HomeMy WebLinkAbout760476.tiff • STATE LO 5.5
COUJNTY O'—cLD r ss.
rr,ad with t, erk of the Board
of County Commissioners
AR 4 1976
COUNTY CLERK AND RECORDrR
I_By Deputy
January 21, 1976
Mr. Glenn Billings
Chairman
Weld County Commission
Dear Glenn,
With the implementation of the new Charter, the finalization of the
'76 budget, and other Commission activities, I recognize that there
has been insufficient time to address my memo of several weeks ago.
I am now hopeful, however, that some attention can be given to this
matter. I still find myself in the position of needing to resolve
the concerns that I have regarding the YSB program, or better stated
the lack of a program, and with respect to my own role as Director.
Since the time of my memo (see attached), I have seen no significant
changes that will permit the program continuity which I assumed would
be both desirable and feasible when YSB became part of the Human Re-
sources Department. Despite the fact that we have seen no official
change in our job descriptions, we continue to perform the manpower
functions that I previously mentioned. More specifically, the only
aspect of previous YSB work that remains totally intact is the Anti-
Shoplifting program and this is primarily due to the efforts of two
student interns.
Two decisions have been made since the time of my last memo. First,
the Executive Director has decided to keep all former YSB staff on
board, by supplementing salaries with administrative manpower dollars.
The consequences of such a decision, however, leave me of the opinion
that such a move is not in the best interests of either the Manpower
program, the Youth Service Bureau, or the people performing the work.
Salary adjustments have to be sacrificed despite the fact that most
County employees will receive an increase. More importantly, this
will result in the continuation of role splitting, which I feel is
impractical, unfair, and extremely frustrating. The roles of Man-
power and YSB are uniquely distinct from one another in terms of
function, objectives, and target population and should be implemented
as such. I can add that the individual responsible for the imple-
mentation of the Manpower program also shares this view and questions
the propriety of delivering the two respective services without estab-
lishing a permanent division of labor.
The second decision,one that seems to relate to the first, calls for
one individual and myself to function as the Youth Service Bureau;
also, part of one employee's time in Fort Lupton would be available
for such activity. When you consider the fact that Youth Manpower is
supposed to be added on as a program responsibility and, further, that
these duties require almost 100% of one staff person's time, the net
760476
result is that one and one half people are available to carry out ac-
tivities that have been previously undertaken by seven individuals.
Whether you speak of one and one half or two and one half people, this
surely does not represent what I thought was to be a $51,000 program.
I should state that even at this reduced level, I'm convinced that YSB
can realistically operate within that fiscal boundary, can continue to
provide most, if not all of it's past services, and can continue to
serve as a viable resource for youth in this community. I have main-
tained this view ever since the budget reduction became apparent and
have expressed the same to the Executive Director on numerous occasions,
as have the other YSB staff; nevertheless, it is noticeably apparent
that no serious consideration has been given to such input.
In summary, I would sincerely appreciate some straightforward informa-
tion that will address these and previously documented concerns, and,
further, that will define my current role. It is my understanding that
I was among the group of Department Heads/Directors who were reappoint-
ed for the County in 1976; and yet, I see no budget, no staff, and no
implementable program to administer. More personally stated, I see
little or no opportunity to utilize my own experience, background, and
administrative capabilities. Based upon any clarification the Commis-
sion may be able to give, I feel that I can then evaluate the overall
situation with respect to the program and it's future, my own profes-
sional goals, and my tenure as Director of the Youth Service Bureau.
Your time and consideration are sincerely appreciated.
Respectfully submitted,
m Thom
as P. Pumphrey
Director, YSB
cc:Weld Co. Commission
Mr. Walt Speckman, Exec. Dir.
Mr. Lee Steele, HRD Board Rep.
MEMO
T0: Glenn Billings
FROM: Tom Pumphrey
RE: Personal/YSB Status
As a result of being personally and professionally concerned about my
position, that of the Youth Service Bureau, and the County's desire to provide
services to youth, particularly pre-delinquent youth, I presently feel a
strong need to communicate with you via this memo. Further, I 'm hopeful that
you will be able to personally and directly respond to the general contents
of this memo.
Let me initially state that my reason for communicating is primarily
based upon two concerns that you and the other commissioners brought forth
at the time of my initial interview for the position of YSB Director some
fifteen months ago. First much emphasis was placed upon the need to have a
Director that would stay with the job considerably longer than the previous
Director. I indicated that I had every intention of doing so. Similarly,
it was pointed out that you would appreciate and encourage direct communication
between the Commission and myself, particularly if there were any major
concerns on my part. Again, I assume that you were referring to the fact
that the previous Director had not done so, but rather left the program less
than one year after he started. On this point, I concurred with your thinking
and I concur with your thinking now;otherwise, I would not be taking the time
to document my concerns.
You may recall that I spoke with you in June, as I had several questions
about the future role of myself, the staff, and the program with respect to
the YSB/Human Resources relationship. In general, your responses summarily
indicated that you anticipated no major changes, other than the elimination of
the YSB Board, with that function being picked up by the Human Resources
Advisory Committee. You further indicated that changes beyond this would
only come as a result of Commissioner approval and that any such changes would
be directly conveyed to the staff and myself if and when they actually occur.
Finally, you suggested that I speak with Walt Speckman about our discussion,
and that if further clarification was necessary, the three of us should get
together. After speaking to Walt, it was his opinion that further clarifica-
tion was needed in view of the fact that he did not agree with the responses
given by you to my questions.
As you well know, such a meeting has never taken place nor has there been
any personal communication to me or the staff regarding major changes, other
than from Walt, who, in outlining role/relationship factors, has referred to
the second resolution passed by the Commission which provided a schematic
view of Human Resources. It was never my understanding that this resolution
spoke to specific roles and relationships, but rather provided a compre-
hensive picture of those agencies and/or programs being offered to the comm-
unity via the Human Resources Department.
Particularly since the time of our physical merger (Oct. 1) , it has
become quite apparent to me that major change has taken place, so much
so that I sincerely feel YSB is quickly losing its identity, and along
with that, the philosophical structure that has existed around the
program for the past three years. This is not to even mention the con—
fusion on the part of staff and, more importantly, the youth population
who utilize the program because of that philosophical structure.
Let me be more specific as to why I feel programatic thrust is less
than visible and the specific conditions affecting that visibility.
1.) Although any program is much more than a physical plant,
there has always been a relaxed, informal, easily accessed environ-
ment attached to a YSB. I discussed this with you in March and later
conveyed it to Walt when asked about space and atmosphere necessary
for YSB. Despite my responses, we were never once asked by Human
Resources to view the facility we are currently in. Further, once
in, we were not asked to determine how we as a program could best
physically establish ourselves in the building. At present, there
is no reasonable semblence of a YSB staff. We are individually
scattered throughout the entire main floor. Lacking privacy and
easy accessibility, I can factually indicate that, in one month,
we are no longer receiving the type of walk-in clients we once
had nor are we comfortable having clients meet with staff in the office.
2.) Individually, our roles have changed drastically. We
no longer have a YSB Secretary, nor do we have an Assistant Director
in Fort Lupton; both are being used full time by the Human Resources
Dept. as a receptionist and adult manpower counselor respectively,
even though they continue to be paid with monies earmarked by the
County for YSB. The other five staff people are minimally spending
60 - 70% of our time doing manpower, with only myself involved in
youth manpower.
The Human Resources Director has indicated that there is no
distinction between a YSB counselor, a Headstart counselor, a
Manpower counselor, etc. Instead, it is our understanding that
we are all "generalists" despite the fact that we may have little
training or interest in other aspects of human service work.
3.) Programatically, the Director has redefined the functions
of YSB. Indicating that we can continue to receive diversionary
referrals and continue to operate our Anti Shoplifting program, he
has stated that youth manpower becomes our second and only priority,
at least for now. Realistically this then eliminates time that is
normally spent working with Information Development and Dissemination,
as well as Resource Development. Accordingly, there will be little
or no opportunity to work on projects like "Greeley Night", the
Summer Activities Calendar, the Fort Lupton Christmas Party, the
YSB Directory, the Rape Brochure, helping to develop the Shelter
Home grant or the Anti-Shoplifting Program, writing the weekly
news-article in the Tribuine, etc. All of these past accomplish-
ments, some of which are annual events — require staff time —
time which we no longer have available to us.
4.) With respect to budget and fiscal matters, it is now
apparent that the Executive Director has exclusive administration
of monies presently earmarked for YSB. Further, he has indicated
that no money will be earmarked for YSB in 1976, but rather, the
66,900 will be given to the Human Resources Department and that he
as Director, will disburse those monies as needed within the total
Department.
In view of the aforementioned factors, I feel that, in the
future, YSB will programatically deteriorate as a result of monies
being "generally" disbursed along with that of staff duties.
Although these four factors do not totally represent my reasons for
believing that major change has or is taking place, they do serve as the
primary ones. Summarily, I simply cannot rationalize, in my own mind that
a YSB program is "alive and well" in Weld County. Contrarily, it is my
candid observation that those dollars provided by the County Commission to
deliver YSB services are and will continue to be used to supplement already
existing federal manpower funds within the Department of Human Resources.
Quite simply stated, if it is the intent of the County to pay for the kinds
of services offered in the past by YSB, then the delivery of those services
has been critically altered by current circumstances.
Aside from programatic issues, there are quite obviously, some personal
concerns that I would like to briefly summarize.
1.) In that the role of the program and that of the staff has
changed to the extent that it has, I am perplexed as to my own
role. More specifically, all of the YSB staff are now accountable
to someone other than myself. With the two Assistant Directors
now performing in a counselling capacity, virtually all of the
former YSB "professionals" are responsible to a newly hired
"Outreach Counselor Coordinator" who has indicated that they will
no longer relate to me nor be responsible to me, whatever the
circumstance.
2.) Carrying the above point through logically, while including
the realization that there will be staff cuts, than I am genuinely
concerned about my own position. In effect, if there is no program
to administer or staff to direct, it seems rather apparent that
I automatically become the most dispensible.
3.) I find the current situation, as well as my current duties, to
be quite professionally degrading. For all practical purposes, I
view the situation as having full-blown responsibilities one day
and finding myself in the role of an office boy the next. In
recent weeks, since our relocation, my day-to-day tasks have in-
cluded delivering packets of youth manpower information to school
districts, reviewing client application forms for youth manpower,
and making telephone calls to school personnel to establish meeting
times with the Executive Director to discuss youth manpower.
Aside from specific duties, there would appear to be, in my opinion,
a general working atmosphere where my professional abilities, and
that of the staff, are highly questioned. Such a feeling comes as
a result of being subjected to: having all mail opened and
reviewed, having to personally account to the Executive Director,
or an administrative designee, for each moment spent out of the office,
and needing to defend past and present activities, projects,
programs, or efforts that relate to youth services or which have,
in the past, necessitated a relationship to the Weld YSe.,etc.
4.) With respect to the recent budget cut and further, the need
to look toward staff reduction, it is my understanding, and that
of staff, that, in effect, we are being evaluated so as to de-
termine who will be laid-off.
How can such an evaluation and/or determination be made in such a
short time and by someone who has had little opportunity to develop
personal and professional relationships with .hat staff?
In that the Executive Director of Human Resources has partially answered
that question by saying that such evaluation is rather unrealistic, it
would appear more to be a case of determining how individual YSB
staff members can programatically fit into the Department and into
the dollars available. I would think that the YSB Director and staff
should have primary input into making such a decision, particularly if
there is a sustaining interest to continue providing the kinds of
services YSB has delivered for the past three years. This, however,
does not appear to be the case, as the Executive Director stated that
he will be making those decisions.
In an attempt to summarize my feelings, I can only convey the following.
I do not believe that the coordination of services, a legitimate reason for
having YSB be a part of the Human Resources Dept. , has to include major
programatic or individual role changes; more importantly, nor do I believe that
it was the intent of the Commisssion to seriously alter the program, particularly
in view of the fact that the Commission looked favorably upon the study under-
taken by COG. In reviewing that document, I did not find that it called for
the elimination of YSB, but rather for its continuation and broadening.
The establishment of an administrative umbrella does not, and probably
should not, result in the elimination of functional services. Rather, central
administration and/or housing, to me, means increasing the opportunity for
communication, which, in turn, can lead to greater appreciation and understanding
for other human services, which ultimately can lead to the elimination of dup-
licatory services. In the case of YSB, however, I see little or no understanding
and appreciation with respect to its reason for being on the part of the
Executive Director and his administrative staff.
Let me say that I do not pretend to be naive as an administrator or
as a spectator in terms of current happenings. I can fully appreciate and
identify with the County's desire to coordinate services and, further
that while attempting to do so, it had to face severe budget limitations.
I simply feel that considerations can be made that will allow existing '
services to continue. More specifically, there can be departments within the
confines of a total organization, much the same as in business. Each
department can have their own fiscal limitations and fiscal monitoring pro-
cedures; each can have specific goals and objectives; each can hopefully have
or develop some degree of expertise. Collectively, other functional aspects
of the total organization can be combined so as to save time, money, or energy.
In conclusion, I can only repeat that I am personally feeling the need
to have you respond to my concerns. In that I feel you were primarily
responsible for my being selected as the Director of the YSB and the
Commissioner who has been most closely related to the program, throughout
the past year, I also feel that you are the one to inform me of the facts
at this time.
Let me apologize in advance for the length of this memo and/or any
repetitive remarks I may have made; I simply wanted to fully document my
views in advance of meeting with you.
Hello