organizational and staffing plan -...
TRANSCRIPT
Orgganizational aand Staffing PPlan
Central Co
TABL
0 EXEC
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
1 ORGA
1.1
1.2
2 ORGA
2.1
2.2
2.3
3 PROP
3.1
3.2
3.3
4 IMPL
5 APPE
5.1
6 APPE
7 APPE
8 APPE
LIST
TABLE 0‐1: F
TABLE 0‐2: T
TABLE 0‐3: O
TABLE 0‐4 –
TABLE 0‐5 –
TABLE 1‐1: F
ontra Costa S
LE OF C
UTIVE SUMMA
ORGANIZATIONA
STRATEGIC DISTR
SPECIFIC DISTRIC
ORGANIZATIONA
PROPOSED DISTR
RECOMMENDAT
RECOMMENDAT
IMPLEMENTATIO
ANIZATIONAL
BACKGROUND O
DISTRICT ORGAN
ANIZATIONAL
STRATEGIC DISTR
SPECIFIC DISTRIC
ORGANIZATIONA
POSED DISTRIC
RECOMMENDAT
RECOMMENDAT
RECOMMENDAT
LEMENTATION
ENDIX A: ORGA
DEFINITIONS AND
ENDIX B: CURR
ENDIX C: EMPL
ENDIX D: EXTER
OF TAB
FTES BY DEPARTM
TOTAL FTES BY D
OVERVIEW OF PR
– SUMMARY OF PR
– SUMMARY OF PR
FTES BY DEPARTM
Sanitary Distri
CONTE
ARY ...............
AL OVERVIEW .....
RICT INITIATIVES .
CT ORGANIZATION
AL CULTURE .......
RICT ORGANIZATI
ION 2 – FOCUS O
ION 3 – PROMOT
ON CONSIDERATIO
STUDY OVERV
F THE STUDY ......
NIZATION OVERVI
CONSIDERATI
RICT INITIATIVES .
CT ORGANIZATION
AL CULTURE .......
CT ORGANIZAT
ION 1 – IMPROVE
ION 2 – FOCUS O
ION 3 – PROMOT
CONSIDERAT
ANIZATIONAL
D KEY TERMS USE
RENT ORGANIZ
LOYEE SURVEY
RNAL BENCHM
BLES
MENT – FY 2014
DEPARTMENT – PR
OPOSED ORGANIZ
ROPOSED REPURP
ROPOSED CHANG
MENT – FY 2014
ct
ENTS
.....................
.......................
.......................
NAL ASSESSMENT
.......................
ON AND STAFFING
ON BEING A LEARN
E ORGANIZATIONA
ONS AND ROADMA
VIEW ..............
.......................
EW...................
ONS ..............
.......................
NAL ASSESSMENT
.......................
TION AND STA
E ORGANIZATIONA
ON BEING A LEARN
E ORGANIZATIONA
IONS AND ROA
RECOMMEND
ED IN THE PROPO
ZATION CHART
Y .....................
MARKING ANA
4‐15 DISTRICT OR
ROPOSED DISTRIC
ZATIONAL CHANG
POSED AND RENA
ES IN TITLES .......
4‐15 DISTRICT OR
.....................
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PERSPECTIVES ...
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G REQUIREMENTS
NING ORGANIZAT
AL EFFECTIVENESS
AP ....................
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PERSPECTIVES ...
.......................
AFFING ENHAN
AL STRUCTURE EF
NING ORGANIZAT
AL EFFECTIVENESS
ADMAP .........
ATIONS .........
SED DETAILED OR
TS ..................
.....................
ALYSIS ............
RGANIZATION .....
CT ORGANIZATION
GES ..................
AMED POSITIONS.
.......................
RGANIZATION .....
.....................
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S .....................
TION .................
S, EFFICIENCY AND
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.......................
NCEMENTS .....
FFECTIVENESS .....
TION .................
S, EFFICIENCY AND
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RGANIZATIONAL C
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N ......................
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D WORKFORCE PE
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D WORKFORCE PE
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CHARTS .............
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ERFORMANCE ....
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ERFORMANCE ....
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........ I
....... III
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...... VII
..... VIII
...... XII
..... XIV
..... XVII
....... 1
........ 1
........ 4
....... 7
........ 7
...... 10
...... 14
...... 17
...... 17
.... 233
...... 26
...... 31
...... 34
...... 34
...... 63
...... 70
...... 94
....... III
....... IX
........ X
...... XII
...... XII
........ 4
Organizational and Staffing Plan
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
Central Contra Costa Sanitary District
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
Organizational and Staffing Plan
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.
0 EX In June Financialindependreasonabstaffing nposition organizatwastewa
RFC bring
findings
with Dist
The Stud
1. E
We nottime – addressact on action achangegroups only – n
XECUT
of 2014, th Consultantdently assesble rate struneeds assesthe Districttion to suater/recycled
gs industry‐
and recomm
trict‐specific
y consisted
ngage –
a. The D
mana
assess
and g
te that the Dthus the fins longer‐termas well as and approvae, in reality mand sectionnot necessar
TIVE SU
he Central Cts (RFC) to s and evaluaucture. As psment be cot to providpport a hid water serv
wide knowl
mendations
consideratio
of four princ
District “Org
gement wa
sment and p
uide the org
District has dings contam organizatpresent somal. While themost functions. Thus the rily in work
UMMA
Contra Costaconduct a
ate the Distrpart of the onducted toe services igh‐quality vice objective
edge of util
presented in
ons and stra
cipal activitie
ganizational
s formed in
provide feed
ganization on
not completained hereintional needsme recommee recommenons and resmagnitude group funct
ARY
a Sanitary Da compreherict’s existingCOS, the Do define arein a cost‐eworkforce es.
ity organiza
n this Plan a
ategic object
es:
Performan
n July 2014
dback during
n implement
ted a staffin address bos that the Gendations fondations in tponsibilitiesand degree tion.
Organiza
District (Distensive Cost g wastewateistrict requeeas for orgaffective maand meet
tional and o
are based u
tives.
nce Team”
4 to guide a
g the study.
tation of im
ng study of oth systemicGeneral Manfor new posthis documes have remae of change i
ational and Sta
trict) commof Service er rates to pested an ornizational imanner while emerging
operations p
pon this kno
(OPT) comp
and lead th
The OPT in
provements
this magnitc holistic adjnager has thsitions that ent may sugained intactin many way
affing Plan –
missioned Ra(COS) stud
provide a fairganizationamprovement positioningregulatory
practices and
owledge cou
prised of S
he organizat
ntent was to
s moving for
tude for a lojustments thhe authorityrequire Boagest extensit for individuys is structu
Final Report
aftelis dy to r and l and t and g the and
d the
upled
enior
tional
o lead
rward
ong hat y to ard ive ual ural
| i
ii | Central Contra Costa Sanitary District
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.
ORG0.1
The Distr
stations
average
uses mu
California
District a
P
O
C
0.1.1 C
The Distr
in Table
workforc
employe
The Distr
Secretary
directly t
The curre
Director.
Figure 0‐
GANIZATIO
rict operates
and a secon
of 53.8 milli
ltiple‐hearth
a using this
also operates
opulation se
Operating Bu
apital Budge
Current Distr
rict currently
0‐1: FTEs by
ce, the Dist
es to meet c
Table
rict is govern
y of the Dis
to the Board
ent District
The Deputy
‐1 presents t
ONAL OVE
s and mainta
ndary waste
on gallons p
h incineratio
type of tech
s and mainta
erved: 471,0
dget FY 14‐1
et FY 14‐15:
rict Organiza
y has 287 b
y Departmen
trict utilizes
critical staffi
0‐1: FTEs by
Depa
Admin
Engin
Oper
To
ned by a five
strict both r
.
organization
y General Ma
the current D
ERVIEW
ains over 1,5
ewater treat
per day (mgd
on to treat i
hnology and
ains a House
000
15: $88.2M
$25.1M
ation
udgeted ful
nt – FY 2014
s a variety
ng needs fo
y Departme
artment
nistration
neering
rations
otal
e‐member Bo
report direct
n is compris
anager also
District orga
500 miles of
ment facilit
d) of dry we
its biosolids
d utilizes ext
ehold Hazard
l‐time positi
4‐15 District
of externa
r open posit
nt – FY 2014
oard of Dire
tly to the B
ed of three
serves as th
nization.
Organizat
f undergrou
y (WWTF) t
eather flow.
which mak
tensive ener
dous Waste
ions in three
Organizatio
al contracte
tions.
4‐15 District
FTEs
50
81
156
287
ctors (Board
Board. The D
Departmen
e Director o
tional and Sta
nd sewer, 1
that is perm
The District
kes it unique
rgy recovery
(HHW) drop
e Departme
on. In additio
ed services
t Organizatio
d). The Gene
District Coun
ts, each und
of Operation
affing Plan – F
9 wastewate
mitted to tre
Treatment
e to the Sta
y as a result
p‐off facility.
nts as prese
on to its full
and temp
on
eral Manage
nsel also re
der its respe
s.
Final Report |
er lift
at an
Plant
ate of
t. The
.
ented
‐time
orary
r and
ports
ective
iii
iv | Centra
STR0.2
The Dist
are acti
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staffing
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strategic
the key s
by the Di
OperaDepar
Divisions/Fleet ServicPumping StSafetyLaboratoryCollection SProcess CoPlant OperPlant Main
District
al Contra Cos
RATEGIC D
rict’s board
ively leadin
tion workfo
needs to
RFC notes t
study r
d to support
goals. Figu
strategic act
istrict which
ations rtment
/Sectionscestations
ySystem Maintenantrolationstenance
Counsel
ta Sanitary D
Figur
DISTRICT I
and manag
ng and en
orce to me
position it
hat the orga
recommend
t and meet
re 0‐2 prese
ivities active
are summa
ance
istrict
re 0‐1: Curre
NITIATIVE
gement staf
ngaging th
eet strategi
tself movin
anization and
ations ar
the District’
ents some o
ely underwa
rized below
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AdmDep
ent District O
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ff
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oard of irectors
ral Manager
ons/SectionsResourcestion Technology& Risk Manageme
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inistration partment
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ervices
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cretary of the District
ions/Sectionsehold Hazardous Wonmental CompliaingyReviewitopment InspectioManagemental Projectsr Service Charge
Engineering Department
ccession anning
hanced Capital rogram nagement
c Initiatives
Wasteance
on
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Distri
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SPE0.3
The Impa
can be a
organizat
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by using
officially
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the busin
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Regardbecomcan fo“Commdeveloperiodigroupswork e
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ession Plann
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ict.
mation Tecmation Tecnology infras
nced Capitamittee has bprocess, initization prohodology to ely been inv
ECIFIC DIS
acts of a Vac
a misleading
tion such as
bilities, whe
much as 1 ye
temporary
vacant, thu
position is o
ness needs o
opportunity t
dless of theime the new sorm in whimunity of Popment as wic restructus to their coeffectiveness
ss Plan ‐ Th
on achieving
ning ‐ The S
direction of
chnology Mchnology Mstructure an
al Programbeen workinncluding budocess. The Eprioritize caesting and d
STRICT OR
cancy –Look
g indicator o
s the District
en a position
ear) impact
employee
us providing
often filled b
of the Distric
to reduce sta
ir origin, orgtructural noich staff rePractice” wwell as prouring can beommunities s, organizati
he District co
g its Goals.
Succession P
f the Genera
Master Plan aster Plan d staffing.
Managemng with mandget trackinEngineering pital projectdeveloping it
RGANIZATI
king at vacan
of the need
t, where the
n becomes v
to fill this po
status and
the percep
by a tempora
ct. Thus, wh
affing, the re
ganizationalorm) over timeside in arewhich can omote ineffie a good thto align theional efficien
ompleted its
Planning Co
al Manager
– In early(ITMP) to
ent – The nagement stng and repoCapital Projts. Also, undts Asset Man
ONAL ASS
nt positions a
d (or not) fo
ere is by ne
vacant, ther
osition from
filling exter
ption that th
ary or acting
hile a list of o
eality is muc
l changes geme. As the oeas within result in ciciencies in hing to retue various asncy and indi
Organizat
s strategic b
ommittee (S
to address
y 2014, theaddress th
District’s Etaff on the Corting as weects Divisionder the Boarnagement pr
SESSMENT
as an indicat
or resources
cessity som
re can be a
m below on a
nally. While
he position
g employee
open or vaca
ch more com
enerally becorganizationthe organiconstraint effective reurn “islandsspects of theividual care
tional and Sta
business pla
PC) was est
the success
e District cohe significa
Engineering Capital Imprell as enhann has been d’s directionrogram.
T PERSPE
tion of over
s. In a relat
e degree of
significant n
an interim o
e the positio
is not need
in order to c
ant position
mplex and is
come perman evolves, reization apato career resource allos” of individe organizatieer/skills dev
affing Plan – F
an in 2014 a
tablished in
ion needs o
ommissionent needs o
and Operarovement Buncements toworking onn, the Distric
CTIVES
or under sta
tively specia
f specializati
near to mid‐
or acting bas
on itself rem
ed, the real
continue to
s may imply
the responsi
anent (i.e. thesource islanart from thand personocation. Thduals or woion to suppvelopment.
Final Report
and is
May
of the
d an of its
ations udget o the new ct has
affing
alized
on in
‐term
sis, or
mains
lity is
meet
y that
ibility
hey nds heir nal us, ork ort
| v
vi | Central Contra Costa Sanitary District
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.
The choic
active re
service a
own des
expertise
capabilit
design p
should c
(e.g. use
perform
ORG0.4
The Distr
that we i
illustrate
service c
custome
indicated
levels are
“Wre
A focus o
would lik
intent fo
this as th
that refle
While Rand hanumbestaffingoccurs effectiv
ce to engag
esponsibility
and needs of
sign of mos
e is utilized
ies. The Dis
rojects that
ontinue to a
e external se
capital proje
GANIZATIO
rict has a ve
nterviewed
es this cultu
comes at a c
rs. This emp
d by the Stra
e very much
We're very ceputation. Bu
on Research
ke to return
or the organ
he desire for
ects this des
RFC examineave made rers is a coreg needs to mbased upo
veness.
ge external r
of managem
f the Distric
st of its sm
d for comp
strict has be
t fall within
actively eva
ervices) and
ect design an
ONAL CUL
ery strong c
from the Bo
re and one
cost as labor
phasis on Cu
ategic Plan.
influenced
ustomer servut that's the o
h and Develo
to was voic
ization to fo
r the organiz
ire to move
ed District stecommendate responsibilmeet busineon the info
resources to
ment and is
ct at the tim
maller waste
lex design
een examini
the District
luate this b
d determine
nd managem
LTURE
ustomer‐cen
oard to field
of its affec
r resources
stomer Serv
We note th
by this very
vice oriented.rganization w
opment is a
ced by many
ocus more o
zation to ret
towards a L
taffing leveltions accordlity of manaess needs atormed bala
supplemen
s a decision
me of need.
ewater colle
work or sp
ing its use o
t’s capabiliti
based upon
e the most
ment.
ntric culture
staff. Below
cts which is
commit to s
vice will cont
hat the Distr
strong cultu
. That hurts we want to be
nother desi
y during our
n Research
turn to a “Le
earning‐Bas
ls to define adingly, we nagement tot any given ance betwe
Organizat
t in‐house e
that should
For example
ection infra
pecialty wo
of in‐house
ies. We not
the specific
cost‐conscio
e which is e
w is a quote f
s that such
serving and
tinue to be p
rict work pra
ural norm.
our FTE/mgde.”
red cultural
r Board and
and Develo
earning‐Base
sed culture.
any variancnote that deo make infotime so tha
een risk, se
ional and Sta
expertise and
d be based o
e, while the
structure p
rk to supp
and extern
te that Distr
needs of th
ous and eff
embodied in
from one ou
cultural foc
interacting
part of the D
actices and
d, but it uph
l norm that
staff interv
pment (R&D
ed” culture.
ces with stanecisions regaormed decisiat the desireervice level
affing Plan – F
d resources
on the parti
e District do
rojects, ext
lement in‐h
nal resource
rict manage
he tasks at
fective mea
every indiv
ur interviews
cus on cust
with the Di
District cultu
required sta
olds our
the organiz
views. That i
D). RFC desc
Below is a q
ndard practiarding staffions regarde for efficienls and ove
Final Report |
is an
icular
es its
ternal
house
es for
ment
hand
ns to
vidual
s that
omer
istrict
ure as
affing
zation
is the
cribes
quote
ices fing ding ncy rall
vii
viii | Centr
“WtotoPam
A high‐p
that is p
incentive
standard
learning‐
workforc
move the
there wi
incorpora
progress
PRO0.5 RFC pro
performa
1. Impro
2. Focus
3. Incre
0.5.1 Im
Figure 0‐
are seve
recomme
ral Contra Cos
We used to bop dollar andop 5 in the staarticipation i
moving us bac
erforming o
provided wit
es that enha
ds of perfor
‐based cultu
ce. Investme
e District tow
ll be person
ated elemen
ion path / ef
OPOSED D
poses three
ance. These
ove Organiza
s on Becomi
ase Organiza
mproved Dis
‐3: Proposed
eral divisio
ended chang
sta Sanitary D
be the best ad expected thate in the woin technical ck in that direc
organization
th career de
nce and rec
mance to m
ure will serv
ents in R&D
wards the cu
nnel and oth
nts in the o
ffective supe
DISTRICT O
e major op
are:
ational Struc
ng a Learnin
ational Effic
strict Organi
d District Or
n level re
ges are as fo
District
about 10 yeare best work. orld of wastewconferences/ction.”
needs to a
evelopment
cognize emp
meet the ne
ve the Distri
and more fo
ultural inten
her costs as
organizationa
ervisory spa
ORGANIZA
pportunities
cture Effecti
ng‐Organizat
iency
izational Str
rganization
commendat
ollows:
rs ago. Fully If it cost thewater. Partici/committees.
ttract, susta
and perso
ployee effort
eeds of mo
ict well in a
ocus on Plan
nt to return t
ssociated w
al design to
ns of contro
ATION AND
for the Di
veness
tion
ructure
presents th
tions (detai
staffed. Paidem more, so bipating active That has r
ain and dev
nal growth
ts provide th
odern utility
attracting an
nning and in
to a learning
ith moving
o support a
ol for the Dis
D STAFFIN
istrict to st
e proposed
iled in Att
d consultant/ebe it. Centralely in legislatireally faded.
elop a moti
opportuniti
he means to
y operations
nd supportin
ndustry outr
g organizatio
toward this
Learning‐Ba
trict workfo
G REQUIR
trengthen it
new struct
tachment A
/engineers l San was ive issues. Roger is
ivated work
ies. Training
o establish h
s. The shift
ng a high‐qu
reach will gr
on. We note
s intent. RFC
ased culture
orce.
REMENTS
ts organizat
ure. While t
A), the bro
kforce
g and
higher
to a
uality
reatly
e that
C has
e and
tional
there
oader
Organizational and Staffing Plan – Final Report | ix
Figure 0‐3: Proposed District Organization
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
Operations ServicesOperations Fleet Services and Pumping Stations Collection System Maintenance Process Control Plant Operations Plant MaintenanceSafetyHuman Resources
Administrative ServicesInformation TechnologyFinancePurchasing & Material ServicesCommunications & Intergovernmental ServicesRisk Management
Technical ServicesPlanning and Development Services Planning & Applied Research Plan Review Permit Compliance Development Inspection Asset Management Rates and FeesCapital Projects Survey Treatment Plant Design Collection System DesignRegulatory and Environmental Compliance Household Hazardous Waste Environmental Compliance Laboratory
Board of Directors
General Manager
Secretary of the District
Deputy General Manager
Director of Administrative
Services
Director of Engineering and Technical Services
District Counsel
x | Central Contra Costa Sanitary District
Table 0‐3: Overview of Proposed Organizational Changes
Department Division Section Modified Relocated Current
FTEs Proposed
FTEs
Administrative Services
Executive and Admin Support n/a 3 5
Information Technology n/a 8 11
Finance n/a 11 10
Purchasing and Material Services
n/a 8 8
Communications and Intergovernmental Services
n/a 7 7
Secretary of the District n/a 6 4
Risk Management n/a 2 2
Human Resources n/a 5 0
Subtotal 50 47
Technical Services
Executive n/a 1 1
Planning and Development Services
Manager and Admin Support 2 2
Rates and Fees 7 5
Planning and Applied Research 5 6
Asset Management 0 6
Development Services 17 14
Capital Projects
Manager and Admin Support 3 3
Survey 0 3
Collection System Program 12 12
Treatment Plant Program 12 11
Asset Management 6 0
Environmental and Regulatory Compliance
Manager and Admin Support 0 2
Laboratory 0 8
NPDES, Title V, Title 22 0 4
Environmental Compliance 10 9
Household Hazardous Waste 6 6
Subtotal 81 92
Operations Services
Executive and Admin Support n/a 4 4
Collection System Operations
Manager and Admin Support 3 3
Fleet Services, Force Main, and RW 5 5
Pumping Stations 7 7
Field Operations 44 44
CCTV and CMMS 4 4
Facilities Maintenance
Manager 1 1
Reliability Engineering 5 4
Maintenance 33 33
Plant Operations
Manager 1 1
NPDES, Title V, Title 22 3 0
Laboratory 8 0
Operations 30 30
Process Control 5 4
Safety n/a 3 3
Human Resources n/a 0 5
Subtotal 156 148
TOTAL 287 287
0.5.2 Su
While th
2015‐16
additiona
District w
Tra FacDiv
Asswo
Intepos
ope
aud
ext
Aud
Table 0‐4
proposed
ummary of P
is report has
(Year 1) ne
al positions
will need to c
ining Manag
cilities Maint
ision)
sistant Land
rkflow analy
ernal Audito
sition to bec
en position
diting activit
ernal entity
ditor positio
4 presents
d changes in
Proposed Re
s identified o
ar‐term staf
that, follow
confirm and
ger (Year 2) f
tenance Plan
Surveyor (Y
ysis)
or (Year 2+)
come the pr
in Enginee
ties. We sug
y to define
n in the futu
the propos
n current Titl
epurposed a
organization
ffing adjustm
wing further
the Board t
following co
nner (Year 2
Year 2) follo
. While we
roposed IT M
ring. Howev
gest that th
the ultimat
ure.
ed changes
es.
and Rename
nal adjustme
ment of “ne
r evaluation
o approve. T
ompletion of
2) following
owing asses
have redefi
Manager, th
ver, the Dis
e Auditor ro
e value and
s in current
Organizat
ed Positions
ents and staf
et‐zero,” RFC
n and imple
These additi
f Training Pr
consolidatio
ssment of C
ined the un
e Auditor p
strict has d
ole and activ
d determina
positions a
tional and Sta
ffing needs t
C sees an ad
ementation
onal positio
ogram Road
on of Facilit
IP survey re
filled newly
osition was
efined a bu
vities be dev
ation for a
and Table 0
affing Plan – F
that result in
dditional fou
of this Plan
ns are:
dmap
ties Mainten
equirements
y‐created Au
created fro
usiness nee
veloped usin
full‐time (1
0‐5 presents
Final Report |
n a FY
ur (4)
n, the
nance
s and
uditor
m an
d for
ng an
FTE)
s the
xi
xii | Centra
DELETIONS
ADDITIONS
POTENTIAL
ACTIO
TITLE CHAN
REC0.6
Focus on
Also acti
al Contra Cos
Table 0‐4
ACTION
FUTURE POSITI
ON
NGES
ENG
PLAMAN
GIS/
COMRELA
PRO
COMMEND
n being a Lea
vely suppor
sta Sanitary D
4 – Summar
ONS
Table 0‐5
GINEERING AND
NNING AND DEVNAGER
/CMMS ADMINIS
MMUNICATIONSATIONS MANAG
OJECT MANAGER
DATION 2 –
arning Organ
rt and invest
District
ry of Propos
INFORMATIO
SYSTEM ADM
ASSISTANT L
INTERNAL A
SENIOR RIGH
ADMINISTRA
FIELD OPERA
INFORMATIO
INFORMATIO
INFORMATIO
ENVIRONME
ASSOCIATE E
MAINTENAN
TECHNICAL
TRAINING C
ASSISTANT L
FACILITIES P
INTERNAL A
– Summary
PROPOSED
TECHNICAL SERV
VELOPMENT SER
STRATOR
S and INTERGOVGER
R/BUSINESS ANA
– FOCUS O
nization thro
t in staff inv
ed Repurpo
POS
ON SYSTEMS SP
MINISTRATOR
LAND SURVEYOR
AUDITOR
HT OF WAY AGE
ATIVE TECHNICIA
ATIONS SUPERIN
ON TECHNOLOG
ON TECHNOLOG
ON TECHNOLOG
ENTAL AND REG
ENGINEER
NCE CREW LEAD
SUPPORT ANALY
OORDINATOR
LAND SURVEYOR
PLANNER
AUDITOR
of Proposed
VICES DIRECTOR
RVICES DIVISION
ERNMENTAL
ALYST
ON BEING A
ough formal
volvement a
osed and Ren
SITION/WOR
ECIALIST
R
ENT
AN
NTENDENT
GY MANAGER
GY SUPERVISOR
GY SUPERVISOR
GULATORY COMP
DER
YST
R
d Changes in
R DIRECTOR
N ENVIRONM
ENGINEER
COMMUN
INFORMAADMINIST
A LEARNIN
lization of th
and technica
named Posit
RKGROUP
(CUSTOMER SER
(INFRASTRUCTU
PLIANCE DIVISIO
n Titles
EXISTIN
R OF ENGINEERIN
MENTAL SERVIC
RING SUPPORT S
NICATIONS SERV
ATION TECHNOLOTRATOR
NG ORGA
he District T
al/instructo
tions
RVICE)
URE)
ON MANAGER
NG
NG
CES MANAGER
SUPERVISOR
VICES MANAGER
OGY
NIZATION
Training Prog
r contributio
gram.
on to
Organizational and Staffing Plan – Final Report | xiii
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
xiv | Centr
and Rew
importan
0.6.3 In
The Distr
for inves
Project M
research
instrume
methods
REC0.7EFF
The Dist
efficiency
R
Ex
C
Ex
Im
in
st
O
0.7.1 R
There is
the Boar
both sid
commun
a Board/
General
one of th
bypass e
ral Contra Co
wards progra
nt external o
nvestment in
rict’s Plannin
stment in re
Manager in r
team. Ex
entation type
s of process c
COMMENDFICIENCY A
trict has se
y and workfo
espect the G
xpand use o
reate and Fo
xpediently F
mplement p
ncludes a c
tudy.
Optimize mee
Respect the G
opportunity
rd. During ou
des (Board
ications/inte
/Staff intera
Manager an
he most sign
established i
sta Sanitary D
am, the Dis
outreach act
n Research a
ng Division
esearch and
research, oth
xamples inc
es, coordina
control.
DATION 3 –AND WORK
veral areas
orce perform
Governance
of Tools for C
ormalize Aud
Fill Position V
position bro
orrespondin
etings.
Governance
y to enforce
ur interview
d and Staf
eraction cha
ction policy
nd staff impl
nificant risks
interaction/
District
strict can su
ivities.
and Develop
in conjuncti
d developme
her affected
clude pilot
ation with un
– PROMOTKFORCE P
of opportu
mance. Thes
Structure
Communicat
diting Proce
Vacancies
oad‐banding
ng completi
Structure
e adherence
ws we heard
ff) to resp
annels– som
clarification
lement that
to a sound
communicat
upport and
pment
on with ope
ent. While t
functions w
plants, e
niversities o
TE ORGANPERFORMA
unity to inc
se are:
ion and Tim
sses
and reduc
on of a co
to governa
several exa
pect the
me of which p
n memo to
policy and
governance
tion protoco
reward sta
erations will
the Planning
within the or
emerging te
n research a
IZATIONAANCE
crease its o
e/Location A
e the total
omprehensiv
nce protoco
mples of th
organization
prompted th
all‐staff. Th
manage the
model occu
ol as set by
ff who part
l provide an
g Division w
ganization c
echnologies,
and evaluati
L EFFECT
organization
Accounting
number o
ve Class an
ol between
e need for a
n and fol
he General M
he Board set
e organizatio
urs when on
y the Gener
ticipate in t
n excellent fo
would act a
can be part o
, evaluatio
ion of altern
IVENESS,
nal effective
f positions.
d Compens
District staf
accountabili
low establ
Manager to
ts policy and
on. We note
e or both pa
ral Manager
these
orum
s the
of the
n of
native
eness,
This
sation
f and
ty on
ished
issue
d the
e that
arties
r and
approved
Board/St
C
T
co
E
H
0.7.2 Ex
The use
smartpho
office res
relies on
or perso
requirem
physical
have act
continue
commun
d by the Bo
taff commun
onduct Boar
rain staff o
ompliance, a
stablish pro
Hold staff acc
xpand Use o
of electroni
ones) varies
sponsibilitie
bulletin boa
nal compute
ment to main
mail slots. F
tive and be
ed investmen
ications to t
oard. Accord
nication mod
rd Member O
n the Gove
and the need
otocol for st
countable to
of Electronic
ic tools by D
s by type of
s use email
ards and ha
ers and find
ntain bulleti
For the Distr
e accountab
nt in sufficie
the entire wo
dingly, we s
del:
Orientation
rnance mod
d for docum
taff on how
o “respect th
c Tools for Co
District staff
f work envir
much more
rd‐copy mai
d it inconven
n boards an
ict to embra
ble for use
nt workstati
orkforce.
uggest the
and Govern
del and Boa
mentation on
w to respond
he organizati
ommunicati
f for routine
ronment. Sp
e readily tha
ilboxes for t
nient to do s
nd to print a
ace a learnin
of email a
ions / iPads
Organizat
following op
nance Model
ard interact
n communica
d to Board
ion.”
ion and Tim
e non‐verba
pecifically, t
an field staff
those staff w
so. There is
nd distribut
ng organizat
and interne
/ Smart Pho
ional and Sta
pportunities
l Training Pr
ion (e.g. inc
ations)
Member in
e/Location A
l communic
hose staff w
f. RFC noted
who choose
an adminis
te memos fr
ional culture
t access. R
ones to impl
affing Plan – F
s to improve
ogram.
clude Brown
quiries/requ
Accounting
cation (emai
with desk an
d that the Di
to not use e
strative over
rom email fi
e, all staff sh
RFC recomm
ement elect
Final Report |
e the
n Act
uests.
l and
nd/or
istrict
rhead
les in
hould
mends
tronic
xv
xvi | Central Contra Costa Sanitary District
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).
Broad‐ba
broader
are part o
R
ch
A
E
th
P
co
Along w
Compens
0.7.6 O
The Dist
activities
meetings
necessar
use of sta
IMP0.8
While th
personne
offset ov
its costs f
as well as
The Distr
quality‐o
mandate
environm
The Distr
organizat
differenc
anding is a
occupationa
of a Broad b
educe the
hanges
Allow flexibili
nable broad
heir pay rang
rovide maxi
ompensatio
with the Bro
sation evalu
Optimize Me
rict is not
s. During ou
s and/or w
ry, observan
aff time and
PLEMENTA
he recomme
el costs and
ver the longe
for external
s meet evolv
rict is fortun
of‐life benef
e is based on
ment at local
rict has asse
tion moving
ce and care a
classificatio
al categories
banding proc
need to rec
ity in organiz
der pay latit
ges.
imum flexib
n program
oad‐banding
ation to ens
etings
alone in th
ur interview
where meet
ce of genera
maximize m
ATION CON
endations c
other adm
er period by
(outsourced
ving environ
ate to exist
its to attrac
n high expec
l, state, and
embled a le
g forward. M
about their j
on system t
s. Along with
cess. The ben
classify posi
zational assi
tude during
bility in the
g, the Distr
sure equity a
e need to
w process, m
tings were
al meeting r
meeting effe
NSIDERATI
contained in
inistrative o
allowing th
d services) a
nmental and
in an area w
ct and susta
ctations from
federal leve
adership tea
Moreover, th
jobs and ser
hat coalesc
h the broade
nefits of bro
itions due t
gnments
evaluations
day‐to‐day
ict should
across the or
conduct me
many staff v
not viewed
ules and etiq
ctiveness.
IONS AND
n this repor
overhead, RF
e District to
nd better po
service leve
where there a
ain a high‐q
m its custom
els.
am that has
here are ind
vice to the c
Organizatio
es job class
er categories
oad banding
to work ass
s to help m
administrat
also consid
rganization a
eetings as p
voiced conc
d as produ
quette are i
ROADMA
rt may resu
FC believes
utilize reso
osition itself
el/infrastruct
are world‐cl
quality work
mers, the com
s the experi
dividuals at
community.
onal and Staf
ses with sim
s, expanded
include:
signment an
move employ
ion of the c
der conduct
and bargaini
part of its
ern over th
uctive. Whil
mportant to
AP
ult in an in
that they w
urces more
f to meet str
ture investm
ass educatio
kforce. The
mmunity, an
ence and a
all levels w
The District
ffing Plan – F
milar duties
pay range b
nd organizat
yees up thr
classification
ing a Class
ing units.
normal bus
he time spe
le meetings
o ensure effi
nitial increas
will be more
efficiently, l
rategic direc
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onal, cultura
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Final Report | x
s into
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tional
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with a
xvii
xviii | Central Contra Costa Sanitary District
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.
1 OR
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Final Report |
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define cost‐e and
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| 1
2 | Centra
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Final Report |
with
meet
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Plant
ate of
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.
| 3
4 | Centra
DIST1.2
1.2.1 C
The Distr
in Table
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Figure 1‐
OperaDepar
Divisions/Fleet ServicPumping StSafetyLaboratoryCollection SProcess CoPlant OperPlant Main
District
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TRICT ORG
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rict currently
1‐1. In add
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GANIZATIO
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udgeted ful
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otal
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Organizational and Staffing Plan – Final Report | 5
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
customer‐centric workforce who are
committed to providing high quality service
with the available resources. The Director
and executive staff are actively engaged in
strengthening the organization, establishing
new direction and working to position the
organization to meet future performance
standards and service levels.
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.
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 well‐being 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.
6 | Centra
l Contra Costta Sanitary Di
istrict
2 OR
STR2.1
The Distr
workforc
strategic
St
is
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su
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sc
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im
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th
RGANI
RATEGIC D
rict’s board
ce to meet s
activities pr
trategic Bus
s actively wo
o Meet
Enviro
o Ensur
o Devel
o Be a L
o Provid
o Maint
Ongoi
FC notes th
upport and m
uccession P
mployees th
cenario, the
etirements,
nder the di
District. The
epresentativ
or a total of
est manage
uccession pl
roup as a
mplementat
he following
he purpose a
IZATIO
DISTRICT I
and manage
strategic bus
racticed by t
siness Plan ‐
orking on ach
all Regula
onment
e Financial S
op our Hum
Leader in the
de Exception
tain a Relia
ing Awarene
hat the orga
meet the ab
Planning ‐
hrough retire
e organizatio
the Success
rection of t
e SPC is c
ves from var
f 45 membe
ment strate
lanning nee
best man
ion of recom
g excerpt fro
and focus of
ONAL C
NITIATIVE
ement staff
siness needs
the District a
‐ The District
hieving the f
atory Requi
Sustainability
an Capital R
e Industry in
nal Custome
ble Wastew
ess of Critica
nization and
ove District
The Dist
ement, som
on felt the i
sion Plannin
the General
comprised
rious work g
ers (16% of t
egies and the
ds. The Dist
nagement p
mmendation
om the Distr
f the group:
CONSI
S
are actively
s to position
are summari
t completed
following Go
rements fo
y
Resources
this Time of
r Service
water Infrast
al Componen
d staffing st
goals.
trict experi
e of which l
mpact. To p
ng Committ
Manager t
of over 3
groups withi
total workfo
e District ha
trict should
practice str
s from the S
rict’s SPC Ke
Organizat
DERA
y leading an
n itself movin
zed below:
d its Strateg
oals:
or the Goo
f Change
tructure at
nts
tudy recomm
enced a re
eft abruptly
proactively
ee (SPC) wa
o address t
0 member
n the Distric
orce). The S
as a strong f
continue in
rategy. The
Staffing Need
ey Performan
tional and Sta
ATIONS
nd engaging
ng forward.
gic Business
od of the
a Reasonab
mendations
ecent exodu
y, and, as oft
prepare and
as establish
the successi
rs, with an
ct serving on
PC represen
forum to pro
nvesting and
e SPC may
ds Assessme
nce Indicato
affing Plan – F
S
the organiz
Some of th
Plan in 2014
Community
ble Cost wit
are intende
us of long‐
ten occurs in
d manage fu
ed in May
on needs o
n additiona
n subcommi
nts applicatio
oactively ad
d supporting
y be helpfu
ent.
or Plan, desc
Final Report |
zation
e key
4 and
and
th an
ed to
‐term
n this
uture
2014
of the
al 15
ittees
on of
dress
g this
ul in
cribes
| 7
8 | Central Contra Costa Sanitary District
“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.
ECBrePWm
AitcoasAatore
nhanced Caommittee hudget / Caeporting as wrojects Divis
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Also, under thts Asset Maondition asssset conditioAsset Managlso note thao the Asseecommenda
apital Prograhas been wapital Improwell as enhasion has beeed, this wilon‐based cri
he Board’s danagement psessment stuon data impement grouat the Districet Managemations.
am Manageworking withovement Prancements ten working l support initeria.
direction, theprogram. RFudies to estproves, and up will play act recently mment Grou
ement – Theh managemrogram (CIBo the prioriton new menformed pri
e District haFC notes thablish the bas work floan increasinmoved its Gep. This m
Organizat
e District’s ent staff onB/CIP), inclutization procethodology toritization o
s actively behat the Distbaseline. As ows evolve tngly key roleeographic Inove is sho
tional and Sta
Engineeringn the Capituding budgcess. The Ento prioritize of capital p
een investingtrict is currethe quality to support pe in the CIB/nformation Sown in ou
affing Plan – F
g and Operatal Improveet tracking gineering Cacapital projrojects inclu
g and develoently conduand reliabilprioritization/CIP processSystem (GIS)r organizat
Final Report |
ations ment and
apital jects. uding
oping ucting ity of n, the s. We ) staff tional
| 9
10 | Centr
SPE2.2
An orga
structure
through
a bus
structuri
near‐term
conflict (
certainly
has not
organizat
time.
The Imp
vacant p
over or u
relatively
of specia
near to m
or acting
itself rem
the reali
continue
and using
the Distr
become
opportun
managem
position
The Bala
industry
on reduc
has been
technolo
ral Contra Cos
ECIFIC DIS
anization’s
e evolves
realignment
iness ne
ng) or to a
m organizat
conflict‐base
the case f
t performe
tional and s
pacts of a V
ositions to u
under staffi
y specialized
alization in r
mid‐term (e.
g basis, or by
mains officia
ty is that th
e to meet th
g external re
rict in a vu
vacant. Th
nity to reduc
ment on a d
vacancies or
ance betwee
has been m
cing staff nu
n most evid
ogy has supp
sta Sanitary D
STRICT OR
staffing an
over time
t of resource
ed (strat
attempt to
ional or inte
ed structurin
for the Dist
d a comp
staffing plan
Vacancy – L
use as an ind
ng can be a
d organizatio
esponsibiliti
.g. as much
y using temp
ally vacant, t
he position
he business
esources to m
ulnerable po
us, while a
ce staffing,
daily basis t
r adjusting w
en Efficiency
moving towa
umbers, con
ent in opera
ported many
District
RGANIZATI
nd formal
– either
es to meet
egy‐based
resolve a
erpersonal
ng). This is
rict which
prehensive
n in a long
Looking at
dication of
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as 1 year) im
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meet higher
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the reality
to make the
work practice
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rd increasin
nsumables a
ations and f
y of these in
ONAL ASS
g indicator o
he District, w
position bec
mpact to fill
oyee status
ng the perc
ed by a tem
he District. W
r workload m
tive to staff
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is much mo
e most appr
es to elimina
tiveness – O
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and optimizi
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Regardleschanges they becotime. As islands cawithin th“Communconstraintdevelopmin effectivrestructur“islands” communitthe orgeffectiven
SESSMENT
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where there
comes vacan
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and filling e
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While staffin
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ant position
ore complex
ropriate dec
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Over the pa
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ment as well ve resource ring can beof individuaties to alignganization ness, organ
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While the pos
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ply that the
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Organizational and Staffing Plan – Final Report | 11
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.
12 | Central Contra Costa Sanitary District
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.
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
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.
Organizational and Staffing Plan – Final Report | 13
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.
14 | Centr
The choic
active re
service a
own des
expertise
capabilit
design p
should c
(e.g. use
perform
ORG2.3
Every org
time as g
culture w
Below is
which is
to servin
continue
District w
cultural n
“Wre
Another
during ou
Research
return to
“W
to
to
is
is
ral Contra Cos
ce to engag
esponsibility
and needs of
sign of mos
e is utilized
ies. The Dis
rojects that
ontinue to a
e external se
capital proje
GANIZATIO
ganization, a
groups and
which is emb
a quote fro
that such cu
ng and intera
e to be part
work practice
norm.
We're very ceputation. Bu
desired cult
ur Board an
h and Devel
o a “Learning
We used to be
op dollar and
op 5 in the sta
ssues. Particip
s moving us ba
sta Sanitary D
ge external r
of managem
f the Distric
st of its sm
d for comp
strict has be
t fall within
actively eva
ervices) and
ect design an
ONAL CUL
as well as its
individuals w
bodied in eve
om one our
ultural focus
acting with t
of the Distr
es and requ
ustomer servut that's the o
tural norm th
d staff inter
opment (R&
g‐Based” cul
e the best abo
expected the
ate in the wor
pation in tech
ack in that di
District
resources to
ment and is
ct at the tim
maller waste
lex design
een examini
the District
luate this b
d determine
nd managem
LTURE
s subgroups,
work togeth
ery individu
r interviews
on custome
the District
ict culture a
ired staffing
vice oriented.rganization w
hat the orga
rviews. That
&D). RFC de
ture.
out 10 years
e best work. If
rld of wastew
nical confere
rection.”
supplemen
s a decision
me of need.
ewater colle
work or sp
ing its use o
t’s capabiliti
based upon
e the most
ment.
, possesses
her. The Dist
al that we in
that illustr
er service co
customers.
as indicated
g levels are v
. That hurts we want to be
nization wo
is the inten
escribes this
ago. Fully sta
f it cost them
water. Particip
nces/commit
t in‐house e
that should
For example
ection infra
pecialty wo
of in‐house
ies. We not
the specific
cost‐conscio
a culture wh
trict has a v
nterviewed f
rates this cu
omes at a cos
This empha
by the Strat
very much in
our FTE/mgde.”
ould like to re
nt for the or
s as the de
affed. Paid co
more, so be
pating activel
ttees. That ha
expertise and
d be based o
e, while the
structure p
rk to supp
and extern
te that Distr
needs of th
ous and eff
hich has bee
very strong
from the Bo
ulture and o
st as labor r
asis on Custo
tegic Plan. W
nfluenced by
d, but it uph
eturn to was
rganization t
sire for the
nsultant/eng
it. Central Sa
ly in legislativ
as really faded
d resources
on the parti
e District do
rojects, ext
lement in‐h
nal resource
rict manage
he tasks at
fective mea
en spawned
customer‐ce
oard to field
one of its af
esources co
omer Service
We note tha
y this very st
olds our
s voiced by m
to focus mo
e organizatio
gineers
n was
ve
d. Roger
is an
icular
es its
ternal
house
es for
ment
hand
ns to
over
entric
staff.
ffects
mmit
e will
at the
trong
many
re on
on to
A high‐p
that is p
incentive
standard
learning‐
workforc
move the
there
be perso
elements
pathway
erforming o
provided wit
es that enha
ds of perfor
‐based cultu
ce. Investme
e District tow
onnel and ot
s in the or
s, and effect
organization
th career de
nce and rec
mance to m
ure will serv
ents in R&D
wards the cu
her costs as
rganizationa
tive supervis
needs to a
evelopment
cognize emp
meet the ne
ve the Distri
and more fo
ultural inten
ssociated wi
al design to
sory spans o
ttract, susta
and perso
ployee effort
eeds of mo
ict well in a
ocus on Plan
nt to return t
th moving t
o support a
f control for
Organizati
ain and dev
nal growth
ts provide th
odern utility
attracting an
nning and in
to a learning
oward this i
a Learning‐
r the District
ional and Sta
elop a moti
opportuniti
he means to
y operations
nd supportin
ndustry outr
g organizatio
intent. RFC
‐Based cultu
t workforce.
ffing Plan – F
ivated work
ies. Training
o establish h
s. The shift
ng a high‐qu
reach will gr
on. We note
has incorpo
ure, progre
Final Report |
kforce
g and
higher
to a
uality
reatly
e that
will
rated
ession
15
16 | Central Contra Costa Sanitary District
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.
3 PRST
RFC pro
strengthe
1. Im
2. Fo
3. In
Each of t
REC3.1EFF
RFC exam
modifica
provide
the prop
A
re
su
w
S
ve
o
p
P
re
E
m
re
li
ROPOSTAFFIN
poses three
en its organi
mprove Orga
ocus on Bec
ncrease Orga
hese are des
COMMENDFECTIVENE
mined the c
tions that w
more effect
osed organi
Aligns comm
esource isla
upport effic
who possess
upports spa
ertical (Sect
f direct rep
erformed.
romotes w
edundancy o
nsures serv
meet present
educing relia
mitations an
SED DING ENH
e major ca
izational per
anizational S
oming a Lea
anizational E
scribed in th
DATION 1 –ESS
current orga
would enha
tive staff res
zational des
mon functio
nds and pro
ient work p
a broader se
an of contro
ions and Gr
ports to sup
workforce f
of critical po
ices levels a
t business n
ance on tem
nd position v
ISTRICHANC
tegories of
rformance. T
Structure Eff
arning‐Organ
Efficiency
he following
– IMPROVE
anizational s
nce the Dis
source alloc
ign has been
ons ‐ Group
ovide clear
practices usi
et of skills.
ol ‐ Achieve
roups) within
pervisory po
flexibility ‐
sitions.
are met ‐ En
eeds, requir
mporary and
vacancies.
CT ORGEMENT
recommen
These are:
fectiveness
nization
recommend
E ORGANIZ
structure, a
strict’s abilit
cation. Work
n created to
p functions
functional a
ng staff res
e an effectiv
n each Depa
ositions base
‐ Maximize
nsure that t
red skill leve
d contracted
Organizati
GANIZTS
nded oppor
dation sectio
ZATIONAL
nd develope
ty to impro
king with th
o address the
with “Like‐
area respon
sources with
ve balance o
artment. De
ed upon the
e workforce
there will be
els and work
d services t
ional and Sta
ZATION
tunities for
ons.
L STRUCTU
ed recomm
ove delivery
he District Se
e following o
‐to‐Like” se
sibility delin
hin a comm
of horizonta
efine an app
e nature of
e flexibility
e sufficient s
kforce suppo
to offset cor
ffing Plan – F
N AND
r the Distri
URE
ended struc
of services
enior leader
objectives:
rvices, elim
neation. Thi
unity of pra
al (Divisions)
propriate nu
the work b
y and pro
staff numbe
ort. This inc
re organizat
Final Report |
ct to
ctural
s and
rship,
minate
s will
actice
) and
mber
being
mote
ers to
ludes
tional
17
18 | Central Contra Costa Sanitary District
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
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.
Department
Division
Section
Unit
Crew
Throughout this Report, the taxonomy in Figure
3‐1 will be used to identify a specific level of the
organization. For example, a TV Crew member in
Collection System Operations would have the
following taxonomy:
Department: Operations Services
Division: Collection System Operations
Section: Field Operations
Unit: Maintenance Crew Members I/II
Crew: TV Crew
Organizational and Staffing Plan – Final Report | 19
Figure 3‐2: Proposed District Organization2
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
Operations ServicesOperations Fleet Services and Pumping Stations Collection System Maintenance Process Control Plant Operations Plant MaintenanceSafetyHuman Resources
Administrative ServicesInformation TechnologyFinancePurchasing & Material ServicesCommunications & Intergovernmental ServicesRisk Management
Technical ServicesPlanning and Development Services Planning & Applied Research Plan Review Permit Compliance Development Inspection Asset Management Rates and FeesCapital Projects Survey Treatment Plant Design Collection System DesignRegulatory and Environmental Compliance Household Hazardous Waste Environmental Compliance Laboratory
Board of Directors
General Manager
Secretary of the District
Deputy General Manager
Director of Administrative
Services
Director of Engineering and Technical Services
District Counsel
20 | Central Contra Costa Sanitary District
Table 3‐2: Overview of Proposed Organizational Changes
Department Division Section Modified Relocated Current
FTEs Proposed
FTEs
Administrative Services
Executive and Admin Support n/a 3 5
Information Technology n/a 8 11
Finance n/a 11 10
Purchasing and Material Services
n/a 8 8
Communications and Intergovernmental Services
n/a 7 7
Secretary of the District n/a 6 4
Risk Management n/a 2 2
Human Resources n/a 5 0
Subtotal 50 47
Technical Services
Executive n/a 1 1
Planning and Development Services
Manager and Admin Support 2 2
Rates and Fees 7 5
Planning and Applied Research 5 6
Asset Management 0 6
Development Services 17 14
Capital Projects
Manager and Admin Support 3 3
Survey 0 3
Collection System Program 12 12
Treatment Plant Program 12 11
Asset Management 6 0
Environmental and Regulatory Compliance
Manager and Admin Support 0 2
Laboratory 0 8
NPDES, Title V, Title 22 0 4
Environmental Compliance 10 9
Household Hazardous Waste 6 6
Subtotal 81 92
Operations Services
Executive and Admin Support n/a 4 4
Collection System Operations
Manager and Admin Support 3 3
Fleet Services, Force Main, and RW 5 5
Pumping Stations 7 7
Field Operations 44 44
CCTV and CMMS 4 4
Facilities Maintenance
Manager 1 1
Reliability Engineering 5 4
Maintenance 33 33
Plant Operations
Manager 1 1
NPDES, Title V, Title 22 3 0
Laboratory 8 0
Operations 30 30
Process Control 5 4
Safety n/a 3 3
Human Resources n/a 0 5
Subtotal 156 148
Organizational and Staffing Plan – Final Report | 21
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.
22 | Central Contra Costa Sanitary District
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 PROPOSED EXISTING
TITLE CHANGES
ENGINEERING AND TECHNICAL SERVICES DIRECTOR DIRECTOR OF ENGINEERING
PLANNING AND DEVELOPMENT SERVICES DIVISION MANAGER
ENVIRONMENTAL SERVICES MANAGER
GIS/CMMS ADMINISTRATOR ENGINEERING SUPPORT SUPERVISOR
COMMUNICATIONS AND INTERGOVERNMENTAL RELATIONS MANAGER
COMMUNICATIONS SERVICES MANAGER
PROJECT MANAGER/BUSINESS ANALYST
INFORMATION TECHNOLOGY ADMINISTRATOR
REC3.2
Focus on
Also acti
industry
outreach
enhance
external
technolo
3.2.1 Tr
One of th
expand
opportun
opportun
Training
An indivi
elements
Liexreutrfr
Oextrrele
COMMEND
n being a Lea
vely suppor
organizatio
h activities. L
d Recogniti
activities. A
ogies will mo
Training Prog
he hallmarks
their skills
nities to suc
nity to devel
Considerati
idual's "skill
s– Life Exper
ife Experienxperiences equirementspon life expremendous rom their ac
On‐the‐Job Example, thereatment plaequires signearning thro
DATION 2 –
arning Organ
rt and invest
ns– specific
Link these t
on and Rew
Additionally,
ove the Distr
gram Road M
s of learning
and value
cceed. The B
op a progra
ons
" is develop
rience, On‐th
ce ‐ This eleto their Ds of their reperiences, suexperience quired skills
Experience ‐e complexityant operatoificant use ough repetitio
– FOCUS O
nization thro
t in staff inv
ally semina
o the emplo
wards progr
, investing i
ict towards
Map
g‐based orga
to their a
Board’s desi
mmatic app
ped over tim
he‐Job Expe
ement is "eaistrict jobs esponsibilitieuch as indicworking in oet.
‐ Other posiy of the wet rs to becomof coaching,on.
ON BEING A
ough formal
volvement a
rs, presenta
oyee Person
ram for sta
n Research
becoming a
anization is a
assignments
re to be a l
roach to me
me and is ba
rience and F
arned" over and then es. Some Diated by theother fields
itions requirstream and
me proficient, adherence
Organizati
A LEARNIN
lization of th
and technica
ations, publi
nal Developm
aff who par
and Develo
learning org
a formalized
s and offer
earning‐bas
eeting the tr
ased upon a
Formalized I
time as eaclearn the istrict task e Facilities Mfrom which
re significand incineratort at their jobe to standar
ional and Sta
NG ORGA
he District T
al/instructo
ications and
ment Progra
rticipate in
opment (R&
ganization.
d structure b
r career de
sed organiza
raining need
a blend of th
nstruction:
ch individuaspecific tasresponsibilitMaintenanceh the District
nt “on‐the‐jor processes bs. Acquisitid operating
ffing Plan – F
NIZATION
Training Prog
r contributio
d other tech
am (PDP) an
these impo
&D) on eme
by which staf
evelopment
ation provide
s of its staff.
hree educat
l brings thesk and techties readily e staff, who t benefits gr
ob” trainingrequire yeaon of these g procedures
Final Report |
gram.
on to
hnical
nd an
ortant
erging
ff can
and
es an
.
tional
ir life hnical build have reatly
g. For rs for skills s and
23
24 | Central Contra Costa Sanitary District
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?
3.2.2 Ex
Another
wastewa
research
all exam
industry.
encourag
By active
to indust
outreach
its staff
employe
program
outreach
o What xternal Indu
hallmark of
ater industry
, improveme
ples of this
Serving a
ged.
ely supportin
try organizat
h activities, t
with much
e Personal
, the District
h activities.
is a realisticustry Outrea
f a learning
y. Publicatio
ents, techni
type of pro
as instructo
ng and inves
tions– specif
the District c
personal an
Developmen
t can suppo
c training schach
organization
on in indus
ques and st
ofessional o
ors in indu
sting in staff
fically semin
can strength
nd professio
nt Program
rt and rewa
hedule?
n is active te
stry journals
rategies em
outreach to
stry semina
f involveme
nars, present
hen its reput
onal recogn
(PDP) and
rd staff who
Organizati
echnical out
s, books, a
mployed (e.g.
advance the
ars and co
nt and tech
tations, pub
tation as an
ition. By lin
an enhance
o participate
ional and Sta
treach withi
nd present
., in each te
e art and k
onferences
nical/instruc
blications an
industry lea
nking these
ed Recogniti
e in these im
ffing Plan – F
in the wate
ation of Di
echnical area
nowledge o
should also
ctor contrib
d other tech
ader and pro
activities to
ion and Rew
mportant ext
Final Report |
r and
istrict
a) are
of the
o be
ution
hnical
ovide
o the
wards
ternal
25
26 | Centr
3.2.3 In
The Distr
for inves
Project M
research
instrume
methods
REC3.3EFF
The Dist
efficiency
R
Ex
C
Ex
Im
in
st
O
3.3.1 R
There is
the Boar
both sid
commun
a Board/
General
one of th
by‐pass e
approved
Board/St
ral Contra Cos
nvestment in
rict’s Plannin
stment in re
Manager in r
team. Ex
entation type
s of process c
COMMENDFICIENCY A
trict has se
y and workfo
espect the G
xpand use o
reate and Fo
xpediently F
mplement p
ncludes a c
tudy.
Optimize mee
Respect the G
opportunity
rd. During ou
des (Board
ications/inte
/Staff intera
Manager an
he most sign
established
d by the Bo
taff commun
sta Sanitary D
n Research a
ng Division
esearch and
research, oth
xamples inc
es, coordina
control.
DATION 3 –AND WORK
veral areas
orce perform
Governance
of Tools for C
ormalize Aud
Fill Position V
position bro
orrespondin
etings.
Governance
y to enforce
ur interview
d and Staf
eraction cha
ction policy
nd staff impl
nificant risks
interaction/
oard. Accord
nication mod
District
and Develop
in conjuncti
d developme
her affected
clude pilot
ation with un
– PROMOTKFORCE P
of opportu
mance. Thes
Structure
Communicat
diting Proce
Vacancies
oad‐banding
ng completi
Structure
e adherence
ws we heard
ff) to resp
annels– som
clarification
lement that
to a sound
/communica
dingly, we s
del:
pment
on with ope
ent. While t
functions w
plants, e
niversities o
TE ORGANPERFORMA
unity to inc
se are:
ion and Tim
sses
and reduc
on of a co
to governa
several exa
pect the
me of which p
n memo to
policy and
governance
ation protoc
uggest the
erations will
the Planning
within the or
emerging te
n research a
IZATIONAANCE
crease its o
e/Location A
e the total
omprehensiv
nce protoco
mples of th
organization
prompted th
all‐staff. Th
manage the
model occu
col as set by
following op
l provide an
g Division w
ganization c
echnologies,
and evaluati
L EFFECT
organization
Accounting
number o
ve Class an
ol between
e need for a
n and fol
he General M
he Board set
e organizatio
urs when on
y the Gener
pportunities
n excellent fo
would act a
can be part o
, evaluatio
ion of altern
IVENESS,
nal effective
f positions.
d Compens
District staf
accountabili
low establ
Manager to
ts policy and
on. We note
e or both pa
ral Manager
s to improve
orum
s the
of the
n of
native
eness,
This
sation
f and
ty on
ished
issue
d the
e that
arties
r and
e the
Organizational and Staffing Plan – Final Report | 27
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.
28 | Central Contra Costa Sanitary District
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).
Broad‐ba
broader
are part o
R
ch
A
E
th
P
co
Along w
Compens
anding is a
occupationa
of a Broad b
educe the
hanges
Allow flexibili
nable broad
heir pay rang
rovide maxi
ompensatio
with the Bro
sation evalu
classificatio
al categories
banding proc
need to rec
ity in organiz
der pay latit
ges.
imum flexib
n program
oad‐banding
ation to ens
on system t
s. Along with
cess. The ben
classify posi
zational assi
tude during
bility in the
g, the Distr
sure equity a
hat coalesc
h the broade
nefits of bro
itions due t
gnments
evaluations
day‐to‐day
ict should
across the or
Organizati
es job class
er categories
oad banding
to work ass
s to help m
administrat
also consid
rganization a
ional and Sta
ses with sim
s, expanded
include:
signment an
move employ
ion of the c
der conduct
and bargaini
ffing Plan – F
milar duties
pay range b
nd organizat
yees up thr
classification
ing a Class
ing units.
Final Report |
s into
bands
tional
rough
n and
s and
29
30 | Central Contra Costa Sanitary District
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.
Organizational and Staffing Plan – Final Report | 31
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.
32 | Centr
When m
care mus
accompli
Organiza
new loca
efficienci
with new
We sugg
individua
planning
identified
support
would en
Once imp
impleme
become
ral Contra Cos
oving individ
st be taken
ished and
tional realig
ations and
ies may dec
w ones
gest that eac
al Departme
implementa
d to lead te
improvemen
ngage in spe
plementatio
ntation of t
a “cham
sta Sanitary D
duals and gr
to understa
the formal
gnment requ
new respo
line as staff
ch Departme
ent. The OP
ation activit
ams that wi
nts to work
cific improv
n is initiated
the process
pion” of
District
roups to oth
nd the impa
and inform
uires that am
nsibilities. T
f adjust to th
ent head lea
PT can be co
ties. For spe
ill drive imp
flows by es
ement proce
d, it will be t
improveme
the recom
er areas of t
acts of the m
mal relation
mple time is
Thus, there
he new stru
ad the organ
ommon for
cific work gr
lementation
stablishing im
esses apart f
he responsib
ent activity.
mmendations
the organiza
move on how
nships that
s given for i
can be a
ucture and o
nizational e
um for com
roups or sec
n of improve
mprovemen
from organi
bility for eac
Thus, each
s that the
ation during
w work hist
t have evo
individuals t
near‐term
old assignme
nhancemen
mmunication
ctions, Cham
ements. Cha
t teams (Fo
zational cha
ch Focus Gro
h Focus Gro
ey helped
g a restructu
orically has
lved over
to adjust to
period in w
ents are rep
t teams for
n, continuity
mpions shou
ampions wil
cus Groups)
nges.
oup to spear
oup membe
to formu
ring ‐
been
time.
their
which
laced
their
y and
uld be
l also
) that
rhead
r will
ulate.
Organizatiional and Staffing Plan – FFinal Report | 33
34 | Centr
5 APRE
DEF5.1ORG
For each
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PPENDECOMM
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t included in
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2). In
ng the
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trict’s
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(D
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re
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workforce f
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meet presen
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al limitations
ion Rational
functions
visory span of c
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levels are met
ssion planning
ct for future ne
osition: Tem
igate loss o
zational Rec
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ovide clear
practices usi
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pan of con
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commendat
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trol ‐ Achie
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‐ Maximize
nsure that t
needs, requ
temporary
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Each o
below
Organizati
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nal knowled
tions
with “Like‐
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eve an effe
thin each De
e workforce
there will b
uired skill lev
and contrac
s.
each of the
wing pages, t
ded detaili
mmendation
ecommenda
s that particu
of the ration
w and are tak
ional and Sta
with term up
dge/expertise
‐to‐Like” se
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the chart in
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. A check m
ation or ch
ular goal.
nale goals ar
ken from Sec
ffing Plan – F
p to 24 mont
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orkforce sup
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Figure 5‐2 w
ationale fo
mark signifie
ange signifi
re further de
ction 3.1.
Final Report |
ths to
ession
minate
s will
actice
zontal
mote
staff
pport.
core
n the
will be
r the
es that
icantly
etailed
35
36 | Central Contra Costa Sanitary District
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.
5.1.1 P
Table 5‐
InfoTechDiv
Division
Executiv
Informa
Finance
Purchas
Commu
Risk Ma
Secreta
Total
Proposed Admin
‐1: FTEs by Divis
rmation hnology vision
n
ve /Administrat
ation Technolog
Division
sing and Materi
unications and I
anagement ry of the Distric
nistrative Servi
F
sion – Proposed
Finance Div
tive Support
gy
al Services
ntergovernmen
ct
ces Departmen
Figure 5‐3: Adm
d Administratio
vision M
ntal Services
t Organizationa
ministrative Serv
on Department
Ad
Purchasing & Material Services
Division
FTEs
5
11
10
8
7 2 4
47
al Structure
vices Departme
Director of dministration
s CommIntergServi
Discussion
The p
FTEs,
Servic
This r
that
atten
Comm
Mana
Execu
Reloc
ensur
unde
Admi
move
addre
Secre
Depa
ent Organization
munications & governmental ices Division
n of Proposed Dep
proposed Administ
as Human Resour
ces Department un
recommendation is
Divisions underg
ntion. It is antic
munications and
agement, and Hum
utive involvement a
cating Human Reso
re that adequate E
rgoing changes.
nistrative support
ed to report to t
ess District needs.
etary of the District
rtment for FTE acc
Organizationa
n Structure
Risk Manag
partment Structure
trative Services De
rces is proposed to
nder the Deputy GM
s designed to impr
going significant
cipated the Infor
Intergovernment
man Resources Divis
as they undergo ch
ources to the Oper
Executive level att
from Secretary of
the General Man
t staff are included
counting purposes.
al and Staffing Pla
gement
e:
partment will be r
be relocated to th
M.
rove span of contro
changes are give
rmation Technolo
al Services, Safe
sions will require a
hanges in the near
ations Services De
ention is given to
f the District is pro
nager’s Executive
d in the Administra
.
an – Final Report
Secretary of thDistrict
reduced to 47
he Operations
ol and ensure
en adequate
ogy, Finance,
ty and Risk
a good deal of
future.
partment will
the Divisions
oposed to be
Secretary to
ative Services
t | 37
he
38 | C
5.1.2 Propo
TECHNICAL SANALY
Recom
Align
Supp
Prom
Ensu
Supp
Posit
Central Contra Co
osed Informatio
INFORMATION TECHNOLOGY SUPERVISOR
(CUSTOMER SERVICE)
SUPPORT YST
TECH
TECH
Figure 5‐4: Pro
mmendation Ra
ns common functions
ports supervisory spa
motes workforce flexi
res service levels are
ports succession plan
tions District for futu
osta Sanitary Distr
on Technology D
INT
PROJBUS
NICAL SUPPORT ANALYST
NICAL SUPPORT ANALYST
INFORMA
oposed Informa
ationale
s
n of control
bility
e met
ning
re need
rict
Division Structu
NFORMATION TECHNOLOGY MANAGER
JECT MANAGER/ SINESS ANALYST
AD
AD
ATION TECHNOLOGY (11)
Division Pr
Current Bud
Proposed Po
Key Functio
Managem
databases
E‐mail
Server Ma
Inventory
equipmen
Daily assis
(help des
ation Technolog
ure
INFORMATTECHNOLOSUPERVIS
(INFRASTRUC
SYSTEM DMINISTRATOR
SYSTEM DMINISTRATOR
rofile
dgeted Positions: 8
ositions: 11
ns:
ment of District‐wide
s such as Sungard, M
anagement
y, maintenance, and
nt
stance to District sta
k)
gy Division Stru
TION OGY OR CTURE)
PROGRAMMER ANALYST
INFORMATION TECHNOLOGY ANALYST
information
MainSaver, and Accela
replacement of IT
ff for IT‐related need
ucture
a
ds
For re
Divisio
Level I
Plan w
gather
Observ
1. Cu
Inf
be
ot
2. Dif
3. Cu
ma
Recom
1. Th
Div
se
2. Th
ad
re
re
fro
po
3. Th
te
fu
En
ad
im
ecommendations r
on, RFC relied on
Information Techn
were further valid
ring stage of this S
vations and Discus
urrent Division st
formation Techno
ecomes concentra
thers have capacity
fficulty in receiving
urrent platforms
anagement are an
mmendations:
he proposed struct
vision while aligni
ervice and infrastru
he Help Desk m
dequate staffing le
sources to the m
commends the re
om the Plant Oper
ositions.
he District has ide
chnologies that a
nctions more eff
nterprise Resource
dequate staffing
mplementation and
related to the Inf
the IT Master Pla
nology, Inc. The fin
dated by RFC’s find
Study.
ssion:
ructure has one
logy Division Man
ated on a couple
y.
g IT help to meet D
for financial a
tiquated and cumb
ture will create mo
ing communities o
ucture managemen
model has proven
evels, the new IT
meet the needs
epurposing of the
rations Division to
entified the need
are now available
ficient. To imple
e Planning system,
within the Divis
d maintain the syste
formation Techno
an developed by N
indings for the Ma
dings during the
direct report to
nager. Often, work
e key positions w
District staff needs.
ccounting and a
bersome to use.
ore balance within
of practice – custo
nt.
n effective and
Division will have
of District staff.
Systems Administr
o fill the newly cre
to transition to
e to make day‐to
ment new a GIS
there will need t
sion to oversee
ems once operatio
ology
Next
aster
data
the
kload
while
asset
n the
omer
with
e the
RFC
rator
ated
new
o‐day
S or
o be
the
onal.
ACCOUNTING
ACCOUNTA
5.1.3 P
Recom
Aligns c
Suppor
Promot
Ensures
Suppor
Position
G TECH I
TANT
SENIOR ACCOUNTANT
Proposed Finan
Figure 5
mmendation Rat
common functions
rts supervisory span of c
tes workforce flexibility
s service levels are met
rts succession planning
ns District for future ne
FINANCE MANA
ACCOUNTANT
ACCOUNTING TECHNICIAN II
FINANCE (10
nce Division Stru
5‐5: Proposed F
tionale
control
y
t
eed
AGER
FADM
ACCOUNTANT
0)
ucture
Finance Division
Division Profile
Current Budget
Proposed Positi
Key Functions:
Developme
documents
Processing
and AP fun
Manageme
FINANCE INISTRATOR
PAYROLL ANALY
ACCOUNTINTECHNICIAN
n Structure
e
ted Positions: 10
ions: 10
ent of annual
s
of monthly payr
ctions
ent of financial mod
YST
G III
budget
roll, AR
del
Observat
1. Curre
Finan
2. Finan
a stra
Recomme
1. The p
Divis
funct
creat
path
2. It is a
take
Redu
posit
Organizationa
tions and Discussio
ent Division struc
nce Division Manag
nce Administrator
ategic planning fun
endations:
proposed structur
sion by bifurcating
tions and long‐ter
tion of the interm
ing for the account
anticipated that th
on more of a bud
ucing the number o
tion to fulfill its stra
al and Staffing Pla
on:
cture has one di
ger.
position is evolvin
nction and less day
re will create more
g the responsibilit
m planning functio
mediary managers
tant level positions
he Finance Admini
get officer and stra
of its direct report
ategic planning dut
an – Final Report
irect report to th
g more into more
y‐to‐functions.
e balance within th
ties into day‐to‐da
ons. In addition, th
s allows for caree
s.
istrator position w
ategic planning rol
ts to 3 will allow th
ties.
t | 39
he
of
he
ay
he
er‐
will
le.
his
40 | C
5.1.4 P
PUBINFORMA
PRODUASSIS
SENADMINIS
ASSIS
IN
Figure 5
Central Contra Co
Proposed Comm
COMMUNICATAND
INTERGOVERNMRELATIONS MAN
BLIC ATION AND UCTION STANT
MEDIA PROTECHNI
NIOR STRATIVE STANT
COMMUNICATIONTERGOVERNMENTAL
5‐6: CommunicaServices Di
osta Sanitary Distr
munications and
TIONS
ENTAL NAGER
COMMUNITY AFFAIRS REP
COMMUNITY AFFAIRS REP
GTEC
ODUCTION ICIAN
NS AND RELATIONS (7)
ations & Intergoivision Structur
rict
d Intergovernm
RAPHICS CHNICIAN
overnmental e
mental Services D
Division Profile
Current Budgeted
Proposed Position
Key Functions:
Coordination
community o
Monthly new
sheets, and p
Construction
public notific
Video produc
internal/exte
content adm
Recommendat
Aligns common fun
Supports superviso
Promotes workforc
Ensures service lev
Supports successio
Positions District fo
Division Structu
d Positions: 7
ns: 7
of education an
outreach programs
wsletters, flyers, fac
press releases
outreach an
ation
ction and
ernal website
inistration
tion Rationale
nctions
ory span of control
ce flexibility
vels are met
on planning
or future need
ure
d
ct
d
Observat
1. As t
colle
proa
2. The
Distr
servi
3. The
Com
Recomm
1. A co
is co
Main
com
2. One
regio
keen
Com
thes
refle
reco
the
Divis
3. Assig
Purc
4. To
reco
with
effor
train
tions and Discussio
the District replac
ection system, th
active community o
Communications
rict’s effort to be
ice industry.
District’s training
mmunications Divisi
mendations:
ornerstone of the D
ommunity outreac
ntaining the sam
munity outreach e
of the District’s s
onal dialog of wa
n interest on new
mmunications Divis
se functions. To cap
ect the added
ommends rebrandi
“Communications
sion”.
gn the Senior A
chasing.
meet the Distr
ommends that a for
hin the Human Res
rt that may need t
ning program can b
on:
ces aging assets,
ere will be a su
outreach.
Division will need
a regional player
program is curren
ion.
District’s customer
ch related to con
me staffing levels
efforts continue.
strategic goals is to
astewater service
w regulations and r
sion is the most
pture these new fu
scope of resp
ing the Communic
s and Intergovern
dministrative Ass
ict’s future train
rmal training progr
ources Division. Th
to be phased in. M
be found in Section
particularly in the
ustained need for
to be part of the
in the wastewater
ntly housed in the
service philosophy
struction projects
will ensure that
o be a part of the
providers, with a
requirements. The
logical home for
unctions and better
ponsibilities, RFC
cations Division to
nmental Relations
istant to support
ning needs, RFC
ram be established
his is a longer term
More detail on the
n 0.
e
r
e
r
e
y
.
t
e
a
e
r
r
C
o
s
t
C
d
m
e
5.1.5 P
Figure 5
RECO
Proposed Secre
5‐7: Secretary o
ADMINISTRATIVE SERVICES
SUPERVISOR
SENIOR ADMINISTRATIVE TECHNICIAN
SEC
ORDS MANAGEMENT
tary of the Dist
f the District Or
SECRETARY OF THE DISTRICT
RETARY OF THE DIST
(2) B
trict Organizatio
rganizational St
ASSISTANT TO THE SECRETARY OF THE
DISTRICT
TRICT (4)
BOARD SUPPORT (1)
onal Structure
tructure
Divisio
Curren
Propos
Key Fu
B
R
Reco
Alig
Sup
Pro
Ens
Sup
Pos
on Profile
nt Budgeted Positio
sed Positions: 4
unctions:
Board Support
Records Manageme
ommendation R
gns common functions
pports supervisory span
motes workforce flexib
ures service levels are m
pports succession plann
itions District for future
ons: 6
ent
Rationale
of control
bility
met
ing
e need
Organizationa
Observations
1. A new re
commenc
require
implemen
2. Currently
administr
Administ
Recommenda
1. With the
scope of
may chan
full‐time
implemen
capacity w
until the
records m
the Distri
temporar
implemen
complete
would go
2. RFC rec
Administ
desk and
immediat
support
Departme
recomme
Manager’
common
Commun
al and Staffing Pla
and Discussion:
ecords managemen
cing in the near
a full‐time sta
nt the new system
y, there is an imm
rative support
rative Services Dep
ations:
e impending IT M
the Records Man
nge. While it is an
staff person wil
nt the system,
within the Secreta
implementation p
management proj
ict may find it mo
ry resources
ntation. Once im
e, the need for
o away.
commends movin
rative Technician
Records Managem
te District for
for the Adminis
ent. Both
ended to report
’s Executive Sec
functions an
ity of Practice.
an – Final Report
nt project will be
future and will
aff person to
.
mediate need for
within the
partment.
Master Plan, the
agement project
nticipated that a
l be needed to
there may be
ary of the District
period. Once the
ect materializes,
ore useful to hire
for the
mplementation is
these resources
ng two Senior
positions (front
ment) to fulfill an
administrative
strative Services
positions are
to the General
cretary, aligning
d creating a
t | 41
42 | C
5.1.6 P
Table 5‐Technic
Division
Executiv
Planning
Capital
Environ
Total
Central Contra Co
Proposed Engin
‐2: FTEs by Divisal Services Dep
S
P D A R
n
ve
g and Developm
Projects
mental and Reg
osta Sanitary Distr
neering and Tec
Figure 5
sion – Proposedpartment
Planning & Development
Services Division
Planning & Applied Development ServicAsset ManagementRates and Fees
ment Services
gulatory Compl
rict
hnical Services
5‐8: Engineerin
d Engineering a
n
Researchces
FTEs
3
2
iance 2
9
Department
g and Technica
nd
DirEngi
Techn
CapitD
Collect Treatm Survey
1
33
29
29
92
D
l Services Depa
rector of ineering & ical Services
tal Projects Division
tion System Programent Plant Programy
iscussion of Propo
The Technical S
The proposed T
Divisions ‐ Pla
Regulatory Com
presents the pr
The major pro
Engineering De
shifting of the
Environmental
Support Section
Capital Projects
rtment Organiz
mm
osed Department S
ervices Departmen
Technical Services
nning and Develo
mpliance, each he
oposed assignmen
oposed changes to
epartment resourc
Laboratory and T
and Regulatory Co
n and splitting its
s Division.
zational Structu
EnvironmRegulaComplDivis
Household Environme Laboratory NPDES, Titl
Waste DiscRequireme
Structure:
nt is overseen by th
s Department will
opment Services,
eaded by a Divisio
nts.
o this Departmen
ces and services t
Title V groups from
ompliance Division
staff resources in
ure
mental & atory iance sion
Hazardous Wastental Compliance
e V, Title 22 & charge nts
he Director of Tech
have 92 FTEs, ev
Capital Projects
on Manager positio
nt include internal
to promote Comm
m the Operations
n. This includes eli
to the Asset Man
hnical Services.
venly spread acros
and Environment
on. The table to t
l realignment of
munities of Practi
Department to t
iminating the Engi
agement Section a
ss three
tal and
the left
existing
ice and
he new
neering
and the
Organizational and Staffing Plan – Final Report | 43
5.1.7 Proposed Planning and Development Services Division Structure
Figure 5‐9: Planning & Development Services Division Structure
Table 5‐3: FTEs by Section – Proposed Planning and Development Services Division
DETAILED ON FOLLOWING PAGES
DETAILED ON FOLLOWING PAGES
PLANNING AND DEVELOPMENT
SERVICES MANAGER
PLANNING & DEVELOPMENT SERVICES DIVISION (33)
ASSET MANAGEMENT (6)PLANNING & APPLIED
RESEARCH (6)
DETAILED ON FOLLOWING PAGES
RATES & FEES (5)
DETAILED ON FOLLOWING PAGES
DEVELOPMENT SERVICES (14)
ADMINISTRATIVE ASSISTANT
Division FTEs
Manager and Administrative Assistant 2
Rates and Fees 5
Planning and Applied Research 6
Asset Management 6
Development Services 14
Total 33
44 | C
5.1.8 P
ENGINEERASSISTAN
Figu
Central Contra Co
Proposed Rates
RATES &
SENIOR EN
ENGINEASSISTA
RING NT II
SEWER SERVIRATES &
ure 5‐10: Rates
osta Sanitary Distr
s and Fees Secti
FEES (5)
NGINEER
EERING ANT III
ENGINASSIST
CE CHARGE, FEES (3)
and Fees Sectio
rict
ion Structure
ENGINASSIST
ANNEXATION, ADISTRICTS &
EERING TANT III
on Structure
Division
Current
Propose
Key Fun
Ass
Rat
An
Dis
NEERING TANT III
ASSESSMENT & CEQA (1)
n Profile
t Budgeted Position
ed Positions: 5
nctions:
sessment of Sewe
tes and Fees
nexation and S
stricts and CEQA
ns: 4
er Service Charge
Special Assessme
Observ
1. Th
gro
Pla
2. Th
ch
Fin
Recom
1. Th
ac
of
Pr
un
2. Th
an
ch
Ra
es,
nt
vations and Discus
he responsibilities f
oups in the curren
anning and Permit
here is opportuni
hart and responsi
nancial Planning st
mmendations:
he proposed stru
ctivities within a sin
f a Senior Engine
ractice and house a
nder a single organ
he existing Engine
nd Sewer Service
harges and rates sh
ates and Fees Secti
ssion:
for rates fall withi
nt District organiza
and Sewer Service
ty to clarify the
bilities by alignin
taff under a new Se
ucture will align
ngle Section under
eer to promote
all rates and asses
izational unit.
eering Assistant III
Charge Section w
hould be allocated
on.
n two separate
ation (Financial
e Charge).
organizational
ng the present
ection.
the revenue
r the leadership
Community of
ssment services
in the Permit
who focuses on
to the propose
5.1.9
Rec
Al
Su
Pr
En
Su
Po
Proposed Plann
Figure 5‐11:
commendation
igns common functio
upports supervisory s
romotes workforce fl
nsures service levels a
upports succession pl
ositions District for fu
ning and Applie
Planning & App
Rationale
ons
span of control
exibility
are met
lanning
uture need
ed Research Sec
plied Research S
ction Structure
Section Structuure
Observatio
1. The cu
planni
2. The
Organ
applie
benefi
Recommen
1. Clarify
new p
Sectio
2. Repurp
Capita
Collect
3. Pool t
activit
opport
Organizationa
ons and Discussion
urrent planning gr
ng needs of the or
District has an
ization to invest
d research on em
it the District.
ndations:
y the purpose and r
proposed name of
n.
pose an Assistant
al Projects Group t
tion Systems Plann
the assistant Eng
ies to promote
tunities.
al and Staffing Pla
n:
roup is challenged
rganization.
opportunity as
more in special
merging technolog
role of the plannin
Planning and App
Engineer position
to an Associate E
ning.
gineers to support
skill developmen
an – Final Report
d to meet the
a Learning
projects and
gies that may
g group by the
plied Research
in the current
ngineer under
t all planning
nt and career
t | 45
46 | C
COLLEPL
R
Central Contra Co
ASSISTANT ENGINEER
ECTION SYSTEM LANNING (2)
ASSOCIATE ENGINEER
Recommendatio
Aligns common funct
Supports supervisory
Promotes workforce f
Ensures service levels
Supports succession p
Positions District for f
osta Sanitary Distr
SENIO
ASEN
PLANNINRESE
PLANNING
RECYCLED W
on Rationale
ions
span of control
flexibility
s are met
planning
future need
rict
OR ENGINEER
SSOCIATE NGINEER
NG & APPLIED EARCH (6)
ENGINEERS
WATER PLANNING (1)
Division P
Current B
Proposed
Key Funct
Capit
CIB/C
Coord
studie
Focus
ASSOCIATENGINEE
ASSISTANENGINEE
TREATMENT PLANT P(2)
Profile
udgeted Positions:
Positions: 6
tions:
al Planning for
CIP program
dinate and ma
es and research.
s on Research and
TE R
NT R
PLANNING
: 5
r the District
anage special
Development
5.1.10 P
CM
Figu
Recomm
Aligns com
Supports s
Promotes
Ensures se
Supports s
Positions
Proposed Asset
MAINTENANCE PLANNER
MMS DEVELOPMENSUPPORT (1)
ure 5‐12: Propo
mendation Ratio
mmon functions
supervisory span of con
workforce flexibility
ervice levels are met
succession planning
District for future need
t Management S
SENIOR ENGIN
ENGINEERING TEI/II
ASSET MANAGEM
T
osed Asset Mana
onale
ntrol
Section Structur
GIS/CMADMINIST
NEER
ECH
MENT (6)
GIS/CMMS
GIS ANA
agement Sectio
Division Profile
Current Positions:
Proposed Position
Key Functions:
Ensure that
cycles are max
Focus on cond
asset manage
Track and ma
and CCTV syst
re
MMS TRATOR
GIS
S (4)
ALYST
on Structure
6
s: 6
the major Distric
ximized
dition‐based predi
ment repair and re
anage the District’
tem and relational
S ANALYST
ct asset total life
ictive and planned
eplacement
s GIS, GDI, CMMS
databases.
Observa
1. The
stag
is lo
lea
Ma
and
pro
and
2. The
col
req
Recomm
1. Mo
Pla
refl
pla
2. The
sign
and
the
Eng
res
Thi
e
d
S
Organizationa
ations and Discuss
e District Asset M
ges of a formalize
ocated within the
dership of a Se
aintenance Planner
d engaging cons
ogram which will e
d condition‐based
e nature of Asset
laboration with tr
quirement will not
mendations:
ove the current A
nning and Develo
lect the role of A
nning function wit
e data requireme
nificant and geosp
d other relational d
e Section. The
gineering Support
sources to be part
s recent move is re
al and Staffing Pla
sion:
Management Grou
ed asset managem
Capital Projects Di
enior Engineer a
r, this group is spea
ulting resources
eventually bring a
capital and mainte
t management re
reatment plant an
change moving for
Asset Managemen
opment Services S
Asset Managemen
th significant input
ents of Asset M
patial information
databases are a co
District recently
Group and move
of the Asset Man
eflected in this org
an – Final Report
p is in the early
ment program and
ivision. Under the
and a dedicated
arheading studies
to develop the
about a proactive
enance program.
quires significant
nd CSO staff. This
rward.
nt group to the
Section to better
nt as a front‐end
into the CIB/CIP.
Management area
on the GIS, GDI
ore component of
eliminated the
ed its GIS/CMMS
agement Section.
anization chart.
t | 47
48 | C
5.1.11 P
CONSTRUCINSPECT
CONSTRUCINSPECT
DEVEL
Rec
A
S
P
E
S
P
Central Contra Co
Proposed Devel
DEVELOPMENT SERVICES
SUPERVISOR
CTION TOR
CONSTINSP
CONSTINSP
CTION TOR
LOPMENT INSPECTION (5
commendation
Aligns common functions
Supports supervisory span
Promotes workforce flexib
Ensures service levels are m
Supports succession planni
Positions District for future
osta Sanitary Distr
lopment Service
TRUCTION PECTOR
TRUCTION PECTOR
5)
n Rationale
of control
ility
met
ing
e need
rict
es Section Struc
SENIOR RIGHT‐OF‐WAY AGENT
RIGHT OF WAY &MANAGEM
Figure 5‐1
Division Profile
Existing Positio
Proposed Posit
Key Functions:
Serve
deve
inspe
Oper
Right
Man
cture
SENIOR RIGHT‐OF‐WAY AGENT
& PROPERTY MENT (2)
13: Developmen
e
ons: 16
tions: 14
e as the Public Interf
elopment perm
ection services
rate the Permit Coun
t‐of‐Way and
agement
SE
E
MAIN
DEVELOP
nt Services Sect
O
R
2
face on all
mit and
nter
Property
ENIOR ENGINEER
ASSOCIATE ENGINEER
ENGINEERING ASSISTANT III
NLINE REVIEW (2)
PMENT SERVICES (14)
tion Structure
Observations and
1. The District’s
staffed to mee
Recommendations
1. Retitle the Pe
Counter” and
areas of respo
2. Move the Righ
to support co
function.
ENGINEERINASSISTANT
Discussion:
Development Serv
et the need of this
s:
rmit and Sewer Se
form the “Mainli
onsibility and struct
ht‐of‐Way Section
ommunity of prac
NG T II
ENGINEERINASSISTANT I
DEVELOPMENSERVICES
SUPERVISOR
PERMIT COUNT
vices function is w
service.
ervices Charge Sec
ne Review” Sectio
ture clarity.
to the Developme
ctice and the serv
ENGINEERINGASSISTANT I
G II
NT
R
TER (4)
well developed and
tion to the “Permi
on to better reflec
nt Services Division
vice nature of thi
G I
d
it
ct
n
s
5.1.12 P
S
Table 5‐
ASSISTANT LAND SURVEYOR(FUTURE)
Division
Manage
Proposed Colle
Structure
Figur
‐4: FTEs by Sect
LAND SURVEYOR
ASSISTANT LAND SURVEYOR
SURVEY (3)
n
er and 2 Admini
ection System
re 5‐14: Capital
tion – Proposed
ASSISTANT LAND SURVEYOR
istrative Assista
and Treatm
Projects Divisio
d Capital Project
ASSOCIATE ENGINEER
ASEN
ASSISTANT ENGINEER
ASSISTANT ENGINEER
ants
ent Plant Pro
on Structure
ts Division
CAPITAL PROJECDIVISION MANAG
SENIOR ENGINEER
ASSOCIATEENGINEER
SSOCIATE NGINEER
SENIOR ENGINEERING ASSISTANT
ASSISTANT ENGINEER
COLLECTION AND TR
CAPITAL PROJECTS D(29)
COLLECT
COLLECTION SYSTEM PROGRAM (12)
FTEs
3
ogram Section
CTS GER
ASSOCIATE ENGINEER
ASSISTANT ENGINEER
ENGINEERING ASSISTANT III
REATMENT PLANT SYSTEM ASSISTANT EN
DIVISION
ION AND TREATMENT PLANT SYSTEM AS
n
NGINEE
SOCIAT
Obse
1. T
P
t
2. T
p
D
3. T
r
s
4. T
w
Reco
1. N
s
2. M
t
r
3. C
s
d
4. M
a
Organizationa
ervations and Discu
The District has
Projects Division d
training and more e
The District also
personnel from th
Division to the Cap
The District is acti
resources for ca
services.
The size of this
workload and in‐ho
mmendations:
No change in pr
staffing and resour
Move the Survey S
to this Division
responsibilities and
Continue with eva
services and best
design and delivery
Move the Asset M
and Development S
al and Staffing Pla
ussion:
recently reorgan
design resources t
efficient use of res
recently moved
he reorganized Eng
ital Projects Divisio
vely evaluating th
pital design and
Division is appro
ouse design functio
resent design (P
rce utilization strat
Section from Deve
to better alig
d workload.
luation of externa
use of resources f
y.
Management Sectio
Services Division.
an – Final Report
nized its Capital
to enhance cross
sources.
its CAD support
gineering Support
on.
he use of external
other specialty
opriate given the
on.
rogram) Sections
egies
elopment Services
gn with design
al versus in‐house
for capital project
on to the Planning
t | 49
50 | C
Survey
Collectio
Treatme
Total
Re
Central Contra Co
on Program
ent Plant Progra
ecommendatio
Aligns common fu
Supports supervis
Promotes workfo
Ensures service le
Supports successi
Positions District
osta Sanitary Distr
am
n Rationale
unctions
sory span of contro
rce flexibility
evels are met
ion planning
for future need
rict
Div
Cu
Pro
Ke
ol
3
12
11
29
vision Profile
urrent Positions: 33
oposed Positions: 2
ey Functions:
Design and
for capital p
Project ma
Projects
Technical an
other Distr
Sections
Survey serv
other Depar
3
29
engineering servi
projects
nagement of Cap
nd design support
ict Departments a
vices for Design a
rtments
ices
pital
for
and
and
Organizational and Staffing Plan – Final Report | 51
5.1.13 Proposed Environmental and Regulatory Compliance Division Structure
Figure 5‐15: Environmental and Regulatory Compliance Division Organizational Structure
ASSISTANT ENGINEER
LABORATORY SUPERINTENDENT
SENIOR CHEMIST
CHEMIST II CHEMIST II
CHEMIST I CHEMIST II
CHEMIST III CHEMIST II
SENIOR ENGINEER
ASSOCIATE ENGINEER
ASSISTANT ENGINEER
ENVIRONMENTAL AND REGULATORY
COMPLIANCE MANAGER
ENVIRONMENTAL COMPLIANCE SUPT
ENVIRONMENTAL COMPLIANCE INSPECTOR II
SENIOR ENVIRONMENTAL COMPLIANCE INSPECTOR
ENVIRONMENTAL COMPLIANCE INSPECTOR I
ENVIRONMENTAL COMPLIANCE INSPECTOR II
SENIOR ENVIRONMENTAL COMPLIANCE INSPECTOR
ENVIRONMENTAL COMPLIANCE INSPECTOR II
ENVIRONMENTAL COMPLIANCE INSPECTOR II
ADMINISTRATIVE ASSISTANT
ENVIRONMENTAL AND REGULATORY COMPLIANCE DIVISION (29)
HHW SUPERVISOR
SENIOR HHW TECHNICIAN
SENIOR HHW TECHNICIAN
HHW TECHNICIAN II HHW TECHNICIAN II
HHW TECHNICIAN II
LABORATORY (8)NPDES, TITLE V, TITLE 22, & WASTE DISCHARGE REQUIREMENTS (4)
ENVIRONMENTAL COMPLIANCE (9)
HOUSEHOLD HAZARDOUS WASTE (6)
ENVIRONMENTAL COMPLIANCE INSPECTOR I
52 | C
Obser
1. T
m
co
D
n
“r
in
2. T
re
a
p
of
Recom
1. C
to
th
te
p
m
2. B
re
a
b
Central Contra Co
rvations and Discu
he District’s regula
managed in multiple
ompliance requirem
Districts many awar
ot unified in its app
represented at the
ndustry forums.
here is opportunity
egulatory and envi
single Division. Th
ractice and a missi
f the District movin
mmendations:
reate a new Regula
o lead this Division
hat can help to ens
erm regulatory com
osition should be a
meetings and legisla
uild the Division us
elated groups:
. The Laboratory
Waste Discharg
Operations Dep
Administrative
Maintenance to
new NPDES, Tit
Section.
. The other Secti
Engineering De
need for restru
its own clear m
osta Sanitary Distr
ssion:
atory compliance a
e Departments. W
ments are met, as
rds, there is concer
proach to complian
e Table” in Associat
y to bring together
ronmental complia
is will promote a st
on that focuses on
ng forward.
atory Compliance M
. This position is a
sure that the Distric
mpliance interests
active in industry a
ative tracking activ
sing existing regula
y and NPDES, Title V
ge sections are relo
partment. Repurpo
Assistant position
o an Assistant Engi
tle V, Title 22 and W
ons are relocated f
partment. Accordi
cturing within each
ission and respons
rict
ctivities are
hile all regulatory
indicated by the
rn that the District
nce and often is no
tion and other
r all related
ance resources into
trong community o
n the holistic needs
Manager position
strategic resource
ct’s near and long‐
are met. This
nd association
vities. atory compliance‐
V, Title 22 and
ocated from the
ose the open
in Plant
neer within the
Waste Discharge
from within the old
ngly, there is no
h group as each ha
sibilities.
Table 5‐5: F
Divisi
Propo
Key Fu
is
ot
o
of
s
‐
d
s
FTEs by Section
Division
Manager a
Laboratory
NPDES, Titl
Environme
Household
Total
on Profile
osed Positions: 29
unctions:
All regulato
reporting and t
Outreach to
association reg
and actively
District’s best
tracking and
proposed legisl
–Proposed Env
nd Administrat
y
le V, Title 22 an
ntal Complianc
Hazardous Wa
ry compliance
tracking.
industry and
gulatory summits
work in the
t interests on
commenting on
ation.
vironmental and
tive Assistant
nd Waste Discha
ce
aste
Reco
Alig
Sup
Prom
Ensu
Sup
Posi
d Regulatory Co
F
arge
mmendation R
ns common function
ports supervisory spa
motes workforce flex
ures service levels ar
ports succession plan
itions District for futu
ompliance Divis
FTEs
2
8
4 9
6
29
ationale
ns
an of control
xibility
re met
nning
ure need
sion
5.1.14 P
Table 5‐
Division
Executiv
Collectio
Plant Op
Facilitie
Safety
Human
Total
Proposed Opera
‐6: FTEs by Divis
CollectioOperDiv
Fleet M Field O CCTV &
n
ve
on System Ope
perations
es Maintenance
Resources Divis
ations Departm
sion – Proposed
on System rations vision
MaintenanceOperations& CMMS
rations
sion
ment Structure
Figure 5‐16
d Operations De
Facilities Maintenan
Division
Reliability En Maintenance Pumping Stat
6: Operations D
epartment
De
ce Pla
P P
Sy
gineeringetions
FTEs
4
56
35
45
3
5
148
Department Org
eputy General Manager
nt Operations Division
lant Operationsrocess Control & Cystems
Discussion of P
1. The Distric
Manager /
2. The propo
employees
most utiliti
totaling 150
3. The two D
Division Ma
position is
Human Res
4. The District
Human Res
to reduce t
to the Adm
ganizational Stru
Control
Safety D
roposed Departm
t Operations De
Director of Opera
sed Operations
given its missio
ies. The table t
0 FTEs.
District Safety pe
anager, an interi
currently vacant
ources function w
t‐wide role of the
sources and Safet
the large span of
inistrative Servic
Organizationa
ucture
Division
ment Structure:
epartment is ov
ations.
Department w
on and span of r
o the left prese
ersonnel curren
im reporting rela
t. Bringing this gr
will promote a st
e Deputy Genera
ty to the Operatio
f control (current
es Director.
al and Staffing Pla
Human ResourDivision
Human Resou Training
verseen by the
will have the m
responsibilities. T
ents the propos
tly report to th
ationship. The Sa
roup back in alig
trong community
l Manager suppo
ons Department.
tly 6 Divisions) d
an – Final Report
rces
rces
Deputy General
most number of
This is typical of
sed assignments
he Maintenance
afety Supervisor
gnment with the
y of practice.
orts alignment of
. This also serves
irectly reporting
t | 53
54 | Central Contra Costa Sanitary District
5.1.15 Proposed Collection System Operations Division Structure
Figure 5‐17: Collection System Operations Division Structure
COLLECTION SYSTEM OPERATIONS
DIVISION MANAGER
SENIOR ENGINEERDETAILED ON
FOLLOWING PAGE
ADMINISTRATIVE SERVICES
SUPERVISOR
ADMINISTRATIVE ASSISTANT
ADMINISTRATIVE TECHNICIAN
ADMINISTRATIVE TECHNICIAN
MAINTENANCE SCHEDULER (CMMS TECH)
FIELD OPERATIONS (44) ADMINISTRATIVE SUPPORT (2) CCTV & CMMS (4)
COLLECTION SYSTEM OPERATIONS (56)
FIELD OPERATIONS SUPERINTENDENT
VEHICLE & EQUIP MAINTENANCE SUPERVISOR
VEHICLE & EQUIP MECHANIC
VEHICLE & EQUIP MECHANIC
VEHICLE & EQUIP SERVICE WORKER
FLEET MAINTENANCE, FORCE MAIN, & RECYCLED WATER (5)
Organizational and Staffing Plan – Final Report | 55
5.1.16 Proposed Field Operations Section Structure
Figure 5‐18: Field Operations Section Structure
COLLECTION SYSTEM OPERATIONS
DIVISION MANAGER
FIELD OPERATIONS SUPERINTENDENT
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 LEADER
MAINTENANCE SUPERVISOR
MAINTENANCE CREW LEADER
MAINTENANCE CREW LEADER
MAINTENANCE CREW MEMBER I
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 MEMBER II
MAINT CREW MEMBER TRAINEE
MAINTENANCE CREW MEMBER II
MAINTENANCE CREW MEMBER II
MAINTENANCE CREW MEMBER II
CONSTRUCTION EQUIP OPERATOR
CONSTRUCTION EQUIP OPERATOR
CONSTRUCTION EQUIP OPERATOR
MAINTENANCE CREW LEADERS (18)
MAINTENANCE CREW MEMBERS I/II (17 + 2 GMS)
CONSTRUCTION EQUIPMENT OPERATORS (3)
MAINTENANCE CREW LEADER
MAINTENANCE CREW MEMBER I
FIELD OPERATIONS (44)
COLLECTION SYSTEM OPERATIONS (51)
UTILITY WORKER
UTILITY WORKER
56 | C
Divis
Curr
Prop
Key
R
Central Contra Co
sion Profile
rent Positions: 67
posed Positions: 56
Functions:
Inspection an
wastewater c
Construction
pipelines
Recommendatio
Aligns common fu
Supports supervis
Promotes workfor
Ensures service lev
Supports successio
Positions District f
osta Sanitary Distr
6
nd cleaning the
ollection system
of new and replac
on Rationale
unctions
ory span of control
rce flexibility
vels are met
on planning
for future need
rict
O
1.
2.
3.
4.
Re
1.
2.
3.
4.
5.
6.
District
cement
bservations and
. The District CS
a new, moder
remote locatio
. The significant
along with Fle
Division.
. The District F
maintenance n
. The CSO Divis
System (CMM
GeoSpatial, TV
effective work
recently filled
CMMS platfor
ecommendation
. Continue to fo
the Main Cam
. There is oppo
opportunities
. The Field Ope
Division and
management.
. Implement Cit
year and will
impact on staf
This project is
. Formalize the
Administrative
responsibilitie
. Move the Pu
Department.
Discussion:
SO Division is loca
rn structure that
on contributes to
t maintenance re
eet Services, clo
leet Maintenanc
needs.
sion is planning
S) by CityWorks,
V Inspection data
k order managem
a Maintenance
m.
s:
ocus on minimizin
pus as well as oth
ortunity for a uni
through reassign
erations Superint
the Section wil
tyWorks quickly a
require extensiv
ff resources, the
addressed within
e CCTV and CM
e Technicians un
s of the Reliabilit
ump Stations D
ated separately f
t is a source of
an “us and them
esponsibilities of
osely mirrors the
ce Group is high
to implement a
which is a best‐
a, GIS database a
ment and plannin
e Planner positio
ng the isolation o
her means to bui
ified community
ning the Pumping
tendent and Flee
ll be expanded
and expediently.
ve time and effo
project could be
n the IT Master P
MMS Section u
nder the Mainte
y Engineering Se
Division to the
from the main Di
pride for staff w
m” perspective am
the Pumping Sta
e responsibilities
hly regarded and
new Computeri
‐of‐breed platform
and asset conditi
ng. Along with th
on whose respon
of the CSO Divisio
ld the District‐wi
of practice, wor
g Station Section t
et Maintenance
to include For
The average tim
ort of CSO staff.
e staffed using ou
Plan.
under the Seni
enance Schedule
ction in the Main
Maintenance D
strict campus. Th
working from thi
mong staff.
ations Section, cu
s of the Facilitie
d responsive to
ized Maintenanc
m that will integ
on information f
his investment, t
nsibility will be
on through active
de Community s
rkforce sharing a
to the Maintenan
Section will rem
rce Main and R
me to implement
To streamline
utsourced resour
or Engineer. A
er. This group
ntenance Division
Division within t
he CSO facility is
is location. This
urrently located
es Maintenance
District vehicle
ce Management
rate the District
for efficient and
he CSO Division
to manage the
e outreach from
pirit.
and progression
nce Division.
main in the CSO
Recycled Water
a CMMS is one
and reduce the
ces as required.
Assign the two
will mirror the
n.
the Operations
Organizational and Staffing Plan – Final Report | 57
5.1.17 Proposed Facilities Maintenance Division Structure
Figure 5‐19: Facilities Maintenance Division Structure
PLANT MAINTENANCE
DIVISION MANAGER
SENIOR ENGINEER
ASSISTANT ENGINEER
DETAILED ON FOLLOWING PAGE
MAINTENANCE PLANNER
MAINTENANCE PLANNER
MAINTENANCE (33)
FACILITIES PLANNER(FUTURE)
PUMPING STATIONS SUPERVISOR
PUMPING STATIONS OPERATOR III
PUMPING STATIONS OPERATOR III
PUMPING STATIONS (7)
PUMP STATION OPERATOR II
PUMP STATION OPERATOR I
PUMP STATION OPERATOR II
PUMP STATION OPERATOR II
RELIABILITY ENGINEERING (4)
FACILITIES MAINTENANCE (45)
58 | Central Contra Costa Sanitary District
5.1.18 Proposed Maintenance Section Structure
Figure 5‐20: Maintenance Section Structure
PLANT MAINTENANCE
SUPERINTENDENT
INSTRUMENT SHOP SUPERVISOR
INSTRUMENT TECHNICIAN
INSTRUMENT TECHNICIAN
INSTRUMENT TECHNICIAN
ELECTRICAL SHOP SUPERVISOR
ELECTRICAL TECHNICIAN
ELECTRICAL TECHNICIAN
MECHANICAL SUPERVISOR
MACHINIST
BUILDINGS & GROUNDS SUPERVISOR
MAINTENANCE CREW LEADER
UTILITY WORKER UTILITY WORKER
UTILITY WORKER UTILITY WORKER
UTILITY WORKER UTILITY WORKER
UTILITY WORKER
MECHANICAL SUPERVISOR
MAINTENANCE TECH III
MAINTENANCE TECH III
MAINTENANCE TECH III
MAINTENANCE TECH III
MAINTENANCE TECHNICIAN I
MAINTENANCE TECH III
MAINTENANCE TECH III
MAINTENANCE TECH III
ELECTRICAL TECHNICIAN
ELECTRICAL TECHNICIAN
MAINTENANCE (33)
MECHANICAL SHOP (10) MACHINE SHOP (3) ELECTRICAL SHOP (5) INSTRUMENTATION SHOP (4) BUILDINGS & GROUNDS (10)
MACHINIST
PAINTERMAINTENANCE TECHNICIAN I/II
R
Divisio
Curren
Propo
Key Fu
R
M
t
P
D
ecommendatio
Aligns common fun
Supports supervisor
Promotes workforc
Ensures service leve
Supports succession
Positions District fo
on Profile
nt Budgeted Positi
osed Positions: 44
unctions:
Reliability Engineer
Maintenance Divis
the District facilitie
Pumping Station a
Division.
on Rationale
ctions
ry span of control
e flexibility
els are met
n planning
r future need
ons: 39
ring Division –
sion ‐ Maintenanc
es and grounds.
nd Fleet Maintena
Obs
1.
2.
3.
4.
Rec
1.
2.
3.
4.
e of
ance
servations and Dis
The District is fo
and trades perso
and their capabi
and instrument t
with high‐voltage
The Maintenanc
function of plann
the District’s man
The Painter is pr
Buildings and Gro
The maintenance
closely mirror t
community of p
groups together u
commendations:
The shift to con
scheduling and
Engineering Sect
engineering and
based maintena
relocated to the
Section will work
There is an oppo
above‐ground a
responsibilities o
functional and th
The Pumping Sta
located at CSO a
Manager.
Move the Painte
support and reso
scussion:
rtunate to be loca
onnel are available
lities. There are p
echnicians) that th
e expertise is an ex
e Planners have m
ning work. In addit
ny buildings and st
resently located in
ounds Maintenanc
e responsibilities o
he responsibilities
ractice, workforce
under the Mainten
dition‐based Asse
planning work wi
tion will report d
planning resources
nce is performed
Reliability Enginee
k closely with the A
rtunity for the Dist
ssets using a pr
f this position will
he condition assess
tion Division shou
nd function accord
r to the Buildings
ources to meet the
ated in an industri
. This is evident by
pending succession
he District needs to
xample of successio
many responsibilit
tion, the District h
ructures are effect
n the Machine Sh
e Section.
of the Pumping Sta
s of the Mainten
e sharing and pro
nance Division Man
t Management w
ll be a focus of t
directly to the M
s to coordinate an
as well as impl
ering Section from
Asset Management
trict to centrally m
roposed future F
need to be define
ment work is comp
ld report to the M
dingly until location
and Grounds Mai
painting and corro
Organizationa
ial area where ski
y the quality of th
n challenges in hig
o prepare for. The
on risk the District
ties and activities
has no single positi
tively maintained.
op Section. This p
ations Section, cur
nance Section. Th
ogression opportun
nager.
ill continue to dri
the Maintenance
Maintenance Divisi
nd ensure effective
ement CMMS. Th
the Maintenance
Section within the
manage its building
Facilities Planner
d as the Reliability
pleted. This positio
Maintenance Divisio
n needs are establ
ntenance Section
osion protection re
al and Staffing Pla
lled and experienc
e District trades m
ghly‐specialized tra
recent retirement
faces and must ma
that can detract
ion with responsib
position is better
rrently housed in t
here is opportunit
nities through bri
ive the maintenan
Planning function
on Manager and
e asset managemen
he Maintenance
Section. The Reliab
e Technical Service
gs, structures, fenc
position. The re
y Engineering Secti
on could be a Year
on Manager. The g
lished by the Main
but ensure that th
equirements of the
an – Final Report
ced maintenance
maintenance staff
ades (electricians
t of an Electrician
anage.
from their core
bility for ensuring
aligned with the
the CSO Division,
ty for a unified
nging these two
nce function and
n. The Reliability
will house the
nt and condition‐
Planners will be
bility Engineering
s Division.
e lines and other
equirements and
on becomes fully
2 hire.
group can remain
ntenance Division
his individual has
District.
t | 59
60 | C
5.1.19 P
D
SENIOOPE
Figu
Divisi
Curre
Propo
Key F
R
Central Contra Co
Proposed Pl
Division Structu
SHIFT SUPERVISOR
PLANTOPERATO
PLANT OPERATOR III
SENIOR PLANT OPERATOR
OR PLANT ERATOR
ure 5‐21: Plant O
ion Profile
ent Budgeted Posit
osed Positions: 35
Functions:
Operation of t
wet stream
incineration
3 shifts / day /
ecommendatio
Aligns common fun
Supports supervisor
Promotes workforc
osta Sanitary Distr
lant Operat
ure
SU
PLANT OPERATOR
PLANT OPERATOR III
T OR II
SHIFT SUPERVISOR
SENIOR PLANT OPERATOR
OPE
Operations Divi
tions: 50
the Treatment Pla
m and bios
365 days per year
on Rationale
ctions
ry span of control
e flexibility
rict
tions
SHIFT UPERVISOR
R II
SENIOR PLANTOPERATOR
PLANT ERATOR III
sion Structure
O
1
2
3
4
5
R
1
2
ant –
solids
Observations and D
1. The District tre
also operates
customers.
2. The District us
air quality and
highly complex
proficient.
3. Normal shift st
on solids stre
development
schedules.
4. The District op
many mid to
component fro
5. The plant SCA
equipment. Al
Control System
importance as
Special hires to
Recommendations
1. The role of e
importantly, to
of three opera
risk requireme
nature of the
requirements t
pending retire
present staffin
2. The evolving re
the District mu
Compliance Di
house the relo
Discussion:
eatment plant wet
a recycled water t
es multiple hearth
other support sys
x to operate and
taffing is three ope
eam). The plant
requirements of
perations Division
larger‐sized organ
om the operations
ADA monitoring s
l SCADA monitors,
ms Group. This grou
s a risk manageme
o ensure continuity
s:
experienced opera
o be able to imme
ators, plus a super
nts of the District a
biosolids handling
to bring newer ope
ment of several h
g of the operations
egulatory complian
ust comply with ca
ivision. This Divisio
cated Laboratory a
t stream is conven
treatment facility f
incineration for b
stems from sludge
require significant
erators, plus a shift
appears to be st
operations staff w
includes the labo
nizations prefer to
component to max
system and the a
, programming, pr
up requires highly‐
ent function is illu
y and succession m
ators is to ensure
ediately respond w
visor per shift to c
and to meet the tr
g and incineration
erations staff up to
ighly‐experienced
s group.
nce environment a
an best be met by
on is to be locate
and Title V complia
ntional and treats
for plant process w
biosolids treatment
e thickening, dewa
t hands‐on and m
t supervisor. (a sin
taffed sufficiently
while not placing
oratory and Title V
o separate the reg
ximize regulatory r
air quality sensors
rocesses and equi
‐skilled instrument
ustrated by the Ge
management.
e that the facility
when something go
cover the facility i
raining and experie
components of t
o required skill and
Shift Supervisors,
and the complex n
y the formalization
ed within the Tech
ance staff.
to a secondary q
water (P3) and dis
t. This technology a
tering and boilers/
multi‐years of expe
ngle operator on w
y to meet the o
g an undue stress
V monitoring. Whil
gulatory monitorin
reporting and com
s monitor plant a
pment is maintain
tation and control
eneral Manager’s
y is operating pr
oes wrong. The sta
s appropriate to m
ence requirements
the plant. Given th
d experience levels
RFC recommends
nature of the variou
n of a Regulatory a
hnical Services De
uality. The District
charge to selected
and the associated
/heat recovery are
erience to become
wet stream and two
perating and skil
s on shift staffing
le not uncommon
ng and compliance
pliance integrity.
and pump station
ned by the Process
technicians and its
use of one of the
roperly and, most
affing arrangement
meet the minimum
given the complex
he significant time
s, coupled with the
s no change to the
us regulations that
and Environmenta
epartment and wil
t
d
d
e
e
o
l
g
,
e
n
s
s
e
t
t
m
x
e
e
e
t
l
l
5.1.20 P
Re
Proposed Safety
Figure 5‐22: Sa
ecommendation
Aligns common functio
Supports supervisory s
Promotes workforce fle
Ensures service levels a
Supports succession pl
Positions District for fu
SAFETY SPECIAL
y Division Struc
afety Division St
n Rationale
ons
pan of control
exibility
are met
anning
ture need
SAFETY OFFICER
LISTOPER
S
SAFETY (3)
cture
tructure
Divisio
Curren
Propos
Key Fun
RATIONS SAFETY SPECIALIST
n Profile
t Budgeted Positio
sed Positions: 3
nctions:
Safety Complian
ons: 3
ce
Key Observa
1. Currentl
Manage
2. The Safe
and shou
Recommend
1. Have Sa
Manage
Organizationa
ations and Discussi
y, Safety reports t
r.
ety function is clos
uld report to the sa
dations:
afety Division also
r / Operations Serv
al and Staffing Pla
ion:
to the Plant Maint
ely aligned with Hu
ame Director.
o report to the
vices Director.
an – Final Report
tenance Division
uman Resources
Deputy General
t | 61
62 | C
5.1.21 P
HUMAN REANAL
Reco
Alig
Sup
Pro
Ens
Sup
Pos
Central Contra Co
Proposed Huma
HUMAN RESOUMANAGE
ESOURCES LYST
HUMAN RESOANALYS
HUMAN RESOU
HUMAN RESOURCES
Figure 5‐23: H
ommendation R
gns common functions
pports supervisory span
motes workforce flexib
ures service levels are m
pports succession plann
itions District for future
osta Sanitary Distr
an Resources Di
URCES R
HUMAN RESOURCANALYST
OURCES ST
URCES (5)
S ANALYSTS
Human Resourc
Rationale
of control
bility
met
ing
e need
rict
ivision Structure
CES TRAINING
COORDINATOR(FUTURE)
es Division Stru
Division Pro
Current Budg
Proposed Po
Key Function
Hum
Adm
Rec
Wo
Bar
Rela
Trai
Dev
e
SENIOR ADMIN TECH
ucture
file
geted Positions: 5
ositions: 5
ns:
man Resource
ministration
cruiting and Hiring
rkforce Support
gaining Unit
ations
ining and
velopment (future)
Observ
1. Th
int
ap
wi
2. Th
be
3. Tra
gro
wh
Di
4. Th
nu
re
Ad
dis
eff
5. Th
pr
pr
ot
Recom
1. Br
ind
2. M
Ge
un
3. Fo
Pr
re
(Ye
4. Co
de
po
5. Us)
vations and Discus
he structure of th
teraction of staff
ppropriate. The siz
thin HR.
he HR Division’s loc
e the best location
aining manageme
oup’s mission. This
hich may not provi
strict and its workf
he administrative
umber of positio
cruiting/hiring of
dministrative Tech
scipline, grievance
ficiency and effect
he written test re
omotes efficient s
ocess is that some
her means of comp
mmendations:
oad‐banding in th
dividual developme
ove the HR Divisio
eneral Manager to
nder the Administra
ormalize a training
ogram Roadmap
quirements and fu
ear 2).
onsider outsourcin
emand periods (e.
osition vacancies ca
se the Succession
ssion:
he HR Division su
ff. The span of
ze of the group lim
cation within the A
for this group mov
ent has historically
s results in a non‐
ide the full training
force.
requirements of
n descriptions (1
new staff. The H
nician position to
e and union relatio
iveness of the HR f
equirements for
screening of candid
e positions (e.g. “th
petency assessmen
he HR Analyst pos
ent needs.
n from Administra
o reduce the num
ative Services Dire
g group within the
(Year 1) to defi
und and fill the p
ng of selected HR
.g. recruitment, e
an be mitigated.
Committee as a fo
pports efficient c
control for the
mits progression p
Administration Dep
ving forward.
y been left up to
programmatic trai
g and skill developm
HR are greatly in
111), retirements
HR Division recen
a third HR Analyst
ons. This has grea
function.
new positions is
dates. The challen
he trades”) may be
nt.
sition will support
tion to report dire
mber of functions
ctor.
e HR Division. Com
ne the managem
roposed Training
activities to meet
evaluation) so tha
orum to evaluate
ross training and
HR Manager is
path opportunities
partment may not
o each individual
ning environment
ment needs of the
nfluenced by the
s and associated
ntly converted an
t to keep up with
atly improved the
s a practice that
nge in this type of
e better served by
t progression and
ctly to the Deputy
s / direct reports
mplete a Training
ment and training
Manager position
t short term peak
at the impacts of
and discuss other
6 AP
PPENDIXX B: CURRENT ORGANIZATIONN CHART
Organizationa
TS
al and Staffing Plaan – Final Report
t | 63
64 | C
Central Contra Coosta Sanitary Distr
rict
Organizationaal and Staffing Plaan – Final Report
t | 65
66 | C
Central Contra Coosta Sanitary Distr
rict
Organizationaal and Staffing Plaan – Final Report
t | 67
68 | C
Central Contra Coosta Sanitary Distr
rict
Organizationaal and Staffing Plaan – Final Report
t | 69
70
7
Dece
Roge
Gene
Cent
5019
Mart
Subj
Dear
Rafte
surv
inter
them
Our
the s
the s
Since
Tom APrinci
c: Da
Je
Te
Su
| Central Co
APPEN
ember 8, 201
er Bailey, P.E
eral Manage
tral Contra C
9 Imhoff Plac
tinez, CA 94
ect: Organiz
r Mr. Bailey,
elis Financia
ey, which w
rview data t
mes and find
thanks goes
survey, the a
survey.
erely,
Arn ipal Consultan
avid Heath
an‐Marc Pet
eji O’Malley
udhir Pardiw
ontra Costa Sa
NDIX C
14
E.
er
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Organizational and Staffing Plan – Final Report | 71
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?
72 | Central Contra Costa Sanitary District
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.
35%
17%
6%
35%
25%
31%
12%
24%
24%
8%
19%
26%
10%
16%
14%
YOUR WORK UNIT LEVEL
DEPARTMENT MANAGER LEVEL
ORGANIZATION ‐WIDE
QUALITY OF COMMUNICATION AT VARIOUS LEVELS IN THE ORGANIZATION
Excellent Good Fair Needs Improvement Poor
Figure 7‐1: Quality of Communication
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74 | Central Contra Costa Sanitary District
Figure 7‐3: Source of Information / Quality of Communication
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.
0.0%
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MY MANAGER / SUPERV I SOR
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INFORMATION SOURCE
SOURCE OF INFORMATION BASED ON QUALITY OF COMMUNICATION FROM DEPARTMENT MANAGER
Dept. Mgr Communication…Dept. Mgr Communication…
Organizational and Staffing Plan – Final Report | 75
Figure 7‐4: Workplace Perspectives
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.
27%
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MY SUPERV I SOR HAS A C L EAR I D EA OF MY DA I L Y WORK I S SUE S AND THE OBSTAC L E S MY WORK GROUP
OVERCOMES .
I HAVE A L L THE TOOL S , T ECHNOLOGY , AND EQU I PMENT NECE S SARY TO PER FORM MY J OB AT AN OPT IMAL L EV E L .
I AM G IV EN THE OPPORTUN I T Y TO PROV ID E I N PUT I N TO SO LUT IONS FOR PROB L EMS OR DEVE LOP ING
S I TUAT IONS .
C ENTRA L SAN S TA F F TAKE S PR I D E I N THE WORK THEY DO AND THE S ERV I C E THEY PROV ID E TO THE I R
CUSTOMERS .
C ENTRA L SAN I S ACT I V E L Y WORK ING TO IMPROVE THE E F F I C I ENCY OF I T S WORK PRACT I C E S .
MY WORK GROUP USE S PER FORMANCE MEASURE S TO BENCHMARK I T S PER FORMANCE .
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76
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78 | Central Contra Costa Sanitary District
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.
0%
20%
40%
60%
80%
100%
AD V A N C EM E N T O P P O R T U N I T I E S
M E A N I N G F U L WO R K
T R A N S P A R E N C Y C O N T I N U E D T R A I N I N G
P E R F O RM A N C E R E C O G N I T I O N
O P E N C OMMUN I C A T I O N
AM P L E T O O L S A N D R E S O U R C E S
S A F E T Y
ATTRIBUTES
MOST IMPORTANT ATTRIBUTEMET "VERY WELL/DECENTLY WELL" VS. "NOT VERY WELL /
UNADDRESSED"
Unaddressed/ Not Very Well
Very Well/ Decently Well
Figure 7‐8: Fulfillment of Highest Ranked Attribute
Organizational and Staffing Plan – Final Report | 79
CENTRAL CONTRA COSTA SANITARY DISTRICT
EMPLOYEE SURVEY
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
84 | Central Contra Costa Sanitary District
RESPONSES TO OPEN-ENDED QUESTIONS
Organizational and Staffing Plan – Final Report | 85
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
86 | Central Contra Costa Sanitary District
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
Organizational and Staffing Plan – Final Report | 87
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?
88 | Central Contra Costa Sanitary District
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 Frequency Adherence to Board Governance Model 11 Other 1 Total 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.
Organizational and Staffing Plan – Final Report | 89
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.
90 | Central Contra Costa Sanitary District
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.
Organizational and Staffing Plan – Final Report | 91
Theme Frequency
Culture 20
Board/Staff Interaction 13
Communication 10
Operations & Maintenance 9
Labor Negotiations 9
Hiring/Promotion 8
Management 6
Staffing 6
Technology 4
Training 4
Total 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.
92 | Central Contra Costa Sanitary District
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.
Organizational and Staffing Plan – Final Report | 93
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.
94 | Central Contra Costa Sanitary District
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. Delta Diablo Sanitation District (Delta Diablo SD)
2. East Bay Municipal Utilities District (East Bay MUD)
3. Inland Empire Utilities Agency (Inland Empire UA)
4. Orange County Sanitation District (OCSD)
5. Sacramento Regional County Sanitation District (Sac Regional SD)
6. San Diego Public Utilities Department (San Diego PUD)
7. Union Sanitary District (Union SD)
Organizational and Staffing Plan – Final Report | 95
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.
96 | Central Contra Costa Sanitary District
Table 8‐1: Services Offered by Agency
Agency Collection System Maintenance
Wastewater Treatment Recycled Water
Central San
Delta Diablo SD (1)
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.
Organizational and Staffing Plan – Final Report | 97
Table 8‐2: Job Description Classifications
OPERATIONS MAINTENANCE OTHER Groundwater Recharge Odor and Corrosion Control Operators Organics Management Process Control SCADA Control System Water Quality Control
Carpenter Electrical Shop Grounds Maintenance Instrumentation Shop Machine Shop Mechanical Shop Painter Pumping Stations
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
ENGINEERING REGULATORY
Construction Inspectors Construction Management Geographic Information Systems Recycled Water Coordinator
Backflow & Cross Connection Specialist Biologists Chemists Compliance Inspectors Household Hazardous Waste Industrial Waste Inspection Laboratory NPDES Title 22 Title V
COLLECTION CCTV Collection CMMS Collection System Construction Workers Collection System Crew Members/Leaders Interceptor Maintenance
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.
98 | C
As shown
benchma
Figure 2
regional
Central Contra Co
n above, the FTE
arking partners th
presents the cur
treatment facility
osta Sanitary Dist
distribution betw
hat have both tre
rent and propose
y for several colle
trict
Fi
ween the current
eatment and colle
ed District distrib
ection systems, in
igure 8‐1: Distri
and proposed D
ection, namely U
ution by percent
ncluding their ow
ibution of FTEs
istrict structures
nion SD and San
age along with U
wn.
by Function
are very similar.
Diego PUD, there
nion SD and San
Comparing the D
e are similarities
Diego PUD. OCSD
District’s FTE distr
in the percentag
D was excluded b
ribution to the
e breakdown.
because they are a
As shown
District a
The prop
Figure 3
additiona
alignmen
Figure 8
n above, the Dist
and the benchma
posed District FTE
below details the
al support functio
nt with its industr
‐2: Percentage
trict has a similar
rking partners. B
E distribution is sl
e number of oper
ons as detailed in
ry peers.
Distribution of
organizational di
Both Union SD and
lightly more align
rations staff per m
n Table 2. Both th
FTEs
istribution to Uni
d San Diego PUD
ned with the distr
million gallons tre
he District’s curre
ion SD and San D
may make more
ribution of the be
eated. For this an
ent and proposed
O
iego PUD. Of not
e use of external r
enchmarking part
nalysis, Operation
operations staff
Organizational an
te is the differenc
resources to fulfi
tners.
ns staff are comp
fing falls right in t
nd Staffing Plan –
ce in engineering
ll their design en
prised mainly of o
the middle of the
– Final Report |
staff between th
gineering needs.
operators with
data set, indicat
99
he
ing
100 |
Figure 4
Sac Regio
aligned w
Central Contra C
shows a compari
onal SD do not ha
with industry pee
Costa Sanitary Dis
ison of collection
ave full‐scale coll
ers.
strict
Figure 8
system staff per
ection systems a
8‐3: Operations
r 100 miles of coll
nd are not includ
Staff per Millio
lection system. R
ded in Figure 4. A
on Gallons Treat
Referring to Table
gain, the District’
ted
e 1, East Bay MUD
’s current and pr
D, Delta Diablo SD
oposed staffing l
D, Inland UA, and
evels appear to b
d
be
As noted
completi
administ
union ne
Figure 5
there ma
excluded
Consiste
organiza
class and
part of it
d in Section 3.3 of
ion of a compreh
trative overhead.
egotiations.
below shows the
ay be several disc
d from Figure 5 be
nt with prior Figu
tion. Although O
d compensation s
ts next round of l
f the Staffing plan
ensive Class and
Over time, an ag
e FTEs per unique
creet levels of Wa
ecause they are p
ures, the District
CSD has the bene
study. As mention
abor negotiation
Figure 8‐4: Coll
n, RFC recommen
Compensation st
gency may have l
e job class. For th
astewater Operat
part of larger org
is near the middl
efit of being a lar
ned in the Staffin
s.
lection System
nds implementing
tudy. Broad‐band
arge number job
is analysis, a serie
tors, but the serie
anizations that h
e of the data set
ger organization,
g Plan, it is recom
Staff per 100 M
g position broad‐
ding promotes ca
classes relative t
es in a position d
es is counted onl
ave several more
. However, it is w
, their laudable FT
mmended that th
O
Miles of Collectio
‐banding to reduc
areer developmen
to the size of its e
escription was co
y as one job class
e job classes unre
worth noting a cle
TEs per class of 4
he District pursue
Organizational an
on System
ce the total numb
nt and opportuni
employee base b
ounted as a single
s in Figure 5. Both
elated to wastew
ear trend betwee
4.53 is the result o
e a comprehensiv
nd Staffing Plan –
ber of job classes
ities to advance a
ecause of legacy
e unique job clas
h East Bay MUD a
water treatment a
n FTEs per class a
of recent broad‐b
ve class and comp
– Final Report |
s through the
and reduces
names or outdat
s. For example,
and San Diego we
nd collection.
and the size of th
banding through
pensation study a
101
ted
ere
he
a
as
102 |
Central Contra CCosta Sanitary Dis
strict
Figure 88‐5: FTEs per Jobb Classification
Organizational and Staffing Plan – Final Report | 103
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
Divisions/SectionsFleet ServicesPumping StationsCollection System MaintenanceProcess ControlPlant OperationsPlant MaintenanceHuman ResourcesSafety & Risk Management
Divisions/SectionsInformation TechnologyFinancePurchasing & Material ServicesCommunication & Intergovernmental Services
Divisions/SectionsHousehold Hazardous WasteEnvironmental ComplianceLaboratoryPlanning & Applied ResearchSurveyPlan ReviewPermitDevelopment InspectionAsset ManagementCapital ProjectsRates and Fees
Board of Directors
General Manager
Secretary of the District
Operations Services
Department
Administrative Services
Department
Technical Services Department
District Counsel
104 |
Central Contra CCosta Sanitary Dis
Figure 8‐
strict
‐7: Orange Counnty Sanitation DDistrict
OB
BSERVATIONS
Five Depar
Facilities S
Collection
Facilities E
Reliability
recommen
and Maint
departmen
Operations
Human Re
with a tota
assigned to
rtment model
upport – Fleet,
System Mainte
ngineering (call
Engineering as
nded for Centra
enance compris
nt and not coup
s
sources is a Dep
al of 16 FTEs and
o workforce pla
nance,
ed
l San)
se its own
pled with
partment
d a group
nning
OBBSERVATIONS
Unique org
Departmen
Technical S
Informatio
Business Se
ganizational mo
nts
Services Departm
n Technology T
ervices Manage
del. Utilizes 11
ment includes t
eam bypasses a
er
Figure 8‐8: U
“Coaches” to le
he Assistant to
a coach and rep
Union Sanitary
O
ead 14 teams in
the GM/Board
orts directly to
District
Organizational an
five
Secretary
the
nd Staffing Plan –– Final Report |
105
106 | Central Contra C
Figure 8
Costa Sanitary Dis
‐9: Inland Empi
strict
re Utilities Agency
OBS
ERVATIONS
Internal Aud
directly to B
similar to Ce
Manager an
Board.
Manager of
to the propo
Intergovernm
Manager) re
General Man
Dual assignm
Manager to
General Man
succession p
Although the
Managers, t
similar to th
department
Laboratory i
Operations a
Engineering
recommend
Environmen
Compliance
Technical Se
ditor position re
oard of Directo
entral San’s Gen
d Secretary to t
External Affairs
osed Central San
mental Relation
eports directly to
nager.
ment of each Ex
also hold the A
nager role prom
planning options
ere are four Exe
his structure is
e District’s thre
model.
s decoupled fro
and housed in
(similar to the
ded location in t
tal and Regulat
Division in Cent
ervices Departm
eports
rs,
neral
the
s (similar
n
ns
o the
xecutive
ssistant
motes
s.
ecutive
very
ee‐
om
he
ory
tral San’s
ment.
F
Figure 8‐10: Saccramento Regioonal County Sannitation District
O
OBSER
Organizational an
RVATIONS
General Manag
of District Engi
General Manag
reports, includ
Manager. Not
organizational
Finance and Pu
Separate depa
Planning which
Management,
and Scientific R
Engineering an
within the Ope
nd Staffing Plan –
ger also holds th
neer.
ger has five dire
ing the Public A
clear what the
elements are u
ublic Affairs.
rtment for Polic
h includes Asset
Regulatory Affa
Research.
nd Operations h
erations Departm
– Final Report |
he title
ect
Affairs
nder
cy &
t
airs,
oused
ment.
107
108 | Central Contra C
OBSE
Costa Sanitary Dis
RVATIONS
Part of a muc
four Divisions
Laboratory an
Intergovernm
Manager. (Th
strict
ch larger organiz
s.
nd Environment
mental Affairs an
hese functions fa
Figu
zation. Wastewa
tal Services each
nd Public Affairs
all under the Ad
ure 8‐11: East B
ater Departmen
h have own Divi
s Assistants are
dministrative Se
ay Municipal U
nt (in purple abo
ision
assigned directl
ervices Director
tilities District
ove) grouped in
ly to the Genera
for Central San
nto
al
.)
OBSSERVATIONS
Three mem
Administrat
Board.
Public Infor
Follows sta
(O&M)
mber Board, sma
tive Assistants a
rmation Manage
ndard three‐De
Fi
aller agency (<80
are pooled toge
er reports direc
epartment mode
igure 8‐12: Delt
0FTEs).
ther under the
tly to the Gener
el (Business Serv
ta Diablo Sanita
O
supervision of t
ral Manager.
vices, Engineer,
ation district
Organizational an
the Secretary of
, Resource Reco
nd Staffing Plan –
f the
overy
– Final Report | 109