SR-09-08-2015-3Q
City Council
Report
City Council Regular Meeting: September 8, 2015
Agenda Item: 3.Q
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To: Mayor and City Council
From: Donna Peter, Director, Human Resources Department
Subject: Authorization to reorganize the Community & Government Relations unit of
the City Manager's Office to the Office of Communications
Recommended Action
Staff recommends that the City Council:
1. Adopt a resolution of the City of Santa Monica establishing new classifications
and salary rates for various listed positions (Attachment A) and approve the
position and classification changes (Attachment B) to reorganize the Community
& Government Relations unit of the City Manager's Office to the Office of
Communications in the amount of $539,649 in FY 2015-16;
2. Authorize budget changes as outlined in the Financial Impacts & Budget Actions
section of this report.
Executive Summary
Staff recommends reorganizing the existing Community & Government Relations unit of
the City Manager’s Office into the Office of Communications. The new structure would
build a City communications team focused on encouraging an internal culture that
invests in proactive, strategic two-way communications. The team would convey City
information to people who live, work and visit Santa Monica to encourage civic
engagement, inspire community dialogue, raise awareness and a deeper understanding
of City government. The team would also develop tools to impart strong, fact -based,
data-driven understanding of Council actions, City initiatives, programs and events. The
reorganization includes a net increase of 5.0 Full-Time Equivalent (FTE) positions in the
Office of Communications and 1.0 Full-Time Equivalent (FTE) Web Developer in the
Information Systems Department to support this initiative. The cost of $539,649 in
FY 2015-16 includes $441,149 for Staff and $98,500 for one time set-up costs.
Background
The City of Santa Monica is a complex organization that prioritizes transparency and
responsiveness to the community it serves. A strategic citywide communications
program is a fundamental part of delivering these services. The City is comprised of
strong departments with established roles and responsibilities. Thus, the goal is to
standardize the way communication is applied, rather than centralizing communications.
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The oversight of citywide communications currently falls in the Community and
Government Relations unit of the City Manager's Office. This unit was created
approximately ten years ago, when the functions of public information and governmental
relations were combined. In the past year, the City’s governmental relations and
legislative advocacy work transitioned to the Administrative division of the City
Manager’s Office. And, the world has changed. Information is constantly sought and
shared across multiple platforms. Communication and technology are shaping society.
The City must be able to quickly engage with the public in a strategic and transparent
manner and evolve as the mediums do. Restructuring the unit to be the Office of
Communications and organizing a team of communications specialists would allow the
Manager’s office to administer proactive “brand”, graphic and communications
standards, and deliver consistent, timely information and outreach to the community.
Discussion
For the past decade, the City of Santa Monica has operated with a decentralized model
for communications. While City staff collaborated on larger projects and initiatives that
spanned departments, outreach and communications was typically the responsibility of
the project lead, many times outsourced to a public relations firm or marketing agency.
This decentralized model, while functional, does not always lend towards staff
efficiency, cost effectiveness or consistent messaging across the organization. While
projects may continue to require assistance from firms or agencies, this new
communications team would help manage outcomes from outsourced work, to avoid
inefficiencies and duplicative work.
Establishing an Office of Communications falls in line with cities in California such as
Los Angeles, Beverly Hills, West Hollywood, Monterey, Sacramento and Palo Alto
which all have reputable communications divisions. The role of these divisions may vary
slightly from city to city. However, most include oversight of citywide public information,
media relations and community outreach, as well as production of print and digital
newsletters, other printed collateral, website, social media and government television
programming, that provide timely, accurate and complete information to each of their
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respective communities.
The Office of Communications would:
Protect and build upon Santa Monica’s “brand” equity
Develop and implement public information and outreach standards
Strengthen internal communications
Establish and maintain graphic standards
Respond to media inquiries
Draft and disseminate press releases and media ad visories
Develop content for the City’s website – smgov.net
Consolidate and manage social media
Develop and air programming for CityTV Channel 16 and KRSM 1680AM
In order to fulfill the work above, the recommended staffing structure for the Office o f
Communications includes the following positions:
1.0 FTE permanent Administrative Services Officer (new position): Perform a
variety of personnel, financial, administrative and managerial functions.
1.0 FTE permanent Senior Marketing Manager (new position offset by deletion of
1.0 FTE permanent Community Relations Coordinator position): Oversee the
“brand strategy” for Santa Monica. Develop and implement marketing strategies
to meet core City objectives. Work with City departments to develop
communications strategies to inform and engage the community about key
initiatives and programs.
1.0 FTE permanent Public Information Officer (new position): Gather and
distribute facts to the media and public. Produce printed and video material about
City initiatives and programs. Organize special events and news conferences .
1.0 FTE permanent Cable TV Manager (new position offset by deletion of 1.0
FTE permanent Cable TV and Public Information Manager): Direct the operation
and staff of City’s government cable television channels and radio station. Assist
in the interpretation, implementation, administration and enforcement of the
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provisions of relevant cable television franchise agreements.
1.0 FTE permanent Marketing/Communications Assistant (new position): Provide
administrative support to the Senior Marketing Manager to drive program
campaign, develop web and digital content and disseminate accurate, timely
information to the public.
1.0 FTE permanent Web Developer (new position): Collaborate with City
departments and businesses in the development, installation and maintenance of
inter-operable websites, digital platforms, applications and services.
1.0 FTE permanent Staff Assistant II (new position): Provide clerical support and
respond to public inquiries regarding Office of Communications programs,
services, policies and procedures.
1.0 FTE as-needed Graphic Designer (new position): Coordinate, prepare and
implement materials for public information by designing art and copy layouts
covering all aspects of digital production on a variety of city programs and
initiatives.
Salary Resolution detailing the addition of new positions is reflected in Attachment A.
Staffing adjustments are detailed in Attachment B.
Financial Impacts and Budget Actions
Staffing adjustments to reflect a reorganization of the existing Community &
Government Relations unit into the Office of Communications, City Manager’s Office.
Adjustments include a net increase of 5.0 Full-Time Equivalent (FTE) positions in the
Office of Communications and 1.0 Full-Time Equivalent (FTE) position in the
Information Systems Department during FY 2015-16. The reorganization requires an
appropriation of $539,649 for nine months of staffing and one-time costs (furniture,
computers, and phones) in FY 2015-16 and $595,531 for annual operating costs in FY
2016-17 in the City Manager’s Office and Information Systems Department. These
changes are funded through increased General Fund revenues included in the FY
2015-17 Adopted Biennial Budget.
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Prepared By: Donna Peter, Director
Approved
Forwarded to Council
Attachments:
A. Attachment A - Salary Resolution
B. Attachment B - Position and Classification Changes
ATTACHMENT A
City Council Meeting: September 8, 2015 Santa Monica, California
RESOLUTION NUMBER _________ (CCS)
(City Council Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA
ESTABLISHING NEW CLASSIFICATIONS AND ADOPTING SALARY RATES FOR
CABLE TV MANAGER, MARKETING/COMMUNICATIONS ASSISTANT, PUBLIC
INFORMATION OFFICER, SR. MARKETING MANAGER.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA
DOES RESOLVE AS FOLLOWS:
SECTION 1. The following salary levels are hereby established, effective September 8,
2015, for the indicated permanent classifications:
CABLE TV MANAGER
$10,270/month, Step 5
MARKETING/COMMUNICATIONS ASSISTANT
$5,143/month, Step 5
PUBLIC INFORMATION OFFICER
$10,270/month, Step 5
SR. MARKETING MANAGER
$10,270/month, Step 5
SECTION 2. The City Clerk shall certify to the adoption of this Resolution, and
thenceforth and thereafter the same shall be in full force and effect.
APPROVED AS TO FORM:
Marsha Jones Moutrie
City Attorney
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SUBTOTALS 1 September 8, 2015