City of Culver City, California
City Council Agenda Item Report
RECOMMENDATION
Staff recommends the City Council:
1. Approve the new classification specification for Chief Financial Officer; and,
2. Adopt the resolution adopting a revised Classification and Salary Plan to include
the position of Chief Financial Officer and rescinding Resolution No 2006-R075.
BACKGROUND
In April 2006, the community approved a number of Charter changes. The
implementation of these changes began in July 2006 and continues through April
2008. In accordance with the new Charter, the transitioning of both the City Clerk’s
Office and the City Treasurer’s Office will occur in April 2008.
To ensure a smooth transition and continuity of critical functions performed under
the current structure, the City Manager presented a conceptual reorganization plan
to the City Council on February 12, 2007. This plan consolidates the operations of
the City Controller’s and City Treasurer’s Offices under the direction of a Chief
Financial Officer.
The Civil Service Commission reviewed and approved the proposed class
specification at its regular meeting on March 7, 2007. Attached are draft minutes of
the meeting.
Meeting Date: 3/26/07 Item Number: A-4
AGENDA ITEM: 1) Approval of the New Classification Specification for Chief
Financial Officer; and 2) Adoption of a Resolution Adopting a Revised
Classification and Salary Plan to Include the Position of Chief Financial Officer
and Rescinding Resolution No 2006-R075.
Contact Person/Dept.: Serena Wright Phone Number: 310-253-5640
Fiscal Impact: Yes [X] No [] General Fund: Yes [X] No []
Public Hearing: [] Action Item: [X] Attachments: []
Public Notification:
Master Notification List (03/21/2007)
Department Approval:
Serena Wright (03/19/07)
City Attorney Approval:
Carol Schwab (by H. Iker) (03/20/07)
City Controller Approval:
Marlee Chang (03/21/07)
City Manager Approval:
Jerry B. Fulwood (03/21/07) City of Culver City, California
City Council Agenda Item Report
DISCUSSION
The proposed classification specification provides the day-to-day responsibility of
the City’s financial functions to the Chief Financial Officer. Under the general
supervision of the City Manager, this classification would oversee treasury, revenue,
budget, accounting, payroll, and purchasing including graphics, printing and
mailroom. It would also be responsible for coordinating both the City and
Redevelopment Agency’s financial operations.
By combining these important city operations, it would allow for more efficient
financial processes, improve communication, share resources and provide clear
responsibility for the overall financial functions of the City.
In review of other local agencies’ organizational structures, it was found to be a
common practice to have these financial functions under the direction of a Chief
Financial Officer or Finance Director.
The City Council should note that during the Civil Service Commission discussions
of this item, it was relayed that experienced, high-caliber finance professionals tend
to make few career moves during their tenure. This was seen as another challenge
to Culver City’s contemplated recruitment for a Chief Financial Officer, potentially
further limiting the candidate pool. In addition, Culver City’s first Chief Financial
Officer will be tasked with the groundbreaking responsibility to create the City’s first
unified Department of Finance.
FISCAL ANALYSIS
A salary survey using the nine comparable positions from the City’s 13 labor market
cities yields an annual salary of approximately $141,000. During discussion of this
item by the Civil Service Commission, the Commissioners questioned whether this
salary level would attract the high quality candidates sought by Culver City.
Additional focus was also given to similar positions in the cities of Santa Monica,
Torrance, Pasadena, Long Beach, and Burbank. Further, given the specific
challenges of this position (including management of the various enterprise funds
and the City’s redevelopment agency), both the Civil Service Commission and staff
recommend the City Council consider a salary range which will attract the highest
caliber of candidate. Therefore, it is recommended that salary range 675, which
translates to $149,550 - $182,541 annually, be considered to ensure that Culver City
attracts the best possible candidate for this new position. Should the City Council
approve this item as recommended, the salary for this position would be included in
the Proposed Budget for Fiscal Year 2007/2008.
City of Culver City, California
City Council Agenda Item Report
As mentioned to the City Council on February 12, 2007, the City Manager intends to
appoint Andrea Daroca as Interim Chief Financial Officer. The Personnel Director
will seek proposals from qualified professional recruitment firms to assist in this
recruitment. The recommended firm will be presented to the City Council for
consideration of contract authorization.
ATTACHMENTS
1. Proposed Resolution
2. Classification Specification for Chief Financial Officer
3. Conceptual Organizational Chart for Finance Department
4. Labor Market Survey
5. Similar Classification Specifications from Survey Cities
6. Civil Service Commission 3/7/07 Meeting Draft Minutes
MOTION
That the City Council:
1. Approve the new classification specification for the position of Chief Financial
Officer;
2. Adopt the Resolution adopting a revised Classification and Salary Plan to
include the position of Chief Financial Officer and rescinding Resolution 2006-
R075;
MEETING DATE : 3/26/07
AGENDA ITEM : Consideration of a Resolution to Approve the Classification
Specification and Salary Plan for Chief Financial Officer
and Rescind Exhibit A of Resolution 2006-R075
ATTACHMENTS PAGE
1. Resolution and Exhibit 1-10
2. Classification Specification for Chief Financial Officer 11-14
3. Conceptual Org Chart for Finance Department 15
4. Labor Market Survey 16
5. Similar Classification Specifications from Survey Cities 17-29
6. Civil Service Commission 3/7/07 Draft Minutes 30-35I|10101010101010|RESOLUTION NO. 2007-R
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CULVER CITY, CALIFORNIA, ADOPTING A REVISED
CLASSIFICATION AND SALARY PLAN TO INCLUDE THE
POSITION OF CHIEF FINANCIAL OFFICER AND
RESCINDING RESOLUTION NO. 2006-R075.
NOW, THEREFORE, the City Council of the City of Culver City, California,
DOES HEREBY RESOLVE as follows:
1. The revised Classification and Salary Plan attached hereto as Exhibit
`A" and incorporated herein by reference, which includes the new position of Chief
Financial Officer, is hereby adopted effective March 26, 2007 by establishing the salary
ange for Chief Financial Officer to range 675.
2. Resolution 2006-R075 is hereby rescinded effective March 26, 2007.
3. The City Treasurer is hereby directed to adjust and pay salaries of
he City employee in accordance with the Classification and Salary Plan adopted and
approved by this Resolution, effective March 26, 2007.
APPROVED and ADOPTED this day of 2007.
GARY SILBIGER, Mayor
City of Culver City, California
ATTEST: APPROVED AS TO FORM:
CHRISTOPHER ARMENTA CAROL A. SCHWAB
City Clerk City Attorney
-1 -
AN 7 MW)A4 11CLASSIFICATION AND SALARY PLAN
Class Title 8U Grade Step Class Code Hourl Amt onthly Amt Annual Amt
Accounting Division Manager MGMT 544 A PRA003 37.428 6,487.52 77,850.24
544 B PRA003 39.340 6,818.93 81,827.20
544 C PRA003 41.351 7,167.51 86, 010.08
544 D PRA003 43.464 7,533.76 90,405.12
544 E PRA003 45.685 7,918.73 95, 024.80
Asst City Attorney MGMT 604 A OAS002 50 .473 8 , 748.65 104 , 983.84
604 B OAS002 53.052 9 , 195.68 110,348.16
604 C OAS002 55.763 9 ,665.59 115,987.04
604 D OAS002 58.612 10,159.41 121, 912.96
604 E OAS002 61.607 10 , 678.55 128 , 142.56
Asst City Manager MGMT 619 A OAE015 54.391 9 ,427.77 113 , 133.28
619 B OAE015 57.170 9, 909.47 118 , 913.60
619 C OAE015 60.093 10 ,416.12 124 , 993.44
619 D OAE015 63.164 10,948 .43 131,381.12
619 E OAE015 66.390 11 , 507.60 138,091.20
Asst City Prosecutor MGMT 568 A PRL001 42 . 184 7,311 . 89 87,742.72
568 B PRL001 44.340 7,685 . 60 92 , 227.20
568 C PRL001 46.605 8 , 078.20 96,938.40
568 D PRL001 48.987 8,491.08 101 , 892.96
568 E PRL001 51.490 8 , 924.93 107,099.20
Asst Equip Maint Manager MGMT 518 A OAS008 32.879 5,699.03 68,388.32
518 B OAS008 34.560 5 , 990.40 71,884.80
518 C OAS008 36.326 6 ,296.51 75,558.08
518 D OAS008 38.182 6 , 618.21 79 ,418.56
518 E OAS008 40.133 6 , 956.39 83,476.64
Asst to the City Manager I MGMT 570 A OAD025 42 . 607 7 , 385.21 88,622.56
570 B OAD025 44.784 7,762 . 56 93 , 150.72
570 C OAD025 47.073 8 , 159.32 97,911.84
570 D OAD025 49.478 8,576.19 102,914.24
570 E OAD025 52.006 9,014.37 108,172.48
Budget Division Manager MGMT 544 A PROO12 37 .428 6 ,487.52 77,850.24
544 B PROO12 39.340 6 , 818.93 81 , 827.20
544 C PROO12 41.351 7,167.51 86,010.08
544 D PROO12 43.464 7,533 . 76 90 ,405.12
544 E PR0012 45.685 7,918.73 95,024.80
Budget Management Analyst MGMT 509 A PRO011 31.437 5 ,449.08 65,388.96
509 B PR0011 33.044 5 , 727.63 68 , 731.52
509 C PRO011 34.732 6,020.21 72,242.56
509 D PR0011 36.507 6 , 327.88 75 , 934.56
509 E PRO011 38.373 6 ,651.32 79,815.84
Building Maintenance Supv MGMT 496 A SKS001 29.465 5,107.27 61,287.20
496 B SKS001 30.971 5,368.31 64,419.68
496 C SKS001 32.553 5,642.52 67,710.24
496 D SKS001 34.217 5, 930.95 71,171.36
496 E SKS001 35.965 6,233.93 74 , 807.20Class Title
I
Grade Step Class Code1Hourly Amt [Monthly Amt Annual Amt
Building Official MGMT 602 A OAD006 49.972 8,661.81 103,941.76
602 B OAD006 52.525 9,104.33 109,252.00
602 C OAD006 55.209 9,569.56 114,834.72
602 D OAD006 58.031 10,058.71 120,704.48
602 E OAD006 60.996 10, 572.64 126, 871.68
Chief Financial Officer MGMT 675 A TDB 71 899 12,462 47 149.549.63
675 B TBD 75,573 13,099.29 157,191.54
675 C TBD 79.435 13,768.71 165,224.48
675 D TBD 83.494 14,472,27 173,667.19
675 E TBD 87.760 15,211 70 182,540.45
City Accountant MGMT 565 A OAD015 41.557 7,203.21 86,438.56
565 B OAD015 43.681 7,571.37 90,856.48
565 C OAD015 45.913 7,958.25 95,499.04
565 D OAD015 48.259 8,364.89 100,378.72
565 E OAD015 50.725 8,792.33 105,508.00
City Attorney MGMT 677 A OAE005 72.621 12,587.64 151,051.68
677 B OAE005 76.331 13,230.71 158,768.48
677 C OAE005 80.232 13,906.88 166,882.56
677 D OAE005 84.331 14,617.37 175,408.48
677 E OAE005 88.641 15,364.44 184,373.28
City Controller MGMT 619 A OAE016 54.391 9,427.77 113,133.28
619 B OAE016 57.170 9,909.47 118,913.60
619 C OAE016 60.093 10,416.12 124,993.44
619 D OAE016 63.164 10,948.43 131,381.12
619 E OAE016 66.390 11,507.60 138,091.20
City Manager MGMT 677 A OAE006 72.621 12,587.64 151,051.68
677 B OAE006 76.331 13,230.71 158,768.48
677 C OAE006 80.232 13,906.88 166,882.56
677 D OAE006 84.331 14,617.37 175,408.48
677 E OAE006 88.641 15,364.44 184,373.28
City Treasurer MGMT 574 E OAE004 53.052 9, 195.68 110,348.16
Claims & Safety Coord MGMT 512 A OAS013 31.910 5,531.07 66,372.80
512 B OAS013 33.541 5,813.77 69,765.28
512 C OAS013 35.255 6,110.87 73,330.40
512 D OAS013 37.056 6,423.04 77,076.48
512 E OAS013 38.950 6,751.33 81,016.00
Community Development Director MGMT 610 A OAE007 52.006 9,014.37 108,172.48
610 B OAE007 54.663 9,474.92 113,699.04
610 C OAE007 57.457 9,959.21 119,510.56
610 D OAE007 60.393 10,468.12 125,617.44
610 E OAE007 63.479 11,003.03 132,036.32
Cultural Affairs Coordinator MGMT 518 A OAS015 32.879 5,699.03 68,388.32
518 B OAS015 34.560 5,990.40 71,884.80
518 C OAS015 36.326 6,296.51 75,558.08
518 D OAS015 38.182 6,618.21 79,418.56
518 E OAS015 40.133 6,956.39 83,476.64'Glass Title
I
Grade Step Class Code Hourly Amt jWonthly Amt Annual Amt
Cultural Affairs Manager MGMT 557 A OAD016 39.933 6,921.72 83, 060.64
557 B OAD016 41.974 7,275.49 87, 305.92
557 C OAD016 44.119 7,647.29 91, 767.52
557 D OAD016 46.373 8,037.99 96,455.84
557 E OAD016 48.743 8,448.79 101,385.44
Deputy City Attorney I MGMT 575 A PRL002 43.681 7,571.37 90,856.48
575 B PRL002 45.913 7,958.25 95,499.04
575 C PRL002 48.259 8,364.89 100,378.72
575 D PRL002 50.725 8,792.33 105,508.00
575 E PRL002 53.317 9,241.61 110,899.36
Deputy City Attorney II MGMT 590 A PRL003 47.073 8,159.32 97,911.84
590 B PRL003 49.478 8,576.19 102,914.24
590 C PRL003 52.006 9,014.37 108,172.48
590 D PRL003 54.663 9,474.92 113,699.04
590 E PRL003 57.457 9,959.21 119,510.56
Deputy City Clerk MGMT 473 A OAS007 26.273 4,553.99 54,647.84
473 B OAS007 27.616 4,786.77 57,441.28
473 C OAS007 29.027 5,031.35 60,376.16
473 D OAS007 30.511 5,288.57 63,462.88
473 E OAS007 32.070 5,558.80 66,705.60
Deputy City Treasurer MGMT 565 A OAD012 41.557 7,203.21 86,438.56
565 B OAD012 43.681 7,571.37 90,856.48
565 C OAD012 45.913 7,958.25 95,499.04
565 D OAD012 48.259 8,364.89 100,378.72
565 E OAD012 50.725 8,792.33 105,508.00
Deputy Comm Devel Dir/Plan Mgr MGMT 596 A OAD008 48.501 8,406.84 100,882.08
596 B OAD008 50.979 8,836.36 106,036.32
596 C OAD008 53.583 9,287.72 111,452.64
596 D OAD008 56.322 9,762.48 117,149.76
596 E OAD008 59.200 10,261.33 123,136.00
Deputy Personnel Director MGMT 563 A PRO006 41.145 7,131.80 85,581.60
563 B PR0006 43.247 7,496.15 89,953.76
563 C PR0006 45.457 7,879.21 94,550.56
563 D PR0006 47.780 8,281.87 99,382.40
563 E PR0006 50.222 8,705.15 104,461.76
Deputy Transportation Director MGMT 570 A OAD022 42.607 7,385.21 88,622.56
570 B OAD022 44.784 7,762.56 93,150.72
570 C OAD022 47.073 8,159.32 97,911.84
570 D OAD022 49.478 8,576.19 102,914.24
570 E OAD022 52.006 9,014.37 108,172.48
Economic Devel Administrator MGMT 552 A PRP007 38.950 6,751.33 81,016.00
552 B PRP007 40.940 7,096.27 85,155.20
552 C PRP007 43.032 7,458.88 89,506.56
552 D PRP007 45.231 7,840.04 94,080.48
552 E PRP007 47.543 8,240.79 98,889.44
Electrical Maint Supervisor MGMT 501 A SKS002 30.209 5,236.23 62,834.72
501 B SKS002 31.753 5,503.85 66,046.24
501 C SKS002 33.375 5,785.00 69,420.00
501 D SKS002 35.081 6,080.71 72,968.48
501 E SKS002 36.873 6,391.32 76,695.84
4Class Title
I
Grade IStep Clgss Code Hourly Amt onthlyAmt Annual Amt
Engineering Services Manager MGMT 579 A OAD019 44.561 7,723. 91 92,686.88
579 B OAD019 46.838 8,118.59 97 ,423.04
579 C OAD019 49.232 8,533.55 102 ,402.56
579 D OAD019 51.748 8,969 .65 107,635.84
579 E OAD019 54.391 9,427.77 113,133.28
Environmental Coordinator MGMT 516 A PRO010 32.553 5,642.52 67 ,710.24
516 B PRO010 34.217 5,930.95 71 , 171.36
516 C PRO010 35.965 6,233.93 74,807.20
516 D PRO010 37.803 6,552.52 78,630.24
516 E PRO010 39.735 6,887.40 82 ,648.80
Equipment Maint Manager MGMT 548 A OAD010 38 . 182 6,618 . 21 79,418.56
548 B OAD010 40.133 6 , 956.39 83 ,476.64
548 C OAD010 42.184 7 , 311.89 87,742.72
548 D OAD010 44.340 7,685 .60 92 ,227.20
548 E OAD010 46.605 8 ,078.20 96 , 938.40
Executive Asst to the City Mgr MGMT 479 A OAS009 27 . 072 4 ,692.48 56 , 309.76
479 B OAS009 28.455 4 , 932.20 59,186.40
479 C OAS009 29.909 5 , 184.23 62 ,210.72
479 D OAS009 31.437 5 ,449.08 65 , 388.96
479 E OAS009 33.044 5 ,727.63 68,731.52
Facilities Maint Supervisor MGMT 511 A SKS008 31 . 753 5 , 503.85 66 ,046.24
511 B SKS008 33.375 5 , 785.00 69,420.00
511 C SKS008 35.081 6 , 080.71 72,968.48
511 D SKS008 36.873 6 , 391.32 76 , 695.84
511 E SKS008 38.758 6 , 718.05 80 , 616.64
Housing Programs Administrator MGMT 566 A OAD013 41 . 765 7 , 239.27 86,871.20
566 B OAD013 43.899 7,609 . 16 91,309.92
566 C OAD013 46.143 7,998 . 12 95,977.44
566 D OAD013 48.501 8 ,406.84 100 , 882.08
566 E OAD013 50.979 8 , 836.36 106 , 036.32
Housing Programs Supervisor MGMT 508 A PRO003 31 . 281 5,422 . 04 65 , 064.48
508 B PR0003 32.879 5 , 699.03 68 , 388.32
508 C PR0003 34.560 5 , 990.40 71 ,884.80
508 D PR0003 36.326 6,296.51 75 , 558.08
508 E PR0003 38.182 6 ,618.21 79,418.56
Information Technology Dir MGMT 639 A OAE001 60.093 10 ,416.12 124 ,993.44
639 B OAE001 63.164 10 , 948.43 131, 381.12
639 C OAE001 66.390 11 , 507.60 138,091.20
639 D OAE001 69.782 12 , 095.55 145,146.56
639 E OAE001 73.350 12 , 714.00 152, 568.00
Intergovern Relations Officer MGMT 540 A OAS003 36.690 6,359.60 76,315.20
540 B OAS003 38.565 6,684.60 80 , 215.20
540 C OAS003 40.535 7,026.07 84,312.80
540 D OAS003 42.607 7,385.21 88 ,622.56
540 E OAS003 44.784 7,762 . 56 93 , 150.72
Legal Operations Manager MGMT 528 A OAD002 34.560 5,990.40 71,884.80
528 B OAD002 36.326 6 , 296.51 75,558.08
528 C OAD002 38.182 6 , 618.21 79,418.56
528 D OAD002 40.133 6 , 956.39 83 , 476.64
528 E OAD002 42.184 7,311.89 87,742.72Maintenance Manager MGMT 570 A OAD014 42.607 7,385.21 88,622.56
570 B OAD014 44.784 7,762.56 93,150.72
570 C OAD014 47.073 8,159.32 97,911.84
570 D OAD014 49.478 8,576.19 102, 914.24
570 E OAD014 52.006 9,014.37 108,172.48
Maintenance Operations Manager MGMT 570 A OAD026 42.607 7,385.21 88,622.56
570 B OAD026 44.784 7,762.56 93,150.72
570 C OAD026 47.073 8,159.32 97,911.84
570 D OAD026 49.478 8,576.19 102,914.24
570 E OAD026 52.006 9,014.37 108,172.48
Management Analyst MGMT 493 A PRO001 29.027 5,031.35 60,376.16
493 B PR0001 30.511 5,288.57 63,462.88
493 C PR0001 32.070 5,558.80 66,705.60
493 D PR0001 33.708 5,842.72 70,112.64
493 E PRO001 35.431 6,141.37 73,696.48
Park Maintenance Supervisor MGMT 488 A SMS001 28.313 4,907.59 58,891.04
488 B SMS001 29.760 5,158.40 61,900.80
488 C SMS001 31.281 5,422.04 65,064.48
488 D SMS001 32.879 5,699.03 68,388.32
488 E SMS001 34.560 5,990.40 71,884.80
Parks Manager MGMT 538 A OAD020 36.326 6,296.51 75,558.08
538 B OAD020 38.182 6,618.21 79,418.56
538 C OAD020 40.133 6,956.39 83,476.64
538 D OAD020 42.184 7,311.89 87,742.72
538 E OAD020 44.340 7,685.60 92,227.20
Parks, Rec & Cmty Svc Director MGMT 618 A OAE009 54.121 9,380.97 112,571.68
618 B OAE009 56.886 9,860.24 118,322.88
618 C OAE009 59.794 10,364.29 124,371.52
618 D OAE009 62.849 10,893.83 130,725.92
618 E OAE009 66.060 11,450.40 137,404.80
Personnel & Emp Relations Dir MGMT 619 A OAE011 54.391 9,427.77 113,133.28
619 B OAE011 57.170 9,909.47 118,913.60
619 C OAE011 60.093 10,416.12 124,993.44
619 D OAE011 63.164 10, 948.43 131, 381.12
619 E OAE011 66.390 11, 507.60 138, 091.20
Personnel Analyst MGMT 493 A PRO005 29.027 5,031.35 60,376.16
493 B PR0005 30.511 5,288.57 63,462.88
493 C PR0005 32.070 5,558.80 66,705.60
493 D PR0005 33.708 5,842.72 70,112.64
493 E PR0005 35.431 6,141.37 73,696.48
Personnel Services Analyst MGMT 476 A PROO13 26.670 4,622.80 55,473.60
476 B PRO013 28.032 4,858.88 58,306.56
476 C PROO13 29.465 5,107.27 61,287.20
476 D PR0013 30.971 5,368.31 64,419.68
476 E PROO13 32.553 5,642.52 67,710.24
Public Information Officer MGMT 516 A OAS001 32.553 5,642.52 67,710.24
516 B OAS001 34.217 5,930.95 71,171.36
516 C OAS001 35.965 6,233.93 74,807.20
516 D OAS001 37.803 6,552.52 78,630.24
516 E OAS001 39.735 6,887.40 82,648.80
CFClass Title U Grade Step Class Code Hourly Amt IMonthl Amt Annual Amt
Public Works Dir/City Engineer MGMT 617 A OAE003 53.852 9,334.35 112,012.16
617 B OAE003 56.603 9,811.19 117,734.24
617 C OAE003 59.496 10, 312.64 123, 751.68
617 D OAE003 62.536 10,839.57 130,074.88
617 E OAE003 65.732 11,393.55 136,722.56
Purchasing Officer MGMT 528 A OAD017 34.560 5,990.40 71,884.80
528 B OAD017 36.326 6,296.51 75,558.08
528 C OAD017 38.182 6,618.21 79,418.56
528 D OAD017 40.133 6,956.39 83,476.64
528 E OAD017 42.184 7,311.89 87,742.72
Real Property Coordinator MGMT 524 A OAS005 33.877 5,872.01 70,464.16
524 B OAS005 35.608 6,172.05 74,064.64
524 C OAS005 37.428 6,487.52 77,850.24
524 D OAS005 39.340 6,818.93 81 ,827.20
524 E OAS005 41.351 7,167.51 86,010.08
Recreation Manager MGMT 567 A OAD021 41.974 7,275.49 87,305.92
567 B OAD021 44.119 7,647.29 91,767.52
567 C OAD021 46,373 8,037.99 96,455.84
567 D OAD021 48.743 8,448.79 101,385.44
567 E OAD021 51.234 8,880.56 106,566.72
Recreation Supervisor MGMT 489 A OAS012 28.455 4,932.20 59,186.40
489 B OAS012 29.909 5,184.23 62,210.72
489 C OAS012 31.437 5,449.08 65,388.96
489 D OAS012 33.044 5,727.63 68,731.52
489 E OAS012 34.732 6,020.21 72,242.56
Redevelopment Administrator MGMT 596 A OAD003 48.501 8,406.84 100,882.08
596 B OAD003 50.979 8,836.36 106,036.32
596 C OAD003 53.583 9,287.72 111,452.64
596 D OAD003 56.322 9,762.48 117,149.76
596 E OAD003 59.200 10,261.33 123,136.00
Redevelopment Project Manager MGMT 552 A PRP003 38 . 950 6 , 751.33 81,016.00
552 B PRP003 40.940 7,096.27 85,155.20
552 C PRP003 43.032 7,458.88 89,506.56
552 D PRP003 45.231 7,840.04 94,080.48
552 E PRP003 47.543 8,240.79 98,889.44
Risk Manager MGMT 565 A OAD001 41.557 7,203.21 86,438.56
565 B OAD001 43.681 7,571.37 90,856.48
565 C OAD001 45.913 7,958.25 95,499.04
565 D OAD001 48.259 8,364.89 100,378.72
565 E OAD001 50.725 8,792.33 105,508.00
Sanitation Manager MGMT 570 A OAD005 42.607 7,385.21 88,622.56
570 B OAD005 44.784 7,762. 56 93 ,150.72
570 C OAD005 47.073 8,159.32 97,911.84
570 D OAD005 49.478 8,576.19 102,914.24
570 E OAD005 52.006 9,014.37 108,172.48
Sr & Social Services Manager MGMT 567 A OAD009 41.974 7,275.49 87,305.92
567 B OAD009 44.119 7,647.29 91,767.52
567 C OAD009 46.373 8,037.99 96,455.84
567 D OAD009 48.743 8,448.79 101,385.44
567 E OAD009 51.234 8,880.56 106,566.72Class Title 115 U Grade Step Class Code Hourl
_
Amt Monthl Amt Annual Amt
Sr & Social Services Supv MGMT 507 A OAS006 31.125 5,395 .00 64,740.00
507 B OAS006 32.716 5,670.77 68, 049.28
507 C OAS006 34.388 5,960 .59 71, 527.04
507 D OAS006 36.145 6,265.13 75,181.60
507 E OAS006 37.992 6,585 . 28 79 , 023.36
Sr Accountant MGMT 499 A PRA004 29 . 909 5,184.23 62,210.72
499 B PRA004 31.437 5,449.08 65 , 388.96
499 C PRA004 33.044 5,727.63 68,731.52
499 D PRA004 34.732 6, 020.21 72,242.56
499 E PRA004 36.507 6,327.88 75 , 934.56
Sr Building & Safety Inspector MGMT 494 A OA1002 29. 172 5,056.48 60,677.76
494 B OA1002 30.663 5 , 314.92 63,779.04
494 C OA1002 32.230 5,586.53 67,038.40
494 D OA1002 33.877 5,872.01 70,464.16
494 E OA1002 35.608 6,172.05 74,064.64
Sr Civil Engineer MGMT 566 A PRE001 41 .765 7,239.27 86,871.20
566 B PRE001 43.899 7 ,609.16 91,309.92
566 C PRE001 46.143 7, 998.12 95,977.44
566 D PRE001 48.501 8 ,406.84 100 , 882.08
566 E PRE001 50.979 8 ,836.36 106,036.32
Sr Mgmt Analyst MGMT 528 A PRO004 34. 560 5,990.40 71, 884.80
528 B PR0004 36.326 6 ,296.51 75,558.08
528 C PR0004 38.182 6 ,618.21 79 ,418.56
528 D PR0004 40.133 6, 956.39 83,476.64
528 E PR0004 42.184 7, 311.89 87 ,742.72
Sr Mgmt Analyst/Budget Analyst MGMT 528 A PRO007 34.560 5,990.40 71 , 884.80
528 B PR0007 36.326 6 ,296.51 75 , 558.08
528 C PR0007 38.182 6 , 618.21 79 ,418.56
528 D PR0007 40.133 6 , 956.39 83,476.64
528 E PR0007 42.184 7,311.89 87,742.72
Sr Planner MGMT 544 A PRP004 37.428 6,487 .52 77 ,850.24
544 B PRP004 39.340 6 ,818.93 81 ,827.20
544 C PRP004 41.351 7, 167.51 86 , 010.08
544 D PRP004 43.464 7,533.76 90 ,405.12
544 E PRP004 45.685 7,918.73 95 , 024.80
Sr Sanitation Supervisor MGMT 457 A OAD028 24.270 4, 206.80 50,481.60
457 B OAD028 25.500 4,420.00 53 ,040.00
457 C OAD028 26.803 4 ,645.85 55,750.24
457 D OAD028 28.173 4,883.32 58 , 599.84
457 E OAD028 29.612 5,132.75 61, 592.96
Sr Structural Rehab Spec MGMT 494 A OA1010 29.172 5,056.48 60,677.76
494 B OAIO1O 30.663 5 , 314.92 63,779.04
494 C OA1010 32.230 5 , 586.53 67 ,038.40
494 D OA1010 33.877 5,872.01 70,464.16
494 E OA1010 35.608 6,172.05 74,064.64
Sr Technical Services Manager MGMT 577 A TCS004 44.119 7,647.29 91,767.52
577 B TCS004 46.373 8, 037.99 96 ,455.84
577 C TCS004 48.743 8,448.79 101,385.44
577 D TCS004 51.234 8 , 880.56 106,566.72
577 E TCS004 53.852 9 ,334.35 112,012.16
BStreet & Tree Maintenance Supv MGMT 511 A SMS013 31.753 5,503 . 85 66,046.24
511 B SMS013 33.375 5,785 . 00 69,420.00
511 C SMS013 35.081 6,080.71 72,968.48
511 D SMS013 36.873 6,391.32 76,695.84
511 E SMS013 38.758 6,718.05 80 ,616.64
Street Maintenance Supervisor MGMT 509 A OAD011 31.437 5,449.08 65 , 388.96
509 B OAD011 33.044 5 , 727.63 68 ,731.52
509 C OAD011 34.732 6,020.21 72, 242.56
509 D OAD011 36.507 6,327.88 75,934.56
509 E OAD011 38.373 6 ,651.32 79,815.84
Systems Development Manager MGMT 552 A TCS009 38. 950 6,751.33 81 , 016.00
552 B TCS009 40.940 7, 096.27 85 , 155.20
552 C TCS009 43.032 7,458.88 89 , 506.56
552 D TCS009 45.231 7,840.04 94 , 080.48
552 E TCS009 47.543 8, 240.79 98 , 889.44
Technical Services Manager MGMT 552 A TCS003 38.950 6 , 751.33 81 , 016.00
552 B TCS003 40.940 7, 096.27 85 , 155.20
552 C TCS003 43.032 7,458. 88 89 , 506.56
552 D TCS003 45.231 7 ,840.04 94,080.48
552 E TCS003 47.543 8, 240.79 98 , 889.44
Traffic Engineer MGMT 537 A TCS010 36. 145 6,265 . 13 75,181.60
537 B TCS010 37.992 6 , 585.28 79 , 023.36
537 C TCS010 39.933 6 , 921.72 83,060.64
537 D TCS010 41.974 7,275.49 87,305.92
537 E TCS010 44.119 7 ,647.29 91 ,767.52
Traffic Engineering Manager MGMT 537 A TCS007 36. 145 6,265 . 13 75,181.60
537 B TCS007 37.992 6 , 585.28 79 , 023.36
537 C TCS007 39.933 6 , 921.72 83 , 060.64
537 D TCS007 41.974 7,275.49 87, 305.92
537 E TCS007 44.119 7,647.29 91 ,767.52
Transit Operations Analyst MGMT 493 A PROO14 29.027 5,031.35 60,376.16
493 B PROO14 30.511 5 ,288.57 63,462.88
493 C PROO14 32.070 5 , 558.80 66 , 705.60
493 D PROO14 33.708 5,842.72 70, 112.64
493 E PROO14 35.431 6,141.37 73, 696.48
Transit Operations Manager MGMT 548 A OAS014 38.182 6,618.21 79 ,418.56
548 B OAS014 40.133 6,956 . 39 83,476.64
548 C OAS014 42.184 7,311.89 87 ,742.72
548 D OAS014 44.340 7,685 .60 92,227.20
548 E OAS014 46.605 8 , 078.20 96 , 938.40
Transportation Director MGMT 649 A OAE012 63. 164 10 , 948.43 131 , 381.12
649 B OAE012 66.390 11,507.60 138 ,091.20
649 C OAE012 69.782 12,095 . 55 145,146.56
649 D OAE012 73.350 12,714.00 152, 568.00
649 E OAE012 77.098 13,363 .65 160,363.84
Treasury Division Manager MGMT 544 A OAD007 37.428 6,487.52 77, 850.24
544 B OAD007 39.340 6 , 818.93 81 ,827.20
544 C OAD007 41.351 7, 167.51 86 ,010.08
544 D OAD007 43.464 7, 533.76 90,405.12
544 E OAD007 45.685 7 , 918.73 95 , 024.80
1571Class Title I BU Grade [Step Class Code Hourly Amt Monthly Amt Annual Amt
Tree Maintenance Supervisor MGMT 488 A SMS011 28.313 4,907.59 58,891.04
488 B SMS011 29.760 5,158.40 61, 900.80
488 C SMS011 31.281 5,422.04 65,064.48
488 D SMS011 32.879 5,699.03 68,388.32
488 E SMS011 34.560 5,990.40 71,884.80
Veterans Complex Supervisor MGMT 471 A OAS011 26.014 4,509.09 54,109.12
471 B OAS011 27.343 4,739.45 56,873.44
471 C OAS011 28.740 4,981.60 59,779.20
471 D OAS011 30.209 5,236.23 62,834.72
471 E OAS011 31 . 753 5,503.85 66,046.24
I06dVaCITY
PERSONNEL DEPARTMENT
The occupant of this classification is in the unclassified service . This exempt executive level
classification serves as the administrative head of the Finance Department and manages the activities of
the treasury , revenue and financial administration , budget preparation and administration , accounting,
payroll, internal audit and purchasing including printing and mailroom . Leads and directs the City and
Redevelopment Agency's financial operations and long -range fiscal planning ; works organization-wide in
planning , organizing, and executing policies and programs to meet the City's business and fiscal
objectives . This position functions as a member of the City Manager's executive management team.
This position reports to the City Manager. The position is responsible for effective supervision of
professional and clerical staff and assures customer service to citywide departments , citizens , the public
and customers performing business with the City.
The following tasks are essential for this position. Incumbents in this classification may not perform all
of these tasks, or may perform similar related tasks not listed here.
1. Serves as principal financial advisor to the City Manager, City Council, Redevelopment Agency and
City departments on long-range financial strategic planning.
2. Ensures that the City's fiscal and business operations organization-wide are consistent with the
financial industry's best practices and accepted public finance standards.
3. Develops and maintains best practice revenue collection, deposit and disbursement policies and
procedures. Conducts internal financial and/or operational audits of departmental operations to
ensure these written procedures and policies are being followed.
4. Assures the expeditious receipt, processing, and deposit of municipal revenues.
5. Responsible for the investment of idle public funds and all cash management programs for the City,
Financing Authority, the Redevelopment Agency, and other governmental entities under the policy
direction of the City Council as may be created from time to time.
6. Understand, develop, and implement appropriate internal controls as needed in a municipal finance
department and citywide.
7. Monitors and advises the City Manager on economic trends. This includes forecasting impact of
economic trends upon the City and Redevelopment Agency; and directing the preparation of an
annual financial forecast.
8. Approves all policies, procedures and reports relating to financial/fiscal operations and achieving
fiscal goals and objectives organization-wide.
9. Plans, organizes, coordinates, and directs through subordinate staff all finance functions and related
support services.
10. Participates directly, and across departmental lines, in significant projects, acquisitions and
negotiations that have fiscal and/or financial implications for the City.
March 2007 (Note: This classification will not be fully functional until April 2008.)
\IPage 2
Chief Financial Officer
11. Directs preparation of the City budget ; develops long-term financial plans and policies ; coordinates
the diverse financial and budget reporting activities relating to redevelopment , transportation,
housing , all grant programs and other entities as appropriate.
12.
Works closely with and assists the City Manager in preparing and presenting to the City Council a
comprehensive annual financial report of the financial condition of the City and the Redevelopment
Agency; and other required financial reports ; coordinates the diverse monthly and quarterly
accounting reports , including user-friendly financial reporting for both internal and external users.
13.
Represents the interests of the City and Redevelopment Agency in external audits which are
conducted annually by the City and Redevelopment Agency selected external auditor and various
grantor agencies and taxing authorities.
14.
Manages the fiscal affairs of the Redevelopment Agency including the receipt and disbursement of all
monies ; the maintenance of accurate records of properties , monies , and the transactions of the Agency;
and the preparation of accurate and thorough financial statements.
15.
Ensures the accurate and timely legal tax reporting for all City entities to the appropriate local, state
and federal taxing authorities.
16. Maintains a comprehensive debt management system ; enhances the City's debt rating ; acts as
internal financial advisor for all short and long -term financing needs.
17.
Develops and maintains an integrated accounting system based on the law and other appropriate
standards ; directs and participates in the review of financial transactions ; controls the expenditure of
appropriated funds ; enforces compliance with standard accounting practices and fiscal procedures.
18. Makes presentations to the City Council, City Boards , City Commissions , municipal organizations
and community groups.
19.
Evaluates and assists with the development of new software financial systems specifications,
testing programs , and recommending changes or improvements for effective automated financial
management systems.
20. Reviews state and federal legislation pertaining to investment of public funds and municipal finance
and budgeting and makes recommendations to the City Manager , Executive Management and City
Council as appropriate.
21. Conducts studies and analyzes financial impacts of proposals submitted to the City Manager.
22. Monitors revenue and expenditure trends and makes recommendations to the City Manager for
expenditure controls or revenue sources.
23. Responsible for the development of purchasing policies and procedures as well as inventory
controls.
24. Coordinates City and Redevelopment Agency financing , including coordination of the issuance of
bonds for Redevelopment Agency and the City.
25. Performs other related duties as required.
Knowledge of:
Municipal financial administration principles and practices, including accounting , auditing , payroll,
budgeting , financial planning and forecasting methods , purchasing practices , municipal financing
methods and procedures , revenue administration and collection , deposit and disbursement.
Redevelopment law
Laws and best practices relating to the investment of public funds and relationships with Depositories
and Brokers/Dealers.
Public cash management and the California Government Code pertaining to municipal investments,
polices and procedures and reporting.
Accounting internal controls for City government.
Effective purchasing and procurement methods.
March 2007 (Note: This classification will not be fully functional until April 2008)
(ZPage 3
Chief Financial Officer
Municipal debt issuance and administration
Principles and practices of public administration.
Principles and practices of internal auditing.
Budget preparation and administration
Effective customer service techniques and ability to instill techniques in subordinates.
Effective management, employee evaluation and supervisory techniques.
Knowledge of JD Edwards software helpful.
Effective leadership and motivation skills.
Evaluation of financial software systems and implementation.
Governmental Accounting, Auditing and Financial Reporting.
Governmental Accounting Standards Board's Statements and Generally Accepted Accounting
Principles for state and local governments.
Skill and Ability to:
Supervise and coordinate the City and Redevelopment Agency's financial reporting, budgeting, and
financial planning and forecasting program and supervise the City's purchasing operations.
Perform long and short range planning to meet City and department goals and objectives.
Analyze complex issues, evaluate alternative solutions, develop sound conclusions and recommend
a course of action.
Interpret and apply rules and regulations.
Implement policy decisions effectively.
Develop , revise , and install multi-faceted , integrated finance systems and procedures.
Prepare varied financial statements, reports and analysis.
Develop and administer complex budgets.
Provide effective customer service.
Establish and maintain cooperative and effective working relationships with all segments of the
community, and with City officials and administrators.
Prepare and deliver written and oral reports.
Evaluate financial software systems.
Exhibit interpersonal and leadership skills for employees and other City staff.
Ability to work with city/agency external auditors and supervise internal audits.
Mentor subordinates.
Possession of a valid California Class C driver's license.
Certified Public Accountant (CPA), Certified Public Finance Administrator (CPFA), and/or Certified Public
Finance Officer (CPFO) is desired.
March 2007 (Note: This classification will not be fully functional until April 2008)
13Page 4
Chief Financial Officer
A Bachelor's Degree from an accredited college or university in Accounting, Economics, Finance, Public
or Business Administration, or a related field and Five (5) years of recent, paid professional financial
management experience in a municipal government setting, including a minimum of three years (3)
experience at a managerial level is required. A Master's degree in a related field is highly desirable.
Knowledge of JDEdwards financial software preferred.
Require vision (which may be corrected) to read small print.
Require mobility of arms to reach and dexterity of hands to grasp and manipulate small objects.
Perform work which is primarily sedentary.
Is subject to office environmental conditions.
Perform lifting, pushing and/or pulling which does not exceed 50 pounds and is an infrequent aspect
of the job.
Will be required to attend periodic evening and weekend meetings and/or travel within and out of
district boundaries.
Will be required to work occasional evenings and weekends.
March 2007 (Note: This classification will not be fully functional until April 2008)
I4-Revenue/Cash Mgt
Manager
F tpc enable
ection r:
Revenue Collection
Section
Acct Div Manager
Acct Tech
Sr Acct Clerk
Account Tech
Sr Acct Clerk (2)
Account Clerk
Bus Tax Insp (2)
F-
as ( hiering,
Section
Accountant
r Acct Clerk
Sr Acct Clerk
udget r
Sectibn
)
Budget Mgt Ana yst
Assoc Anal
Administrative
Secretary
I
Deputy City
Treasurer
Acct Div Manager
Sr Acct RDA/Debt
(paid 100 % by RDA)
Accountant Ill
Accountant L
Accountant I PR/AP
Payroll Tech (2)
I
Graphics/Mailroom
Acct Tech A/P
Sr Acct LK AP (2)
Mqt
Analyst
RDA/Grants/Budget
Culver, ^ty
Finance Department
Chief Financial Officer
Accounting, auditing , financial
planning and reporting,
budgeting, investments, cash
management , capital finance and
debt management , purchasing,
graphics and
customer service
Budget
Manager
Purchasing
Officer
I
Buyer
Adminstrative Clerk
Warehouse
Supervisor
Warehouse Worked
Delivery Driver
2 Student WkrsChief Financial Officer
Agency
Annual
Salary Other Agency Titles
Beverly Hills - N/A - Director of Admin Svcs (also responsible for HR and Property Mgmt)
Burbank $152,760 Financial Services Director
Downey - N/A - Director of Finance (City's IT and Risk Mgmt functions)
Gardena
-
N/A
Inglewood $131,820 Finance Director
Long Beach $162,317 Director of Financial Management
Montebello $87,108 Controller
Norwalk $117,120 Director of Finance/City Treasurer
Pasadena $181,640 Director of Finance
Redondo Beach $129,972 Financial Services Director
Santa Monica $159,792 Chief Financial Officer
Torrance $161,016 Finance Director
West Hollywood - N/A - Director of Finance & Technology Services (includes IT functions)
Salary Average $141,348
Notes
$204,000 annually
$136,476 annually
No Class Spec available
No Class Spec available
In addition , the position
receives $400/mo + 176
hours/yr at an hourly rate of
$76.82 = $18 ,320.32/mo
$158,837 annuallyCITY OF BURBANK
FINANCIAL SERVICES DIRECTOR
DEFINITION
Under general administrative determination of policy and direction , to assist in the planning,
organization , and direction of all the operations within the Finance Division of the Management
Services Department; to act for the Management Services Director as requested ; and to do related
work as required.
ESSENTIAL FUNCTIONS
Administers the auditing , accounting , and financial programs of the City, the Burbank
Redevelopment Agency, and the Burbank Housing Authority; provides revenue estimates and
appropriation requirements ; analyzes revenue returns and expenditures and reports sign ificant
variations from estimates to the Management Services Director ; supervises , trains , and evaluates
employees ; makes effective recommendations regarding hiring , promotions, and transfers;
effectively recommends disciplinary action as needed , up to and including termination; prepares or
directs the preparation of financial reports; serves as chief fiscal officer of the City when the
Management Services Director is absent.
MINIMUM QUALIFICATIONS
Employment Standards:
• Knowledge of - the principles and practices of accounting and auditing ; governmental
accounting ; the principles and practices of sound personnel management and supervision;
administrative ability.
• Ability to - compile and analyze financial reports ; make accurate revenue estimates ; study,
develop and present ideas and recommendations effectively in oral and written form ; establish
and maintain effective working relationships with supervisors , fellow employees , and the public.
Education/Training : Any combination of education and/or experience that has provided the
knowledge, skills, and abilities necessary for acceptable job performance as determined by the City.
Example combination includes, but is not limited to five years of recent experience in supervision of
a complex accounting system and graduation from an accredited four-year college with majorwork
in accounting, finance, or business management OR any combination of training and/or experience
that would provide the knowledge and abilities desired.
License & Certificates : Applicants must possess a valid California Class "C" Driver's License or
equivalent at time of appointment . A CPA certificate or Master's Degree in accounting or business
administration is preferred.
Rev. 07/15/03
V1City of Inglewood
FINANCE DIRECTOR
Job Description
Class Code: 918
DEFINITION
Under administrative direction, directs, oversees and administers financial operations including revenue, billing, payroll and
financial reporting.
ESSENTIAL FUNCTIONS
(Essential functions, as defined under the Americans with Disabilities Act, may include the following tasks, knowledge, skills
and other characteristics. This list of tasks is ILLUSTRATIVE ONLY, and is not a comprehensive listing of all functions and
tasks performed by positions in this class). Incumbents in this class may not be required to perform all duties listed and may
be required to perform additional, position-specific duties.
TASKS
Establishes and maintains direction and regulation over municipal revenues and expenditures in City departments, divisions,
services, agencies , Boards and Commissions in accordance with municipal accounting, auditing, reporting and managing
practices; provides enforcement and collection of all revenue sections by the City Code; interprets and enforces financial
policies and procedures; monitors business transactions/operations for compliance with laws, regulations, contracts and grant
agreements relating to accounting and financial reporting; prepares reports of financial conditions and results of operations for
City agencies; prepares reports comparing actual budget results to adopted budgets.
Identifies, analyzes and implements financial planning and decision to maximize financial resources; researches potential new
investments and recommends investment opportunities; reviews cash flows for investment purposes and oversees payroll
process; tracks, monitors and develops revenue projections; provides financial information to users and maintains accounting
data; assists with financial auditing.
Oversees, monitors and directs office operations of assigned staff; interviews prospective employees, hires and/or
recommends hiring; identifies and implements new employee and on-going staff training programs; assigns, tracks and
reviews work assignments and progress; reviews and approves the formal performance evaluation of assigned department
staff; approves sick and vacation leave of assigned staff; develops and implements disciplinary actions for assigned staff.
KNOWLEDGE , SKILLS AND OTHER CHARACTERISTICS
Knowledge of applicable city, county, state and Federal statutes , rules, ordinances , codes and regulations governing public
finance and accounting.
Knowledge of management and/or supervision principles.
Knowledge of bookkeeping and/or accounting principles.
Knowledge of personal computer hardware and software.
Skilled in interpreting and applying relevant city , county, state and Federal statutes , rules , ordinances , codes and regulations
governing public finance and accounting.
Skilled in assessing and prioritizing multiple tasks , projects and demands.
Skilled in working within deadlines to complete projects and assignments.
Skilled in assessing , analyzing , identifying and implementing solutions to complex problems.
Skilled in providing and following oral and written instructions
Skilled in establishing and maintaining effective working relationships with both external and internal customers
Ability to effectively communicate verbally and in writing in English with all levels of staff
Ability to perform essential duties with little to no immediate supervision
WORK ENVIRONMENT AND PHYSICAL REQUIREMENTS
Work is performed in an office environment. Work may require frequent standing, walking and bending. May be exposed to
repetitive motion and vision to monitor.
QUALIFICATIONS
A Bachelors degree in Finance, Accounting, Business Administration or related field, AND seven (7) years experience in
public finance administration, accounting or banking including three (3) years at a managerial level; OR an equivalent
combination of education and experience.
Re-Activated 2007 1 of 1
qt
CITY OF MONTEBELLO
CONTROLLER
DEFINITION
501
Under general direction, to plan, organize, coordinate, and direct the financial,
treasury, controllership, risk management, purchasing, data processing, and general
support services of the City; participates in the preparation and control of the City's
operating and capitol improvement budgets; coordinates external audits; and performs
related work as required.
MANAGEMENT RESPONSIBILITY
This is a supervisory position with responsibility for assigning, supervising and
directing the work of staff assigned to the City's financial, treasury , controllership, risk
management , purchasing , data processing , and general service functions.
EXAMPLES OF DUTIES
Plans , organizes, coordinates , and directs the City's financial and general service
functions ; oversees fiscal planning , accounting , internal control , and audit activities;
coordinates the development of the annual operating and capital improvement budgets;
provides technical staff support, information and assistance to the City Council, City
Administrator , Administrative Services Director ; continually monitors the City's financial
health and provides regular reports ; manages the City's investment activities ; develops
long range financing plans , scenarios , and forecasts ; oversees purchasing and
procurement functions ; coordinates annual audits with outside auditors to insure proper
financial statements and internal controls ; develops and administers the Department
budget ; directs the preparation and prepares Controller reports for the City, CRA, and
UMTA; oversees selection, supervision , evaluation and job development of department
staff; develops and implements plans and procedures for improving Department services;
ensures proper collection and disbursement of City revenues ; provides a variety of
financial consulting , assistance , and support for the City's Department managers and
department staff; recommends and participates in the development of Department goals,
objectives , and policies ; provides daily supervision for Department staff; represents
Department functions with citizens, community organizations, and other government
agencies as delegated.t|1010|CONTROLLER
EXAMPLES OF DUTIES - (cont.)
SPECIAL REQUIREMENTS
Possession of an appropriate California driver's license.
EMPLOYMENT STANDARDS
Knowledge of:
• Modern principles, practices, and techniques of financial
administration, accounting, auditing, and financial recordkeeping.
• Principles of personnel management and public administration.
• Principles of supervision and training.
• Applicable City, County, State, and Federal laws, codes, and
regulations affecting City finance and general service functions.
• Financial analysis and research.
• Investment principles and practices.
• Data processing methods, equipment, and principles.
• Purchasing methods and procedures including warehousing and
inventory control.
• Risk management and self-insurance programs.
• Functions of the City Treasurer.
• Principles of local government, organization and financing.
• Budget development, preparation, and administration.
• Research methods and procedures.
Ability to:
and
• Plan, organize , coordinate , and direct the City's financial and general
service functions.
• Provide supervision , training , and work evaluation for staff.
• Formulate , implement , and evaluate finance, accounting, and
auditing systems and procedures.
• Develop and explain the City's operating and capital improvement
budgets.
or|1010|CONTROLLER
EMPLOYMENT STANDARDS - (cont.)
• Direct the preparation of complex financial statements and reports.
• Ensure use of sound investment policies and procedures.
• Serve as an advisor to the City Council, City Administrator,
Administrative Services Director, and other boards and commissions.
• Access the credit markets at reasonable terms.
• Prepare and administer the department budget and fiscal controls.
• Prepare a variety of reports and presentations.
• Research, collect, and analyze information related to finance and
general service functions.
• Interpret, explain, apply, and enforce a variety of laws, rules, and
regulations.
• Effectively represent the finance and general service functions of the
Department with concerned individuals, organizations, and other
government agencies.
• Establish and maintain cooperative working relationships.
• Communicate effectively orally and in writing.
and
Training and Experience: Any combination of training and experience which
would likely provide the required knowledge and abilities is qualifying. A typical way to
obtain the requisite knowledge and abilities would be:
Education: Graduation from an accredited "four" year college or university with
major course work in finance, accounting, or closely related field.
Work Background : Five years of progressively responsible and varied professional
experience with public finance and general service functions, including two years of
experience in a supervisory , management, or administrative position.
August 1992
October 2000 (Res. #00-115)
`ZIFinancial Services Director Page 1 of I
City of Redondo Beach Approved: 6/6/00
Class Specification Resolution: CC-0006-60
Unclassified
FINANCIAL SERVICES DIRECTOR
DEFINITION
Under the direction of the elected City Clerk as provided by the City Charter, to plan, organize and
manage the City's fiscal activities including financial reporting, audits, fixed assets accounting and
accounting operations such as payroll, accounts payable, accounts receivable, parking citation payments
processing; assist with the budget process and provide budget assistance to the City Manager, the City
Council and the Budget and Finance Commission on fiscal issues; to be a member of Unclassified
service; to be exempt under the Fair Labor Standards Act; to perform other duties as required.
EXAMPLES OF DUTIES
Plan, organize and direct the operation of the City's fiscal activities; prepare financial reports including
the Comprehensive Annual Financial Report (CAFR); advise and assist with the budget process;
perform complex financial analyses; manage the annual financial audits, fixed assets accounting and
accounting operations such as payroll, accounts payable and receivable, parking citation payments
processing and cash reconciliation; develop goals, objectives and the department work plan; develop,
recommend and implement accounting procedures and systems of internal control; select, train and
evaluate staff performance; prepare correspondence, staff reports and make presentations to the City
Council and various City commissions; administer service contracts; provide financial information to
and. consult with the public; attend conferences, meeting and seminars as a representative to various
agencies; perform other duties as required.
MINIMUM QUALIFICATIONS
Knowledge of. Basic information on materials, equipment, regulations, principles, procedures and/or
practices necessary to perform the required duties including but not limited to generally accepted
accounting principles; statements promulgated by the Governmental Accounting Standards Board
(GASB); the principles and practices of budget analysis public administration, research methodology
and statistics; effective employee supervision, training and performance appraisal; technology required
for governmental accounting and budgeting; State and Federal rules and regulations for municipal
finance; modern office machines and equipment.
Ability to: Meet the physical employment standards for the class prescribed in the Industrial Relations
and Insurance Support Services Job Analysis; perform complex financial and mathematical calculations;
make sound judgment and decisions; communicate effectively both orally and in writing; establish and
maintain effective working relationships with others; use and understand financial computer
applications; operate calculators and adding machines; legally operate a motor vehicle in the State of
California.
Education and Exerience: Graduation from a recognized college or university with a baccalaureate
degree with emphasis in Accounting, or major coursework in finance, public or business administration
and five (5) years of increasingly responsible professional financial experience with a governmental
agency including three years in a management capacity.
http://www.redondo .org/depts/hr/specs/financial services director .htm 1/11/2007 22_City of Pasadena
DIRECTOR OF FINANCE
Date Adopted: July 1994
Class Code: 010091
DEFINITION
Under administrative direction, plans, organizes and directs the activities and programs of the Finance Department
including a centralized system of financial administration, computing and communications, purchasing and liability,
treasury, budget, and municipal services; provides professional assistance to City management staff on financial,
accounting and related matters; performs related work as assigned.
CLASS CHARACTERISTICS
This single position class serves as the administrative head of the Finance Department and manages the activities of the
treasury, municipal services, accounting and reporting, purchasing and liability, pension system administration, payroll,
financial administration, budget preparation and administration, auditing, and computing and communications. The
incumbent is responsible for formulating and implementing policies and procedures, developing goals and objectives,
supervising staff, and directing the day-to-day operations.
ESSENTIAL FUNCTIONS
When a position is to be filled, the essential functions will be noted in the announcement of position availability.
Plans, organizes, coordinates and directs through subordinate division heads all Finance functions and related
support services; serves as an advisor and liaison for fiscal and related matters for management, the City
Council, other agencies, and the general public; advises the City Manager on long and short-range financial
planning; manages City financial resources to include investments and debt retirement.
Develops and directs the implementation of goals, objectives, policies, procedures and work standards for the
Finance Department.
Directs preparation of the City's budget; develops long-term financial plans; coordinates the diverse financial and
budget reporting activities relating to redevelopment, housing, parking, grants, and other entities as appropriate.
Directs the selection, supervision and work evaluation of department personnel; provides for staff training and
professional development; monitors and directs employee relations and grievance procedures.
Develops and maintains an integrated accounting system based on the law and other appropriate standards;
directs and participates in the review of all financial transactions; controls the expenditure of appropriated funds;
enforces compliance with standard accounting systems and fiscal procedures.
Maintains a comprehensive debt management system ; enhances the City's debtrating ; acts asintemalfinancial
advisor for all short and long-term financing needs.
Administers the City's treasury operation to maximize high investment return; reviews the City's investment
policy and makes recommendations ; maintains adequate cash flow to meet all budgetary and financial needs;
oversees the deferred compensation and retirement programs , including investment options and enrollments;
monitors developments related to investment trends.
Supervises the Municipal Services Division which performs billing and collection for City services and enforces
the regulatory provisions relating to City business licenses , parking and other local taxes.
Coordinates the review of audit findings by City auditors and outside audit agencies for compliance; analyzes
revenue-generating and cost-reducing proposals for capital and operating programs and prepares revenue
projections; conducts management research and related studies as required; prepares and directs the
preparation of periodic and special reports; makes presentations to the City Council on the City's financial status
and related matters.
Directs the City's procurement and liability claims activities.
23Director of Finance|1010|Directs the integration of the City's informational and communication systems including computer operations,
duplicating and mail services.
Establishes and maintains effective working relations with rating agencies , the investment community , City staff
and the public ; serves on committees and commissions-
QUALIFICATIONS GUIDELINES
Education and/or Experience
Any combination of education and/or experience that has provided the knowledge , skills, and abilities necessary
for acceptable job performance . Example combinations include : Master's degree from an accredited university
with specialization in business management , finance or municipal government and five years of experience in
finance or accounting , including three years at a supervisory level.
Knowledge , Skills and Abilities
Extensive knowledge of administrative principles and methods including goal setting , program developmentand
implementation , budget development, and work planning and organization ; general , fund, and government
accounting , including financial statement preparation and methods of financial reporting ; business computer
applications ; applicable city , state , and federal laws and regulations ; effective employee supervision , including
selection , training , work evaluation and discipline ; laws regulating the investment of public funds ; procurement,
municipal assessment and taxation ; equal employment/affirmative action guidelines and policies.
Ability to plan , organize, assign , direct, review and evaluate the work of assigned staff; analyze and evaluate
issues and develop sound recommendations ; plan organize and direct a wide variety offinancial programs and
activities ; interpret and apply federal , state and local laws regulating financial accounting , reporting , investing
and borrowing ; develop and implement procedures and controls ; perform complex mathematical calculations;
evaluate the earning potential of investments and direct investment activities ; exercise sound independent
judgement within general policy guidelines ; represent the City effectively in contracts with governmental and
regulatory agencies , outside consultants and counsel , and business and professional groups ; establish and
maintain effective working relationships with all levels of City management , committees/commissions, and the
City Counsel ; communicate clearly and concisely , both orally and in writing.
FLSA= Exempt
(Finance.dir)
Z/+crty Q:
Santa Monica`
2S
CITY OF SANTA MONICA
Revision Date : Sep 15, 2005
CHIEF FINANCIAL OFFICER
( DIRECTOR OF FINANCE/CITY
TREASURER)
SALARY RANGE
$62.23 - $76.82 Hourly $10,786.00 - $13,316.00 Monthly
308 SUMMARY:
REPORTS TO: City Manager
Class Code:
0650
$129,432.00 - $159,792.00 Annually
DEPARTMENT: Finance
DIVISION: Administration and Budget
APPROVED: Personnel Board 09/15/2005
Leads and directs the City's financial operations and long-range fiscal planning . Works organization -wide in
planning , organizing and executing policies and programs to meet the City's business and fiscal objectives.
Directs and manages the operations , activities and staff of the Finance Department while implementing and
promoting achievement of the department's mission, plans and goals . May assume responsibility for other
administrative functions as assigned by the City Manager.
MA30R DUTIES:
Serves as principal financial adviser to the City Manager, City Council and City departments
on long-range
strategic fiscal planning.
Provides direction on and implements budgetary , business and financial processes and on budget, business
and financial processes , procedures and controls.
Ensures that the City's fiscal and business operations organization -wide are consistent with the financial
industry's best practices and accepted public finance standards.
Confers with the City Manager and department heads on policies, programs and projects organization-wide.
Participates directly, and across departmental lines, in significant projects, acquisitions and negotiations that
have fiscal and/or financial implications for the City.
Approves all policies and procedures relating to financial/fiscal operations and achieving fiscal goals and
objectives organization-wide.
Serves as chief liaison to City financial advisers and rating agencies.
Directs, plans and manages the activities and staff of the Finance Department.
Coordinates various financial activities including develop. analysis and review of financial information with other
City departments and outside agencies.
Makes presentations to the City Council, City Boards, City Commissions, municipal organizations and
community groups.
Monitors and advises City Manager on economic trends. This includes forecasting impact of economic trends
upon the City and directing the preparation of an annual financial forecast.
Directs budget control functions and the preparation of the City-wide annual budget.
Monitors economic developments and local, state and federal legislative activity levels affecting fiscal and
budgetary issues facing municipal government and the community
Performs a variety of regulatory and administrative duties to ensure compliance with prevailing laws,
regulations and fiscal policies and procedures.
Prepares and presents to the City Council an annual statement
and report of the financial condition of the Cityand other required financial reports.
Responsible for the investment of City funds.
Directs the submission of the Treasurer's Monthly Cash/Investment Reports to the City Council and City
Manager.
Participates in the preparation and review of bond documents.
Directs the investment of bond proceeds and acts as City liaison with the trustee or fiscal agent.
Monitors rate of return on bond investments to ensure compliance with arbitrage regulations.
Participates in professional associations.
Performs other related duties, as required.
MINI MU_M_...QUALIFICATIONS
Knowledge, Abilities and Skills:
Knowledge of:
Principles, techniques and practices of municipal accounting and auditing including enterprise funds and capital
improvement budgets.
Principles and practices of public administration.
Principles and practices of internal auditing.
Budget preparation and administration.
Principles of management, supervision and training.
Effective customer service techniques.
Investment strategies and processes and procedures.
Effective management and supervisory techniques.
Ability to:
Perform long and short range planning to meet City and department goals and objectives.
Direct and coordinate the work of the various divisions within the department.
Analyze complex issues, evaluate alternative solutions , develop sound conclusions and recommend a course of
action.
Interpret and apply rules and regulations.
Analyze problems and develop policies and procedures.
Implement policy decisions effectively.
Select, evaluate and train staff.
Prepare and present oral and written reports.
Develop and administer complex budgets.
Provide effective customer service.
Establish and maintain cooperative and effective working relationships with all segments of the community,
and with City officials and administrators.
Apply the municipal code, state and federal laws in the exercise of the major duties of this position.
Skill in:
Leadership, management and supervision.
Effective written and verbal communication.
The preparation and delivery of clear and concise oral presentations to committees , the City Council, the
public, various task forces, commissions and boards.
Public relations.
Education , Training and Experience:
Graduation from an accredited college or university with a Bachelor's degree in Finance, Business
Administration or Public Administration or a related field. Ten years of recent, paid progressively responsible
professional financial management experience, including a minimum of three years of recent, paid work
experience supervising a major financial function. A Master's degree in a related field is highly desirable, as is
public agency experience.
Licenses and Certificates:
CPA - Certified Public Accountant ; CCMT - Certified California Municipal
Treasurer; CPFA - Certified Public Finance Administrator or; CPFO - Certified Public Finance Officer is desired.
SUPPLEMENTAL INFORMATION:
SUPERVISION RECEIVED:
Performs duties subject to policy limitations and general administrative review by the City Manager.
SUPERVISION EXERCISED:
Exercises administrative supervision over professional staff.WORKING CONDITIONS:
The work is regularly performed within a busy office environment with many interruptions and tight, frequently
changing deadlines . Required to attend weekend or evening meetings. Occasional local, state and national
travel may be necessary.
0650
Z'1City of Torrance - Finance Director
Torrance
Close Window : Print Page
City of Torrance
Class Code: 1279
TO EXPRESS INTEREST IN THIS POSITION, CLICK H ERE
Finance Director
Definition
Subject to administrative direction , to plan, organize , coordinate , direct, and
review the activities of the Finance Department
; to be responsible for the
accounting, controlling , auditing , collecting and disbursing of all funds of the
City of Torrance ; and to do related work as required.
Distinguishing Characteristics
April 1986
(Revised)
The Finance Director is distinguished from other department heads by the
specific areas of responsibility described above and by method of appointment
in that , according to City Charter, the Finance Director is appointed by City
Council upon the recommendation of the City Manager . Distinguished from
Assistant Finance Director in that the Finance Director is responsible for
managing the entire Finance Department rather than a specific division and is
directly responsible to the City Manager for the performance of duties.
Examples Of Duties
•
Directs the maintenance and operation of the general accounting system of
the City and its departments , offices and agencies;
• keeps and maintains or prescribes and requires the keeping and maintaining
of inventory records of municipal properties;
• establishes and maintains procedures and controls over municipal revenues
and expenditures in all departments
of the City;
• performs all municipal functions and duties relating to the preparation,
auditing ,
presenting and disbursement of claims and demands against the
City, including payrolls;
• assists the City Manager in the preparation and administration of the annual
budget;
• assists the City Manager in developing City fiscal policy;
• prepares and presents to the City Council , through the City Manager, an
annual statement and report of the financial condition of
the City and other
required financial reports;
• supervises subordinate employees and assistants;
• administers the City's business license ordinance;
• assists in maintaining a sound investment program;
• supervises the central collecting agency for all monies due the City;
• directs the operation of water and refuse customer service office;
• oversees internal and external City audits such
as those involving airport
leases and businesses collecting taxes for the City;
• serves on various City teams such as the Land Management Team.
Minimum Qualifications
Knowledge of:
http://www.ci.torrance.ca.us/6984.htm
Page 1 of 2
1/11/2007 Z^City of Torrance - Finance Director
• Municipal accounting and auditing including enterprise funds;
• Principles and practices of municipal finance administration including budget
preparation;
• Statistical methods;
• Economics;
• Financial System design and analysis;
• Principles of supervision and management , including participative
management
Ability to:
• Apply sound administrative and fiscal practices;
• Write clear, comprehensive explanatory texts to accompany financial
reports;
• Develop manual and computerized financial systems;
• Prepare accounting/financial data projections;
• Present ideas effectively orally and in writing;
• Supervise the work of departmental staff including ; coordinating , assigning,
monitoring , and evaluating work ; hiring , training , counseling , and disciplinary
staff, and processing grievances
• Establish and maintain effective working relationships with subordinates,
other City employees/departments , City officials , and the public;
• Speak publicly upon City finances to interested civic groups;
• Act as a staff advisor to the City Council and the City Manager.
Experience
Six years of progressively responsible governmental accounting experience, at
least two years of which shall have been in the supervision of a major
accounting or auditing function.
Education
Equivalent to graduation from an accredited college with a degree in
Accounting , Public Administration , or Business Administration.
Page 2 of 2|1010|http://www.ci.torrance. ca.us/6984.htrn 1/11/2007Civil m' n MOODS 7 QMft Min-Was
Item A-1: Chief Financial Officer : New Classification Specification
Serena Wright gave an overview of the staff report , along with
the revised class spec.
Commission Whitaker requested clarification of the acronym "RDA"; assuming that it
stands for Redevelopment Agency.
Serena Wright responded that it does and will use Redevelopment Agency instead of
"RDA" throughout the spec.
Commissioner Whitaker questions who this position reports to and further questions if it
should be stated who would assign any additional duties to the position.
Serena Wright responds that under "Supervision Received" it is specified that this
position reports directly to the City Manager . The "additional duties" verbiage is a catch-
all that you'll see on just about every classification specification that we have, and the
other duties that might be assigned , it could be from the City Manager , or it could also be
from the Assistant City Manager , or any one of the City Manager 's designees.
Commissioner Whitaker further requests that the spec be consistent throughout and
reference the City and the Redevelopment Agency, as appropriate.
Commissioner Whitaker questions if the current City Treasurer, Crystal Alexander, if she
has seen the class specs and if she has any comment about the specific duties as
outlined.
Crystal Alexander responds that this has been a very inclusive process from the
Personnel Department , and expresses her appreciation to Serena for that She was
provided with a copy of the draft of the Chief Financial Officer spec fairly early on in the
process and she was able to make a number of comments on it. The last version that
was seen of the CFO spec , as it relates to the City Treasurer 's Office included the duties
as well as the educational requirements . The job spec seems to be very comprehensive
and inclusive of a Chief Financial Officer and the duties as described in the City
Manager's reorganization plan.
Commissioner Zeitlin starts that her questions are a little more conceptual and she
would like to take advantage of questioning Mr. Fulwood . She first questions whether
there is a difference in the skill set required for a CFO in the public sector versus the
private sector, and specifically whether the differences are important enough that the
spec should specify public sector experience.
Jerry Fulwood , City Manager, responds that the differences in skill set between the
public sector and the private sector is very significant . Having previously worked within
finance in the private and public sector, it is his belief that the knowledge base is
different . When he was transitioning into public sector from private , he was required to
go back to school to take a program specializing in governmental accounting and
9)Ofinance . Within the private sector you are looking at the general balance sheet , at your
profit and loss statement , looking for revenues , expenditures , and so forth . Within the
public sector, you are looking at an accounting group of funds, which means that you
have many funds with revenues and expenditures base , and in addition to that you are
also looking at different groups , such as you have your general fund , which has the
same concept with your balance sheet ; but then you have enterprise funds , which is
consistent to the private sector , which is very restrictive fund , that has its own separate
guidelines . You also have inter funds , which function separately , in between the general
fund and the enterprise funds. And then you have your accounting groups and your fixed
asset groups . Therefore , it is a different concept , and you have to be able to view each
enterprise fund , the general fund , and then the accounting groups as separate entities.
Mr. Fulwood goes on to state that it is important that the person understands the
differences between the public sector and the private sector and the regulations that
govern . This position will also oversee the financial operations of the Redevelopment
Agency. In addition, we will be combining the operations of the City Treasurer's and City
Controller's Office, therefore , it is crucial that the person be very knowledgeable about
City operations and the issues that cities are dealing with.
Commissioner Zeitlin further questions if Mr. Fulwood feels that the duties reflected on
the class spec are adequate.
Jerry Fulwood responds that it does . In fact, it highlights the important reorganization
change of transitioning Purchasing into a separate division within the Finance
Department. It is his felling that the spending and safeguarding of City funds is critical,
and Purchasing should have a much more pronounced role in working with the Chief
Financial Officer. In addition , the job spec was circulated and a lot of feedback was
received , as well as comparisons from other respected cities.
Commissioner Zeitlin further questions if requiring experience in municipal government
will narrow down the candidate pool. She also questions if there sufficient numbers of
candidates out there that would be interested in this position at the salary proposed and
if there are any anticipated any problems with the recruitment.
Jerry Fulwood responds candidly that recruiting Finance Directors , or Chief Financial
Officers, is one of the more difficult recruitments. They tend to be very conservative and
more stationary, and there has to be a real incentive for them to leave their operations.
We are looking for someone with exceptional talent and skill sets . After speaking with
Santa Monica's City Manager, he is a bit concerned with the salary range. They
recruited recently for a Finance Director, and I believe that their base salary was
approximately $171,000 to $180,000 . Also the City of Pasadena's salary is also within
that range . So, we are going to go out in the market place , and we think that the salary
range that we have is a good one , but if we get any feedback that the candidate pool is
requiring a higher range, then we will address that with our recruiter.
Commissioner Zeitlin provides that she did share the same concerns on the initial salary
recommendation and is pleased to see that it is being considering for revision. She
further states that it is important that when you do a recruitment , to make sure that the
salary up front is accurate and competitive. She believes that the City has had problems
or experiences with that in the past , where we've recruited at one level, and we get this
group of candidates , that may not be the best of the bunch . She believes that it is
3kimportant that we get the best person for this job . And if that requires more salary, she
would certainly be in support of it, within an appropriate range.
Commissioner Barriciello states that she is in agreement with Commissioner Zeitlin's
comments on the compensation range , and also shared that with Serena ; it appeared to
be quite low at first glance . And being provided with the salary data and job
specifications from other cities gave her a greater perspective . She feels that it would
have been even more helpful to have the organizational charts and budget data from the
other cities as well . Also, it would be helpful to know what type of operating income and
revenue this position is going to be managing . She understands that it would have been
a tremendous amount of work and recognizes that the survey cities do seem similar in
scope to Culver City. She goes on to state that the current salary range is low and is
supportive of increasing it.
Commissioner Ban iciello goes on to express some concern over the licensing
requirement section , noticing that the CPA or the CPFA or CPFO is still left as desired,
and not a required , although there is a Bachelor's Degree . She wants to open up a
discussion and get feedback from the City Manager on how he would feel to make the
licensing a requirement; given the continual education, the recertification that is required
to keep these licenses , just to help ensure that the City's funds are managed properly.
Jerry Fulwood responds that he believes that a person that has those other educational
disciplines is a plus . However, it is his experience , that you have to look at other things
as well ; there are a number of very talented people who have been within the industry
for a number of years , highly regarded , highly respected , that do not have those
credentials. However , in order for them to function and stay knowledgeable within the
field they have to attend regular conferences , such as GFOA and CFO , they have to
interact with their own peer group. Also he finds that just by having the degree does not
give a person the general knowledge , the people skills, the management skills, and
being able to effectively deal with more global issues . However, if they have those
credentials as well as everything else, its a real plus, which can be capitalized upon. He
further states that he feels by making that a requirement , it would definitely limit the pool,
and may make us miss out on a lot of very talented Chief Financial Officers.
Commissioner Barriciello agrees with him in terms of limiting the pool , and getting a well-
rounded candidate , not just a bookworm . She further questions if he would consider
requiring that the license be required within a certain amount of time after the person
joins the City; and whether the City would sponsor it.
Jerry Fulwood responds that he would not have a problem with some wording that states
that the candidate would be required to maintain current with their financial skill sets, but
believes that requiring a candidate to obtain any licenses would narrow the candidate
pool and possibly dissuade candidates from even applying.
Commissioner Barriciello goes on to states that she is also concerned with the years of
experience that is required ; it seems quite low. It does not seem aligned with the
required job duties and responsibilities as well as what would be expected of someone
at that career level . The years of experience seem to be a junior level, maybe a Finance
Director position. But a CFO truly commands a different caliber of executive, and again
hopefully with the recruiting pool five years will be looked at as a minimum.
3ZSerena Wright responds that she believes it may be in the way that the spec is being
read;
the five years of recent experience is professional financial management
experience, so in essence, it wouldn't be at an accountant level, with five years of
experience . When we say professional , we are looking at an assistant and above,
meaning that you have had to have been an assistant for at least five years in order to
really qualify.
Commissioner Barriciello clarifies that it means an Assistant CFO or an Assistant
Controller.
Serena Wright responds affirmatively.
Crystal Alexander provides additional information regarding the questions raised on the
certifications and the different requirements between public sector and private sector.
Up to very recently one could not receive a CPA just working within a governmental
organization, one must have worked outside a governmental organization in order to get
that designation before coming in, so as the City Manager referenced
, if you got
somebody who has been out there for a very long time, that they may not have been
able to capture that.
She further states that she believes that the Personnel Department did a good job of
listing the potential certifications , because it's actually in three very broad areas; the
CPA, which is in accounting, the CPFA, which is more in investment and cash
management, and then the CPFO, again which is something that is very new, the
Government Finance Officers Association created it about 10 years ago and there's only
about 399 in the entire country, of which there are about 45 in the State of California who
currently have it. It consists of five different exams across the broad spectrum of public
finance and accounting and budgeting , cash management , debt management,
purchasing, and risk management.
Vice Chair Stivers refers her question to Mr. Fulwood. She refers to the February 121h
Council Meeting where there seemed to be a lot of references made to morale issues
within the respective Departments . She questions if and how he planned on addressing
those things in the interview process.
Jerry Fulwood responds that the ideal person has to be very talented and be able to
interact with both groups that we're combining into one group. Also, you have very, very
unique cultural differences between the two offices . Therefore, that person would have
to have either an expertise to work with and to help to mobilize the different divisions to
work as a team , sharing their resources, sharing their knowledge , and as a team
addressing the fiscal issues that the City is facing. So, during the interview process, we
would definitely be looking for someone with broad depth of experience within the
financial area and people skills will also be very important. Just having the technical
competency, will not be enough to simply make everything work.
Also, part of the concept would be to have a flattened organizational structure, so that
you would have close to four , maybe five, even six division managers reporting to the
Chief Financial Officer so that that person could try to mobilize them and have them
working as a team and have more hands-on responsibility in a technical way, but also
would have to be able to utilize the managerial skill sets that that person has, to get
those divisions to work together and to work throughout the City. What is really
011-1important too is that this person would have to then command respect of all Department
heads within the City,
so that they have confidence that that Department is functioning
the way that it should be, and also that person would have to command the respect of
myself and the City Council , and also the community.
Chair Motyl is in favor of the job description but questions why the City should offer
$40,000 over the labor market average.
Serena
Wright responds that it is her recommendation that it be considered. As
mentioned earlier, if we look at the salary that the City of Santa Monica is paying for their
newly appointed Finance Director, and recognizing that we do share the same pool of
candidates,
I think that it would be wise for the City to at least have a comparable salary
to Santa Monica, in order for us to get the best possible person that we can for this new
position in the City.
Jerry Fulwood responds that if you are looking at the City's funds from the perspective
that it is a $100 ,000,000 company , and this person is managing the resources of a
$100,000,000 company. And realize that in the grand scheme of things, you want to
make sure that we get the best person possible and
$170,000 is a bargain when
compared with paying someone $140,000 and not being able to get the right candidate
who may cost the City millions of dollars by bad decisions.
Chair Motyl responds that he was impressed with Mr. Fulwood's report to Council on
how this position could save a couple of million dollars in the space of a few years.
Jerry Fulwood responds that he is hoping for much more but is remaining very
conservative .
He also states that this position is very unique in that whoever is selected
has to be a person who is a risk taker, because this isn't a finance department that has
operating at the desired level; this person will not be able to come in and manage
something that has been ongoing for some time. This person has to come in, be able to
enter an organization where there are cultural differences , walk in , pull it together, make
it
happen, and also manage the resources of the City, utilizing this team. That is a risk
taker and a person of exceptional talent , and that's why we 've taken the time to do then
the work that we have within the job spec.
Commissioner Zeitlin questions when the anticipated starting date for the recruitment is.
Jerry Fulwood replies that if everything goes well, it will be after Council approval, which
is anticipated on March 261h.
We would like to then start the recruitment then
immediately and hopefully have this person start some time during late summer. There
is a lot of work that this person needs to do : reviewing the work space , possible
personnel reassignments , developing and designing the Finance Department and
getting to know City staff and structure. Also, the current Treasurer, and the Controller,
and their staff would have to start to gradually work with this person. Although legally
this person could not assume the role that the Treasurer is currently handling until April
2008 . But when that date happens , this person must be able to step in, and function
immediately as the Chief Financial Officer.
There is no learning curve; there is the
expectation that this person will hit the road running but with no exceptions whatsoever.
^J"rMoved by Commissioner Zeitlin, seconded by Vice Chair Stivers, the motion was
unanimously carried to approve the New Class ification Specification for Chief Financial
Officer.