HomeMy WebLinkAbout22- Personnel CITY OF SAN BERNA INO - REQUEST FC COUNCIL ACTION
BARBARA DILLON RECLASSIFICATION OF FIRE
From: Subject: INVESTIGATOR POSITION FROM
PERSONNEL P-2 TO P-4
Dept:
Date: APRIL 6, 1995
Synopsis of Previous Council action:
• On October 3, 1994 the Mayor and Common Council approved Resolution 94-296
amending Resolution No. 6429, Section 3, Establishing a Basic Compensation Plan for
Officers and/or Employees of the Police and Fire Departments of the City of San
Bernardino.
• On April 6, 1995, the Council Personnel Committee recommended this item for approval.
Recommended motion:
1. Reclassify the position of Fire Investigator (P-2), $3,757 - $4,444/month to the rank of
Fire Captain (P-4), $4,695/month.
2. Direct the Personnel Department to update Resolution 6429, Section Three, to reflect this
-"�"-� • ' "'• r particular action.
6 AFr g ?_ ;c,
///--y J J
Signature
Barbara Dillon 384-5161
Contact person: Phone:
Yes
Supporting data attached: Ward:
FUNDING REQUIREMENTS: Amount: $3,012/Year 1
Source: (Acct. No.) 001-201-5111
Materials & Supplies
(Acct. Description)
1.
Finance: :
Council Notes:
Z/--
o
75-0262 Agenda Item No. Q
CITY OF SAN BERNA. .a1NO - REQUEST F4.d COUNCIL ACTION
STAFF REPORT
SUMMARY
In a memorandum dated October 4, 1994, from Will Wright, Fire Chief, to Barbara Dillon,
Director of Personnel, Chief Wright requested that the position of Fire Investigator be
reclassified from a P-2 ( Fire Investigator) to a P-4 (Fire Captain rank).
Barbara Dillon requested and received authorization from Shauna Clark, City Administrator, to
perform an analysis of the Fire Investigator position for presentation to the Council Personnel
Committee.
ANALYSIS
Personnel staff analyzed the ten cities selected for setting fire safety employees' salaries for
1994, in accordance with the City Charter, Section 186. The ten cities selected were compared
by class title and salary of the individual performing the duties of the Fire Investigator. Results
are summarized in Exhibit A.
Owing to the organizational structure of fire departments in the agencies designated for the
Charter 186 survey, three methods were used to compute salaries for the position of Fire
Investigator:
1. Used title and salary for the individual performing Fire Investigator duties;
2. For cities or agencies which did not have a similar position, an average salary was
created (per City Charter, Section 186) from the Paramedic/Fire Fighter and Fire
Engineer classifications or, in some cases, from the Fire Engineer and Fire Captain
classifications; and,
3. In cities where a pre-approved salary increase would occur between August 1, 1994 and
July 31, 1995, an average monthly salary was computed, factoring in the salary
increases.
As shown in Exhibit A, five of the ten cities/agencies have a similar title to our Fire
Investigator; and five of the cities do not have a single comparable classification and use one or
more classifications to perform the duties of the Fire Investigator. The average salary for the
ten cities selected for Charter 186 for the 1994-95 year is $4,444/month.
Another analysis was made of the ten cities used for the Charter 186 salary setting by comparing
the organizational structure of the Fire Investigation Division of each of those respective fire
departments. In nine of the ten cities, the division head holds the rank of a Fire Captain or
higher. Some cities use a Battalion Chief. Others use a Division Chief or Fire Marshal.
5-0264
According to a memorandum from Guy Burdick, Fire Marshal, to Barbara Dillon, dated
November 15, 1994, responsibilities of the Fire Investigator position are mostly supervisory and
managerial in nature. Regular duties of this position include:
• Supervising four shift fire investigators and other company officers as needed;
• Conducting comprehensive investigations to determine cause and origin of fires;
• Coordinating ongoing investigations;
• Conducting fire investigation training for shift investigators and all suppression
crews;
• Preparing cases for submittal to the District Attorney's office.
COSTING
The current Fire Investigator salary, as set August 1, 1994, is $3,757 - $4,444 per month. The
current salary for Fire Captain is a flat rate of $4,695 per month. The difference is $251 per
month, based on Step 5 of the Fire Investigator position. This is an annual salary difference
of$3,012. There is only one position of Fire Investigator in the Fire Department. Currently,
the position is vacant due to the retirement of the incumbent in August of 1994 and is being
filled on an interim basis with a Fire Captain.
Fire Department management staff has identified a funding source to pay for the position
upgrade. They may transfer funds from their Materials and Supplies account. There is no
current requirement for new safety equipment and supplies.
RECOMMENDATIONS
Based on the survey data, the following is recommended:
• Develop a current job description for the position of Fire Investigator. Personnel staff
will coordinate with Fire Department and Civil Service staff to ensure that representative
duties, minimum qualifications, and applicable knowledges, skills and abilities are
properly represented in the description.
• Propose the reclassification of the Fire Investigator position from a P-2 to a P-4 (Fire
Captain rank) for the consideration of the Council Personnel Committee. Upon
recommendation, the reclassification will be presented to the Mayor and Common
Council for approval, in accordance with provisions of the City Charter, Section 186.
• After the reclassification has been approved by the Mayor and Common Council and the
job description has been approved by the Civil Service Board, a recruitment may be
conducted for the reclassified position.
Exhibit: "A" Fire Investigator Comparison
AGENDA:SR.FIRE.INVEST.ANALYSIS 4/F/95 dm
FIRE INVESTIGATOR
COMPARISON
EXHIBIT A
City Title Salary
Berkeley Fire Prevention Inspector $3,248 - $3,853
Irvine Average of Fire Engineer and Fire Captain $3,373 - $4,528
Mission Viejo Average of Fire Engineer and Fire Captain $3,373 - $4,528
Santa Rosa Fire Inspector $3,722 - $4,469
Orange Fire Investigator $4,492 44,492
Riverside Fire Investigator (Engineer) $3,933 - $4,337
Modesto Average of Fire Engineer and Fire Captain $4,033 - $4,393
Thousand Oaks Fire Investigator Specialist $4,177 - $4,796
Simi Valley Fire Investigator Specialist $4,177 - $4,796
Chula Vista Average of Fire Engineer and Fire Captain $3,039 - $4,247
AVERAGE $3,759 - $4,444
CITY OF SAN BERNA .DINO - REQUEST F0. COUNCIL ACTION
BARBARA DILLON PUBLIC SERVICES DEPARTMENT
From: Subject: REORGANIZATION
Dept: PERSONNEL
Date: APRIL 6, 1995
Synopsis of Previous Council action:
• On November 14, 1994, the Director of Public Services presented Public Services
department goals and objectives to the Mayor and Common Council, City Administrator
and other City Departments.
• On April 6, 1995, the Council Personnel Committee recommended this item for approval.
Recommended motion:
1. Establish and/or add the following positions, effective July 1, 1995, initiating recruitment as soon as positions are approved by
the Mayor and Common Council:
a. One (1) Street Superintendent, Range 4472, $4,674 - $5,681/month.
b. One (1) Senior Secretary, Range 3341, $2,433 - $2,956/month.
c. One (1) Typist Clerk III, Range 1267, $1,681 - $2,044/month.
d. One (1) Tree Trimmer 11, Range 1319, $2,179 - $2,649/month.
e. One (1) Abatement Aide, Range 1279, $1,785 - $2,170/month.
f. One (1) Maintenance Supervisor, Range 2389, $3,090 - $3,755/month.
g. One (1) Heavy Equipment Operator, Range 1324, $2,234 - $2,716/month.
h. One (1) Automotive Parts Specialist, Range 1282, $1,812 - $2,202/month.
i. One (1) Administrative Analyst, Range 4380, $2,954 - $3,591/month.
(cont'd) Signature
Barbara Dillon 384-5161
Contact person: Phone:
Supporting data attached: Yes Ward:
FUNDING REQUIREMENTS: Amount: Net Savings of$94.450 to General Fund/Year 1
Source: (Acct No ) Varian (attached)
(Acct. Description) Salaries, Permanent/Full-Time
Finance:
Council Notes:
y-i7-
7 s.n5162 Agenda Item No.—
CITY OF SAN BERN► .DINO - REQUEST FC . COUNCIL ACTION
BARBARA DILLON PUBLIC SERVICES DEPARTMENT
From: Subject: REORGANIZATION
Dept: PERSONNEL
Date: APRIL 6, 1995
Synopsis of Previous Council action:
• On November 14, 1994, the Director of Public Services presented Public Services
department goals and objectives to the Mayor and Common Council, City Administrator and
other City Departments.
• On April 6, 1995, the Council Personnel Committee recommended this item for approval.
Recommended motion: (cont'd)
2. Implement salary adjustments from weed abatement job audit, for an increase of approximately $800 year one, effective July 1,
1995.
3. Transfer one(1)Auto Body Repairperson, Range 1326, $2,256-$2,743/month,from the Fleet Division to the Refuse Division,
effective July 1, 1995.
4. Eliminate the following positions, effective July 1, 1995:
a. One (1) Maintenance Carpenter, Range 1321, $2,201 - $2,675/month.
b. One (1) Maintenance Worker 1, Range 1279, $1,785 - $2,170/month.
c. One (1) Maintenance Worker Il, Range 1299, $1,972 - $2,397/month.
d. Two (2) Lead Maintenance Workers, Range 1334, $2,348 - $2,854/month.
e. Two (2) Tree Trimmers, Range 1319, $2,179 - $2,649/month.
f. One (1) Motor Sweeper Operator, Range 1309, $2,073 - $2,520/month.
g. One (1) Storekeeper, Range 1272, $1,724 - $2,095/month: 4 °A'2 `� -� ':�e
Signature
5. Direct the Personnel Department to update Resolution No. 6413,Sections Ten, Eleven and Fourteen, to reflect the above actions.
Contact person: Barbara Dillon Phone: 384-5161
Supporting data attached: Yes Ward:
FUNDING REQUIREMENTS: Amount: Net Savings of $94,405 to General Fund/Year 1
Source: Acct. No. Varied (attached)
Salaries,Permanent/Full-Time
(Acct Description)
Finance:
Council Notes:
ACCOUNT DESCRIPTION
PUBLIC SERVICES REORGANIZATION
001-000-4815
001-401-5011
001-402-5011
001-404-5011
001-406-5011
001-407-5011
127-411-5011
257-602-5011
635-341-5011
CITY OF SAN BERNA. "DINO - REQUEST FO` COUNCIL ACTION
STAFF REPORT
SUMMARY
This reorganization plan is proposed to assist the Department in taking more of a proactive
approach in the accomplishment of maintenance activities. These recommended reassignments
and reclassifications are required to successfully implement the new "Goals and Objectives" of
the Department and to begin, monitor and evaluate the new programs that are planned. Re-
defining roles and responsibilities of department staff;improved paperwork processing and service
request tracking; and enhanced preventive maintenance scheduling for all street and fleet activities
are recommended and designed to enhance the operational effectiveness of the Department.
The recommended changes in this reorganization will result in a savings of $32,200 overall.
However, the significance of the changes will be realized in the General Fund. The net impact
on the General Fund will be approximately $94,450 in salary savings. The majority of the
recommended changes will be funded through the Street Lighting account, $28,500 and the
Refuse Fund $90,750.
STAFF REPORT
During the last seven (7) months, the Public Services Department has been reviewing the
operation and organizational structure of its Street and Fleet Maintenance Divisions. The Refuse
Division was not included in this portion of the review. Staff has deferred this review until the
Department is prepared to implement the "City Wide Residential Recycling Program." This
review, Streets and Fleet, emphasized proper maintenance and personnel management, and the
Department's ability to provide quality services to the community.
During this same time period, the Department developed and presented a series of "Goals and
Objectives" to the Mayor, City Councilmembers and City Administration. The following two (2)
objectives were expressed in this presentation.
• The primary objective of the Department is to enhance the appearance of
the community by providing an aesthetically pleasing environment to the
motoring public, the citizens and businesses in the community.
• The second objective of the Department is to implement proactive
preventative maintenance programs in each division of the Department.
These programs are being developed to provide aggressive and measurable
maintenance programs, that will improve the level of service and enable
the Department to accomplish a higher volume of work at a lower cost.
While this review was being conducted, significant effort was also devoted to the review of the
structure and staffing levels for both divisions. Staff levels were compared to the primary
functions of each division to determine required staffing to properly accomplish each of the
established "Goals and Objectives" (Attachment A) of the Department. Key managers in the
Department have been consulted and are involved in the development of the proposed staff level
changes.
Public Services Reorganization
Staff Report
March 27, 1995
Page 2
Several internal position reassignments are taking place, which involve duty assignment changes
that fall within existing position job descriptions. These reassignments will assist in the
implementation of the "Goals and Objectives" of the Department and the new programs that are
being planned to accomplish the actual performance of each related field task assigned to the
divisions at no additional cost to the City. While the internal reassignments will address many
of the Department's needs, to successfully implement the new "Goals and Objectives"
(Attachment A) several position changes are being recommended.
These recommendations include additions, deletions and reclassifications. It is important to note
that the recommended changes will not increase the number of employees (224) in the
Department. For ease of review and implementation, the Departments reorganization has been
broken into three (3) phases of a planned transition schedule.
"Phase I Transition" includes the current recommended position changes for both the
Street Maintenance and Fleet Maintenance Divisions of the Department.
"Phase II Transition" will address changes and reorganization of the Refuse Division.
This phase will be presented as soon as the new recycling program is approved.
"Phase III Transition" will include final recommendations following an evaluation period
of both Phase I and II transition periods.
On page 3 is a chart summarizing the revised position classifications and the positions that are
recommended to be transferred or eliminated from the Department.
The final analysis projects that the combination of these recommended position changes would
decrease the Department's personnel budget by approximately $32,200. However, $57,000
identified as a savings from the elimination of two (2) Tree Trimmer positions is currently being
used to fund the contract tree trimming program. Staff is recommending that this practice
continue and that this money allocated for this purpose continue on a permanent basis.
FINAL ANALYSIS
GENERAL FUND SALARY SAVINGS $151,450
SHIFT FROM SAVINGS TO TREE TRIMMING $ 57,000
CONTRACT
NET SAVINGS TO GENERAL FUND $ 94,450
The changes recommended in this report will not begin until July of this year and therefore will
be included in next fiscal year's budget. However, staff is recommending that the Department
begin the recruitment process as soon as the Department's reorganization is formally approved
by Council.
.-.i-.i-.^^—^—.--.— O^
O O O O O O O O O O
.a o 0 0 0 0 0 0 0 0 °O .a O o 0 0 0 0 0 0 0 0 °o
00 00 ° 00000 0o e Oo00000vnv^ o
H N C) 0 O ° �/'�O O v1 ,_., 00 t� O O " N N o0
O oo t` O a\ [� [� O N M t` M N
F � 64 66Qqsssoaess � � Qq 6 F �scs� vsv4bsssvqess9csj
� z N O �n � w z
w a N N v � W .;
a w es s9 sss sR, a w
a �
F ~ o 00 °O ° w C C 0
W x O n o
ri �1 ro,4, � � ss � .a ��
F
a
e
U o e C.
w —— — o
z O o o O ° O to oo °O o0 00 0 °O oo °0 0
W p o to c> C) O v? Ooo00 W� n0 C-
O z vi N O z ,AZ, ^' 00 t- O � N N 00 N
F W � N N N W �t N en � t- M 't N M O O
e U' 66, 6s 64 ss ds vj 69 vs ss C7 w sys sus O O
U � N
N
� M
U 00
E y en ^
0
o
otn o 3 ° i LJ
o o ti 0
y a`i a`i 3 3 a`i V �
W)
bCen E � 0 oo
cd c U � �
t, o " -F) 0 y U 3 3 c E t c . 06 v1
91.
0 v'-, .. O F C7 a ❑ a O .
0 b O O z c c c
w Y •b ca � E �0 a¢i O F c c c (U W b y p U H Z
cn ' c E c c c c c c c° T E
0 N
bA O Ln v, E. F ¢ � x ¢ E~ ¢ O wwwwwwwwF- .�
a - Ne^ v 'n `or °00C; 0000000000
W �
O G CQ h
a O
m �
U
� w
cc
w a
w �
0
a
P4
N
N �
E-i m O
w a x w
A�A H
Z AU
W v� a
W o
�
U w
� a
U w O A H
U
a U
z x
H (Y1 H
Ea FA 'al �
� U
P4
N U
N U N z
H 0 3 C7
A—1 H U 4J r=U
IL-
En
Ei �o
cd
H 4-1 >
F:4 0 3
O
W N
H H (Y)
cz En
H
EA
z En w h
a a w
H a
a : m
w a H A U
N W
CD in
W �A
O
w a x a y
a H
tWl�
CN
0
o
U
� Wo
H
A r-1
A P:
LE N X W
z
H
HH a �4
U] W m
H N U
U W
z
A C�4 U L7
H
w
x rn 4
3 a
m rxw
F:4 0
Public Services Reorganization
Staff Report
March _27, 1995
Page 6
The following is a summary of the first phase of the proposed reorganization of the Department
including a brief description of each affected position, anticipated costs and how the
recommended positions will be funded. It is also important to note that these recommendations
do not increase the number of allocated positions in either Division. Pages four (4) and five (5)
are copies of the proposed and current Departments organizational charts.
1. Street Superintendent
This position will be responsible for supervising the Street Division and six (6) section
supervisors. The position will designate daily work assignments, coordinate preventative
maintenance programs and projects that are shared by multiple supervisors, ensure proper
response to citizen requests for service, and evaluate supervision and recommend needed training
as well as provide training through hands on supervision and participation. The position will
provide proper planning practices, ensure completion of required services and will participate in
the development and implementation of new maintenance programs. The Street Superintendent
will also be responsible for initiating and recommending the first level of employee disciplinary
action.
The pay range recommended for a Street Superintendent is $4,674 at step 1 to $5,681 at step 5.
Staff anticipates filling this position at a rate no higher than step 2, or $75,500 per year including
benefits. Salary savings from the following positions that are currently vacant will offset the new
salary:
o One (1) Maintenance Carpenter's position, Step 5, $41,000, is no longer required. The
employee in this position is retiring on July 1, 1995;
o Elimination of one (1) Maintenance Worker I, Step 5, $28,000, currently vacant and
funded from the Street Sweeping program.
o The balance of $13,500 will be compensated from a share of the vacant Maintenance
Worker II's salary in the Tree Section of the Street Division.
Cost to the General Fund -0-
Street Superintendent
Street Concrete Asphalt Right-of-Way Tree Sewer
Sweeping Supervisor Supervisor Supervisor Arborist System
Supervisor Supervisor
Public Services Reorganization
Staff Report
March 27, 1995
Page 7
2. Senior Secretary, Administrative Section of the Department.
This position will report directly to the Director of Public Services. A secretary's position does
not exist in the Department and the position is critical to supporting the duties and responsibilities
of the Director's position.
The pay range for a Senior Secretary is $2,432 at Step 1 to $2,956 at Step 5. Staff anticipates
filling this position at the entry level or $44,500 per year including benefits. Funding for this
position will be provided from the Refuse Division (50%) and from a share of the vacant
Maintenance Worker I1's salary, $18,500, in the Tree Section.
Cost to General Fund -0-
3. Typist Clerk III.
Currently, one (1) Account Clerk 11 is allocated to perform the duties of a Typist Clerk III,
issuing and tracking permits, typing, and other clerical duties. The position is currently vacant
and is being filled with an employee from a temporary agency. It is recommended that this
position be changed to a Typist Clerk III which more accurately defines the scope of work and
level of work performed by the position. This position will also provide appropriate clerical
support for the Assistant Director and Recycling Coordinator. No change in salary is
recommended. Both positions have the same pay range.
Cost to General Fund -0-
4. Tree Trimmer II, Street Tree Maintenance Section.
This position will replace an existing vacant Lead Maintenance Worker position in the Tree
Section. The Tree Trimmer II will act in a similar capacity as that of a Lead Maintenance
Worker, however, special tree trimming skills, ability to provide quality customer service and
computer knowledge will also be required to properly lead crews and to respond to citizen
requests for service. The position will also assist the Arborist in contract administration and tree
maintenance program management.
The pay range for a Tree Trimmer 11 is estimated to be at range 1346, $2,493 at Step 1 to $3,030
at Step 5. Staff anticipates filling this position at the Step 2 or $40,500 per year.
Salary savings from the following vacant position will offset the new salary. One (1) Lead
Maintenance Worker position (Trees), $40,000 per year.
Cost to General Fund $500
Public Services Reorganization
Staff Report
March 27, 1995
Page 8
5. Abatement Aide, Weed Abatement Section.
The Abatement Aide position will support new abatement programs that have been developed to
enhance trash and weed abatement, reduce fire hazards and to improve the image of vacant and
unoccupied lots with and without structures within the community.
This position will work with Code Enforcement and inspect property that has been boarded up
and abated by this division and coordinate continued property maintenance (once every three
months). The Abatement Aide will also conduct ongoing special abatement surveys to identify
illegal dumping and other debris buildup on vacant property throughout the community. Special
emphasis will be placed on properties fronting major streets and also areas that attract business
and retail sales. Staff estimates that the number of abatement inspections will increase by over
300 as a result of this new position and new assignments.
The pay range for an Abatement Aide is $1,785 at Step 1 to $2,170 at Step 5. Staff anticipates
filling this position at the Step 2 or $28,000 per year. A portion of this salary will be funded
from increased revenues that will occur from the additional property abatement assessments that
will develop from special abatement programs.
At $75.00 per abatement, the net increase in revenue could be approximately $28,000. Staff
realizes that all of these inspections will not result in abatement proceedings and associated
revenue. We are reviewing current administrative fees that are being assessed to property owners
who do not comply with abatement notices and a recommendation to increase these fees will be
forthcoming. Weed Abatement staff is currently working with the City Attorney's office to
develop new resolutions to increase the administrative fees that can be collected as part of the
Weed Abatement Program. The increase in fees should generate sufficient additional revenue to
offset the remaining $5,000 in salary.
Cost to General Fund -0-
6. Implement salary adjustment recommendations made in the August 3,1994,Memorandum,
"Weed Abatement Job Audit - Amendment". Please refer to "Attachment B".
A job audit for this position was completed in August, 1994. This audit concluded that a
reorganization of the weed abatement program will require more attention from assigned staff and
the amount of computer entry and record keeping will increase considerably. Based on this
information, the salary range for this position is recommended to increase from Range #1314 to
Range #1324. Funding is recommended from new revenues received from expanded abatement
programs. The additional cost for this change is $800 per year.
Cost to General Fund -0-
Public Services Reorganization
Staff Report
March 27, 1995
Page 9
7. Maintenance Supervisor,Street Sweeping Section.
Currently a Lead Maintenance Worker is supervising the operation of the Street Sweeping Section
and is responsible for supervisory level duties. This position would more appropriately be
handled by a mid-management position with full supervisorial authority. The pay range
recommended for a Maintenance Supervisor is at Range 2389, $3,090 at Step 1 to $3,755 at Step
5. Staff anticipates filling this position at a rate no higher than Step 1, or $47,500 per year.
Salary savings from the elimination of one (1) Lead Maintenance Worker, $44,000 per year. The
difference in the salaries, $3,500 will be made up from the operational savings resulting from the
transfer of one (1) sweeper operator to Right-of-Way Maintenance and the elimination of one (1)
street sweeping route.
Cost to the General Fund -0-
8. Delete one (1) Sweeper Operator position from Sweeping to Right of Way Maintenance
and Add one (1) Heavy Equipment Operator.
Currently, the Right of Way Maintenance Section of the Street Division is functioning without
a Heavy Equipment Operator's position. This Section requires the skills and experience of a
Heavy Equipment Operator to operate heavy equipment for major clean up operations, large
debris removal and mowing along unimproved right-of-ways. The Street Sweeping Section is
currently over staffed and at this time can absorb a reduction of one Sweeper Operator .
The pay range for a Heavy Equipment Operator is $2,234 at Step 1 to $2,716 at Step 5. Staff
anticipates filling this position at the Step 4 or $40,000 per year. Salary savings from the
elimination of an existing Sweeper Operator's position, $30,240 per year will offset the new
salary.
Cost to the General Fund -0-
9. Automotive Parts Specialist, Fleet Maintenance Division.
The primary purpose of this position is to purchase, store, inventory and control the distribution
of automotive parts and supplies used in the maintenance and repair of the City's equipment fleet.
The position will be responsible for parts and supply records, inventory maintenance and control
and immediate data entry of all parts to the Vehicle Control System as they are distributed to the
repair mechanic. This position is paramount to the success and efficiency of the vehicle repair
and maintenance program. This employee must have knowledge of. parts department operation
and procedures; types and grades of parts; and have the ability to differentiate between various
mechanical parts, their specific uses and application.
Public Services Reorganization
Staff Report
March 27, 1995
Page 10
The pay range for an Automotive Parts Specialist is estimated to be at Range 1282, $1,812 at
Step 1 to $2,202 at Step 5. Staff anticipates filling this position at Step 2 or $29,500 per year.
Salary savings from the elimination of an existing Storekeeper's position, retiring on July 1,
1995, $32,500 per year will offset the new salary.
General Fund Cost Savings $3,000
10. Transfer of Auto Body Repair Person to Refuse.
This position currently performs autobody painting and repairs. Due to changing technology and
increased environmental issues relating to new auto painting methods, staff is recommending the
transfer of this position to Refuse for funding.
The primary purpose for this position will be allocated to bin repair and painting and the spare
time will be spent on auto body detailing, such as, polishing and minor touch-up repair work.
Primary body painting and repair work will be performed by contract.
The transfer of the Autobody Repair Person to the Refuse Division will reduce contract costs for
refuse bin repair work by $21,000, leaving a balance of $21,000 to be funded through this
Division. Currently, this position paints all of the refuse containers as part of the refuse bin
refurbishment program.
General Fund Cost Savings $42,000
11. Administrative Analyst
This position will be responsible for performing research and statistical analysis, including refuse
rate studies; develop and administer the Refuse Division's budget;prepare draft proposals, reports
and monitor records; and provide assistance to department management and other City personnel
and the public regarding administrative and operational issues,policies and procedures. Potential
savings from activities such as budget development and monitoring, monitoring of bad debt and
follow through on rate analysis and new annexations will more than offset the salary increase in
this Division.
The pay range for this position is $2,954 at Step 1 to $3,591 at Step 5. Staff anticipates filling
this position at the entry level, $47,800.
The cost for this position will be funded solely from the Refuse Fund.
attachments
Goals:public services reorganization final
Attachment A
DEPARTMENT OF PUBLIC SERVICES
GOALS AND OBJECTIVES
RIGHT OF WAY MAINTENANCE [previously designated as Special Projects]
o Implement a pro-active maintenance program including weed abatement, litter cleanup
and pot hole repair work. [Pilot program in selected areas is complete and successful.]
JUNE 95
Target key primary streets, special streets and right-of-ways, with emphasis on
major entrances to the City and retail centers and professional business areas.
o Enter into a parkway weed spraying contract with the County of S.B. for targeted streets.
NOV 94
o Review existing ordinances pertaining to right-of-way encroachment. Evaluate options
and develop an ordinance requiring property owners to abate vegetation encroaching in
City right-of-way. JULY 95
WEED ABATEMENT
• Review current weed abatement practices: three (3) cycle abatement program; contract
specifications, agreement and procedures. AUG 95
• Review with Planning and Building Services procedures to abate property with structures
and identify how Public Services can assist in the abatement of these properties.
JUNE 95
• Implement an improved abatement program that will enhance trash and weed abatement,
reduce fire hazard and improve the image of all right-of-ways, vacant lots and
unoccupied property [with structures) within the community. JAN 95
DEPARTMENT OF PUBLIC SERVICES 2
GOALS AND OBJECTIVES
GRADING CREW
Roadside shoulder inventory is complete.
o Implement in coordination with ROW maintenance, a proactive:
- shoulder maintenance and grading program JAN 95
- behind the curb weed abatement program JUNE 95
for all primary, secondary and collector streets.
STREET SWEEPING
Evaluate street sweeping program.
o Review current street sweeping schedules and evaluate effectiveness. NOV 94
o Modify the frequency of sweeping routes, create new routes and add alleys to improve
the appearance of designated primary and high visibility streets and problem areas within
the community. [Coordinate with the ROW maintenance Section.] DEC 94
o Develop a routine alley sweeping and maintenance program. [Intern working on
inventory and program development] JUNE 95
o Develop the true cost per mile for in-house street sweeping program. MARCH 95
o Evaluate privatization when the following occurs:
- Equipment comes due for replacement.
- Position vacancies occur
o Prepare contract bid specifications, bid and compare City costs to the private sector.
[Create competition between the public and private sector.] WHEN APPROPRIATE
0 Consider contracting street sweeping services for other agencies.
DEPARTMENT OF PUBLIC SERVICES 3
GOALS AND OBJECTIVES
TREE TRIMMING
o Design, develop and implement an eight (8) year tree trimming program, utilizing both
contractors and in-house services.
DRAFT COMPLETE [REVISE & UPDATE ANNUALLY]
o Develop an improved procedure to respond to service requests relating to tree
maintenance. JAN 95
o Accelerate the development of the inventory data base for all trees in the City, including
parks, City owned facilities and street trees. Utilize college intern programs wherever
possible. JUNE 96
SIDEWALK MAINTENANCE
o Inventory all sidewalk, curbs and gutters and develop a 5 year comprehensive
maintenance and repair program, including: scheduling, financing and repair strategies.
JUNE 97
o Continue, evaluate and enhance the new cooperative contract/in-house concrete
maintenance program. ONGOING
SEWER MAINTENANCE
o Evaluate sewer maintenance operations and existing resources. Consider privatization
of all or part of the system. Reduce sewer system back-ups & claims by 50%. DEC 97
DEPARTMENT OF PUBLIC SERVICES 4
GOALS AND OBJECTIVES
FLEET MANAGEMENT
REPAIR AND MAINTENANCE OPERATION
Evaluation of Fleet Maintenance operation is complete.
o "Service Level Implementation Plan" based on recommendations from 1987 Garage
Study and current operations has been prepared and is underway. (See Attachment A)
o An evaluation of the fleet management computer program is also complete.
Implementation plan has been prepared based on recommendations for the evaluation and
is underway. (See Attachment B)
FUEL MANAGEMENT
o Replace the current Fuel Management System with the state of the art monitoring
equipment. [Purchase requisition in process.]
FLEET INVENTORY
o Review the existing fleet inventory and use of all equipment. Perform a Vehicle and
Equipment Utilization Study. [Work to be conducted through a college intern program.]
JUNE 95
o Using Study results, evaluate the feasibility of expanding the vehicle pool to a vehicle
and equipment pool. This process could result in a reduction in fleet vehicles. AUG 95
o Prepare a plan to improve the general overall appearance of the equipment and vehicles.
MARCH 95
o Prepare a vehicle replacement program, based on the actual life cycles experienced in the
Fleet. Incorporate new ideas, such as refurbishment instead of replacement, etc. USE
RTA FLEET MANAGEMENT SYSTEM FEB 95
***********************************************************
DEPARTMENT OF PUBLIC SERVICES 5
GOALS AND OBJECTIVES
STREET PROGRAM AUTOMATION
A key objective of Public Services will be to develop proactive preventative maintenance
programs [Maintenance Management]. The success of these programs will be dependent on the
implementation of a computerized data management system.
During implementation of maintenance management, the following maintenance programs will
be evaluated: Trees, vegetation, pavement, sewers, manholes, concrete, right of way
maintenance, alleys and street sweeping. An inventory is being, or will be, developed for each
of these programs.
This evaluation will include:
- Applicability for contracting/privatization
- Enhancing maintenance to include proactive procedures
- Scheduling/Estimating/Routing Schedules
- Manpower and equipment costing
- Preventive maintenance
- Evaluation of cyclic and deferred maintenance and repairs
Complete the implementation of:
o Pavement Maintenance Management Program DEC 97
o Maintenance Management Systems DEC 97
o Automated Service Request tracking system DEC 95
o Sewer management data base program DEC 97
o Tree management system JUNE 96
GENERAL
Develop a master plan for the "Municipal Service Center" now referred to as "THE YARD".
FLEET SERVICES DIVISION
SERVICE LEVEL IMPLEMENTATION PLAN
S.L.I.P
ISSUE EXPECTED ACTION COMPLETION RESPONSIBILITY
Equipment Utilization • Analyze equipment utilization 01-95 Fleet Manager&Intern
Analysis/Establish Pool on a piece-by-piece and
functional basis.
• Identify vehicles as potential 02-95 Intern
candidates for pooling or
elimination.
• Meet with department heads; 03-95 Intern
reach agreement on affected
vehicles.
• Established policies and 11-95 Fleet Manager&Intern
procedures for citywide fleet of
pool/rentals vehicles.
• Establish pool. 01-96 Fleet Manager&Intern
• Dispose of vehicles/equipment 03-96 Administrative Oper.
not needed. Supv.
Equipment Replacement • Develop equipment 01-95 Fleet Manager
replacement guidelines in
consultation with Public Services
Director.
• Develop multi-year plan for 01-95 Fleet Manager
vehicle replacement; meet with
Public Services Director and
review plan.
• Distribute plan to department 02-95 Fleet Manager
heads; meet with Assistant City
Administrator to review/resolve
vehicle replacement needs.
1
FLEET SERVICES DIVISION
SERVICE LEVEL IMPLEMENTATION PLAN
ISSUE EXPECTED ACTION COMPLETION RESPONSIBILITY
Shop Scheduling System • Meet with Shop Supervisors 02-95 Fleet Manager
and identify shop scheduling
issues and improvement
opportunities.
• Develop shop loading and 02-95 Fleet Manager
equipment system (PM
scheduling).
• Review shop floor scheduling 02-95 Fleet Manager
and productivity (Productivity
Report).
• Review scheduling system, as Ongoing
appropriate.
Driver Training And Abuse • Develop memorandum to all 03-95 Administrative Oper.
Pr_ ogram City Department Heads and Supv.
outlining Issues regarding
drivers training and equipment
abuse (includes issue list,
analysis, statistics, suggested
ways to resolve.
• Meet with Department 04-95 Administrative Oper.
representatives to resolve issues Supv.
and improvement opportunities.
• Develop vehicle abuse 05-95 Administrative Oper.
policies. Supv.
• Distribute policies to C.A.O. 06-95 Public Services Dir.
and Department Heads for
review and calendar for
discussion at management team
2
FLEET SERVICES DIVISION
SERVICE LEVEL IMPLEMENTATION PLAN
ISSUE EXPECTED ACTION COMPLETION RESPONSIBILITY
meeting.
• Revise policies, as 07-95 Administrative Oper.
appropriate, and implement. Supv.
Preventive Maintenance • Meet with Equipment 01-95 Fleet Manager
Program Maintenance Supervisor and
identify preventive maintenance
program issues (include PM
checkoff list).
• With Equipment Maintenance 01-95 Fleet Manager
Supervisor, analyze and develop
p.m. program for the fleet in
detail including a/b levels of
p.m. for each class of
equipment.
• Develop system of preventive 01-95 Administrative Oper
maintenance scheduling and Supv.
notification system (Within
RTA).
• Review program needs and 02-95 Administrative Oper.
scheduling system with Supv.
Department Representatives.
• Institute program. 02-95 Administrative Oper.
Supv.
Parts/Purchasing • Meet with Purchasing Agent; 03-95 Fleet Manager
identify issues from the
perspective of Purchasing Agent
and Fleet Manager.
3
FLEET SERVICES DIVISION
SERVICE LEVEL IMPLEMENTATION PLAN
ISSUE EXPECTED ACTION COMPLETION RESPONSIBILITY
• Analyze parts/purchasing 03-95 Store Keeper
needs based on data relating to
parts turnover, order turnaround
time, etc.
• Mutually develop optimum 04-95 Store Keeper
warehousing needs for parts.
Shop Supervision • Meet with Equipment 02-95 Fleet Manager
Supervisors and Lead
Mechanics; develop a list of
issues relating to shop
supervision.
• Resolve shop Supervision 03-95 Fleet Manager
issues by developing
performance contracts for all
supervisory staff with goals and
target dates.
• Review progress of 04-95 Fleet Manager
Equipment Supervisors and Lead
Mechanics in meeting target.
Organizational Structure • Develop new class Completed Personnel Director
specifications for Fleet
Manager.
• Take necessary actions to Completed Personnel Director
reclassify the Equipment
Maintenance Superintendent to
Fleet Manager.
• Conduct a salary analysis of Completed Personnel Director
4
FLEET SERVICES DIVISION
SERVICE LEVEL IMPLEMENTATION PLAN
ISSUE EXPECTED ACTION COMPLETION RESPONSIBILITY
classifications within the Fleet
Service Division to resolve
compaction and equity issues.
• Reassign procurement duties 03-95 Administrative Oper.
to the Storekeeper I presently Supv.
performed by Equipment
Supervisors.
• Integrate automated fueling 01-95 Administrative Oper.
system to the City's RTA Supv.
program.
• Request four additional Completed Fleet Manager
computer terminals in FY 1987-
88 budget
Equipment Maintenance • Request reclassification of Completed Fleet Manager
Staffing vacant Equipment Mechanic
position to Lead Mechanic.
• Take actions necessary to Completed Personnel Director
upgrade Equipment Mechanic to
Lead Mechanic.
• Recruit and fill the Lead Completed Personnel Director
Mechanic position.
Equipment Maintenance • Delete the Welder I as part of Deleted Fleet Manager
5
FLEET SERVICES DIVISION
SERVICE LEVEL IMPLEMENTATION PLAN
ISSUE EXPECTED ACTION COMPLETION RESPONSIBILITY
Staffing con't the FY 87-88 budget process
and utilize the resources to
budget for an Equipment
Mechanics Helper.
• Recruit and fill the Equipment Deleted Personnel Director
Mechanic Helper position.
• Start the swing shift. 02-95 Fleet Manager
• Consolidate starting times. 02-95 Fleet Manager
• Inform appropriate line Completed Fleet Manager
departments of amounts to
budget for contract maintenance
of small grounds equipment for
FY 87-88 budget.
• Reassign responsibility for Completed Fleet Manager
maintenance of small grounds
maintenance equipment to these
line departments
• Coordinate reallocation of Completed Fleet Manager
refuse bin repair to the Public
Services Department as part of
the FY 87-88 budget process.
Facilities • Request two three-post hoists Completed Fleet Manager
as part of the FY 87-88 budget.
• Designate 2 bays for parts
room and construct security 02-95 Administrative Oper.
fencing/walls and install Supv.
shelving.
6
Atlichment B
City of San Bernardino
INTEROFFICE MEMORANDUM
TO: Shauna Clark, City Adminis rator
FROM: Barbara Dillon, Director of Personnel
SUBJECT: Weed Abatement Job Audit - Amendment
DATE: August 3, 1994
COPIES: Patrick Malloy,Director of Public Services; Dee Saenz, Personnel Analyst
Attached for your review are copies of the job audit of June 24, 1994, and an amendment to the
audit dated August 3, 1994.
Dee Saenz, Personnel Analyst, reviewed information provided by Pat Malloy, Director of Public
Services, in preparing the amendment.
If you concur with the recommendations, please place this item on the agenda of the next
Personnel Committee.
Thank you
BD/dm
attachments
RecExv ED
G � 310
AU, ``s s�RV'cEs
p�8
AMENDMENT
PUBLIC SERVICES DEPARTMENT JOB AUDIT
Position Audited - Weed Abatement Coordinator
August 3, 1994
I. BACKGROUND:
On July 13, 1994, Barbara Dillon, Director of Personnel, sent
a memo to Shauna Clark, City Administrator, regarding the job audit
completed for the Weed Abatement Coordinator. Pat Malloy, Director
of Public Services, concurred with the recommendations of the audit
and proposed the method of funding the salary increases.
Subsequent to this memo, the City Administrator and the
Director of Public Services discussed the Abatement Program and the
possibility of returning to two weed abatement cycles instead of
the proposed three cycles.
II . ANALYSIS•
According to Mr. Malloy, if the program is reduced to two
cycles, it will be expanded to include a "special" abatement
program directed at weed and debris problems at high visability
locations. The program will also include the abatement of
properties in the higher fire hazard areas, such as in the
foothills. Goals of the program include decreasing the fire hazard
and enhancing the overall image of the City. Reorganizing the
current program will also require special attention and dilligence
on the part of the weed abatement staff.
It is anticipated that there will be an increase in abatement
notices over the previous two-cycle years as well as an increase in
revenue. For example, if notices are sent to 300 additional
parcels between regular cycles, and 75 parcels are actually abated,
$5, 600 will be recouped in administrative fees.
III. CONCLUSIONS & RECOMMENDATIONS:
Reorganizing the weed abatement program from the proposed
three cycles to two cycles, plus a "special" cycle to abate fire
hazards and debris problems, will actually require more attention
of assigned staff, especially during the initiation phase. The
amount of computer data entry and record keeping will increase
1
considerably.
In addition, the Abatement Coordinator and Abatement Aide
positions are unique among clerical and technical classes. The
duties performed by each of them are not duplicated by any other
class in the City.
Based on the foregoing data from Public Services, the
recommendations of the Job Audit of June 24 , 1994 are still
considered valid at this time. Recommendations are:
1. Revise the Abatement Coordinator job description to
include additional duties, approved customer service
language and physical requirements for Americans With
Disabilities Act compliance.
2 . Cross-train the Abatement Coordinator and Aide to
ensure timely continuance of the program in the event
either incumbent must be absent for an extended period.
3. Increase the salary range of the Abatement Coordinator
fron Range #1310, ($2, 081-$2,529/month) to Range #1324,
($2,233-$2 ,714/month) . Increase the salary range of the
Abatement Aide from Range #1275, ($1, 748-$2, 124/month) to
Range #1285, ($1, 838-$2, 234/month) .
2
JOB AUDIT - PUBLIC SERVICES DEPARTMENT
June 24 , 1994
Position Audited - Weed Abatement Coordinator
I. BACKGROUND:_
In August of 1992, Personnel staff conducted a job audit for
the Public Services Department for the positions of Weed Abatement
Coordinator and Weed Abatement Aide. The Personnel Department
developed recommendations; however, the study was not implemented
at that time.
In January of 1994 , Jim Howell, Assistant Director of Public
Services, sent a memo to Shauna Clark, City Administrator,
regarding the City's Weed Abatement Program. The memo noted that
the intent of the Public Services Department is to enhance the
program through various improvements, which will make it more
effective, both in cost savings and fire hazard prevention.
By computerizing various processes of the program, it will be
possible to perform three weed abatement cycles annually instead of
the current two cycles. Also, an additional employee has been
trained in parcel inspection in order to supplement current staff
during inspection periods.
Jim Howell recommended in his memo that the Weed Abatement
Aide salary be implemented per the recommendations of the Personnel
Department's 1992 Job Audit, from Range #1275, ($1,748 -
$2 , 124/month) to Range #1285, ($1,838 - $2, 234/month) . He also
recommended a new job audit for the Weed Abatement Coordinator
Position. The new job audit was approved by the City Administrator
in January of 1994 .
II . ANALYSIS•
The proposed program changes are the basis for Mr. Howell's
recommendation of a new analysis of the Weed Abatement Coordinator
position. The duties of the Abatement Aide position are basically
the same as in 1992 . The major difference is three weed abatement
cycles annually instead of two cycles. However, the Aide is now
assisted by a Heavy Equipment Operator and a Project Coordinator
during the inspection cycles.
The Weed Abatement Coordinator was requested to update a
Position Analysis Questionnaire, provide copies of various forms,
letters and cards used in the abatement program and complete a
Physical Requirements Questionaire for the position of Abatement
3
Coordinator. Knowledges, skills, abilities and job duties were
compared with those of the employee's previous questionnaire.
Notable differences include:
* Advanced knowledge of computer data entry and
retrieval
* Performance of three annual weed abatement
cycles instead of two
* Supervision of a Heavy Equipment Operator and a
Project Coordinator, in addition to the Aide,
during the inspection phase of each cycle
Personnel Department staff observed the incumber'-. -t her work
station on a typical work day. Phone calls continue to be a
constant interruption. Also, although other departmental staff
members have not been trained in the weed abatement program
processes, the Coordinator still answers other customer inquiries
regarding most aspects of the Public Services Department's
operation, including writing up service requests and
troubleshooting customer complaints. The weed abatement cycle
process is detailed and fairly complex. Activities performed must
follow a prescribed order.
The same agencies which were surveyed in 1992 were surveyed in
June of 1994 for current salary ranges, job duties, and
qualifications. Duties remained the same. Salaries are summarized
in Exhibit "A. "
III. CONCLUSIONS AND RECOMMENDATIONS•
The current Abatement Coordinator job description was approved
in 1982. Minimum qualifications include graduation from high
school or GED equivalent and 2 years of responsible administrative
experience or 2 years of public works construction, maintenance or
abatement experience. A valid California driver's license is also
a requirement.
The current salary range is Range #1310, ($2,081 -
$2 , 529/month) . The data in Exhibit "A" show an average salary of
$2, 233 - $2,797/month. This is approximately 7% higher than the
Abatement Coordinator position at Step 1 and 10.6% higher at Step
5. The closest range to these averages is Range #1324, ($2, 233 -
$2, 714/month) .
Based on the data, the following is recommended:
1. Revise the Abatement Coodinator Job Description
The job description duties should be revised to include
new customer service language. The "Ability To" section
should reflect compliance with the Americans With
Disabilities Act. The driver's license requirement
should specify a Class "C" driver's license. All new
4
"Representative Duties" should be included, such as
computer data entry operations and supervisory
activities.
2 . Cross-Training
Inasmuch as the Abatement Coordinator and Aide are the
individuals in the city assigned to the Weed Abatement
Division, it would be helpful if these employees were
cross-trained. If either employee were absent from
work for an extended period, the remaining employee
could fill in and/or help train a replacement.
3 . Salaries
a. Abatement Coordinator
Based on the data in Exhibit "A," increase the
current salary range for Abatement Coordinator,
Range #1310, ($2, 081 - $2, 529/month) to Range #1324
($2, 233 - $2, 714/month) .
b. Abatement Aide
Implement the 1992 Job Audit recommendation to
increase the current Abatement Aide salary range
from Range #1275, ($1,748 - $2, 124/month) to
Range #1285, ($1, 838 - $2,234/month) .
The proposed salary differential between the Abatement
Coordinator and Abatement Aide is 21%. The current
salary differential is 19%.
IV. EXHIBITS
"A" Comparative Salaries - Other Agencies
"B" Current Organizational Chart - Public Services
"C" Curent Job Description - Abataement Coordinator
5
Exhibit "A"
-COUNTY OF ORANGE
Closest thing to Weed Abatement Aide is: Weed Abatement Inspector
Salary: $1,910 - $2,558
Requires understanding of laws and rules relating to weed abatement; drive a car;
prepare routine reports (no specific amount of experience required. Also, there
is no education requirement.) Possession of Class "C" California driver's license
required.
Position supervised 11;: Weed Abatement Supervisor
Salary: $2,243 - $2,997
Requires thorough knowledge of laws and regulations relating to control of
flammable vegetation; principles of supervision; write standard contracts.
Requires "considerable experience" (no specific number of years specified. No
education requirement listed.) Class "C" driver's license.
Salary differential between Inspector and Supervisor is approximately 15%.
CITY OF REDLANDS
Closest position to Weed Abatement Aide is: Fire InsMtor Aide
Salary: $1,980 - $2,384
Requires completion of 12th grade and California driver's license. No experience
required, but code enforcement experience helpful.
Fire Inspector I
Salary: $2,172 - $2,617
Requires l year code inspection experience and completion of 12th grade,
supplemented by college course work. Requires driver's license.
Fire Inspector II
Salary: $2,384 - $2,875
Requires 2 years experience, completion of 12th grade and driver's license. May
supervise aide position.
Differential between Aide and Fire Inspector I = 10%
Differential between Aide and Fire Inspector I1 = 20%
Differential between Fire Inspector I and II = 10%
6
COUNTY OF SAN BERiNARDINO
Closest position to Weed Abatement Aide is: Hazard Abatement Officer
Salary: $2,109 - $2,564
Requires 1 year experience in hazard abatement or related law/ordinance
enforcement. (No high school diploma or GED required.) May substitute 15
semester units of biological science or fire science course work for 6 months of
experience or 30 units for 1 year experience.
Position supervised by: Su rvising Agricultural Biologist
Salary: $2,759 - $3,352
Requires a Bachelor's degree in biological science or related field and 8 separate
State licenses.
These two positions have a salary differential of approximately 31%. However, there are
positions of Agricultural Biologist I, 11 and 111.
All of these positions require a Bachelor's degree in science or a related field. All require a
varying number of State licenses up to 7.
CITY OF VENTURA
Closest position to Weed Abatement Aide is: Fire Prevention Assistant
Salary: $2,073 - $2,520
Requires completion of 12th grade and 2 years of office support experience,
preferably issuing permits, etc. Receives on-the-job training. Driver's license
required.
Position is supervised by: Fire Prevention Technician
Salary: $2,279 - $2771
Requires 18 months of experience as a Fire Prevention Assistant supplemented
by college course work in related field. Driver's license required.
Salary differential between Assistant and Technician is approximately 10%.
7
MABATEMENT COORDINATOR EYHIBrr A dig Jura 24. 1994
LAn1b11. ..n..
• U N H
• 14 ►4
14 X14 H k7 • i4N N •
14 x W � X > i z i
• Y. 14 . -4 a 014
•, • VVVSgSgSq+ a d 7C
tole,
•c N t
0 Uagg
A-Ui V O C c
a • c.4a a 14x4
O•••40r ��Cc0
ya �! + ZVO > 0(f
.�
c U H
�h wV• V• b w H c
Oc g= v• z
c • c w� v• a� 1x+uri
Ve
a
r.
c x • x3:9
•v
14U � � lxiAqs {N� C H •
t 0 UHp 3o a •p,..•i 0.00 0•.11
• c�C N •�C • > X0aV c 10 X
^� • U • +� a N -6inrI IC 34.4
►0100 ) EN 04� 0tSx 0x3 A O-+
8 3 � Cz Oi410i 33
0401 t'1vp �> >,OV 1+ • • >+
Vu C,. vl+ c-4 yxa. va
r,-.14 ec .cimma $44 $44 .044
:mow so c�>[] t.tG A
0 ; s
U
M x
•
N
+� G 14 > X X iC
1.4 y h W sw
H H
•N >. 3C AN H
o b •
u • • 0 1 : p
O A U U,-4• C.-4 U� ►xi 1 00 O
h 0C� ao a O a •�4 3 �C
N 1 Cb CV vu 1+ 040 Ci
014 + 0 .--19 °� .c.,� -c+wiea�� a
a ox z �1COaw1-i�
vv
yz� 0 a a
41 0
cb�40 0 --4 • 0 M
If c H tT H
u a Hra �°c 14 v° z ii
f O H 3t aa paSa f sV o m •U
r 3
C
lai > 4 114 -4 0 0 a 0
so� O \v00 ►j a. �ahQ7C ��• .
M +4 0 1.4
C1 4t)� MH ~ NC
XO 1r ••a rHt Hi
0 0 0 411 Oc
144 a 1 0 d a
oil 44 • a w
� s ..
ooG PRA •4t4aN0 wV aw
:pH '►S cV 7 • c c O C a
e •
m�°euQv 300•O+ w
u02 Co1ou°a
Awr
2 y su x°x
i.0.
:g
s
JULY, I
ABATEMENT COORD 1 ti>.TOR
DESCRIPTION
Under reneral direction, plans, schedules, monitors, and inspects abateme
work on public and private property; accomplishes a variety of adminis-
trative and field work, and performs related work as required.
REPRESENTATIVE DUTIES
Plans annual abatement schedules pertaining to the Street Section, Fire
Department, and Building and Safety Department; plans the physical cleani
Of lots by establishing cleaning schedules according to Assessor's book
numbers, and determines the exact City property locations for beginning
and ending of cleaning; plans cleaning priority schedules; plans discing
and spraying schedules for weed control on public and private property.
Accomplishes periodic evaluation of the abatement program; monitors field
operations during discing season to ensure that properties posted are
cleaned, and that abatement crews are adhering to the time schedules, mak
adjustments when necessary; investigates abatement voiriplaints; coordinate.,
emergency abatements; checks field records to ens:..:e that parcel number
changes are accurate and that all annexed properties are included, adding
or deleting parcels when necessary; coordinates tht: Fork of construction
and maintenance crews engaged in the demolition of structures on public
end private property; and attends meetings pertaining to abatement.
?ives abatement claims from the City Administra:.or's Office; computes
costs and makes billing computations; maintains assessor's maps
ana enters total number of parcels cleaned daily it a log book from field
reports; interprets ordinances pertaining to abaterent; checks assessor' s
maps at the County Assessor' s Office for lot splitF: and parcel number
changes, and transfers this information to appropriate City documents;
prepares correspondence and assessment rolls; and t.aintains daily records.
Provides vacation and temporary relief as requirel.
MINIMUM QUALIFICATIONS
Graduation from high school or GED equivalent, an4 either 2 years of respc
sible administrative experience or 2 years of public works construction,
maintenance, or abatement work experience. Possession of a valid Califor:
driver license is required.
GENERAL QUALIFICATIONS
Considerable knowledge of the :materials, equipment, and working practices
used in public works abatement projects; modern office methods and
procedures; filing principles and practices.
Ability to: determine abatement deficiencies and initiate appropriate corn
ve action; make comparsions and 'computations-quick" and accuratel} is
:ter:nining abatement costs; work independently in the absence of specific
9 AS
ABJ,TEMEtJT COORDINATOR
Pa 2
ir.-= truct-.ions; prepare correspondence and reports neatly and accurately;
me : ntain abatement records; follow oral and written instructions work
efrectively with other employees; meet the general public with courtesy
and tact.
ORGA!,IIZATIONAL RELATIONSHIPS
The• Abatement Coordinator is a specialist position in the Public Services
Division. Works under the supervision of the Administrative Assistant and
General Foreman. Supervises the Abatement Aide.
10