City of Culver City, California
City Council Agenda Item Report
23
RECOMMENDATION
Staff recommends the City Council receive a report by the City Manager on the topic of
Right-Sizing by Zero Based Staffing and approve the creation of and recruitment for the
position of Chief Financial Officer.
BACKGROUND
The City of Culver City is a vibrant, cosmopolitan city. It continues to prosper by
reinventing itself. Culver City is a City that is recognized regionally, statewide, and
nationwide for its enviable quality of life for its residents, the renaissance of its industrial
and commercial districts, and the high level of services provided by the City
organization. The myriad of services provided to our community by our City
government is second to none. As noted in the following table, when we compare the
cost of City services per capita to other west-end cities, it becomes evident that Culver
City is committed to providing excellent public services at a comparatively low cost to
the Citizens.
Based upon FY 2005/2006 Data
Beverly Hills $3,811
El Segundo $2,914
Santa Monica $2,407
Culver City $1,805
West Hollywood $1,228
Meeting Date: 02/12/07 Item Number: A-7
AGENDA ITEM: A Report from the City Manager on Implementation of Right-
Sizing by Zero Based Staffing including Authorization of the Creation of and
Recruitment for the Position of Chief Financial Officer.
Contact Person/Dept.: Jerry B. Fulwood,
City Manager
Phone Number: (310) 253-6000
Fiscal Impact: Yes [X] No [] General Fund: Yes [X] No []
Public Hearing: [] Action Item: [X] Attachments: [X]
Public Notification: Master Notification List (02/09/2007)
Department Approval:
Jerry B. Fulwood (02/09/2007)
City Attorney Approval:
Carol Schwab (by H. Iker) (02/09/2007)
City Controller Approval:
Marlee Chang (02/09/2007)
City Manager Approval:
Jerry B. Fulwood (02/09/2007)City of Culver City, California
City Council Agenda Item Report
24
Faced with certain costs increasing at a rate higher than overall growth in revenues,
State and Federal take away, and with decreased levels of Federal and State support
over the last ten years; Culver City has been challenged to maintain this high level of
service.
Over the last five years, the City Council has taken a number of major steps to provide a
solid financial foundation to ensure Culver City’s continued prosperity, including:
a) Directed the City Council’s Budget and Finance Committee to work with staff
at providing options for consideration in addressing the City’s fiscal
challenging issues.
b) Implementing Staff reductions
c) Reducing Workers Compensation cost
d) Directed a Comprehensive Study of the City’s Fees and Charges
e) Directed a Facility Assessment Study to evaluate and provide
recommendations on how to address deferred maintenance issues of the
Public Works, Parks, Recreation & Community Social Services and
Information Technology Departments
f) Negotiated a 5% medical premium cost sharing with employees
g) Streamlined Police Department’s operations
h) Approved fee increases to better recoup costs
i) Improved City’s accounts receivable collections
j) Improved City’s grant draw downs and cost reimbursement
k) Vehicle maintenance centralization
l) Established new capital reserve funds to help address deferred maintenance
issues
m) Develop a Comprehensive Financial Master Plan
n) Redrafting the City’s financial policy
o) Redrafting the City’s purchasing policy
p) Implementing a two-year budget process
q) Utilizing Information Technology to develop software programs to enhance
City’s effectiveness and efficiency
r) Global rather than piece meal approach to address City issues
s) Identify funding sources for all new programs and services
Even though the City Council has adopted many measures to reduce costs (including
reduction in staffing levels), the City’s financial model continues to have a structural
deficit. The proposals contained in this report provide other major components of the
overall solution to this structural deficit.City of Culver City, California
City Council Agenda Item Report
25
Charter Amendment
The community approved a number of Charter changes in April 2006. The
implementation of these Charter changes commenced in July 2006 and continues.
Pursuant to the amended City Charter, the formal transitioning of the City Treasurer and
City Clerk offices will occur in April 2008.
The City has been utilizing the expertise of Andrea Daroca, Former Finance Director of
Santa Clarita, to assist with a number of critical fiscal related issues. Ms. Daroca has
over 20 years of experience as a municipal finance professional, including serving
several California cities as Finance Director and City Treasurer. In her role as a
consultant, Ms. Daroca has applied her considerable experience to help cities with
financial organizational challenges to implement best management practices and
improved, modern processes. The review and auditing of current operations and
resulting recommendations from Ms. Daroca are critical in helping to address the City’s
financial challenges and maximizing cost reduction, and improving the efficiency and
effectiveness of City operations. Her efforts have saved the City hundreds of thousands
of dollars. For the short term we plan to continue to use her services. Her resume is
provided as an attachment.
City Clerk’s Office and City Treasurer’s Office
In accordance with the new City Charter, the transitioning of both the City Clerk’s Office
and the City Treasurer’s Office will occur in April, 2008 (14 months from now). To
ensure a smooth transition and continuity of the critical functions performed under the
current structure, it is important to take certain actions in advance of the April, 2008
implementation date so that a proper foundation will be in place at the time of transition.
The restructuring of the City Clerk’s Office and the City Treasurer’s Office provides a
unique opportunity to evaluate the operations at all levels and departments within the
City organization. By implementing Right Sizing by Zero Based Staffing (RSZBS), we
capitalize on cost savings through economies of scale and efficiencies generated by a
sharing of resources amongst divisions and on a departmental basis.
Right Sizing by Zero Based Staffing
RSZBS is a concept that retains all current employees. Through attrition and thorough
analysis of vacant positions, savings are realized by resource sharing and elimination of
redundancy. Every operational component of each department is reviewed with the
following concepts in mind:City of Culver City, California
City Council Agenda Item Report
26
1) Sharing resources
2) Streamlining operations
3) Maximizing technology
4) Succession planning
5) Rewarding hard work
6) Internal advancement
7) Eliminate bureaucracy
8) Enhance communications
9) Cross-training
10) Enhance inter-departmental coordination and
cooperation
11) Opportunity for employee growth
12) Reduce operational costs
13) Redundancy elimination
14) Improve service levels
15) Organization effectiveness & efficiency
16) Long and short-term impact on organization
Analysis of how best to implement RSZBS begins in one department; however, it
quickly touches any number of departments. It is a dynamic concept that gradually
benefits the whole organization. It can take upwards of five years to fully implement.
The savings of RSZBS grows on an annual basis as positions that are vacated over
time are fully analyzed to see if the position can be combined with another existing
position or eliminated while maintaining or improving service levels. This is consistent
with the city-wide department restructure proposed herein.
Vacant Position Review
Whenever a position becomes vacant a committee comprised of three executive
managers will review the justification of the need for that position. The committee will
review the long and short-term impact on service levels, and ways to enhance the
efficiency of the City’s operations. Some of the options available to the committee
include:
a) Recruit to fill position
b) Internal recruitment to fill position
c) Leave vacant
d) Eliminate position
e) Shared resources
Through implementation of RSZBS, the City will potentially realize an operational
savings of four to seven million dollars over the next five to seven years. This is
especially true since Culver City is projected to have twenty percent of its work forceCity of Culver City, California
City Council Agenda Item Report
27
retire or seek other career opportunities over the next 5 years. RSZBS also gives the
organization an opportunity to focus on succession planning to ensure that the legacy of
Culver City is passed on. The transitioning will occur in three phases as explained
below:
PHASE ONE – CITY CONTROLLER’S OFFICE/CITY TREASURER’S OFFICE
RECOMMENDATION
That the City Council consider a recommendation from the City Manager to reorganize,
consolidate, and improve efficiency of the financial operations of the City under the
direction of a new position called Chief Financial Officer; and further recommends, the
authorization for the recruitment of the Chief Financial Officer immediately upon
approval of the classification specification by the City Council. The projected salary for
this position is in the approximate range of $130,000 to $160,000 annually.
BACKGROUND
On April 11, 2006, the voters of Culver City approved Measure V. Measure V, which
became effective on July 1, 2006, enacted an updated City Charter which approved the
City Council/City Manager form of local government, along with a number of other
changes.
Tonight, the City Council is requested to consider a recommendation to consolidate the
operations of the City Controller and the City Treasurer departments under the direction
of a Chief Financial Officer. This will begin the implementation of a reorganization plan
of the City’s financial operations in anticipation of the full implementation of the New
Charter in April, 2008.
DISCUSSION
Since April of 2006, in anticipation of full implementation of the new Charter in April
2008, I have been considering how best to address ongoing issues identified by the City
Council and staff related to the City’s financial operations. Recently, part of that
evaluation included the hiring of an advisor with over 20 years of municipal finance
experience to assess the financial operations of the City and make recommendations
on how to improve those operations.
After several months of intense examination of the City’s financial operations, we have
identified several areas of significant concern – areas where meaningful and lasting City of Culver City, California
City Council Agenda Item Report
28
improvement can be realized only through a comprehensive reorganization of the City’s
financial operations and the assignment of responsibility for the combined accounting,
treasury, financial, budgeting/forecasting, and purchasing functions under the direction
of a Chief Financial Officer.
Areas Needing Attention
Based upon this comprehensive review, several areas have been identified that require
attention and improvement. They include:
Consolidation and Coordination of the Accounting, Treasury, Finance,
Budgeting, Forecasting, and Purchasing Operations: In Culver City, the
separation of the Accounting, Purchasing, Budget and Financial forecasting
operations, has resulted in significant challenges, inefficiencies, and
ineffectiveness in managing the City’s financial resources. These inefficiencies
are manifested in increased time, resources and costs in managing these areas.
Improvements in these areas would allow staff to end the reactionary mode to
handling financial issues and reduce operational costs, and share the resources
as a team in the betterment of the entire organization. This would also include
more meaningful and timely reports allowing executive management, the City
Manager, and the City Council to better manage the City’s assets.
Process Inefficiencies: The evaluation confirmed that all City employees
remain dedicated to a high level of customer service and performance. However,
the current organization of the City’s financial operations is inefficient and
significant improvement can be realized. Improved efficiency will result in
improved services to the citizens at a lower cost. Processes which can be
automated and coordinated (through improved application of technology) will
allow employees to focus on analysis and improvement rather than duplication of
effort. Some examples where improvement is needed include: (1) collection of
amounts due the City (accounts receivable); (2) streamlining and consistency of
cash collection operations in all City Departments; and (3) ineffective and the
inefficient use of human resource by operation redundancy, and the lack of
sharing the talent and expertise of human resources.
Financial Reporting: The City has been facing a significant challenge in
producing timely, meaningful, and user-friendly financial reports. This has a
direct impact on the ability of executive management, the City Manager and the
City Council to effectively manage the financial resources of the City.
Improve morale and team spirit within the respective departments: On-
going friction has resulted in a decline in employee morale which has made City of Culver City, California
City Council Agenda Item Report
29
recruiting for positions more difficult. Additionally, territorial issues applicable to
the respective areas have negatively impacted the department heads’ confidence
in the financial operations.
Implementation of this restructuring plan will result in significant savings as there
will no longer be a need for departments to allocate staff resources for the
purposes of tracking accounting transactions.
In proposing this reorganization, it is my intent to take advantage of the expertise
and experience of the existing staff, including the current City Controller, City
Treasurer, and their respective staff, while moving forward with this sorely needed
restructuring.
Restructuring Plan for City Financial Functions
I am proposing a restructuring plan which will consolidate the financial operations of
the City. These operations, which are now apportioned between the City
Controller’s Office and the City Treasurer’s Office, are proposed to be unified under
the direction of a Chief Financial Officer. Further, staff which is currently housed on
separate floors of City Hall would be combined (space permitting) to integrate both
functions and improve coordination and communication. Purchasing will become a
separate division taking on a much stronger role in safe guarding the spending of
City resources. This division will be relocated to City Hall.
Additionally, the restructuring would involve regrouping of positions to improve
operational efficiency and functionality. Certain positions would be reassigned,
combined, and/or eliminated. It should be noted, that this proposal does not lay-off
employees. An organization chart showing the proposed structure is attached.
Creation of the Position of Chief Financial Officer
A critical component of this Restructuring Plan is the creation of a new position,
Chief Financial Officer. The justification for this position is direct: a unified financial
function (as can be seen in the majority of California cities) will improve operations
by unifying functions, reducing costs, increasing customer service levels, and
creating clear and direct responsibility for the overall financial functions of the City.
Under the direction of the City Manager, the Chief Financial Officer will have an
opportunity to address the critical issues identified by the City Council and staff and
to implement solutions to the three major challenges identified above.
This position will be mandated to protect and manage hundreds of millions of the
City’s financial resources under the direction of the City Manager. This will City of Culver City, California
City Council Agenda Item Report
30
significantly improve the ability of the City Council to discharge its fiduciary
responsibilities.
Timing
The voters provided for a two year transition period for full implementation of the
New Charter. Because of the significant critical issues identified by the recent
evaluation of operations, it is important to begin the recruitment process for the
position of Chief Financial Officer immediately. This would result in an appointment
in July or August of 2007. This will provide the new Chief Financial Officer
approximately eight months to be a part of current operations, thereby allowing the
Chief Financial Officer to be in the best possible position to rapidly and fully
implement the reorganization plan culminating in full implementation of the Plan in
April, 2008.
FISCAL IMPACT
The Restructuring Plan provides for the hiring of a Chief Financial Officer. Certain
vacant positions are proposed to be reassigned or reduced through attrition.
Therefore, the long term positive fiscal impact is estimated to be a half million dollars
annually. However, with the consolidation and streamlining of operations city-wide it
is expected the City would ultimately realize a net savings of between four and
seven million dollars annually over the next five to seven years.
Additionally, staff recommends the City continue to utilize the services of Andrea
Daroca to assist with Finance Department issues. Once job specifications are
approved, I would recommend that Ms. Daroca’s services be continued in the role of
Consulting Interim Chief Financial Officer until the recruitment has been concluded.
We will fund the costs of Ms. Daroca’s short term role with one-time dollars.
Currently, she continues to save the City money in many ways and her services are
critical to the long-term health of the City.
PHASE TWO – CITY CLERK’S OFFICE/CITY MANAGER’S OFFICE
These other areas are conceptual organizational plans that I will be discussing in
greater detail with the Budget and Finance Committee. These concepts are provided
here for the City Council’s general information. I am not requesting City Council to take
action on these items at this time.
A) City Clerk’s OfficeCity of Culver City, California
City Council Agenda Item Report
31
The City Clerk’s office would be consolidated with the City Manager’s office. The
Clerk’s role with agenda preparation, records management, and City Council
Chamber preparation will be expanded. The consolidated department will share
resources.
B) City Manager’s Office
The City Manager’s Office will reduce its staff by at least two positions. The City
Manager’s Office will share resources with the Redevelopment Agency, Community
Development Department, and City Clerk’s office as part of RSZBS. Additionally,
the City Manager’s Office will have two Assistant City Managers and one Assistant
to the City Manager. I believe that these actions will create cost savings for the City
and focus on addressing critical operational issues from a more global perspective.
One Assistant City Manager will assist with operational departments; the other will
work with Administrative Departments. The Assistant to the City Manager will
assume Public Information Officer responsibilities, among other duties.
C) Creation of Management Services Division in the Department of Finance
A Management Services Division will be created. This division will assume the
responsibility for purchasing, graphics services, mail and stores. This division will
develop a new purchasing policy that will be presented to the City Council for
consideration. This new purchasing policy will address many of the spending
controls the City is currently considering implementing. This division will be under
the direction of the Chief Financial Officer. Purchasing will take a more aggressive
role in managing the spending of City dollars.
D. City Attorney’s Office
The City Attorney’s Office is called upon to provide excellent legal opinions and
advice on a broad range of topics. The City is fortunate to have one of the best and
most dedicated in-house City Attorney’s in the State of California. To allow the City
Attorney’s Office to focus on critical legal issues, I recommend Code Enforcement
duties be transferred from the City Attorney’s Office to another department. A study
group is reviewing the possibility of creating a Division of Community Enforcement
Services, which would bring together employees with enforcement/inspection
responsibilities under “one roof.” It is also a goal to train the individuals reassigned
to this new division in a wide variety of enforcement skills. This will allow an
increased level of enforcement and provide cross-training and career advancement
opportunities for City staff. This may include providing services for park patrol, fire
inspections, business license inspections, sanitation, planning, building and safety,
animal control complaints, etc.City of Culver City, California
City Council Agenda Item Report
32
E. Risk Management
Risk management would become part of Personnel. We have a number of Risk
Manager candidates that we are interviewing. We hope to fill that vacancy in the
near future. This consolidation will improve communications and sharing of
resources.
PHASE THREE – ALL OTHER CITY DEPARTMENTS
All other City departments and divisions will be reviewed and further
recommendations for consideration will be presented for discussion by the Budget
and Finance Committee prior to its presentation to the City Council.
We believe these organizational changes will result in millions of dollars in
operational savings, improve upon the already high levels of service provided to
Culver City residents and businesses, and enhance the efficiency and effectiveness
of the entire City organization.
We recommend that we thoroughly discuss the Phase Two and Phase Three items
with the Budget & Finance Committee and present a more detailed report for
consideration by City Council within 45 days.
Change is Challenging, Necessary, and Achievable
It is important to understand change, especially change of this significance, can
pose a challenge. Therefore, as part of the implementation of the Restructuring
Plan, I will meet and confer with the City’s bargaining groups to discuss this
Restructuring Plan in detail. Further, I will schedule a number of workshops where
all interested employees will be welcome. These workshops will be designed to
address employees’ questions and provide a forum for additional dialogue. The
Culver City Family, under the direction of the City Council, has always successfully
addressed challenging times by working together. Successful, collaborative
implementation of the Reorganization Plan will involve the expertise of all current
City employees. Further, it will allow the City organization to become more efficient
and continue to provide Culver City residents and businesses with the high level of
services the Community deserves.
ATTACHMENTSCity of Culver City, California
City Council Agenda Item Report
33
1. Resume of Andrea Daroca
2. Conceptual Organizational Chart – Department of Finance
3. Classification Specifications from Other Cities – Chief Financial Officer (Finance
Director)
MOTION
That the City Council:
1. Receive and file this report on Rightsizing by Zero Based Staffing from the City
Manager;
2. Authorize the Creation of the Position of Chief Financial Officer, direct staff to
create a proposed Classification Specification, and remand said Classification
Specification to the Civil Service Commission for action at their meeting in March,
2007;
3. Direct the City Manager to initiate recruitment for the position of Chief Financial
Officer immediately upon approval of the Classification Specification by the City
Council (expected on March 26, 2007);
4. Direct the Budget and Finance Committee to consider the items indicated as
Phase Two and Phase Three herein and return within 45 days to the City Council
with recommendations.
5. Authorize the City Manager to execute an amendment to Ms. Daroca’s contract
to continue to utilize the services of Andrea Daroca as Consulting Interim Chief
Financial Officer; authorize the City Manager to request that PERS grant
additional time to allow Ms. Daroca to continue to provide services to the City,
and direct the City Attorney to prepare said amendment.
MEETING DATE: February 12, 2007
AGENDA ITEM: A Report from the City Manager on Implementation of Right-
Sizing by Zero Based Staffing including Authorization of the Creation of and
Recruitment for the Position of Chief Financial Officer.
ATTACHMENTS
Pages
1. Resume of Andrea Daroca 1 - 3
2. Conceptual Organizational Chart — Department 4
of Finance
3. Classification Specifications from Other Cities — 5 - 14
Chief Financial Officer (Finance Director)ANDREA DAROCA
SKILLS SUMMARY
• Accounting • People Skills/Communication
• Treasury/Cash Management • Budgeting
• Purchasing • Negotiations/Contract Administration
AREAS OF APPLICABLE QUALIFICATIONS
• Experienced in developing, implementing, directing, evaluating city financial management
• Creative and innovative with ability to set up new systems in team atmosphere
• Experienced public speaker with proven written communication skills
• Adaptable, decisive, and customer oriented
• Experienced in selecting and setting up computer systems
• Proven negotiation skills
ACCOMPLISHMENTS/HONORS
$ Acknowledged in two page-one articles in The Malibu Times by City Council and City Manager for
discovering $1.6 million property taxes due City from Los Angeles County
• Received CSMFO Certificate of Award for Outstanding Financial Reporting
• Acted as support staff for two mayors' blue ribbon finance committees and a standing finance committee
• Received GFOA Certificate of Achievement for Excellence in Financial Reporting
• Received 1991 Municipal Treasurers Association Award for City's Investment Policy (only 14 cities in
the U.S. received this award)
• County of Los Angeles/YMCA Woman of Achievement, 1988
EMPLOYMENT HISTORY
EXPERT WITNESS FOR NEW YORK LAW FIRM
FINANCIAL CONSULTING (June 2006 to present)
City of Culver City, California
FINANCIAL CONSULTING (January 2006 to June 2006)
Joshua Basin Water District, Joshua Tree, California
INTERIM FINANCE DIRECTOR (March 2005 to July 2005)
City of Oxnard, California
Responsibility for finance, City/Redevelopment/Housing Authority, annual financial reports and audits,
accounting, purchasing, grant accounting, budgeting, payroll, accounts payable, business licenses,
customer services, utilities/trash/sewer billings, mail services, debt management during City's search for
permanent director.
INTERIM FINANCE DIRECTOR/ASSISTANT TO CITY MANAGER (LEGAL) (July 2004 to March 2005)
City of South Gate, California
Responsibility for finance, City/Redevelopment/Housing Authority, treasury management, annual financial
reports and audits, accounting, purchasing, grant accounting, budgeting, payroll, accounts payable,
computer information systems, business licenses, customer services, utilities/trash/sewer billings, mail
services, debt management during City's search for permanent director. Oversaw conversion of HTE
software utility billing system from test mode to live, and collected $700,000 in delinquent accounts in two
months.
SHORT-TERM CONSULTING (May 2004)
City of Avalon, California
INTERIM FINANCE DIRECTOR (October 2002 to November 2003)
City of Glendora, California
Responsibility for City/RDA/Water A/R, payables, computer services, central stores and decentralized
purchasing, budget preparation, general ledger, monthly/annual financial reports and audits during the
City's search for permanent finance director.
INTERIM FINANCE DIRECTOR (January 2001 to December 2001)City of Avalon, California
Responsibility for /raining Assistant Finance Director for promotion to Director in the following areas: treasury
management, annual financial reports and audits, accounting, purchasing, accounts payable, debt
management; worked with City Manager to update Treasurer's Investment Policy and all City fees.
INTERIM FINANCE DIRECTOR (December 1999 to March 2000)
City of Westminster, California
Responsibility for finance, treasury management, annual financial reports and audits, accounting,
purchasing, accounts payable, debt management during City's search for permanent director_
INTERIM FINANCE DIRECTOR (May 1999 to August 1999)
City of Desert Hot Springs, California
Assisted in resolving the City's financial difficulties and accounting problems including addressing a "Going
Concern" audit opinion, and training staff.
INTERIM FINANCE DIRECTOR/CITY TREASURER (August 1998 to February 1999)
City of Costa Mesa, California
Responsibility for finance, treasury management, annual financial reports and audits, accounting,
purchasing, accounts payable, computer conversion in Finance Department, debt management during
City's search for permanent director.
INTERIM ACCOUNTING AND FINANCE MANAGER (April 1998 to August 1998)
City of Gilroy, California (see description below*)
INTERIM FINANCE DIRECTOR (November 1997 to March 1998)
City of Malibu, California
Responsibility for accounts receivable and payable, payroll, cash management, central stores and
purchasing, facility operations, budget preparation, FENIA/OES reimbursements, monthly financial reports,
general ledger, annual financial reports and audits during the City's search for permanent position.
INTERIM ACCOUNTING AND FINANCE MANAGER (March 1996 to October 1996)
City of Gilroy, California
Responsibility for accounts receivable and payable, payroll, cash management, monthly financial reports, general
ledger, debt management, annual financial report and audits during the City's search for permanent position.
INTERIM FINANCE DIRECTOR (May 1995 to November 1995)
City of Marina, California
Responsibility for finance, accounting, payroll, accounts payable, annual financial reports and audits,
personnel, risk management and workers compensation administration during City's search for permanent
Administrative Services Manager.
INTERIM FINANCE DIRECTOR (January 1994 to April 1994)
City of Colton, California
Responsibility for finance, accounting, purchasing, debt management during City's search for permanent
finance director.
INTERIM FINANCE DIRECTOR/CITY TREASURER (March 1993 to July 1993)
City of Modesto, California
Responsibility for finance, treasury management, accounting, purchasing, computer services, debt
issuance/management during City's search for permanent director.
EXECUTIVE DIRECTOR (1992-1995)
Institute for Government Executive Management, Loyola Marymount University
The Institute provides "a forum to disseminate the most current research, issues and trends affecting
communities." Southern California Business, January 1994.
DIRECTOR OF FINANCE & GENERAL SERVICES, CITY TREASURER (1988-1992)
City of Santa Clarita, California
Entire responsibility for finance, accounting, purchasing, computers, treasury functions, franchise
negotiations and management, and general services which includes library liaisons, business licensing,
building/vehicle maintenance, contract administration, cable television, crossing guards, and animal control
Negotiated purchase of city hall building, issuance of initial city bond financing for Santa Clarita Valley
.2/
Transit District, treasurer for Marks Roos Joint Powers Authority.FINANCE DIRECTOR & CITY/REDEVELOPMENT AGENCY TREASURER (1984-1988)
City of Walnut, California
Acting city manager, supervision of budgeting, parking citations, city licenses; member of City's first
economic development committee and City/Redevelopment Agency Treasurer. Selected and installed City's
first computer system.
ACCOUNTANT/ACCOUNTING SUPERVISOR (1981-1984)
City of Chino, California
Selected, trained, evaluated and supervised six employees (accounts payable, payroll, cashier, accounts
receivable, fixed assets; and general ledger accountant). Developed and taught classes in coding of
invoices, computer usage, and purchasing procedures.
EDUCATION
BACHELOR OF SCIENCE (1964) MPA graduate work at
Accounting California State University,
Louisiana State University in New Orleans Long Beach
PROFESSIONAL MEMBERSHIPS
California Society of Municipal Finance Officers
Elected Southern Chapter Chairperson (representing 400 finance professionals); Advisor, Cash
Management Committee (1993-1995), Chairperson (1992); participated in development of Report on
Government Investment Pools (1994).
Government Finance Officers Association
Economic Development Task Force Member; Speaker/Moderator; Standing Cash Management Committee
Member and Advisor; participated in development of An Introduction to Broker/Dealer Relations for State
and Local Governments (1994), An Introduction to External Money Management for Public Cash Managers
(1991).
California Municipal Treasurers Association
PUBLICATIONS
Letter to the Editor: "Says Los Angeles County is Using Manna del Rey to Resolve Funding Woes," The
Argonaut, September 21, 2006,
"Taking Stock of Auditor Independence," Government Finance Review, October 2002.
"A Secret of the California Desert," CSMFO Mini-News, July 1999.
Book Review: "Regulation for Revenue, the Political Economy of Land Use Exactions," by Alan A. Altshuler and
Jose A. Gemez-lbanez, Government Finance Review, April' 1994.
"A New City's First Year: A Finance Director's Perspective," Government Finance Review, February 1992.
"Building the Economic Development Team," Financing Growth; Who Benefits? Who Pays? And How Much?,
Susan G. Robinson, ed. Chicago: Government Finance Research Center of the Government Finance
Officers Association, 1990.
"Cash Controls and Reporting Systems," Cash Management for Small Governments, Ian J. Allan, ed. Chicago:
Government Finance Research Center of the Government Finance Officers Association, 1989.
"The Finance Officer's Role in Economic Development A Small City Case History," Government Finance
Review, February 1989.
Book Review: "Mastering Change: Winning Strategies for Effective City Planning," by Bruce W. McClendon and
Ray Quay (American Planning Association), Government Finance Review, December 1988.
"Computerized Portfolio Reporting," Government Finance Review, December 1987.
"Electronic Spreadsheets Aid Budget Planners," Revenue Enhancement Reporter, December 1986.
"Budgeting with Microcomputers for Smaller Cities," Government Finance Review, October 1986.Culver City
Finance Department
Recommended Model
Chief Financial Officer
Accounting, auditing, financial
planning and reporting,
budgeting, investments, cash
management, capital finance and
debt management, purchasing,
graphics and
customer service
Management
Analyst
Administrative
Secretary
Revenue Manager Budget/Cash
Manager
Deputy City
Treasurer
Purchasing
Officer
Revenue CollectIon Accts Recktvable Cashienng Budget Acct Div Manager
SeCtiOn (itaiorf
SKtiCin
Seoul n Graphics/Mailroom Buyer
Acct Div Manager Account Tech Accountant Budget Mgt Analyst Sr Acct RDA/Debt
(paid 100% by RDA)
Adminstrative Clerk
Acct Tech Sr Acct Clerk (2) Sr Acct Clerk Assoc Anal Accountant II
(2)
Sr Acct Clerk Account Clerk
Accountant GL
Warehouse
Supervisor
Bus Tax Insp (2) Accountant I PR/AP
Payroll Tech (2) Acct Tech PIP
Warehouse Worker/
Delivery Driver
Sr Acct CLK AP (2)
(4)
2 Student WkrsFinancial Services Director 499ii 57° -29)
192-
Page 1 of 1
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;
perfoun 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; modem 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 Experience: 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 1/11/200741-S-17-2-1/
CITY 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 significant
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 major work
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. 07/15/03CITY 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 significant
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 major work
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. 07/15/03City of Torrance - Finance Director Page 1 of 2
brume?
Close Window : Print Page
City of Torrance
April 1986
Class Code: 1279
(Revised)
TO EXPRESS INTEREST IN THIS POSITION, CLICK HERE
Finance Director
Definition
1)1614-' 1 feAt — * RA
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
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.
ct, Minimum Qualifications
Knowledge of
http://www.ci.torrance.ca.us/6984.htm
1/11/2007City of Torrance - Finance Director Page 2 of 2
• 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.
http://www_ci.torrance.ca.us/6984.h-tm 1/11/2007/3 33
City of Pasadena Date Adopted: July 1994
Class Code: 010091
DIRECTOR OF FINANCE
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 CHARACTERIST/CS
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 debt rating; acts as intemalfinancial
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.Director of Finance 2
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 development and
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.
ELSA= Exempt
(Finance.dir)AMMO
(DIRECTOR OF FINANCE/CITY
CHIEF FINANCIAL OFFICER
TREASURER)
city of
Santa Monica-
CITY OF SANTA MONICA
Revision Date: Sep 15, 2005
Class Code:
0650
SALARY RANGE
$62.23 - $76.82 Hourly $10,786.00 - $13,316.00 Monthly $129,432.00 - $159,792.00 Annually
JOB SUMMARY:
REPORTS TO: City Manager
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.
MAJOR 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.
MINIMUM 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