Town of Loomis Organizational Assessment

The Town of Loomis contracted with Moss Adams LLP to conduct an organizational assessment to inform Town leadership as to how Loomis’ staffing compares to other like-sized cities, how the Town’s current structure meets residents’ needs and where it should improve, and where adjustments should be made to Town operations to be consistent with industry best practices.

Frequently Asked Questions about the Organizational Assessment Results

Why did Loomis contract for an organizational assessment?

Town leadership is very aware that the number of Town staff is inadequate to meet the increasing needs of the community and residents. Before hiring staff or re-organizing departments, Town leadership wanted an outside, objective review of what the Town really needs. Data driven decisions are more successful and cost efficient.

What did the organizational assessment find?

The assessment found that a few of the Town’s functions are not aligned and could be reorganized to be more efficient.

What did the organizational assessment find specifically?

The assessment found five things.

1. Adding an administrative assistant under the Town Clerk will help with general administrative and reception duties.
2. A senior staff member needs to be assigned to be the Town Manager backup when it is needed.
3. Engineering and Public Works should collaborate to align similar duties and balance workloads.
4. In the long term, Engineering and Public Works should be merged.
5. All planning, building, permitting and code enforcement-related work should be merged under a Community Development Department overseen by a Community Development Director.
6. Adding a senior engineer and Community Development Director is necessary.

Is the Town of Loomis really running too lean on staff?

The assessment removed fire and police from the staffing numbers to ensure a fair comparison and then compared Loomis’ staffing levels to other cities of similar size in the region. Overall, Loomis’ staffing level is considerably smaller than cities of similar size. It’s half the size of Winters which has a similar population. Loomis’ staffing level is almost one-third the size of Nevada City’s staffing level, yet Nevada City is nearly 50% smaller than Loomis. When a Town runs too lean, it causes heavy workloads that result in backlogs and long wait times for constituents. One of the assessment’s first recommendations is to add an administrative assistant.

What would adding an administrative assistant do for Loomis?

An administrative assistant would oversee all general administrative and reception duties, and could support Planning, Engineering, and Public Works by answering basic questions and responding to common requests. The position could also field and route phone calls for the Public Works Department, which currently manages its own phone line without a receptionist. This requires a public works staffer to be in the office rather than in the field.

Why did the assessment recommend designating someone to be a deputy Town Manager rather than hiring one?

Given the size of Loomis, the assessment determined that adding a deputy town manager to the staff was not prudent. Instead, it recommended designating an existing senior staff member to serve in that role when necessary.

What did the assessment say about the Town Engineer?

The Town Engineer’s workload is extremely high, with one individual operating the highest funded department in the Town. The Town Engineer oversees 10 to 11 engineering contracts and manages all contracts for Public Works. Loomis is understaffed in this area in comparison to peers. The assessment recommends adding a mid-level engineering position to oversee day-to-day operations including responding to resident requests, reviewing permits, and handling public records requests. Shifting those duties would allow the Town Engineer to concentrate on higher-level tasks including ensuring effective delivery of the Capital Improvement Plan and overseeing engineering contracts.

 

What did the assessment say about having only two Planning staff?

The assessment recommended creating a Community Development Department, and if not feasible at this time, it recommended that Loomis add Community Development Director to help with planning and other areas of the department.

 

What did the assessment say about how the Town manages its staff?

Loomis does not have a human resources (HR) department but instead relies on the Town Clerk to tend to these duties. The assessment recommends increasing use of contracted outside HR support, updating HR policies, establishing a background check process for new hires and volunteers, and procuring appropriate safety training programs. Having contracted HR professionals assist Loomis would ensure compliance with hiring laws, completion of necessary background checks, and timely related training of staff. Establishing a third party hotlines would allow reporting of concerns regarding inappropriate activity or mismanagement.

Does the report point out any areas where technology could improve operations?

There are many manual processes Loomis uses that could be improved in speed and efficiency if the software was updated and technology improved. Loomis also needs to develop a long-term technology strategy.

What did the assessment say was the challenge with Loomis’ Planning Department?

Loomis’ Planning stands alone, but the contracted building inspection, code enforcement, and permitting functions undertaken are handled by a Permit Technician and overseen by the Town Clerk with input from the Town Manager. The assessment advises bringing all planning, building, permitting, and code enforcement-related work under a Community Development Department. Bringing the functions together fosters collaboration and improves communication among staff, which improves efficiency.

What does the assessment say about internal management of the Town?

The assessment points out that Loomis could benefit from improved internal communications, manager and supervisor training, and an updated employee handbook that includes listing required training.

Does the assessment say anything about using technology to better serve the community?

While Loomis does not need a full-time in-house technology team, it does need to designate someone to coordinate technology initiatives and strategies. Loomis needs to upgrade its Planning and Public Works platforms so it can better track maintenance tickets, reduce paper generated work, and manage permits and code enforcement requests.

Does the assessment say anything about how well the Town responds to residents’ requests or make any recommendations for improving response?

To manage constituent complaints and expectations, the assessment recommends creating an inclusive resident request policy to be placed on the website outlining clear procedures with the following steps:

1. Receipt and Acknowledgement: All resident inquiries, whether received by phone, email, social media, or in person, should be acknowledged within a certain established timeframe (e.g., 24 hours, one week, etc.).
2. Confirmation Message: Send a standardized response confirming receipt, outlining the response process, linking to the resident request policy, and providing an estimated time for response.
3. Logging and Tracking: Create a digital and internally accessible way to track each request. Record the date and time of receipt, constituent contact information, a brief description of the request, and the department responsible for follow-up.
4. Departmental Assignment: Route the request to the appropriate department or staff member based on its subject matter (e.g., Public Works, Planning, Finance).
5. Response and Resolution: Provide timely updates until the matter is resolved through an automated system if possible. Document actions and decisions related to the request.

Did the assessment say anything about the need to expand Town Hall?

The assessment notes that Loomis Town Hall currently contains all departments and staff except Library and Public Works, which are in separate buildings. The Town’s physical spaces are at maximum capacity, and there are limited options for where to locate new staff members if the Town hires anyone. Best practices for office space suggest 150 square feet per employee. With approximately 2,093 square feet of available office space in Town Hall (not including hallways, communal spaces, and bathrooms), the building can accommodate 13 employees. The assessment recommends the Town evaluate its space needs and develop a plan for physical expansion or reconfiguration to support current and future staffing requirements.