MUKILTEO CITY COUNCIL AGENDA BILL 2014-71
SUBJECT TITLE:
Executive Department Reorganization and
Approval of Management Services Director
Job Description
Staff Lead:
Jennifer Gregerson
Department Director:
Mayor Gregerson
Estimated Time:
30 minutes
Budget Information
Amount Budgeted:
Expenditure Required:
Budget Remaining:
Appropriation Required:
N/A
N/A
N/A
$0
Meeting Date:
June 2, 2014
Exhibits:
1. Organizational Chart
2. Executive Department Assessment and
Recommendations Report
3. Management Services Director Job
Description
4. Agenda Bill from May 5, 2014 meeting
Account Name(s):
Account Number:
RECOMMENDATION:
Council MOTION to approve the job description with Management Services Director title.
OR
Council MOTION to approve the job description with Executive Director title.
SUMMARY:
Two weeks ago, the Council approved the Human Resources Manager job description. The
position is now posted and applications are being accepted. Tonight, we are bringing back the
recommendation of reorganizing and redefining executive management for the City.
This proposal reorganizes the workload and produces efficiencies in the department. The
addition of the Human Resources Manager will add services. The workload for overall city
administration will be split in a new way between the Mayor and Management Services
Director.
Management Services Director, Executive Director, Chief of Staff and Deputy Mayor were all
considered for this role.
Management Services Director is used in a number of cities, including: Greshman, OR; Burbank,
CA; Fontana, CA; Hollister, CA; lndio, CA; Lake Forest, CA; Monterey Park. CA; Oviedo, CA: Yucca
Valley, CA; Ogden, UT; Raleigh, NC; Fayetteville, NC; Atlanta, GA; San Antonio, TX; Toronto,
Canada; Kalamazoo, Ml; Plainfield, IL; Northglenn, CO; Minneapolis, MN; Maitland, FL.
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1
A brief search shows that Chief of Staff is used in Federal Way, WA; Montgomery, AL and other
cities, and in other levels of government; and Deputy Mayor is used in Seattle, WA; Fort Wayne,
IN; Philadelphia, PA; New York, NY; Nashville, TN. Executive Director is used in a number of
nonprofit and other organizations.
ALTERNATIVES:
1. Approve the job description with the title Chief of Staff.
2. Not approve the Management Services Director position. With a City Administrator
position on the books, I will likely pursue a rotating City Administrator concept. The role
would rotate amongst Department Directors on a quarterly or semi-annual basis. This
can work within an experienced management team, and strengthens the line
Department Head’s understanding of City-wide issues and Executive functions, and
likewise strengthens the Assistant Department Head’s skills while covering as an Acting
Department Head.
V:\EXEC\OO-Mayor\Executive Reorg\2014-71 Executive Reorganization_051 9_2014.docx
2
PROPOSED
CURRENT
I
I
,K1-ttbt-T 2IRQTHMAN
CITY OF MUKILTEO, WASHINGTON
EXECUTIVE DEPARTMENT ASSESSMENT AND RECOMMENDATIO
Prepared by the Prothman Company
March 2014
EXECUTIVE SUMMARY
Mayor Jennifer Gregerson, the new Mayor of Mukilteo as of January, 2014, retained the Prothman
Company to do a two-part assessment of the Executive and Human Resources functions within the
Mayor’s Office and Executive Department. This is the review of the Executive functions, needs and
recommendations. The Human Resources needs assessment is in a separate report.
While a veteran City Councilmember prior to her election as Mayor, this is her first term as Mayor. In
November, there are now also three new first time Council members. The City Administrator resigned
in January, 2014. The Police Chief is temporarily filling in as the Interim City Administrator. The Assistant
Police Chief is the Acting Chief Of Police. The prior City Administrator also served as the Human
Resources Director, and this position is now under review. The Public Works Director/City Engineer is
new to his position in late 2013. The Finance Director resigned to accept a position with a neighboring
city and the position is now under recruitment. Though with the City for 20 years as a Planner, the
Planning Director is also new to the Director’s job. Only the Police Chief, City Clerk, Fire Chief, Planning
Director and the Recreation and Cultural Services Director are continuing veteran Department Heads.
Additionally, at the Division level, the Assistant City Engineer and Public Works Operations
Superintendent are now open. HALF OF THE CITY’S MANAGEMENT TEAM POSITIONS WILL BE NEW TO
THEIR POSITIONS IN 2014! For the Mayor the question is, “HOW TO TURN THIS LEADERSHIP CHALLENGE
INTO OPPORTUNITY?”
The Mayor has the authority and responsibility as the City’s Chief Executive Officer, but needs the
support of professional local government managers as her Management Team. We do not recommend
replacing the City Administrator position as such, but, given the demands on the Mayor’s time for
Council, Community and Intergovernmental relations, we recommend that she appoint a Chief of Staff
to assist her with the day-to-day coordination and implementation of policy and administration of
programs Citywide. We recommend that the Mayor reach out to the Council immediately to update and
reset the City’s Strategic Goals for the next 3-5 years at a Mayor/Council Goals Retreat in April or May,
before the 2015 Budget cycle begins in June. In addition to addressing the Human Resources function,
we believe that the City would greatly benefit with improved Management Systems review and analysis,
and a greatly expanded Community Information and Communications outreach. Following the
Mayor/Council Goals Retreat, a 3-5 Year Strategic Calendar and a 2014-15 Master Work Plan should be
developed and shared at an All Employees Meeting and with the community.
The Executive Department should be reorganized to maximize the Mayor’s time with the City Council,
Community and Intergovernmental groups and to support her leadership of the Management Team. The
Chief of Staff position should be replaced at a lower salary level than the budgeted City Administrator
position. The Assistant To The City Administrator position should be replaced with an individual skilled in
Management Analysis and Communications. The Human Resources needs of the City should easily
justify a new position at the Human Resources Manager level, pending the findings of that report. All of
this should be able to be accomplished WITHIN THE EXISTING EXECUTIVE DEPARTMENT 2014 BUDGET.
206.368.0050
371 NE Gilman Blvd., Suite 350 Issaquah, WA 98027
www.prothman.com
EXECUTIVE DEPARTMENT AND MAYOR’S OFFICE FUNCTIONS
The Mayor is the City’s “face” to the community and all the City’s intergovernmental partners. While
these community and intergovernmental relations can be shared with other Councilmembers and staff,
nobody can totally replace the Mayor as the City’s most effective communicator and representative. The
Mayor also serves to Chair the Council meetings and has a unique responsibility in working with the
Council, facilitating consensus and making sure all viewpoints are represented. As the City’s Chief
Executive Officer, the Mayor is then responsible for accomplishing City Goals and assuring the efficient
and effective delivery of City services. A realistic look at the demands on the Mayor’s time and then
what’s required for the management of the City needs to be identified.
Council and City Committees
Council Regular Meetings are generally twice a month with workshops as needed. At 3-4 meetings per
month and an average of 3 hours per meeting--some shorter, some longer, including preparation time—
Council Meeting time can easily consume 10-12 hours per month. Council Committee time with 12
Committees amounts to an average of 20-24 hours per month. And individual meetings with
Councilmembers can easily involve another 8-12 hours per month. Council/Committee relations alone
should be about 60 hours per month or 12 hours a week, or about a quarter of the Mayor’s time.
O Economic Development
o Finance
o Regional Fire
O LEOFF Board
o Lodging Tax
o Long-Range Finance
O Paine Field
o Public Safety
o Social Media/Communications
O Sustainability
o Transportation
o Youth Advisory
Regional Committees and Intergovernmental Relations
The City is represented on at least 12-15 Regional and Intergovernmental committees. Partnerships with
other local governments is a big part of how cities control costs and maximize their effectiveness. These
12 Regional Committees do not include Federal Congressional and State Legislative relations, the Port,
Ferries, Railroad and Tribes. Nor does it include time representing the City’s interests at the Association
of Washington Cities or County-wide Mayors and cities groups. While these duties do get shared with
other Councilmembers and staff, Regional and Intergovernmental Relations can easily consume another
quarter of the Mayor’s time.
O Community Transit
o Emergency Services o Mukilteo Ferry
O Paine Field Community Council
o SNOCOM
o Conservation Futures
O SERS Emergency Radio
o SNOCO Housing
o Solid Waste Advisory
O SNOCO Tomorrow
o SNOCO Health
o Federal and State Electeds
O Association of WA Cities
o Puget Sound Council o Regional Executives
Community Meetings and Relations
Again while the Council and staff share in the community relations area, the Mayor has a key role to
play, even if just attending the occasional meeting. This can be as much as 10% of the Mayor’s time.
O Chamber of Commerce
o Lighthouse Festival
o Service Clubs
O Japanese Gulch
o Citizen’s Academy
o Community Volunteers
0 Block Watch
o Press Relations
o Neighborhood Associations
12
ORGANIZATIONAl. ASSESSMENT
By meeting with the Mayor, Interim City Administrator and Department Heads/Senior Staff, we
recorded what the City staff determined to be their strengths, weaknesses and needs. From this we
developed Alternatives and our Recommendations as to the City Organization and needs.
The general consensus is that the former Mayor was very likeable, a great City representative in the
community and on intergovernmental issues, was well regarded by staff, a champion for the City and
the community as a whole. The former City Administrator also was viewed as likeable but one who
avoided tough decisions and unable to provide clear goals and priorities. Staff felt there has been a lack
of strategic vision and direction, with false starts and changing direction, inefficiencies and time loss.
The new Mayor is viewed as smart, hard-working (almost too much so and is it a sustainable pace?).
Staff views her as politically astute but not “political” in a negative sense. Staff respects the fact that she
has not embraced change for change sake but is doing an objective assessment of the City’s needs. She
is viewed as open, respectful, honest and willing to have a candid discussion with the community about
the City, its future and the fiscal limitations in addressing competing community wants verses needs.
When asked in an open brainstorming setting, “What is needed NOW?” staff responses were:
O Vision
o Direction
o Leadership
O Accountability
o A “Black Hat”
o Compassion and Passion
O Consistency
o Time Management
o Clear Goals and Priorities
O Big Picture (vs. “Silos”)
o Communications
o Proactive vs. Reactive
There was a strong sense that the “Wants” were too often placed ahead of “Needs” and that because of
a lack of clear Vision, Values, Strategies and Goals, the Council, former Mayor and City had become
highly reactive to the “squeaky wheel” rather than staying focused on strategic goals and needs. While
wanting to be responsive and to provide good customer service, the sense was things had gotten out of
balance, trying to be “all things to all people all the time” while community-wide needs suffered.
Staff appreciated the Mayor identifying some of her near term goals; yet they are ready for a clear set of
more long term strategic goals set by the Mayor and Council. The Department Directors feel that they
can support the Mayor and Council in achieving these Strategic Goals, while managing their
Department’s day to day responsibilities. The Mayor’s current near term goals are:
O Green Team
o Pavement Management
o Regional Fire Options
O Domestic Violence NFP
o Human Resources
o Waterfront Access
O Japanese Gulch
o Management Team
o Paine Field strategy
O Communications Outreach o Labor Relations
o Downtown Parking
There is also a sense that poor performers in the organization were allowed to coast and that the rest of
the organization had to pick up the slack. Performance evaluations were spotty and need to be done.
Poor performers need to be given the opportunity to improve and progressive discipline applied,
including termination when needed. Once the strategies and goals have been identified, appropriate
training and accountability measures need to be implemented. The overall sense is that while morale is
improving, most are just keeping their heads down and doing their day-to-day jobs without the larger
sense of purpose or passion. Clearly the organization is ready and willing to follow the Mayor’s and
Council’s lead. Now the question is, “How to best organize to achieve maximum performance?”
PI?c7rHMAN
I3
ALTERNATIVE CONSIDERED
Organizational Leadership is different from the operational Management. Recognizing the Mayor’s role
as the City’s Chief Executive Officer, we looked at several organizational models in support of the
Mayor’s leadership and how to best provide her with the needed professional and technical expertise of
experienced local government managers.
Recognizing that 50-60% of the Mayor’s time (even with 50-60 hour workweeks) is with Council,
Community and Intergovernmental relations ,much of that time outside City Hall, that means she needs
to maximize and focus her time left on the actual management of the City. Beyond that, there is easily
another full-time professional position needed to coordinate and assure day-to-day operations. The
options we considered, given the City’s needs and budget are:
1.
2.
3.
4.
5.
6.
CITY ADMINISTRATOR—A City Administrator position has been used by Mukilteo, initially when
the Mayor’s position was part-time, and the City Administrator operated essentially as a
“Deputy Mayor” with full executive authority delegated to them by the Mayor. The Mayor’s
focus was largely external and the City Administrator’s role mostly internal. When the Mayor’s
position was made full-time some years ago, some inevitable confusion arose as to clear division
of roles, responsibilities and authority. We believe the City would now benefit with the Mayor
clearly operating as the Chief Executive Officer, but supported by an experienced, professional
local government manager with limited delegated authority to act on the Mayor’s behalf.
CHIEF OF STAFF—The Chief of Staff model is one where they are not in the direct chain of
command, but senior within the organization to all but the Mayor. The Mayor may choose to
delegate responsibility for certain key functional areas to the Chief of staff, such as Budget,
Human Resources, management of the Executive Department and support of the Mayor’s Office
within the Department. Beyond this the Chief of Staff would coordinate with Departments and
on various interdepartmental activities. The Mayor would remain in the direct chain of
command directly managing Department Heads.
ROTATING CHIEF OF STAFF—Apart from hiring an individual as Chief of Staff, one option could
be to have the Chief of Staff role rotate amongst Department Directors on a quarterly or semi
annual basis. This can work within an experienced management team, and strengthens the line
Department Head’s understanding of City-wide issues and Executive functions, and likewise
strengthens the Assistant Department Head’s skills while covering as an Acting Department
Head. Given that half of the key managers would be new to their positions and the City, and that
the Mayor is new to her job, this option is NOT recommended.
EXECUTIVE DIRECTOR—This option is similar to the Chief Of Staff model, but without the
Citywide coordination authority and responsibility, but with direct authority over key functional
areas such as Budget, Human Resources, Communications, Management Systems and Council
support, and Citywide projects as assigned by the Mayor (eg. Capital Projects).
MANAGEMENT SERVICES DIRECTOR—This would be a separate Department Head position
without Citywide responsibilities at all, managing the functions currently in the Executive
Department apart from the Mayor’s Office itself.
MANAGEMENT ANALYST—This would be a mid-level management staff position within the
Executive Department/Mayor’s Office, providing systems analysis and management services as
the Mayor determines, no Citywide authority.
14
MAYOR AND CHIEF Of STAFF RESPONSIBILITIES
The Mayor’s job becomes more manageable and effective with the recommended Chief of Staff option.
With the help of a Chief Of Staff, the Mayor then should focus her time as follows:
• City Council and Council Committee Relations...20-25%
• Regional Committees and Intergovernmental Relations...20-25%
• Community Involvement and Relations...iO%
• City Management...40-50%...
o Chair Weekly Cabinet Staff Meetings (Strategic Goals and Master Work Plan)
o Weekly or BI-Monthly i-on-i Department Head Meetings
o Chair Monthly CIP Team Meeting
o Weekly Meeting with Chief of Staff on Budget, Personnel and Major Projects
o Monthly Communications Team Meeting
o Quarterly All Employees Meetings on City goals, issues and accomplishments
o Employee Awards and Recognition...CELEBRATE SUCCESSI
o Quarterly site visits to all City facilities and field work sites
o Quarterly review of Litigation and Legal issues
The Chief Of Staff can take on some of the Mayor’s administrative duties and free her time to focus on
the critical leadership issues. The Chief Of Staff should use their time as follows:
• Support to City Councilmembers and Committees (including 1-on-is with Councilmembers)
• Represent the Mayor on Council Committees, Regional Committees and with Community
groups in the Mayors absence or unavailability (or lead role as designated by Mayor)
• Work with Congressional, Legislative and AWC staff on grants and Intergovernmental issues
• Weekly Meeting with Mayor and key staff on Budget, Human Resources/Personnel and
major projects or programs (attend 1-on-i Departmental Meetings with Mayor)
• Review current Budget tracking and Long-Range Financial Plan performance
• Conduct Executive level major discipline and discharge hearings prior to Mayor’s action
• Facilitate the Agenda Review and Upcoming Agenda portion of the Cabinet Staff Meeting,
including review of Agenda Bills/Staff Reports prior to Mayor’s approval
• Meet with the Mayor and Council leadership re. upcoming Agendas
• Review Purchase Requests beyond Department authority levels before approval by the
Mayor or setting on Agendas for Council action
• Review Payables before the Mayor’s approval
• Serve as the Executive Department representative on Labor Negotiations and compensation
• Review and prepare progress reports on the City’s Strategic and Operational goals
• Conduct Management Systems reviews and process improvement efforts
• Coordinate implementation of the City’s Communications messages and public information
• Coordinate Citywide training and Organization Development efforts
• Ongoing review of Litigation and Legal issues
• Review operational performance of Departments and report (+1-) to Mayor
Additionally, we recommend filling the Human Resources function per the HR Study. Also we
recommend that the City split the Assistant To The City Administrator position to fund a position or two
half time positions with Management Analysis and Communications skills. This can be done within the
existing Budget authorization in 2014 and with some Budget adjustments for 20i5.
PE
f5
REORGANIZATION WITHIN EXISTING BUDGET LEVELS
While we were not retained to evaluate the Executive Department budget in detail, we believe the
recommended reorganization can be accomplished, including the presumed addition of up to a Human
Resources Manager level position, within the existing approved Budget. The following costs are from the
City’s Budget and show total costs of salaries AND an average of 32% benefit costs, and other expenses:
Position
Mayor
Current Budget
Recommended Budget
Ongoing Equivalent
$87,609 (1)
$87,609 (1)
$87,609 (1)
$155,760 (1)
0
$73,164 (.5)
$69,300 (.5)
0
$138,600 (1)
Executive Assistant
$80,870 (1)
$80,870 (1)
$80,870 (1)
Asst. To City Admin.
Mgmt. Analyst!
Comm. Specialist
$101,961 (1)
0
$50,980 (.5)
$46,197 (.5)
0
$92,394 (1)
$99,466 (1)
$28,392 (.5)
$99,466 (1)
$28,392 (1)
$99,466 (1)
$28,392 (.5)
City Administrator
Chief Of Staff
City Clerk
Dept. Assistant
Salary & Benefits
HR Consultants
HR Manager
$554,058 (5.5)
57,000
0
$533,978 (5.5)
20,000
46,197 (.5)
$524,331 (5.5)
20,000
93,394 (1)
Sub-Total
All Other
$611,058 (5.5)
724,032
$602,175 (6)
732,915
$637,725 (6.5)
697,365 (2.5% cut)
Total Exec .Dept.
$1,335,090 (5.5)
$1,335,090 (6)
$1,335,090 (6.5)
ACTION STEPS 2014
3 Months (Apr-iun)
6 Months (Jul-Sep)
Mayor/Council Goals Retreat
Finance Director
Labor Negotiations
Communications Team
o CIP Team
O Budget Guidelines
O Fire Services Options
o
o
o
o
o
o
o
O
O
O
O
PROTHMAN
Strategic Calendar
Master Work Plan
HRManager(?)
All Em ps. Meeting
Mgmt Analyst/CS
Budget Preparation
Chief Of Staff
9 Months (Oct-Dec)
o
o
o
o
o
o
o
2015 Budget Goals
Budget Workshop
Budget Hearings
L-R Finance Forecast
Mgmt Team building
Japanese Gulch
Project/Grant Accounting
16
CONCLUSION
We recommend that the Mayor split her time 50/50, half with Council/Community/lntergovernmental
and half her time leading the City’s Management Team and Staff. To accomplish this, she will need the
assistance of a professional local government manager serving as her Chief Of Staff.
As Chief of Staff the manager will work with the Mayor and the Management Team to assure good staff
work, complete reports and follow through implementation of the Mayor’s decisions. The Chief Of Staff
will need to be: an individual who has or can build trust amongst the Mayor, Staff and Council; someone
who has knowledge of or can quickly gain knowledge of the community; possessing good management
skills in a complex and dynamic environment; knowledgeable in municipal Finance and Budget, Human
Resources and Labor Relations; skilled at municipal process improvement and systems management,
and an excellent communicator on behalf of the Mayor and City. The current Interim City Administrator
(Police Chief) may well possess many of the skills needed to be an effective Chief Of Staff, but may need
access to an experienced City Manager or Managers as an “Executive Coach” as needed.
The Mayor and Council need to immediately hold a Goal Setting Retreat to focus on the Strategic Goals
for the next 3-5 years, and then translate them into a Master Work Plan for FY2014-15. These goals
should be the basis for any revisions to the 2014 budget and for preparation of the 2015 budget.
This Fall (late September?), the Mayor, Council and Senior Management should conduct a preview
workshop on the 2015 budget prior to formal presentation in October. Once all the key Management
Team positions have been filled, the Mayor, Chief Of Staff and Management Team should conduct a
Teambuilding Training Workshop. After budget adoption (early December) the Mayor and Council
should host an All Employees recognition meeting or luncheon to celebrate 2014’s successes and the
challenges ahead in 2015.
We thank the Mayor and the City of Mukilteo for the opportunity to be of assistance and look forward
to your many successes in the years ahead.
Robert W. Jean, ICMA/CM
Senior Management Consultant
Prothman Company
PRØmMAN
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2
CITY Of MUMLTEO
JOB DESCRIPTION
Title:
Department:
Reports to:
Supervises:
Management Services Director
Administration
Mayor
City Clerk, Policy Analyst,
Executive Assistant, Human
Resources_Manager
Date Prepared:
Job Classification:
Salary Range:
FLSA Status:
5/2014
Non-Represented
Contract
Exempt
General Purpose of the Position:
Assists the Mayor in carrying out the duties of the Chief Executive Officer of the City; carries out day-to
day supervision and management over the administrative affairs of the City.
Essential Duties and Responsibilities:
•
•
•
•
•
•
•
•
•
•
•
•
•
Manages the day-to-day administration and coordinates the delivery of municipal services of the
City on behalf of the Mayor;
Manages and coordinates programs among various departments;
Develops for the approval of the Mayor, City operating objectives, policies and programs for
administrative activities.
Coordinates with the Mayor to report on status and results of departmental operations and
projects.
Develops short-term and long-term plans;
Is responsible for the execution of city-wide performance management and constituent
satisfaction
Oversees the development and execution of the communications strategy both internally and
externally
Serves as the Mayor’s liaison to various independent boards and commissions;
Represents the Mayor at various functions and meetings;
Assists in the preparation of the preliminary budget, maintains and manages the capital
improvements program in accordance with long range plans and policies established by the City;
administers the City’s budget after adoption; advises the Mayor and City Council of financial
status.
Functions as the City’s Personnel Director, assists departments with selection, training, and
development of personnel; oversees the operation of Personnel functions in accordance with
Personnel practices; administers disciplinary actions as appropriate.
Represents the City at meetings with other governmental units, agencies, etc.; coordinates work
with special purpose districts.
Attends all City Council meetings as required, responds to inquiries and requests for information
from the Mayor and City Councilmembers; supervises the preparation of City Council agendas
and reviews agenda bill for completeness and accuracy prior to final approval by the Mayor.
Other Duties and Responsibilities:
•
Performs others duties as assigned.
Skills and Abilities Required:
Title: City Administrator
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Broad knowledge of municipal government;
Skilled in municipal process improvement and systems improvement;
Ability to assume a leadership role in the day-to-day operations of City functions.
Knowledge of City’s organization, mission, philosophy and operating functions.
Knowledge of municipal political environment and sensitivities, and how to function effectively in
that environment.
Knowledge of municipal, fiscal and budgetary practices, financial analysis techniques and
governmental accounting procedures and standards.
Knowledge of state municipal legal requirements and structures.
Knowledge of sound Personnel practices and procedures as well as labor relations, benefit
administration, recruitment and selection practices, salary administration, equal employment
opportunity laws and regulations.
Ability to negotiate and administer contracts with outside vendors and service providers and labor
unions.
Ability to counsel, motivate and provide feedback to City personnel at all levels securing their
commitments to City goals.
Ability to resolve conflicts and gain cooperation among competing interest groups.
Oral and written communication skills conducive to maintaining optimum working relationships,
publicly representing the Mayor and City government.
Ability to implement effective managerial controls and to set, implement and evaluate departmental
goals, objectives and strategies.
Ability to develop and maintain productive relationships with elected officials, City staff, community
leaders, advisory boards, the news media and the general public.
Physical Demands and Work Environment
The physical demands described here are representative of those that must be met by an employee to
successfully perfonn the essential functions of this job. Reasonable accommodations may be made to
enable individuals with disabilities to perform the essential functions. Mandatory overtime may be an
essentialfunction of this position and, therefore, not subject to accommodation.
While performing the duties of this job, the employee is regularly required to sit and use hands to fmger,
handle, or feel objects, tools, or controls. The employee frequently is required to talk or hear. The
employee is occasionally required to stand, walk, reach with hands and arms; and stoop, kneel, crouch, or
crawl.
The employee must regularly lift and/or move up to 10 pounds. Specific vision abilities required by this
job include close vision, color vision, peripheral vision, depth perception, and the ability to adjust focus.
The noise level in the work environment is usually moderate.
Minimum Qualifications (Education, Experience, Skills):
•
five or more year’s progressively complex experience in governmental operating departments or
municipal management.
•
Minimum of a Bachelor of Arts Degree in Public Administration or related field. Advanced
education at the Graduate level is preferred.
V:’FXECr\Ecutive R
\Mangemnt
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Title: City Administrator
Licenses and/or Certificates:
Valid Washington state drivers’ license or ability to obtain one.
Must be able to successfiuly complete and pass a background check.
V:EXECOO-MayorExecutive R
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MUKILTEO CITY COUNCIL AGENDA BILL 2014-71
SUBJE TITLE:
Meeting Date:
Executive Department Reorganization and
Approval of Human Resources Manager
Job Description Resolution 2014-11
May 5, 2014
Staff Lead:
Exhibits:
Jennifer Gregerson
Department Director:
Mayor Gregerson
Estimated Time:
30 minutes
Budget Information
Amount Budgeted:
Expenditure Required:
Budget Remaining:
Appropriation Required:
1.
Human Resources Manager Job
Description
2. Management Services Director Job
Description
N/A
N/A
N/A
$0
Account Name(s):
Account Number:
RECOMMENDATION:
Council MOTION to approve the Management Services Director and Human Resources
Manager job descriptions.
SUMMARY:
The Executive Department provides overall management direction to the City organization. The
Department is responsible for implementing policy direction, overseeing and managing City
operations, coordinating operations and evaluating City programs. The Department should
provide overall guidance and support to all departments, and effectively provide policy analysis
and reports, risk management, communications and human resources services to the City. This
proposal will make changes to the department in order to provide services more efficiently and
effectively. I believe we can better serve the City’s employees and provide better services from
the executive department, which will benefit the taxpayers, our City organization, and the
Council.
Guiding Principles
• Ensure the city is financially sustainable
• Implement a city-wide vision and connect our community to development and planning
• Deliver executive department services efficiently and effectively
Timeline
In November and December, I met with my Transition Team, including Mukilteo Schools
Superintendent Marci Larsen, County Councilmember Brian Sullivan, State Representative
Marko Liias, and Mukilteo’s retiring Community Development Director Heather McCartney.
V:\EXEC\OO-MayoñExecutive Reorg\201 4-71 Executive Reorganization.docx
I
They recommended a full examination of the executive department, reconsidering services and
organization.
I discussed options in January and February with current staff, and subsequently retained
Prothman Consulting to assess our executive and human resource needs. Two consultants
spent time interviewing city employees and assessing current conditions and proposed several
recommendations for how this department should function in the future.
Their findings include:
Human Resources Audit and Review
• Use of management staff to perform basic human resource functions several cases
were cited in which department heads and other supervisory staff were performing
functions that could be better, and more consistently, performed by a human resource
professional.
• Policies did not appear to be applied uniformly across all City departments.
• Performance reviews are not being conducted on a regular basis or using standard
formatting across the City.
• General lack of human resource expertise related to policies, laws and collective
bargaining agreements this presents potential risk to the City, and also does not
provide employees with confidence that the information they receive from human
resource is accurate or current.
• HR technology module, though purchased by the City, has not been fully utilized,
resulting in duplication of efforts and potential inaccuracies.
• Perceived lack of maintaining confidentiality in the past within human resources on
employee issues.
• Human Resources is currently in a reactive mode rather than a proactive mode.
• No tracking of grievances and disciplinary actions this may result in failure to meet
required response deadlines on grievances but could also lead to inconsistent
application of disciplinary actions and cause risk to the City.
• City staff that were interviewed had an overwhelming desire for internal Human
Resources staffing rather than use of external Human Resources agencies.
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Executive Department Assessment
• Recognizing that 50-60% of the Mayor’s time (even with 50-60 hour workweeks) is with
Council, Community and Intergovernmental relations, much of that time outside City
Hall, that means she needs to maximize and focus her time left on the actual
management of the City. Beyond that, there is easily another full-time professional
position needed to coordinate and assure day-to-day operations.
• A City Administrator position has been used by Mukilteo, initially when the Mayor’s
position was part-time, and the City Administrator operated essentially as a “Deputy
Mayor” with full executive authority delegated to them by the Mayor. The Mayor’s
focus was largely external and the City Administrator’s role mostly internal. When the
Mayor’s position was made full-time some years ago, some inevitable confusion arose
as to clear division of roles, responsibilities and authority. We believe the City would
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now benefit with the Mayor clearly operating as the Chief Executive Officer, but
supported by an experienced, professional local government manager with limited
delegated authority to act on the Mayor’s behalf.
Human Resources and Executive Department Recommendations:
• Hire a dedicated Human Resources professional on staff at the City, as a full-time
position at the management level.
• Reshape the Assistant to the City Administrator position into a Policy Analyst that can
conduct policy review and lead the communications team for the city. This task has been
completed.
• Create a Management Services Director position to provide professional local
government management support to the Mayor and all departments.
The role of the Management Services Director:
• As Management Services Director the manager will work with the Mayor and the
Management Team to assure excellent staff work, complete reports and follow through
implementation of the Mayor’s decisions. The Management Services Director will need
to be: an individual who has or can build trust amongst the Mayor, Staff and Council;
someone who has knowledge of or can quickly gain knowledge of the community;
possessing good management skills in a complex and dynamic environment;
knowledgeable in municipal Finance and Budget, Human Resources and Labor Relations;
skilled at municipal process improvement and systems management, and an excellent
communicator on behalf of the Mayor and City.
• Tasks would include:
o Support to City Councilmembers and Committees
o Represent the Mayor on Council Committees, Regional Committees and with
Community groups in the Mayor’s absence or unavailability
o Work with Congressional, Legislative and AWC staff on grants and
intergovernmental issues
o Weekly Meeting with Mayor and key staff on Budget, Human
Resources/Personnel and major projects or programs (attend i-on-i
Departmental Meetings with Mayor)
o Review current Budget tracking and Long-Range Financial Plan performance
o Conduct Executive level major discipline and discharge hearings prior to Mayor’s
action
o Facilitate the Agenda Review and Upcoming Agenda portion of the Cabinet Staff
Meeting, including review of Agenda Bills prior to Mayor’s approval
o Meet with the Mayor and Council leadership re: upcoming Agendas
o Review Purchase Requests beyond Department authority levels before approval
by the Mayor or transmission to Council for action
o Review Payables before the Mayor’s approval
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o Serve as the Executive Department representative on Labor Negotiations and
compensation
o Review and prepare progress reports on the City’s Strategic and Operational
goals
o Conduct Management Systems reviews and process improvement efforts
o Coordinate implementation of the City’s Communications messages and public
information
o Coordinate Citywide training and Organization Development efforts
o Ongoing review of Litigation and Legal issues
o Review operational performance of Departments and report to Mayor
The role of the MAYOR:
Community and intergovernmental relations can be shared with other Councilmembers
and staff, but nobody can totally replace the Mayor as the City’s most effective
communicator and representative. The Mayor also serves to Chair the Council meetings
and has a unique responsibility in working with the Council, facilitating consensus and
making sure all viewpoints are represented. As the City’s Chief Executive Officer, the
Mayor is then responsible for accomplishing City Goals and assuring the efficient and
effective delivery of City services. The Mayor’s role should be fulfilled in this manner:
o City Council and Council Committee Relations...20-25%
o Regional Committees and Intergovernmental Relations...20-25%
o Community Involvement and Relations...1O%
o City Management...40-5O%
• Chair Weekly Cabinet Staff Meetings (Strategic Goals and Master Work
Plan)
• Weekly or Bi-Monthly 1-on-i Department Head Meetings
• Chair Monthly capital projects Team Meeting
• Weekly Meeting with Management Services Director on Budget,
Personnel and Major Projects
• Monthly Communications Team Meeting
• Quarterly All Employees Meetings on City goals, issues and
accomplishments
• Employee Awards and Recognition...CELEBRATE SUCCESS I
• Quarterly site visits to all City facilities and field work
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The new staffing changes can be accommodated within the existing 2014 salary budgets, as I
have proposed and as recommended by our consultants. During the coming year, staff will
assess the full executive and human resources budgets. For instance, with an HR Manager in
place, we expect to use legal support for personnel issues less than in the past. We will also
look to identify other changes to the existing budget and funding levels for other line items. In
2015, the Mayor will present a budget which may adjust priorities, and will provide a
sustainable, stable proposal for executive department staffing and funding.
Additional recommendations from the review, unrelated to staffing changes, include
suggestions for workshops and planning:
• The Mayor and Council need to hold a Goal Setting Retreat to focus on the Strategic
Goals for the next 3-5 years, and then translate them into a Master Work Plan for
FY2014-15. These goals should be the basis for any revisions to the 2014 budget and for
preparation of the 2015 budget.
• In late September, the Mayor, Council and Senior Management should conduct a
preview workshop on the 2015 budget prior to formal presentation in October.
• Once all the key Management Team positions have been filled, the Mayor, Management
Services Director and Management Team should conduct a Teambuilding Training
Workshop.
ALTERNATIVES:
Request that the Mayor reconsider the executive reorganization concept; keep the current City
Administrator position and pursue a contract for HR services.
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