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SanLorenzoValleyWaterDistrictStaffingStudy

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BACKGROUND

ThisreportrepresentstheresultsandrecommendationsoftheStaffingStudy(Study)oftheSanLorenzoValley Water District (District). This report was done as a component of an EnterpriseWide Cost of

ServiceFinancialStudy,whichwillserveasabasisforamulti-yearratestudy.

TheDistrictisanurbanwatersupplierservingcommunitiesinthe136square-mileSanLorenzowatershed

located in SantaCruzCounty. TheDistrict owns andoperates three separatewater systems in an area

characterizedbymountainousterrain,ruralresidentialandlowdensityurbanresidentialandcommercial

activity.AlthoughtheDistrictwasestablishedin1941,theDistricthasexpandeditsserviceareainrecent

yearsthroughtheannexationofamutualwatercompanyandacquisitionofaseparatesystempreviously

ownedandoperatedbyaninvestor-ownedutility.TheDistrictalsoownsandoperatesasmallwastewater

collectionandtreatmentsystemutilizingabio-treatmentprocesswithaleachfieldfordisposal.Thebulk

oftheresidentialcustomerswithintheDistrict’sserviceareautilizeindividualsepticsewercollectionand

disposalsystems.

The District relies on amix of both surfacewater and groundwaterwhich includes nine active stream

diversions, one groundwater spring and eight active groundwater wells. The topography of the San

LorenzoValleyrequirethattheDistrictoperatetheirdistributionsystemthroughaseriesof33hydraulic

pressurezoneswithlimitedabove-groundstoragecapacity.TheDistrictproducesandtreatswaterbased

onimmediatewaterdemand.

The District’s current organizational structure is comprised of 26 employees within five departments:

Administration,Operations,EnvironmentalPrograms,EngineeringandAccounting/CustomerService.The

GeneralManagerreportstoafive-memberBoardofDirectorsanddirectlysupervisesfivedepartmentsor

programmanagers, (SeeOctober2015SanLorenzoValleyWaterDistrictCurrentOrganizationCharton

page4).TheStaffingStudywascommissionedtoreviewandproviderecommendationsutilizingvarious

industrystandardsregardingtheappropriatesizeandscopeoftheorganizationincludingthelaborforce

necessary to provide the required operations, maintenance and administration of the water and

wastewater systems. Any cost impacts resulting from changes to the current organizational structure

wouldbeafactorindevelopingthecostofservicestudy.

Thestaffingstudyincludesthefollowingtasks:

• ConductprojectorientationmeetingwiththeGeneralManager,DirectorofOperations,Finance

ManagerandAdministrativeAssistant/DistrictSecretary.

• Reviewcurrentorganizational structure, reporting relationships, spanof control anddegreeof

cross-functionality.

• Reviewemployeejobdescriptionsandrelationshipsbetweenjobclassifications.

• Designated employeeswere provided PositionDescriptionQuestionnaires (PDQ) to facilitate a

job-matchsurvey.


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• Conduct interviews of designated employees and employeework units to include theGeneral

Manager,departmentmanagers,supervisorsandoperationalpersonneltoassessindividualskill

andtraininglevels.

• Conductinventoryandanalysisofcurrentallocationoflaborandequipmentbytaskandquantify

existingmaintenanceandservicelevelsacrossalloperationalfunctions.

• Conduct site inspection of key components of water and wastewater system to gain an

understandingofthesize,scopeandcomplexityofeachsystem.

• Conduct comparative evaluation and ‘benchmarking’ of existing programs and services to

industrytrendsandbestpractices.

• Identifyopportunitiesforincreasedefficiencyandimprovedservicelevelsthroughutilizationof

consultantsoroutsidelabortoaugmentexistingoperations.

• Developrecommendationsformodificationstoexistingorganizationstructureandaugmentation

ofexistingstaff.

• Prepare Staffing StudyReport to be included in final EnterpriseWideCost of Service Financial

Study.

EXISTINGORGANIZATIONALSTRUCTURE

ThecurrentorganizationalstructureoftheDistrictisconsistentwithoperationsofasmallutilitysystem.

The administration function of the District consists of the Board of Directors, General Manager and

AdministrativeAssistant. Human Resources and Personnel Management are also managed in this

functional area. In addition to the administrative functions there are five primary ‘Departments’

consisting of Administration, Operations, Environmental Programs, Finance/Customer Service and

Engineering. In total, there are 26 staff assigned to these functional areas. The general scope of

responsibilityforeachfunctionalareaordepartmentconsistsofthefollowing:

Administration

• GeneralsupportforanelectedBoardofDirectors,theGeneralManager’soffice,preparationfor

and management of public meetings, committee and community meetings. Preparation of

agendas,minutes,resolutionsandordinancesrelativetopublicpolicypromulgatedbytheBoard

ofDirectorsorGeneralManager.

• Providedirectoversight,coordinationandmanagementofallDistrictservicesandprograms.

• Serveasliaisontovariousindustryandregionalorganizationsaswellaslocalinterestgroups.

• AdministrationoftheDistrict’sstrategicplan,missionandcompliancewithlegalrequirements.

• Preparationandadoptionoflong-rangeplanningdocuments,budgets,establishmentofpolicies

and procedures including adoption of rules and regulations for operations of water and

wastewateroperations.

• ManagementoftheHumanResourceandPersonnelPlanincludingemployeecompensationand

benefitmodel.

• AdministrationandmanagementofofficialrecordsoftheDistrict.

OperationsandMaintenance

• Responsibilityfortreatment,production,anddistributionofpotablewaterforpublichealthand

safetyneedswithintheDistrictsservicearea.

• Operate and maintain stream diversion facilities consistent with existing operating plans and

regulatorycompliancemandates.

• Responsible for maintenance of water quality systems and protocols in compliance with safe

drinkingwaterstandards.


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• Maintenance of potable and non-potable water systems including treatment and distribution

systems,piping,productionandstoragefacilitiesandequipment.

• Responsibilitytocollectwaterconsumptiondatathroughwatermeters,manualandautomated,

andtransmitindividualcustomerdataforpreparationofcustomerbills.

• Responsible forcoordinationwithCustomerServiceDepartmenton individualcustomer issues,

newmeterinstallationsandterminationofservice.

• Providetechnicalsupportforautomatedprocesses,telemetryandSCADAsystems,andprovide

generalcomputersupportforallDistrictfunctions.

• ProvidefortheoperationandmaintenanceofDistrictvehiclesandequipment.

• Responsibleforcoordinationofbuildingmaintenancefunctionseitherthroughin-houselaboror

bycontractadministration.

EnvironmentalPrograms

• Management of environmental programs, compliance monitoring, permits and mitigation

measuresrequiredtooperateapublicwatersystemwithintheSanLorenzoWatershed.

• ManagetheDistrict’sHabitatConservationPlan.

• Interfaceandcoordinateactivitieswithvariousstate, federaland local jurisdictionsonmatters

relatedtoenvironmentalhealth,wildlifeandendangeredspeciesmanagement.

• RepresenttheDistrictonmattersofpublicoutreachandcommunityrelations.

• Conductlocalwaterconservationprograms,publiceducationandassistwithdevelopmentofthe

District’sUrbanWaterManagementPlan.

Finance

• General financialmanagementof theDistrict includingestablishmentofwaterandwastewater

rates,feesandcharges.

• Preparation and administration ofDistrict’s Annual Budget and Expenditure Plan including the

annualaudit.

• Manage the District’s fixed assetmanagement system, depreciation schedules and purchasing

procedures.

• Managethebankingoperationsandinvestmentsincludingaccountsreceivableandpayable.

• ManagetheDistrict’semployeepayrollsystems.

• Provide a ‘full-service’ customer service support function including public counter operations,

telephoniccustomersupport,payments,non-paymentsandcoordinationwiththemaintenance

function for installation of new meters and termination of service and customer water

consumptiondata.

• Management of the District’s financial management software and support for operating

departments.

• Developmentof financial reportsanddocuments for theBoardofDirectors,GeneralManager,

departmentmanagers,bankinginstitutionsandotheroutsidepartiesasrequired.

Engineering

• Responsible for coordinating the technical and graphical engineering functions of the District

including database management, standards and procedures of infrastructure design and

construction.

• Provide technical support to the General Manager and departments related to technical

documents.

• Coordinationwithoutsideengineeringandprofessionalfirmsinthepreparationofdesignplans

andspecificationsfordevelopmentormodificationofDistrictfacilities.

• OverseetheconstructionofallDistrictfacilities.

• Responsible for the maintenance of the District's Geographic Information Systems (GIS),

constructionstandards,andhistoricaldocuments.


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SLVWDCURRENTORGANIZATIONALCHART


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Table ‘A’ below depicts how existing labor is allocated to the five existing functional departmentsincludingthespecificjobtitlesassociatedwitheachdepartment.

TableA

Department PositionTitle No.ofPositionsAdministration GeneralManager 1 AdministrativeAssistant/BoardSecretary 1_______________________________________________________________________________OperationsandMaintenanceDirectorofOperations 1

DeputyDirectorofOperations 1FieldServicesSupervisor 1SeniorFieldServicesWorker 1FieldServicesWorkerII 4CustomerService/FieldRepresentative 2

NetworkSpecialist 1 WaterTreatmentandSystemSupervisor 1 SeniorWaterTreatmentandSystemSupervisor 1 WaterTreatmentandSystemOperator 3 Electrician/InstrumentationTechnician 1 _______________________________________________________________________________________ EnvironmentalPrograms EnvironmentalProgramsManager 1 _______________________________________________________________________________________ Finance FinanceManager 1 CustomerService/AccountingSpecialist 1 CustomerService/AccountsSpecialist 3 _______________________________________________________________________________________ Engineering Engineering/GISManager 1 _______________________________________________________________________________________ TOTALSTAFF 26


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STAFFINGSTUDYISSUESANDFINDINGS

BasedonthecurrentapprovedstaffingplanreflectedinTableAabove,adepartmentalreviewincluding individual staff interviewsand site visitswas conducted togainanunderstandingofhowlaborwasallocatedacrossalldepartments.AnumberoffactorsarecurrentlyimpactingtheDistrict’sabilitytoallocatelaboreffectivelyandprovideadministrativeandoperationalserviceandsupportforasystemthesizeandscopeoftheDistrict.Theseincludebutarenotlimitedtothefollowing:

1. TheDistrictexpandeditsserviceareabyannexingtheMananaWoodsdevelopmentin2006,whichisphysicallylocatedatthesouthernmostpartoftheDistrict.Oneadditionalemployee was included in the annexation, however, that employee has since retiredandthepositionhasnotbeenauthorizedinsubsequentbudgets.

2. In2008,theDistrictexpandeditsserviceareabyacquiringtheFeltonServiceArea.TheDistrict absorbed the cost of maintenance and capital system improvements into itsexisting operations and capital budget without additional labor. The previous utilityoperatorallocatedfivefull-timestafftotheFeltonsystem.

3. CurrentlytheDistricthasapproximately7,500meteredwaterconnectionsand48sewerconnections. The ration of employees to each metered water connection is roughly288:1.

4. There are no infrastructure plans or individual customer data for the gravity sewersystem as well as no pro-active capital replacement program for the sewer systemincludingthetreatmentplant.

5. TheDistrictisnotincompliancewithitswastedischargepermittooperatethesanitarysewersystem.

6. Thecurrentdistributionsystemmaintenanceprogramisheavilyinvolvedinleakrepairsdue to theage, conditionand locationof existing infrastructure. Itwasobserved thatwhenmorethanoneleakoccursatanyonetimerequiringacrewtobedispatchedthatthereareinsufficientstaffingandresourcestofacilitaterepairsinatimelyandefficientmanner.

7. In addition to supporting the Board of Directors and General Manager, theAdministrative Assistant/Board Secretary also serves as the Human ResourcesCoordinatorforallpersonnel-relatedfunctionsand ischargedwithmaintainingofficialrecordsoftheDistrictincludingrecordationofofficialeasementdocuments,ordinances,resolutions and related District policy documents. Approximately 75% of her time or1,560 hours is used to support the Board of Directors, General Manager and officeadministration. This leaves a balance of approximately 520 hours formanagement ofthe human resource function, general administration and management of Districtrecordsandofficialfiles.

8. Legal services are provided to the District by contract either through a retaineragreementas“GeneralCounsel”totheDistrictforroutinemattersoronanas-neededbasis for specialized legal services such as labor and personnel, environmental andwaterrightslaw.

9. The District utilizes a monthly customer billing practice, which has increased therequirements for reading water meters, processing of customer bills and processingcustomeraccountpaymentrecords.


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10. TwoCustomerServiceRepresentatives/FieldRepresentatives(FieldServiceRep.),readmeters three days eachweek.One Field Service Rep. is assigned to customer servicesupportfunctions,i.e.,customernotifications,newmeterinstallations,disconnectionofservice,high/lowpressureconcerns,tasteandorderconcerns.

11. When the Field Service Reps. are not performing meter-related work or performingothercustomerservicefunctionstheyarerequiredtoprovideadditionalsupporttotheField Services group performing routinewater/sewer systemmaintenance. Interviewswithsupervisorystaffindicatethatthefrequencyofthisoccurringisverylow.

12. Thereareanumberoffunctionsthatarenotconsistentwithcurrentjobspecificationsbutrequiredaspartofeithersystemoperationsoradministrationandfinancesupport.

13. Parts of the District’s distribution system are reaching its useful life expectancy. TheOperationsandMaintenanceSectionreplaceapproximately2,500linealfeetofsystemmainlineannually.Someofthisworkissupplementedwithoutsidepipelinecontractors.

14. Due to the existing topography there is limited opportunity to expand the District’sabovegroundstoragecapacity.

15. TheDistrictcurrentlyhasaprogramtomanuallyflushthedistributionsystemannually.16. The District is currently not able to maintain an active preventative or predictive

maintenance program for most aspects of its physical infrastructure. Based oninterviews with operations and maintenance staff, the majority of all work isreactionary. This practice is not sustainable and may ultimately lead to largercatastrophicfailureofcriticalsystemsimpactingpublichealthandsafety.

17. Anumber of routine and criticalwater system functions that should be included in acomprehensivepreventativemaintenanceprograminclude:

a. Inspectionandcleaningofintakestructuresweeklyb. Weeklycheckofallchemicalfeedsystemsc. RoutinechlorineresidualsandBacteriologicalsamplingweeklyd. MonthlyPumpmotorinspectionandlubricatione. Monthlyrecordationofelectricityusageatallpumpsf. Dailytreatmentplantinspectionsg. Weeklyfilterperformanceh. Influentturbidityi. Dailyinspectionofchemicalfeedpumpsj. Conductdailysitesecuritychecksk. Checkandrecordwaterlevelsinstoragetanksdailyl. Quarterly tank inspections: leaks, ladders, roofaccess flowvalvesandchlorine

residualsm. Inspectwellheadsweeklyn. Recordpumpruntimesandpumpcyclestartsdailyo. Weeklyinspectionofboosterpumpstationsp. Recordpumpingratesateachwellorsourceweeklyq. Serviceaircompressorsmonthly

18. The District has a certified laboratory for conducting basic water quality sampling.Currently the Treatment Operators collect water samples for testing. Based oninterviews with Treatment Operations staff as much as 30% of one staff person’savailabletimeisallocatedtothisprogram(Approximately690hours/year)

19. TheDistrictcurrentlyoperatesaseriesofredwoodtanksforwaterstoragethatresultinsignificantlyhighermaintenancethanconventionalpre-stressedconcreteorsteeltanks.


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20. ThemajorityofallwatermetersintheDistrict’ssystemhavebeeninplaceforovertenyears.Thelastmeterchange-outprogramtookapproximatelyfiveyearstocomplete.

21. In addition to maintenance and support of the water systems, the Operations andMaintenance Department is also responsible for routine building maintenance(excludingjanitorial)ofallDistrictfacilities,whichalsoincludeslandscapemaintenance.Between 40 and 60 hours ofOperations andMaintenance staff time are required formaintenanceoflandscapeareasonDistrictpropertymonthly.

22. There isnoadministrativesupportor simpleclerical support for theMaintenanceandOperationsDepartment,whichisphysicallylocatedacrossthestreetfromtheDistrict’sadministrativeoffices.CurrentlythevariousdepartmentsupervisorsandtheDirectorofOperationshandlethiswork.This isvaluable timethatcouldbeusedonmaintenancefucnitons.

23. Employeetimeoffofworkrelatedtotheuseofemployeeearnedvacationtime,timeoffforrequiredtrainingandtheuseofsickleaveisimpactingoverallproductivityduetothesizeandlimitationofexistingstaff.

24. There are no written standard operating procedures for most operating systemsincludingoperationofthetreatmentfacilitiesandpreventativemaintenancefunctions.

25. TheDistrict’smappingsystemisconvertingtoaGeographicaldatabaseprogram.Fieldcrews continue to utilize a ‘hard-copy’ paper mapping system to record changes orimprovements.TheEngineeringDepartmentisresponsibleforcoordinationofthedataintoanelectronicformat.

26. TheDistricthasnoofficialsafetycoordinator.TheFieldServicesSupervisoracts inthiscapacity on an as needed basis. The Finance, Customer Service, Engineering andEnvironmentalProgramsstaffdonotparticipate.

27. In some locations,water service is providedby above-groundpiping.Due to cost andbudgetconcerns,aprogramtorelocateandburythepipehasnotbeeninitiated.

28. Staff who supervise others and perform the annual performance evaluation forsubordinate staffhavenot received formal trainingonconducting theevaluation.TheAdministrative Assistant/Board Secretary provides a paper evaluation form. Similarly,supervisor staff have not received comprehensive training on administration of theprogressivedisciplineprocess.The industrypractice is forstaffassignedto thehumanresourcefunctionprovidethistraining.

29. ThereisnocomprehensiveDistrict-widetrainingprogram.ThecurrentpracticeisfortheDirector of Operations and Finance Manager to develop and provide training withintheirspecificdepartments.TheEngineeringandEnvironmentalPrograms’departmentswerenotincluded.

30. The Engineering function operates as an independent program managed by a singlestaffposition.Therangeofservicesmanaged in this functionalareareflect thetypicalmunicipal engineering utility operations including projectmanagement, infrastructuredesign coordination, GIS and mapping, and administration of capital projects.Infrastructuredesignand landsurveywork isoutsourced toprivateengineering firms.The engineering function coordinates closely with the Operations and MaintenanceDepartment.RoutineengineeringfunctionssuchasmaintainingtheDistrictsGISsystem,preparation of “as-built” documentation of infrastructure modifications and capitalprojectmanagementwas lacking inmany areas. This positionwas vacant at the timethisStaffingStudywasconducted.


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31. Staff in theFinance/CustomerServiceDepartmentare required tobecross-trainedonthevariousdepartmental functions toaccommodate forabsence related tovacations,trainingandsickleave.

32. The Finance/Customer ServiceDepartmentwill assumeprogrammanagement for theDistrict’s cross-connection program including testing verification, certification andrecordsmanagement.

33. TheCustomerServiceandFieldServicefunctionsoperateinseparatedepartmentsbutare required to closely coordinate activities. The Customer Service function relies onfieldmaintenancestafftoperformvariousmeterandcustomer-relatedfunctionsbutdonotdirecttheiractivitiesormanagetheirworkschedule.

34. TheNetworkSpecialistalsoprovidessupporttootherdepartments includingset-upofthe boardroom for publicmeetings, prepare specifications for vehicle and equipmentpurchases, coordination of vehicle maintenance program, web site maintenance andpreparationofvariousreports.

35. TheEnvironmentalProgramsManageristhesolestaffpositionresponsibleforavarietyof environmental programs including environmental compliance and monitoring, theDistrict’s conservation and public education programs and grant administration. ThispositionreportsdirectlytotheGeneralManager.Thescopeofresponsibilitywithinthisfunctional area has grown considerably corresponding to mandated programmanagement responsibilitiesaswellas implementationofbestmanagementpracticesforawater/wastewaterutilityoperatingintheSanLorenzoValleywatershed.Therangeof responsibilities in this functional area is greater than a single staff person caneffectively manage. A number of efforts such as developing and administering acomprehensiveconservationandpublicoutreachprogram,conductingwaterauditsandidentifying and securing grant funding are not being performed or performed at lessthanoptimalstandards.

SUMMARYOFRECOMMENDATIONS

A number of potential changes or modifications to the current organizational structure arerecommendedtoachievethestudyobjectiveofidentifyingtheoptimalstaffingplanforawaterandwastewaterutilitythesizeandscopeastheDistrict.Inconsideringtheserecommendations,various industry standards were applied including the American Water Works Association,AmericanPublicWorksAssociation,theCaliforniaSocietyofMunicipalFinanceOfficers,industrybest practices and previous consultant engagements of similar size and scope. The followingrepresentsasummaryoftherecommendationscontainedinthisstudy:

• It is recommended that the Human Resource function be reassigned to the FinanceDepartmentandcreateanewFinanceandAdministrationDepartment.KeyaspectsoftheHumanResourcefunctionarecloselytiedtothefinancialoperationsoftheDistrict.Theseincludepayrollandbenefitadministration,healthcareadministration,employeepension management, agency wide self-insurance programs and new employeeorientation. Moving theHumanResource function to this newdepartmentwill allowthe Administrative Assistant/District Secretary to focus on additional administrativesupportfunctionsfortheBoardandGeneralManageraswellasgeneraladministration.(SeeStaffingStudyIssuesandFindings,No.7).

SanLorenzoValleyWaterDistrictStaffingStudy10

o Re-structure the current Finance Manager’s job description to includeresponsibility for oversight andmanagement of thehuman resource function.Thepositionshouldbere-titledtoDirectorofFinanceandCustomerServiceandwillreporttotheGeneralManager.

o CreateanewHumanResourcesandSafetyCoordinatorpositionresponsibleforall management and coordination of human resource and safety programadministration.

• ItisrecommendedthattheEnvironmentalProgramsfunctionbereorganizedtoreflectthe expanded scope of responsibility and requirements of this functional area. (SeeStaffingStudyIssuesandFindingsNo.34).

o Reclassify the Environmental ProgramsManager to Director of EnvironmentalProgramsreportingtotheGeneralManager.

o Create a new Conservation Coordinator position responsible for all demandmanagement programs and coordination of customer outreach and publicrelationsefforts.

o CreateanewEnvironmentalPlanner/GrantCoordinatorpositionresponsibleforcoordinating permit compliance, (CEQA, NEPA and Federal and Stateregulations), watershed and habitatmanagement programs andmanagementofexistingwaterresources.Positionwillalsoprovidemanagementsupportforidentifyinggrantopportunities,preparinggrantapplicationsandadministeringgrantfundedprograms.

• ItisrecommendedthattheengineeringfunctionbereorganizedtoreflectthefunctionaldemandsoftheDistrictwithanewEngineeringandOperationsDepartment.

o Reclassify the Director of Operations position classification to Director ofEngineering and Operations with program administration and coordination ofboththeOperationsandEngineeringfunctions.

o Reclassify the Engineering/GIS Manager position classification to ProjectManager with management responsibility for capital projects, watershedimprovement projects, coordination of environmental restoration projects,infrastructure and operations support and oversight of the Districts GIS andmappingprograms.

o CreateanewGIS/CADCoordinatorpositionresponsibleformanagementoftheDistrict GIS andmapping, coordination of capital project design, updating theDistricts‘as-built’drawings,maintenanceofstandardizedplans,conversionanddevelopment of the Districts mapping to a digital data base platform andintegrationoftheGISwiththecustomerservicedatabase.

o ReclassifythereportingrelationshipoftheNetworkSpecialisttoindicatedirectsupervisionprovidedbytheProjectManager.

• Itisrecommendedthatthelaborassociatedwiththemeterreadingandfieldcustomer

service functions be reallocated to the proposed Finance and Administration


Department. The Customer Service and Field Services staffs routinely manage allcustomerand internalgeneratedserviceorders.Newmeter installation,conversionofmeterstoautomatedreadingand“tagging”or“lock-off”ofmetersfornon-paymentareinterrelated to the Customer Service and Finance functions. The labor impactsassociatedwith conversion tomonthlymeter reading has reduced the available laborthatwasoriginallyassignedtothemaintenancefunctionsbyapproximately1,200hoursannually. The reallocationof labor to thisareawill allow theDistrict toaccelerate itsmeter replacement program in line with industry standard’s 10-year replacementschedule.(SeeStaffingStudyIssuesandFindings,No.19).

o CreateanewLeadFieldServiceRepresentative(LeadFSR)positionreportingtothe Director of Finance and Administration responsible for all meter servicesandfieldservicesprogrammanagement.Thispositionmaybefilledthroughaninternalrecruitment.

o Create a new Lead Customer Service Representative (Lead CSR) positionreporting to the Director of Finance and Administration. The Lead CSR willrelievetheDirectorofFinanceandAdministrationofroutinecustomersupportfunctions allowing her to focus on more complicated financial and strategicissuesinsupportoftheBoardofDirectorsandGeneralManager.

o RetitlethetwoexistingCustomerService/FieldRepresentativestoFieldServiceRepresentatives.Considerationshouldbegiventocreatinga jobseriesforthisclassification(FSRI,FSRIIandLeadFSR).

o Retitle the existing Customer Service/Accounts Specialist to Customer ServiceRepresentatives(CSR).Considerationshouldbegiventocreatingajobseriesforthisclassification(CSRIandCSRIIandLeadCSR).

• It is recommended that a new Accountant position be created in the Finance andAdministrationDepartmentreportingtotheDirectorofFinanceandAdministration. Inthe current organizational structure the Finance Manager is supported largely by aCustomer Service/Accounting Specialist with limited support from a CustomerService/Accounts Specialist and is responsible for all finance, accounting, FSLAcomplianceandbudgetfunctions.Thisalsoincludespurchasing,banking,inventoryandfixed asset management and payroll administration. Due to the limited staff hoursavailable,anumberofaccountingandfinancialmanagementfunctionsaredeferredornotundertakenwhichincludewaterrateandrevenueforecasting,costaccountingandcustomer account management. A review of how the Finance Manager’s time isallocatedindicatesthatroughly20%or400hoursoftimeisspentonessentialfinancialmanagementfunctions.Thisrepresentsapotentialdeficitof10-15%oftimeneededtoadequately support this function. Additionally, approximately 20% of the FinanceManager’stimeiscurrentlyallocatedtomeetingattendanceandmeetingpreparation.Based on the current Board and Committee meeting structure as well as internaldepartment manager meetings, the time allocated to meeting preparation andattendance is consistent with the demands of the position. Creating the Accountantpositionwill allow theDirectorofFinanceandAdministration to focusonhigher-levelfinance and personnel administrative functions. The Finance Manager position isconsideredan ‘executivemanagementposition’providing strategic leadership supporttotheBoardandGeneralManager.

o CreateanewAccountantpositionandjobseries


o Retitle the Customer Service/Accounting Specialist position to AccountingTechnician

• It is recommended that additional maintenance staff be added to the Field Services

Sectionincreasingthetotalstaffallocationplanfromfivetoeightfull-timepositionsasfollows:

o Create a second Senior Field Service Worker position reporting to theDistributionSupervisor

o Create twoadditional Field ServiceWorkerpositions (Reflectiveof additionofLompicoservicearea).

The existing and projected maintenance demands of the District’s water andwastewater system require a labor commitment sufficient to develop a preventativemaintenanceprogramthat includesconstructionrelatedactivitiessuchas leakrepairs,hydrant repairs, service lateral replacement and simple mainline repair and/orreplacementandtrenchrepair.Thisadditionallaborrequirementcorrelatestobetween6,000 to 7,000 staff hours on an annual basis or slightly more than three full-timepositions.(Therecommendationprovidesforanallowanceforvacation,sick leaveandtraining). The addition of a second senior level position will also provide additionalsupervisioncoverageinthefieldorintheabsenceoftheSupervisor.Thebalanceofthemaintenancestaffshouldbeallocatedtosystem-widepreventativemaintenance functions including developing a valve-exercising program, storagereservoir maintenance including float valves, emergency line flushing pump siteinspectionandfacilitymaintenance.

• ItisrecommendedthatanewFieldServicesCoordinatorpositionbecreatedwithinthe

MaintenanceandOperationsDepartment.Thispositionwouldberesponsible forsuchtasks as coordinating initiation and closure of work orders, time keeping for payroll,administrative support for the Director of Operations and department supervisors,coordination of material receiving and payment of invoices with the FinanceDepartment,recordkeeping,andrelatedadministrativeactivities.

• ItisrecommendedthatadditionalstaffbeaddedtotheWaterTreatmentandSystems

Sectionincreasingthetotalstaffallocationfromsixtoninefull-timepositionsasfollows:

o Create two additional Water Treatment and System Operators (One positionreflectingadditionofLompicoservicearea).

o Create a new Electrician position reporting to the Electrician/InstrumentationTechnician

TheexistingandprojectedmaintenancedemandsoftheDistrict’swatertreatmentandproduction facilities require a labor commitment sufficient to develop a preventativemaintenanceprogramthatincludesthefunctionsidentifiedintheStaffingStudyIssuesandFindingsSection,No.16. Theadditional laborrequirementcorrelatestobetween6,000and7,000staffhoursonanannualbasis. (Therecommendationprovides foranallowanceforvacation,sickleaveandtraining).


• Itisrecommendedthatthelaborandequipmentassociatedwithremovaloftreatmentplant sludge by-products be reallocated to outside contractors. Based on interviewswith Maintenance and Treatment staff, this will create an opportunity to relocatebetween40-60hoursannuallytomorecriticalsystemmaintenancefunctionsincludingpreventiveandpredictivemaintenancerequirements.

• It is recommended that the labor and equipment associated with maintenance of

landscaped areas in or adjacent to District facilities be reallocated to outsidecontractors.BasedoninterviewswithMaintenanceandTreatmentstaff,thiswillcreatean opportunity to reallocate between 70-90 hours annually to more critical systemmaintenancefunctionsincludingpreventativeandpredictivemaintenancetasks.

Table‘B’onthefollowingpagedepictshowexistingandproposedlaborwillbeallocatedacrossthe organizational structure including job titles associated with each function based on therecommendationsinthisStudy.(DevelopmentofspecificjobtitleswasnotpartofthescopeoftheStaffingStudyandserveonlytorepresenta“placeholder”foraproposedposition.)Table‘C’onthefollowingpagedepictsthechangeinstaffallocationbydepartment.


TableB

Department PositionTitle No.ofPositionsAdministration GeneralManager 1 AdministrativeAssistant/BoardSecretary 1OperationsandMaintenance DirectorofOperations 1 DeputyDirectorofOperations 1 FieldServicesSupervisor 1 SeniorFieldServicesWorker 2 FieldServicesWorkerI/II 6 NetworkSpecialist 1 WaterTreatmentandSystemsSupervisor 1

SeniorWaterTreatmentandSystemOperator 2 WaterTreatmentandSystemOperator 4 Electrician/InstrumentationTechnician 1 Electrician 1

Engineeringand DirectorofEngineeringandEnvironmentalPrograms 1EnvironmentalPrograms EngineeringTechnician 1 EnvironmentalProgramsTechnician/Planner 1

FinanceandAdministration DirectorofFinanceandAdministration 1 HumanResourcesandSafetyCoordinator 1 LeadFieldServiceRepresentative 1 FieldServiceRepresentativeI/II 2 LeadCustomerServiceRepresentative 1 CustomerServiceRepresentative 2 Accountant 1 AccountantTechnician 1 TOTALSTAFF 36NoteToTableB:PositionsshowninBOLDprintrepresentnewpositionsorretitledpositions.ThenumberofpositionsshowninBOLDprintreflectsachangefromthecurrentstaffingallocationplan.


TableCDepartment ExistingStaffAllocation ProposedAllocation

Administration 2 2OperationsandMaintenance 17 21EngineeringandEnvironmentalPrograms 2 3FinanceandAdministration 5 10 TOTALS 26 36


EXHIBITSTOTHESTAFFINGSTUDY

Exhibit1–FunctionalOrganizationChart

NotestoExhibit1:(1)TheFunctionalOrganizationChartistheproposedreorganizationofresponsibilitiesbydepartmentand

functionasproposedintheStaffingstudy.(3)IndividualfunctionsshowninREDundertheproposedEngineeringandOperationsandFinanceandAdministrationDepartmentsreflectfunctionsandprogrammaticresponsibilitiespreviouslymanagedintheOperationsorEngineeringDepartmentsinthecurrentorganizationalstructure.

ADMINISTRATION

EngineeringandOperations

EnvironmentalPrograms

Finance&Administration

• BoardofDirectors• GeneralManager’sOffice• DistrictAdministration• StrategicPlanning• LegislativeandSpecialProjects• GovernmentalAffairs

• WaterTreatment&Production• StreamDiversions• DistributionSystem• SanitarySewerSystem• Construction• Facility&SiteMaintenance• NetworkSupport,SCADA&

Telemetry• FleetMaintenance• CapitalProjectMgt.• GIS/CAD• SystemMasterplanDevelopment

• ESA&HabitatMgt.• EnvironmentalCompliance• WatershedMgt.• UWMP• ConservationProgram• PublicRelations&Education• GrantAdministration

• GeneralFinanceSystemMgt.• Budget&AnnualAudit• AP/AR• Banking&Investments• Payroll&BenefitAdministration• FixedAssetMgt.• Purchasing• CustomerServiceOperations• MeterReading&Maintenance• HumanResources/PersonnelMgt.• CoordinationofSafetyPrograms• EmployeeTraining• EmployeeBenefitAdministration



Exhibit2–Engineering&OperationsFunctionalOrganizationChart

AndProposedStaffingAllocationPlan

WaterTreatmentSupervisor(1)

DistributionSupervisor(1)

ManagerofOperations(1)

• SeniorWaterTreatmentOperator(2)• WaterTreatment&SystemOperator(4)• Electrician/InstrumentationTechnician(2)• SeniorFieldServiceWorker(2)• FieldServiceWorkerI/II(6)

DirectorofEng.&Operations

NotestoExhibit2:Currentapprovedstaffingallocationplan–17 Proposedstaffingallocationplan-24

ProjectManager(1)

FieldServicesCoordinator(1)

GIS/CADSpecialist(1)

NetworkSpecialist(1)



Exhibit3–FinanceandAdministrationFunctionalOrganizationChartAndStaffingAllocationPlan

NotestoExhibit3:FSR–AbbreviationforFieldServiceRepresentative CSR–AbbreviationforCustomerServiceRepresentative

Currentapprovedstaffingallocationplan–5Proposedstaffingallocationplan–10

DirectorofFinance&Admin.(1)

SeniorFSR(1)HR&SafetyCoordinator(1)

Accountant(1) SeniorCSR(1)

• FieldServiceRepresentativeI/II(2)

• AccountingTechnician(1) • CustomerService

RepresentativeI/II(2)

SanLorenzoValleyWaterDistrictStaffingStudy 19


Exhibit4–SLVWDProposedOrganizationChart

NotestoExhibit41) Solidcolorboxesrepresentexistingpositions.2) YellowboxeswithredoutlinerepresentnewpositionsresultingfromLompicomerger.3) YellowboxeswithredoutlinerepresentpositionsfundedintheFY2017budget.4) Greyboxesrepresentproposednewpositioninstaffingstudy.

slv report proofed rev 1best practices and previous consultant engagements of similar size and...

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