MENTORING DEALS WITH CITY `CRISIS'.

Byline: JUDY O'ROURKE Staff Writer

SANTA CLARITA -- Retirement is looming for hordes of baby boomer bureaucrats, and having replacements waiting in the wings is crucial for cities like Santa Clarita, growing by leaps and bounds.

An employee-mentoring program begun four years ago in the city has come to the rescue.

``It's what we've been calling a `quiet crisis in government' where many of the experienced public-sector employees will be retiring over the next several years,'' said City Manager Ken Pulskamp. ``We want to make sure we have employees that are trained and fully prepared to take on those positions as they open up.''

Rockefeller Institute of Government noted that in 2001 nearly half of the country's 20 million-plus public workers were 45 or older.

As city programs and services have broadened, the pool of regular city employees has swelled to 330, with an additional 125 working in part-time or temporary jobs. More than 40 percent are 45 or older.

Many midlevel managers and technical staffers have jumped ship for jobs elsewhere. The mentoring program's year-long stints spur ambitious workers to align with mentors who will guide their career plans, help them sharpen their skills and offer them pointers on leadership, conflict resolution, negotiation and project management.

Sometimes, too, younger mentors with experience help those older than themselves. For example, Damon Letz, 46, an assistant city engineer who manages a staff of about a dozen, was mentored a couple of years ago by Robert Newman, the city's 40-year-old public works director.

``Robert has strong leadership skills, strong organizational skills. He understands the organization,'' Letz, a five-year employee said. ``We talked about scenarios and situations. It was more of a discussion, not like a test where there was a right and a wrong answer.''

Letz saw how decisions in one department affect other departments. He mentored another employee -- and may even have become a better dad.

``You try to think more humanistically about your employees, and I'm sure that spills into your family life as well,'' he said.

Newman has been on both sides of the equation. ``Every time you have a relationship like that you find out something about yourself,'' he said. ``Listening to issues they have puts in perspective issues you have.''

Management analyst Ingrid Hardy, 34, said the program helped her grow.

The program's popularity is on the rise. About 40 employees participated the first couple of years, and last year 69 signed up. This year nearly one-third of the city's regular workers -- 96 -- are involved.

Almost one-quarter of those who were mentored have been promoted, 10 employees took higher positions elsewhere.

Former associate planner and mentor Jason Mikaelian moved up the ladder in Pasadena to senior planner.

``It increased my confidence and my experience in mentoring ... and that's carried over into being a supervisor,'' he said.

The organization bestowed a 2006 Helen Putnam Award on the city for establishing the program.

[e-mail]

[phone]