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Getting the Staff You Need to Get the Job Done 2001 APWA Congress.

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Presentation on theme: "Getting the Staff You Need to Get the Job Done 2001 APWA Congress."— Presentation transcript:

1 Getting the Staff You Need to Get the Job Done 2001 APWA Congress

2 Capital Improvement Program Maintenance Management System Staffing Model

3 Maintenance Management System $1.9 billion

4 Maintenance Management System 1. Inventory Assets –curb-miles of streets, number of street trees, number of fire hydrants 2. Quantify Service Frequency –sweep streets 2x/month 3. Calculate Annual Work Plan by Task –200 curb-miles x 24 cycles = 4800 curb- miles/yr

5 4. Determine Daily Productivity –60 curb-miles/day 5. Calculate Annual Effort –4800  60 = 80 person-days 6. Summarize Tasks to Yield Total Annual Work Plan –10,000 person-days Maintenance Management System

6 Staffing Model Version 1 - Administration Work Plan 1. Inventory Administrative Work Load –Council meetings, commission meetings, reports, requests for information, requests for service 2. Quantify Service Frequency –History of previous requests, weather- related events, management budget preparation, personnel, administration, meetings, meetings, and more meetings.

7 3. Calculate Annual Work Plan 4. Determine Daily Productivity and Meetings 5. Calculate Annual Effort 6. Summarize Tasks to Yield Total Annual Work Plan 7. Develop Organization Chart

8 Staffing Model Engineering Work Plan 1. Inventory Engineering Work Load –Development: maps, plans, agreements, consultations –Master Planning: water, sanitary, sewer, refuse, roads –Right-of-Way: permits, franchises, fees –Capital Projects: development, administration, project management

9 2. Quantify Services and Revenues 3. Annual Work Plan 4. Determine Annual Cost 5. Calculate Annual Effort by Functional Group 6. Summarize Tasks into Annual Engineering Work Plan 7. Develop Organization Chart

10 Staffing Model Version 1 - Outcome Before Computerized Model Staff

11 Before Computerized Model Capital Projects $4K $1.2M Maintenance 1.2M 4K 20% increase Staffing Model Outcome

12 Staffing Model Analysis Lessons Learned 1. Rational process yields rational results. 2. Impressive presentation inspired confidence. 3. Feedback improves accuracy over time. Issue BIN 1. Are resources efficiently used? 2. Is the personnel mix appropriate?

13 Staffing Model Version 2 “ T heories are great, they sound great, but the minute you are asked to prove one in actual life, why the thing blows up.” --Will Rogers

14 Staffing Model Version 2 - Development Services The “Dice Table” theory of budgeting versus Fund Accounting

15 Customer Service Legal Physical Technical Timely Financial Competence Competition 135 Quality Timeliness Cost Satisfaction Cost of Service City A City B City C ________ Average 135 135 135

16 Development Services Revenue and Income Accounting Revenue Recognized when Received Balanced Budget Justification for Staff Resources

17 Income Recognized when earned Monitor Budget versus Actual Track by Task, Project, Year Staff % 1 _______ 2 _______ 3 _______ 4 _______ Total Cost Add Non-personnel Divide by Units = Cost / Task Tract 1000 Plan check ____ Inspection ____ Testing _______ Total _________ Revenue ______ By TaskBy ProjectBy Year

18 Development Services Expense Limited to Revenue + Carry-over Efficiently Performed Balanced to Total Income

19 Development Services Goal: Ensure that private development contributes to citizen safety and welfare Performance Measures Cost% cost recovery Accuracy% of plans with a (peer review) of consistency and completeness of review of good or excellent Timeliness% of service requests responded to within pre-established or committed turn-around times. Quality% of customers rating services (cost, cycle time) as good or excellent

20 Development Services Review Team City Engineer RCE Engineer Sr. Technician Technician

21 Enterprises (Utilities, Assessment Districts, Grants) “Anyone who doesn’t run government like a business has no business running government.” --Former Mayor, Visalia, CA Cost Recovery Competitive Rates Excellent Customer Service

22 Capital Projects “No bucks, No Buck Rogers.” --John Glenn, The Right Stuff

23 Capital Projects

24 Capital Projects Version 1 Total Staff Costs$1,250,000 Average Cost / Person 125,000 # Persons Needed 10 Easily explained Easily used

25 Capital Projects Version 1 Project Cost Basis 1. Straight % e.g.Project Management= 8% Design=15% Construction Management=10% Total33%

26 2. Straight % + Flat Rate /Project e.g.Project Development= $10,000 Preliminary Engineering= 6% Design= 15% Construction Management= 10% Total 31% + $10K Capital Projects Version 1 Project Cost Basis

27 3. Industry Standard % 50 40 30 20 Construction Cost $10K$100K$1M$10M Capital Projects Version 1 Project Cost Basis

28 Capital Projects Version 1 4. Empirically Developed $500,000 - $1 million Get details from Eileen

29 Capital Projects Version 2 Total Project Management$300K for Transportation Composite Project Manager % DPW 2 City Engr 3 Sr. Engr.10 Assoc Engr.35 Engr I15 Techs15 Analyst10 Clerical10 100

30 Capital Projects Version 2 Multiply % x Total Work = Support by Position e.g. Engineer I 15% x 300K = $45 K If fully loaded, cost of an Associate Engineer is $90K; Transportation Section of CIP requires 0.5 Associate Engineer.

31 Transportation.5 Sanitary Sewer.3 Storm Drainage.2 Water System.1 Municipal Buildings.6 Parks & Rec..2 1.9 FTE’s Repeat process for all CIP Sections for Project Management. Assoc. Engr.

32 Director.32 City Engineer.40 Senior Engineer 1.25 Associate Engineer 2.55 Engineer I.67 Tech.67 Analyst.48 Clerical.48 Repeat process for all positions.

33 Develop a Profile for a Composite Designer e.g. % City Engineer 4 Senior Engineer11 Associate Engineer15 Engr. I25 Techs35 Analyst 5 Clerical 5 Total 100

34 Summarize Design Staff Needs Calculate Design (FTE’s) for each CIP Section and summarize for all positions. e.g. Associate Engineers 1.7 FTE’s

35 Develop a Profile for a Composite Inspector % City Engineer 1 Senior Engineer 1 Associate Engineer 3 Engr I10 Inspector75 Analyst 3 Clerical 7 Total 100

36 Summarize Staff Needs by Function DPW.32.16.0.48 City Engr..44.56.051.05 Sr. Engr.1.25.66.061.97 Assoc. Engr.2.55.95.323.82 Engr. I.671.98.523.17 Techs.672.62.03.29 Inspector.0.04.254.25 Analyst.48.35.241.07 Clerical.48.45.521.45 6.867.735.9620.55 ProjectConstruction MgmtDesign MgmtTotal FTE’s

37 Summarize Staff All Functions DPW.44.03.05.48 City Eng..05.10.21.051.40 Sr. Engr. Assoc. Engr. Clerical Admin Utilities Development CIP Total

38 Adjust Needs to Resources City Engineer Need 1.40 Resource 1.00 Refinement Possibilities Substitute with subordinate Revise schedule Substitute with consultant Add/reduce staff Substitute with supervisor Fail to delivery / exceed budget

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