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HomeMy WebLinkAboutCommittee of the Whole - 28 Jun 2021 - Agenda - Pdf CITY OF RENTON AGENDA - Committee of the Whole Meeting 6:00 PM - Monday, June 28, 2021 Videoconference 1. DEPARTMENT REORGANIZATIONS a) Presentation Currently, due to the spread of COVID-19, all regularly-scheduled committee meetings will be held as necessary via video-conference. City Hall is closed to the public. If you would like to attend this week's meeting remotely, you can do so by going to https://us02web.zoom.us/j/86753290028?pwd=M2pOc09HWWNrY05uVnlIWnpGS1E4UT09 Zoom Meeting ID: 867 5329 0028, Passcode: 881839 You can call through Zoom at (253) 215-8782 and use the Meeting ID. 2021 CITY OF RENTON REORGANIZATION aligning our resources, talent, and effort with our goals & priorities AGENDA ITEM #1. a) WHY REORGANIZE? We have been listening. AGENDA ITEM #1. a) WHO HAVE WE HEARD FROM? Community Members City Councilmembers Public Hearings/Public Comment Direct Correspondence Commissions and Committees Community Partners Our neighboring cities and regional partners City Staff and Volunteers AGENDA ITEM #1. a) CHANGING EXPECTATIONS What we have heard: •Build on the work of our social,racial,and economic justice efforts. •Increase work to address the root causes of those who experience homelessness or poverty. •Improve engagement and dialogue on issues that matter to the community,such as inclusion,equity, and environmental sustainability. •Seek more grants and funding that will create greater opportunity for our community. •Build on the innovations achieved during the pandemic and increase accessibility to services.AGENDA ITEM #1. a) OUR RESPONSE: Realignment to meet today’s needs. “For Renton to continue to be a leader,we need to think about everything we do and reimagine what's possible. Today’s changes might be microscopic in the grand scheme of things but the shift in trajectory will set the course of our future. This action realigns our resources,effort,and talent to more effectively deliver results that serve the intent and aspirations of our newly revitalized Business Plan.This reorganization will enable us to be on the leading edge toward a reimagined Renton for the next generation.” Mayor Armondo Pavone AGENDA ITEM #1. a) HOW? Realign teams, resources, and goals to meet expectations.AGENDA ITEM #1. a) Public Works Utilities Director Airport Director Transportation Systems Director Maintenance Services Director CED Building Official Economic Development Community Development & Housing Program Long Range Planning Planning Community Services Museum Golf Course Facilities Parks and Trails Recreation & Neighborhoods Neighborhood Program Parks, Planning & Natural Resources Human Services Human Services Housing Repair Legal Administrative Services Information Technology Finance Finance Operations Tax & Licensing Budget & Accounting Organizational Development Police Field Operations Support operations City Clerk Emergency Management HRRM Human Resources Risk Management Communications DEI Coordinator CURRENT STRUCTURE AGENDA ITEM #1. a) Organizational Development Public Works Department Utilities Division Airport Division Transportation Systems Division Maintenance Services Division CED Department Building Official Economic Development Long Range Planning Planning Community Services Department Museum Golf Course Parks and Trails Recreation Parks, Planning & Natural Resources Finance Department Operations Tax & Licensing Budget & Accounting Grants Equity, Housing, and Human Services Department Human Services Housing Community Outreach Executive Services Department Police Department Field Operations Support operations HRRM Department Human Resources Risk Management Legal Department Civil Prosecution REALIGNED STRUCTURE City Clerk Emergency Management Communications Neighborhood Program Human Services Housing Repair DEI Coordinator Facilities Division Information Technology organizing functions under a unified mission within each department AGENDA ITEM #1. a) WHAT WE EXPECT AS A RESULT OF THIS CHANGE? INCREASED EFFECTIVENESS IN DEI EFFORTS INCREASED COMMUNITY ENGAGEMENT INCREASED EFFECTIVENESS IN HUMAN SERVICES AND HOUSING EFFORTS INCREASED INNOVATION AND CUSTOMER SERVICE INCREASED FOCUS AND ENERGY ON ENVIRONMENTAL SUSTAINABILITY AGENDA ITEM #1. a) EXECUTIVE DEPARTMENT CHANGES  CAO Public Works CED Community Services Legal Administrative Services Organizational Development Police City Clerk Emergency Management HRRM Communications Mayor’s Office CAO Public Works Department CED Department Community Services Department Finance Department Equity, Housing, and Human Services Department Executive Services Department Police Department HRRM Department Legal Department Mayor’s office AGENDA ITEM #1. a) #1 AGENDA ITEM #1. a) EQUITY, HOUSING, AND HUMAN SERVICES DEPARTMENT Equity, Housing, and Human Services Department Human Services Housing Repair Human Services Housing DEI Coordinator Community Outreach Admin Assistant Department effort aligned with these goals •Build an inclusive, informed, and hate-free city with equitable outcomes for all in support of social, economic, and racial justice •Provide a safe, healthy, & vibrant community The Details of Structural Changes •New Administrator of EHHS (reports to CAO) •Move DEI Coordinator from Communications •Create Community Outreach Coordinator •Increase Admin Asst .5 FTE to 1 FTE to support full department •Move Human Services program from Community Services •Move Housing Program from Community & Economic Development Expected Outcomes for Equity, Housing, and Human Services •Increased impact of DEI efforts (internally & externally) •Increased attention and support of Affordable Housing efforts •Increased effectiveness of Human Services programming •Increased Community Outreach AGENDA ITEM #1. a) IMPACT OF REALIGNMENT EHHS Structural Changes •New Administrator of EHHS (reports to CAO) •Move DEI Coordinator from Communications •Create Community Outreach Coordinator •Increase Admin Asst .5 FTE to 1 FTE to support full department •Move Human Services program from Community Services •Move Housing Program from Community & Economic Development Expected Outcomes •Increased impact of DEI efforts (internally & externally) •Increased attention and support of Affordable Housing efforts •Increased effectiveness of Human Services programming •Increased Community Outreach AGENDA ITEM #1. a) #2 AGENDA ITEM #1. a) Department purpose aligned with these goals •Provide safe, healthy, & vibrant community •Promote economic vitality and strategically position Renton for the future •Support planned growth and influence decisions to foster environmental sustainability •Build an inclusive, informed, and hate-free city with equitable outcomes for all in support of social, economic, and racial justice •Meet service demands and provide high quality customer service The Details of Structural Changes •Modify former Assistant CAO to Deputy Chief Administrative Officer (reports to and directly supports CAO) with increase in scope of responsibility •Modify former Deputy Administrator of Public Affairs to Director of Communications & Engagement •Assign Office of the City Clerk, Emergency Management, and Communications to the Executive Services Department (already within Executive Department) •Move Information Technology from ASD to ESD •Move Neighborhood Program from CS Expected Outcomes for Executive Services Department •Increased effectiveness and collaboration with internal customers •Increased innovation and process improvement •Increased accessibility and technology for external customers •Increased community dialogue and engagement around goals and priorities EXECUTIVE SERVICES DEPARTMENT Executive Services Departments Organizational Development Communications & Engagement Engagement (Neighborhood) Program Information Technology Emergency Management City Clerk Admin Assistant AGENDA ITEM #1. a) IMPACT OF REALIGNMENT ESD Structural Changes •Modify former Assistant CAO to Deputy Chief Administrative Officer (reports to and directly supports CAO) with increase in scope of responsibility •Modify former Deputy Administrator of Public Affairs to Director of Communications & Engagement •Assign Office of the City Clerk, Emergency Management, and Communications to the Executive Services Department (already within Executive Department) •Move Information Technology from ASD to ESD •Move Neighborhood Program from CS Expected Outcomes •Increased effectiveness and collaboration with internal customers •Increased innovation and process improvement •Increased accessibility and technology for external customers •Increased community dialogue and engagement around goals and priorities AGENDA ITEM #1. a) ASD CHANGES  Administrative Services Department Information Technology Division Finance Division Finance Operations Tax & Licensing Budget & Accounting Administrative Assistant Finance Department Operations Tax & Licensing Budget & Accounting Grants Administrative Assistant ADMINISTRATIVE SERVICES DEPARTMENT CHANGES AGENDA ITEM #1. a) Department purpose aligned with these goals •Build an inclusive, informed, and hate-free city with equitable outcomes for all in support of social, economic, and racial justice •Meet service demands and provide high quality customer service •As an internal services department, Finance supports all departments in accomplishing these goals The Details of Structural Changes •Move Information Technology to Executive Services Department •Add a Grants Management Program (funded by ARPA) Expected Outcomes for Finance •Increased focus on equity in procurement and contracting •Increased public engagement and dialogue around resources and priorities •Increased accessibility and satisfaction with Customer Service (internally and externally) •Increasing opportunities for the community through a more active, citywide system of pursuing, evaluating, and managing grant opportunities with a grant management program that serves all departments FINANCE DEPARTMENT Finance Department Operations Tax & Licensing Budget & Accounting Grants Administrative Assistant AGENDA ITEM #1. a) IMPACT OF REALIGNMENT ASD Structural Changes •Move Information Technology to Executive Services Department •Add a Grants Office Expected Outcomes as result of realignment •Increased focus on equity in procurement and contracting •Increased public engagement and dialogue around resources and priorities •Increased accessibility and satisfaction with Customer Service (internally and externally) •Increased opportunities for the community through a grant management program, benefiting all departments AGENDA ITEM #1. a) ASD CHANGES  COMMUNITY SERVICES DEPARTMENT  Community Services Department Museum Golf Course Facilities Parks and Trails Recreation & Neighborhoods Neighborhood Program Parks, Planning & Natural ResourcesHuman Services Human Services Housing Repair Community Services Department Museum Golf Course Parks and Trails Recreation Parks, Planning & Natural Resources AGENDA ITEM #1. a) Department purpose aligned with these goals •Build an inclusive, informed, and hate-free city with equitable outcomes for all in support of social, economic, and racial justice •Provide Safe, Healthy, & Vibrant Community •Support planned growth and influence decisions to foster environmental sustainability •Meet service demands and provide high quality customer service The Details of Structural Changes •Move Human Services Program to EHHS Department •Move Facilities to Public Works Department •Move Neighborhood Program to ESD Expected Outcomes for CS •Balanced workload and scope of Department •Increased focus on community livability •Increased focus on environmental sustainability and natural resources •Increase focus on pedestrian mobility •Increased focus on grants and alternative funding options COMMUNITY SERVICES DEPT. Community Services Department Museum Golf Course Parks and Trails Recreation Parks, Planning & Natural Resources AGENDA ITEM #1. a) IMPACT OF REALIGNMENT CS Structural Changes •Move Human Services Program to EHHS Department •Move Facilities to Public Works Department •Move Neighborhood Program to ESD Expected Outcomes •Balanced workload and scope of Department •Increased focus on community livability •Increased focus on environmental sustainability and natural resources •Increase focus on pedestrian mobility •Increased focus on grants and alternative funding options AGENDA ITEM #1. a) ASD CHANGES  COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT  CED Department Building Official Economic Development Community Development & Housing Long Range Planning Planning Administrative Assistant CED Department Building Official Economic Development Planning Long Range Planning Administrative Assistant AGENDA ITEM #1. a) Department purpose aligned with these goals •Promote economic vitality and strategically position Renton for the future •Support planned growth and influence decisions to foster environmental sustainability •Provide a safe, healthy, and vibrant community •Meet service demands and provide high quality customer service •Building an inclusive, informed and hate-free city with equitable outcomes for all in support of social, economic, and racial justice Details of the structural changes •Move Housing Program to Equity, Housing, and Human Services Department Expected outcomes for CED •Increased focus on Economic Development and Post-Pandemic Recovery & Resilience •Increased focus on the livable community of the future, sustainability, and environmental sustainability •Increased capacity for community engagement around community building CED DEPARTMENT CED Department Building Official Economic Development Planning Long Range Planning Administrative Assistant AGENDA ITEM #1. a) IMPACT OF REALIGNMENT CED Structural Changes •Move Housing Program to Equity, Housing, and Human Services Department Expected Outcomes •Increased focus on Economic Development and Post- Pandemic Recovery & Resilience •Increased focus on the livable community of the future, sustainability, and environmental sustainability •Increased capacity for community engagement around community building AGENDA ITEM #1. a) ASD CHANGES  PUBLIC WORKS DEPARTMENT Public Works Department Utilities Division Airport Transportation Division Maintenance Division Administrative Assistant Public Works Department Utilities Division Airport Division Transportation Division Maintenance Division Facilities Division Administrative Assistant AGENDA ITEM #1. a) Department purpose aligned with these goals •Support planned growth and influence decisions to foster environmental sustainability •Provide a safe, healthy, and vibrant community •Meet service demands and provide high quality customer service Details of the structural changes •Move Facilities Division from Community Services to Public Works Department Expected outcomes for PW •Increased collaboration on strategic planning and asset utilization •Increased focus on promoting clean energy within our buildings PW DEPARTMENT Public Works Department Utilities Division Airport Transportation Division Maintenance Division Facilities Division Administrative Assistant AGENDA ITEM #1. a) IMPACT OF REALIGNMENT PW Structural Changes •Move Facilities Division from Community Services to Public Works Department Expected Outcomes •Increased collaboration on strategic planning and asset utilization •Increased focus on promoting clean energy within our buildings \AGENDA ITEM #1. a) SUMMARY OF STRUCTURAL CHANGES Estimated cost of $125-250k in 2021 depending on effective date and vacancies; ongoing increase to annual budgets, approximately $500k Equity, Housing, and Human Services Department •Create Administrator of EHHS •DEI Coordinator reports directly to EHHS Administrator •Reclass Admin Sec I .5 to 1FTE as Admin Assistant •Move Human Services program from Community Services •Move Housing Program from Community & Economic Development •Create Community Outreach Coordinator Executive Services Department •Create Deputy Chief Administrative Officer •Reclassify Admin Sec I to Admin Assistant •Modify Deputy Administrator of Public Affairs to Director of Communications & Engagement •Assign Office of the City Clerk, Emergency Management, and Communications to the Executive Services Department (already within Executive Department) •Move Information Technology from ASD •Move Neighborhood Program from Community Services Public Works •Move Facilities from Community Services Finance Department •Create Grants Management office AGENDA ITEM #1. a) REALIGNED STRUCTURE AGENDA ITEM #1. a) REALIGNED STRUCTURE AGENDA ITEM #1. a) QUESTIONS?AGENDA ITEM #1. a)