HomeMy WebLinkAboutAgenda Report - September 21, 1983 (32)Council was apprised that Ralph Andersen and Associates had
prepared an organizational report on the Finance Department
\` indicating that the subject study was designed to provide
better supervision in teens of work scheduling and
J monitoring of the field personnel, i.e., meter readers,
parking enforcement assistants, and account collectors;
reduce the span of control of the Assistant Finance Director
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and to clarify lines of responsibility and authority of the
Senior Accountant as it relates to the accounting function.
R1EW-ANIZATICN OF In order to provide this needed supervision of field forces,
FINALE DEPART- a new position of Field Supervisor has been recommended,
MflWr AND FIRE with Council being asked to adopt specifications for a Field '`�+•
DEPARTlWr Supervisor, to assigna salary range of $1,579.05 to
$1,919.54, to designate this as a mid -management position,
and to reclassify Mir. unary Holloway to this position.
Following discussion with questions being directed to Staff,
Council, on motion of Council Member Reid, Snider second,
the heretofore set forth recommi mylat ions were adopted by
unanimous vote of all Council Malmibers present.
o.........,��w�.�—4•y.--vv&Us r►niety pregrim; and provide ----
additional assistance in the area of fir4 ilzspection. It
will ultimately result in transferring the dispatch function
to the Police Department and reduce overall manning by two
persons in the Fire Department.
In order to accomplish this, three new classifications are
required: Fire Administrative Officer, Fire Shift
Supervisor and Fire Inspector. Council is-oquested to
approve the following specifications at the appropriate
salary levels, designate the Fire Administrative Officer's
position as mid-umu gement and reclassify W. Stanley Rall
and Mr, RaYMnd Schatz to those positions,
FIRE Cy1PIAIN $1,694.10 - $2,059.19
FIRE IAISPBCIiR $1,463.43 - $1,778.80
FIRE Min st>w1sm $1,778.80 - $2,162.15
FIRE ACMINISDWIVE CIPFICER $1,867.74 - $2,270.27
Following discussion with questions being directed to Staff,
CoMcil, on motion of Mayor Pro Teapore Snider, Reid second,
approved three new classifications for the F+^e Apartment;
namely, Fire Administrative Officer, Fire Shift Supervisor,
and Fire Inspector. Further, Council approved
specifications at the following salary levels, designated
the Fire Acininistrative Officer's position as
mi d -management , and rec l ass i f led Mr. Stanley Rq l 1 and Mor, x+.
Raymond Schatz z to those pos i t i ons : 1
Fire Captain $1;694.10 - $2,059.19
Fire Inspector $1,463.43 - $1,778.90
Fire Shift Supervisor $1,778.80 - $2,162.15
Fire Administrative Officer $1,867.74 - $2,270.27
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A
F O R W A R D
This report is based on a reorganizational study
prepared by an ad hoc committee of firefighters, chaired
by the Fire Chief. They are to be commended for the
clarity in which they identified problems and proposing
solutions to those problems. Without this valuable
contribution, this report would have lacked the necessary
insight needed to perform a proper organizational review.
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OBJECTIVES
00
It is the objective of this report to present a
clear and concise organizational plan for the Lodi Fire
Department. This plan considers the parallel concerns of
the Fire Department as an agency of the City and for the
City of Lodi as a whole. The main objective is to create
an organization that addresses administrative and fire
ground concerns within the department, guided by
reasonable fiscal restraints of the City budget.
BACKGROUND
In 1977, the Lodi Fire Department was authorized
fifty-three positions. These fifty-three men manned three
fire houses, operated three front line engine companies
along with a service equipment truck and an eighty-five
foot elevating platform. In addition to operating and
maintaining this equipment, these men were responsible for
reserve egaipment, utility vehicles, and radia
communications.
In the fiscal year beginning July 1978, the
authorized personnel was reduced by one man. In 1979, a
second position was eliminated and in 1980, another
position was removed from the authorized personnel. Since
1980, Lodi Fire Department has been authorized fifty
personnel, comprising of Fire Chief, Assistant Fire Chief,
Chief Fire Inspector, Training Officer, nine Fire
Captains, eighteen Fire Engineers, eighteen Firefighters,
and one Dispatcher Clerk.
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In December 1980, Chief Don Cockayne retired from
the department. The Chief's position was filled by
Assistant Chief Don MacLeod.
To this date, the &.ssistant Chief's position has not
been filled and those duties have been assumed by the
remaining three Chief Officers. As a matter of fact, that
position was removed in the 1983-84 budget with the
assurance an organizational study would be submitted
during the budget hearings.
Proposals for the reorganization of the Lodi Fire
Department originated in late 1980. Different proposals
have been submitted and reviswed since that time. Of
these plans, none have been implemented at this time.
CURRENT OPERATIONS AND DEFICIENCIES
The structure within a fire department can be very
complex. For the sake of simplification, the operations
of the Fire Department can be divided into four areas:
Fire Administration, Fire Suppression, Fire Prevention,
and Fire `training.
Fire Suppression
The objectives of the fire suppression force is to
orderly and systematically control and extinguish fires in
order to prevent loss of life and damage to property.
Fire suppression activities are provided by three engine
companies augmented by two truck companies. The
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suppression forces are housed in three stations throughout
the City and work a twenty-four hour shift. The fire
command structure is achieved by having the chief officers
rotate stand-by duty. The duty officer is responsible for
response to fire emergencies. This stand-by duty is
performed in addition to normal working days, amounting to
approximately 1600 hours a year per man. This stand-by
duty requires the officer to remain within the city limits
in an on-call mode.
on fires of limited magnitude, this operating
procedure produces few problems. However, problems in
fire suppression activities occur during larger fires.
The pzesent operating tendency at a fire of great
magnitude is that the first company officer gives a quick
report of the incident and implements his plan of attack.
The following arriving units also size -up the situation
and implement their plan of attack. The chief officer is
notified by dispatch of the emergency. His objective
during a major fi-�-e is to respond and develop a command
structure. This does not occur until ten to fifteen
minutes into the fire and after all responding emergency
vehicles are at the scAne and working. This has, on
numerous occasions, resulted in engine companies operating
as independent, uncoordinated units, with neither
company's activities supporting each other.
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The fact that major fires rarely occur is not. zh,:.
justification for disregarding a fire command system. The
fact that a major fire is likely to occur and that a major
:ire presents the greatest risk to life and limb
experier.ced in a firefighter's job, is justification that
an organization should be prepared and thoroughly trained
in a command system.
Fire suppression activities can best be improved by
providing an individual to immediately respond to
emergencies to fulfill fire command responsibilities. In
addition, improvement of suppression activities can be
aided by reviewing current operating procedures and by
thorough training of suppression forces in fire ground
command systems.
Fire Prevention
The Bureau of Fire Prevention has a primary
responsibility for fire code enforcement. This fire code
enforcement is accomplished through on-site inspection of
facilities and construction plan reviews in the Fire
Prevention Office.
On-site facility inspections of commercial buildings
are accomplished by engine companies. These inspections,
which are referred to as company level inspections, are
performed on a scheduled basis. The engine company will
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visit each site on an initial inspection, followed by two
call-back inspections for compliance. If compliance has
not occurred by the third visit, the inspection report is
forwarded to the Fire Prevention Office for follow-up
inspections.
In addition to follow-up of company level
inspections, the Fire Prevention Bureau is responsible for
on-site inspections of hospitals, convalescent hospitals,
schools, family care and child care homes, inspections
involving flammable liquid storage and public assembly
buildings. These inspections are normally completed by
the Chief Fire Inspector, in addition to construction plan
reviews'.
Due to an increased number of company level
inspections being forwarded to the Fire Prevention Bureau,
it has become necessary to augment the Chief Fire
Inspector with additional assistance. This augmentation
occurs by assigning one individual per shift to the Fire
Prevention Bureau on special assignment. This individual
is released from non -emergency activities, excluding
training, to perform duties in the Fire Prevention Bureau.
The use of line personnel is not without problems.
Planned use of the men and scheduling of inspection
appointments with the public is difficult. The problems
incurred with the use of line personnel are a result of
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the normal span of days off between working tours, time
off for vacation and 'holidays, absence for training
periods, fire suppression and other unexpected incidents.
These occurrences have at times severely limited the use
of line personnel to two hours or less per day.
Recent State -mandated inspections and fire code
enforcement have greatly increased the area of required
inspections. Three examples of current legislation
mandating the increased work load are% Semi-annual
inspections of fire sprinkler systems. At present, 85
exist within the City. Second, semi-annual inspections of
hood and duct automatic fire extinguishing systems, of
which 71 exist. Third, legislation affecting hotels and
motels. This legislation mandates fire inspections,
posting of violations, publication and enforcement of fire
code requirements.
These recently mandated inspections will require
additional man hours in order to be completed. Additional
assistance in the bureau will be necessary to meet these
ever increasing demands.
Fire Training
The fire training division has a primary job of
surveying the need, developing programs, and conducting
training classes. Fire Service personnel receive their
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training and education in many ways and from many sources.
The basic transfer of skills as well as the maintenance of
these skills occurs at drills. A drill can be defined as
a planned, organized practice session, conducted by the
local officer, covering a single, specific topic. it
usually takes place in or near the individual fire station
and involves small groups.
Drills can be contrasted with formal training
sessions, which are structured planned classes conducted
by an individual skilled in the educational process.
Training classes are usually conducted at a central
location and cover an entire subject area. Subjects which
are covered under the heading of training sessions would
include recruit firefs.ghting, an elevated stream
operation, and pump operations.
The basic difference between drills and training are
that drills reinforce training which has already occurred,
while training provides the specific skill level needed on
the job.
Obviously, one of the most important keys to a ,
successful fire service is the level and type of training
given. A training program requires the identification of
needs, curriculum development, delivery, measurement and
evaluation. The purpose of training is to prepare fire
personnel to respond in a manner that would effectively
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reduce the emergency. Through training, fire losses can
I
be reduced, property conservation increased, and the
hazards to civilians and firefighters identified.
Another key to a successful fire service training
program is the need to assure that drills are conducted in
the same manner. It is vital that each person know what
and how others are going to perform.
Fire Administration
Presently, the Fire Chief and the Training Officer
are performing the administrative ditties of the Fire
Department. These duties include, but are not limited to,
budget preparation and monitoring, purchasing, personnel
records and problems, equipment maintenance program and
records, collection and review of fire reports, hose and
hydrant maintenance and records, in addition to the normal
everyday staff responsibilities.
In addition to the Chief Officer responsibilities,
the overloading of the position responsibilities has
resulted in decreased efficiency. In order to increase
efficiency, one of two choices are available. The choices
are the elimination of duties or the shifting of
responsibility for completion of the duties. Because the
previously -described duties are necessary to the
department, the elimination of the duties would only
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result in regression of the department. The remaining
choice is to allow the performance of these duties to be
done by someone other than the Fire Chief and Training
Officer. This action will increase efficiency within the
department.
OTHER RELATED NEEDS AND REQUIREMENTS
Fire Dispatch
The Lodi Fire Department now has one Dispatcher on a
40 -hour week, working 8:00 A.M. to 5:00 P.M., Monday
through Friday. Relief for vacations, holidays, illness,
time not worked, and personal relief is provided by a
front line firefighter. This arrangement presents few
administrative problems, however, the cost for relief and
night coverage requires an additional full time
firefighter.
We budget 15 persons per day Lor fire su,>pression.
The minimum requirement for adequate response is 12. In
order to provide vacation and holiday relief, 2 people of
the 15 may be scheduled off at any one time. The 15th
person is used to provide dispatch services when the
Dispatcher -Clerk Fire is not available. The bottom line
of this arrangement is that the City is using firefighters
to function as dispatcher. The Police dispatch center is
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IF 0
equipped to dispatch on both police and fire frequencies.
I
The Police dispatchers are trained to handle emergencies,
are presently scheduled 24 hours per day, and t>iere are
normally two dispatchers on duty at any one time.
City• -wide Sifety Program
The City has had an informal safety policy
delegating responsibility to the department heads;
however, there is no system to coordinate the activities
of all the departments, to assess the cost effectiveness
of the safety activities, and to keep up to date and
appraise employees and management of safety issues.
This function is too important to continue on an
ad-hoc basis. Barbara Akk has recommended we increase our
safety consciousness and give it "command" attention. We
also have agreed with our employees to undertake a more
comprehensive City-wide safety program.
This function should be delegated to a person who
has some background in maintaining equipment and work
place in a safe condition, some supervisory experience and
an awareness of the tangible and intangible results of
accidents.
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RECOMMENDATIONS
After review of th4 current operations, the problems
become apparent and their effect on the department is
severe. It is well known that problems are plentiful and
solutions are few, but as stated before, the objective was
to create an organization that addressed administrative
and fire ground concerns within the department, guided by
reasonable fiscal restraints of the City budget.
To meet this objective, an organization needs to be
developed that can eliminate or limit the negative impact
of conditions with the Department. The reorganization of
the Lodi Fire Department must be structured to permit the
following:
1% Redistribution of staff functions to levels that
would avoid overloading.
2. Elimination of excessive and restrictive
stand-by duty for Chief Officers.
3. Availability of fire ground commanders that can
respond immediately in the event of an
emergency.
4. Additional assistance in the fire prevention
bureau to complete mandated ir. -pectior,-i.
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5. Support for a training program, with an
individual giv6n sufficient time to prepare and
deliver material.
This report answers these organizational needs with
recommendations as follows:
1. Eliminate the positions of Assistant Fire Chief,
Fire Training Officer and Chief Fire Inspector
and create three positions of Fire
Administrative Officer.
2. Reduction from eighteen firefighters to fifteen
firefighters.
3. Authorization of three Shift Supervisor
positions working twenty-four hour shifts.
4. Authorization of a Fire prevention Inspector
position working forty hours a week.
5. Consolidation of Police and Fire Dispatch.
The positions of Administrative Fire Officers gives
the Chief flexibility in assignment and does not create an
"heir apparent" as the three Chief Officers would all be
the same rank and classification.
By the same token, it will provide the organization
with the functional division heads - Administration. Fire
Prevention and Training - that are needed to maintain
maximum efficiency. The Administrative Fire Officers
would also spend along with the Fire Chief a "duty -day"
and be available to respond to major fires as the Chief
Officer to assume the fire ground command.
The final benefit will be that the officer assigned
to Administration will also be able to assume the overall
responsibility for a City-wide safety program.
Rotation of assignments may or may not occur,
depending upon the Fire Chief's desires. The availability
to expose and train Chief Officers to staff
responsibilities is another benefit to the City. These
Officers are the key to improved line functions and
redistribution of staff responsibilities, not to mention
the elimination of excessive stand-by duty.
The increasing workload in the Fire Prevention
Office can be handled by placing an individual in the
bureau, working a forty -hour week. This second person in
the bureau would allow greater continuity in inspections,
plan checks and arson investigations. Proper scheduling
of time off for vacations would allow the minimum of one
man in the bureau at all times for the detailed fire code
interpretation and enforcement.
--
OV
Consolidation of Police and Firc Dispatch CenLer_s
would only enhance the benefits of this recommended
organizational structure. It should be mentioned that
when "911" is implemented, the emergency dispatch centers
will be consolidated anyway. Further benefits occur by
reclassifying the Fire Dispatcher -Clerk to a Clerk Typist
and adjusting the salary schedule.
The authorization of three Shift Supervisor
positions would provide 24-hour supervision of line
personnel. At the present time, no one individual is
wholly responsible for shift activities. These
Supervisors would provide the needed direction and
coordination of suppression forces in emergency activities
by permitting individuals to respond immediately to an
emergency and assume fireground command responsibilities.
This immediate assumption of command would allow the Shift
Supervisor to orchestrate responding engine companies on
assignments that would reduce the emergency. In addition,
the Shift Supervisor would assume responsibility for
day-to-day non -emergency activities and requirements of
line personnel.
0
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C
EFFECT ON CIT`: BUDGET
VOIN
A cost analysis is included based on the assumption
that the three new Administrative Officers would receive a
salary at the same scale of the Chief Fire Inspector.
This assumption is based on the idea that all
Administrative Officers are of equal position with the
only difference being in assignments. The cost study
compares the fifty authorized personnel to full
implementation of recommendations. Estimated savings to
the City in salary and benefits, excluding vacation and
holidays, is approximately $56,000 a year.-
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k]
Base Oroanization
1 Fire Chief $3,310 $ 3,310
1 Ass't Fire Chief 2,384 2,384
1 Chief Fire Inspector 2,270 2,270
I Fire Training Officer 2,162 2,162
9 Fire Captains 2,059 18,531
18 Fire Engineers 1,779 32,022
='18 Firefighters 1,694 30,492
1 Dispatcher-Clerk(Fire)1,413 1,413
50 $92,584
Pension $ 1,413 @ 24.2568 343
Pension 91,171 @ 34.7278 31,661
Uniform Allowance 49 @ $23 1,127
Medical 49 @ $124.74 6,112
1 @ 105.80 106
Dental 1 @ 27.60 28
3 @ 18.78 56
45 @ 17.21 774
1 @ 10.00 10
Deferred Comp 95
Monthly Cost
$132,896
$132,896
128,212
OV
Proposed Organization
1
Fire Chief
$3,310
3
Fire Adm. Officers
2,270
3
Shift Supervisors
2,161
6
Captains
2,059
18
Fire Engineers
1,779
15
Firefighters
1,694
1
Fire Inspector
1,779
1
Typist -Clerk II
1,165
48
$ 1,165 @ 24.256
88.171 @ 34.7278
47 @ $23
47 @ $124.74
1 @ 105.80
1 @ 27.60
3 @ 18.78
43 @ 17.21
1 @ 10.00
$ 4,684 X 12 = $56,208 per year
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$ 3,310
6,810
6,486
12,354
32,022
25,410
1,779
1,165
$89,336
283
30,619
1,081
5,863
106
28
56
740
10
90
$128,212
11
0
SUMMARY
W
The plan presented in this report provides
solutions for the problems in the Fire Department today.
If implemented, this plan will increase productivity,
provide an organization that can deal with an emergency
in a controlled and monitored fashion, recognize the
need fir more emphasis on fire prevention and City-wide
safety, and reduce the overall costs to the City.
This recommended organizational structure meets
the needs of the City today, and provides a solid
foundation for the future.
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PqUNCIL CU11 MUNICATIC"
TO THE CITY CONNCIt
FROM THE CITY MANAOIR'f OFFICE
SUBJECT
DEPARTMENTAL REORGANIZATIONS
DATE
SEPEMBER 2, 1983
Council has received two organizational reports - one on
the Fire Department prepared by City staff and one from
Ralph Andersen and Associates on the Finance Department.
The study on the Finance Department is designed to provide
better supervision in terms of work scheduling and
monitoring of the field personnel, i.e., meter readers,
parking enforcement assistants, and account collectors:
reduce the span of control of the Assistant Finance
Director and to clarify lines of responsibility and
authority of the Senior Accountant as it relates to the
accounting function.
In order to provide this needed supervision of field
forces, a new position of Field Supervisor has been
recommended. Council is asked to adopt the attached
specifications for Field Supervisor, assign a salary range
of $1,579.05 to
$
1,919 54 , designate this as a
mid -management position,, and+to reclassify Mr. Emery
Holloway to this position.
The reorganization of the Fire Department is designed to
clarify responsibilities at the fire scene, strengthen
overall department management and administration, provide
a person to assist in coordinating and monitoring a
city-wide safety program, and provide additional
assistance in the area of fire inspection. It will
ultimately result in transferring the dispatch function to
the Police Department and reduce overall manning by two
persons in the Fire Department.
In order to accomplish this, three new classifications are
required: Fire Administrative Officer, Fire Shift
Supervisor and Fire Inspector. Council is requested to
approve the following specifications at the appropriate
salary levels, designate the Fire Administrative Officers
position as mid management and reclassify Mr. Stanley Rall
and Mr. Raymond Schatz to those positions.
FIRE CAPTAIN $1,694.10 - $2,059.19
FIRE INSPECTOR $1,463.43 - $1,778.80
FIRE SHIFT SUPERVISOR $1,778.80 - $2,162.15
FIRE ADMINISTRATIVE OFFICER $1,867.74 - $2,270.27
r `
Ry GLENN
A sistant City Manager
JLG: vc
City of Lodi
• FIRE CAPTAIN
DEFINITION
Under direction, to have charge of and serve as a first line
officer of an engine or truck company; to supervise personnel engaged
in fighting fires; and to do related work as required.
EXAMPLES OF DUTIES
Takes charge of a Fire Station and supervises maintenance of
quarters and equipment during an assigned shift; assigns and
supervises personnel responding to emergencies, investigations,
inspections and service calls; conducts drills and assists in the
conduct of training programs for regular and call firemen; maintains
discipline on calls and in company quarters; drives with and checks
the judgment of lead -out driver in reaching the scene of the fire and
in getting equipment into effective operation; determines the need of
calling additional men and equipment in the absence of superior
officer; establishes the formulation of an efficient plan of attack=
reports to.superior officers at the scene of a fire for further
instructions after seeing that the equipment on which he arrived is
hooked up and in operating order; responds to off-duty emergencies
when needed; takes charge at fires until relieved; makes certain that
fire equipment and alarm system is in running order; maintains record
of each length of hose used at a fire to see to its replacement on
equipment with dry hose and oversees that equipment is cleaned and
ready for reuse; supervises men and equipment during inspections;
advises public of fire regulations and fire hazards; summons off-duty
personnel when number of on -duty personnel is below minimum in
accordance with prescribed departmental procedures; receives fire
calls and dispatches equipment to the fire; maintains records and
prepares reports.
LICENSE
Possession of an appropriate California operator's license
issued by the State Department of Motor Vehicles.
DESIRABLE QUALIFICATIONS
Knowledge of:
Rules, policies and procedures governing the Lodi Fire
Department;
Firefighting methods, techniques, and equipment;
Principles of hydraulics;
Location of local water mains, fire hydrants, and other
firefighting facilities;
Local geography, including streets and buildings;
Principles of First Aid.
and
Fire Captain -- 2
DESIRABLE QUALIFICATIONS - Continued
Ability to:
Apply Fire Department rules, instructions, and firefighting
methods to specific situations;
Plan, train, and direct the work of subordinates at
Department quarters and at the scene of fires;
Prepare reports and speak effectively in public;
Establish and maintain cooperative working relationships
with Department personnel, officials, and the public.
and
Experience: Five years of full-time paid experience in the
City of Lodi Fire Department, and successful
completion of a certified Fire Engineer
Examination.
and
Education: Equivalent to completion of the twelfth grade.
,City of Lodi
�
FIRE INSPECTOR
DEFINITION
Under direction, to perform fire inspection, investigation and
prevention activities; to enforce fire codes, laws and reguations
relating to fire protection, prevention and safetyr and to do related
work as required.
EXAMPLES OF DUTIES
Inspects for fire prevention and fire safety standards under
the Uniform Fire Code, State Fire Laws and regulations, and related
codes dealing with fire protection, prevention and safety; inspects
business establishments, public buildings, single family and multiple
occupancy residences, remodeled and new construction, and various
other structures in the enforcement of fire prevention laws; inspects
vapor recovery systems, fire escapes and emergency exits, fire and
smoke alarms and sprinkler systems and other equipment related to
fire safety and prevention; inspects hospitals, convalescent and
retirement homes, and child care facilities; investigates fires
involving loss of life, arson or of a suspicious nature, extensive
property loss, and fires of undetermined origin, investigates citizen
complaints of violations of fire codes and regulations and takes
corrective action; promotes public relations for the Fire Department
through promotional events, demonstrations, and educational programs
on fire safety and prevention; meets with industrial and business
representatives to promote cooperation on fire prevention measures;
speaks to various civic and professional organizations to promote
fire safety and prevention activities; prepares, files, and processes
fire reports and maintains inspection records; issues permits for
control burning, gas tank storage, pyrotechnics, high -hazard storage,
blasting and other related items.
LICENSE
Possession of a valid Class III California Driver's License.
DESIRABLE QUALIFICATIONS
Knowledge of:
Fire prevention and inspection techniques;
Building construction materials and principles of
combustion;
Firefighting methods, techniques, and equipment;
City codes for fire prevention, protection, and safety;
State Fire laws and regulations and related codes dealing
with fire protection, safety, and prevention;
Legal procedures regarding enforcement of fire codes, laws
and regulations;
Principles of smoke, sprinkler, and fire alarm systems.
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Fire Inspector -- 2
DESIRABLE QUALIFICATIONS - Continued
Ability to:
Estab7ish and maintain cooperakt_ive working relationships in
enforcing fire prevention laws and regulations;
Apply the principles, practices, and procedures of
firefighting to specific situations;
Speak effectively to civic groups, other audiences and the
general public;
and
Experience:
Three years full-time paid experience in firefighting with
the City of Lodi Fire Department.
and
Education: Equivalent to completion of the twelfth grade.
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City of Lodi
FIRE SHIFT SUPERVISOR
DEFINITION
Under direction, to have charge of and serve as officer -in -
charge of an assigned shift; to supervise personnel engaged. in
fighting fires; and to do related work as required.
EXAMPLES OF DUTIES
Takes charge of a shift and supervises maintenance of quarters
and equipment during an assigned shift; assigns and supervises
personnel responding to emergencies, investigations, inspections and
service calls; conducts drills and assists in the conduct of training
programs for regular and call firemen; maintains discipline on calls
and in company quarters; drives with and checks the judgment of
lead -out driver in reaching the scene of the fire and in getting
equipment into effective operation; determines the need of calling
additional men and equipment in the absence of superior officer;
establishes the formulation of an efficient plan of attack; reports
to superior officers at the scene Gf a fire for further instructions
after seeing that the equipment on which he arrived is hooked up and
in operating order; responds to off-duty emergencies when needed;
makes certain that fire equipment and alarm system is in running
order; maintains record of each length of hose used at a fire to see
- to its replacement on equipment with dry hose and oversees that
equipment is cleaned and ready for reuse; supervises men and
equipment during inspections; advises public of fire regulations and
fire hazards; summons off-duty personnel when number of on -duty
personnel is below minimum in Accordance with prescribed departmental
procedures; receives fire calls and dispatches equipment to the fire;
maintains records and prepares reports.
DISTINGUISHING CHARACTERISTICS
This position is distinguished from a Fire Captain in that the
incumbent is assigned to Station #1. He will respond to all
structure fires and will assume responsibility for the Fire Ground
until relieved by a Chief Officer.
LICENSE
Possession of an appropriate: California operator's license
issued by the State Department of Motor Vehicles.
Fire Shift Supervisor -- 2
DESIRABLE QUALIFICATIONS
Knowledge of:
Rules, policies and procedures governing the Lodi Fire
Department]
Firefighting methods, techniques, and equipment;
Principles of hydraulics;
Location of local water mains, fire hydrants, and other
firefighting facilities;
Local geography, including streets and buildings;
Principles of First Aid.
and
Ability to:
Apply Fire Department rules, instructions, and firefighting
methods to specific situations;
Plan, train, and direct the work of subordinates at
Department quarters and at the scene of fires;
Prepare reports and speak effectively in public;
Establish and maintain cooperative working relationships
with Department personnel, officials, and the public.
and
Experience: One year of full-time paid experience as Fire
Captain in the City of Lodi.
and
Education: Equivalent to completion of the twelfth grade.
-V--
.._.....--.,..�.,-.�r.,�m•a3-.r �..5.,�Gi��:�rsc?��e�:,=n. �:.±apAg'c��S'�.g?�.r:�sct�?s��v .
)
City of Lodi
FIRE ADMINISTRATIVE OFFICER
DEFINITION
Under general direction, to supervise the activities of
training, fire inspection or administrative services in the Fire
Department; and to respond to calls and assume command and to do
related work as required.
EXAMPLES OF DUTIES
Responds to all structure fire alarms on assigned duty day and
in the absence of the Chief, assumes command at the fire scene;
gives general assistance to the Chief in administrative detail work;
maintains regular departmental records of all activities; assists in
the preparation of the departmental budget; requisitions supplies and
prepares reports; when functioning as Administrative Assistant will
perform the duties of the Fire Chief in administrative matters during
extended absences of the Chief; assigns men and equipment, makes up
watch schedule, and sees that it is followed; will work closely with
City Administrative Staff and Department Heads to assist in
establishing and monitoring a City-wide safety program.
When functioning as Fire Training Officer, will schedule and
conduct classroom and field instruction and drill periods 'for all
fire personnel in fire -related activities; identifies training needs,
performs researzh to determine new and improved firefighting methods
and tactics.
When functioning as Fire Marshal, will direct, monitor and
perform fire inspections, investigations and prevention activities,
enforce fire codes, laws and regulations relating to fire protection,
prevention and safety, recommend and prepare changes to fire codes
and regulations.
DESIRABLE QUALIFICATIONS
Knowledge of:
Fire Department administration, science, principles,
practices and methods regarding fire prevention and
suppression;
Fire prevention aand inspection techniques;
Use and maintenance of firefighting equipment and apparatus=
Provisions of laws, ordinances, regulations and codes
affecting the work of the Fire Department;
Local geography, water supply, hazards, and other conditions
relating to fire control in the City of Lodi
and
Fire Administrative Officer -- 2
DESIRABLE QUALIFICATIONS (Continued)
Kbbiliit to:
Identify training needs and to prepare, schedule and
administer a comprehensive departmental training program;
Develop and maintain a fire inspection program;
Operate all types of firefighting equipment and apparatus
and to instruct others in their proper use;
Keep records and prepare reports;
Establish and maintain cooperative working relationships
with the public and City employees
and
Exparience:
Five years experience in firefighting and fire prevention
work, including two years of supervisory experience
equivalent to Fire Captain,
and
Education:
Equi alent to completion of the twelfth grade
supplemented by college -level courses in
firefighting methods and procedures. A teaching
credential issued by the State of California to
teach fire science courses in junior colleges is
highly desirable.
License:
Possession of an appropriate California operator's license
issued by the State Department of Motor Vehicles.
Possession of a valid American Red Cross advanced First Aid
Certificate.
G
MEMORANDUM, City of Lodi - Finance Department
TO: Henry A. Glaves, Jr., City Manager
FROM: Robert H. Holm, Finance Director
DATE: August 24, 1983
SUBJECT: Final Draft - Organizational Review
Finance Department - Ralph Andersen b Associates
I have reviewed the recommendations in Section III of the above subject report.
While I agree in general with these recommendations, I have one area of concern that
I wish to bring to your attention. The recommendation to just replace the Accounts
Collector position with the Field Services Supervisor would force us to spend less
time collecting delinquent accounts, which would then result in a decrease in cash
flow. This recommendation merely shifts the supervision of the field personnel from
the Assistant Finance Director and Senior Accountant to the Accounts Collector and
reclassifies this position to Field Services Supervisor.
Presently the Accounts Collector and his assistant have the responsibility of
contacting delinquent customers and arranging for payments and follow-up for
promptness of payment, connecting and disconnecting electricity when customers move
in and out of residences, turn off electricity and seal electric meters for
non-payment after proper hearings have been held, follow up on bad checks, appear in
Municipal Court, pick up the City's mail at the Post Office, and other duties as
assigned.
To have the Accounts Collector supervise the field personnel would take 21 hours away
from his normal 6 -hour collection day. This is a reduction of 31% of his time which
is lost in collecting delinquent accounts. The new duties of the Field Supervisor
would require him to set productivity standards for the meter readers, redesign
routes so that one book of meter reads equals one day's work, and monitor the Parking
Enforcement Assistants to ensure full utilization of their time (see pps 13 b 15 of
the report).
I would recommend that we add to our staff an additional collector which, I feel,
would pay for itself with additional cash flow and less delinquent accounts which are
usually sent to a collection agency and subsequently written off by the City. I
would like to illustrate this fact with the following calculations:
Assistant Accounts Collector at the
E Step of $1,543 x 12 months a $18,518
Fringe benefits at 49% 9 072
Total S27.590
Cost of vehicle for
Assistant Account Collector.
Annual depreciation $1,200
Annual maintenance b repair 200
Annual gasoline cost 570
Total $1. U
TOTAL COST OF ADDITIONAL POSITION $29,560
1
Mr. GIaves
Final Draft
August 24, 1983
Page 2
To calculate the potential changes in bad debt losses and carrying costs of
delinquent accounts, I have set out three differenct situations: the situation as it
is currently, as it would be per Ralph Andersen's proposal, and as I recommend with
the additon of a new Assistant Accounts Collector.
ADD SAVINGS:
CURRENT ANDERSEN ASSISTANT ANDERSEN
OPERATION REORGANI- ACCOUNTS VS
ZATION COLLECTOR NEW POSITION
DELINQUENT ACCOUNTS
30 days
$258,150
$258,150
$258,150
60 days
64,350
74000(1
48,900 2
90 days
37,500
43:000(l)192500(2
3.5 hours
Total Delinquents
$
$375,150
.50
Interest Rate
x 8.5%
x 8.5%
x 8.5%
DELINQUENT CARRYING COSTS $ 30,600 $ 31,890(1) $27,760(2) $ 4,130
(Loss of interest at the Bank)
BAD DEBT COSTS 121,913 140,200 92,650 47,550
(Accounts which are turned over to
collection agency and written off
the books)
TOTAL COSTS $152,513 $172,090 $120,410 $51,fs0
ASSUMPTIONS
DAILY COOL TION STAFFING:
Holloway
6.0 hours
3.5 hours
3.5 hours
Meacham
2.0
2.0
2.c)
New Position
-0-
-0-
6.0
TOTAL COLLECTION EFFORT
8.0 hours
5.5 hours
11.5 hours
PERCENT INCREASE (DECREASE)
-0-
(31%)
44%
(1) RALPH ANDERSEN REORGANIZATION:
Available time for collection will be reduced 31% because of Mr, iiolloway's
new duties. Sixty and ninety day old accounts and bad debts are
conservatively estimated to increase 15%,
(2) ADD ASSISTANT ACCOUNTS COLLECTOR:
Available collection time would increase 44%. The main collection effort
would be directed towards apartments (481 of current bad debts) in order
to bring them down to 30 days maximum delinquent.
C
Mr. Glaves
Final Draft
August 24, 1983
Page 3
One further comment that I would like to make in regards to having
a Field Supervisor is that this position could also do field work
in the enforcement of our business license program, such as contacting those
firms that are working in Lodi but are not licensed. This would bring in
additional revenue to the City.
I respectfully request that the Final Draft be accepted along with my
additional recommendations as set forth in this memorandum.
Robert H. Holm
Finance Director
CITY OF LODI
a
RALPH ANDERSEN
AND
ASSOCIATES
JOHN M. SHANNON. JR.
1#44 jT"Aft WAv
gut" fol
SACRAW"To. CA Mot!
five) =67%
RECEIVED
1183 SEP -2 M 9 14
ALICE M. REIMCHE
CITY CLERK
Ci i Y OF LOD!
Ospt. Secretary
Telephone OOerator
Receptionist
EXHWIT B
ORGANIZATION OF LODI FINANCE DEPARTMENT WITH PROPOSED CHANGES
Assistant
Finance Director
Finance Director
UNTING BILLING COLLECTIONS
DATA PROCESSING
FIELD SERVICES
7
22
EXHIBIT 8
OAGANIUTION OF LOOI FINANCE OEPARTNEN1 WITH FROFOSEO CHANGES
EXHIBIT B
OWANIIAT ION OF LOOI F!UMCE _DEPARTMENT WITH PROPOSED CHANGES
r -
RALPH ANDERSEN ANo ASSOCIATES
ORGANIZATIONAL REVIEW
FINAL REPORT
LODI FINANCE DEPARTMENT
1446 ETHAN WAY • SUITE tot • SACRAMENTO. CALIFORNIA 95825 • (916) 929.5575
ORGANIZATIONAL REVIEW
FINAL REPORT
LODI FINANCE DEPARTMENT
Prepared By.
Ralph Andersen & Associates
1446 Ethan Way
Suite 101
Sacrw*nto California 95825
( 916) 929-9575
August, 1983
ypi
RALPH ANDERSEN aND ASSOCIATES
August 18, 1983
Henry A. Glaves, Jr.
City Manager
City of Lodi
221 West Pine Street
Lodi, California 95241
Dear Mr. Glaves:
We are pleased to submit this Final Report on our organizational
review of the Lodi Finance Department. We appreciate the time spent
by you, Mr. Jerry Glenn (Assistant City Manager) and Mr. Robert Holm
(Finance Director) in reviewing the draft of this report. Revisions
based upon that review process have been incorporated into this
Final Report.
We have also reviewed the memorandum to you from Mr. Holm containing
detailed analysis of our report (memorandum dated July 25, 1983).
We appreciate the support and though; *ful analysis reflected in that
mens. Our Final Report conforms to much of the contents of Mr.
Holm's meso. However, we are not in a position to make a recommen-
dation regarding his proposal to add an additional accounts col-
lector position since we have done no analysis on this issue.
Please note that this report does not contain the titling changes
that resulted from the classification analysis because these changes
have not yet been implemented.
With your acceptance of this report, we will proceed to revise the
class specifications for Finance Department personnel as appropri-
ate. Release of allocation notices may take place immediately
thereafter.
Thank you for the opportunity to conduct this organizational review
and for the excellent cooperation cf a 1 l City pe:•sonne 1 involved.
Sincerely,
Ralph Andersen b Associates
1446 ETHAN WAY 9 SUITE 101 . SACRAMENTO. CALIFORNIA 95825 • (916) 929-5575
TABLE OF CONTENTS
SECTION II--ORrANIZATION ISSUES AFFECTING
7
Supervision of Field Personnel 8
Distribution of Supervisory Responsibility 10
Accounting Section Structure 11
Summary 12
SECTION III --RECOMMENDATIONS 13
Creation of a Field Services Supervisor Position 13
Exhibit B --Organization of Lodi Finance
Department With Proposed Changes 14
Narrowing of Supervisory Responsibility of
Assistant Finance Director 15
Dual Supervision of Accounting Technician Position 17
Summary 17
APPENDIX A --CLASS SPECIFICATION FOR A
FILLU SERVICES SUPERVISOR 19
PAGE
SECTION I --FACTUAL PROFILE
i
Exhibit A --Current Lodi Finance Department
Organization
2
Management Staff
3
Billing
3
Collections and Credit
4
Accounting
5
Data Processing
5
Parking Enforcement
6
Clerical
6
SECTION II--ORrANIZATION ISSUES AFFECTING
7
Supervision of Field Personnel 8
Distribution of Supervisory Responsibility 10
Accounting Section Structure 11
Summary 12
SECTION III --RECOMMENDATIONS 13
Creation of a Field Services Supervisor Position 13
Exhibit B --Organization of Lodi Finance
Department With Proposed Changes 14
Narrowing of Supervisory Responsibility of
Assistant Finance Director 15
Dual Supervision of Accounting Technician Position 17
Summary 17
APPENDIX A --CLASS SPECIFICATION FOR A
FILLU SERVICES SUPERVISOR 19
SECTION I --FACTUAL PROFILE
The Lodi Finance Department is one of the largest and most complex
departments in the City of Lodi. It contains 26 positions which are
organized into five sections: Accounting, Billing, Collections and
Credit, Data Processing, and Parking Enforcement. In addition to
the Parking Enforcement section, there are two other field -oriented
work units among the sections: Meter Readers are part of the Billing
section, and Account Collectors are part of the Collections and
Credit section. Therefore, there are a total of seven identifiable
work units in the Department.
An organization chart for the Department is shorn in Exhibit A. Of
the seven distinct work groups, six of them report to the Assistant
Finance Director; the Parking Enforcement Assistants report to the
Senior Accountant. The Accounting Technician in Accounting reports
to both the Senior Accountant and Assistant Finance Director. There
are two clerical positions in the Department. The Telephone Opera-
tor Receptionist reports to the Typist Clerk III who reports to both
the Finance Director and the Assistant Finance Director.
In five of the seven work units, there is a lead worker who func-
tions as a section supervisor. These lead worker/supervisors are
the Accounting Technician, Senior Account Clerk (Billing), Senior
Account Clerk (Collections), Accounts Collector, and Data Services
Programmer Analyst. The Parking Enforcement and Meter Reader sec-
tions do not have lead workers.
The remainder of this section briefly discusses the objectives and
activities of each Department section. To be consistent with the
primary focus of this organizational review, the emphasis of the
discussion is on position structure, reporting relationships, and
distribution of workload.
1
EXHIBIT A
CURRENT LOCI FINANCE DEPARTNENT ORGANIZATION
Finance O i rec for
Assistant Finance Director
Senior Accountant
Typist Clerk let
I
Telephone Operator
ACCOUNTING
Receptionist
BILLING
COLLECTIONS
DATA PROCESSING
Accounting
Senior Account
Senior Account Account Collector
Data Services
Tect►nlcfan
Clerk
Clerk
Programmer Analyst
Parking Entotcaz-ent
Meter Readers (4)
Assistants (7)
Account
Account
Account Assistant Account
Data Services
0erks (3)
Clerics (2)
Clerks (3) Collector
Equipment Operator
MANAGEMENT STAFF
There are two managerial positions in the Department --the Finance
Director and Assist.nt Finance Director. The Director is respon-
sible for Departmental policies, priorities, assignment of duties,
and liaison with the City Manager's Office and other City Depart-
ments. The Director also assumes specific responsibility for
investment management of City assets. The Assistant performs mana-
gerial and supervisory duties, prepares accounting and administra-
tive reports, coordinates compilation of the City's operating bud-
get, serves as City Purchasing Agent, is a technical resource for
accounting procedures, and assists in the development of new compu-
ter applications.
BILLING
The Billing section is comprised of a Senior Account Clerk, two
Account Clerks, and four Meter Readers. Part-time assistance for
the clerical billing process is regularly employed.
The City of Lodi administers its own electric utility. This has a
major impact on the operations of the Finance Department, as well as
other departments. A primary responsibility of the Billing section
is to send out monthly bills to over 16,000 accounts. For each
account, the Finance Department computes the amount of the electric
bill based upon usage amounts obtained from the Meter Readers. The
utility billing also contains flat rate sewer, water, and refuse
charges which are automatically incorporated into the bills.
The Meter Readers read electric meters once per month. Their read-
ings must be turned in and entered into the computer before billings
3
can go out. Billings go out in batches of 500 or more on a cycle
billing basis. At the end of each month, routine accounting proce-
dures are conducted that require all readings to be entered. No new
month billings can go out until the "books are closed" for the prior
month.
COLLECTIONS AND CREDIT
This section contains an Accounts Collector, Assistant Accounts Col-
lector, a Senior Account Clerk, and three Account Clerks. Part-time
help regularly assists the clerical collections process.
The Collections section has the responsibility for processing pay-
ments on the over 16,000 utility accounts. In addition, revenue
comes into the City from a variety of other sources such as business
licenses, hotel/motel tax, and dog and cat licenses. Utility pay-
ments are made through the mail and in-person. A daily collections
report is submitted to the Accounting section which subsequently
enters this revenue data into the computer.
Delinquent accounts are referred to the Accounts Collector and his
Assistant. Contacting delinquent customers, collecting overdue pay-
ments, and sealing meters for non-payment are the responsibility of
this section. Personnel in this section also follow-up on bad
checks and appear for the City in Small Claims and Bankruptcy Courts.
The Senior Account Clerk in this section is responsible for enforce-
ment of the business license ordinance in Lodi. This entails iden-
tifying possible violators, contacting them, and collecting license
fees. The Account Clerks are assigned specific duties in this
regard. The Senior Account Clerk also has responsibility for
4
assisting the Finance Director in his role as Treasurer. Revenue
information and current interest levels are researched by this posi-
tion to assist the Director's investment decision-making.
ACCOUNTING
The Accounting section contains an Accountant, an Accounting Techni-
cian, and three Account Clerks. Among the Account Clerks are two
specialized positions; one is the "Payroll Clerk" and one is the
"Payables Clerk". The third Account Clerk works with receivables
and other procedural areas.
Professional level accountant work is performed by the Senior
Accountant. This includes year-end accounting procedures, prepara-
tion of a number of reports and statements, complex journal entries,
and liaison with auditors. Routine accounting work such as bank
reconciliations and routine journal entries are performed by the
Accounting Technician.
DATA PROCESSING
Automated data processing supports nearly every major function of
the Finance Department. Programs presently automated include: pay-
roll and personnel, utility billing, general ledger, expenditures,
revenues, and business licenses. This department section contains a
Data Services Programmer Analyst and a Data Services Equipment
Operator. Operations for the various program, program changes, and
5
new programming is the responsibility of the Programmer Analyst.
Daily operations procedures are performed by the Equipment Operator.
PARKING ENFORCEMENT
There are two Parking Enforcement Assistants in the Finance Depart-
ment, both of which report to the Senior Accountant. These posi-
tions work staggered work weeks, Monday through Friday and Tuesday
through Saturday. In the past, the City had parking meters. The:.e
have since been removed, so enforcement is done using chalk marks.
The Parking Enforcement Assistants also are assigned to relieve the
Telephone Operator Receptionist during morning and afternoon breaks.
CLERICAL
The Department employs two clerical positions. The Finance Director
and Assistant Finance Director supervise a Clerk Typist III position
who serves as a department secretary. This position supervises the
Telephone Operator Receptionist who answers the telephone for all
City Hall personnel and is a receptionist in the main lobby.
0
SECTION I I —ORGANIZATIONAL ISSUES
AFFECTING DEPARTMENTAL STRUCTURE
This section identifies and discusses those organization and manage-
ment issues that, in the consultant's opinion, have implications for
Departmental structure. The basis for these observations are:
Information in Position Description Questionnaires completed
for the recent classification study conducted by Ralph Andersen
b Associates
. Departmental memorandums, Auditor management letters, and
other internal materials
. Interviews conducted for the classification study (all posi-
tions)
Interviews conducted specifically for this organization review
(managerial, supervisory, and lead worker positions).
The interview process helped identify operational problems that may
be addressed by organizational realignment. The major issues iden-
tified and discussed below are:
. Supervision of field personnel
Span of control of the Assistant Finance Director position and
diffusion of supervisory responsibility among multiple sections
*Supervision of the Accounting section and distribution of
accountant duties within the section.
It will become clear as discussion ensues that these issues are
highly inter -related. Because this is so, the structural realignment
7
alternatives that address these problems are not extensive or com-
plicated.
om-
p1icated. A single set of changes should adequately rectify the
problems discussed below.
SUPERVISION OF FIELD PERSONNEL
The single most common problem surfacing during interviews pertained
to the supervision of field personnel, in particular, the Neter
Readers. With these positions and with the Parking Enforcement
Assistants, supervisory staff spoke of the difficulty of monitoring
productivity. It is with the Neter Reader positions that the prob-
lem produces a dramatic effect since their function is the first
link in a procedural chain involving all sections of the Finance
Department.
The supervision of the Meter Readers is a problem presently being
addressed by the Department. Two innovations are being con0 dered:
. Setting of standards for productivity by measuring time
requirements for the various reading routes
. Nand -held automated reading devices
Both innovations would require considerable resource investment by
the City. Setting productivity standards would require approxi-
mately four months of a supervisor's time and the automated devices
would require a capital investment of $50-70,000.
Presently, the City has little means of determining the adequacy of
Meter Ruder productivity. Because there are no detailed producti-
vity standards, and because the reading books (and the geographic
deployment of personnel) are not designed to maximize productivity
and facilitate monitoring, the City cannot closely supervise the
Meter Readers. One thing is certain --when the Meter Readers get
behind, there results a burdensome and c:nstly backlogging of work-
load throughout the rest of the Finance Department.
Whether or not the City pursues the setting of standards and the
purchase of automated devices, the Meter Reader work unit is in need
of closer supervision. These positions presently report to the
Assistant Finance Director, a position which besides having five
other work units to supervise, is essentially office -bound. No
supervision of Meter Readers in the field takes place.
FINDING --The Meter Reader work unit requires closer supervision
by a position able to monitor field activities on a regular
basis.
Supervision of the Parking Enforcement Assistants poses a similar
problem. When the City had parking meters, it was relatively simple
to monitor the productivity of these positions. Parking tickets
could be written every several minutes, forming a log of the acti-
vity of the officers. Since the parking meters were removed, moni-
toring has become problematic.
FINDING --The Parking Enforcement Assistants require closer
supervision by a position able to monitor field activities on a
regular basis.
E
i
DISTRIBUTION OF SUPERVISORY RESIMNSIBILITY
Considering the Finance Department as a whole, it is clear that
supervisory responsibility is formally consolidated in one posi-
tion --the Assistant Finance Director. This position directly super-
vises six sections, including both office and field units. He also
directly supervises the Senior Accountant, who is responsible for
supervising the Parking Enforcement Assistants.
The broad span of control in the Assistant position has led to the
diffusion of supervisory responsibility to lead workers in the sec-
tions. Since the Assistant cannot possibly supervise each section
on a daily basis, daily supervision actually is exercised at the
lead worker level. The Assistant Finance Director actually is per-
forming a managerial and staff role for the Department as evidenced
by many of his primary duties:
. Compilation of City operating budgets
. Preparation of accounting and administrative reports
. Technical advisor to subordinate sections
. Development of new computer applications.
The Assistant is not involved in the daily assignment, direction,
and review of work within each section. Daily supervision is per-
formed by non -supervisory staff, i.e., lead workers.
FINDING --The distribution of supervision within the Department
formally is consolidated in too few .positions (the Assistant
Finance Director only) and actually is performed by too many
positions (the lead workers).
n
ACCOUNTING SECTION STRUCTURE
The Accounting section is a key work unit in the Department. Acti-
vity information from the Billing and Collections sections is chan-
neled daily to Accounting and its procedural connection with Data
Processing is extremely close. Accounting section staff key in data
and work with the reporting output of the EDP system. The section's
procedures tie into virtually every other section in the Department
and encompass virtually every Department in the City.
Until recent years, the Finance Department functioned without the
Senior Accountant position. Over time, a long-term incumbent in the
Accounting Technician position acquired responsibility for many rou-
tine accountant functions. with the advent of the Senior Accountant,
the Technician retained these duties as well as daily supervisory
responsibility for the three subordinate positions in the section.
As a hold -over from past practice, the Technician reported to the
Assistant Finance Director as well as to the Senior Accountant.
The present situation is such that the Accounting Technician (re-
cently retired) was a long-term employee, performed a vital set of
complex clerical and routine professional accounting duties, and had
a dual reporting responsibility. The questions arise:
. who is responsible for the supervision of the Accounting Sec-
tion?
. Now is the Accounting Technician position to be replaced,
given its unusual set of duties?
11
The latter question is germane since the incumbent recently retired.
The former question is an issue related to the approach to be taken
in filling the gap left by the Accounting Technician.
FINDING --The Accounting Technician position was supervised by
two positions; the position is structured as a combination
clerical/ entry-level professional position that is not easily
replaced.
SUMMARY
This section has identified and discussed the major issues to be
addressed by this organizational review. These issues are inter-
related and pertain to the structure of the Department and the dis-
tribution of work assignments and supervisory responsibility. The
following section presents recommendations that address the problems
inherent in the issues identified.
12
SECTION III --RECOMMENDATIONS
A reorganization of the Lodi Finance Department, to address the
issues discussed in the previous section, should pursue the follow-
ing objectives:
. Improved supervision of field personnel
. Better balance and definition of supervisory responsibility
. Clarity in the supervision of the Accounting section and a
functional distribution of accountant duties within the sec-
tion.
To achieve these objectives, there are three basic changes in the
organizational structure that may be pursued. Each of these is dis-
cussed below, and to assist in their understanding, an organization
chart reflecting these changes in shown in Exhibit B.
CREATION OF A FIELD SERVICES SUPERVISOR POSITION
This Supervisor would have responsibility for Accounts Collection,
Meter Readers, and Parking Enforcement. The Supervisor wound be out
in the field a substantial portion of the time and represent a
visible supervisory presence (or potential presence) to field staff.
Other functions of this position would be to:
. Pursue the setting of productivity standards for Meter Readers
. Redesign reading routes so that one "book" equals one day's
work
I
13
MIST e
ORGANIZATION Of LODI FINANCE uEPARTFENT WITH PROPOSED CHAMES
finance Director
Assistant — — — — — — - - — • -- • — T' - - • - -- - .'
finance Director 1 i
1 1
1 1
1 i
1 1
1
1 1
1 �
clerk lyplst 111
1 1
1 1
1 1
1 1
1 1
ie lepfr me Uperalur
i 1
Recept i 011 i s t / 1
1 1
1 1
1 1
1 1
1 1
Al. LUUnlile, MILLING CULLECHUNS DATA PROCESSING FIELD SERVICES
i 1
1
Sen Senior Account Senior Account Data Services Field Services
Acc Clerk Cleric Program► Analyst Supervisor
;wc4>,.1t ledl. Data Services AcciNmts W..ter Parking
ur Sr. Acct. Accuunt Clerks (/) Account Clerks (3) Equip. Oper. Collector (1) Read# s (4) Elf .
clerk (I) Asst. (2)
Acct. clerks (3)
. Monitor Parking Enforcement Assistants, specifically to ensure
full utilization of their time.
One of the advantages of having a Field Services Supervisor is the
ability to coordinate daily assignments to handle the workload. A
primary objective of the enhanced supervision would be to maintain a
30 day cycle for electric utility billing and avoid backlogs and
delays in other sections of the Department.
RECOMMENDATION --Create a Field Services Supervisor position to
replace the Accounts Collector position. The Assistant Accounts
Collector position should be re -titled as Accounts Collector,
although the duties of this position would not change. A pro-
posed class specification for the Field Services Supervisor
position is shown in Appendix A.
NARROWING OF SUPERVISORY RESPONSIBILITY OF ASSISTANT FINANCE DIRECTOR
By assigning daily supervision of field sections to a Field Services
Supervisor, the Ass!:i'%'ant Finance Director is relieved of a burden-
some supervisory task. The Assistant would maintain authority over
the Field Services Supervisor and would work with him on certain
objectives, but the Field Services Supervisor would report directly
to the Director. The Finance Director needs to have a direct line
of communication and authority with the individual supervising three
field units, all of which have extensive public contact.
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As shown in the proposed organization chart in Exhibit B, it is also
recommended that the Data Processing supervisor report directly to
the Finance Director. This is suggested for two major reasons:
. Data processing supports the Field Services units, although to
a lesser degree than the office units. (In the future, it
could support field services more than now, such as a schedul-
ing program for Meter Reader routes or direct interface with
Meter Reader data input.) Since D.P. supports office and
field functions, it should report to a managerial position
responsible for both.
. It is likely that future computer applications will serve
functions outside the Finance Department. If so, control of
D.P. operations should be managed by the Director. who can
best coordinate D.P. operations involving other departments.
By instituting a Field Services Division and having D.P. report to
the Director, the Assistant Finance Director could concentrate his
supervisory efforts on three office sections: Billing, Collections,
L.1d Accounting. The Assistant would still have substantial inter-
action with both Field Services and D.P. in technical direction and
coordination, but formal supervisory authority would be assigned to
the Director. Having three major sections represents a balanced
span of control for the Assistant position.
RECOMMENDATION --Narrow the supervisory responsibility of the
Assistant Finance Director.
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QUAL SUPERVISION OF ACCOUNTING TECHNICIAN POSITION
The Accounting Technician should report only to the Senior Account-
ant. This step would have three benefits. First, it would clarify
supervisory responsibility for the Accounting section by vesting
this solely in the Senior Accountant. Second, it would better allow
the Senior Accountant and Accounting Technician position to clarify
distribution of accountant procedures. Third, it would further
relieve the Assistant Finance Director of supervisory responsibility
by squarely placing it with the Senior Accountant.
If the Assistant Finance Director and the Senior Accountant are
relieved of their responsibilities for supervising field personnel,
they both presumably would have more time for professional account-
ing work. This circumstance may allow a redistribution of duties so
that the Accounting Technician position is redesigned to be purely
an advanced clerical position and not a combination clerical/entry-
level professional position. Such a redesigned position would be
more easily recruited either from within the Accounting section,
from another Department section, or from the external labor market.
This opportunity should be explored by Departmental management staff
before the Accounting Technician position is filled.
RECOMMENDATION --Eliminate the dual supervision of the Account-
ing Technician by having that position report only to the Senior
Accountant.
SUMMARY
The analysis and recommendations in this report suggest a shifting
of emphasis within the Department and a redistribution of duties.
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Increased emphasis on field supervision is needed. This would not
only result in closer monitoring of field productivity, but also
would allow the professional accountants in the office to more
closely supervise office stat-! and participate in accountant duties.
This in turn may result in an opportunity to redesign the Accountant
Technician position to that of a Senior Account Clerk.
The proposed structure allows for the future growth of the Depart-
ment. As field staff increase, lead workers in those units may
emerge. As office staff increase, the Senior Accountant position
can take on more direct line supervision or another professional
accountant position recruited to supervise a section(s) and perform
professional accountant work. The proposed changes address the
immediate problems of the Department and allow for growth to respond
to future challenges.
m
APPENDIX A --CLASS SPECIFICATION FOR A
FIELD SERVICES SUPERVISOR
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FIELD SERVICES SUPERVISOR
DEFINITION
Plans, organizes, directs, and reviews the work of field units in
the Finance Department including Meter Readers, Parking Enforcement
Assistants, and Accounts Collectors; performs the duties of an
accounts collector and other enforcement duties in the revenue col-
lections process.
DISTINGUISHING CHARACTERISTICS
This supervisory position has responsibility for all field units in
the Finance Department. The Field Services Supervisor spends con-
siderable time in the field supervising field personnel and perform-
ing the duties of an Accounts Collector.
SUPERVISION RECEIVED AND EXERCISED
Riceives direction from the Finance Director.
Exercises -.pneral supervision over Meter Readers, Parking Enforce-
ment Assist4nta, and Accounts Collectors.
EXAMPLES OF IM ES - Depending upon assignment, duties may include,
but are not limited to, the following:
Plans, organizes, directs, and reviews the work of field units.
Assists in the preparation of budgets for field units.
Assists with and perform a variety of personnel actions including
selections, promotions, performance evaluations, disciplinary mea-
sures, and dismissals.
20
Evaluates the operations of field units; recommends and implements
improvements to systems and procedures.
Coordinates with office staff to facilitate timely performance of
Department procedures.
Contacts delinquent accounts and makes arrangements for payment.
Follows up to see that arrangements are kept.
Receives and decides upon requests for extensions to payment.
Seals meters for nonpayment.
Contacts persoms who have written bad checks.
Appears in Small Claims Court; obtains judgments and writs of execu-
tion.
Files claims with Bankruptcy Court.
Assists with the enforcement of the Lodi Business License ordinance.
Performs related duties as required.
QUALIFICATIONS
Knowledge_o_f :
Principles and practices of supervision.
Procedures involved in reading meters, enforcing parking laws,
billing utilities accounts, and collecting delinquent accounts.
Public contact practices and techniques.
Basic electrical and mechanical systems.
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Ability to:
Supervise the work of others.
Evaluate systems and procedures; make effective recommendations
for improvement.
Interact effectively and courteously with the public, including
the handling of irate utility customers.
Perform mechanical tasks on utility meters (sealings, hook-ups).
Communicate clearly and concisely.
Experience and Education
Any combination of experience and education that would likely
produce the qualifying knowledge and ability. A typical combin-
ation is:
Experience:
Four years experience in a position involving public con-
tact or field operations, two of which were in a lead or
administrative capacity.
Education:
Completion of high school or its equivalent.
Licenses or Certificates
Possession of a valid Driver's License issued from the Calif-
ornia Department of Motor Vehicles.
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RALPH ANDERSEN AND ASSOCIATES
1446 ETNAN WAY • SUITE 101 • SACRAMENTO, CA 96M