Full Text
57 . 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 will be shown in their sections. City Council City Manager’s Office City Attorney City Clerk Information Systems Human Resources The former Economic Development Department, which had largely been funded by the former Redevelopment Agency had become a Division within City Management in fiscal year 2012-13, while the City Manager evaluated how best to organize economic development and housing functions and pursue the City’s goals in those areas with limited resources. For fiscal year 2013- 14, the economic development and housing functions will be part of the newly created Community Development Department. The former Administrative Services Department has also been reorganized. Employee Services has become the Human Resources Division within City Management. The Finance Division has once again become the Finance Department. An organization chart reflecting City Management operating units and their relationships is provided in Chart 3-1. ---PAGE BREAK--- 58 Chart 3-1 City Management Organizational Structure The position listing in Table 3-1 shows the positions included within City Management. Table 3-1 City Management Position Listing CITY MANAGEMENT FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Account Clerk 0.8 0.8 0.8 0 Administrative Analyst III 1 1 1 1 Assistant City Manager 1 1 1 1 Administrative Clerk Specialist 1 1 1 1 City Manager 1 1 1 1 City Clerk 1 1 1 1 Human Resources Manager (formerly Employee Services Manager) 1 1 1 1 Human Resources Technician (formerly Personnel Technician) 1 1 1 1 Information Systems Manager 1 1 1 1 Information Systems Technician 1 1 1 1 CITY MANAGEMENT TOTAL 9.8 9.8 9.8 9 Mayor and City Council City Manager Assistant City Manager Human Resources Manager Personnel Technician Analyst III (Community Outreach Specialist) City Clerk Information Systems Manager Information Systems Specialist Administrative Clerk City Attorney ---PAGE BREAK--- 59 CITY MANAGEMENT BUDGET SUMMARY City Management Department Expenditures (City Manager, City Clerk, Human Resources, Information Systems) All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 1,382,753 $ 1,436,280 $ 1,435,140 $ 1,447,228 Purchased Professional & Technical Services 183,900 184,411 211,571 146,500 Purchased Property Services 1,319 922 2,000 4,800 Other Purchased Services 530,084 549,757 485,000 744,450 Supplies 37,192 36,125 40,800 39,800 Property & Capital 17,181 24,453 26,000 36,000 Total Expenditures $ 2,152,428 $ 2,231,948 $ 2,200,511 $ 2,418,778 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 1,315,810 $ 1,365,307 $ 1,365,755 $ 1,315,926 Purchased Professional & Technical Services 183,900 184,411 211,571 146,500 Purchased Property Services 1,319 922 2,000 4,800 Other Purchased Services 530,084 549,757 485,000 744,450 Supplies 37,192 36,125 40,800 39,800 Property & Capital 17,181 24,453 26,000 36,000 Total Expenditures $ 2,085,485 $ 2,160,976 $ 2,131,126 $ 2,287,476 Federal, State & Local Grants (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ - $ - $ - $ 69,715 Total Expenditures $ - $ - $ - $ 69,715 Integrated Waste Management (501) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 66,943 $ 70,973 $ 69,385 $ 61,587 Total Expenditures $ 66,943 $ 70,973 $ 69,385 $ 61,587 City Management Department Revenues General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Charges for Services $ 1,108 $ 10,725 $ 10,000 $ 15,800 Other Revenue - 120 - - Total Revenues $ 1,108 $ 10,845 $ 10,000 $ 15,800 ---PAGE BREAK--- 60 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: • Set policy by ordinance, resolution, or motion • Review and approve reports, proposals and contracts for new programs and services • Appoint Board and Commission members • Review and approve the budget as prepared by the City Manager • Serve as Board Members for the El Cerrito Employees’ Pension Board and Public Financing Authority This past fiscal year, 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 All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 33,279 $ 34,155 $ 34,283 $ 34,414 Purchased Professional & Technical Services 17,556 24,094 14,000 9,000 Other Purchased Services 31,055 36,678 24,200 24,200 Supplies 1,685 851 1,300 1,300 Total Expenditures $ 83,576 $ 95,778 $ 73,783 $ 68,914 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 33,279 $ 33,905 $ 34,033 $ 34,164 Purchased Professional & Technical Services $ 17,556 $ 24,094 $ 14,000 $ 9,000 Other Purchased Services $ 31,055 $ 36,678 $ 24,200 $ 24,200 Supplies $ 1,685 $ 851 $ 1,300 $ 1,300 Total Expenditures $ 83,576 $ 95,528 $ 73,533 $ 68,664 Financing Authority Debt Service (834) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ - $ 250 $ 250 $ 250 Total Expenditures $ - $ 250 $ 250 $ 250 City Council Department Revenues General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Charges for Services $ - $ 4,100 $ - $ - Total Revenues $ - $ 4,100 $ - $ - ---PAGE BREAK--- 61 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: • Provide legal advice and information to the City Council, Boards and Commissions, City Manager and staff • Develop legally acceptable alternatives for accomplishing policy objectives • Prepare legal documents including ordinances, leases and agreements • Review resolutions and contracts • Represent the City in court and before administrative agencies • Advise City staff on Municipal Code enforcement issues • 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 FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Purchased Professional & Technical Services $ 321,082 $ 357,541 $ 300,000 $ 275,000 Total Expenditures $ 321,082 $ 357,541 $ 300,000 $ 275,000 ---PAGE BREAK--- 62 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: • Support the City Council and implement policies and directives from the City Council including the Strategic Plan • Provide leadership and manage City staff in their development and provide services and programs to all City departments • Build and develop a strong management team • Prepare a budget that identifies all the revenues and expenditures anticipated in the forthcoming fiscal year in a fiscally sound manner • Oversee the process for development of capital and infrastructure projects and strive to ensure that capital projects are successfully accomplished on-time • Ensure the highest level of customer service to residents and businesses • Engage residents, foster community partnerships and interagency collaborations • 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 Successful completion of the El Cerrito Strategic Plan Oversight of Redevelopment Agency dissolution, Successor Agency, Oversight Board, and initiated successful settlement with State Department of Finance Initiated “Great By Choice” organizational development effort Community Outreach: 4 Citywide newsletters, including Budget-in-Brief; online efforts, continued use and expansion of social media Conducted several events for community engagement, including “Alberrito Streets” and other Street Play Events Oversight of beginning installation of El Cerrito’s first commissioned public art project: 12 wind sculptures to be installed along San Pablo Avenue ---PAGE BREAK--- 63 Strategic Plan Alignment Table 3-2 shows the services performed by the City Manager’s Office as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 3-2 City Manager Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Support the City Council Implement City Council policies and directives Prepare the annual budget; oversee financial planning & capital projects Represent the City with respect to other agencies Outreach to residents to provide information and encourage community participation Lead “Great By Choice” organizational development effort Staff liaison to Arts and Culture Commission; manage Public Art Fund Participate in recruitment and selection of senior staff Oversight of Successor Agency Implement the Strategic Plan Oversight of completion of facilities assessment and determine feasibility for future renovation or replacement of facilities ---PAGE BREAK--- 64 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 (Successor Agency); oversees preparation and noticing of City Council and Successor Agency agendas; records legislative history; maintains official City records, acts as Filing Officer for the Fair Political Practices Commission; conducts municipal elections; and performs a variety of other administrative duties for the City. The City Clerk is one of the main communication points between the residents and businesses of El Cerrito and the City Council. City Clerk functions include: • Supporting the City Council • Administrative support for Boards, Commissions and Committees • Recording, preserving and maintaining the City’s legislative history • Public information and Citywide records management • Reviewing and monitoring FPPC Campaign Disclosure and Conflict of Interest Statements • Administering municipal elections • 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; 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 one-half 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 development. ---PAGE BREAK--- 65 FY 2012-13 ACCOMPLISHMENTS Implemented and maintained a busy Passport Acceptance Office on behalf of the United States Department of State at City Hall. The City accepted approximately 560 passport applications this year and 975 passports since program inception in August 2011. Assisted City staff and the public in researching the City’s legislative history archive at the new legislative history portal at City Hall. Administered the candidate nomination process in conjunction with the November 2012 general municipal election and provided polling place support to voters. Coordinated the 60th Annual Commissioner Recognition Dinner; the Dinner was a landfill-free event. Inventoried and managed records eligible for destruction in accordance with the City’s records retention schedule. Implemented a new Public Records Act protocol and conducted city-wide trainings on the Public Records Act. Strategic Plan Alignment Table 3-3 shows the services performed by the City Clerk as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 3-3 City Clerk Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Agenda Management Board and Commission Administration FPPC Conflict of Interest Administration FPPC Campaign Disclosure Administration Records Management Elections Administration City Council Events and Support Passport Acceptance Office City Manager Support / Public Information / Resident Relations ---PAGE BREAK--- 66 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: • Developing and maintaining human resource policies to support the effective and efficient operations and to maintain legal compliance • Determining and coordinating unbiased recruitment and selection processes • Maintaining the City’s classification and compensation plans • Leading and/or supporting the meet and confer process with employee organizations • Providing labor relations oversight to promote equitable and ethical treatment of the workforce and to reduce liability • Coordinating/monitoring Citywide training and the City’s central safety program • Maintaining personnel and related records • Providing professional staff support to commissions and committees • Performing general purchasing and supply functions • 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 2012-13 ACCOMPLISHMENTS Implemented a new Intern Program for El Cerrito High School Students in collaboration with the WCCUSD to introduce students to local government Initiated conversion of New World Systems to Human Resources Next Gen to a user friendly system that will increase efficiency in the HR/payroll process Implemented Position Control to track and monitor budgeted positions through automation Initiated an amendment to the City’s Classification Plan to update classifications to reflect department reorganizations ---PAGE BREAK--- 67 Strategic Plan Alignment Table 3-4 shows the services performed by the Human Resources Division as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 3-4 Human Resources Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Develop and maintain human resources policies and procedures to support city operations Maintain the City's Classification and compensation plans Process personnel actions and maintain personnel and related records Provide consultation and guidance to staff on personnel matters and HR processes to support organizational needs Stay abreast of federal/state laws and best practices Provide staff support to the Civil Service and Human Relations Commissions Manage contract negotiations, contract administration and interpretation, meet and confer process, grievance resolution and discipline matters Provide oversight to promote equitable and ethical treatment of the workforce and reduce liability Coordinate/monitor Citywide training Develop and train staff on HR processes Determine and coordinate an unbiased recruitment process Stay abreast of current trends to attract and retain well qualified candidates that reflect the diversity of the community we serve Manage health, dental, life, flexible spending account, employee assistance progam, deferred compensation program, wellness program, and other benefits for the City Oversee the annual open enrollment process Oversee the City's general liability, worker's comp, property, vehicle and other insurance programs Evaluate risk exposures and provide recommendations to reduce risks Implement the EC STARS Intern Program in collaboration with the WCCUSD to introduce EC High students to local government Complete conversion of HRIS to increase efficiency in the HR/Payroll process Implement Position Control in HRIS to track and monitor budgeted positions through automation ---PAGE BREAK--- 68 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: • Maximizes the use of the City's information and telecommunications systems resources • Assists all computer and telephone users in gaining access to user systems and resolve user problems as they arise • Plans for and facilitates the growth of the information and telecommunication systems in terms of both hardware and software • Facilitates the increased productivity of all City departments through the use of the City's data processing and telecommunication resources • Enhances the City's ability to reach out to its residents through information technology • Provides 24/7 on-demand webcast and live TV broadcast of City Council Meetings 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 2012-13 ACCOMPLISHMENTS Upgraded Laserfiche, the City’s legislative history software, and coordinated staff training. Implemented two virtual servers which eliminated the need to purchase new servers and resulted in significant reduction in energy costs on an ongoing basis. Performed extensive troubleshooting of the BART/Ohlone Greenway video surveillance system; replaced hardware and assisted the Police Department with the retrieval of evidence. Migrated the New World Financial System to the Next Gen version with new features and integrated a new Human Resources module. Performed extensive troubleshooting of the City’s HVAC system; replaced and upgraded the digital control unit; replaced faulty sensors and re-programmed the controller to achieve more efficient control of overall building temperature. Installed fingerprint readers and report writing software in police cars which allows police officers to prepare reports in their cars. Assisted the Police Department with recovery of evidence from video surveillance systems maintained by local businesses. ---PAGE BREAK--- 69 Strategic Plan Alignment Table 3-5 shows the services performed by the Information Systems Division as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 3-5 Information Systems Strategic Plan Alignment Program or Service Deliver Exemplary Government Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Maximize use of the City's information and telecommunications systems resources. Assist computer and telephone users in gaining access to user systems and resolve problems as they arise. Strengthen internal controls and security throughout the City's technology infrastructure. Plan for and facilitate the growth of information and telecommunication systems in terms of both hardware and software. Facilitate increased productivity of all City departments through the use of the City's data processing and telecommunication resources Enhance the City's ability to reach out to its residents and enhance community participation through information technology Maintain efficient, cost effective and reliable information systems Troubleshoot video surveillance systems Continued monitoring of the HVAC system 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. Promote technology training and purchasing as strategic investments rather than ad-hoc activities Ensure baseline technology systems are recoverable in disaster situations. Work with the City Manager, City Attorney and Human Resources Manager to review existing policies aimed at protecting the City's information and technology assets from threats associated with unauthorized access, inappropriate use, information leakage, data integrity and natural disasters. ---PAGE BREAK--- 70