the Distrrict’s existingg wastewateer rates to p provide a fair and independ reasonab ble rate stru ucture. As part p of the COS, the D istrict requeested an orrganizational and staffing needs n assessment be co onducted to o define areeas for organizational im mprovementt and position the Districtt to provide services in a cost‐e ffective maanner while positioningg the organizattion to support a hiigh‐quality workforce and meet emerging regulatory and wastewaater/recycled d water servvice objective es. operations p practices and RFC bringgs industry‐wide knowledge of utility organiza tional and o d the findings and recomm mendations presented in n this Plan aare based upon this kno owledge cou upled with Disttrict‐specific consideratio ons and straategic objecttives. We notte that the D District has not completted a staffinng study of this magnittude for a lo ong time – thus the findings conta ained herein address booth systemicc holistic adjjustments th hat addresss longer‐term m organizattional needss that the G General Man nager has th he authorityy to act on as well as present som me recommeendations fo for new possitions that require Boa ard action a and approva al. While thee recommen ndations in tthis documeent may suggest extensiive change e, in reality m most functio ons and responsibilitiess have rema ained intactt for individu ual groups and section ns. Thus the magnitude and degree e of change iin many wayys is structu ural only – n not necessarrily in work group functtion. The Study consisted of four princcipal activitie es: 1. Engage – a. The District D “Orgganizational Performannce Team” (OPT) comp prised of Senior management was formed in n July 20144 to guide aand lead th he organizattional assesssment and p provide feed dback duringg the study. The OPT in ntent was to o lead and guide the orgganization on n implementtation of improvementss moving forrward Organiza ational and Sta affing Plan – Final Report | i and act as change agents for implementation of the staffing needs assessment recommendations. b. A survey was developed and distributed to all employees in September 2014. The purpose of the survey was to obtain feedback anonymously on their perspectives of the organization and opportunities to improve. A total of 144 District employees, or 50% of total staff, participated in the survey. The survey results are summarized in Appendix C. 2. Assess – a. RFC conducted interviews with Board Members, management team and District employees, both individually and in groups, to understand work responsibilities and define opportunities to improve. A total of 68 individual and group interview sessions with the District were completed from July to November 2014. Individuals that were able to participate in the interviews were encouraged to provide feedback through the employee survey. b. Work areas and District facilities were visited and reviewed. 3. Compare – a. RFC conducted an external staffing comparison to other peer utilities during November 2014. b. RFC conducted an analysis of various organizational structures of other utilities. We note that when examining the structure of any organization, it is very important to understand how work is accomplished as compared to what the formal organizational chart conveys. The comparison results are summarized in Appendix D. 4. Enhance – a. RFC met with the OPT on November 3, 2014 to validate observations and discuss opportunities for improvement. b. Organizational structure recommendations were developed and reviewed with Executive Leadership to define the preferred structure deemed to best meet organizational efficiency, staff support and development, as well as future service level needs. This document presents the findings and recommendations of the organizational and staffing needs assessment. ii | Central Contra Costa Sanitary District 0.1 ORG GANIZATIO ONAL OVE ERVIEW The Distrrict operatess and maintaains over 1,5 500 miles off underground sewer, 19 wastewateer lift stations and a secon ndary waste ewater treatment facility (WWTF) tthat is perm mitted to treat an average of 53.8 million gallons p per day (mgd d) of dry weeather flow. The District Treatment Plant uses multiple‐hearth h incineratio on to treat its i biosolids which makkes it uniquee to the Staate of Californiaa using this type of tech hnology and d utilizes exttensive enerrgy recoveryy as a resultt. The District aalso operatess and maintaains a House ehold Hazarddous Waste (HHW) drop p‐off facility.. Population se erved: 471,0 000 O dget FY 14‐1 15: $88.2M Operating Bu Capital Budge et FY 14‐15: $25.1M C rict Organiza ation 0.1.1 Current Distr The Distrrict currentlyy has 287 budgeted full‐time positiions in threee Departments as preseented in Table 0‐1: FTEs byy Departmen nt – FY 2014 4‐15 District Organizatio on. In additio on to its full‐time workforcce, the Disttrict utilizess a variety of externaal contracteed services and temporary employees to meet ccritical staffing needs for open posittions. Table 0‐1: FTEs byy Department – FY 20144‐15 Districtt Organizatio on Depaartment FTEs Admin nistration 50 Engin neering 81 Operrations 156 To otal 287 The Distrrict is govern ned by a five e‐member Bo oard of Dire ctors (Board d). The Geneeral Manager and Secretaryy of the Disstrict both report r directtly to the B Board. The D District Coun nsel also reports directly tto the Board. The curre ent District organization n is comprised of three Departments, each und der its respeective Director. The Deputyy General Maanager also serves as th e Director o of Operations. Figure 0‐‐1 presents tthe current D District organization. Organizattional and Sta affing Plan – F Final Report | iii Figurre 0‐1: Curre ent District O Organization n Bo oard of Diirectors District Counsel Generral Manager Seccretary of the District Operaations Deparrtment Adm inistration partment Dep E Engineering Department D Divisions//Sections Divisio ons/Sections Divisions/Sections Fleet Servicces Pumping Sttations Safety Laboratoryy Collection SSystem Maintenaance Process Control Plant Oper ations Plant Maintenance Human Resources Information Technology Safety & & Risk Managemeent Finance Purchasing & Material Seervices Communication Services Houseehold Hazardous W Waste Enviro onmental Compliaance Planniing Survey Review Plan R Permiit Development Inspectio on Asset Management Capitaal Projects Sewerr Service Charge 0.2 STR RATEGIC DISTRICT D INITIATIVES The District’s board and managgement stafff are actiively leadin ng and en ngaging the organizattion workfo orce to me eet strategic business needs to position ittself moving forward. RFC notes that the orgaanization and d staffing study recommend r ations are intended d to supportt and meet the District’’s strategic goals. Figure 0‐2 prese ents some of o the key sstrategic activities active ely underway by the Diistrict which are summarized below: iv | Centra al Contra Costa Sanitary District Figure 0‐2: Distrrict Strategicc Initiatives Strategiic Businesss Plannin g Succcession Plaanning Informatiion Technloggy Plannin g Enhanced C Capital Prrogram Man nagement Strategic Business Plan ‐ Th he District co ompleted itss strategic b business plaan in 2014 aand is active ely working on achievingg its Goals. Succe ession Plann ning ‐ The Succession S Planning P Coommittee (SPC) was esttablished in May 2014 under the direction off the Generaal Manager to address the succession needs o of the Distriict. Information Tecchnology Master M Plan – In earlyy 2014, thee District co ommissioned an Information Tecchnology Master Plan (ITMP) to address th he significant needs o of its nology infrasstructure and staffing. techn Enhanced Capita al Program Management – The District’s EEngineering and Operaations Comm mittee has b been workin ng with man nagement sttaff on the C Capital Imprrovement Bu udget (CIP) process, in ncluding bud dget trackin ng and repoorting as weell as enhan ncements to o the prioritization pro ocess. The Engineering E Capital Proj ects Division n has been working on new meth hodology to prioritize capital projectts. Also, undder the Board’s direction n, the Districct has active ely been investing and d developing itts Asset Mannagement prrogram. 0.3 SPE ECIFIC DIS STRICT OR RGANIZATIONAL ASS SESSMENT T PERSPECTIVES Regard dless of theiir origin, org ganizationall changes geenerally beccome perma anent (i.e. th hey becom me the new structural no orm) over tim me. As the oorganization n evolves, reesource islan nds can fo orm in whiich staff reeside in areeas within the organiization apa art from th heir “Comm munity of Practice” P which w can result in cconstraint to career and person nal develo opment as well w as pro omote ineffiiciencies in effective re resource allo ocation. Thus, periodiic restructu uring can bee a good th hing to retuurn “islandss” of individ duals or wo ork groupss to their co ommunities to align thee various asspects of thee organizatiion to support work e effectivenesss, organizatiional efficien ncy and indiividual careeer/skills devvelopment. The Impa acts of a Vaccancy –Lookking at vacan nt positions aas an indicattion of over or under staaffing can be a a misleadingg indicator of o the need d (or not) foor resourcess. In a relattively speciaalized organizattion such ass the Districtt, where the ere is by ne cessity some degree off specialization in responsib bilities, whe en a position n becomes vvacant, therre can be a significant n near to mid‐‐term (e.g. as m much as 1 ye ear) impact to fill this po osition from m below on aan interim o or acting bassis, or by using temporary employee status and filling exter nally. Whilee the positio on itself rem mains officially vacant, thu us providing the percep ption that thhe position is not needed, the reallity is that the position is o often filled b by a temporaary or actingg employee in order to ccontinue to meet the busin ness needs o of the Districct. Thus, wh hile a list of oopen or vacaant positions may implyy that there is o opportunity tto reduce sta affing, the reeality is mucch more com mplex and is the responsiibility Organizattional and Sta affing Plan – F Final Report | v of management on a daily basis to make the most appropriate decision on the need for filling position vacancies or adjusting work practices to eliminate the need for that particular position. The Balance between Efficiency and Effectiveness ‐ RFC’s recommendations for District staffing and organization structure have taken into account a balanced perspective between risk, desired service levels and longer‐term needs coupled with our knowledge of industry‐wide practices and strategies. The District is where it is today not because of any mismanagement or overt intent to staff the organization to compensate for inefficiencies, but rather has made ongoing staffing decisions as part of its evolution and management decision making processes. This study reflects a desire by current District management to improve but it is not because anything is necessarily broken or anyone is at fault. Rather, there is recognition that are always improvement opportunities to support organizational performance and make it easier to do work and/or reduce risk to the District. The investment in IT will serve the District well in increasing efficiency which may result in lower personnel costs, but realizing labor benefits will take time. RFC does not recommend staffing changes that increase risk to an organization without considering all of the elements along the People‐Process‐Technology concept. Moving towards cost savings through workforce reduction has a very fine line where efficiencies gained can result in a strain on the workforce – especially for shift‐based operations and field work. The requirement to staff around the clock and meet regulatory requirements requires sufficient workforce to allow training, vacations and other means to support employee quality of life. RFC has seen many models where organizations have adopted too‐lean staffing practices and paid the price in loss of key employees and general degradation in morale. Making staffing needs decisions and optimizing organizational work processes should be an active part of management on an ongoing basis. We note that industry‐wide, sustainable intentional reductions in budgeted positions predominately occur as the outcome of investments in technology, business process optimization and outsourcing ‐ and occur generally through attrition following implementation of improvements. Use of External Contracted Services and Temporary Employees – The contribution and use of external services is an important consideration when considering the most appropriate means to meet the business needs of the organization. External services supplement and support in‐ house capabilities. The District uses external services to meet its business needs in many areas including capital projects (design, construction), outsourced routine services such as uniform, safety and on‐call contracts, training, legal services and general consulting services such as this project. vi | Central Contra Costa Sanitary District The choicce to engag ge external rresources to supplemen t in‐house eexpertise and d resources is an active reesponsibility of managem ment and iss a decision that shouldd be based o on the partiicular service and a needs off the Districct at the tim me of need. For examplee, while thee District does its own dessign of mosst of its sm maller waste ewater colleection infrastructure projects, extternal expertise e is utilized d for complex design work or sppecialty work to supplement in‐h house capabilities. The Disstrict has be een examiniing its use oof in‐house and extern nal resourcees for design projects thatt fall within the Districtt’s capabilitiies. We notte that Distrrict management should continue to actively a evaluate this based b upon the specific needs of th he tasks at hand (e.g. use e external se ervices) and d determine e the most cost‐conscio ous and efffective means to perform capital proje ect design an nd managem ment. While R RFC examine ed District sttaffing levells to define aany variancces with stan ndard practiices and ha ave made re ecommendattions accord dingly, we nnote that deecisions rega arding stafffing numbers is a core e responsibillity of mana agement too make info ormed decisiions regard ding staffing g needs to m meet busineess needs att any given time so tha at the desiree for efficien ncy occurs based upo on the info ormed bala ance betweeen risk, seervice levells and overall effectivveness. 0.4 ORG GANIZATIO ONAL CUL LTURE The Distrrict has a ve ery strong customer‐cen ntric culturee which is eembodied in every indivvidual that we interviewed from the Bo oard to field staff. Below w is a quote ffrom one ou ur interviewss that illustrate es this culture and one of its affeccts which iss that such cultural foccus on customer service ccomes at a ccost as laborr resources commit to sserving and interacting with the Diistrict customers. This emp phasis on Customer Servvice will conttinue to be p part of the D District cultu ure as indicated d by the Straategic Plan. We note th hat the Distrrict work praactices and required staaffing levels are e very much influenced by this very strong cultuural norm. “W We're very customer servvice oriented.. That hurts our FTE/mgdd, but it upholds our reeputation. Bu ut that's the organization w we want to bee.” A focus o on Research h and Develo opment is another desi red culturall norm that the organizzation would likke to return to was voicced by manyy during ourr Board and staff intervviews. That iis the intent fo or the organization to fo ocus more on Research and Development (R&D D). RFC desccribes this as th he desire forr the organizzation to retturn to a “Leearning‐Baseed” culture. Below is a q quote that refle ects this desire to move towards a Learning‐Bassed culture. Organizational and Sta affing Plan – F Final Report | vii “W We used to be b the best about a 10 yearrs ago. Fully staffed. Paidd consultant/e /engineers to op dollar and d expected the best work. If it cost theem more, so bbe it. Centrall San was to op 5 in the sta ate in the wo orld of wastew water. Particiipating activeely in legislatiive issues. Pa articipation in i technical conferences//committees. That has rreally faded. Roger is moving us bac m ck in that direcction.” o needs to attract, sustaain and develop a motiivated workkforce A high‐performing organization p witth career de evelopment and personal growth opportunitiies. Trainingg and that is provided incentive es that enhance and reccognize emp ployee effortts provide th he means to o establish h higher standard ds of performance to meet m the ne eeds of moodern utilityy operationss. The shift to a learning‐‐based cultu ure will servve the Distriict well in aattracting an nd supportin ng a high‐qu uality workforcce. Investme ents in R&D and more fo ocus on Plannning and in ndustry outrreach will grreatly move the e District tow wards the cu ultural inten nt to return tto a learningg organizatio on. We notee that there will be person nnel and oth her costs asssociated w ith moving toward thiss intent. RFC C has nts in the organizationa o al design too support a Learning‐Baased culturee and incorporaated elemen progression path / efffective supe ervisory spans of controol for the District workfo orce. 0.5 PRO OPOSED DISTRICT D ORGANIZA O ATION AND D STAFFING REQUIR REMENTS RFC proposes three e major op pportunities for the Diistrict to sttrengthen itts organizattional performaance. These are: 1. Impro ove Organizaational Struccture Effectiveness 2. Focuss on Becoming a Learnin ng‐Organizattion 3. Increase Organizaational Efficiency 0.5.1 Im mproved Disstrict Organiizational Strructure Figure 0‐‐3: Proposed d District Orrganization presents th e proposed new structure. While tthere are seve eral division level recommendattions (detaiiled in Atttachment A A), the bro oader recomme ended changges are as fo ollows: viii | Centrral Contra Cos sta Sanitary District D Figure 0‐3: Proposed District Organization Board of Directors District Counsel General Manager Secretary of the District Deputy General Manager Director of Administrative Services Director of Engineering and Technical Services Operations Services Administrative Services Technical Services Operations Fleet Services and Pumping Stations Collection System Maintenance Process Control Plant Operations Plant Maintenance Safety Human Resources Information Technology Finance Purchasing & Material Services Communications & Intergovernmental Services Risk Management Planning and Development Services Planning & Applied Research Plan Review Permit Compliance Development Inspection Asset Management Rates and Fees Capital Projects Survey Treatment Plant Design Collection System Design Regulatory and Environmental Compliance Household Hazardous Waste Environmental Compliance Laboratory Table 0‐2 summarizes the total proposed FTEs1 by Department. We note that the proposed total represents a “net‐zero” of budgeted FTE positions as compared to the current organization. Table 0‐2: Total FTEs by Department – Proposed District Organization Department Current Proposed Administrative Services 50 47 Technical Services 81 92 Operations Services 156 148 Total 287 287 Table 0‐3 presents an overview of recommended changes and what was modified. 1 RFC has identified 4 future positions to be considered by the District following implementation of this Plan. These are not included in the total of proposed FTEs but are described Organizational and Staffing Plan – Final Report | ix Table 0‐3: Overview of Proposed Organizational Changes Department Administrative Services Division Section Modified Executive and Admin Support n/a Information Technology n/a Finance n/a Purchasing and Material Services Communications and Intergovernmental Services Relocated 10 n/a 8 8 n/a 7 7 6 4 2 2 Risk Management n/a Human Resources n/a 5 0 50 47 n/a 1 1 Manager and Admin Support 2 2 7 5 5 6 Executive Rates and Fees Planning and Applied Research Asset Management Development Services Manager and Admin Support Survey Collection System Program Treatment Plant Program Manager and Admin Support Laboratory Environmental and Regulatory Compliance NPDES, Title V, Title 22 Asset Management Environmental Compliance Household Hazardous Waste 0 6 17 14 3 3 0 3 12 12 12 11 6 0 0 2 0 8 0 4 10 9 6 6 81 92 n/a 4 4 Manager and Admin Support 3 3 5 5 7 7 44 44 4 4 1 1 Subtotal Executive and Admin Support Fleet Services, Force Main, and RW Collection System Operations Pumping Stations Field Operations CCTV and CMMS Manager Facilities Maintenance Operations Services Reliability Engineering 5 4 33 33 1 1 3 0 8 0 Operations 30 30 Process Control 5 4 3 3 Maintenance Manager NPDES, Title V, Title 22 Plant Operations Laboratory Safety n/a Human Resources n/a 0 5 Subtotal 156 148 TOTAL 287 287 5 11 n/a Capital Projects 3 8 Subtotal Technical Services Proposed FTEs 11 Secretary of the District Planning and Development Services Current FTEs x | Central Contra Costa Sanitary District 0.5.2 Su ummary of P Proposed Reepurposed a and Renameed Positions organization nal adjustmeents and stafffing needs tthat result in n a FY While this report hass identified o 2015‐16 (Year 1) near‐term stafffing adjustm ment of “neet‐zero,” RFC C sees an ad dditional fou ur (4) additionaal positions that, follow wing furtherr evaluationn and impleementation of this Plan n, the District w will need to cconfirm and the Board to approve. TThese additional positions are: ompletion off Training Program Road dmap Training Managger (Year 2) ffollowing co Faccilities Mainttenance Plan nner (Year 2 2) following consolidatio on of Facilitties Mainten nance Division) Asssistant Land Surveyor (YYear 2) follo owing assesssment of CIP survey reequirementss and workflow analyysis) Inte ernal Audito or (Year 2+). While we have redefiined the unfilled newlyy‐created Au uditor possition to beccome the prroposed IT M Manager, th e Auditor position was created from an ope en position in Engineering. Howevver, the Disstrict has defined a bu usiness need for aud diting activitties. We suggest that the Auditor roole and activvities be devveloped usin ng an external entityy to define the ultimate value andd determinaation for a full‐time (1 FTE) Aud ditor position in the futu ure. Table 0‐4 4 presents the proposed changess in current positions aand Table 0 0‐5 presentss the proposed d changes in n current Titles. Organizattional and Sta affing Plan – F Final Report | xi Table 0‐4 4 – Summarry of Proposed Repurpo osed and Ren named Posittions ACTION POSSITION/WOR RKGROUP DELETIONS INFORMATIO ON SYSTEMS SP ECIALIST SYSTEM ADM MINISTRATOR ASSISTANT LLAND SURVEYOR R INTERNAL A AUDITOR SENIOR RIGH HT OF WAY AGEENT ADMINISTRA ATIVE TECHNICIA AN FIELD OPERA ATIONS SUPERIN NTENDENT ADDITIONS INFORMATIO ON TECHNOLOG GY MANAGER INFORMATIO ON TECHNOLOG GY SUPERVISOR (CUSTOMER SER RVICE) INFORMATIO ON TECHNOLOG GY SUPERVISOR (INFRASTRUCTU URE) ENVIRONMEENTAL AND REG GULATORY COMPPLIANCE DIVISIO ON MANAGER ASSOCIATE EENGINEER MAINTENAN NCE CREW LEAD DER TECHNICAL SUPPORT ANALYYST POTENTIAL FUTURE POSITIONS TRAINING COORDINATOR ASSISTANT LLAND SURVEYOR R FACILITIES P PLANNER INTERNAL A AUDITOR Table 0‐5 – Summary of Proposed d Changes in n Titles ACTIO ON TITLE CHAN NGES PROPOSED ENG GINEERING AND TECHNICAL SERV VICES DIRECTOR R PLANNING AND DEV VELOPMENT SER RVICES DIVISION N MAN NAGER GIS//CMMS ADMINISSTRATOR COM MMUNICATIONSS and INTERGOVERNMENTAL RELA ATIONS MANAG GER PRO OJECT MANAGER R/BUSINESS ANA ALYST EXISTIN NG DIRECTOR R OF ENGINEERIN NG ENVIRONM MENTAL SERVIC CES MANAGER ENGINEER RING SUPPORT SSUPERVISOR COMMUN NICATIONS SERV VICES MANAGER INFORMA ATION TECHNOLO OGY ADMINISTTRATOR 0.6 REC COMMEND DATION 2 – FOCUS ON O BEING A LEARNIN NG ORGANIZATION Focus on n being a Leaarning Organ nization thro ough formallization of th he District TTraining Proggram. Also actively supporrt and investt in staff invvolvement aand technicaal/instructor contributio on to xii | Centra al Contra Cos sta Sanitary District D industry organizations– specifically seminars, presentations, publications and other technical outreach activities. Link these to the employee Personal Development Program (PDP) and an enhanced Recognition and Rewards program for staff who participate in these important external activities. Additionally, investing in Research and Development (R&D) on emerging technologies will drive the District to a learning organization. 0.6.1 Training Program Road Map One of the hallmarks of learning‐based organization is a formalized structure by which staff can expand their skills and value to their assignments and offer career development and opportunities to succeed. The Board’s desire to be a learning‐based organization provides an opportunity to develop a programmatic approach to meeting the training needs of its staff. The requirement for learning never stops as an individual must always receive training during their employment. In this regard, the District cannot rightly expect a best‐in‐class organization without ensuring that staff competencies are fully developed in a structured training environment. The District, therefore, must provide personnel with a structured opportunity to develop proficiency through ongoing instruction and educational opportunities. Development of a Training Program Road Map can form the foundation for a sustainable and managed training process. The "Training Program Roadmap" (TPR) should address the following: The Current Training Requirement: The Training Organization: 0.6.2 External Industry Outreach Another hallmark of a learning organization is active technical outreach within the water and wastewater industry. Publication in industry journals, books, and presentation of District research, improvements, techniques and strategies employed (e.g., in each technical area) are all examples of this type of professional outreach to advance the art and knowledge of the industry. Serving as instructors in industry seminars and conferences should also be encouraged. By actively supporting and investing in staff involvement and technical/instructor contribution to industry organizations‐ specifically seminars, presentations, publications, and other technical outreach activities‐ the District can strengthen its reputation as an industry leader and provide its staff with much personal and professional recognition. By linking these activities to the employee Personal Development Program (PDP) and an enhanced Recognition Organizational and Staffing Plan – Final Report | xiii and Rew wards prograam, the Disstrict can su upport and reward staff who partticipate in tthese importan nt external o outreach activities. nvestment in n Research a and Develop pment 0.6.3 In ng Division in conjunction with opeerations willl provide an n excellent fo orum The Distrrict’s Plannin for invesstment in re esearch and d developme ent. While tthe Planningg Division w would act as the Project M Manager in rresearch, oth her affected functions w within the organization ccan be part o of the research team. Exxamples incclude pilot plants, eemerging teechnologies,, evaluation of entation type es, coordinaation with un niversities on research aand evaluatiion of altern native instrume methodss of process ccontrol. 0.7 REC COMMEND DATION 3 – PROMOT TE ORGANIZATIONAL EFFECTIVENESS, EFF FICIENCY AND A WORK KFORCE PERFORMA P ANCE unity to inccrease its o organization nal effectiveeness, The Disttrict has several areas of opportu efficiencyy and workfo orce perform mance. Thesse are: Respect the G Governance Structure of Tools for C Communication and Tim e/Location A Accounting Exxpand use o Create and Fo ormalize Aud diting Processes Exxpediently FFill Position V Vacancies Im mplement position p bro oad‐banding and reduc e the total number of positions. This in ncludes a correspondin ng completion of a coomprehensivve Class and Compenssation sttudy. Optimize mee O etings. 0.7.1 Respect the G R Governance Structure There is opportunityy to enforce e adherence to governa nce protoco ol between District staff and the Boarrd. During ou ur interview ws we heard several exa mples of the need for aaccountability on both sid des (Board d and Stafff) to resp pect the organization n and follow established communications/inte eraction chaannels– som me of which pprompted th he General M Manager to issue a Board//Staff interaction policy clarification n memo to all‐staff. Th he Board setts policy and d the General Manager an nd staff impllement that policy and manage thee organizatio on. We notee that one of th he most sign nificant risks to a sound governance model occu urs when one or both paarties bypass established e interaction/ i communicattion protocool as set byy the Generral Managerr and xiv | Centrral Contra Costa Sanitary District D approved d by the Bo oard. Accord dingly, we suggest the following op pportunitiess to improvee the Board/Sttaff commun nication mod del: Conduct Boarrd Member O Orientation and Governnance Modell Training Program. Train staff on the Governance mod del and Boaard interaction (e.g. incclude Brown n Act co ompliance, aand the need d for docum mentation onn communicaations) Establish pro otocol for sttaff on how w to respondd to Board Member inquiries/requ uests. Hold staff acc H countable to o “respect th he organizatiion.” 0.7.2 Exxpand Use o of Electronicc Tools for Co ommunicatiion and Time/Location A Accounting D stafff for routinee non‐verbal communiccation (email and The use of electroniic tools by District smartpho ones) variess by type off work envirronment. Sppecifically, those staff w with desk an nd/or office ressponsibilities use email much more e readily thaan field stafff. RFC noted d that the Diistrict relies on bulletin boaards and hard‐copy maiilboxes for tthose staff w who choose to not use eemail or personal compute ers and find d it inconven nient to do sso. There is an adminisstrative overrhead ment to main ntain bulletin boards an nd to print a nd distributte memos frrom email files in requirem physical mail slots. FFor the District to embraace a learninng organizational culturee, all staff sh hould have acttive and be e accountab ble for use of email aand internet access. R RFC recomm mends continue ed investmen nt in sufficient workstatiions / iPads / Smart Pho ones to implement electtronic communications to tthe entire wo orkforce. Organizational and Sta affing Plan – F Final Report | xv Additionally, during the interview process, we observed where timesheets are manually completed by staff and are then electronically entered into the system by Administrative personnel. The conversion to an electronic time accounting system and holding individuals accountable to electronically complete timesheets will considerably streamline this cumbersome process. 0.7.3 Create and Formalize Auditing Processes The District has an opportunity to develop its internal auditing program prior to hiring a full‐ time position for this role. We suggest that the District engage an external firm to develop the auditing program and then consider filling a full‐time auditor position moving forward. While the position has previously been approved and funded, there is more immediate need for repurposing this position to meet recommended needs from this study. However, we include the Auditor as a fourth additional position to consider as the District moves forward. 0.7.4 Expediently Fill Position Vacancies Positions become vacant for a variety of reasons. As described in Section 2.2, the District often experiences a cascade‐effect when a key supervisory or technical position is vacated. Accordingly, the speed at which an open position is filled (the District target is less than 2 months) and how it is filled (permanent, provisional and temporary) drives the response and mechanism to fill the position. During the interviews RFC heard examples where a temporary employee remained in that status for as long as several years before being hired in a permanent status. While these may have been unique situations and occurred in the past, the District should continue to examine use of the temporary position and establish maximum duration and other guidelines to more effectively manage this classification. 0.7.5 Implement Position Broad‐Banding / Reduce the Total Number of Job Descriptions The District currently has 111 unique job classifications out of a total workforce of 287. The number of unique position descriptions actually may inhibit career development and opportunities to advance as well as creates a significant burden and administrative overhead on the Human Resources Division. During the interview process we heard from a number of staff regarding the challenges of having too many unique position descriptions that leave quite a lot up to interpretation as to which one applies to the responsibilities of an individual. As an example, we note District position descriptions with a high degree of overlap that illustrate the need to implement position broad‐banding (e.g. Assistant Engineer and Associate Engineer). xvi | Central Contra Costa Sanitary District Broad‐baanding is a classificatio on system that coalesc es job classses with sim milar dutiess into broader occupationaal categoriess. Along with h the broadeer categoriess, expanded pay range b bands are part o of a Broad b banding proccess. The ben nefits of brooad banding include: Reduce the need to recclassify posiitions due tto work asssignment an nd organizattional ch hanges Allow flexibili A ity in organizzational assignments Enable broad der pay latittude during evaluationss to help m move employyees up thrrough th heir pay rangges. Provide maxiimum flexib bility in the day‐to‐day administration of the cclassification n and co ompensation program Along with w the Bro oad‐bandingg, the District should also consid der conducting a Classs and Compenssation evaluation to enssure equity aacross the orrganization aand bargainiing units. 0.7.6 Optimize Me O etings part of its normal bussiness The District is not alone in the need to conduct meeetings as p ur interview w process, many m staff vvoiced concern over th he time speent in activitiess. During ou meetingss and/or where w meettings were not viewedd as produ uctive. Whille meetingss are necessarry, observance of generaal meeting rules and etiqquette are important to o ensure effiicient use of staaff time and maximize m meeting effectiveness. 0.8 IMP PLEMENTA ATION CON NSIDERATIIONS AND ROADMA AP While th he recomme endations contained c in n this reporrt may resu ult in an in nitial increasse of personne el costs and other administrative overhead, o RFFC believes that they w will be more than offset ovver the longe er period by allowing the District to utilize resources more efficiently, lower its costs ffor external (outsourced d services) and better poosition itselff to meet strrategic directives, as well ass meet evolvving environ nmental and service leveel/infrastructture investm ment needs. The Distrrict is fortunate to exist in an area w where there aare world‐class educatio onal, culturaal and quality‐o of‐life benefits to attracct and sustaain a high‐qquality workkforce. The District’s seervice mandate e is based on n high expecctations from m its custom mers, the com mmunity, an nd the regulatory environm ment at locall, state, and federal leve els. The Distrrict has asse embled a leadership teaam that hass the experience and ability to lead d the organizattion movingg forward. Moreover, M th here are inddividuals at all levels w who make a huge differencce and care aabout their jjobs and service to the ccommunity. The District is blessed w with a Organizatio onal and Stafffing Plan – F Final Report | xvii x workforce comprised of people who individually and collectively have worked hard to keep up with service level requirements and the challenges of an aging infrastructure. They are the front line in protecting public health and the wellbeing of the environment. The District staff are what make the organization successful and they need all the support the organization can provide in order to continue meeting the service levels and demands of the system. Despite these strengths, the District is at a key crossroad as it evolves to meet future levels of service, and future environmental as well as other strategic objectives identified by the Board – balanced by the requirement to keep customer rates within affordable ranges. We suggest the District target full implementation of the proposed organizational structure realignment within a calendar year. In some cases, the recommendations can occur immediately with little impact to functions or workflows. Other recommendations will require recruiting and filling open leadership positions to complete organizational modifications. The District will need to develop an organizational structure implementation plan and schedule that provides the best continuity for work groups and District functions. The District Leadership Team who served the role of the Organizational Performance Team (OPT) to oversee this project can play a key role in moving the recommendations presented in this document forward. We suggest that each Department head lead the organizational enhancement teams for their individual Department. The OPT can be common forum for communication, continuity and planning implementation activities. For specific work groups or sections, Champions should be identified to lead teams that will drive implementation of improvements. Champions will also support improvements to work flows by establishing improvement teams (Focus Groups) that would engage in specific improvement processes apart from organizational changes. Once implementation is initiated, it will be the responsibility for each Focus Group to spearhead implementation of the process improvement activity. Thus, each Focus Group member will become a “champion” of the recommendations that they helped to formulate. xviii | Central Contra Costa Sanitary District 1 OR RGANIIZATIO ONAL STUDY S Y OVER RVIEW W 1.1 BAC CKGROUN ND OF THE STUDY The Centtral Contra C Costa Countyy Sanitary D District (Distrrict) is a Speecial District that collectss and treats wastewater from f a serviice area of approximattely 146 squ uare miles. The Districtt also w to the treatment plant and tto customerrs in Concorrd, Martinezz and provides recycled water Pleasant Hill. In June of o 2014, the e District co ommissioned d Raftelis Fi nancial Con nsultants (RFFC) to conduct a compreh hensive Cost of Service ((COS) study to independdently assesss and evalu uate the Disttrict’s existing w wastewater rates to pro ovide a fair and reason able rate sttructure. As part of the COS, the Distrrict requeste ed an organizational and d staffing neeeds assessm ment be con nducted to d define areas forr organizatio onal improvvement and position th e District to o provide seervices in a cost‐ effective manner wh hile position ning the orgganization too support a high‐qualitty workforcee and meet em merging regulatory and w wastewater/recycled wa ter service o objectives. This docu ument prese ents the findings and re ecommendaations of thee organizatio onal and staaffing needs assessment. TThe study waas conducted d from July tto December of 2014. We note that the District has not compleeted a staffinng study of this magnittude for a lo ong time – thus the fin ndings conta ained herein n address booth systemicc holistic adj djustments th hat addresss longer‐terrm organiza ational need ds that the G General Man nager has th he authorityy to act on as well as present som me recomm mendations ffor new possitions that require Boa ard action and approvval. While th he recommen ndations in this documeent may sug ggest extenssive change e, in reality most functiions and ressponsibilitiees have rema ained intactt for individ dual groupss and section ns. Thus thee magnitude and degreee of change in many wa ays is structu ural only – not necessa arily in work group functtion. 1.1.1 Sttudy Methodology d the RFC bringgs industry‐wide knowledge of utility organiza tional and o operations p practices and findings and recomm mendations presented in n this Plan aare based upon this kno owledge cou upled with Disstrict‐specificc considerations and strategic s obbjectives. Th he Study co onsisted of four principal activities: Organizattional and Sta affing Plan – F Final Report | 1 1. 2. 3. 4. Engage – a. The District D “Orgganizational Performannce Team” (OPT) comp prised of Senior management was formed in n July 20144 to guide aand lead th he organizattional assesssment and p provide feed dback duringg the study. The OPT in ntent was to o lead and guide the orgganization on n implementtation of improvementss moving forrward and act as change agents forr implementtation of the staffing needs assessment recom mmendations. b. A survvey was devveloped and d distributedd to all emp ployees in SSeptember 2 2014. The purpose p of the surveyy was to obtain feedb back anonym mously on their perspectives of the organization and oppportunities to improvee. A total off 144 Districct employee es, or 50% o of total stafff, participateed in the su urvey. The su urvey results are summaarized in Appendix C. Assess – A onducted in nterviews with Board M embers, maanagement tteam and Diistrict a. RFC co emplo oyees, both individually and in grouups, to undeerstand worrk responsibilities and define opporttunities to im mprove. A tootal of 68 individual and d group interrview sessio ons with th he District were comppleted from m July to N November 2 2014. Individ duals that were w able to o participatee in the inteerviews werre encourageed to provid de feedback through the e employee survey. b. Work areas and D District facilitties were vissited and revviewed. Compare – c an a external staffing com mparison to o other peeer utilities during a. RFC conducted Novem mber 2014. b. RFC conducted an n analysis off various orgganizational structures of other utilities. We note n that when w examin ning the strructure of aany organizzation, it is very imporrtant to und derstand how w work is aaccomplished as compaared to whaat the formaal organizatio onal chart cconveys. Thee results of tthe external comparison are summ marized in Ap ppendix D. Enhance – a. RFC m met with the OPT on Novvember 3, 20014 to validate observations and discuss opporrtunities for improvement. 2 | Central Contra Costta Sanitary Diistrict b. Organ nizational strructure reco ommendatioons were deeveloped an nd reviewed with Executive Leadership to defiine the prefferred struccture deemeed to best meet organizational effficiency, staaff support and development, ass well as fu uture ds. servicce level need 1.1.2 District Servic D ce Area 500 miles off underground sewer, 19 wastewateer lift The Distrrict operatess and maintaains over 1,5 stations and a secon ndary waste ewater treatment facility (WWTF) tthat is perm mitted to treat an average of 53.8 million gallons p per day (mgd d) of dry weeather flow. The District Treatment Plant uses multiple‐hearth h incineratio on to treat its i biosolids which makkes it uniquee to the Staate of Californiaa using this type of tech hnology and d utilizes exttensive enerrgy recoveryy as a resultt. The District aalso operatess and maintaains a House ehold Hazarddous Waste (HHW) drop p‐off facility.. Population se erved: 471,0 000 Operating Bu O dget FY 14‐1 15: $88.2M Capital Budge et FY 14‐15: $25.1M Figure 1‐1: D District Servvice Area So ource: District W Website Organizattional and Sta affing Plan – F Final Report | 3 1.2 DIST TRICT ORG GANIZATIO ON OVERV VIEW 1.2.1 Current Distr C rict Organiza ation The Distrrict currentlyy has 287 budgeted full‐time positiions in threee Departments as preseented in Table 1‐1. In add dition to its full‐time workforce, w thhe District u utilizes a variety of extternal contracte ed services aand temporaary employe ees to meet ccritical staffiing needs fo or open posittions. Table 1‐1: FTEs byy Department – FY 20144‐15 Districtt Organizatio on Depaartment FTEs Admin nistration 50 Engin neering 81 Operrations 156 To otal 287 Figure 1‐‐2 presents tthe current D District organization. Figurre 1‐2: Curre ent District O Organization n Bo oard of Diirectors District Counsel Generral Manager Seccretary of the District Operaations Deparrtment Adm inistration partment Dep E Engineering Department D Divisions//Sections Divisio ons/Sections Divisions/Sections Fleet Servicces Pumping Sttations Safety Laboratoryy Collection SSystem Maintenaance Process Control Plant Oper ations Plant Maintenance Human Resources Information Technology Safety & & Risk Managemeent Finance Purchasing & Material Seervices Communication Services Houseehold Hazardous W Waste Enviro onmental Compliaance Planniing Survey Review Plan R Permiit Development Inspectio on Asset Management Capitaal Projects Sewerr Service Charge 4 | Central Contra Costta Sanitary Diistrict The District is governed by a five‐member Board of Directors (Board). The General Manager and Secretary of the District both report directly to the Board. The District Counsel also reports directly to the Board. The current District organization is comprised of three Departments, each under its respective Director. The Deputy General Manager also serves as the Director of Operations. The names and key responsibilities for each Department are as follows: Administration Department – Responsible for financial management, budgeting, collection of revenue and other customer service‐related activities. Engineering Department – Responsible for planning, managing and implementing capital programs and providing technical and regulatory compliance services to the organization. Also manages permitting, sewer service charge billing and Recycled Water Program. Operations Department – Responsible to meet the operational and maintenance (O&M) needs of the District’s service area including the wastewater collection system lift stations, the Wastewater Treatment Plant (WWTP) and the recycled water filtration and distribution facilities. The District is staffed by a dedicated and The District is blessed with a workforce customer‐centric workforce who are comprised of people who individually and committed to providing high quality service collectively have worked hard to keep up with the available resources. The Director with service level requirements and the and executive staff are actively engaged in challenges of an aging infrastructure. They are the front line in protecting public health strengthening the organization, establishing and the well‐being of the environment. The new direction and working to position the District staff are what make the organization to meet future performance organization successful and they need all standards and service levels. the support the organization can provide in order to continue meeting the service levels and demands of the system. The success of the organization to meet its responsibilities lies in the District’s dedicated workforce. While there are market and geographic limits to attracting top talent, the District has done an exceptional job in finding highly‐qualified professionals for the organization and is able to offer a competitive compensation package to its workforce. Organizational and Staffing Plan – Final Report | 5 6 | Central Contra Costta Sanitary Diistrict 2 OR RGANIIZATIO ONAL CONSI C DERA ATIONS S 2.1 STR RATEGIC DISTRICT D INITIATIVES The Distrrict’s board and manage ement staff are activelyy leading an nd engaging the organizzation workforcce to meet sstrategic bussiness needss to positionn itself movin ng forward. Some of the key strategic activities prracticed by tthe District aare summari zed below: 4 and Sttrategic Bussiness Plan ‐‐ The Districtt completedd its Strateggic Business Plan in 2014 iss actively wo orking on ach hieving the ffollowing Gooals: o Meet all Regulaatory Requirements foor the Goo od of the Community and onment Enviro o Ensure Financial SSustainabilityy o Develop our Human Capital R Resources o Be a LLeader in the e Industry in this Time off Change o Provid de Exception nal Customer Service o Mainttain a Reliable Wastew water Infrasttructure at a Reasonab ble Cost witth an Ongoiing Awarene ess of Criticaal Componennts hat the organization and d staffing sttudy recomm mendations are intendeed to RFC notes th upport and m meet the above District goals. su Succession Planning P ‐ The Disttrict experi enced a reecent exodu us of long‐‐term employees th hrough retire ement, some of which left abruptlyy, and, as oftten occurs in n this sccenario, the e organizatio on felt the impact. To pproactively prepare and d manage fu uture re etirements, the Successsion Plannin ng Committ ee (SPC) waas established in May 2014 under the direction of the t General Manager t o address tthe succession needs o of the District. D The e SPC is comprised c of over 3 0 memberrs, with an n additionaal 15 re epresentativves from varrious work ggroups withi n the Districct serving on n subcommiittees fo or a total off 45 membe ers (16% of ttotal workfoorce). The SPC represen nts applicatio on of best management strate egies and the e District haas a strong fforum to pro oactively address uccession pllanning needs. The Disttrict should continue in nvesting and d supportingg this su group as a best man nagement practice p strrategy. Thee SPC mayy be helpfu ul in im mplementation of recom mmendations from the SStaffing Need ds Assessmeent. The followingg excerpt fro om the Distrrict’s SPC Keey Performan nce Indicato or Plan, desccribes th he purpose aand focus off the group: Organizattional and Sta affing Plan – F Final Report | 7 “The purpose of the SPC is to develop a formal succession plan to be used as a tool in maintaining the continuity of high service levels by preparing the District to address future retirements and sudden changes in staffing with support from the Board of Directors and Senior Leadership. The SPC’s general goals are listed as follows: o Create an environment that encourages employee development and staff retention o Identify and develop internal staff to perform critical functions within the District o Promote staff development through mentoring and cross‐training programs o Ensure thorough documentation for key District functions to aid in the retention of institutional knowledge o Link succession planning to performance monitoring at the supervisory level o Support continuous improvement of staff and District policies, procedures, and programs o Develop strategies to fill positions with qualified candidates due to retirements, resignations, or extended leave o Ensure the development of the formal Succession Planning Manual o Help guide its subcommittees in the planning process and ensure the proposed deliverables are met. o Carry out responsibilities and duties delegated to it by the General Manager” Information Technology Master Plan – The impacts of outdated/insufficient or hardware limitations on staffing and workflows were discussed and observed throughout RFC’s interview process such as examples and actual failures of the email servers and other service glitches while we were on‐site. In early 2014, the District commissioned an Information Technology Master Plan (ITMP) to address the significant needs in its technology infrastructure and staffing. The ITMP is a comprehensive document that identifies the technology and staffing needs for IT services moving forward. The staffing and organizational structure for the Information Technology Group in this report were taken directly from the ITMP. The District also hired a contracted interim IT Manager in 2014 to begin the process of moving forward. We note that the District’s IT and software needs are significant and should continue to be a high priority and properly funded to meet the business and information needs of the organization moving forward. 8 | Central Contra Costa Sanitary District Enhanced Ca apital Prograam Manage ement – Thee District’s Engineeringg and Operaations Committee has h been working w with h management staff on n the Capittal Improvement Budget / Caapital Impro ovement Prrogram (CIB B/CIP), inclu uding budget tracking and re eporting as w well as enhaancements to the priorittization proccess. The Engineering Caapital Projects Divission has bee en working on new meethodology tto prioritize capital projjects. When W finalized, this will support in nformed prioritization o of capital projects inclu uding more conditio m on‐based criiteria. Also, under th A he Board’s d direction, the e District has actively beeen investingg and develo oping itts Asset Maanagement program. p RFFC notes thhat the Disttrict is curreently condu ucting co ondition asssessment stu udies to establish the bbaseline. As the quality and reliability of assset conditio on data imp proves, and as work floows evolve tto support p prioritization n, the Asset Manag A ement grou up will play aan increasinngly key rolee in the CIB//CIP processs. We also note thaat the Districct recently m moved its Geeographic In nformation SSystem (GIS)) staff to o the Asse et Managem ment Group. This m ove is sho own in our organizattional re ecommendaations. Organizattional and Sta affing Plan – F Final Report | 9 2.2 SPE ECIFIC DIS STRICT OR RGANIZATIONAL ASS SESSMENT T PERSPECTIVES An orgaanization’s staffing an nd formal Regardlesss of theirr origin, o organization nal structure e evolves over time – either changes generally b become peermanent (ii.e. al norm) ovver through realignmentt of resource es to meet they becoome the neew structura a business need (strategy‐based time. As the organiization evolves, resourrce which staff rreside in areeas structuring) or to attempt a to resolve a islands caan form in w within thhe organiza ation aparrt from th heir near‐term m organizational or inte erpersonal “Communnity of Pracctice” which h can result t in conflict (conflict‐base ed structurin ng). This is constraintt to ccareer an nd person nal certainly the case for f the District which developm ment as well l as promotee inefficienccies prehensive in effectivve resource allocation. Thus, periodic has nott performed a comp hing to retu urn organizattional and staffing s plan n in a long restructurring can bee a good th “islands” of individua als or work g groups to th heir time. communitties to align n the vario ous aspects of the orgganization to sup pport wo ork pacts of a Vacancy V – Looking L at The Imp effectivenness, organ nizational eefficiency a and vacant positions to u use as an ind dication of u staffing can be a a misleadingg indicator oof the need (or not) for resources.. In a over or under relativelyy specialized d organizatio on such as th he District, w where there is by necesssity some deegree of speciaalization in responsibilities, when a position beccomes vacan nt, there can n be a signifficant near to m mid‐term (e..g. as much as 1 year) im mpact to filll this positio on from belo ow on an intterim or actingg basis, or byy using temp porary emplo oyee status and filling eexternally. W While the possition itself rem mains officiaally vacant, thus t providing the percception thatt the positio on is not neeeded, the reality is that th he position is often fille ed by a tem mporary or aacting employee in ord der to continue e to meet th he business needs of th he District. W While staffin ng for low w workload peeriods and usingg external re esources to m meet higherr workload m may be a mo ore efficient model, it can put the Distrrict in a vu ulnerable po osition relattive to stafffing needs, especially as key posiitions become vacant. Thus, while a a list of op pen or vacaant positionns may imp ply that theere is opportun nity to reducce staffing, the reality is much moore complexx and is the responsibiliity of managem ment on a daily d basis to t make thee most apprropriate deccision on thee need for ffilling position vacancies orr adjusting w work practicees to eliminaate the needd for that parrticular position. ance betwee en Efficiencyy and Effecttiveness – O Over the past 25 years,, the wastew water The Bala industry has been m moving toward increasin ng efficiencyy in its busin ness practicees with emp phasis on reduccing staff nu umbers, con nsumables and a optimiziing businesss processes.. This movement has been n most evident in operaations and field f mainteenance stafffing practicees. Investmeent in technolo ogy has supp ported manyy of these in nitiatives su ch as for treeatment pro ocess monittoring 10 | Centrral Contra Cos sta Sanitary District D and optimization, customer billing and access to information to make informed business decisions and adopt performance measurement as a standard practice. RFC’s recommendations for District staffing and organization structure have taken into account a balanced perspective between risk, desired service levels and longer‐term needs coupled with our knowledge of industry‐wide practices and strategies. The District is where it is today not because of any mismanagement or overt intent to staff the organization to compensate for inefficiencies, but rather has made ongoing staffing decisions as part of its evolution and management decision making processes. This study reflects a desire by current District management to improve but it is not because anything is necessarily broken or anyone is at fault. Rather, there is recognition that are always improvement opportunities to support organizational performance and make it easier to do work and/or reduce risk to the District. The investment in IT will serve the District well in increasing efficiency which may result in lower personnel costs, but that will take time. The District is not alone in the desire for efficiency and, during our interview process, we learned about many enhancements to its business practices that have been implemented or are being considered. As documented in the IT Master Plan and this study, we have noted other areas where the District could see some gain improvements in efficiency (time sheet accounting, full implementation of the proposed new CityWorks Computerized Maintenance Management System, etc). RFC does not recommend staffing changes that increase risk to an organization without considering all of the elements along the People‐Process‐Technology concept. Moving towards cost savings through workforce reduction has a very fine line where efficiencies gained can result in a strain on the workforce– especially for shift‐based operations and field work. The requirement to staff around the clock and meet regulatory requirements requires sufficient workforce to allow training, vacations and other means to support employee quality of life. RFC has seen many models where organizations have adopted too‐lean staffing practices and paid the price in loss of key employees and general degradation in morale. Making staffing needs decisions and optimizing organizational work processes should be an active part of management on an ongoing basis. We note that industry‐wide, sustainable intentional reductions in budgeted positions predominately occur as the outcome of investments in technology, business process optimization and outsourcing ‐ and occur generally through attrition following implementation of improvements. Organizational and Staffing Plan – Final Report | 11 We often see excessive Overtime (OT) as an indicator of the need for additional staff, or if OT is managed appropriately and within industry‐acceptable standards, indicates that staffing levels generally meets the labor requirements of the workgroups. RFC notes that the District does not expend OT excessively but does use standby pay to compensate employees who are on‐call should a response be required. Management of standby pay should be carefully managed and consideration be given as to the level of risk that is truly being reduced or could the number of employees “on‐call” be reduced to lower this cost. Simply cutting positions as a way to cut personnel costs without investing in technology or improving work process efficiencies always carries a significant risk. We did not see much excess at the District to warrant any wholescale cuts in job positions at this time– however we did see opportunities to repurpose and change titles to meet near and longer‐term District strategic business needs without increasing the total number of FTEs– this resulted in our “net zero” change of recommended budgeted positions. As the District evolves, there will continue to be opportunities to consider alternative staffing to consider shifting non‐technical tasks from higher salaried positions to more cost‐effective administrative support personnel. While RFC examined District staffing levels to define any variances with standard practices and have made recommendations accordingly, we note that decisions regarding staffing numbers is a core responsibility of management to make informed decisions regarding staffing needs to meet business needs at any given time so that the desire for efficiency occurs based upon the informed balance between risk, service levels and overall effectiveness. To illustrate RFC’s evaluation on staffing levels, we examined the District Treatment Plant operations for the potential to adjust staffing levels. Specifically, could the plant be staffed under alternative means to its present standard 3 operators plus one supervisor per shift (e.g. reduce each shift staffing by 1 FTE)? When we examined operations staffing at the Treatment Plant, RFC considered the following realities: Operators are responsible for keeping the facility in compliance with its regulatory permits. In the case of the District– this is a highly important standard (16 NACWA awards for compliance) by which the District is very proud of. During normal operations, the operator generally is there to monitor and perform other routine tasks, as required. In reality, the operators really are there to respond to process issues, emergencies, failures and other issues that arise during the course of operations. The SCADA system acts as the primary “operator” to keep the desired set‐points and process criteria within their programmed limits– the operator is there to make informed 12 | Central Contra Costa Sanitary District decisions based upon experience, sense and expertise to keep the plant functioning properly and prevent process upsets and other issues that compromise treatment integrity. The permitted staffing requirement, complexity of the facility, availability of redundant equipment, labor needs and sensitivity of its processes drive the appropriate operator staffing requirements with each shift often having unique tasks and responsibilities. The District permit requires 24x7x365 staffing at the Treatment Plant. RFC notes that while the District treatment plant has a typical secondary wet stream process, it is a very complex solids processing facility which requires extensive experience and on‐the‐job training. The staffing emphasis is on the solids side of the treatment process to effectively and safely operate. The District Operator Training and Succession requirements are as follows: It requires a new operator about 5 years to get to a District Grade III Operator level. On top of that, it takes about a couple more years to develop a seasoned Grade 3 Operator – thus, it may be as much as 7 years to meet the operations skill and experience standard necessary to respond to plant emergencies and issues. It then generally requires a couple more years to make a Grade 3 a good supervisor. In addition to plant specific skill development, Operators also must obtain State Certification and must obtain the necessary in‐plant experience and training to be able to apply and take the test. The anticipated impact of estimated retirements within operations are: Years 2‐3: 21% of staff likely will retire Years 3‐7: 38% of staff likely will retire Thus within the next 7 years over half of the operations staff will retire. Thus, RFC’s recommendation is to not consider alternatives to reduce the shift staffing at the Treatment Plant at this time due to the combination of the need to keep risks as low as possible, the operator skill requirements of the treatment (especially solids) process, the extensive operator training requirements, and, the pending succession issue. Use of External Contracted Services and Temporary Employees – The contribution and use of external services is an important consideration when considering the most appropriate means to meet the business needs of the organization. External services supplement and support in‐ house capabilities. The District uses external services to meet its business needs in many areas including capital projects (design, construction), outsourced routine services such as uniform, safety and on‐call contracts, training, legal services and general consulting services such as this project. Organizational and Staffing Plan – Final Report | 13 The choicce to engag ge external rresources to supplemen t in‐house eexpertise and d resources is an active reesponsibility of managem ment and iss a decision that shouldd be based o on the partiicular service and a needs off the Districct at the tim me of need. For examplee, while thee District does its own dessign of mosst of its sm maller waste ewater colleection infrastructure projects, extternal expertise e is utilized d for complex design work or sppecialty work to supplement in‐h house capabilities. The Disstrict has be een examiniing its use oof in‐house and extern nal resourcees for design projects thatt fall within the Districtt’s capabilitiies. We notte that Distrrict management a evaluate this based b upon the specific needs of th he tasks at hand should continue to actively (e.g. use e external se ervices) and d determine e the most cost‐conscio ous and efffective means to perform capital proje ect design an nd managem ment. 2.3 ORG GANIZATIO ONAL CUL LTURE Every orgganization, aas well as itss subgroups,, possesses a culture wh hich has beeen spawned over time as ggroups and individuals w work togeth her. The Disttrict has a vvery strong customer‐ceentric culture w which is emb bodied in eve ery individual that we innterviewed ffrom the Bo oard to field staff. Below is a quote fro om one ourr interviews that illustrrates this cu ulture and o one of its afffects which is that such cu ultural focus on custome er service coomes at a cosst as labor resources commit ng and interaacting with tthe District customers. This emphaasis on Custo omer Servicee will to servin continue e to be part of the District culture aas indicated by the Strattegic Plan. W We note thaat the District w work practice es and required staffingg levels are vvery much in nfluenced byy this very sttrong cultural n norm. “W We're very customer servvice oriented.. That hurts our FTE/mgdd, but it upholds our reeputation. Bu ut that's the organization w we want to bee.” hat the organization woould like to reeturn to wass voiced by m many Another desired culttural norm th during ou ur Board and staff interrviews. That is the intennt for the orrganization tto focus more on Research h and Development (R& &D). RFC de escribes thiss as the desire for thee organizatio on to return to o a “Learningg‐Based” culture. “W We used to bee the best abo out 10 years ago. Fully staaffed. Paid consultant/eng gineers to op dollar and expected thee best work. Iff it cost them more, so be it. Central San was to op 5 in the sta ate in the worrld of wastew water. Particippating activelly in legislativve isssues. Particip pation in technical conferences/committtees. That haas really faded d. Roger iss moving us ba ack in that direction.” 14 | Centrral Contra Cos sta Sanitary District D A high‐performing organization o needs to attract, sustaain and develop a motiivated workkforce that is provided p witth career de evelopment and personal growth opportunitiies. Trainingg and incentive es that enhance and reccognize emp ployee effortts provide th he means to o establish h higher standard ds of performance to meet m the ne eeds of moodern utilityy operationss. The shift to a learning‐‐based cultu ure will servve the Distriict well in aattracting an nd supportin ng a high‐qu uality workforcce. Investme ents in R&D and more fo ocus on Plannning and in ndustry outrreach will grreatly move the e District tow wards the cu ultural inten nt to return tto a learningg organizatio on. We notee that there will be perso onnel and other costs asssociated with moving t oward this iintent. RFC has incorporated elementss in the orrganizationaal design to o support aa Learning‐‐Based cultu ure, progreession pathways, and effecttive supervissory spans of control forr the Districtt workforce. Organizatiional and Staffing Plan – F Final Report | 15 The impacts of Culture on how an organization performs cannot be underestimated. When desired, Culture can be shifted to move the organization in a new direction which requires a concerted effort by the organization’s leadership team and the support of the Board to work towards the desired cultural goal. Strategy provides the direction of an organization. Culture is what will get the District there‐ as well as managing within the limits of policies, agreements and funding that directly affect the District’s ability to accomplish its goals. 16 | Central Contra Costa Sanitary District 3 PR ROPOS SED DIISTRIC CT ORG GANIZ ZATION N AND ST TAFFIN NG ENH HANCEMENT TS RFC proposes three e major categories of recommennded opportunities forr the District to strengthe en its organiizational perrformance. TThese are: 1. Im mprove Orgaanizational SStructure Efffectiveness 2. Fo ocus on Becoming a Leaarning‐Organ nization 3. In ncrease Orgaanizational EEfficiency Each of these are desscribed in th he following recommenddation sectio ons. 3.1 REC COMMEND DATION 1 – IMPROVE E ORGANIZ ZATIONAL L STRUCTU URE EFF FECTIVENE ESS RFC exam mined the current c orgaanizational structure, s a nd developeed recommended strucctural modifications that would w enhance the Disstrict’s abilitty to impro ove delivery of servicess and provide more effecttive staff ressource alloccation. Workking with th he District Seenior leaderrship, n created too address thee following o objectives: the proposed organizational design has been Aligns A comm mon functio ons ‐ Group p functions with “Like‐‐to‐Like” services, elim minate re esource islands and pro ovide clear functional aarea responsibility delin neation. This will su upport efficient work practices p using staff ressources with hin a community of praactice who possess w a broader se et of skills. Supports spa an of contro ol ‐ Achieve e an effectivve balance o of horizontaal (Divisions)) and ve ertical (Sections and Grroups) within n each Depaartment. Deefine an app propriate number of direct rep ports to sup pervisory po ositions baseed upon thee nature of the work b being performed. Promotes workforce w flexibility f ‐ ‐ Maximizee workforcee flexibilityy and promote re edundancy o of critical positions. a met ‐ En nsure that tthere will bee sufficient sstaff numbeers to Ensures services levels are meet present m t business needs, requirred skill leveels and workkforce suppo ort. This includes re educing reliaance on tem mporary and d contractedd services tto offset corre organizattional limitations an nd position vvacancies. Organizatiional and Staffing Plan – F Final Report | 17 Supports succession planning ‐ Support career development and personal growth opportunities through clear progression paths and communities of practice. Positions District for future needs ‐ Position the District to proactively address a changing regulatory environment and industry standards. As the District continues to invest in its technology infrastructure and meet CIP needs, adjustments in staff allocations will necessarily occur. Accordingly, RFC’s focus and recommendations in this report have considered adjustments in staff numbers and reallocation of open positions and we have indicated where those have occurred. We also have identified future staff needs that the District may wish to consider following additional review and development of work practices to support full‐time positions. As is always the case, staffing decisions must be a continuous process and should be based upon informed decision making by District management. 3.1.1 Proposed District Organizational Structure Figure 3‐1: Organizational Taxonomy Throughout this Report, the taxonomy in Figure 3‐1 will be used to identify a specific level of the Department organization. For example, a TV Crew member in Collection System Operations would have the Division following taxonomy: Section Department: Operations Services Unit Division: Collection System Operations Crew Section: Field Operations Unit: Maintenance Crew Members I/II Crew: TV Crew Figure 3‐2 presents the high‐level propose new structure of the District organization. Appendix A presents the detailed discussion and organizational charts for each Department, Division and Sections. While there are several individual staffing and division/group specific recommendations (these are discussed in Appendix A), the major recommended changes are summarized in Table 3‐2. 18 | Central Contra Costa Sanitary District Figure 3‐2: Proposed District Organization2 Board of Directors District Counsel General Manager Secretary of the District Deputy General Manager Director of Administrative Services Director of Engineering and Technical Services Operations Services Administrative Services Technical Services Operations Fleet Services and Pumping Stations Collection System Maintenance Process Control Plant Operations Plant Maintenance Safety Human Resources Information Technology Finance Purchasing & Material Services Communications & Intergovernmental Services Risk Management Planning and Development Services Planning & Applied Research Plan Review Permit Compliance Development Inspection Asset Management Rates and Fees Capital Projects Survey Treatment Plant Design Collection System Design Regulatory and Environmental Compliance Household Hazardous Waste Environmental Compliance Laboratory Table 3‐1 summarizes the total proposed FTEs3 by Department. We note that the proposed total represents a “net‐zero” of budgeted FTE positions as compared to the current organization. Table 3‐2 presents an overview of recommended changes and what was modified. Table 3‐1: Total FTEs by Department – Proposed District Organization Department Current Proposed Administrative Services 50 47 Technical Services 81 92 Operations Services 156 148 Total 287 287 2 The recommendations contained in this report do not affect the current Board Sub‐committee structure and protocol. 3 RFC has identified 4 future positions to be considered by the District following implementation of this Plan. These are not included in the total of proposed FTEs but are described Organizational and Staffing Plan – Final Report | 19 Table 3‐2: Overview of Proposed Organizational Changes Department Administrative Services Division Section Modified Executive and Admin Support n/a Information Technology n/a Finance n/a Purchasing and Material Services Communications and Intergovernmental Services Relocated 8 n/a 7 7 6 4 2 2 Risk Management n/a n/a 5 0 50 47 n/a 1 1 Manager and Admin Support 2 2 7 5 5 6 Executive Rates and Fees Planning and Applied Research Asset Management Development Services Manager and Admin Support Survey Collection System Program Treatment Plant Program Laboratory NPDES, Title V, Title 22 Asset Management Manager and Admin Support Environmental Compliance Household Hazardous Waste 6 14 3 3 0 3 12 12 12 11 6 0 0 2 0 8 0 4 10 9 6 6 92 n/a 4 4 Manager and Admin Support 3 3 5 5 7 7 44 44 4 4 1 1 Executive and Admin Support Fleet Services, Force Main, and RW Collection System Operations Pumping Stations Field Operations CCTV and CMMS Manager Reliability Engineering Operations Services Maintenance Manager NPDES, Title V, Title 22 Plant Operations Laboratory Operations Process Control Safety n/a Human Resources n/a Subtotal 0 17 81 Subtotal Facilities Maintenance 11 10 Human Resources Environmental and Regulatory Compliance 5 8 8 n/a Capital Projects 3 11 Subtotal Technical Services Proposed FTEs n/a Secretary of the District Planning and Development Services Current FTEs 20 | Central Contra Costa Sanitary District 5 4 33 33 1 1 3 0 8 0 30 30 5 4 3 3 0 5 156 148 TOTAL 287 287 3.1.2 Summary of Proposed Repurposed and Renamed Positions While this report has identified organizational adjustments and staffing needs that result in a FY 2015‐16 (Year 1) near‐term staffing adjustment of “net‐zero,” RFC sees an additional four (4) additional positions that, following further evaluation and implementation of this Plan, the District will need to confirm and the Board to approve. These additional positions are: Training Manager (Year 2) following completion of Training Program Roadmap Facilities Maintenance Planner (Year 2) following consolidation of Facilities Maintenance Division Assistant Land Surveyor (Year 2) following assessment of CIP survey requirements and workflow analysis Internal Auditor (Year 2+). While we have redefined the unfilled newly‐created Auditor position to become the proposed IT Manager, that the Auditor position was created from an open position in Engineering. However, the District has defined a business need for auditing activities. We suggest that the Auditor role and activities be developed using an external entity to define the ultimate value and determination for a full‐time (1 FTE) Auditor position in the future. Table 3‐3 presents the proposed changes in current positions and Table 3‐4 presents the proposed changes in current Titles. Organizational and Staffing Plan – Final Report | 21 Table 3‐3 – Summary of Proposed Repurposed and Renamed Positions ACTION POSITION/WORKGROUP DELETIONS INFORMATION SYSTEMS SPECIALIST SYSTEM ADMINISTRATOR ASSISTANT LAND SURVEYOR INTERNAL AUDITOR SENIOR RIGHT OF WAY AGENT ADMINISTRATIVE TECHNICIAN FIELD OPERATIONS SUPERINTENDENT ADDITIONS INFORMATION TECHNOLOGY MANAGER INFORMATION TECHNOLOGY SUPERVISOR (CUSTOMER SERVICE) INFORMATION TECHNOLOGY SUPERVISOR (INFRASTRUCTURE) ENVIRONMENTAL AND REGULATORY COMPLIANCE DIVISION MANAGER ASSOCIATE ENGINEER MAINTENANCE CREW LEADER TECHNICAL SUPPORT ANALYST POTENTIAL FUTURE POSITIONS TRAINING COORDINATOR ASSISTANT LAND SURVEYOR FACILITIES PLANNER INTERNAL AUDITOR Table 3‐4 – Summary of Proposed Changes in Titles ACTION TITLE CHANGES PROPOSED ENGINEERING AND TECHNICAL SERVICES DIRECTOR PLANNING AND DEVELOPMENT SERVICES DIVISION MANAGER GIS/CMMS ADMINISTRATOR COMMUNICATIONS AND INTERGOVERNMENTAL RELATIONS MANAGER PROJECT MANAGER/BUSINESS ANALYST 22 | Central Contra Costa Sanitary District EXISTING DIRECTOR OF ENGINEERING ENVIRONMENTAL SERVICES MANAGER ENGINEERING SUPPORT SUPERVISOR COMMUNICATIONS SERVICES MANAGER INFORMATION TECHNOLOGY ADMINISTRATOR 3.2 REC COMMEND DATION 2 – FOCUS ON O BEING A LEARNIN NG ORGANIZATION Focus on n being a Leaarning Organ nization thro ough formallization of th he District TTraining Proggram. Also actively supporrt and investt in staff invvolvement aand technicaal/instructor contributio on to industry organizations– specifically seminars, presentaations, publiications and d other tech hnical outreach h activities. Link L these to the emplo oyee Personnal Developm ment Prograam (PDP) an nd an enhanced Recognition and Rew wards progrram for staaff who parrticipate in these impo ortant A , investing in Research and Develo opment (R& &D) on emeerging external activities. Additionally, technolo ogies will mo ove the District towards becoming a learning orgganization. 3.2.1 Training Prog Tr gram Road M Map he hallmarkss of learningg‐based orgaanization is aa formalized d structure b by which stafff can One of th expand their skills and value to their assignments a s and offerr career deevelopment and opportun nities to succceed. The Board’s B desire to be a l earning‐bassed organizaation providees an opportun nity to develop a programmatic approach to meeeting the trraining needs of its staff.. Training Considerations An indiviidual's "skill" is develop ped over tim me and is baased upon aa blend of th hree educattional elementss– Life Experrience, On‐th he‐Job Experience and FFormalized Instruction: Liife Experience ‐ This ele ement is "eaarned" over time as eacch individual brings their life exxperiences to their District jobs and then learn the specific tassk and tech hnical re equirementss of their re esponsibilitie es. Some Diistrict task responsibilitties readily build upon life exp periences, su uch as indicated by thee Facilities M Maintenancee staff, who have trremendous experience working in o other fields from which h the Districtt benefits grreatly frrom their acquired skillset. On‐the‐Job O Experience E ‐ ‐ Other posiitions requirre significan nt “on‐the‐jo ob” trainingg. For exxample, the e complexityy of the wet stream andd incineratorr processes require years for trreatment plaant operators to becom me proficientt at their job bs. Acquisition of these skills re equires significant use of o coaching,, adherencee to standard operatingg proceduress and le earning through repetitio on. Organizatiional and Staffing Plan – F Final Report | 23 Formalized Instruction ‐ This element provides an individual with the basis for understanding the "why" and "how" something occurs. Formal instruction can reduce the time an individual requires to become "skilled" in a profession or task. The full repertoire of formal classroom training falls in this category including regulatory‐ compliance training (Health and Safety, certification), District‐mandated instruction (supervisory, leadership, defensive driving) and external vocational (college, seminars, conferences, technical schools). All of the above elements are required in order to produce a workforce comprised of individuals who possess all the qualities needed to meet the requirements of their jobs. The requirement for learning never stops as an individual must always receive training during their employment. In this regard, the District cannot rightly expect a best‐in‐class organization without ensuring that staff competencies are fully developed in a structured training environment. The District, therefore, must provide personnel with a structured opportunity to develop proficiency through ongoing instruction and educational opportunities. Development of a Training Program Road Map can form the foundation for a sustainable and managed training process. Elements of the Training Program Roadmap The "Training Program Roadmap" (TPR) should address the following: The Current Training Requirement: o The current training requirements and training frequency of each group within the District. o The success and relative value of current training programs in meeting the training needs of each group. o The types of training currently used and or/or available both internally and externally. Also, what training should be performed by in‐house resources or external means? o Identification of the annual training requirement by discipline. o Current training venues and resources (staff, training facilities, media, SOPs, etc.). The Training Organization: o How will the training be managed, documented and implemented? (RFC recommends the District form a centralized training group within the Human Resources Division.) o What resources are available to accomplish the training? (in‐house vs external) and what are the labor requirements for both internal trainees and instructors? (for budgeting purposes) o What should the funding for the training be? 24 | Central Contra Costa Sanitary District o What is a realisticc training sch hedule? 3.2.2 Exxternal Indu ustry Outrea ach Another hallmark off a learning organization n is active teechnical outtreach withiin the water and on in indusstry journalss, books, and presentation of Diistrict wastewaater industryy. Publicatio research, improveme ents, techniques and strategies em mployed (e.g.., in each teechnical areaa) are all examples of this type of pro ofessional outreach o to advance thee art and knowledge o of the industry. Serving as a instructo ors in industry seminaars and co onferences should also o be encouragged. By active ely supportin ng and invessting in stafff involveme nt and technical/instrucctor contribution to industtry organizattions– speciffically semin nars, presenttations, pub blications and other tech hnical outreach h activities, tthe District ccan strength hen its reputtation as an industry leaader and pro ovide its staff with much personal an nd professio onal recogn ition. By lin nking these activities to o the nt Program (PDP) and an enhanceed Recognitiion and Rew wards employee Personal Developmen mportant extternal program, the Districtt can support and reward staff whoo participatee in these im outreach h activities. Organizatiional and Staffing Plan – F Final Report | 25 3.2.3 In nvestment in n Research a and Develop pment The Distrrict’s Plannin ng Division in conjunction with opeerations willl provide an n excellent fo orum for invesstment in re esearch and d developme ent. While tthe Planningg Division w would act as the Project M Manager in rresearch, oth her affected functions w within the organization ccan be part o of the research team. Exxamples incclude pilot plants, eemerging teechnologies,, evaluation of entation type es, coordinaation with un niversities on research aand evaluatiion of altern native instrume methodss of process ccontrol. 3.3 REC COMMEND DATION 3 – PROMOT TE ORGANIZATIONAL EFFECTIVENESS, EFF FICIENCY AND A WORK KFORCE PERFORMA P ANCE The Disttrict has several areas of opportu unity to inccrease its o organization nal effectiveeness, efficiencyy and workfo orce perform mance. Thesse are: Respect the G Governance Structure of Tools for C Communication and Tim e/Location A Accounting Exxpand use o Create and Fo ormalize Aud diting Processes Exxpediently FFill Position V Vacancies Im mplement position p bro oad‐banding and reduc e the total number of positions. This in ncludes a correspondin ng completion of a coomprehensivve Class and Compenssation sttudy. Optimize mee O etings. R Governance Structure 3.3.1 Respect the G There is opportunityy to enforce e adherence to governa nce protoco ol between District staff and the Boarrd. During ou ur interview ws we heard several exa mples of the need for aaccountability on both sid des (Board d and Stafff) to resp pect the organization n and follow established communications/inte eraction chaannels– som me of which pprompted th he General M Manager to issue a Board//Staff interaction policy clarification n memo to all‐staff. Th he Board setts policy and d the General Manager an nd staff impllement that policy and manage thee organizatio on. We notee that one of th he most sign nificant risks to a sound governance model occu urs when one or both paarties by‐pass established e interaction//communicaation protoccol as set byy the Generral Managerr and approved d by the Bo oard. Accord dingly, we suggest the following op pportunitiess to improvee the Board/Sttaff commun nication mod del: 26 | Centrral Contra Cos sta Sanitary District D Conduct Board Member Orientation and Governance Model Training Program. This should be mandatory for all new Board members. Take advantage of trainings offered by CASA or CWEA on Special District governance and appropriate staff contact. Include discussion and review of governance issues annually to continually improve staff/Board member interactions. Train staff on the Governance model and Board interaction (e.g. include Brown Act compliance, and the need for documentation on communications). Staff should exercise common sense and discretion. Establish protocol for staff on how to respond to Board Member inquiries and requests. Hold staff accountable to “respect the organization.” 3.3.2 Expand Use of Electronic Tools for Communication and Time/Location Accounting The use of electronic tools by District staff for routine non‐verbal communication (email and smartphones) varies by type of work environment. Specifically, those staff with desk and/or office responsibilities use email much more readily than field staff. RFC noted that the District relies on bulletin boards and hard‐copy mailboxes for those staff who choose to not use email or personal computers and find it inconvenient to do so. There is an administrative overhead requirement to maintain bulletin boards and to print and distribute memos from email files in physical mail slots. For the District to embrace a learning organizational culture, all staff should have active and be accountable for use of email and internet access. RFC recommends continued investment in sufficient workstations / iPads / Smart Phones to implement electronic communications to the entire workforce. Additionally, during the interview process, we observed where timesheets are manually completed by staff and are then electronically entered into the system by Administrative personnel. The conversion to an electronic time accounting system and holding individuals accountable to electronically complete timesheets will considerably streamline this cumbersome process. Organizational and Staffing Plan – Final Report | 27 3.3.3 Create and Formalize Auditing Processes The District has an opportunity to develop its internal auditing program prior to hiring a full‐ time position for this role. We suggest that the District engage an external firm to develop the auditing program and then consider filling a full‐time auditor position moving forward. The decision point should be when the anticipated annual cost of external auditing services reaches the cost of a full‐time internal auditor position. While the position has previously been approved and funded, there is more immediate need for repurposing this position to meet recommended needs from this study. However, we include the Auditor as a fourth additional position to consider as the District moves forward. 3.3.4 Expediently Fill Position Vacancies Positions become vacant for a variety of reasons. As described in Section 2.2, the District often experiences a cascade‐effect when a key supervisory or technical position is vacated. Accordingly, the speed at which an open position is filled (the District target is less than 2 months) and how it is filled (permanent, provisional and temporary) drives the response and mechanism to fill the position. During the interviews RFC heard examples where a temporary employee remained in that status for as long as several years before being hired in a permanent status. While these may have been unique situations and occurred in the past, the District should continue to examine use of the temporary position and establish maximum duration and other guidelines to more effectively manage this classification. 3.3.5 Implement Position Broad‐Banding / Reduce the Total Number of Job Descriptions The District currently has 111 unique job classifications out of a total workforce of 287. The number of unique position descriptions actually may inhibit career development and opportunities to advance as well as creates a significant burden and administrative overhead on the Human Resources Division. During the interview process we heard from a number of staff regarding the challenges of having too many unique position descriptions that leave quite a lot up to interpretation as to which one applies to the responsibilities of an individual. As an example, we note District position descriptions with a high degree of overlap that illustrate the need to implement position broad‐banding (e.g. Assistant Engineer and Associate Engineer). 28 | Central Contra Costa Sanitary District Broad‐baanding is a classificatio on system that coalesc es job classses with sim milar dutiess into broader occupationaal categoriess. Along with h the broadeer categoriess, expanded pay range b bands are part o of a Broad b banding proccess. The ben nefits of brooad banding include: Reduce the need to recclassify posiitions due tto work asssignment an nd organizattional ch hanges Allow flexibili A ity in organizzational assignments Enable broad der pay latittude during evaluationss to help m move employyees up thrrough th heir pay rangges. Provide maxiimum flexib bility in the day‐to‐day administration of the cclassification n and co ompensation program Along with w the Bro oad‐bandingg, the District should also consid der conducting a Classs and Compenssation evaluation to enssure equity aacross the orrganization aand bargainiing units. Organizatiional and Staffing Plan – F Final Report | 29 3.3.6 Optimize Meetings The District is not alone in the need to conduct meetings as part of its normal business activities. During our interview process, many staff voiced concern over the time spent in meetings and/or where meetings were not viewed as productive. While meetings are necessary, observance of general meeting rules and etiquette are important to ensure efficient use of staff time and maximize meeting effectiveness. • Evaluate the need for, content, duration and frequency of routine meetings. The number/length of meetings should be rigidly managed. Respect schedule, timely start/stop and agenda. • Take control of individual’s calendars – make it SOP to excuse attendees that have completed their portion within a meeting agenda. 30 | Central Contra Costa Sanitary District 4 IMPLEMENTATION CONSIDERATIONS AND ROADMAP While the recommendations contained in this report may result in an initial increase of personnel costs and other administrative overhead, RFC believes that they will be more than offset over the longer period by allowing the District to utilize resources more efficiently, lower its costs for external (outsourced) services and better position itself to meet strategic directives, as well as meet evolving environmental and service level/infrastructure investment needs. The District is fortunate to exist in an area where there are world‐class educational, cultural and quality‐of‐life benefits to attract and sustain a high‐quality workforce. The District’s service mandate is based on high expectations from its customers, the community, and the regulatory environment at local, state, and federal levels. The District has assembled a leadership team that has the experience and ability to lead the organization moving forward. Moreover, there are individuals at all levels who make a huge difference and care about their jobs and service to the community. The District is blessed with a workforce comprised of people who individually and collectively have worked hard to keep up with service level requirements and the challenges of an aging infrastructure. They are the front line in protecting public health and the wellbeing of the environment. The District staff are what make the organization successful and they need all the support the organization can provide in order to continue meeting the service levels and demands of the system. Despite these strengths, the District is at a key crossroad as it evolves to meet future levels of service, and future environmental as well as other strategic objectives identified by the Board– balanced by the requirement to keep customer rates within affordable ranges. We suggest the District target full implementation of the proposed organizational structure realignment within a calendar year. In some cases, the recommendations can occur immediately with little impact to functions or workflows. Other recommendations will require recruiting and filling open leadership positions to complete organizational modifications. The District will need to develop an organizational structure implementation plan and schedule that provides the best continuity for work groups and District functions. The District Leadership Team who served the role of the Organizational Performance Team (OPT) to oversee this project can play a key role in moving the recommendations presented in this document forward. Organizational and Staffing Plan – Final Report | 31 duals and grroups to other areas of tthe organizaation duringg a restructuring ‐ When moving individ move on how w work historically has been care musst be taken to understand the impaacts of the m accompliished and the formal and inform mal relationnships thatt have evolved over time. Organizational realiggnment requ uires that am mple time iss given for iindividuals tto adjust to their new locaations and new responsibilities. Thus, T there can be a near‐term period in w which efficienciies may decline as stafff adjust to th he new struucture and o old assignmeents are replaced with new w ones We sugggest that eacch Departme ent head leaad the organnizational enhancement teams for their individuaal Departme ent. The OP PT can be co ommon for um for com mmunication n, continuityy and planning implementaation activitties. For specific work grroups or secctions, Cham mpions shou uld be identified d to lead teams that wiill drive implementationn of improveements. Chaampions will also support improvemen nts to work flows by esstablishing im mprovement teams (Focus Groups)) that would en ngage in specific improvement proce esses apart ffrom organizational changes. Once imp plementation is initiated d, it will be the responsibbility for eacch Focus Gro oup to spearrhead implementation of the t process improveme ent activity. Thus, each h Focus Gro oup member will become a “champion” of the recom mmendationss that theey helped to formu ulate. 32 | Centrral Contra Cos sta Sanitary District D Organizatiional and Staffing Plan – Final Report | 33 5 AP PPEND DIX A: ORGA ANIZAT TIONAL L RE ECOMM MENDA ATION NS 5.1 DEF FINITIONS AND KEY TERMS US SED IN THE PROPOS SED DETA AILED ORG GANIZATIO ONAL CHA ARTS For each of the follow wing detaile ed organizatiional chart ddescriptions,, common reecommendaations are defin ned using th he followingg Legend (FFigure 5‐1) aand Businesss Rationalee (Figure 5‐2 2). In addition,, a division p profile has be een provided along withh the associaated narrativve describin ng the changes and basis fo or recommen ndations. Figure 5‐1: Orgaanizational CChart Legend d DIVISIO ON FUTURE POSITION RELOCATTED POSITIO ON RREPURPOSED POSITION GENERA AL MANAG GER SPECIA AL SECTIO ON GROU UP Orga anizational Taxonomy T ‐ ‐ Each level of the orgaanizational ttaxonomy iss indicated b by its uniq que color. Futu ure Position: Existing Ap pproved Possition recom mmended byy RFC to meeet the Disttrict’s future needs an nd/or fulfillss a strategicc purpose. TThese positions are nott included in n the positions reccommended d by RFC. total budgeted p Relo ocated Posittion: Existin ng Approved d Position that has reemained the same in role, responsibility, and a functio on but has been movved to ano other Division to fulfill an orgaanizational purpose. Repu urposed Possition: Positiion that has been changged in in rolee, responsibility, and fun nction to m meet a strategic need of tthe District. 34 | Centrral Contra Cos sta Sanitary District D Gene eral Manage er Special Po osition: Tem mporary extrra position w with term up p to 24 montths to provvide flexibility and mitiigate loss of o operationnal knowled dge/expertisee for succeession planning purposses. Figure 5‐‐2: Rationale e for Organizzational Reccommendattions Reccommendatiion Rationalle For eeach of thee recommeendations on the follow wing pages, tthe chart in Figure 5‐2 w will be providded detailing the raationale for the recom mmendation. A check m mark signifiees that the reecommendaation or change signifiicantly fulfillss that particu ular goal. Each oof the ration nale goals arre further deetailed below w and are takken from Secction 3.1. Alligns common functions Su upports supervvisory span of ccontrol Prromotes workfforce flexibilityy En nsures service levels are met Su upports successsion planning Po ositions Districct for future ne eed Aligns A comm mon functio ons ‐ Group p functions with “Like‐‐to‐Like” services, elim minate re esource islands and pro ovide clear functional aarea responsibility delin neation. This will su upport efficient work practices p using staff ressources with hin a community of praactice who possess w a broader se et of skills. Supports sup pervisory sp pan of control ‐ Achieeve an effeective balance of horizzontal (D Divisions) an nd vertical (SSections and Groups) witthin each Deepartment. Promotes workforce w flexibility f ‐ ‐ Maximizee workforcee flexibilityy and promote re edundancy o of critical positions. Ensures services levels are a met ‐ Ensure that tthere will be sufficient permanent staff numbers to meet m presen nt business needs, requuired skill levvels and wo orkforce sup pport. This includess reducing reliance r on temporary and contraccted servicees to offset core organizationaal limitationss and positio on vacanciess. Organizatiional and Staffing Plan – F Final Report | 35 Supports succession planning ‐ Support career development and personal growth opportunities through clear progression paths and communities of practice. Positions District for future need ‐ Position the District to proactively address a changing regulatory environment and industry standard. The detail for the proposed organization is presented in the remainder of this Appendix. Appendix B contains the existing District organization charts. 36 | Central Contra Costa Sanitary District 5.1.1 P Proposed Admin nistrative Services Department Organizationa al Structure Figure 5‐3: Adm F ministrative Servvices Departme ent Organizationn Structure Director of Ad dministration Information hnology Tech Divvision Finance Divvision Purchasing & Material Servicess M Division d Administratio on Department Table 5‐‐1: FTEs by Divission – Proposed Division n FTEs Executivve /Administrattive Support 5 Informaation Technologgy 11 Finance Division 10 Purchassing and Material Services 8 Commu unications and Intergovernmen ntal Services 7 Risk Maanagement 2 Secretary of the Districct 4 Total 47 Comm munications & Interggovernmental Serviices Division Risk Managgement Secretary of th he District Discussion n of Proposed Deppartment Structuree: trative Services Department will be rreduced to 47 The p proposed Administ FTEs, as Human Resourrces is proposed to be relocated to th he Operations Servicces Department unnder the Deputy GM M. This rrecommendation iss designed to imprrove span of contro ol and ensure that Divisions underggoing significant changes are giveen adequate atten ntion. It is anticcipated the Inforrmation Technolo ogy, Finance, Comm munications and Intergovernmental Services, Safety and Risk Manaagement, and Hum man Resources Divissions will require aa good deal of Execu utive involvement aas they undergo ch hanges in the near future. Reloccating Human Resoources to the Operations Services Department will ensurre that adequate EExecutive level attention is given to the Divisions undergoing changes. Administrative support from Secretary off the District is pro oposed to be moveed to report to tthe General Man nager’s Executive Secretary to addreess District needs. Secreetary of the Districtt staff are included d in the Administraative Services Department for FTE acccounting purposes.. Organizationa al and Staffing Pla an – Final Reportt | 37 5.1.2 Propo osed Informatio on Technology D Division Structu ure Figure 5‐4: Pro oposed Informa ation Technologgy Division Stru ucture INFORMA ATION TECHNOLOGY (11) IN NFORMATION T TECHNOLOGY MANAGER INFORMATION TECHNOLOGY SUPERVISOR (CUSTOMER SERVICE) TECHNICAL SSUPPORT ANALYYST INFORMATTION TECHNOLO OGY SUPERVIS OR (INFRASTRUC CTURE) PROJJECT MANAGER/ BUSSINESS ANALYST TECHNICAL SUPPORT ANALYST SYSTEM AD DMINISTRATOR PROGRAMMER ANALYST TECHNICAL SUPPORT ANALYST SYSTEM AD DMINISTRATOR INFORMATION TECHNOLOGY ANALYST Division Prrofile Recom mmendation Ra ationale Align ns common functionss Supp ports supervisory span of control Current Bud dgeted Positions: 8 Proposed Po ositions: 11 Key Functions: Prom motes workforce flexibility Ensures service levels are e met Supp ports succession planning Posittions District for future need 38 | C Central Contra Co osta Sanitary Distrrict Managem ment of District‐wide information databasess such as Sungard, M MainSaver, and Accelaa E‐mail Server Maanagement Inventoryy, maintenance, and replacement of IT equipmen nt Daily assisstance to District staff for IT‐related need ds (help desk) For reecommendations rrelated to the Infformation Techno ology an developed by Next N Divisioon, RFC relied on the IT Master Pla Level IInformation Techn nology, Inc. The fin indings for the Ma aster Plan w were further valid dated by RFC’s find dings during the data gatherring stage of this SStudy. Observvations and Discusssion: 1. Cuurrent Division structure has one direct report to the Infformation Technology Division Man nager. Often, workkload beecomes concentraated on a couplee key positions while w otthers have capacityy. 2. Diffficulty in receivingg IT help to meet D District staff needs. 3. Cuurrent platforms for financial accounting and asset a maanagement are antiquated and cumb bersome to use. Recom mmendations: n the 1. Thhe proposed structture will create mo ore balance within omer Divvision while aligni ing communities o of practice – custo seervice and infrastru ucture managemen nt. 2. Thhe Help Desk m model has proven n effective and with e the addequate staffing leevels, the new IT Division will have re sources to the m meet the needs of District staff. RFC re commends the reepurposing of the Systems Administrrator froom the Plant Operrations Division to o fill the newly created poositions. 3. Thhe District has ideentified the need to transition to new o‐day te chnologies that aare now availablee to make day‐to S or fu nctions more effficient. To implement new a GIS Ennterprise Resourcee Planning system, there will need to be addequate staffing within the Divission to oversee the onal. im mplementation and d maintain the systeems once operatio 5.1.3 P Proposed Finan nce Division Stru ucture Figure 5 5‐5: Proposed F Finance Division n Structure FINANCE (10 0) FINANCE MANA AGER F FINANCE ADMINISTRATOR SENIOR ACCOUNTANT ACCOUNTA TANT ACCOUNTANT ACCOUNTING G TECH I ACCOUNTANT ACCOUNTING TECHNICIAN II Recom mmendation Rattionale Aligns ccommon functions Supporrts supervisory span of ccontrol Promottes workforce flexibilityy Ensuress service levels are mett Supporrts succession planning Position ns District for future ne eed PAYROLL ANALYYST Observattions and Discussio on: 1. Curreent Division struccture has one diirect report to th he Finannce Division Managger. 2. Finannce Administrator position is evolving more into more of a straategic planning fun nction and less dayy‐to‐functions. Recommeendations: 1. The pproposed structurre will create moree balance within th he Divission by bifurcatingg the responsibilitties into day‐to‐da ay ons. In addition, th he functtions and long‐term planning functio creattion of the interm mediary managerss allows for caree er‐ path ing for the accounttant level positionss. 2. It is aanticipated that th he Finance Adminiistrator position w will take on more of a budget officer and straategic planning rolle. of its direct reportts to 3 will allow th his Reduucing the number o posittion to fulfill its straategic planning dutties. ACCOUNTIN G TECHNICIAN III Division Profile e Current Budgetted Positions: 10 Proposed Positiions: 10 Key Functions: Developme ent of annual budget documentss Processing of monthly payrroll, AR and AP functions Manageme ent of financial mod del Organizationa al and Staffing Pla an – Final Reportt | 39 5.1.4 P Proposed Comm munications and d Intergovernm mental Services D Division Structu ure Figure 5 5‐6: Communica ations & Intergo overnmental Services Diivision Structure COMMUNICATIONS AND IN NTERGOVERNMENTAL RELATIONS (7) Recommendattion Rationale COMMUNICATTIONS AND INTERGOVERNMENTAL RELATIONS MAN NAGER Aligns common fun nctions Supports superviso ory span of control Promotes workforcce flexibility COMMUNITY AFFAIRS REP Ensures service levvels are met Supports successio on planning PUB BLIC INFORMA ATION AND PRODU UCTION ASSISSTANT Positions District fo or future need COMMUNITY AFFAIRS REP SEN NIOR ADMINISSTRATIVE ASSISSTANT Division Profile MEDIA PRO ODUCTION TECHNIICIAN GRAPHICS TEC CHNICIAN 40 | C Central Contra Co osta Sanitary Distrrict Current Budgeted d Positions: 7 Proposed Position ns: 7 Key Functions: Coordination of education and community o outreach programs Monthly new wsletters, flyers, facct sheets, and p press releases Construction outreach and public notification Video producction and internal/exte ernal website content administration Observattions and Discussio on: 1. As tthe District replacces aging assets, particularly in the e ustained need forr colleection system, there will be a su proaactive community o outreach. 2. The Communications Division will need to be part of the e Distrrict’s effort to be a regional player in the wastewaterr serviice industry. 3. The District’s training program is curren ntly housed in the e Com mmunications Divisiion. Recomm mendations: 1. A coornerstone of the D District’s customer service philosophyy is coommunity outreacch related to construction projects. Mainntaining the sam me staffing levels will ensure thatt com munity outreach eefforts continue. e 2. One of the District’s sstrategic goals is to o be a part of the regioonal dialog of waastewater service providers, with a a e keenn interest on new w regulations and rrequirements. The Com mmunications Divission is the most logical home forr thesse functions. To cap pture these new fu unctions and betterr C refleect the added scope of resp ponsibilities, RFC o recoommends rebrandiing the Communiccations Division to nmental Relationss the “Communicationss and Intergovern Divission”. 3. Assiggn the Senior Administrative Assistant to supportt Purcchasing. C 4. To meet the District’s future train ning needs, RFC d recoommends that a forrmal training progrram be established m withhin the Human Resources Division. Th his is a longer term e efforrt that may need tto be phased in. M More detail on the trainning program can b be found in Section n 0. 5.1.5 P Proposed Secretary of the Disttrict Organizatio onal Structure 5‐7: Secretary of the District Orrganizational Sttructure Figure 5 SECRETARY OF THE DISTTRICT (4) SECRETARY OF THE DISTRICT Reco ommendation R Rationale Aliggns common functions Sup pports supervisory span of control RECO ORDS MANAGEMENT (2) B BOARD SUPPORT (1) Promotes workforce flexib bility Ensures service levels are m met ADMINISTRATIVE SERVICES SUPERVISOR ASSISTANT TO THE SECRETARY OF THE DISTRICT Sup pports succession planning Positions District for futuree need SENIOR ADMINISTRATIVE TECHNICIAN Divisio on Profile Curren nt Budgeted Positio ons: 6 Propossed Positions: 4 Key Fu unctions: Board Support B Records Manageme R ent Observations and Discussion: 1. A new reecords managemen nt project will be commenccing in the near future and will require a full‐time staaff person to implemen nt the new system. 2. Currentlyy, there is an imm mediate need for administrrative support within the Administrative Services Dep partment. Recommendaations: 1. With thee impending IT M Master Plan, the scope of the Records Management project nge. While it is an nticipated that a may chan full‐time staff person will be needed to implemen nt the system, there may be capacity w within the Secretaary of the District until the implementation p period. Once the management project materializes, records m the Distriict may find it mo ore useful to hire for the temporarry resources implemen ntation. Once im mplementation is completee, the need for these resources would go o away. 2. RFC reccommends movin ng two Senior Administrative Technician positions (front desk and Records Managem ment) to fulfill an immediatte District for administrative support for the Adminisstrative Services Departmeent. positions are Both recommeended to report to the General Manager’’s Executive Seccretary, aligning common functions and creating a Community of Practice. Organizationa al and Staffing Pla an – Final Reportt | 41 5.1.6 P Proposed Engin neering and Technical Services Department Figure 5 5‐8: Engineering and Technical Services Department Organizzational Structu ure Dirrector of Engiineering & Technical Services Planning & Development S Services Division n Planning & Applied Research P D Development Servic ces A Asset Management R Rates and Fees Collecttion System Program Treatm ment Plant Program m Surveyy Table 5‐‐2: FTEs by Divission – Proposed d Engineering and Technical Services Dep partment Division n FTEs Executivve 1 Planningg and Developm ment Services 33 3 Capital Projects 29 2 Environmental and Reggulatory Compliance 29 2 Total 92 9 42 | C Central Contra Co osta Sanitary Distrrict Environm mental & Regulaatory Compliance Divission Capittal Projects D Division Household Hazardous Waste Environmental Compliance Laboratory NPDES, Title V, Title 22 & Waste Disccharge Requirements Discussion of Propo osed Department SStructure: The Technical Services Departmennt is overseen by th he Director of Tech hnical Services. The proposed Technical T Servicess Department will have 92 FTEs, evvenly spread acrosss three Divisions ‐ Planning and Develoopment Services, Capital Projects and Environmenttal and Regulatory Com mpliance, each heeaded by a Divisio on Manager positio on. The table to the t left presents the proposed assignmennts. The major pro oposed changes too this Departmen nt include internall realignment of existing Engineering Deepartment resourcces and services tto promote Comm munities of Practiice and shifting of the Laboratory and TTitle V groups from m the Operations Department to the new n. This includes eliiminating the Engineering Environmental and Regulatory Coompliance Division Support Section n and splitting its staff resources into the Asset Management Section and a the Capital Projectss Division. 5.1.7 Proposed Planning and Development Services Division Structure Figure 5‐9: Planning & Development Services Division Structure PLANNING & DEVELOPMENT SERVICES DIVISION (33) PLANNING AND DEVELOPMENT SERVICES MANAGER ADMINISTRATIVE ASSISTANT RATES & FEES (5) PLANNING & APPLIED RESEARCH (6) ASSET MANAGEMENT (6) DEVELOPMENT SERVICES (14) DETAILED ON FOLLOWING PAGES DETAILED ON FOLLOWING PAGES DETAILED ON FOLLOWING PAGES DETAILED ON FOLLOWING PAGES Table 5‐3: FTEs by Section – Proposed Planning and Development Services Division Division Manager and Administrative Assistant Rates and Fees Planning and Applied Research Asset Management Development Services Total FTEs 2 5 6 6 14 33 Organizational and Staffing Plan – Final Report | 43 5.1.8 P Proposed Ratess and Fees Sectiion Structure Figu ure 5‐10: Rates and Fees Sectio on Structure RATES & FEES (5) SENIOR EN NGINEER SEWER SERVICE CHARGE, RATES & FEES (3) ENGINEER RING ASSISTAN NT II ENGINEEERING ASSISTA ANT III ANNEXATION, A ASSESSMENT DISTRICTS & & CEQA (1) ENGIN EERING ASSISTTANT III ENGIN NEERING ASSISTTANT III Observvations and Discusssion: 1. Thhe responsibilities ffor rates fall within two separate grooups in the curren nt District organizaation (Financial Plaanning and Permit and Sewer Servicee Charge). 2. Thhere is opportunity to clarify the organizational chhart and responsibilities by alignin ng the present Finnancial Planning sttaff under a new Seection. Recom mmendations: 1. Thhe proposed stru ucture will align the revenue acctivities within a sin ngle Section underr the leadership of f a Senior Engineeer to promote Community of Prractice and house aall rates and assesssment services unnder a single organizational unit. 2. Thhe existing Engineeering Assistant III in the Permit annd Sewer Service Charge Section w who focuses on chharges and rates sh hould be allocated to the propose Raates and Fees Section. Division n Profile Currentt Budgeted Position ns: 4 Propose ed Positions: 5 Key Fun nctions: Asssessment of Sewe er Service Chargees, Rattes and Fees Annexation and Special S Assessment Disstricts and CEQA 44 | C Central Contra Co osta Sanitary Distrrict Reccommendation Rationale Aligns common functio ons Su upports supervisory sspan of control Prromotes workforce flexibility En nsures service levels aare met Su upports succession pllanning Po ositions District for fu uture need 5.1.9 Proposed Plann ning and Applie ed Research Secction Structure Figure 5‐11: Planning & App plied Research SSection Structu ure Observatioons and Discussion n: 1. The cuurrent planning grroup is challenged d to meet the planni ng needs of the orrganization. 2. The District has an opportunity as a Learning Organ ization to invest more in special projects and applie d research on em merging technologgies that may benefiit the District. Recommenndations: 1. Clarifyy the purpose and rrole of the planning group by the new pproposed name of Planning and App plied Research Sectio n. 2. Repurppose an Assistant Engineer position in the current Capitaal Projects Group tto an Associate Engineer under Collecttion Systems Plann ning. 3. Pool tthe assistant Enggineers to supportt all planning activit ies to promote skill developmen nt and career opporttunities. Organizationa al and Staffing Pla an – Final Reportt | 45 PLANNIN NG & APPLIED RESEEARCH (6) SENIO OR ENGINEER COLLEECTION SYSTEM PLLANNING (2) RECYCLED W WATER PLANNING (1) ASSOCIATE ENGINEER ASSSOCIATE EN NGINEER TREATMENT PLANT P PLANNING (2) ASSOCIATTE ENGINEER ASSISTAN NT ENGINEER ASSISTANT ENGINEER PLANNING ENGINEERS R Recommendatio on Rationale Aligns common functions Supports supervisory span of control Promotes workforce fflexibility Ensures service levelss are met Supports succession p planning Positions District for ffuture need 46 | C Central Contra Co osta Sanitary Distrrict Division P Profile Current Budgeted Positions:: 5 Proposed Positions: 6 Key Functtions: Capital Planning forr the District CIB/C CIP program Coord dinate and maanage special studie es and research. Focuss on Research and Development 5.1.10 P Proposed Assett Management SSection Structurre Figu ure 5‐12: Propo osed Asset Mana agement Sectio on Structure ASSET MANAGEM MENT (6) SENIOR ENGIN NEER CM MMS DEVELOPMENT SUPPORT (1) GIS/CMMSS (4) MAINTENANCE PLANNER GIS/CM MMS ADMINISTTRATOR ENGINEERING TEECH I/II Recomm mendation Ratio onale Aligns com mmon functions Supports ssupervisory span of con ntrol Promotes workforce flexibility Ensures seervice levels are met Supports ssuccession planning Positions District for future need GIS ANA ALYST GISS ANALYST Division Profile Current Positions: 6 Proposed Positions: 6 Key Functions: Ensure that the major Districct asset total lifee cycles are maxximized Focus on cond dition‐based prediictive and planned d asset management repair and re eplacement Track and maanage the District’s GIS, GDI, CMMSS and CCTV systtem and relational databases. Observaations and Discusssion: 1. Thee District Asset M Management Group is in the early stagges of a formalizeed asset managem ment program and is loocated within the Capital Projects Diivision. Under the lea dership of a Seenior Engineer aand a dedicated Maaintenance Plannerr, this group is speaarheading studies andd engaging consulting resources to develop the proogram which will eeventually bring aabout a proactive andd condition‐based capital and mainteenance program. 2. Thee nature of Assett management requires significant col laboration with trreatment plant an nd CSO staff. This reqquirement will not change moving forrward. Recomm mendations: 1. Moove the current A Asset Managemen nt group to the Pla nning and Develo opment Services SSection to better refllect the role of A Asset Managemen nt as a front‐end pla nning function witth significant input into the CIB/CIP. 2. Thee data requiremeents of Asset M Management area signnificant and geosp patial information on the GIS, GDI andd other relational d databases are a co ore component of thee Section. The District recently eliminated the Enggineering Support Group and moveed its GIS/CMMS ressources to be part of the Asset Management Section. Thi s recent move is reeflected in this organization chart. Organizationa al and Staffing Pla an – Final Reportt | 47 5.1.11 P Proposed Devellopment Service es Section Struccture Figure 5‐1 13: Developmen nt Services Secttion Structure DEVELOP PMENT SERVICES (14) SEENIOR ENGINEER RIGHT OF WAY & & PROPERTY MANAGEM MENT (2) DEVELLOPMENT INSPECTION (5 5) DEVELOPMENT SERVICES SUPERVISOR SENIOR RIGHT‐OF‐ WAY AGENT CONSTRUC CTION INSPECTTOR CONSTTRUCTION INSP PECTOR CONSTRUC CTION INSPECTTOR CONSTTRUCTION INSP PECTOR Reccommendation n Rationale SSupports supervisory span of control P Promotes workforce flexibility EEnsures service levels are m met SSupports succession planniing P Positions District for future e need 48 ASSOCIATE ENGINEER DEVELOPMEN NT SERVICES SUPERVISOR R ENGINEERIN NG ASSISTANTT II ENGINEERING ASSISTANT III ENGINEERING G ASSISTANT II A Aligns common functions PERMIT COUNTTER (4) EENGINEERING ASSISTANT III SENIOR RIGHT‐OF‐ WAY AGENT MAIN NLINE REVIEW (2) | C Central Contra Co osta Sanitary Distrrict Division Profile e Existing Positio ons: 16 Proposed Posittions: 14 Key Functions: Serve e as the Public Interfface on all deve elopment perm mit and inspe ection services Operrate the Permit Coun nter Property Rightt‐of‐Way and Management Observations and Discussion: O d 1. The District’s Development Servvices function is w well developed and staffed to meeet the need of this service. s: R Recommendations 1. Retitle the Pe rmit and Sewer Seervices Charge Section to the “Permiit Counter” and form the “Mainline Review” Sectio on to better reflecct areas of respoonsibility and structture clarity. n 2 Move the Righht‐of‐Way Section to the Development Services Division 2. to support coommunity of pracctice and the servvice nature of this function. 5.1.12 P Proposed Colle ection System and Treatment Plant Pro ogram Section n SStructure on Structure Figurre 5‐14: Capital Projects Divisio CAPITAL PROJECTS D DIVISION (29) CAPITAL PROJEC CTS DIVISION MANAG GER COLLECTION SYSTEM PROGRAM (12) SURVEY (3) SENIOR ENGINEER ASSOCIATE ENGINEER LAND SURVEYOR ASSSOCIATE EN NGINEER ASSOCIATE ENGINEER ASSOCIATE ENGINEER COLLECTION AND TREATMENT PLANT SYSTEM ASSOCIAT ASSISTANT LAND SURVEYOR (FUTURE) ASSISTANT LAND SURVEYOR ASSISTANT LAND SURVEYOR ASSISTANT ENGINEER ASSISTANT ENGINEER ASSISTANT ENGINEER ASSISTANT ENGINEER SENIOR ENGINEERING ASSISTANT ENGINEERING ASSISTANT III Obseervations and Discu ussion: 1. TThe District has recently reorgan nized its Capital PProjects Division d design resources tto enhance cross ttraining and more eefficient use of ressources. 2. TThe District also recently moved its CAD support ppersonnel from th he reorganized Enggineering Support D Division to the Capital Projects Divisio on. 3. TThe District is actively evaluating th he use of external rresources for capital design and other specialty sservices. 4. TThe size of this Division is appro opriate given the w workload and in‐ho ouse design functio on. Reco mmendations: 1. N No change in prresent design (Program) Sections sstaffing and resourrce utilization strategies 2. M Move the Survey SSection from Deveelopment Services tto this Division to better aliggn with design rresponsibilities and d workload. 3. CContinue with evaluation of externaal versus in‐house sservices and best use of resources ffor capital project ddesign and deliveryy. 4. M Move the Asset M Management Sectio on to the Planning aand Development SServices Division. COLLECTION AND TR REATMENT PLANT SYSTEM ASSISTANT EN NGINEE Table 5‐‐4: FTEs by Secttion – Proposed d Capital Projectts Division Division n Manageer and 2 Adminiistrative Assista ants FTEs 3 Organizationa al and Staffing Pla an – Final Reportt | 49 Survey Collectio on Program Treatmeent Plant Progra am Total 3 12 11 29 Reecommendation Rationale Divvision Profile Aligns common fu unctions Supports supervissory span of contro ol Promotes workforce flexibility Ensures service le evels are met Supports successiion planning Positions District for future need 50 | C Central Contra Co osta Sanitary Distrrict Cu urrent Positions: 33 3 Pro oposed Positions: 2 29 Ke ey Functions: Design and engineering serviices for capital p projects Project management of Cap pital Projects Technical an nd design support for other District Departments and a Sections Survey servvices for Design and a other Deparrtments 5.1.13 Proposed Environmental and Regulatory Compliance Division Structure Figure 5‐15: Environmental and Regulatory Compliance Division Organizational Structure ENVIRONMENTAL AND REGULATORY COMPLIANCE DIVISION (29) ENVIRONMENTAL AND REGULATORY COMPLIANCE MANAGER LABORATORY (8) NPDES, TITLE V, TITLE 22, & WASTE DISCHARGE REQUIREMENTS (4) ENVIRONMENTAL COMPLIANCE (9) HOUSEHOLD HAZARDOUS WASTE (6) LABORATORY SUPERINTENDENT SENIOR ENGINEER ENVIRONMENTAL COMPLIANCE SUPT HHW SUPERVISOR SENIOR CHEMIST ASSOCIATE ENGINEER ASSISTANT ENGINEER ASSISTANT ENGINEER SENIOR ENVIRONMENTAL COMPLIANCE INSPECTOR SENIOR ENVIRONMENTAL COMPLIANCE INSPECTOR SENIOR HHW TECHNICIAN ENVIRONMENTAL COMPLIANCE INSPECTOR II ENVIRONMENTAL COMPLIANCE INSPECTOR II HHW TECHNICIAN II CHEMIST II CHEMIST II CHEMIST I CHEMIST II ENVIRONMENTAL COMPLIANCE INSPECTOR I ENVIRONMENTAL COMPLIANCE INSPECTOR II CHEMIST III CHEMIST II ENVIRONMENTAL COMPLIANCE INSPECTOR I ENVIRONMENTAL COMPLIANCE INSPECTOR II SENIOR HHW TECHNICIAN HHW TECHNICIAN II ADMINISTRATIVE ASSISTANT HHW TECHNICIAN II Organizational and Staffing Plan – Final Report | 51 Table 5‐5: FFTEs by Section –Proposed Envvironmental and d Regulatory Co ompliance Divission Obserrvations and Discussion: 1. The District’s regulaatory compliance activities are m managed in multiple e Departments. While all regulatory co ompliance requirem ments are met, as indicated by the D Districts many awarrds, there is concerrn that the District is not unified in its app proach to complian nce and often is no ot “rrepresented at the e Table” in Associattion and other in ndustry forums. 2. There is opportunityy to bring togetherr all related reegulatory and environmental compliaance resources into o a single Division. This will promote a sttrong community o of practice and a mission that focuses on n the holistic needss off the District movin ng forward. Recom mmendations: 1. Create a new Regulaatory Compliance M Manager position o lead this Division. This position is a strategic resource to th hat can help to enssure that the Districct’s near and long‐‐ teerm regulatory com mpliance interests are met. This position should be aactive in industry and association m meetings and legislaative tracking activvities. 2. Build the Division ussing existing regulaatory compliance‐ reelated groups: a. The Laboratoryy and NPDES, Title V V, Title 22 and Waste Dischargge sections are relo ocated from the Operations Dep partment. Repurpo ose the open Administrative Assistant position in Plant Maintenance to o an Assistant Engineer within the new NPDES, Tittle V, Title 22 and W Waste Discharge Section. b. The other Sections are relocated ffrom within the oldd Engineering Department. Accordingly, there is no need for restructuring within each h group as each has its own clear mission and responssibilities. Division Manager and Administrattive Assistant Laboratoryy NPDES, Titlle V, Title 22 annd Waste Dischaarge Environmental Compliancce Household Hazardous Waaste Total Division Profile Propo osed Positions: 29 Key Fu unctions: All regulatory compliance reporting and ttracking. Outreach to industry and association reggulatory summits and actively work in the District’s bestt interests on tracking and commenting on proposed legislation. 52 | C Central Contra Co osta Sanitary Distrrict FFTEs 2 8 4 9 6 29 Recommendation Rationale Aligns common function ns Supports supervisory spaan of control Prom motes workforce flexxibility Ensu ures service levels arre met Supports succession plan nning Posiitions District for futu ure need 5.1.14 P Proposed Opera ations Departm ment Structure Figure 5‐16 6: Operations D Department Orgganizational Struucture De eputy General Manager Collectio on System Operrations Divvision Fleet M Maintenance Field O Operations CCTV & & CMMS Facilities Maintenance Division Reliability En gineering Maintenancee Pumping Stattions Plant Operations Division Plant Operations Control Process Control & C Syystems Table 5‐‐6: FTEs by Divission – Proposed d Operations De epartment Division n Executivve Collectio on System Operations Plant Op perations Facilitiees Maintenance Safety Human Resources Divission Total FTEs 4 56 35 45 3 5 148 Safety D Division Human Resourrces Division Human Resou rces Training Discussion of Proposed Departm ment Structure: 1. The District Operations Deepartment is ovverseen by the Deputy General Manager / Director of Operaations. 2. The proposed Operations Department w will have the m most number of employees given its missioon and span of rresponsibilities. TThis is typical of most utilitiies. The table t o the left preseents the propossed assignments totaling 150 0 FTEs. 3. The two District D Safety peersonnel currently report to th he Maintenance Division Maanager, an interiim reporting relaationship. The Saafety Supervisor position is currently vacantt. Bringing this grroup back in aliggnment with the will promote a sttrong communityy of practice. Human Resources function w orts alignment of 4. The Districtt‐wide role of thee Deputy General Manager suppo Human Ressources and Safetty to the Operatio ons Department.. This also serves to reduce tthe large span off control (currenttly 6 Divisions) directly reporting to the Administrative Servic es Director. Organizationa al and Staffing Pla an – Final Reportt | 53 5.1.15 Proposed Collection System Operations Division Structure Figure 5‐17: Collection System Operations Division Structure COLLECTION SYSTEM OPERATIONS (56) COLLECTION SYSTEM OPERATIONS DIVISION MANAGER FLEET MAINTENANCE, FORCE MAIN, & RECYCLED WATER (5) FIELD OPERATIONS (44) FIELD OPERATIONS SUPERINTENDENT DETAILED ON FOLLOWING PAGE ADMINISTRATIVE SUPPORT (2) CCTV & CMMS (4) SENIOR ENGINEER VEHICLE & EQUIP MAINTENANCE SUPERVISOR ADMINISTRATIVE SERVICES SUPERVISOR VEHICLE & EQUIP MECHANIC VEHICLE & EQUIP MECHANIC VEHICLE & EQUIP SERVICE WORKER 54 MAINTENANCE SCHEDULER (CMMS TECH) | Central Contra Costa Sanitary District ADMINISTRATIVE ASSISTANT ADMINISTRATIVE TECHNICIAN ADMINISTRATIVE TECHNICIAN 5.1.16 Proposed Field Operations Section Structure Figure 5‐18: Field Operations Section Structure COLLECTION SYSTEM OPERATIONS (51) COLLECTION SYSTEM OPERATIONS DIVISION MANAGER FIELD OPERATIONS (44) FIELD OPERATIONS SUPERINTENDENT MAINTENANCE SUPERVISOR MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE SUPERVISOR MAINTENANCE SUPERVISOR MAINTENANCE SUPERVISOR MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADER MAINTENANCE CREW LEADERS (18) CONSTRUCTION EQUIP OPERATOR CONSTRUCTION EQUIP OPERATOR CONSTRUCTION EQUIP OPERATOR CONSTRUCTION EQUIPMENT OPERATORS (3) MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBERS I/II (17 + 2 GMS) MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER I MAINT CREW MEMBER TRAINEE MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER II MAINTENANCE CREW MEMBER I UTILITY WORKER UTILITY WORKER Organizational and Staffing Plan – Final Report | 55 R Recommendatio on Rationale Aligns common fu unctions Supports supervisory span of control Promotes workforrce flexibility Ensures service levvels are met Supports successio on planning Positions District ffor future need Divission Profile Currrent Positions: 67 Prop posed Positions: 56 6 Key Functions: Inspection an nd cleaning the District wastewater collection system Construction of new and replaccement pipelines 56 | C Central Contra Co osta Sanitary Distrrict Observations and Discussion: 1.. The District CSSO Division is locaated separately ffrom the main District campus. Th he CSO facility is a new, moderrn structure thatt is a source of pride for staff w working from thiis location. This remote locatio on contributes to an “us and them m” perspective am mong staff. 2.. The significantt maintenance reesponsibilities of the Pumping Staations Section, cu urrently located along with Fle eet Services, clo osely mirrors thee responsibilitiess of the Facilitiees Maintenance Division. 3.. The District Fleet Maintenancce Group is highhly regarded and d responsive to District vehicle needs. maintenance n 4.. The CSO Divission is planning to implement a new Computeriized Maintenancce Management System (CMMS) by CityWorks, which is a best‐‐of‐breed platform m that will integrate the District GeoSpatial, TV V Inspection dataa, GIS database aand asset condition information ffor efficient and effective workk order managem ment and planninng. Along with th his investment, the CSO Division recently filled a Maintenancee Planner positioon whose respon nsibility will be to manage the CMMS platform. Re ecommendations: 1.. Continue to fo ocus on minimizin ng the isolation oof the CSO Divisio on through activee outreach from the Main Campus as well as oth her means to bui ld the District‐wide Community spirit. 2.. There is oppo ortunity for a uniified community of practice, worrkforce sharing aand progression opportunities through reassign ning the Pumping g Station Section tto the Maintenan nce Division. 3.. The Field Ope erations Superinttendent and Fleeet Maintenance Section will rem main in the CSO Division and the Section willl be expanded to include Forrce Main and R Recycled Water management. 4.. Implement CittyWorks quickly aand expediently. The average tim me to implement a CMMS is one year and will require extensivve time and effoort of CSO staff. To streamline and reduce the utsourced resources as required. impact on stafff resources, the project could bee staffed using ou This project is addressed within n the IT Master PPlan. 5.. Formalize the e CCTV and CM MMS Section uunder the Senior Engineer. A Assign the two Administrative e Technicians un nder the Mainteenance Scheduleer. This group will mirror the responsibilities of the Reliability Engineering Se ction in the Main ntenance Division n. 6.. Move the Pu ump Stations Division D to the Maintenance D Division within tthe Operations Department. 5.1.17 Proposed Facilities Maintenance Division Structure Figure 5‐19: Facilities Maintenance Division Structure FACILITIES MAINTENANCE (45) PLANT MAINTENANCE DIVISION MANAGER RELIABILITY ENGINEERING (4) MAINTENANCE (33) SENIOR ENGINEER DETAILED ON FOLLOWING PAGE MAINTENANCE PLANNER MAINTENANCE PLANNER ASSISTANT ENGINEER FACILITIES PLANNER (FUTURE) PUMPING STATIONS (7) PUMPING STATIONS SUPERVISOR PUMPING STATIONS OPERATOR III PUMP STATION OPERATOR I PUMP STATION OPERATOR II PUMP STATION OPERATOR II PUMP STATION OPERATOR II PUMPING STATIONS OPERATOR III Organizational and Staffing Plan – Final Report | 57 5.1.18 Proposed Maintenance Section Structure Figure 5‐20: Maintenance Section Structure MAINTENANCE (33) PLANT MAINTENANCE SUPERINTENDENT MECHANICAL SHOP (10) MACHINE SHOP (3) MECHANICAL SUPERVISOR MECHANICAL SUPERVISOR MAINTENANCE TECH III MAINTENANCE TECH III MAINTENANCE TECH III MAINTENANCE TECH III MAINTENANCE TECH III MAINTENANCE TECHNICIAN I MACHINIST ELECTRICAL SHOP SUPERVISOR MACHINIST BUILDINGS & GROUNDS (10) BUILDINGS & GROUNDS SUPERVISOR INSTRUMENT SHOP SUPERVISOR ELECTRICAL TECHNICIAN ELECTRICAL TECHNICIAN ELECTRICAL TECHNICIAN ELECTRICAL TECHNICIAN INSTRUMENT TECHNICIAN INSTRUMENT TECHNICIAN INSTRUMENT TECHNICIAN MAINTENANCE CREW LEADER UTILITY WORKER MAINTENANCE TECH III UTILITY WORKER UTILITY WORKER MAINTENANCE TECH III UTILITY WORKER UTILITY WORKER PAINTER UTILITY WORKER 58 INSTRUMENTATION SHOP (4) UTILITY WORKER MAINTENANCE TECHNICIAN I/II ELECTRICAL SHOP (5) | Central Contra Costa Sanitary District Recommendatio on Rationale Aligns common functions Supports supervisorry span of control Promotes workforce flexibility els are met Ensures service leve Supports succession n planning Positions District for future need Divisio on Profile Curren nt Budgeted Positions: 39 Propo osed Positions: 44 Key Fu unctions: R Reliability Engineerring Division – M Maintenance Divission ‐ Maintenance of tthe District facilitie es and grounds. P Pumping Station and Fleet Maintenaance D Division. Obsservations and Disscussion: 1. The District is fortunate to be locaated in an industriial area where skilled and experiencced maintenance and trades perso onnel are available. This is evident byy the quality of the District trades m maintenance staff and their capabilities. There are pending p successionn challenges in higghly‐specialized traades (electricians he District needs too prepare for. The recent retirementt of an Electrician and instrument technicians) that th with high‐voltage e expertise is an exxample of successioon risk the District faces and must maanage. 2. The Maintenance Planners have many m responsibilitties and activities that can detract from their core function of plann ning work. In addittion, the District hhas no single positiion with responsib bility for ensuring the District’s man ny buildings and structures are effecttively maintained. 3. The Painter is prresently located in n the Machine Sh op Section. This p position is better aligned with the Buildings and Gro ounds Maintenance Section. 4. The maintenance e responsibilities o of the Pumping Staations Section, currrently housed in tthe CSO Division, closely mirror the responsibilitiess of the Maintennance Section. Th here is opportunitty for a unified community of practice, workforcee sharing and proogression opportun nities through bringing these two groups together u under the Mainten nance Division Mannager. Reccommendations: 1. The shift to condition‐based Asset Management w ill continue to driive the maintenan nce function and scheduling and planning work will be a focus of tthe Maintenance Planning function n. The Reliability Engineering Secttion will report directly d to the M Maintenance Division Manager and will house the engineering and planning resourcess to coordinate annd ensure effectivee asset managemen nt and condition‐ based maintenance is performed as well as impl ement CMMS. Th he Maintenance Planners will be relocated to the Reliability Engineeering Section from the Maintenance Section. The Reliab bility Engineering Section will workk closely with the A Asset Management Section within thee Technical Services Division. 2. There is an opportunity for the Disttrict to centrally m manage its buildinggs, structures, fence lines and other above‐ground assets using a prroposed future FFacilities Planner position. The reequirements and responsibilities of this position will need to be define d as the Reliabilityy Engineering Section becomes fully functional and th he condition assessment work is comppleted. This positio on could be a Year 2 hire. 3. The Pumping Station Division should report to the M Maintenance Divisio on Manager. The ggroup can remain located at CSO and function accord dingly until locationn needs are establlished by the Main ntenance Division Manager. 4. Move the Painter to the Buildings and Grounds Mai ntenance Section but ensure that th his individual has support and reso ources to meet the painting and corroosion protection reequirements of the District. Organizationa al and Staffing Pla an – Final Reportt | 59 5.1.19 P Proposed Pllant Operattions Observations and D O Discussion: D Division Structu ure 1. 1 The District tre eatment plant wett stream is convenntional and treats to a secondary quality. The Districtt also operates a recycled water ttreatment facility ffor plant process w water (P3) and discharge to selected d ure 5‐21: Plant O Operations Division Structure Figu customers. 2. 2 The District uses multiple hearth incineration for bbiosolids treatmentt. This technology aand the associated d 3. 3 4. 4 5. 5 Divisiion Profile SHIFT SUPERVISOR SHIFT SUPERVISOR SHIFT SU UPERVISOR Curreent Budgeted Posittions: 50 Propo osed Positions: 35 Key FFunctions: Operation of the t Treatment Plaant – wet stream m and biossolids incineration 3 shifts / day / 365 days per year SENIO OR PLANT OPEERATOR PLANT OPERATOR III SENIOR PLANT OPERATOR SENIOR PLANT OPERATOR PLANT OPERATOR III PLANT OPEERATOR III PLANTT OPERATO OR II SENIOR PLANT OPERATOR PLANT OPERATOR R II Recommendatio on Rationale Aligns common functions 60 | C Central Contra Co osta Sanitary Distrrict Supports supervisor ry span of control Promotes workforce flexibility air quality and other support sysstems from sludgee thickening, dewatering and boilers//heat recovery are e highly complexx to operate and require significantt hands‐on and m multi‐years of expeerience to become e proficient. Normal shift sttaffing is three opeerators, plus a shiftt supervisor. (a sin ngle operator on w wet stream and two o on solids stre eam). The plant appears to be sttaffed sufficientlyy to meet the operating and skill development requirements of operations staff w while not placingg an undue stresss on shift staffing g schedules. The District op perations Division includes the labooratory and Title V V monitoring. Whille not uncommon, many mid to larger‐sized organ nizations prefer too separate the reggulatory monitorin ng and compliance e component fro om the operations component to maxximize regulatory rreporting and compliance integrity. The plant SCA ADA monitoring system s and the aair quality sensorss monitor plant aand pump station n equipment. All SCADA monitors,, programming, prrocesses and equipment is maintain ned by the Processs Control System ms Group. This grou up requires highly‐‐skilled instrumenttation and control technicians and itss e importance ass a risk managemeent function is illuustrated by the Geeneral Manager’s use of one of the Special hires to o ensure continuityy and succession m management. Recommendations R s: 1. 1 The role of experienced e operaators is to ensuree that the facilityy is operating prroperly and, mostt importantly, to o be able to immeediately respond w when something go oes wrong. The staaffing arrangementt m of three operaators, plus a supervisor per shift to ccover the facility is appropriate to m meet the minimum risk requirements of the District aand to meet the trraining and experieence requirements given the complexx e nature of the biosolids handlingg and incineration components of tthe plant. Given th he significant time e requirements tto bring newer opeerations staff up too required skill and d experience levelss, coupled with the e pending retirement of several highly‐experienced Shift Supervisors, RFC recommendss no change to the present staffing of the operationss group. 2. 2 The evolving re egulatory complian nce environment aand the complex n nature of the variou us regulations thatt the District mu ust comply with caan best be met byy the formalization n of a Regulatory aand Environmental Compliance Diivision. This Divisio on is to be locateed within the Tech hnical Services Deepartment and will house the relocated Laboratory aand Title V compliaance staff. 5.1.20 P Proposed Safetyy Division Struccture Figure 5‐22: Sa afety Division Sttructure SAFETY (3) Key Observaations and Discussiion: 1. Currentl y, Safety reports tto the Plant Mainttenance Division Manage r. 2. The Safeety function is closely aligned with Hu uman Resources and shouuld report to the saame Director. Recommenddations: 1. Have Saafety Division also o report to the Deputy General Manage r / Operations Servvices Director. SAFETY OFFICER SAFETY SPECIALLIST OPER RATIONS SAFETY S SPECIALIST Division Profile Reecommendation n Rationale Aligns common functio ons ons: 3 Current Budgeted Positio Propossed Positions: 3 Key Fun nctions: Safety Compliance Supports supervisory span of control Promotes workforce fle exibility Ensures service levels aare met Supports succession planning Positions District for future need Organizationa al and Staffing Pla an – Final Reportt | 61 5.1.21 P Proposed Huma an Resources Diivision Structuree Figure 5‐23: H Human Resources Division Stru ucture HUMAN RESOU URCES (5) HUMAN RESOU URCES MANAGER HUMAN REESOURCES ANALLYST HUMAN RESO OURCES ANALYSST HUMAN RESOURC CES ANALYST TRAINING COORDINATOR (FUTURE) HUMAN RESOURCESS ANALYSTS SENIOR ADMIN TECH Division Profile Reco ommendation R Rationale Aliggns common functions Sup pports supervisory span of control Promotes workforce flexib bility Ensures service levels are m met Sup pports succession planning Positions District for future e need 62 | C Central Contra Co osta Sanitary Distrrict Current Budggeted Positions: 5 Proposed Po ositions: 5 Key Function ns: Hum man Resource Adm ministration Reccruiting and Hiring Workforce Support Bargaining Unit Relaations Traiining and Devvelopment (future)) Observvations and Discusssion: 1. Th he structure of thhe HR Division supports efficient cross training and intteraction of staff ff. The span of control for the HR Manager is ap ppropriate. The sizze of the group lim mits progression p path opportunities within HR. he HR Division’s loccation within the A Administration Dep partment may not 2. Th bee the best location for this group movving forward. 3. Traaining managemeent has historicallyy been left up to o each individual gro oup’s mission. Thiss results in a non‐programmatic training environment wh hich may not proviide the full trainingg and skill developm ment needs of the District and its workfforce. 4. Th he administrative requirements of HR are greatly in nfluenced by the nu umber of positio n descriptions (1 111), retirementss and associated recruiting/hiring of new staff. The H HR Division recen ntly converted an dministrative Tech nician position to a third HR Analystt to keep up with Ad disscipline, grievancee and union relatio ons. This has greaatly improved the effficiency and effect iveness of the HR ffunction. 5. Th he written test reequirements for new positions iss a practice that promotes efficient sscreening of candid dates. The challen nge in this type of he trades”) may bee better served by process is that somee positions (e.g. “th other means of comppetency assessmen nt. Recom mmendations: 1. Broad‐banding in thhe HR Analyst possition will supportt progression and ind dividual developmeent needs. 2. Move the HR Divisio n from Administration to report directly to the Deputy mber of functionss / direct reports Geeneral Manager too reduce the num un nder the Administraative Services Director. 3. Fo ormalize a trainingg group within thee HR Division. Com mplete a Training Program Roadmap (Year 1) to define the managem ment and training requirements and fuund and fill the proposed Training Manager position (Yeear 2). 4. Co onsider outsourcinng of selected HR activities to meett short term peak deemand periods (e..g. recruitment, eevaluation) so thaat the impacts of po osition vacancies caan be mitigated. 5. Usse the Succession Committee as a fo orum to evaluate and discuss other 6 AP PPENDIX X B: CURRENT ORGANIZATION N CHART TS Organizationa al and Staffing Pla an – Final Reportt | 63 64 | C Central Contra Co osta Sanitary Distrrict Organizationa al and Staffing Pla an – Final Reportt | 65 66 | C Central Contra Co osta Sanitary Distrrict Organizationa al and Staffing Pla an – Final Reportt | 67 68 | C Central Contra Co osta Sanitary Distrrict Organizationa al and Staffing Pla an – Final Reportt | 69 7 APPEN NDIX C: C EMP PLOYE EE SUR RVEY Deceember 8, 201 14 Rogeer Bailey, P.EE. Geneeral Manage er Centtral Contra C Costa Sanitarry District 5019 9 Imhoff Placce Marttinez, CA 94553 Subject: Organizzational Nee eds Assessm ment ‐ Emplo oyee Survey Results Dearr Mr. Bailey, Rafteelis Financiaal Consultantts (RFC), Inc. is pleased tto provide tthis letter report on the results of th he employee e survey, which was w conductted from September 2 through Occtober 7. Th he survey daata will supplement the e interrview data tthat we have collected over the past several m months and help validatte some of tthe common n them mes and find dings. Our thanks goess out to the Central San Board of Directors and your leaderrship team ffor their inpu ut in crafting g the ssurvey, the aadministrative support tthat facilitatted the colleection of responses, and d the 144 resspondents to o the ssurvey. Sinceerely, Tom A Arn Princiipal Consultant c: Daavid Heath Jean‐Marc Pettit Teeji O’Malley Su udhir Pardiw wala 70 Akbar Alikhan Consulltant | Central Co ontra Costa Sa anitary Distric ct BACKGROUND As part of the Organizational Needs Assessment Study, RFC was tasked with developing and administering an employee survey of Central San staff. Much like individual interviews that RFC has conducted to date, the purpose of the survey was to garner feedback on areas of potential improvement for the District, determine what workplace attributes are most highly valued among staff, and evaluate how well the District is meeting employee needs. On July 31, 2014, RFC presented a draft survey to the Board of Directors to solicit feedback and input. After slight modifications were made, the survey was sent out to all District staff on September 2 via Survey Monkey, an online survey service. Staff were also given the option to complete the survey on paper. Over the course of five weeks, 144 employees completed the survey – approximately 51% of all District staff. While Organizational Needs Assessment Studies are heavily reliant on qualitative data, quantitative tools such as surveys can still prove useful in the development of the eventual findings as well as provide an anonymous forum for open input from all staff. The survey included both closed and open‐ended responses. For the purposes of this study, the use of the survey help accomplish the following: Opportunity for participation – Staff who were not able to be part of the interview sessions could be a part of the study. Anonymity – Those who may have been reluctant to share certain information during the interview sessions could do so via the survey anonymously. Quantitative data – Quantitative data brings to light commonly held opinions and trends among staff and can bolster findings from the qualitative data. The survey instrument is presented in Appendix 1. Question Nos. 1, 2, 9, and 10 contained open‐ended responses. The verbatim responses to these questions are included in Appendix 2. The charts on the following pages contain basic summary data for question Nos. 3 – 8 and select conditional response analysis as well. Conditional response data analyzes a subset of respondents for a specific survey question and reports how that same subset responded to a different survey question; for example of those that selected “B” for question 3, how did this group respond to question 6? Organizational and Staffing Plan – Final Report | 71 QUESTION 3: QUALITY OF COMMUNICATION Respondents were asked to rate the quality of the communication they received at the various levels in the organization. Like most organizations of similar size to the District, proper communication is dependent on supervisors relaying information to the employees they manage. The data shows that communication improves the closer it is to the work unit level. In fact, 70% of respondents rated the communication in their work group as either Excellent/Good. Of note is the reported quality of information Organization‐wide; 40% of respondents rated Organization‐wide communication as Poor/Needs Improvements, 3% more than the 37% who rated it as Excellent/ Good. Figure 7‐1: Quality of Communication QUALITY OF COM M U N I C AT I O N AT VAR IOU S L E V E L S IN THE ORGANIZATION ORGANIZATION‐WIDE DEPARTMENT MANAGER LEVEL YOUR WORK UNIT LEVEL 6% 31% 17% 25% 24% 35% Excellent 72 24% | Central Contra Costa Sanitary District 35% Good Fair 26% 14% 19% 12% Needs Improvement 16% 8% 10% Poor QUEESTION 4: SO OURCE OF IN NFORMATIO ON The quality of co ommunicatio on can vary w widely by so ource. To undderstand wh here to focus efforts for improving communication, we asked re d status of espondents where they receive infoormation reggarding the d direction and the o organization n. The data confirms thatt many Distrrict employeees (42%) aree receiving information relayed from m their superrvisors. How wever, the second most p prominent soource of info ormation is tthe “water ccooler” – essentially any p peer‐to‐peerr setting in th he District. SSince the “Other” catego ory captured d 15% of all respondents, it m may behoovve the Districct to determine what othher sources are currentlly used that were not uded as part of the surve ey choices. inclu Figu ure 7‐2: Source of Regullar Updates I G E T R E G U L A R U P DATT E S O N T H E D I R E C T I O N O F T H E O R G A N I Z AT A ION AND HOW IT IS DOIN G FROM.. . 15% My manager/supeervisor 42% Breakk room notices Comp pany‐wide em mails 22% Emplo oyee newsletter The "w water coolerr" 4% Otherr 14% 4% nformation can also inffluence its perceived p q uality. Referring to thee “Departmeent/Manager The source of in e, the percentage of resspondents w who rated co ommunicatio on as Excelleent and Poor Leveel” row in Figgure 1 above are nearly equaal, with 17% % and 16% respectively. r The main source of in nformation for these similarly‐sized d grou ups are comp pared in Figu ure 3 below. Organization nal and Staffin ng Plan – Fina al Report | 73 Figure 7‐3: Source of Information / Quality of Communication S O U RC E OF IN FORMATION BAS E D ON QUALITY OF COM M U N I C AT I O N FROM D E PARTM E N T M A N AG E R 100.0% 90.0% 80.0% RESPONSE FREQUENCY (%) 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% MY MANAGER/ SUPERVISOR BREAK ROOM COMPANY‐WIDE EMPLOYEE NOTICES EMAILS NEWSLETTER Dept. Mgr Communication… Dept. Mgr Communication… THE "WATER COOLER" OTHER INFORMATION SOURCE The data reinforces the importance of the critical role that managers/supervisors play in relaying information to their staff. The respondents who were more satisfied with the quality of information received their information primarily from their supervisor. Those who were less satisfied with the quality of information received information primarily from the “water cooler”. QUESTION 5: WORKPLACE & ENVIRONMENT Using a five‐step Likert scale, respondents were asked to rate how much they agreed with a series of statements. The statements were all positively phrased, meaning that a Strongly Agree/Agree is the desired response for each statement. 74 | Central Contra Costa Sanitary District Figure 7‐4: Workplace Perspectives GENERALLY, MY WORK GROUP HAS THE RESOURCES IT NEEDS TO KEEP UP WITH OUR WORKLOAD. 28% 10% MY WORK GROUP USES PERFORMANCE MEASURES TO BENCHMARK ITS PERFORMANCE. 13% 35% CENTRAL SAN IS ACTIVELY WORKING TO IMPROVE THE EFFICIENCY OF ITS WORK PRACTICES. 13% 36% CENTRAL SAN STAFF TAKES PRIDE IN THE WORK THEY DO AND THE SERVICE THEY PROVIDE TO THEIR CUSTOMERS. I AM GIVEN THE OPPORTUNITY TO PROVIDE INPUT INTO SOLUTIONS FOR PROBLEMS OR DEVELOPING SITUATIONS. I HAVE ALL THE TOOLS, TECHNOLOGY, AND EQUIPMENT NECESSARY TO PERFORM MY JOB AT AN OPTIMAL LEVEL. MY SUPERVISOR HAS A CLEAR IDEA OF MY DAILY WORK ISSUES AND THE OBSTACLES MY WORK GROUP OVERCOMES. Strongly Agree Agree Neutral 14% 27% 39% 41% 25% 38% 27% 19% 22% 46% 13% 18% 20% 24% 37% Disagree 10% 9% 21% 13% 10% 15% 22% 13% 8% 12% 11% Strongly Disagree The data shown in Figure 4 validates some of the readily apparent findings from the survey data. Namely, the District and its employees take pride in their work and customer service reputation. This sentiment is evidenced in the 85% of respondents who Strongly Agreed/Agreed with that statement. Referring to the first statement in the figure above, over 38% (Disagree [20%] /Strongly Disagree [18%]) of respondent reported that their work group doesn’t have the resources it needs to keep up with the workload. The open‐ended responses found in Appendix 2 provides an explanation to the data with references to reduced staffing and unfilled vacancies. QUESTION 6: WORKPLACE ATTRIBUTES Respondents were asked to select the three most important workplace attributes from a list, with no ranked order. An “Other” category was not provided for this question. Figure 5 below shows a basic distribution of the responses. Organizational and Staffing Plan – Final Report | 75 Figure 7‐5 5: Most Imp portant Wor kplace Attributes M O S T I M P O R TA N T W O R K P L A C E ATT T R I B U T E S 23% Advancemeent opportun nities Meaningful work Transparency Continued ttraining Performancce Recognitio on Open comm munication Ample toolss and resourrces Safety 47% 46% 47% 55% 24% 2 32% 3 26% Whille the data sset is fairly e evenly distriibuted, “Ope en Communnication” waas rated with h the highesst frequencyy. This data is consistent with the open‐e ended respo onses for qu estion 8, fo ound in Appeendix 2. Furrthermore, it can be argued that t “Transp parency” (w which garnerred 24% of the responsses) siphoneed off votess that would d otheerwise have been attribu uted to “Ope en Communiication” andd vice versa. he 55% of respondents who checke ed “Open Co ommunicatiion” as an im mportant workplace atttribute, their Of th responses to the quality off information n asked is very v similar to the distrribution of tthe general respondents from m Figure 1. C Comparing Figure 6 belo ow with the data show i n Figure 1, iit is evident that the opinions of the e quality of comm munication is rather constant c wh hether or n ot one con nsiders “Open Communication” an n impo ortant workplace attribu ute or not. A As seen in FFigure 3, thee source of information n appears to o be a better deteerminant of iinformation quality. Figu ure 7‐6: Open Communication / Quaality of Com mmunication n QUAL ITY I OF CO M M U N I CA ATION FOR R THOSE W WHO MAR K E D "OPE N COM M U NICATION N " AS AN I MPORTAN N T AT TR IB U T E ORGANIZATION‐WIDE 5% DEPARTMENT MANAGER LEVEL YOUR WORK UNIT LEVEL 19% 76 | Central Co ontra Costa Sa anitary Distric ct 23% 20% 32% Excellent 27% 33 3% 32% Good Fair 22% 14% 23% 16% Need ds Improvemen nt 15% 8% 13% Poor QUEESTION 7: WORKPLACE A ATTRIBUTESS CONTINUED As a follow‐up, rrespondentss were asked d to rate how w well the Diistrict provid ded for theirr most highlyy ranked attribute from Q Question 6. FFigure 7 belo ow shows a b basic distribuution of the data set. Fiigure 7‐7: Prrovisions forr Highest Raank Workplaace Attributee H O W W E L L D O E S C E N T R A L S A N P R O V I D E F O R YO U R M O S T H I G H LY R A N K E D ATT T R I B U T E ? 6% 13% Veryy well Deceently well 33% % 4% 24 Neutral Not very well Unaddressed 25 5% To seee if any particular workplace attrib butes were m more fulfilleed by the Disstrict than o others, the tw wo similarlyy‐ sized d data sets of Very Well/ W Decently Well (37 7% collectivvely) and N Not Very W Well/ Unaddressed (39% % colleectively) can be compared with resp pect to their responses to Question n 6. Figure 8 8 below sum mmarizes the e mostt important attributes fo or each of th hese two gro oups. Organization nal and Staffin ng Plan – Fina al Report | 77 Figure 7‐8: Fulfillment of Highest Ranked Attribute MOST IMPORTANT AT TR IBU TE M E T " V E RY W E L L / D EC E N T LY W E L L " VS . " N OT V E RY W E L L / U N A D D R ES S E D " 100% 80% 60% 40% 20% 0% ADVANCEMENT OPPORTUNITIES MEANINGFUL WORK TRANSPARENCY Unaddressed/ Not Very Well CONTINUED TRAINING PERFORMANCE RECOGNITION OPEN COMMUNICATION AMPLE TOOLS AND RESOURCES SAFETY ATTRIBUTES Very Well/ Decently Well The chart above shows no stark contrasts between those whose top workplace attributes are met by the District and those that are not. Respondents of both groups value the same attributes with similar frequency. The data suggests that the quality of these workplace attributes may vary widely from workgroup to workgroup. 78 | Central Contra Costa Sanitary District CENTRAL CONTRA COSTA SANITARY DISTRICT EMPLOYEE SURVEY Organizational and Staffing Plan – Final Report | 79 80 | Central Contra Costa Sanitary District Organizational and Staffing Plan – Final Report | 81 82 | Central Contra Costa Sanitary District Organizational and Staffing Plan – Final Report | 83 RESPONSES TO OPEN-ENDED QUESTIONS 84 | Central Contra Costa Sanitary District QUESTION 1: WHAT THREE WORDS WOULD YOU USE TO DESCRIBE CENTRAL SAN’S WORK CULTURE? Top Responses Frequency Dedicated 8 Political 8 Professional 8 Entitled 7 Friendly 7 Dysfunctional 6 Efficient 6 Hardworking 6 Inefficient 6 Family 6 Proud 6 QUESTION 2: SINCE YOU’VE BEEN AT CENTRAL SAN, WHAT ACCOMPLISHMENT/TASK/AWARD ARE YOU MOST PROUD OF? Responses were categorized into the following themes. Sample responses for the top two themes are provided below. Top Responses Frequency NACWA/CWEA Awards 33 Specific project/function 31 Promotion 13 Teamwork/ team efficiency 11 Being part of a reputable organization 7 Professional Growth 7 NACWA/CWEA Awards 1. 16 years of NACWA Peak Performance which is a testament to a proactive, mutually supporting work culture that has been passed at least one generation. 2. Collection System of the Year Awards. 3. Employee of the month/team of the quarter. Specific Project/Function 1. Concord Landscape Recycled Water Project Organizational and Staffing Plan – Final Report | 85 2. Installing/rehabilitating almost 20 miles of pipeline in our collection system to help the District adhere to its mission statement! 3. Streamlining A/P filing system by changing to filing by payment date from alphabetical system. It saves 3 hours per month in filing time. QUESTION 8: WHAT ARE THE TWO THINGS THAT YOU WOULD LIKE TO SEE CHANGED TO IMPROVE EFFECTIVENESS AND PERFORMANCE WITHIN YOUR DIVISION? Responses were categorized into the following themes. Sample responses for the each theme are provided below. Top Responses Frequency Staffing 28 Technology 28 Communication 27 Training 23 Accountability 22 Leadership 20 Staffing 1. Fill vacancies so people are not feeling overworked. 2. Have flexibility in ability to overstaff to succession plan. 3. More staff in the field jobs. Technology 4. Less complicated user friendly software/databases. 5. Electronic Records Management System. 6. More usage of technology (tablets) and LESS PAPER!!! Communication 1. Better communication between and from our Director/Managers. 2. Improving communication in between department meetings. 3. Open two way communication. Training 86 | Central Contra Costa Sanitary District 1. More hands‐on training. 2. Improved safety training. 3. I would like to see mandatory cross‐training. Some things cannot be done if a specific person is not here, and that should be remedied. Accountability 1. Hold people accountable when they do not complete their work in a timely manner. 2. Adequately define roles and responsibilities for job positions that protect staff from being given excessive and unrealistic workloads. 3. Follow through with necessary discipline and reward good employees. Leadership Given the varying nature of the comments received in this theme, the 20 comments for “Leadership” have been grouped into the following sub‐themes: Sub‐Theme Frequency Improved Strategy & Direction 8 Micro‐management by Supervisors/Board 5 Improved Leadership 4 Other 3 Total 20 1. We need to set clear objectives, and work towards them, instead of bouncing from one fire to the next. 2. Clearer direction, better communication. 3. Upper management and the board need to let us do our jobs and get out of the way. 4. A supervisor that leads by example. 5. Clearer expectations from new management team. QUESTION 9: WHAT ARE THE TWO THINGS THAT YOU WOULD LIKE TO SEE CHANGED TO IMPROVE EFFECTIVENESS AND PERFORMANCE FOR THE ORGANIZATION AS A WHOLE? Organizational and Staffing Plan – Final Report | 87 Responses were categorized using the themes from the previous question. Sample responses for the each theme are provided below. Top Responses Frequency Leadership 30 Communication 25 Technology 20 Accountability 12 Staffing 10 Training 7 Leadership Given the varying nature of the comments received in this theme, the 30 comments for “Leadership” have been grouped into comments concerning the (1) Board of Directors, (2) Management, and (3) General. Board Board of Directors Adherence to Board Governance Model Other Total Frequency 11 1 12 1. The Board needs to quit micromanaging and focus on the big picture and future regulatory requirements. 2. Return Board to oversight and policy role. 3. The Board of Directors sticking to Policy and trusting staff to handle the details. 4. Board should stand back and let the GM do his job and take responsibility for his performance. 5. Change the Board to become pro employee. 88 | Central Contra Costa Sanitary District Management Management Frequency More active/working supervisors and managers 4 Other 4 Communicating Organizational Direction 2 Consistency in Management 2 Total 12 1. Management to get more familiar with what their workers do. 2. Less manager positions or make them working managers. 3. Monthly updates from management on our direction and the progress toward that direction. Vision setting and measuring. We have several efforts underway that were not rolled out smoothly causing fear in the work force. If a comprehensive vision could be created and presented to the District Staff with monthly progress updates; that would go a long way toward creating a work force of high trust. 4. Develop trust and "buy‐in" from employees before implementing new direction. 5. Consistency in leadership. General General Frequency Organizational Direction 3 Improved leadership 2 Micro‐management by Board/Management 1 Total 6 1. The District needs to have a clear, long term direction to head in instead of floating aimlessly amongst the whims of individual Board Member agendas. 2. Develop trust and "buy‐in" from employees before implementing new direction 3. Concentrate on being effective rather than efficient. 4. Better Leadership by Example. 5. Micro‐management by Board/Executive Leadership. Organizational and Staffing Plan – Final Report | 89 Communication 1. Better Communication / Less Blame Game. 2. Communication across all levels with the same information. 3. Continue to ask employees for input. Technology 1. An ERP system that allows for one District wide system that interfaces with all aspects of the organization 2. Move to more paperless solutions for everyday tasks. 3. Implement employee self‐service software. Accountability 1. Follow to enforce written procedures. 2. Hold all people accountable, from the top to the bottom. 3. Clear and high expectations of performance. Staffing 1. Fill important positions before people retire. 2. More worker bees. 3. Hire summer students/Co‐ops, only if you have work for them. Not just because it's a past practice. Training 1. More training to increase communication skills, customer service skills and job efficiency skills for people to think faster, perform better and generally be a better workforce. 2. More in‐house training. 3. Provide for more cross‐training and succession planning. QUESTION 10: PLEASE USE THIS AREA TO SHARE ANY IDEAS ON HOW CENTRAL SAN CAN IMPROVE AS AN ORGANIZATION. (OPTIONAL) 89 of the 144 survey participants opted to respond to Question 10. The responses are categorized into the themes below. 90 | Central Contra Costa Sanitary District Theme Culture Board/Staff Interaction Communication Operations & Maintenance Labor Negotiations Hiring/Promotion Management Staffing Technology Training Total Frequency 20 13 10 9 9 8 6 6 4 4 89 Culture 1. Be the leader in pay and benefits to attract high quality workers. Make everyone at every level responsible for their performance. Simplify and be aggressive on correcting poor performance. 2. Change the work culture to instill pride, encourage employees to do their best and make working here more enjoyable. 3. Plan family events! Back in the day we did family events and felt like we were one big family! Board/Staff Interaction 1. It's confusing that we hear mixed messages...on one hand the Board wants us to be a "Leader in the industry", however they also talk a lot about cutting costs and staff. Stay on message because it's difficult to be a "Leader on a Budget" without training or support for staff ideas and innovations. 2. Board needs to recognize its employees as team members. 3. Get Board members to focus on policy and long term goals. Management should provide a vision of the future rather than reacting to political distractions. Communication 1. Make it top priority (don't wait months and months) to provide accurate information about rumors, especially rumors that are obviously affecting morale and productivity. 2. Managers need to funnel info down to their work groups. Somehow we need to resolve the trust issue as the employees are the ones that will move the District forward. Organizational and Staffing Plan – Final Report | 91 3. Communicate between all levels with the same information ‐ don't filter downward. Operations & Maintenance 1. Operations needs to look at different work schedules. 10 days in a row are burning operators out. Double and triple staff days are inefficient. 2. Central San needs to be more proactive and do maintenance projects before they become and emergency repair. Budget allocations need to be redone. Projects are postponed because of budgets and later when the items on the project fail they cause an emergency repair that end up costing the district more money. 3. Operators and maintenance do everything on paper. Switch this out with tablets where information is at our finger tips and not hidden in dusty binders. As written in the LC, CSO field workers record their work on paper and then spend the last part of their day doing data entry. This should be done in the field on laptops. Use less paper and more technology to make jobs easier and get things done quicker. Labor Negotiations 1. Labor negations are constantly on the minds of District staff. Establishing a long term labor plan with set multiplier and benefits would go a long way toward workplace security and efficiency. 2. Stop taking away benefits that were promised to us. Stakeholder buy in on changes. Improve the trust in the District. 3. Keep current union contract as is. Hiring/Promotion 1. Hire within the district. Quit going outside the District to find its future leaders. 2. Put in place mechanisms that allow staff to compete fairly for positions. Recognize and value the potential contribution employees (who have worked outside of the District) can bring to the organization. 3. There needs to be an incentive for passing higher grade (operator) tests. Management 1. Focus more on collecting and treating sewage and focus less on political priorities. Too much change too fast. Sends message to staff that there isn't a plan at the District. 92 | Central Contra Costa Sanitary District 2. Get management out of the office and in the field to check what people are doing they really need to get involved more and checking on their crews. 3. Management/interpersonal skill training for supervisor/managers, clear expectations of their performance, abilities and duties as leaders. Staffing 1. The compliance and regulatory functions are spread throughout the District. Because of this diffused functionality, succession planning is difficult. I would re‐organize the regulatory, compliance, and advocacy into a single Division within Engineering. 2. Discontinue use of previous employees as consultants and District Temps who continue day‐to‐day work without training replacements. This is a performance issue for the supervisor and employee. Training of replacements should be mandatory. 3. Staff the District to meet the needs of CSO and POD. The people who what the District is really about ‐ the collection and treatment of sewage. Admin and Engineering are supposed to support these. Technology 1. Be more organized and document changes and evacuate old information. 2. The District seems to be far behind when it comes to technology and systems that can be used to streamline certain functions of the business. 3. Use representatives from each Division to administer the various technologies the District uses instead of relying solely on IT or on a workgroup to make good decisions about its use. Training 1. Overall, I feel that CCCSD is a solid organization. However, in order for us to be a great organization, we really need to focus our efforts on cross‐training, professional development, and succession planning. 2. Better departmental communication through activities or cross training. 3. Take time for all new management to figure out our operation. Organizational and Staffing Plan – Final Report | 93 8 APPENDIX D: EXTERNAL BENCHMARKING ANALYSIS BACKGROUND As part of the Organizational Needs Assessment Study, RFC was tasked with performing a Benchmarking Analysis (Analysis) to help the District gain a better understanding of how they compare to industry peers with respect to staffing and service levels. Benchmarking is a self‐assessment exercise that includes comparing the District to its industry peers using a set of key metrics. Before performing any benchmarking exercise, the following questions must be addressed: 1. Who should be selected to benchmark with? 2. What metrics should be compared? 3. How should the data be normalized for a more consistent (“apples to “apples”) comparison? SELECTING BENCHMARKING PARTNERS When selecting benchmarking partners, it is advantageous to select partners that are similar to the District and embody the industry’s best practices. RFC and District staff jointly selected the benchmarking partners using the following criteria: Located within California Similar to Central San with regards to the services offered Perceived ability to respond and provide information Geographic proximity to the District Considering the selection criteria, the following benchmarking partners were chosen: 1. 2. 3. 4. 5. 6. 7. Delta Diablo Sanitation District (Delta Diablo SD) East Bay Municipal Utilities District (East Bay MUD) Inland Empire Utilities Agency (Inland Empire UA) Orange County Sanitation District (OCSD) Sacramento Regional County Sanitation District (Sac Regional SD) San Diego Public Utilities Department (San Diego PUD) Union Sanitary District (Union SD) 94 | Central Contra Costa Sanitary District As part of the data gathering process, surveys were sent out to each of the benchmarking partners inquiring of the size of agency’s infrastructure, customer base information, services offered, and the FTEs assigned to various functions. However, given the variability of each agency’s definitions for collection, treatment, engineering, etc. there were inconsistencies when simply using the provided survey data from the benchmarking partners. To remedy this, RFC also used each agency’s budget and full position list to perform a desktop analysis and create consistency between the benchmarking partners. The methodology is further explained below. METRICS TO MEASURE The purpose of this Analysis is provide quantitative comparison to the recommendations made in the Organization and Staffing Plan. The focus of this Analysis covers staffing levels and specifically to the following metrics: 1. Distribution of FTEs by function 2. Operations Staff per Million Gallons Treated 3. Collection Staff per 100 Miles of Collection System Pipe 4. FTEs by Job Classification In addition to the quantitative measures listed above, comparison of organization structures of each benchmarking partner also is presented. Central San’s current and proposed staffing models were used in the analysis. NORMALIZING THE DATA SET Although every effort has been made to normalize the data set for this Analysis, obvious dissimilarities exists between any two agencies. Table 1 summarizes the services offered by the District and its benchmarking partners. In addition to the more significant differences between agencies, such as a difference in services offered, there are more nuanced differences that can influence staffing levels. For example, factors such as varying technologies and operational modes, aging infrastructure, difficult to serve areas, risk tolerance, customer service philosophy, organizational history, preference for contracted versus in‐house services, local agency regulations, and political climates create a unique set of requirements for every organization. Essentially, each organization has staffing levels to meet their specific set of needs. Therefore, while benchmarking is a worthwhile exercise to understand the metrics of industry peers, it is a relative comparison as it does not take into account the more nuanced differences nor create true parity between any two agencies. Organizational and Staffing Plan – Final Report | 95 Table 8‐1: Services Offered by Agency Agency Central San Collection System Maintenance Wastewater Treatment Recycled Water (1) Delta Diablo SD East Bay MUD(1)(2) Inland Empire UA(1) Orange County SD Sac Regional SD(1) San Diego PUD(2) Union SD (1) Treatment Plant interceptor only–not a full Collection System Maintenance function to effectively compare to Central San (2) Benchmarking partner is part of a larger organization. Only figures that relate to the wastewater enterprise are included in the Analysis. METHODOLOGY Normalizing the data set first requires defining a set of rules and then applying those rules universally. For the purposes of this Analysis, this entailed defining a list of classes that contained various functions throughout the organization. Six classes were developed: (1) Operations, (2) Maintenance, (3) Engineering, (4) Collection, (5) Regulatory, and (6) Other. Various job titles and functions found in each of the benchmarking partners’ job descriptions lists were classified into one of the six classes. Table 2 shows the six classes and the different functions and titles they contain. 96 | Central Contra Costa Sanitary District Table 8‐2: Job Description Classifications OPERATIONS MAINTENANCE Groundwater Recharge Odor and Corrosion Control Operators Organics Management Process Control SCADA Control System Water Quality Control ENGINEERING Construction Inspectors Construction Management Geographic Information Systems Recycled Water Coordinator COLLECTION CCTV Collection CMMS Collection System Construction Workers Collection System Crew Members/Leaders Interceptor Maintenance Carpenter Electrical Shop Grounds Maintenance Instrumentation Shop Machine Shop Mechanical Shop Painter Pumping Stations REGULATORY Backflow & Cross Connection Specialist Biologists Chemists Compliance Inspectors Household Hazardous Waste Industrial Waste Inspection Laboratory NPDES Title 22 Title V OTHER Accounting Attorney Communications Contract Services External Affairs Finance Fleet Maintenance Graphics Coordinator Human Resources Information Technology Janitorial Office of the Secretary Policy Development Power Plant Mechanic/Operator Public Information Purchasing Rates and Fees Resource Recovery Risk Management Safety Training Warehouse/Inventory Once the classes are defined and populated with job titles and functions, the classes are applied universally to each of the benchmarking partners’ personnel list. For example, Agency A may house Pumping Stations within their Operations Division and Agency B may house Pumping Stations in their Collection Division. Using the respective definitions for Agencies A and B, Pumping Stations would fall into two different classes even though they are indeed the same function. However, using the set of definitions outlined in Table 2 above and applying them to both Agency A and B would result in Pumping Stations being classified as Maintenance FTEs in both cases. As evidenced by the example, it is imperative that the same set of definitions be applied universally to create a more consistent comparison across various agencies. Central San’s proposed organization staffing model was used as the basis for the job title and function definition. ANALYSIS Every position for each of the benchmarking partners were analyzed and classified into one of the six classes. Figure 1 shows the FTE distribution across all the benchmarking partners. Figures for both the current District structure and the proposed District structure from the Staffing Plan are shown. Organizational and Staffing Plan – Final Report | 97 Fiigure 8‐1: Distriibution of FTEs by Function As shown n above, the FTE distribution betw ween the current and proposed District structures are very similar. Comparing the D District’s FTE distrribution to the benchmaarking partners th hat have both tre eatment and colle ection, namely Union SD and San Diego PUD, theree are similarities in the percentage breakdown. Figure 2 presents the current and propose ed District distribution by percentage along with Union SD and San Diego PUD. OCSD D was excluded b because they are a regional treatment facilityy for several colle ection systems, in ncluding their ow wn. 98 | C Central Contra Co osta Sanitary Disttrict Figure 8‐2: Percentage Distribution of FTEs he As shown n above, the Disttrict has a similar organizational diistribution to Uniion SD and San Diego PUD. Of notte is the differencce in engineering staff between th District aand the benchmarking partners. B Both Union SD and d San Diego PUD may make moree use of external rresources to fulfill their design engineering needs. The prop posed District FTEE distribution is sllightly more align ned with the distrribution of the beenchmarking parttners. Figure 3 below details the e number of operrations staff per m million gallons tre eated. For this an nalysis, Operationns staff are comp prised mainly of o operators with additionaal support functio ons as detailed in n Table 2. Both th he District’s curre ent and proposed operations stafffing falls right in tthe middle of the data set, indicating alignmen nt with its industrry peers. O Organizational an nd Staffing Plan – Final Report | 99 Figure 8 8‐3: Operations Staff per Millio on Gallons Treatted d Referring to Tablee 1, East Bay MUD D, Delta Diablo SD D, Inland UA, and Figure 4 shows a compariison of collection system staff perr 100 miles of colllection system. R be onal SD do not haave full‐scale collection systems and are not includ ded in Figure 4. Again, the District’’s current and proposed staffing levels appear to b Sac Regio aligned w with industry pee ers. 100 | Central Contra Costa C Sanitary Dis strict Figure 8‐4: Colllection System Staff per 100 M Miles of Collectioon System d in Section 3.3 off the Staffing plan n, RFC recommen nds implementingg position broad‐‐banding to reducce the total numb ber of job classess through the As noted completiion of a comprehensive Class and Compensation sttudy. Broad‐band ding promotes caareer developmennt and opportuniities to advance aand reduces administtrative overhead. Over time, an aggency may have large number job classes relative tto the size of its eemployee base because of legacy names or outdatted union neegotiations. Figure 5 below shows the e FTEs per unique e job class. For this analysis, a serie es in a position description was coounted as a singlee unique job class. For example, ere there maay be several disccreet levels of Waastewater Operattors, but the serie h East Bay MUD aand San Diego we es is counted only as one job classs in Figure 5. Both excluded d from Figure 5 be ecause they are p part of larger organizations that have several moree job classes unreelated to wastew water treatment and collection. he Consistent with prior Figu ures, the District is near the middle of the data set. However, it is w worth noting a cleear trend between FTEs per class aand the size of th organization. Although OCSD has the bene efit of being a larger organization,, their laudable FTTEs per class of 44.53 is the result o of recent broad‐b banding through a as d compensation sstudy. As mention ned in the Staffing Plan, it is recom mmended that th he District pursuee a comprehensivve class and comp pensation study a class and part of itts next round of labor negotiations. O Organizational an nd Staffing Plan – Final Report | 101 Figure 8 8‐5: FTEs per Job b Classification 102 | Central Contra Costa Sanitary Dis strict ORGANIZATION CHART REVIEW Just as staffing levels may reflect the demands of an agency’s specific needs, so does the structure. To that end, there is no single correct organization structure. However, there are functional similarities in how groups are arranged. Of interest is that there are many ways to structure an organization and is within the realm of the management of each organization to organize its functions to meet its business and strategic needs. This section compares the proposed District structure (three Department Model) to that of the benchmarking partners. Figure 8‐6: Proposed District Organization Board of Directors District Counsel General Manager Secretary of the District Operations Services Department Administrative Services Department Technical Services Department Divisions/Sections Divisions/Sections Divisions/Sections Fleet Services Pumping Stations Collection System Maintenance Process Control Plant Operations Plant Maintenance Human Resources Safety & Risk Management Information Technology Finance Purchasing & Material Services Communication & Intergovernmental Services Household Hazardous Waste Environmental Compliance Laboratory Planning & Applied Research Survey Plan Review Permit Development Inspection Asset Management Capital Projects Rates and Fees Organizational and Staffing Plan – Final Report | 103 Figure 8‐‐7: Orange Coun nty Sanitation D District OB BSERVATIONS Five Deparrtment model Facilities Support – Fleet, Collection System Maintenance, Facilities Engineering (called Reliability Engineering as recommen nded for Central San) and Maintenance comprisse its own departmen nt and not coup pled with Operationss Human Resources is a Dep partment with a totaal of 16 FTEs and d a group assigned to o workforce planning 104 | Central Contra Costa Sanitary Dis strict Union Sanitary District Figure 8‐8: U OB BSERVATIONS Unique orgganizational model. Utilizes 11 “Coaches” to leead 14 teams in five Departmen nts Technical SServices Departm ment includes the Assistant to the GM/Board Secretary Information Technology Team bypasses aa coach and reports directly to the Business Se ervices Manage er O Organizational an nd Staffing Plan – Final Report | 105 Figure 8‐9: Inland Empire Utilities Agency 106 | Central Contra Costa C Sanitary Dis strict OBS ERVATIONS Internal Aud ditor position reeports directly to Board of Directors, similar to Ceentral San’s Gen neral Manager and Secretary to tthe Board. Manager of External Affairss (similar to the propo osed Central San n Intergovernm mental Relation ns o the Manager) reeports directly to General Man nager. Dual assignm ment of each Exxecutive Manager to also hold the Assistant General Man nager role prom motes succession p planning optionss. Although theere are four Exeecutive Managers, this structure is very similar to the District’s threee‐ department model. Laboratory is decoupled fro om Operations aand housed in Engineering (similar to the recommend ded location in the Environmental and Regulatory Compliance Division in Centtral San’s Technical Seervices Departm ment. FFigure 8‐10: Saccramento Regio onal County San nitation District OBSER RVATIONS General Managger also holds th he title of District Engineer. General Managger has five direect reports, including the Public A Affairs Manager. Not clear what the organizational elements are under Finance and Pu ublic Affairs. Separate department for Policcy & Planning which h includes Assett Management, Regulatory Affaairs, and Scientific R Research. Engineering an nd Operations housed within the Opeerations Departm ment. O Organizational an nd Staffing Plan – Final Report | 107 Figu ure 8‐11: East Bay Municipal Utilities District OBSERVATIONS Part of a mucch larger organizzation. Wastewaater Departmen nt (in purple aboove) grouped in nto four Divisionss. Laboratory an nd Environmenttal Services each h have own Diviision Intergovernm mental Affairs an nd Public Affairss Assistants are assigned directlly to the Generaal Manager. (Th hese functions faall under the Ad dministrative Seervices Director for Central San.) 108 | Central Contra Costa C Sanitary Dis strict Fiigure 8‐12: Deltta Diablo Sanitaation district OBSSERVATIONS Three mem mber Board, smaaller agency (<80 0FTEs). Administrattive Assistants aare pooled together under the supervision of tthe Secretary off the Board. Public Inforrmation Manage er reports directly to the Generral Manager. Follows standard three‐De epartment mode el (Business Servvices, Engineer,, Resource Reco overy (O&M) O Organizational an nd Staffing Plan – Final Report | 109
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