City and County of San Francisco

Distinctions between class levels in the management series are based on the program's complexity, sensitivity and/or size, organizational impact, nature and number of functions/programs managed, decision-making responsibility, level of supervision exercised, nature of positions supervised, and the nature and scope of duties assumed such as hands-on work rather than planning and policy development activities.

Incumbents in this class assume responsibility for major complex, functionally-related areas organized into multiple departmental divisions; develop and establish policies and procedures and make decisions which impact the daily operations including management and allocation of resources for a major organizational unit (division/bureau/area). Decisions made by incumbents affect multiple divisions and impact the economic vitality of city government or the health and welfare of a segment of the public. These Managers typically interact with executive and regulatory representatives and negotiate solutions to major issues which may involve policy and procedural changes.

This class is distinguished from Manager V by scope, decision-making (type), working relationship, internal organizational impact, level of supervision, consequence of error and budgetary responsibility. 
Manager VI is also distinguished from Manager V by the latter's responsibility for divisions of medium/large size performing technically complex functions which are organized into multiple or diverse sections and/or units.

This class is further distinguished from Manager VII, in that incumbents make decisions which directly impact the entire department and inappropriate decisions may result in an irreversible impact on the health and welfare of the public. Incumbents typically exercise supervision over and/or consultation to Division Managers of related functional areas. 
 

1. Develops and implements division goals, objectives, policies, and priorities; determines service levels and resource allocation.

2. Monitors the work of and coaches subordinates to improve performance.

3. Directs the allocation of resources to achieve timely outcomes and measurable goals within budget; adjusts plans and programs to meet emerging or new programs, while continuing to address major departmental priorities.

4. Plans, organizes, directs, controls and reviews the operation of major departmental functions and activities.

5. Monitors the efficiency and effectiveness of the departmental organization structure, staff assignments, service levels and administrative systems; identifies and analyzes opportunities for improvement; implements improvements.

6. Communicates regularly with executive-level management regarding the Department's activities and coordination of efforts with other City departments in addressing the needs of the City; represents the Department before legislative boards, outside organizations, mayor's office staff, and the media.

7. Assesses and responds to community needs; provides consultation and advice to boards, committees and representatives from federal, state and local agencies.

8. Participates in budget development by providing detailed justification and persuasive arguments for proposals or initiatives.  Implements and closely monitors budget expenditures of the operating budget for a major area of responsibility typically including multiple divisions.

9. Provides executive management with an early warning and practical options to potential cost overruns.

Knowledge of: federal, state and local rules and regulations pertaining to activities and functions of the specific department; and management principles and practices.

Ability to: direct subordinate managers engaged in diverse activities; exercise administrative ingenuity, independent analysis, adaptability and judgment on highly specialized proposals with difficult, complicated choices of action; make recommendations and present them effectively to the Mayor, executive staff and the public; apply the principles and practices of public administration, financial and personnel management; clearly interpret all applicable laws, ordinances and codes relating to the department; direct research, survey techniques and statistical methods; communicate effectively, orally and in writing; establish and maintain effective working relations with officials, subordinate staff, directors and members of other departments, civic organizations, agencies and the public; and the ability to remain calm and provide guidance to managers in crisis situations.

Special Qualifications including specialized knowledge, abilities, education, experience, or license may be established for individual positions.