Page 150 - CSD - PUD 02 28 19

Shauna Lorance

Monday, February 18, 2019
1:03 PM
1. What drives you to seek this position? Tell me a bit about what you know about the City and the
fit you see with your interests.
What was initially driving me was the ability to make a difference there. It appears there have
been some issues in that department so it looks like there is an opportunity there for someone
who works well with staff and the community. I am currently doing the interim with the County of
Monterey. That agency is having a lot of issues with funding and.

I have retired out of CalPERS and do not want to reinstate. It's not they do not want me to stay.

2. Please describe your most recent position and day-to-day responsibilities.

My most recent is interim GM with Monterey County Water Resources Agency, reports to
two Boards and runs entire agency. Right now I am working on getting in a financial plan
and strategic plan for both programs and projects. To do that would require a tax or 218
process or something. In addition to overseeing the two reservoirs and flood control etc..

3. How many employees do you supervise? Who do you report to?

Current oversee about 50 people, working with entire County that is thousands. I don't
think there is a real significant issue from the management of 50 to 1,600 would be
considered a jump by some, for me I think it is very feasible. I'm going to be working on
their org chart next. I also think it is a matter of laying out expectations. Reports to two
Boards. Budget is about $36m give or take.

The General Manager of San Juan Water District - oversaw 50 employees. It was a non-
union organization so we had an extremely efficient staff.
4. Please describe your experience in public sector executive management and leadership.

My experience has been GM, Interim GM, Assistant GM. I was a consulting engineer first, then
briefly in my last two positions was asked to come in, after several years the GM decided to retire
about six years before he said he was going to. I applied - was there for 13 years, left by my own
choice, it was time for someone else to come in who has a new thought process.

5. This position requires staff to work between multiple divisions of the Department and multiple
City departments. How would you enable your organization to deliver an increasingly cohesive
customer experience internally, including clarity, timeliness, and responsiveness?

I think the biggest item is the expectation. I came into an organization that was antagonist
between most of the other departments at the County. One of my first things was working on
getting rid of the antagonistic attitude between the departments. It's amazing how quickly that
can occur if the person in charge demonstrates that as well as expects it.

A big one would be that previously this agency didn't work well with the HR Department, after I
dug into it and spoke with HR, I thought we should start over and told staff that we are going to go
in with the attitude that it's going to be extremely positive. In a process that ended up working out
extremely well. It worked well - it was really amazing.