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59 SECTION 3: CITY MANAGEMENT City Management provides overall policy and administrative direction of the City organization. This department acts as the central liaison to the public and provides leadership and direction to all departments in the ongoing operations of the City. City Management is ultimately responsible for ensuring the implementation of City Council policy direction and the adopted El Cerrito Strategic Plan. CITY MANAGEMENT OVERVIEW City Management is the general government function of the City of El Cerrito and its other entities. This section covers six operating components and specific discussion regarding their tasks are shown in their sections:. City Council City Manager’s Office City Attorney City Clerk Information Systems Human Resources An organization chart reflecting City Management operating units and their relationships is provided in Chart 3-1. Chart 3-1 City Management Organizational Structure Mayor and City Council City Manager Assistant City Manager Human Resources Manager Human Resources Technician Community Outreach Specialist City Clerk Information Systems Manager Information Systems Specialist Administrative Clerk City Attorney ---PAGE BREAK--- 60 The position listing in Table 3-1 shows the positions included within City Management. Table 3-1 City Management Position Listing CITY MANAGEMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Account Clerk 0.8 0.8 0 0 0 Community Outreach Specialist 1 1 1 1 1 Assistant City Manager 1 1 1 1 1 Administrative Clerk 1 1 1 1 1 City Manager 1 1 1 1 1 City Clerk 1 1 1 1 1 Human Resources Manager 1 1 1 1 1 Human Resources Technician 1 1 1 1 1 Information Systems Manager 1 1 1 1 1 Information Systems Specialist 1 1 1 1 1 CITY MANAGEMENT TOTAL 9.8 9.8 9 9 9 CITY MANAGEMENT BUDGET SUMMARY City Management Department Expenditures (1020, 1040, 1060, 1070) All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $1,436,280 $1,458,532 $1,447,228 $1,303,714 $1,343,964 Purchased Professional & Technical Services 184,411 219,542 146,500 249,500 146,500 Purchased Property Services 922 1,749 4,800 4,800 4,800 Other Purchased Services 549,757 679,016 744,450 679,825 695,375 Supplies 36,125 40,176 39,800 34,300 41,300 Property & Capital 24,453 28,242 36,000 37,000 37,500 Total Expenditures $2,231,948 $2,427,258 $2,418,778 $2,309,139 $2,269,439 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $1,365,307 $1,388,146 $1,315,926 $1,241,707 $1,280,418 Purchased Professional & Technical Services 184,411 219,542 146,500 249,500 146,500 Purchased Property Services 922 1,749 4,800 4,800 4,800 Other Purchased Services 549,757 679,016 744,450 679,825 695,375 Supplies 36,125 40,176 39,800 34,300 41,300 Property & Capital 24,453 28,242 36,000 37,000 37,500 Total Expenditures $2,160,976 $2,356,872 $2,287,476 $2,247,132 $2,205,893 Federal, State & Local Grants (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $69,715 Total Expenditures $0 $0 $69,715 $0 $0 Integrated Waste Management (501) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $70,973 $70,386 $61,587 $62,007 $63,546 Total Expenditures $70,973 $70,386 $61,587 $62,007 $63,546 City Management Department Revenues General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Charges for Services $10,725 $19,454 $15,800 $14,300 $15,750 Other Revenue $120 $200 Total Revenues $10,845 $19,654 $15,800 $14,300 $15,750 ---PAGE BREAK--- 61 CITY COUNCIL The overall goal of the City Council is to improve the quality of life for the residents of El Cerrito and to set broad policy goals for implementation by City staff based on the needs and desires of the community. The City Council consists of five members of the community—one rotating Mayor and four Councilmembers. The City Council is the official legislative body of the City. Its duties include: x Set policy by ordinance, resolution, or motion x Review and approve reports, proposals and contracts for new programs and services x Appoint Board and Commission members x Review and approve the budget as prepared by the City Manager x Serve as Board Members for the El Cerrito Employees’ Pension Board, Public Financing Authority, and the El Cerrito Redevelopment Agency Successor Agency In 2013, the City Council adopted the El Cerrito Strategic Plan 2013-2017, outlining the mission, vision, values, goals and strategies to guide the City into the future. This Plan is incorporated into the budget document and will inform the departments as to allocation of resources and service efforts. CITY COUNCIL BUDGET SUMMARY City Council Expenditures (1010) All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $34,155 $34,637 $34,414 $33,363 $33,973 Purchased Professional & Technical Services 24,094 13,286 9,000 9,000 9,000 Other Purchased Services 36,678 30,615 24,200 18,700 24,200 Supplies 851 1,203 1,300 1,300 1,300 Total Expenditures $95,778 $79,740 $68,914 $62,363 $68,473 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $33,905 $34,387 $34,164 $33,113 $33,723 Purchased Professional & Technical Services 24,094 13,286 9,000 9,000 9,000 Other Purchased Services 36,678 30,615 24,200 18,700 24,200 Supplies 851 1,203 1,300 1,300 1,300 Total Expenditures $95,528 $79,490 $68,664 $62,113 $68,223 Financing Authority Debt Service (834) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $250 $250 $250 $250 $250 Total Expenditures $250 $250 $250 $250 $250 City Council Department Revenues General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Charges for Services $4,100 $100 Total Revenues $4,100 $100 $0 $0 $0 ---PAGE BREAK--- 62 CITY ATTORNEY The City Attorney supports the City Council and City organization with legal advice and services. The City Attorney, whose services are retained by the City through a contract with the law firm Meyers Nave, is responsible for the following services: x Provide legal advice and information to the City Council, Boards and Commissions, City Manager and staff x Develop legally acceptable alternatives for accomplishing policy objectives x Prepare legal documents including ordinances, leases and agreements x Review resolutions and contracts x Represent the City in court and before administrative agencies x Advise City staff on Municipal Code enforcement issues x Update the El Cerrito Municipal Code Staff continues to control assignment of work to the City Attorney as a method of containing costs. CITY ATTORNEY BUDGET SUMMARY General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $357,541 $315,687 $275,000 $275,000 $285,000 Total Expenditures $357,541 $315,687 $275,000 $275,000 $285,000 ---PAGE BREAK--- 63 CITY MANAGER Under the policies established by the City Council, the City Manager is responsible for the efficient management of all affairs and departments operating within the City and serves as the Executive Director of the City’s Municipal Finance Authority. The City Manager is the City’s chief executive officer, employed by and directly responsible to the City Council. The City Manager organizes and directs an executive team that consists of the Assistant City Manager, City Clerk and Department Directors to implement programs and deliver public services. The primary duties and services the City Manager performs include the following: x Support the City Council and implement policies and directives from the City Council including the Strategic Plan x Provide leadership and manage City staff in their development and provide services and programs to all City departments x Build and develop a strong management team x Prepare a budget that identifies all the revenues and expenditures anticipated in the forthcoming fiscal year in a fiscally sound manner x Oversee the process for development of capital and infrastructure projects and strive to ensure that capital projects are successfully accomplished on-time x Ensure the highest level of customer service to residents and businesses x Engage residents, foster community partnerships and interagency collaborations x Ensure that City Hall provides a professional and environmentally friendly work environment for our customers and employees, maintaining the building as a symbol of pride for residents FY 2013-14 ACCOMPLISHMENTS Hosted four community budget meetings in neighborhoods throughout the City in March 2014 to provide information on the City’s budget and receive feedback and input from residents Launched “Open El Cerrito” with Peak Democracy in April 2014 to increase online community engagement Launched e-payment module on City website to accept online donations to the Madera Open Space Fund Developed Administrative Policy for website and social media Initiated community process to develop and present to City Council proposed regulations on smoking, assisted by EC STARS City Management intern Amel Alkaheli Mailed four Citywide newsletters, including “Budget-in-Brief”, assisted with departmental outreach including press relesases, meetings and events Oversaw installation of “12 Wnd Sculptures”, the City’s first commissioned public art project, and design and installation of new street banners In partnership with KCRT, produced short documentary, “Sundar Shadi’s Gifts” ---PAGE BREAK--- 64 Strategic Plan Alignment Table 3-2 shows the services performed by the City Manager’s Office as aligned to the Strategic Plan. Table 3-2 City Manager Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Public Information & Outreach, including newsletter, website, press releases, events Sense of Place & Identity No Ongoing Implement Strategic Plan Action Plan Exemplary Services City Multi Year Maintain the City website, Open El Cerrito, social media accounts and support use of social media Exemplary Services No Ongoing Staff the Arts & Culture Commission; Administer the Art in Public Places Program & other programs/events Sense of Place & Identity City Ongoing Disaster preparedness: be ready and able to carry out EOC functions as necessary in a disaster Public Health & Safety City Ongoing Represent City with other agencies; community groups and residents; Gauge public sentiment through surveys, etc; Support the City Council (agenda packet management; analysis; attend Council meetings Exemplary Services No Onetime FY14-15 Implement new tobacco smoke protection ordinance, if adopted Public Health & Safety City Onetime Ensure completion of facilities assessement and feisibility of facility reno or replacement Public Facilities City Onetime Implement policies and directives from the City Council Exemplary Services City Ongoing Oversee the Successor Agency Financial Sustainability State Ongoing Participate in recruitment of senior staff; Assist with various employee events and meetings; Exemplary Services City Ongoing Prepare annual budget; Oversee financial planning, capital and infrastructre projects Financial Sustainability City Ongoing Provide organizational leadership and oversee municipal operations and services Exemplary Services City Ongoing Liase with WCCUSD Sense of Place & Identity City Ongoing Lead organization and ensure continued emphasis on providing excellent customer service Exemplary Services City Ongoing Administer contract for City Attorney Exemplary Services City Ongoing ---PAGE BREAK--- 65 CITY CLERK The City Clerk seeks to provide the best possible service to the residents of El Cerrito, the City Council, City Staff and all public agencies; strengthen public trust in government; and facilitate the democratic process. In particular, the City Clerk provides legislative support to the City Council; provides election support to officeholders, candidates and ballot measure proponents and opponents; exercises diligence in carrying out federal, state and local legal mandates; and enhances records management for the efficient and accurate delivery of information to residents and City staff. Division Overview The City Clerk performs all mandated functions under the United States Constitution, the Constitution of the State of California, the California Government and Election Codes, El Cerrito Municipal Code and other policies established by the City Council. The City Clerk serves as Clerk of the City Council and the governing board of the El Cerrito Redevelopment Agency Successor Agency, oversees preparation and noticing of City Council and Successor Agency agendas, records legislative history, maintains official City records, and acts as Filing Officer for the Fair Political Practices Commission. The City Clerk acts as the primary Elections Official during the local candidate nomination period and measure and initiative process and also provides administrative support during municipal elections. The City Clerk performs a variety of other administrative duties for the City and is one of the main communication points between the residents and businesses of El Cerrito and the City Council. City Clerk functions include: x Supporting the City Council x Administrative support for Boards, Commissions and Committees x Recording, preserving and maintaining the City’s legislative history x Public Information and Citywide records management x Reviewing and monitoring FPPC Campaign Disclosure and Conflict of Interest Statements and ethics training x Administering municipal elections x Assisting the City Manager The primary goal of the City Clerk is to ensure residents’ trust in government by supporting the City’s legislative process by providing open, accurate and timely legislative history, safeguarding all official records of the City, administering impartial and ethical elections, and delivering information and services efficiently and accurately to the City Council, City staff and the public. The City Clerk also operates a Passport Acceptance Office on behalf of the United States Department of State at City Hall. The City’s Information Technology Division partners with and reports to the City Clerk. The City Clerk is supported by a part-time administrative clerk who assists in the advancement of program automation and division goals, processes passport applications, assists with records and information management and automation, preserves the City’s legislative history and participates actively in website maintenance and development. ---PAGE BREAK--- 66 FY 2013-14 ACCOMPLISHMENTS Inventoried and managed records eligible for destruction in accordance with the City’s records retention schedule and began update of the records retention schedule and all records policies Maintained a busy Passport Acceptance Office on behalf of the United States Department of State at City Hall, with approximately 470 passport applications this fiscal year and 1600 since the program’s inception in August 2011; completed training and recertification Coordinated the 61st Annual Commission Recognition Dinner; the Dinner was a landfill-free event Coordinated hosting of the Contra Costa County Mayors Conference in El Cerrito Conducted two Commission staff liaison trainings, began preparation for commission-wide training and ethics training. Coordinated hosting, noticing of agendas and preparation of minutes for the West Contra Costa Mayors and Supervisors Association meetings July – December 2013. Upgraded meeting encoder to allow viewing of live and archived meetings on an iPad or other tablets, allowing the public and staff to launch staff reports while viewing the webcast within the Granicus viewer both live and on a 24/7 on-demand basis Researched, received training and beta tested the Granicus iLegislate paperless agenda application for deployment on mobile devices Fulfilled all requirements and achieved Master Municipal Clerk certification from the International Institute of Municipal Clerks; only 11% of IIMC members have achieved MMC certification Installed as a Fellow into the IIMC Athenian Leadership Society; one of 51 Fellows throughout the United States and one of four in California. Strategic Plan Alignment Table 3-3 shows the services performed by the City Clerk as aligned to the Strategic Plan. Table 3-3 City Clerk Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Agenda Management & Transparency Exemplary Services State Ongoing Board and Commission Administration Sense of Place & Identity City Ongoing FPPC Conflict of Interest Administration Financial Sustainability State Ongoing FPPC Campaign Disclosure Administration Financial Sustainability State Ongoing Records Management & Public Records Act Financial Sustainability State Ongoing Elections Administration Exemplary Services State Onetime FY14- 15 City Council Events and Support Exemplary Services City Ongoing Passport Acceptance Office Exemplary Services No Ongoing City Manager Support / Public Information / Resident Relations Exemplary Services City Ongoing Maintain and Update Municipal Code Exemplary Services State Ongoing ---PAGE BREAK--- 67 HUMAN RESOURCES DIVISION The newly titled Human Resources Division (formerly Employee Services) is part of the City’s overall reorganization efforts to align the division with the evolution from a personnel-based focus to a human resources-based focus. Human Resources is a stand-alone division that reports to City Management. Human Resources develops, implements, supports and manages a comprehensive human resources and risk management function to ensure quality service to the organization and to the community. A variety of central services are also provided. These services are accomplished by: x Developing and maintaining human resource policies to support the effective and efficient operations and to maintain legal compliance x Determining and coordinating unbiased recruitment and selection processes x Maintaining the City’s classification and compensation plans x Leading and/or supporting the meet and confer process with employee organizations x Providing labor relations oversight to promote equitable and ethical treatment of the workforce and to reduce liability x Coordinating/monitoring Citywide training and the City’s central safety program x Maintaining personnel and related records x Providing professional staff support to commissions and committees x Performing general purchasing and supply functions x Performing the City’s risk management function including maintaining insurance coverage and processing/monitoring Workers’ Compensation and liability claims Risk Management The City is a member of the Municipal Pooling Authority (MPA), a Joint Powers Authority (JPA) that is both a loss control/risk management consortium and a fund-pooling mechanism for excess coverage of self-insured risks. The Division oversees this program. FY 2013-14 ACCOMPLISHMENTS Initiated a contract with Keenan as the City’s new insurance broker/consultant in light of the Health Care Reform Act to provide specialized and innovative solutions to keep healthcare costs down Initiated the EC STARS Intern Program for El Cerrito High School Students in collaboration with the WCCUSD to link students to local government, beginning its second year Completed recruitments and established viable eligible list to fill current and future vacancies Initiated, in collaboration with the line departments and MPA, an update to the City’s Illness and Injury Prevention Program (IIPP) ---PAGE BREAK--- 68 Strategic Plan Alignment Table 3-4 shows the services performed by the Human Resources Division as aligned to the Strategic Plan. Table 3-4 Human Resources Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Develop and maintain human resources policies and procedures Exemplary Services City Ongoing Maintain the City's Classification and compensation plans Exemplary Services City Ongoing Process personnel actions and maintain personnel records Exemplary Services City Ongoing Provide consultation and guidance to staff Exemplary Services City Ongoing Professional development: Stay abreast of federal/state laws and best practices, current industry trends Exemplary Services City Ongoing Provide staff support to the Civil Service and Human Relations Commissions Exemplary Services City Ongoing Manage contract negotiations, contract administration and interpretation, meet and confer process, grievance resolution and discipline matters Exemplary Services City Ongoing Provide oversight to promote equitable and ethical treatment of the workforce and reduce liability Exemplary Services City Ongoing Coordinate/monitor Citywide training Exemplary Services City Ongoing Develop and train staff on HR processes Exemplary Services City Ongoing Manage recruitment process Exemplary Services City Ongoing Manage employee benefit programs Exemplary Services City Ongoing Oversee the annual open enrollment process Exemplary Services City Ongoing Oversee the City's general liability, worker's comp, property, vehicle and other insurance programs Exemplary Services City Ongoing Evaluate risk exposures and provide recommendations to reduce risks Exemplary Services City Ongoing Implement the EC STARS Intern Program in collaboration with the WCCUSD Sense of Place & Identity City Ongoing Complete conversion of HRIS Exemplary Services City Onetime FY14-15 Implement Position Control Exemplary Services City Duration Manage employee wellness program Exemplary Services City Ongoing ---PAGE BREAK--- 69 INFORMATION SYSTEMS DIVISION The Information Systems Division seeks to provide and maintain information services including data, voice, video, hardware, and software to serve city residents and businesses, departments and City facilities. The Division works with multiple technologies to choose the appropriate solution for the City’s needs. The Division’s challenge is to work within the budget to stay current and provide solutions as technology continues to change. The Information Systems Services Division performs the following tasks: x Maximizes the use of the City's information and telecommunications systems resources x Assists all computer and telephone users in gaining access to user systems and resolve user problems as they arise x Plans for and facilitates the growth of the information and telecommunication systems in terms of both hardware and software x Facilitates the increased productivity of all City departments through the use of the City's data processing and telecommunication resources x Enhances the City's ability to reach out to its residents through information technology x Provides 24/7 on-demand webcast and live TV broadcast of City Council Meetings x Troubleshooting and maintenance of the City’s HVAC, Alarm, Light and Surveillance systems The overall goal is to provide and maintain efficient, cost effective and reliable information systems to City offices and departments that serve the public in El Cerrito. FY 2013-14 ACCOMPLISHMENTS Maintained an efficient and effective technology infrastructure with zero interruption or downtime of servers, data and voice systems Strengthened security throughout the City’s technology infrastructure and ensured that baseline technology systems are recoverable in disaster situations Performed a major upgrade to the Police Departments records and communications software Ensured that all technical aspects of new software initiatives are implemented on time Acted as lead technical personnel in troubleshooting complex integration issues with multiple vendors while assisting the Fire Department with its implementation of a patient care report system that allows paramedics in the field to upload AED and medical information to the County and hospital prior to a patient’s arrival at the hospital ---PAGE BREAK--- 70 Strategic Plan Alignment Table 3-5 shows the services performed by the Information Systems Division as aligned to the Strategic Plan. Table 3-5 Information Systems Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Maximize use of the City's information and telecommunications systems resources; plan for and facilitae the growth of IT systems (hardware & software) Exemplary Services No Ongoing Assist users and trouble shoot computer and telephone systems Exemplary Services No Ongoing Strengthen internal controls and security throughout the City's technology infrastructure Exemplary Services State Ongoing Standardize, integrate and consolidate IT resources to achieve a scaleable technology infrastructure that maximizes return on investment Exemplary Services No Ongoing Enhance public outreach/communication through information technology Exemplary Services No Ongoing Maintain efficient, cost effective and reliable information systems Exemplary Services No Ongoing Troubleshoot video surveillance systems Public Health & Safety No Ongoing Continued monitoring of the HVAC system, lighting and alarm systems Public Facilities City Ongoing Consult with departments regarding initiatives to enhance efficiency through process improvement, software implementation, expanded online services, enhanced civic engagement and more sophisticated data analysis with an eye toward standardization, integration and consolidation accross departments to maximize return on investment. Financial Sustainability City Ongoing Ensure baseline technology systems are recoverable in disaster situations. Exemplary Services State Ongoing Create/continually review policies re: protecting the City's information and technology assets from threats associated with unauthorized access, inappropriate use, information leakage, data integrity and natural disasters. Exemplary Services No Ongoing ---PAGE BREAK--- 71 SECTION 4: COMMUNITY DEVELOPMENT DEPARTMENT The Community Development Department’s mission is to deliver services, projects and programs that provide a safe, connected, environmentally-focused and high quality of life in El Cerrito. The Department achieves this mission through planning and implementing programs and private and public projects that promote community, health and safety, environmental quality and economic vitality. DEPARTMENT OVERVIEW The Community Development Department provides the community with innovative and practical solutions to enhance a prosperous, well-connected, healthy and sustainable city. Through the integration of the divisions of current and advanced Planning, Building, Economic Development, Housing and Sustainability, the Department strives to maintain and enhance the City as a healthy, attractive, and resilient community. To attain these goals, the Department’s primary responsibilities are to: x Implement and help develop the vision of the City Council and residents of El Cerrito through implementing existing plans and policies and leading the ongoing development and implementation of the General Plan, Specific Plans, and other long-range comprehensive planning documents such as the Climate Action Plan, Complete Streets Plan, Active Transportation Plan and Urban Greening Plan x Monitor and assure compliance with other regional and State policies such as those articulated in Plan Bay Area, the Bay Area’s Sustainable Community Strategy x Ensure the creation and maintenance of an attractive, safe community with a high quality, balanced and appropriate mix of land uses and amenities x Enhance the existing built environment by supporting and encouraging investment in our homes, neighborhoods, businesses and public places in a safe and efficient manner x Provide programs that are inclusive and engage, involve and educate the community x Collaborate with other departments, regional agencies and the private sector to leverage resources and assure that programs and projects are consistent with the City’s vision, mission and adopted Plans x Identify and pursue projects, policies and programs that improve the overall environmental sustainability and economic vitality of El Cerrito x Provide customer-friendly, responsive, efficient, collaborative and accurate services to all Organizational Structure The Community Development Department includes the Planning and Building Division and the Community Sustainability Division. Together the two divisions work on current and advanced private and public development planning efforts and projects. The Planning and Building Division encompasses the City’s current and comprehensive Planning and Building functions and Code ---PAGE BREAK--- 72 Enforcement. Community Sustainability includes Environmental Sustainability, Economic Development, Housing, and Special Programs, Plans and Projects. The Department provides staff to the City’s Planning Commission, Design Review Board, Environmental Quality Committee and Economic Development Board. Chart 4-1 shows the organizational structure of the Department: Chart 4-1 Community Development Department Position Listing Table 4-1 shows the position listing for the Department: Table 4-1 Community Development Department Position Listing COMMUNITY DEVELOPMENT DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Environmental Analyst 1 1 1 1 1 Administrative Clerk 1 0 0 0 0 Building Inspector I 1 1 0.5 0.5 0.5 Building Inspector II 2 1 1 1 1 Building Inspector II (underfill Building Inspector I) 0 1 1 1 1 Building Official 1 1 1 1 1 Building Plan Checker II 1 1 1 1 1 Community Development Director 1 1 1 1 1 Development Services Manager 1 1 1 1 1 Permit Technician I 2 2 1 1 1 Permit Technician III 0 1 1 1 1 Senior Planner 2 2 2 2 2 Senior Program Manager 2 2 2 2 2 COMMUNITY DEVELOPMENT TOTAL 15 15 13.5 13.5 13.5 Community Development Director Development Services Manager Senior Planner Building Official Plan Checker Building Inspector Permit Technician Environmental Analyst Housing Program Manager Economic Development Program Manager ---PAGE BREAK--- 73 Strategic Plan Alignment Table 4-2 shows the services performed by the Community Development Department as aligned to the Strategic Plan. Table 4-2 Community Development Department Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Provide "front counter" customer service (technical assistance, information, education) for Planning and Building projects and general frontline City Hall customers Exemplary Services City Ongoing Provide Plan Check and Permits for Building and Planning projects Exemplary Services State Ongoing Provide Plan Review/Entitlement for development projects Exemplary Services State Ongoing Increase availability of online services for Building and Planning Exemplary Services No Multi Year Assure all built projects satisfy health and safety regulations and the California Building Code Exemplary Services State Ongoing Assure all City and private projects are consistent with the California Environmental Quality Act Environmental Sustainability State Ongoing Coordinate and perform Code Enforcement Activities Public Health & Safety City Ongoing Develop policy to regulate rental properties (short-term, vacation and long-term) Public Health & Safety No Onetime FY14-15 Staff Planning Commission and Design Review Boards Sense of Place & Identity City Ongoing Conduct implement) Advanced Planning (General Plan, Housing Element and Special Plans such as Climate Action, Specific Plans, and Master Plans) Sense of Place & Identity State Ongoing Update Housing Element Sense of Place & Identity State Onetime FY14-15 Develop funding to update General Plan Sense of Place & Identity State Foster citywide sustainability through development and implementation of policies, projects, programs and community involvement activities Environmental Sustainability City Ongoing Investigate feasibility of a Community Choice Aggregation Environmental Sustainability City Onetime FY14-15 Develop outdoor lighting ordinance to establish dark sky requirements Environmental Sustainability No Onetime FY14-15 Develop mechanisms to streamline solar and other energy and water efficiency related permit processes Environmental Sustainability City Multi Year ---PAGE BREAK--- 74 Staff the Environmental Quality Committee Environment al Sustainability No Ongoing Staff the Economic Development Committee Financial Sustainability No Ongoing Complete the San Pablo Avenue Specific Plan and Complete Streets Planning effort (incl. GP Amendment, Zoning Ordinance, EIR etc.) Sense of Place & Identity City Multi Year Catalyze TOD development and improvements at del Norte and EC Plaza Sense of Place & Identity No Ongoing Work with regional trip reduction programs to develop trip reduction and parking demand management programs Environmental Sustainability City Ongoing Lead development of the Urban Greening Plan Sense of Place & Identity No Multi Year Seek and develop outside funding to achieve City goals Financial Sustainability No Ongoing Coordinate with Public Works to update the City's Bicycle and Pedestrian/Circulation Plan(Active Transportation Plan) Environmental Sustainability City Multi Year Complete Economic Development Action Plan Financial Sustainability City Onetime FY14-15 Complete entitlement and DDA for TOD at Mayfair Sense of Place & Identity No Multi Year Administer DDLA for Eden Senior Housing on San Pablo Sense of Place & Identity No Multi Year Manage the City's Affordable Housing program Sense of Place & Identity State Ongoing Review and make recommendation pertaining to the City's Historic Preservation policy Sense of Place & Identity No Onetime FY14-15 Complete Acquisition of Hillside Natural Area property Sense of Place & Identity City Onetime FY14-15 Complete Ohlone Greenway Natural Area project Public Facilities No Onetime FY14-15 Initiate development of Del Norte Precise Plan Sense of Place & Identity No Multi Year Develop first CAP implementation report and updated GHG emissions inventory Environmental Sustainability City Onetime FY14-15 Serve on the Oversight Board of the El Cerrito Redevelopment Successor Agency Financial Sustainability No Ongoing Participate in regional and statewide committees Exemplary Services Ongoing Administer grants and consultant contracts Financial Sustainability Ongoing ---PAGE BREAK--- 75 COMMUNITY DEVELOPMENT DEPARTMENT BUDGET SUMMARY Community Development Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $1,567,991 $1,364,845 $1,549,771 $1,505,770 $1,566,896 Purchased Professional & Technical Services 75,967 334,876 1,072,625 323,500 259,500 Purchased Property Services 32,400 10,094 19,980 14,700 19,300 Other Purchased Services 36,665 49,163 113,718 94,328 75,320 Supplies 15,312 21,005 25,800 20,300 19,800 Property & Capital 6,845 893,482 5,700 5,700 5,700 Financing Costs 2,418,523 Other Financing Uses 4,956,360 3,391,152 35,000 Total Expenditures $9,110,064 $2,673,464 $6,178,746 $1,999,298 $1,946,516 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $1,304,645 $1,275,243 $1,101,988 $1,418,562 $1,475,244 Purchased Professional & Technical Services 57,478 256,550 322,500 213,500 219,500 Purchased Property Services 13,548 2,039 9,500 5,000 9,500 Other Purchased Services 35,313 47,392 37,000 64,500 71,000 Supplies 14,502 19,855 15,000 19,000 18,500 Property & Capital 6,845 3,482 5,700 5,700 5,700 Other Financing Uses 3,950,000 Total Expenditures $5,382,331 $1,604,559 $1,491,688 $1,726,262 $1,799,444 Federal, State & Local Grants (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $357,945 Purchased Professional & Technical Services 292,125 100,000 Other Purchased Services 73,498 26,498 Supplies 9,500 Other Financing Uses 35,000 Total Expenditures $0 $0 $733,068 $161,498 $0 City LMI Housing Fund (232) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $43,294 $89,602 $89,838 $87,208 $91,652 Purchased Professional & Technical Services 3,458 4,763 36,000 10,000 40,000 Purchased Property Services 3,782 8,056 10,480 9,700 9,800 Other Purchased Services 840 1,771 3,220 3,330 4,320 Supplies 497 1,151 1,300 1,300 1,300 Property & Capital 890,000 Other Financing Uses (5,463,441) 531,152 Total Expenditures ($5,411,570) $995,342 $671,990 $111,538 $147,072 City Housing Trust Fund (231) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Financing Uses $2,860,000 Total Expenditures $0 $0 $2,860,000 $0 $0 Capital Improvement Fund (301) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $4,305 $73,563 $422,000 Total Expenditures $4,305 $73,563 $422,000 $0 $0 ---PAGE BREAK--- 76 Redevelopment Agency (801) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $176,309 Purchased Professional & Technical Services 7,818 Purchased Property Services Other Purchased Services Supplies Financing Costs 507,493 Other Financing Uses 2,070,500 Total Expenditures $2,762,120 $0 $0 $0 $0 Redevelopment LMI Housing Fund (802) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $43,744 Purchased Professional & Technical Services 2,908 Purchased Property Services 15,070 Other Purchased Services 512 Supplies 314 Financing Costs Other Financing Uses 4,369,595 Total Expenditures $4,432,142 $0 $0 $0 $0 Redevelopment 1997/1998 TAB Debt Service Fund (804) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services Financing Costs $773,485 Other Financing Uses 29,705 Total Expenditures $803,190 $0 $0 $0 $0 Redevelopment 2004 TAB Debt Service Fund (814) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Financing Costs $1,137,545 Other Financing Uses $1 Total Expenditures $1,137,546 $0 $0 $0 $0 Community Development Department Revenues All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $2,711,196 $205 $4,900 $1,000 $1,000 Licenses & Permits 518,276 516,703 606,000 531,000 593,000 Use of Money & Property 83,511 149 Intergovernmental Revenues 166 31,093 3,079,498 141,998 35,000 Charges for Services 500,860 866,740 951,984 755,550 803,250 Other Revenue 40 3,019 41,000 137,284 306,000 Other Financing Sources 4,383,108 598,957 35,000 Total Revenues $8,197,157 $1,417,909 $5,282,339 $1,601,832 $1,738,250 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $414 $205 $4,900 $1,000 $1,000 Licenses & Permits 518,276 516,703 606,000 531,000 593,000 Intergovernmental Revenues 166 31,093 28,000 15,500 35,000 Charges for Services 500,860 866,740 951,984 755,550 803,250 Other Revenue 40 2,019 41,000 62,000 56,000 Other Financing Sources 35,000 Total Revenues $1,019,755 $1,416,760 $1,631,884 $1,400,050 $1,488,250 ---PAGE BREAK--- 77 Federal, State & Local Grants (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $191,498 $126,498 Other Financing Sources 598,957 Total Revenues $0 $0 $790,455 $126,498 $0 City LMI Housing Fund (232) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes Use of Money & Property $306 $149 Other Revenue 0 1,000 $75,284 $250,000 Total Revenues $306 $1,149 $0 $75,284 $250,000 City HousingTrust Fund (231) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Intergovernmental Revenues $2,860,000 Total Revenues $0 $0 $2,860,000 $0 $0 Redevelopment Agency (801) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $2,168,626 Use of Money & Property 83,202 Other Financing Sources 1,820,000 Total Revenues $4,071,828 $0 $0 $0 $0 Redevelopment LMI Housing Fund (802) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Other Taxes $542,157 Other Financing Sources 2,130,000 Total Revenues $2,672,157 $0 $0 $0 $0 Redevelopment 1997/1998 TAB Debt Service Fund (804) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $2 Other Financing Sources 107,417 Total Revenues $107,419 $0 $0 $0 $0 Redevelopment 2004 TAB Debt Service Fund (814) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Use of Money & Property $2 Other Financing Sources 325,691 Total Revenues $325,692 $0 $0 $0 $0 ---PAGE BREAK--- 78 PLANNING AND BUILDING DIVISION The Planning and Building Division’s mission is to promote safety and livability through efficient and collaborative application of building and development codes. The Planning section guides all interested stakeholders through the phases of the development review process. From home additions and remodels to new multi-family, mixed-use structures, planning staff guides project applicants through the planning entitlement process. The framework for these processes are found in the policy documents and the municipal code sections that implement community goals and protect and enhance community resources while considering new development. They also lead the city efforts in the compliance of California Environmental Quality Act. The Building section provides plan review and inspection services as well as educational outreach to businesses and property owners wishing to improve their property. From kitchen remodels to new multistory construction, staff oversees the construction of our built environment. They meet with community members at the counter and in the field to assure their improvements comply with existing fire and building code. They identify work being done without permit and resolve unsafe construction. They are the stewards of life safety, earthquake safety, accessibility, energy efficiency, and code enforcement throughout the city. Responsibilities of the Planning and Building Division include: x Provide a clear process for the review of new development projects x Implement and enforce all local and state regulations pertaining to development for new construction, additions to and changes of use for existing buildings x Coordinate Citywide staff review (Engineering, Police, Fire, Environmental Services) of all development proposals as early as possible to give integrated information to project proponents x Serve as staff to the Planning Commission and Design Review Board x Review Planning and Building policies, procedures, fees, and codes; recommend and update same to provide highest standards and compliance with State and Regional laws and City Council policies, goals and objectives x Lead and coordinate the development and implementation of the City’s General Plan and Housing Element and other comprehensive planning efforts x Manage citywide Residential Rental Housing Inspection program x Serve as Zoning and CEQA Administrator for the City and ensure all departments are compliant with local and state laws x Perform and coordinate Code Enforcement activities ---PAGE BREAK--- 79 FY 2013-14 ACCOMPLISHMENTS Processed entitlements, including Environmental Impact Report, for the Eden Senior Housing project Performed Plan Check, issued Building permits and provided construction inspection for the Ohlone Gardens affordable housing project Provided major projects coordination for processing of Creekside Walk 120-unit residential project building permit submittal, including coordination and implementation of the complex conditions of approval. Permit conditions include contributions to affordable housing and public safety, creek daylighting, offsite circulation improvements. Completed and released for review the San Pablo Avenue Specific Plan, Complete Streets Plan and Programmatic Environmental Impact Report in coordination with Public Works Coordinated adoption and customized new Building Code Developed written standard conditions to minimize offsite impacts during construction of new complex projects Coordinated the on-going rental inspection program, which inspected 500 rental units this year to assure safe and sanitary conditions of rental housing units Initiated 2014-2022 update to the Housing Element of the General Plan Service Indicators Chart 4-2 and Table 4-3 depict the workload statistics of the Planning and Building Division for the last four fiscal years. The number of applications that require more complex review, including Planning Commission or Design Review Board review, have increased this year. Items including administrative design review, Residential Accessory Design Review (RAD), appeals of Planning Commission or Design Review decisions, and over-the-counter permits such as Home Occupations and Fence Clearances are also showing increases in activity. The overall number of building permits has continued to rise every year. This fiscal year includes many permits for small projects. Also included in this fiscal year’s revenue projections are the 57-unit Ohlone Gardens affordable housing project and five new single family dwellings. Chart 4-2 Planning Permits by Fiscal Year 0 10 20 30 40 50 60 70 80 10-11 11-12 12-13 13-14 ---PAGE BREAK--- 80 Table 4-3 Permit Issuances and Construction Value Fiscal Year Total Permits Issued Total Const. Valuation 2010-2011 1,249 $21,731,299 2011-2012 1,572 $22,[PHONE REDACTED]-2013 1,625 $18,[PHONE REDACTED]-2014* 1,391 $32,025,543* * Total as of May 2014 Chart 4-4 Building Permit Total Construction Valuation Chart 4-5 Building Permits Issued by Fiscal Year $21,731,299 $22,878,198 $18,976,782 $32,025,543 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 10-11 11-12 12-13 13-14 1249 1572 1625 1391 0 200 400 [PHONE REDACTED] 1200 1400 1600 1800 10-11 11-12 12-13 13-14 ---PAGE BREAK--- 81 Chart 4-6 Annual Inspections Table 4-4 Inspection Activity Fiscal Year Average Inspections Annual Inspections 2010-2011 515 6,189 2011-2012 555 6,662 2012-2013 744 9,292 2013-2014* 644 7,735 *Total as of May 2014 COMMUNITY SUSTAINABILITY DIVISION The Community Sustainability Division plays a leadership role in promoting the long-term economic and environmental well-being of the City, developing and implementing programs and projects that deepen the City’s identity as an environmentally-focused and economically-vibrant and inclusive community. The Division accomplishes its mission through developing, supporting and managing a broad array of activities related to economic development, housing, advanced planning, and environmental sustainability including: x Develops and implements programs and policies that seek to foster a strong, diverse, equitable and sustainable economic base that provides employment and business opportunities, supports businesses and increases tax revenues x Strengthens relationships with public and private partners, residents, businesses, schools, and community groups x Develops and implements policies and programs to conserve and improve El Cerrito’s existing housing supply and encourage the development of a range of housing types to meet the needs of our diverse population x Develops, implements and monitors the City’s sustainability initiatives and policies, including the Climate Action Plan x Provides public engagement, educational opportunities and innovative programs to involve the public in creating a connected, sustainable and economically vibrant community 6189 6662 9292 7,735 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000 10-11 11-12 12-13 14-15 ---PAGE BREAK--- 82 x Seeks funding and partnerships to develop and build place-making and community improvements x Provides lead staff, project management and community involvement for special projects and planning efforts x Provides staff to the Environmental Quality Committee and Economic Development Committee x Coordinates interdepartmentally on community development and sustainability projects x Actively participates in regional and state working groups to promote and support legislation and funding opportunities to realize Council goals FY 2013-14 ACCOMPLISHMENTS Developed an Exclusive Negotiating Rights Agreement (ENRA), first Amendment to the ENRA and a Term Sheet for the purchase and development of Transit-Oriented Development on the MSC-owned Mayfair Block and initiated project planning Managed and completed construction of five municipal solar projects, installed the City’s first public Electric Vehicle Charging Station at City Hall, and managed the Ohlone Greenway Natural Area and Rain Garden Project Provided major project coordination and negotiated final terms of City’s housing loan to the Ohlone Gardens, a new affordable mixed-use development which broke ground in April and successfully entitled and executed a Disposition Development and Loan Agreement for Eden Senior Housing Project at 10848-10860 San Pablo Avenue Initiated development of the grant-funded Citywide Urban Greening Plan, including administration of the $239,498 Proposition 84 Planning Grant and oversaw the development of the Active Transportation plan in coordination with Public Works Secured outside grant funds to further City place making and mode shift efforts, including $100,000 in Safe Routes to Transit funding to further design the San Pablo Avenue Complete Streets Project and $3.4 million in One Bay Area Grant (OBAG) funding to design and construct the Ohlone Greenway Station Access, Safety and Placemaking Improvement projects in coordination with Public Works Oversaw execution of a Purchase and Sale Agreement with the Trust for Public Land to purchase 8.08 acres of Hillside Natural Area property and secured $251,525 in Land Water Conservation Funding for the acquisition Submitted grant applications to further advanced planning and economic development efforts. Awarded $302,500 to complete a Del Norte Area Precise Plan from the Metropolitan Transportation Commission Oversaw the reorganization of the Economic Development Board into the Economic Development Committee and the update of the 2007 Economic Development Action Plan In partnership with regional partners (ABAG, PG&E, and EBMUD), hosted a Green Home Workshop Series to educate residents on best practices in home energy efficiency, water conservation and re-use, and solar energy systems ---PAGE BREAK--- 83 Service Indicators In its work to promote the long-term economic and environmental well-being of El Cerrito, the Community Sustainability Division tracks various indicators related to economic development, community engagement, and environmental sustainability. Environmental Sustainability The Community Sustainability Division is the lead in implementing the El Cerrito Climate Action Plan (CAP), adopted May 2013. This year the Division began work on monitoring progress towards achieving the City’s CAP goal of reducing greenhouse gas (GHG) emissions by 15% below 2005 levels by 2020. GHG emissions, as measured using pounds of equivalent carbon dioxide (CO2e), are a good indicator of environmental impact, as CO2e measures resource use and efficiency across key economic sectors. Chart 4-7 compares total annual GHG emissions by source of emissions for the years 2005 and 2011, indicating that El Cerrito’s community emissions are down 9% from 2005, well on target to meet the 2020 goal of 15% reductions. All sources of emissions, except natural gas use in both the commercial and residential sectors, declined significantly. The largest reductions in GHGs came from less waste going to the landfill, lower vehicle miles traveled coupled with the increased efficiency of the cars in California, and commercial electrical use. The recession may have played a role in these declines; further monitoring of emissions in rebound years will help determine the extent of the recession’s effect on GHG emissions. Chart 4-7 Community Greenhouse Gas Reductions 2005-2011 - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 Tons CO2e 2005 2011 ---PAGE BREAK--- 84 Community Engagement Educational workshops, community input opportunities, and public information are key to the City meeting its economic and environmental stewardship goals, as well as to helping El Cerrito strengthen its relationships with public and private partners, residents, businesses, schools, and community groups. TheDepartment liaisons with four City boards, commissions, and/or committees. It alsoorganizes numerous workshops to gather community input and to provide community members with special educational opportunities. The chart below shows a summary of community engagement activities (not including Design Review Board, Economic Development Committee, Planning Commission or Environmental Quality meetings) in FY 2013-14. The Division tracks number of activities and participation each year to gauge staff resources and to track Division efforts to increase participation and community involvement over time. Table 4-5 Community Engagement Statistics Community Input Meetings # of Meetings Participants Urban Greening Plan Task Force 2 9 Urban Greening Survey 822 4-Plan Community Workshops 2 91 Eden Senior Housing Community Workshop 1 20 Active Transportation Plan Bicycle Tour 1 10 Active Transportation Plan Walking Tour 1 13 Educational Workshops Workshops/Events # of Events Participants Entrepreneur Training Series 1 8 ADA Compliance Workshop 1 14 EQC Eco-Film Series 2 212 Green Home Workshop Series 2 140 Totals Meetings/Events Participants 1339 ---PAGE BREAK--- 85 SECTION 5: FINANCE DEPARTMENT The mission of the Finance Department is to support the financial and fiscal sustainability of the City, its agencies and corporations; and to ensure their activities are performed, recorded and presented in compliance with professional and ethical standards. DEPARTMENT OVERVIEW The Finance Department administers the financial affairs of the City, with particular focus on the following functions and activities: Budget and Treasury x Compiles data and statistics, and develops financial analysis and revenue forecasts x Leads the City’s budgeting and financial planning activities x Manages cash flow, investments and the issuance and maintenance of outstanding debt x Ensures that the City’s various assessments and taxes are appropriately placed on the County’s property tax bill x Manages the annual update of the City’s Master Fee Schedule x Records and accounts for all receipts and disbursements of cash in all City bank accounts x Administers fiscal controls and policies x Compiles and produces external documents, e.g. the Annual Budget, the Annual Capital Improvement Budget, and the Annual Financial Report Accounting x Manages general accounting, payroll preparation and reporting, accounts payable and receivable functions, financial analysis, special grants and funds accounting x Administers and controls the City's on-line financial management information systems x Administers internal and external financial information reporting x Prepares periodic and annual comprehensive financial reports for the City, its agencies and corporations, and the annual State Controller Reports x Responsible for the internal control auditing functions of the City, its agencies and corporations Municipal Services x Administers the Business License Program x Responds to requests for financial information from state and local agencies and provides general customer service support x Manages, and assists departments that manage, the purchase, lease, or disposition and development of real property assets of the City, its agencies and corporations to maximize both ongoing and one-time revenue x Provides staff support to the City’s Financial Advisory Board (FAB) ---PAGE BREAK--- 86 x Administers the El Cerrito Redevelopment Agency Successor Agency, providing staff support to its governing board and its Oversight Board, managing its Recognized Obligation Payment Schedule process, and implementing its Long-Range Property Management Plan x Serves as the fiduciary agent for the El Cerrito Municipal Services Corporation, including revenue collection; disbursements for its projects, programs, and grant making; property management; and performance of its obligations under the Cooperation Agreement with the former Redevelopment Agency and performance deeds of trust on properties acquired from the former Redevelopment Agency x Manages special projects such as tax elections, SB90 reimbursements, legislative review, sales tax audits, and internal control/agreed upon procedures audits, and cost allocation and fee studies Organizational Structure The Finance Department’s organizational structure is shown on Chart 5-1: Position Listing Table 5-1 shows the position listing for the Department. Table 5-1 Finance Department Position Listing FINANCE DEPARTMENT FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 Account Clerk Technician 3 3 3 3 3 Finance Director/City Treasurer (formerly Admininstrative Services Director) 1 1 1 1 1 Finance Manager 1 1 1 1 1 Manager Successor Agency/Special Projects 1 1 1 1 1 FINANCE DEPARTMENT TOTAL 6 6 6 6 6 FY 2013-14 ACCOMPLISHMENTS Implemented long term financial forecasts for special revenue funds Implemented reporting module in financial system Increased department access to budget information in financial system Implementation payroll time entry in the Police Department More efficient process for handling recurring payments for Retiree Medical benefits More efficient business license renewal process by using mail service to send out renewal notices and offering online payments Finance Director/ City Treasurer Finance Manager Accounting & Budget Account Clerk Technician Payroll Processing Account Clerk Technician Revenue Collection Account Clerk Technician Accounts Payable Manager Successor Agency & Special Projects ---PAGE BREAK--- 87 Table 5-2 shows the services performed by the Finance Department as aligned to the Strategic Plan. Table 5-2 Finance Strategic Plan Alignment Program or Service Strategic Plan Goal Activity Required By: Duration Implement quarterly financial monitoring, reporting, analysis, and projections, in coordination with departments, to ensure adequate resources and reserves Financial Sustainability City Ongoing Review purchasing policies, systems and procedures to identify opportunities for improvements and efficiencies Exemplary Services City Ongoing Regularly train City staff on financial, purchasing and contracting procedures and processes Exemplary Services City Ongoing Improve internal controls through cross-training of staff, monitoring of processes and resources, following appropriate accounting procedures, and implementing process improvements where needed Financial Sustainability City Ongoing Improve customer services levels through staff training, process changes, and collaboration with other departments Exemplary Services City Ongoing Implement online payment solutions Exemplary Services No Ongoing Manage cash flow to ensure adequate current resources Financial Sustainability City Ongoing Continue the administration of the El Cerrito Redevelopment Agency Successor Agency, and staffing of its Oversight Board, to ensure the prompt payment of its Enforceable Obligations Financial Sustainability State Ongoing ---PAGE BREAK--- 88 FINANCE DEPARTMENT BUDGET SUMMARY Finance Department Expenditures All Funds FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $632,896 $598,052 $710,332 $600,189 $624,484 Purchased Professional & Technical Services 232,944 263,755 238,200 168,500 212,500 Other Purchased Services 14,717 10,474 20,900 15,800 20,900 Supplies 9,980 9,024 10,000 10,000 10,000 Property & Capital 18,993 1,319 1,000 1,000 1,000 Financing Costs 3,423,534 4,855,132 2,486,449 1,977,897 1,980,225 Other Financing Uses 3,103,323 3,237,351 4,097,735 1,861,588 1,861,401 Total Expenditures $7,436,388 $8,975,108 $7,564,616 $4,634,974 $4,710,510 General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Personnel Services $632,621 $598,022 $710,332 $600,189 $624,484 Purchased Professional & Technical Services 195,446 194,407 211,000 141,000 185,000 Other Purchased Services 14,717 10,474 20,900 15,800 20,900 Supplies 9,980 9,024 10,000 10,000 10,000 Property & Capital 17,006 1,319 1,000 1,000 1,000 Financing Costs 53,835 116,423 166,473 168,921 171,436 Other Financing Uses 739,137 707,784 1,307,765 707,744 708,222 Total Expenditures $1,662,743 $1,637,452 $2,427,470 $1,644,654 $1,721,042 Gas Tax Fund (201) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Property & Capital $1,987 Other Financing Uses $395,000 $537,000 $545,000 Total Expenditures $396,987 $537,000 $545,000 $0 $0 Measure J-Return to Sourc Fund (204) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Financing Uses $249,000 $305,000 $309,000 $0 $0 Total Expenditures $249,000 $305,000 $309,000 $0 $0 Storm Drain Fund (205) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Other Financing Uses $617,550 $406,000 $786,000 $0 $0 Total Expenditures $617,550 $406,000 $786,000 $0 $0 Measure A Parcel Tax Fund (206) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $14,088 $11,390 $15,000 $15,000 $15,000 Other Financing Uses 365,053 359,513 409,970 420,436 418,951 Total Expenditures $379,141 $370,903 $424,970 $435,436 $433,951 Street Improvement Fund (211) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $3,000 $3,000 Other Financing Uses $737,583 $736,722 $740,000 $733,408 $734,228 Total Expenditures $737,583 $736,722 $740,000 $736,408 $737,228 Federal, State & Local Grants Fund (221) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed ---PAGE BREAK--- 89 Personnel Services $275 $31 Total Expenditures $275 $31 $0 $0 $0 Storm Drain Debt Service Fund (401) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $16,780 $2,280 $2,700 Financing Costs 1,528,638 518,406 518,830 Total Expenditures $1,545,418 $520,686 $521,530 $0 $0 Pension Fund (701) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $823 $1,455 $1,500 $1,500 $1,500 Financing Costs 140,947 110,802 111,000 112,476 112,476 Total Expenditures $141,769 $112,257 $112,500 $113,976 $113,976 Finance Authority Debt Service Fund (834) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $2,148 $52,063 $6,000 $6,000 $6,000 Financing Costs 365,055 2,771,417 359,058 363,324 361,839 Other Financing Uses 185,333 Total Expenditures $367,203 $3,008,812 $365,058 $369,324 $367,839 City Hall Debt Service Fund (835) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $2,580 $1,080 $1,000 $1,000 $1,000 Financing Costs 597,408 599,008 595,308 596,768 597,246 Total Expenditures $599,988 $600,088 $596,308 $597,768 $598,246 Street Improvement Bond Debt Service Fund (836) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Purchased Professional & Technical Services $1,080 $1,080 $1,000 $1,000 $1,000 Financing Costs 737,653 739,078 735,780 736,408 737,228 Total Expenditures $738,733 $740,158 $736,780 $737,408 $738,228 Finance Department Revenues General Fund (101) FY 2011-12 Actual FY 2012-13 Actual FY 2013-14 Amended FY 2014-15 Proposed FY 2015-16 Proposed Charges for Services $69,552 $70,047 $75,000 $75,000 $79,000 Other Revenue 25,000 25,000 25,000 Total Revenues $69,552 $70,047 $100,000 $100,000 $104,000