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Home My WebLink AboutNB 2 DEPT REORG 12-01-80DATE: TO: FROH: SUBJECT: November 25, 1980 NEW BUSINESS NO. 2 12~1-80 Inter-Corn Honorable Mayor and City Council Royleen A. White, Director of Community Service~_~~° DEPARTMENT REORGANIZATION BACKGROUND AND DISCUSSION: In July, Council requested this Director review the organization of the Department as it relates to staffing and the level of service delivered to the community. During the budget hearings, Council heard public input requesting a full-time Youth Services position. At that time Council asked that staff return in four or five months with an appropriate reorganization plan, including a review of the need for a full-time Youth Services position. More recently, Council has been asked by the Cultural Arts Committee to institute a part-time Cultural Arts Coordinator. This request also has been reviewed and included in the plan. The plan I am currently recommending to Council does not require the addition of any professional-level positions to fill these needs. These program requirements can be satisfied with the reclassification of the current Recreation Specialists to Recreation Coordinators, and better utilization of the existing supervisorial staff. The reorganization calls for the sports supervisor becoming more actively involved in day-to-day planning, promotion, and operation of youth services programs. This individual has been training the specialist to run Adult Leagues, but now that has been accomplished and he has sufficient time to actually run the youth programs with assistance from a part-time staff member. There has been some community input regarding the desire for a full- time Youth Services person; however at this time, I cannot justify it. It is feasible for the Recreation Supervisor to spend a good amount of time in this area and it would be a waste of skilled professional expertise if we did not give this individual the opportunity to have this involvement. There has also been some community interest evidenced for a part-time Cultural Arts Coordinator. I don't feel this will be necessary, given Council approval of this reorganization plan. The need can be filled by better utilizing the existing positions, not by hiring additional staff. The current position of Recreation Specialist/Senior Citizens is vacant temporarily; the incumbent in this position is currently Acting Recreation Supervisor. The position is a very busy one, and the need exists for the Supervisor to have assistance from a person who is able to help in more than one area. Reclassifying both Specialist positions to Recreation Coordinators will handle the multidimensional needs for these positions. DEPARTMENT REORGANIZATION Page Two November 25, 1980 The plan also includes a request for Council authorization to fill the vacant Recreation Supervisor position, already authorized in this year's budget. While current (and short-term future) needs for community services can be met with no additional professional staff, the need for an additiOnal clerical person is critical. At present, one Intermediate Typist/Clerk serves the entire Department and performs the following job responsibilities: 1. Public Information: Primary person to answer phones (7 lines) and to tend the counter. Must be knowledgeable of all Department activities, referral numbers for community organizations and special interest groups, leagues, classes, enrollments, special programs. 2. Typing: Editing, rewri'ting, typing, and proofing of all correspondence, reports, memos, studies, news releases, surveys, league schedules, material for Tustin Today; budget worksheets and related Director's reports. Coordinates typing deadlines with staff members. Keeps mailing lists current. 3. Finances and Bookkeeping: Responsible for counting and turning in all revenue collected in the "field"; balancing and counting of checks collected in the office (receipt books and class receipts) on a daily basis. Keeps Department ledgers. Inspects all receipts for accuracy. Counts all monies collected at registration. Answerable for all Department receipts (checked annually by auditors). Coordinates warrant runs. 4. Facility Rentals: Handles reservation requests for the Clifton C. Miller Community Center and the Council Chambers; all related functions: phone calls, rental agreement forms, scheduling available rental dates, follow- up correspondence, bookkeeping. Compiles monthly and weekly calendars for distribution to Maintenance and Police Departments. Helps Program Supervisor schedule classes into facilities. 5. Registration: Coordinates registration and cashier procedures with staff members; trains staff and instructors in said procedures. Compiles registration materials and updates maps. Head cashier and "troubleshooter" at registration. Balances all monies and receipts from registration. Class counts; filing of registration slips and related materials. 6. Clerical Training: Supervises part-time clerical aides assigned to this position. Trains said staff in clerical procedures; helps them to upgrade office skills such as typing, phones, bookkeeping, filing. Compilation of clerical training manual. 7. Refunds/Credits: Coordinates refund warrants; compiles credit lists; dispenses credits. 8. General Office: Provides continuity in the office by keeping staff abreast of changes in programs, policY, deadlines, meetings, warrant runs, et cetera. Sorting and distribution of mail. Xeroxing deadlines. Maintenance of all general office files (correspondence files, bookkeeping ledgers, et cetera'). Requisitioning of general office supplies. Coordinates office coverage. DEPARTMENT REORGANIZATION Page Three November 25, 1980 The proposal calls for a reclassification of this position from Intermediate Typist/Clerk to Department Clerk, and the addition of a Typist/ Clerk position. The incumbent in the Intermediate Typist/Clerk position is currently performing the duties of a Department Clerk and should be reclassified. It is an indication of this person's eff~ciencyand effectiveness that she has been able to handle the workload with only a part-time clerical aide who is largely unskilled. This part-time position would of course be eliminated with the addition of a full-time clerical position. In reviewing the Department's operations as they relate to our organizational structure, I have found that there are professional level staff members who are under-utilized. This is due to several factors, not the least of which is that the professional staff is performing many duties which could be handled by a clerical person. At present, we do not need more professional staff -- we need another clerical worker, and then we can utilize the professional staff to its maximum potential. Two clerical persons are not an unreasonable staffing level, considering the number of people we serve and the number of people in the office. At present, there is only one individual who serves the entire Department of five full-time professionals and countless part-time staff members, all of whom have work that must be completed. A survey of the last several months shows an average of more than 200 telephone calls per day coming into the office, and approximately 55 counter visitors per day. FISCAL IMPACT: Budgeted 1980/81 Proposed Difference/Month Rec. Spec. @ $1,052 Rec. Spec. @ $1,160 Int. Typist/Clerk @ $1,002 No Dept. Clerk Rec. Coord. @ $1,236 $ + 184 Rec. Coord. @ $1,236 $ + 76 Typist/Clerk @ $893 $ - 109 Dept. Clerk @ $1,104 $ +1,104 NET MONTHLY IMPACT $1,255/month $1,255 x 6 months = $7,530 (January 1-June 30) The net fiscal 80/81 impact is $7,530, which can be covered by the surplus of $8,772 in this Department's personnel budget; this surplus is due to the salary savings of having the Recreation Supervisor's position vacant thusfar this fiscal year. PERSONNEL DEPARTMENT CONCURRENCE: The Personnel Director has reviewed this organization plan and supports both the concept and the recommendations listed below. DEPARTMENT REORGANIZATION Page Four November 25, 1980 RECOMMENDATIONS: 1. Authorize Department to fill vacant Recreation Supervisor's position. 2. Reclassifycurrent Recreation Specialist positions to Recreation Coordinators. 3. Reclassify current Intermediate Typist/Clerk to Department Clerk. 4. Authorize addition of one new position, Typist/Clerk, and subsequent recruitment. RAW: ss