CITY COUNCIL
AGENDA
Special Meeting
Wednesday, February 15, 2023
2:00 PM
City Council Chambers
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234
MAYOR
Rita Lamb
CITY COUNCIL MEMBERS
Mayor Pro Tem
Mark Carnevale
Councilmember
Nancy Ross
Councilmember
Raymond Gregory
Councilmember
Ernesto Gutierrez
• CALL TO ORDER
• ROLL CALL
• AGENDA FINALIZATION
At this time the City Council may announce any items being pulled from the agenda or continued to another date.
1. AGENDA ITEMS
A. Staffing Review of the City Manager Department
Recommendation: This item is presented for information, discussion and direction only.
B. Proposed FY 2023-2024 Special Events
Recommendation: This item is for information and to receive direction from the City Council, no formal action will be taken.
C. Staffing Review of the Administrative Services Department Recommendation: This item is presented for information, discussion and Cathedral City P a g e 2
direction only.
ADJOURN
NOTES TO THE PUBLIC:
The City of Cathedral City complies wit h the Americans with Disabilities Act of 1990. If you require special assistance to participate in this meeting, please call the City Clerk’s Office at (760) 770-0322 at least 48 hours prior to the meeting.
If you desire to address the City Council durin g the meeting, please complete a Request to Speak Form available at the entrance and present it to the City Clerk. Speakers will be called upon at the appropriate time.
Any documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection in the City Clerk’s office at City Hall located at 68 -700 Avenida Lalo Guerrero during normal business hours. In addition, such documents will be posted on the City’s website at www.cathedralcity.gov.
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Staff Report
City Council
Item No. 1.A
Meeting Date: February 15, 2023
From: Charles McClendon, City Manager
Title: Staffing Review of the City Manager Department
City Council
RECOMMENDATION:
This item is presented for information, discussion and direction only.
BACKGROUND:
As a service organization, expenditures on staffing, including salaries and benefits, is one of the largest components of the budget. Therefore, a key component of the budget development process is to p rovide a comprehensi ve presentation on staffing throughout the City including the use of contracts and overtime, support services, etc.
To meet this need, a series of special workshops have been scheduled over the upcoming weeks to conduct a department by department staffing review and to provide the Council with information on proposed changes and additions throughout the departmental budgets.
DISCUSSION:
The City Manager’s department includes the following divisions:
1. City Manager
2. City Clerk
3. Human Resources
4. Communications and Events
The following table compares authorized staffing in the City Manager department in FY13-14 to the present. The table shows the staffing reflects reductions made in June 2020 due to the COVID revenue reductions, the adopted FY22 -23 budget and th e current authorization including the amendments made in September 2022. T he FY13- 14 numbers are from the printed budget revised only to reflect organizational structure changes that have occurred in the interim:
FY13-
14 FY20-21
COVID
FY22-23
Adopted
Current (Incl. Sept.
amendments)
Chg. from 13-
14 City Clerk 1.50 2.00 1.50 2.00
City Manager 2.00 1.00 2.00 2.00
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Communications/Events 0.00 1.50 2.00 3.00
Human Resources 2.50 3.00 3.00 3.50
City Manager Total 6.00 7.50 8.50 10.50 75%
City Manager
The City Manager function currently consists of two positions, the City Manager and the Assistant City Manager. The table below is the allocation of the City Manager’s time.
The allocation of the ACM time should be similar with more time on th e management of city departments and less time allocated to the City Council.
Function Approx. %
Prepare for and Conduct Council Meetings
• Prepare agenda items, staff reports and supporting materials • Review agenda materials prepared by staff
• Prepare, review and rehearse presentations
• Brief Councilmembers and research and provide responses to questions
• Coordinate response and follow-up after Council meetings 40%
Staffing Citizen Commissions and Committees
• Historic Preservation Committee
• Cannabis Task Force
• Issues/Concerns related to other Commissions and Committees 10%
Manage Activities of City Departments
• Development of work plans to address Council goals
• Review departmental activities and service levels
• Address issues related to budgeting, personnel issues, resident or customer complaints, etc.
• Provide counseling, coaching and direction to department heads 30%
Community Relations
• Listen to and coordinate response to resident and customer complaints, concerns, suggestions and needs
• Participate in City events, monitor social media and other sources of feedback from the community
10%
Regional Relations and Coordination
• Provide staffing to Councilmembers servicing on regional committees
• Serve on committees with CVAG, CalCities and others
• Interact with City Managers and others from regional cities 5%
Miscellaneous
• Interact with the news media
• Review claims, lawsuits, etc
• Handle calendars, meetings and zoom calls, appointments, correspondence and research and reporting for self and Council 5%
City Clerk
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The City Clerk is the local official for elections, local legislation, the Public Records Act, the Political Reform Act, and the Brown Act (open meeting laws). The State Government Code prescribes the basic functions of the City Clerk while the City Charter and Municipal Code provide the specific responsibilities along with procedures to follow.
It is the responsibility of the City Clerk to ensure actions taken by the Council are in compliance with all statutes and regulations and that actions are properly executed, recorded and archived.
The City Clerk’s Department is made up of one full -time City Clerk and one full -time Administrative Assistant, that is shared with the City Manager and City Council for administrative functions. The office of the City Cle rk is a service department which the City Council, all city departments, and the general public rely on for information regarding the operations and legislative history of the City. The City Clerk’s Department serves as the liaison between the public and C ity Council and provides related municipal services.
The following is a table of the major functions of the City Clerk’s Department. Many of the functions of the Department are time sensitive and require completion during a prescribed time frame.
FUNCTION CITY CLERK OFFICE ASST.
City Council Agenda/Agenda Packet and Minutes
• Manage Future Agenda Items List with input from the City Manager and Staff on a weekly basis
• Prepare and Publish Agenda and Agenda Packet for all Regular and Special City Council Meetings
• Responsible for Minutes of all Regular and Special Council Meetings • Ensure all Government Codes/City Codes and City Charter are followed related to the posting of the Agenda and Notices • Schedule the meetings with IT and/or Zoom for all Regular and Special City Council Meetings.
• Attend all Regular and Special City Council Meetings
• Manage the Agenda Management Program (template changes, troubleshooting and staff assistance)
• Process all Resolutions, Ordinances and Contracts that are approved by the City Council maintaining all the legislative history of the City 35% 30%
Public Records Requests
• Must Complete/Review/Respond within 10 days of receiving the request
• Monitor requests on a daily basis to ensure that they are completed by prescribed law
• Work with all Departments related to questions and concerns related to Public Records Requests and the workflow of requests • Manage the WebQa program
35%
Commissions and Committees
• Responsible for the production of the Parks and Community Events Commission, Public Arts Commission, Historic Preservation Committee, Mobilehome Fair Practices Commission and Cannabis Task Force Meetings Agendas and Minutes
• Attend all Regular and Special Parks and Community Events Commission, Public Arts Commission, Historic Preser vation, 5% 20%
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Mobilehome Fair Practices Commission and Cannabis Task Force Meetings
• Communicate with the Liaisons, Chairs and Commissioners related to upcoming meetings, etc.
• Maintain Current Rosters of all Commissions and Committees • Facilitate the application a nd interview process for all Commissions and Committees
• Monitor Ethics Training for each Commissioner and Committee Member
• Ensure all Government Codes are followed related to vacancies and notices
• Maintain Commission/Committee Policy Handbook
AB1234 and AB1661 Requirements
• Track the completion of Ethics Training and Sexual Harassment Training of all Council Members and Commissioners
• Maintain a log of those who have completed the training • Maintain files of certificates of completion
2.5%
FPPC Filings
• Filing Official for Campaign Statements for all Candidates and Controlled Committees (these forms are filed Semi -Annually and more frequent during an election)
• Filling Official for Statement of Economic Interests Forms for designated staff
• Update Resolution designating staff every two years
• Maintain logs of all Forms filed
• Maintain Files per the Records Retention Schedule
2.5%
Elections
• Conduct City Elections along with the County of Riverside Registrar of Voters Office on even numbered years (this w ould include everything necessary to ensure a proper election is conducted within the City) • Conduct Special Elections as necessary (this would include everything necessary to ensure a proper election is conducted within the City) 5%
Contracts/Recorded Documents
• Ensure Contracts are executed and provided to the appropriate departments
• Ensure Contracts are retained
• Record and Maintain all Recorded Documents for the City 5%
Website
• Update City Clerk’s Department Page
• Update Commissions and Committees Page
• Maintain Transparency page
• Maintain Policies Page
• Make changes and edits as needed and when capable
5%
Records Retention Schedule/File Room
• Maintain Records Retention Schedule
• Review/Approve Records for destruction
• Maintain City Clerk and other various City records in File Room
2.5%
Miscellaneous Items
• Publish various notices and required documents on an ongoing basis • Prepare Proclamations/Commendations and Certificates upon request • Maintain the Municipal Code/Supplements
• Provide support to the members of the City Council, City Manager and
2.5% 50%
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Executive Staff
o Schedule Conferences and make travel arrangements
o Track/log expenditures and reimbursements
o Reserve City Vehicles
o RSVP for committee meetings and events
o Schedule meetings for City Council with Staff
o Schedule meetings for City Manager and Staff
o Schedule meetings for City Council and members of the public o Schedule meetings for City Manager and members of the public
o Coordinate catered lunch meetings for City Council, City Manager and Executive Staff
o Receive public complaints via phone, in -person and email for City Council and City Manager
o Coordinate media interviews for City Council
• Administer the Oath of Office to all City Council Members, Commissioners, Committee Members and Employees
• Maintain Policy Handbook for the City Council
• Work with other Agencies and Liaisons related to Council appointments and meetings
• Provide various clerical assistance to the City Council, City Manager and City Clerk
o Signature requests
o Letters of support requests
o Scanning and letter preparation
o Business cards and name plates
o Order office supplies
o Mail distribution
The percentages allotted in the table for each function and position may vary depending on the year, the time of year and whether or not there ar e hot topics in the Community, which will cause the amount of time to shift for both positions.
Human Resources
The Human Resources division is staffed by one Human Resources Manager, two specialists and one part -time assistant. The HR Department serves all City employees (Full-Time and Part-Time), volunteers and interns.
The human resources department handles many necessary functions. It is instrumental in ensuring that all human resources functions comply with federal, state, and local regulations.
The following are examples of functions of the Human Resources Department:
Recruitment &
Selection
This work includes job analysis, exam planning, exam design and development, exam administration, equal employment opportunity, hiring, and probationary assessment.
Classification
This work organizes jobs based on defined criteria into a logical structure of titles, common duties and qualifications.
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Compensation This work establishes pay and benefits.
Learning &
Development
This work is relating to e mployee learning and development to support organizational performance. This includes new employee orientation and performance management.
Employee
Relations
This work relates to managing employer -employee relations in both union and non -union environmen ts. This includes HR policy development, employee rights, employee complaint policies, formal discipline, dispute resolution practices and formal collective bargaining in union environments.
Health & Safety
This work relates to employee health, safety, and security. This includes disability management, workers compensation, safety, and risk management related to these issues.
Organizational
Development
This work focuses on increasing the organization’s effectiveness and/or efficiency. This includes st rategic workforce management, organizational system design, employee engagement, and organizational culture management.
The following is a representation of the functions each classification in the Human Resources Department manages. The percentages allotted in the below table may vary depending on the year, the time of year and whether or not there is a special project which will cause the amount of time to shift.
Responsibility Major Activities HR
Manager
HR
Specialist.
(LB)
HR
Specialist.
(AQ)
HR
Assistant
(MM)
Benefits/Open
Enrollment
- Contract review
- Benefits historian
- Oversee HRA program.
- HRIS maintenance.
- Conducts new hire
orientation.
- Performs quality checks of
benefits-related data.
- Determines eligibility.
- Enrolls employees with
carriers and process life
status changes.
- Processes and administers
all leave-of-absence
requests and disability
paperwork: medical,
personal, disability and
FMLA.
- Effectively interprets FMLA
and ADA implications as
they relate to
LOA/disabilities.
- Conducts interactive
meetings.
- Coordinates the open
enrollment process.
- Prepare and submit
1094/1095 Due March 2, to
5% 5% 40%
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EE’s
Division
Budget/Accounts
Payable
- Reconciliation of bills
(CalPERS, Lincoln, Met-Life,
HRA, Dept. charges)
- EE Reimbursements
(Tuition/Wellness)
5% 10%
Document
Retention
- Retention schedule
oversight
2.5%
DOT Drug
Testing Program
DMV Pull Notice
Clearinghouse
- Coordinate drug/alcohol
testing.
- Coordinate training
(reasonable suspicion,
program, defensive driving,
etc.)
- Recordkeeping
5% 2.5%
EE Relations - EE Recognition to include
Service Award/Gift Cards;
coordinate anniversary lunch
with CM (bi-annual-January
& July)
- Assist with Quarterly
meetings.
- Holiday Party
- Employee recognition
events
- Monthly Birthday
celebration/B-day
Cards/Sympathy / Get Well
5% 5%
General Office
Support/File
Maintenance
- VOE
- Compliance Boards
- File Maintenance
- Audits
- Admin Support
- Benefit Summary updates
- Assist w/ special projects
5% 35%
Labor Relations - Negotiations
- Labor Relations | Units
- Labor Relations Historian
25% 10%
Maintain EE
Database
- Monitor evaluation dates,
track and process salary
step changes, longevities,
probation, uniform, bilingual,
associated ticklers.
- Prepare/Distribute PAF’s
5% 35%
Off-Boarding - Exit Interview
- Turnover Report
- Separation letters
- Coordinate exit process
(Department, employee,
Payroll)
5% 2.5%
On-Boarding - Coordinates on-boarding
- Process new hire
- File Organization
- Assign Ticklers
10% 5% 5%
Policy - Monitors developments and
legislation related to human
resources and administrative
matters, evaluates their
impact upon City operations,
15%
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and recommends and
implements policy and
procedural improvements.
- Reviewing, creating, update
Recruitment &
Classification
- Attends and participates in
job fairs.
- Develops, facilitates, and
implements all phases of the
recruitment and promotional
process.
- Collaborates with
department managers to
identify and draft detailed
and accurate job
descriptions and hiring
criteria.
- Identifies and implements
efficient and effective
recruiting methods and
strategies.
- Works closely with
department for target
recruitment.
- Responsible for job posting
and advertisement.
- Screens applications and
selects qualified candidates.
- Schedules interviews;
oversees preparation of
interview questions and
other hiring and selection
materials.
- Coordinates panel selection.
- Collaborates with the hiring
manager during the offer
process.
- Coordinates clearances
- Maintains Position Control
(Requestions, Vacancy log)
- Maintains recruitment plan
calendar.
- Volunteer/Internship
Program Oversight
- Classification – Historian,
Updates
5% 55% 2.5%
Risk
Management
W/C; CalOSHA
Compliance
- Incident, Injury, Illness,
Covid
- Correspondence
- CalOsha Log
- WC Case Management
- Communication with
Department Heads
- Safety Committee
- Ensure appropriate filing,
tracking and related records
management for the City’s
liability and risk
management programs.
- Confers w/ management
20% 20%
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regarding major human
resources activities or issues
and provides assistance.
Strategic
planning
- Develops and directs the
development and
implementation of goals,
objectives, policies and
procedures for the City's
human resources
management and
development programs.
- Prepares and monitors work
plans to meet Division goals
and objectives.
25%
Training - Monitors and coordinates
Required Training
- AB1825 (Sexual
Harassment) and AB 1234
(Ethics) Training Tracking
Ensure compliance.
- SB1343 (Non-Supervisory
Harassment)
- Develop LCW, PERMA,
ERMA Training Calendar
10% 10%
Web
Maintenance
- Maintain current/accurate
documents on HR webpage.
- Salary schedule updates
10%
Communications and Events
Communications and Events Manager
This position has two main job functions of managing the City’s communications and the special events produced by the City and third parties. Now that the COVID -19 situation has dramatically improved, the requirements of the job has flipped back to 80% of the time on Events and 20% on Communications. During COVID -19, this was the complete opposite. As you might note, this is out of balance, but with the new Events Coordinator coming on full-time in the next fiscal year, the goal is for that to shift to a 50-50% split.
On the communications side, the manager is responsible for video messaging, media relations, social media posts and oversight, city and local business promotions, speech and script writing, and production of the city news, the fall and spring resident mailers, annual publications in Palm Springs Life magazine, annual business conferenc es’ script and video production, and the City’s weekly newsletter.
The manager is also responsible for media relations involving communicating and representing the City’s viewpoint on important matters for television, social media, and newspaper outlets. Each day, the manager posts and/or reviews comments on social media posts from constituents to understand and report to the city manager community sentiments and determine if any comment reported violates our social media policy.
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On the events side, the manager is responsible for working with the city council, community stakeholders, and businesses to create, plan, organize, and implement City events or assist with City sponsored events. Those have included our three signature events – the Cathedral City Hot Air Balloon Festival, Taste of Jalisco, and Cathedral City LGBT Days. Other sizable events include Snow Fest, Halloween Spooktacular, Tejano Music Fest, and the State of the City that requires significant speech and script writing as well as video production. The City also produces or participates in other events such as Palm Springs Pride, Palm Springs International Film Festival, Mary Nutter Collegiate Classic, Kids Summer Film Fest, Restaurant Week, Harvey Milk Breakfast, Fields of Valor, Coach ella Valley Battle in the Desert, CCHS Homecoming Parade. Besides the implementation, each of the city events requires significant marketing communications, video production, webpage design and messaging, print collateral, social media messaging, managing sponsorships, ticket sales, vendor contracting, and media relations.
Additionally, the Communications and Events Manager has played a role this past year in the new Cathedral City Community Amphitheater coming online with regards to determining equi pment and amenities that should be added for the best use of the facility. This has also included working with local businesses and the city attorney to produce contracts that promote facility rental, sponsorships, and operations of the concession stand. Additional work was completed to develop professional service contracts for sound/lighting technician as well as operations for special events.
Events Coordinator
Under administrative direction of the Communications & Events Manager, performs a wide variety of tasks related to special events, communications, community relations, as well as special projects assigned by the Communications & Events Manager; plans and coordinates internal and strategic external activities, events and operations; assists wi th the city website and social media presence; and assists as communications link to the public and news media; coordinates activities and serves as liaison with City staff, outside agencies, and the general public.
• Work with Communication & Events Manag er to plan, implement and operate all City special events, as well as any third-party special events. • Assist graphic designer/webmaster to ensure all events are properly advertised on a variety of communication mediums such as electronic billboard, pedestr ian kiosk, airport kiosk, auto center billboard, Spring/Fall mailers, and banners at our local parks.
• Collaborate with two amphitheater brokers in providing planning tours and working with them to get Special Use Permits to City Council. • Work with Communication & Events Manager to maintain calendar of events. • Assist as needed with video shoots, social media, and the City’s website. • Understand and receive training on how to turn off irrigation, power usage, water systems, AV systems, etc.
• Partner with othe r city departments to implement festival safety protocols at events.
• Plans for potential scenarios that could impact the integrity of the event.
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• Manages contact database of vendors, event planners, entertainers/agents, and sponsors.
• Understands, selects, n egotiates, and contracts with culturally appropriate entertainment for City’s special events.
• Coordinates with City’s Risk Manager to mitigate potential litigation related to special events.
• Obtains appropriate outside agency permits for City special events.
Webmaster/Graphic Designer
Webmaster: The City has 12 unique websites. CathedralCity.gov is the City’s governmental website that has information of City Government, departments, and general city information. This website is hosted off -site by Grani cus. The webmaster is responsible for maintaining the general appearance of the site as well as confirming content and appearance meets City web standards as well as legal standards for visual appearance.
Other city websites are hosted on City servers wh ere staff maintain the displayed data as well as the coding making up the website. The 11 websites are:
• DiscoverCathedralCity.com, the City’s main website for news and information • CathedralCityPolice.com
• CCEDD.org, the Economic Development website
• JoinCathedralCity.org, the Human Resources website
• CathedralCityAmp.com, the newest site promoting the Community Amphitheater • CathedralCitySisterCities.com, created for our sister City Committee • CathedraCityPublicArts.org
• Event specific sites:
o Snowfest.us
o TasteofJalisco.com
o TejanoMusicFest.com
o CathedralCityLGBTDays.com
Maintaining these websites includes:
• Keeping the site software updated
• Maintaining Search Engine Optimization (SEO) so the pages are Google searchable
• Keeping plugins updated
• Running weekly security scans on the sites
• Receiving and investigating notices from the sites as to attempted site breeches and hacks
• Maintaining and tracking usage data of all sites
• Publishing Press Releases for CCPD
• Business notification for Economic Development
The position also provides design, subscriber maintenance and weekly sending of the Weekly Newsletter with nearly 2000 of subscribers.
A system -wide search and replace of old or wrong information on our websites has begun. Working with all departments, the webma ster has begun a data refresh of
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CathedralCity.gov. A page-by-page review of the site and updating forms and pages. A search for old logos in forms has also begun.
Graphic Designer: Duties relating to graphic design for the City are mainly related to Communications and Events but can reach to all departments of the City. Much of the time spent is in support of the various events. Creating Logos for the events, designing various media for the events including posters, postcards, banners, brochures, progr am booklets, newspaper and magazine advertising, billboards, and digital advertising.
The Graphic Designer also maintains a library of graphics and sponsor and business logos used during promotion of the events. These logos are typically print ready and large enough for high quality reproduction. If a business does not have such a logo, they must be recreated to meet standards. He also maintains the City Photos library of Images taken in Cathedral City.
3d rendering and design have also become a component of the work. 3d modeling was instrumental in the design of things like the Amphitheater and visualizing future improvements.
The amount of graphic design for our festivals and events has returned to normal levels as the pandemic era subsides. He has des igned several banners, posters, signs, and digital graphics for print and digital billboards for Lamar, Auto center and the City Downtown Digital Billboard.
82 custom sponsor banners were designed and formatted for printing, promoting local businesses for the Downtown Banner Program.
He has also worked with Economic Development to design and create Offering brochures for the 13.5 - and 5-acre parcels downtown. These are 20 -page documents full of exhibits, photos, and maps of the two projects to give prosp ective buyers information relating to each site.
FISCAL IMPACT:
The original published budget for the City Manager department (all divisions) for FY 2 2- 23 was $3,044,671. The total amended budget for the City Manager department (all divisions) for FY 22-23 reflecting amendments through 12-31-2022 is $3,262,975.60
ATTACHMENTS:
CC Org Chart - Citizens 02.06.23
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CITY OF
CATHEDRAL CITY
Citizens of Cathedral City
City Treasurer
ADMINISTRATION
CITY CLERK
HUMAN
RESOURCES
COMM/EVENTS
PUBLIC SAFETY -
POLICE
Administration
Field Services
Investigative
Services
Emergency
Communication
Animal Control
PUBLIC SAFETY -
FIRE
Administration
Fire Suppression
Fire Prevention
Paramedic Services
Disaster
Preparedness
ADMINISTRATIVE
SERVICES
FINANCE
MIS
FACILITIES
ENGINEERING
ENGINEERING
PUBLIC WORKS
DEVELOPMENT
SERVICES
City Attorney (contract)
City Council
City Manager
Assistant City Manager
ECONOMIC
DEVELOPMENT
PLANNING
BUILDING
CODE
COMPLIANCE
Updated: 02.06.23
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Staff Report
City Council
Item No. 1.B
Meeting Date: February 15, 2023
From: Ryan Hunt, Communications and Events Manager
Title: Proposed FY 2023-2024 Special Events
City Council
RECOMMENDATION:
This item is for information and to receive direction from the City Council, no formal action will be taken.
BACKGROUND:
The City Council approved the position of Communications / Events Manager in 2014 to create, implement and manage Special Events by the City of Cathedral City as well as events produced by a third party.
DISCUSSION:
Ryan Hunt, Communications / Events Manager, will provide the city council with an update on proposed FY 2023-2024 special events and seek their feedback.
FISCAL IMPACT:
Attached is a spreadsheet showing the estimated net fiscal impact based on three different options for each event.
ATTACHMENTS:
Special Events - Cathedral City 2023-25 Proposed
1.B
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2023-25 Cathedral City Special Events
Event Name 2022-23 Dates
Proposed 2023-2024
Dates Time Location
2022-23 Budgeted
Amount
2023-24 Option 1
Appropriations
2023-24 Option 2
Appropriations
2023-24 Option 3
Appropriations
2024-25 Option 1
Appropriations
2024-25 Option 2
Appropriations
2024-25 Option
3 Appropriations
Kids Summer Film Series
Every Friday, June 10 -
July 31, 2022 Same
Every Friday at 9:30
am Mary Pickford Theater $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 Food Truck Tuesdays February to early April TBD TBD
Community
Amphitheater $36,000.00 $36,000.00 $36,000.00 $36,000.00 $36,000.00 $36,000.00 $36,000.00 Tejano Music Festival October 29, 2022 TBD TBD
Community
Amphitheater $35,765.28 $35,765.28 $56,265.28 $75,765.28 $35,765.28 $56,265.28 $75,765.28 Homecoming Parade TBD Same 3 pm to 6 pm
Cathedral Canyon Drive
/ ALG In-kind ($5,000) In-kind ($5,000) In-kind ($5,000) In-kind ($5,000) In-kind
($5,000)
In-kind
($5,000)
In-kind
($5,000)
Halloween Spooktacular October 30, 2022 Same Noon to 3 pm Civic Center Plaza $3,589.29 $4,000.00 $4,000.00 $4,000.00 $4,000.00 $4,000.00 $4,000.00 East Palm Canyon Banner
Program
November 1, 2022 -
October 31, 2023 Same Various Times East Palm Canyon Drive $0.00 $14,288.00 $14,288.00 $14,288.00 $14,288.00 $14,288.00 $14,288.00 Palm Springs Pride Parade November 6, 2022 Same 10 am to 12 noon Palm Springs $2,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 Fields of Valor November 5, 2022 Same All Day and Night Patriot Park $2,500.00 $2,500.00 $2,500.00 $2,500.00 $2,500.00 $2,500.00 $2,500.00 Cathedral City Hot Air Balloon
Festival November 18 - 20, 2022 Same Various Times Various locations $115,500.00 $120,750.00 $170,000.00 $208,000.00 $126,750.00 $179,250.00 $279,250.00 Snow-Fest December 7, 2022 December 9, 2023 1 p.m. to 8 p.m. Civic Center Plaza $20,000.00 $20,000.00 $35,000.00 $50,000.00 $20,000.00 $35,000.00 $50,000.00 Palm Springs Film Fest January 5-16, 2022 Same Various Times Mary Pickford Theater $50,000.00 $50,000.00 $50,000.00 $50,000.00 $50,000.00 $50,000.00 $50,000.00 Taste of Jalisco February 3-5, 2023 Same 11 am to 10 pm Amphitheater &
Festival Lawn $75,000.00 $78,750.00 $78,750.00 $78,750.00 $82,687.00 $82,687.00 $82,687.00 Mary Nutter Collegiate Classic
(NCAA Division 1 Softball
Tournament) February 23-26, 2023 Same All Day and Night Big League Dreams
Sports Park $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
State of the City May 16, 2023 Same 11:30 - 1:30 DoubleTree $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Cathedral City LGBT Days March 3-5, 2023 Same Various Times Various locations $75,000.00 $78,750.00 $78,750.00 $78,750.00 $82,687.00 $82,687.00 $82,687.00 Harvey Milk Breakfast May 11, 2023 Same 9 am to 12 noon PS Convention Center $1,000.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 PS Restaurant Week June 3-12, 2023 Same Various Times Various locations $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 Grand Total $419,854.57 $448,803.28 $533,553.28 $606,053.28 $462,677.28 $550,677.28 $685,177.28
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Staff Report
City Council
Item No. 1.C
Meeting Date: February 15, 2023
From: Kevin Biersack, Deputy Finance Director
Title: Staffing Review of the Administrative Services Department
City Council
RECOMMENDATION:
This item is presented for information, discussion and direction only.
BACKGROUND:
As part of the Fiscal Year (FY) 2023/2024 and 2024/2025 biennial budget process and timeline, this is the opportunity to brief City Council and our constituents on the roles and responsibilities of the Administrative Services Department.
DISCUSSION:
The Administrative Services Department coordinates and leads the efforts of the following departments:
• Facilities
• Finance
• Information Technology (IT)/Management Information Systems (MIS) • Risk Management
• Housing Successor Agency
• Successor Agency to the former Redevelopment Agency
• General Government
To be consistent with information provided in previous reports, the following chart shows how staffing has changed over the past 10 years using budget data.
FY13/14 FY20/21 FY22/23 FY 23/24
Admin. Services 1.00 1.00 1.00 1.60
Licensing/Reception 2.00 3.00 4.00 3.50
Finance 6.33 7.75 8.30 7.00
IT 2.12 3.00 4.00 5.00
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Housing 0.50 0.25 0.20 0.40
Facilities 2.00 3.00 3.00 3.00
RDA 1.25 0.00 0.00 0.00
Admin. Services Total 15.20 18.00 20.50 20.50
The Administrative Services Department works to ensure the continued economic and financial health of the City, the strength and security of the City’s physical assets through its’ management of facilities and in formation systems, along with mitigating risks through appropriate insurance activities, to include (but not limited to) training programs offered through membership in our Joint Powers Authority. Working through other departments and their corresponding d ivisions, the Administrative Services Department provides direction to, coordinates and administers these functions to support the City’s primary mission to service the needs of the citizens and businesses within the Cathedral City community. Administrative Services also administers the city’s 457(b) employee retirement plans. Goals for the upcoming year are included in the attachment labeled Administrative Services Goals and Initiatives.
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FACILITIES DIVISION
The Facilities Division includes the following staff:
• Facilities and Field Superintendent
• Assistant Facilities Maintenance Supervisor
• Facilities Maintenance Worker II
Facilities Division consists of a team of highly skilled trade staff maintaining the City’s buildings, facilities, and since 2015, ha s been responsible for the maintenance of adjacent grounds, which surround the facilities, once done by the city’s Public Works Division. The mission is to provide quality service in an efficient and professional manner to ensure building safety and comfor t. Facilities is responsible for the detailed daily preventative maintenance and repair to keep the City’s buildings, facilities, and adjacent grounds in a well -maintained operational condition. Facilities prepares specifications for projects related to ci ty facilities, such as roof replacement, interior building remodels, contracted exterior painting projects, electrical conduit installation and repair, along with heating, ventilation, and air conditioning repairs or replacements.
In doing so, the staff em braces safety, courtesy, integrity, and excellent customer service while providing a work environment that is comfortable, safe, and easy to maintain.
Additional services and functions include:
• Analysis of energy consumption and means by which to minimize consumption and maximize savings.
• Create and recreate landscaping that conserves water, requires less maintenance and still has a pleasing appearance.
• Investigate products, methods, and procedures that enhance the facilities and grounds, yet provide for conservation, less maintenance, and longer life. • Facilitate repairs that not only address the immediate problem but project forward for longer term solutions.
• Provide information to our end -users as to the best approach to get the best and long-lasting use out of our facilities.
• Provide swift and comprehensive response to not only COVID-19, but a multitude of occurrences that periodically present themselves.
• Provide 24/7/365 emergency service on all calls that require Facilities presence.
Staff has differen t levels of expertise in various fields. Facilities staff hold a B, (general contractor) license, a C10, (electrical contractor) license, a State of California Energy Auditors Certificate, a LA City Stationary Steam Engineers License, a certificate of completion in Heating, Ventilation, and Air Conditioning, and a UBC Masonry Inspectors License.
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FINANCE DIVISION:
The overall mission of the Finance Division is to be the City’s financial organization to ensure we responsibly account for and fiscally manage the City’s financial portfolio (which includes over 50 different funds). With being a full -service City, we support not only the traditional City Hall and Public Works (non -sworn) functions, but also are required to develop and train staff to effectively account for and support the Public Safety (sworn) functions, including the Police and Fire departments. Note - many cities in the Coachella Valley contract out these functions to the Riverside County and their finance department does not have this added responsibility.
It is incumbent upon the Finance Division to ensure we use and apply Government Accounting Standards Board (GASB) statements and pronouncements appropriately to ensure we follow Generally Accepted Accounting Principal (GAAP) standards. In d oing so, we must guide and mentor the financial staff to ensure there is applicable training and staff development for their individual and collective growth to meet the continued success of our organization, the City and the citizens we serve.
DISCUSSION:
Finance staff planning and organizing activities include:
• Recommend and assist in the implementation of goals, objectives, policies and procedures for our primary activities:
o Paying our Vendors,
o Paying our People, and
o Ensuring we properly account for these primary activities • Establish schedules and methods for finance and accounting processes and services.
• Coordinate finance and accounting related activities with other City departments and divisions.
Finance staff identify, manage and prepare:
• budget preparation and administration, including monthly budget report analysis, • cost estimates,
• various financial statements and reports throughout the annual reporting process. • monitor and control expenditures,
• monitor fixed assets and capital projects,
• maintain C ity debt records including adherence to bond and loan requirements and timely debt service payments,
• reconciliation of daily and monthly bank activity and statements, • fiscal agent activities,
• financial investments,
• other financial records, e.g., 501 (C),
• monthly and year-end general ledger closing processes.
Activities the Finance Division Staff perform:
• special accounting and financial reporting required by Federal, State, County and commercial grants,
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• technical work in developing, managing, and particip ating in internal audits by coordinating the preparation of external audit materials for federal, state, county and internal/independent annual audit and reporting activities, • preparation of State and Federal reports, including tax reporting to the Interna l Revenue Service (IRS) and the State of California,
• special accounting procedures, budgetary accounting procedures and systems, • coordinating and supporting auditors and their activities in both internal audits of financial records for other departments, e .g., grants, and external audits, e.g., Cannabis, TOT, and reviews of financial records while ensuring audits are completed successfully.,
• functioning as the lead internal organization for development and functional maintenance of the City-wide Enterprise Resource Planning (ERP) system; while also serving as the process owner for the financial and accounting, payroll; licensing and inventory software and the associated applications; monitor, track and help resolve user or system issues.
Finance Staff Required Knowledge, Skills and Abilities
Extensive knowledge of municipal financial planning and budgeting, accounting and financial reporting, payroll, auditing, licensing and cash receipting/revenue recognition.
Interpreting and applying city, state, and fe deral policies, laws and regulations to include, but not limited to, laws regulating public finance and fiscal operations. Design and implement sound accounting and record keeping systems with strong internal controls
Decide workload/priorities/applicabl e training to ensure we provide superior & timely support to our internal departments/divisions, including Elected Officials), while also supporting our external constituents and vendors/suppliers and external agencies at the federal, state, county and mun icipal levels. We have a departmental task list with daily, weekly, monthly, quarterly, annual and as needed activities
We are the hub for the City-wide Biennial Budget:
• Preparing budget materials from the Financial system, • Directing staff on budget development and preparation, • Providing department and division budget estimates and materials for review, • Provide advice/direction on how/what/when/why for their department budget inputs (adds/deletes/edits) to what our department provides to them • Prepare Council Budget book for review
• Prepare Adopted Budget in accordance with GFOA guidance
Throughout budget implementation, as City Council approves budget actions throughout each fiscal year, the staff accounts for and amends department/division budgets accordingly.
Beyond that, at the current and proposed staffing level, we are still strongly inhibited from effectively handling the following tasks:
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• Detailed risk management financial and ongoing department review activities, • Automated grant management, and mo re detailed purchasing activities to account for encumbrances
A detailed Finance Division reporting list, when applicable, is below:
Financial Reporting and Timelines:
Report Due Date(s)
Certified Access Specialist program (CASp) 7/31 and each Quarter Sales Tax – CA Dept Tax & Fee Admin (CDTFA) 7/31 and each Quarter Recognized Obligation Payment Sched (ROPS) PPA 10/01
ROPS Amendment 10/01
ROPS 11/01
AB 1600 Development Impact Fee 11/15
RRF-1 & CT-TR-1 for CURC 11/15
IRS 990 11/15
CA 199 11/15
Comprehensive Annual Financial Report (CAFR)
• Draft to Auditors 10/30
• Feedback from Auditors 11/20
• Final 12/15
• City Council 12/31
• GFOA Submission 12/31
Ground Emergency Medical Transport (GEMT) 11/30
Budget Biennial
• Schedule from December through May Various
• GFOA Submission 06/30
State Controller’s Report (SCR)
• City/CSD/PFA 01/31
• Single Audit
o SCR, Caltrans, Federal Clearinghouse 01/31
Underground Storage Tank - CDTFA 01/25
Possessory Interest County - Land 02/15
Possessory Interest County - Cable 03/31
Housing & Community Development to State 03/31
Housing Letters for Outstanding Loans 03/31
SCR Payroll 04/30
Audit Timelines
Interim Audit May
Year-End Audit Sept-Oct
RCTC/Measure A & TDA October
SCO Street Report /SB 1 November
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INFORMATION TECHNOLOGY DIVISION
The Information Technology (IT) Division includes the following staff:
• Chief Technology Officer
• Senior Network Engineer
• Enterprise Applications Engineer
• Geographic Information Systems (“GIS”) Coordinator
• Systems/Software Administrator
The Information Technology Division is responsible for management, support, securing of technology infrastructure, information systems hardware and software, telecommunications, and geographic information systems. It provides leading edge technology and related services for utilization by various departments of the City.
Special services and functions of the division include:
• Provide information systems decisions, planning, and support • Research new technologies to provide the latest technology and training • Implement policies and procedures for the maintenance and operation of all city computer systems
• Update and maintain computer hardware and software purchasing and software licensing standards
• Implement and maintain telecommunication policies and procedures • Implement and maintain security policies and security technologies to protect the City’s information systems
• Implement and maintain geographic information systems to be us ed by Public Safety and Non-Public safety agencies
• Implement and maintain interagency communication technologies and policies • Establish and maintain:
▪ Network infrastructure and support system
▪ Wireless infrastructure
▪ Database and internet technologies
▪ System Recovery Plan
▪ Server and desktop computer systems, printers, and laptops ▪ Computer hardware and software standards and support
▪ Technical support and maintenance of Public Safety dispatching and mobile systems
▪ Data exchange standards
▪ Telecommunication systems
▪ Security & cybersecurity systems design and support
▪ Surveillance Systems
▪ Physical Access controls
▪ System auditing and investigations
▪ Research and test application software products
▪ Provide Software Application Development and Software Support ▪ Manage databases and web-based applications
▪ Geographic information systems
o Develops and maintains GIS mapping data
o Provide GIS Application Development and GIS Support
o Manage GIS databases and GIS Enterprise servers
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o Develops and maintains GIS web application systems
o Provide end-user GIS software training
o Offsite surveying of Streets, Addresses, Hydrants, and GIS related features
▪ Application and Web development
▪ Cloud Technology Services
▪ Audio/Video Technologies for Council and Commission Meetings ▪ Public Safety dispatching and mobile computing technologies
RISK MANAGEMENT
Starting in the mid-1970s, California public entities were unable to purchase some types of insurance and/or obtain affordable coverage in the commercial market. By the mid - 1980s, commercial liability insurance was virtually unavailable for public entities.
As a result, California state legislation was enacted to authorize public entities to self - insure and pool their assets to jointly control their risks and pay their claims.
The Public Entity Ri sk Management Authority (PERMA) was created in 1985 for the purpose of jointly funding programs of insurance. PERMA is a statewide agency consisting of thirty-one public entity members, consisting of 21 cities, 4 transit agencies, and 6 special districts.
PERMA is governed by a Board of Directors, consisting of one representative from each member agency. The Board meets two times a year. The Board elects an Executive Committee, meeting in between Board meetings to supervise and conduct PERMA affairs. The day-to-day business of PERMA is handled by a full -time staff headed by a General Manager. The City of Cathedral City has been a member of PERMA since 1992.
The risk management function provides services, including loss prevention, control, financing an d recovery. Specifically, this involves the identification and evaluation of actual and potential risks, and the avoidance, reduction, retention or transfer of such risks. Key areas of concentration include public liability, employee benefits, unemployment insurance, fidelity bonding and property insurance.
Coverage programs available to PERMA members:
General Liability provides defense and indemnity coverage against claims and suits arising from covered occurrences. It provides $50 million in broad form general liability coverage, which includes auto liability, bodily injury and property damage, personal injury, and public officials’ errors and omissions. Members select from a self -insured retention (SIR) of $0, $5,000, $10,000, $25,000, $50,000, $75,000 , $100,000, $125,000, $250,000, or $500,000. The City, as a member, has a Self Insured Retention (SIR) of $250,000 per incident.
Workers’ Compensation provides statutory benefits for employee injuries arising out of and in the course of employment. It p rovides statutory limits in workers’ compensation
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coverage and $5,000,000 in employers’ liability coverage. The City as a member has a n SIR of $250,000 per incident.
Property provided directly through Alliant Insurance Service is a fully insured progra m providing all-risk replacement cost coverage. Automobile physical damage coverage is also provided on a replacement cost basis. The City currently has approximately $89 million dollars of assets it insures with a variety of deductibles depending on the asset and/or incident.
Employment Practices Liability (EPL) provides members coverage for employment related lawsuits, such as wrongful termination and discrimination, through participation in the Employment Risk Management Authority (ERMA). ERMA provide s $1 million in employment practices liability coverage. Additional limits in EPL coverage are provided by PRISM (CSAC-EIA). The City as a member has an SIR of $25,000 per incident.
Cyber Liability is provided directly by Alliant Insurance Services. This program provides coverage for information security & privacy liability, privacy notification costs, regulatory defense & penalties, website media content liability, cyber extortion, first party data protection & business interruption losses.
Crime Covera ge provides public employee dishonesty, forgery or alteration, and computer fraud coverage, with a $5.0 million limit and $2,500 deductible.
Currently, the Administrative Services Director is the only resource to review, provide feedback and guide the se curitization on insurance related coverages as this responsibility is not supported by any other staff. Due to lack of staffing, we cannot adequately manage the appropriate insurance coverages from developers and utility companies related to public improve ments, certain permits, etc. In addition, the regular evaluation on infrastructure i.e., sidewalks, roadways, etc to determine liability and risk exposure. We can be reactive and manage claims, but we are unable to be proactive to mitigate risk.
Longer term goals and objectives would include:
• Reviewing practices of departments to remove the City from any possible liability. • Proper infrastructure evaluation of sidewalks and walkways • ADA evaluation of parks and associated facilities for compliance • Protecting public and employee safety.
• Communicating safe work practices throughout the organization
HOUSING SUCCESSOR
The Housing Successor Agency includes the 40% of the Finance Assistant’s efforts, (with the other 60% dedicated to the Finance Division), with guidance and support from the Administrative Services Director and an Accountant.
The responsibilities of the Housing Successor Agency fall within the Administrative Services Department. Redevelopment Agencies (RDAs) in California were formerly dissolved effective January 1, 2012. The affordable housing functions of the former
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RDAs were assigned to Housing Successor Agencies (HSA). Most commonly, the City or County created the HSA, either directly or through its own housing authority.
The housing ass ets of the former redevelopment agency of the City of Cathedral City were assumed by the City, as such the City serves as the HSA. At the time of RDA Dissolution, there were 81 Housing parcels to be developed or sold, most of which were infill parcels. To date, 67 parcels have been sold. 14 parcels remain, with nine (9) across from city hall and five (5) at the north end of the city near the railroad tracks.
Unlike when Redevelopment Agencies existed, which allowed a 20% allocation of tax increment (also known as set -aside) to be used for housing related activities, the City has no current consistent revenue stream to support active housing related activities.
As such, previously secured real estate, as identified above, was marketed for liquidation. Most recently, housing proceeds from real estate sales were consolidated to provide limited assistance to two primary projects for the HSA:
• Veterans Village – a 60-unit new veteran’s housing project • Cathedral Palms – the renovation of a 50+ year old very -low and low -income housing project.
In addition, the City must conduct annual report and compliance monitoring of our restricted housing stock, as required by the California Department of Housing and Community Development (HCD). In addition to the annual monitoring, we also process demand notices, payoffs and file lien releases for those properties being sold, refinanced or transfer and any lien or encumbrance is being paid off. These proceeds must go into the housing fund for future housing related activ ities. In addition, we mail letters, document contacts and drive by the developments.
The following is a list of Cathedral City Housing Projects:
Casa San Miguel de Allende : This two-story 39-unit special needs housing project is located in multiple buil dings on and around Melrose Drive in the Cove neighborhood, south of East Palm Canyon Drive. The project is restricted to very low -income disabled persons. It was opened in 1998, using HOME, RDA, HOPWA, and CDBG funds.
Casa Victoria: This is a 50 -unit project, opened in 1999 using HUD 202 funds, located at 34-445 Corregidor Dr. This project provides housing for low -income seniors over 62 years of age. Rent is restricted to 30% of their income, and utility allowances are offered.
Cathedral Palms Apartment s: This 231 -unit project is located at 31 -750 Landau Boulevard. The “All Senior” project was originally constructed in 1968 and substantially rehabilitated in 1997, using bonds and RDA set aside funds. The City is currently participating in a major rehabil itation of the units, in cooperation with National CORE.
The project has been reconfigured into 224 units (184 studio and 38 two-bedroom units plus two ( 2) manager units) of which 222 are deed restricted , comprised of 68 units extremely low and 154 very lo w (50% below). Utilities are provided, including water, gas, cable, and domestic trash services.
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Cathedral Towne Villas : Located at 36 -700 Pickfair Street, this 61 -unit apartment complex offers family housing to moderate income families.
Creekside Apart ments: Consists of 185 units within a one and two -story complex located at 68 -200 33 rd Avenue. There are 40 two -bedroom units, 104 three -bedroom units, 40 four -bedroom units and one (1) management unit. This project provides housing for low and very low-income.
Coachella Valley Housing Coalition (CVHC) Duplex Conversion Project : In 1997- 1999 the Redevelopment Agency cooperated with the CNHC to acquire 16 bank -owned duplexes (originally constructed in the 1980’s) and convert the units into 32 affordable, single-family, owner -occupied homes through a self -help program, with the families rehabilitating and converting the homes as part of the down -payment at an affordable purchase price. There are currently 32 homes continuing to hold the restricted covenants.
Heritage Park : Contains 153 units within a two -story complex, including 144 one - bedroom units and seven (7) two-bedroom units and two (2) management units. This project provides housing for low -income seniors over 55 years of age. The project is located at 69-100 McCallum Way.
Mountain View Apartments : This is a 280 -unit Senior multifamily one -bedroom apartment complex development located at 68 -680 Dinah Shore Drive. This development is for seniors age 62+ and persons with disabilities. There are 83 low - income affordable senior units, 193 median income, two (2) management and two (2) maintenance units.
Northwoods (Canyon Vista) Apartments : This family project offers 90 units, of which 46 are low-income units. It is located at 68-605 Corral Road.
Nova Ocotillo Place: Provides 135 apartments, of which 108 units are for moderate to high income tenants, and 27 units are for very low -income tenants. The low -income units were acquired using bond financing and was substantially rehabilit ated in 1998.
The project is located at 69 -155 Dinah Shore Drive and includes one and two -bedroom units.
Park David Apartments : This 240-unit apartment project for low -income seniors (over 55) is located at 27 -700 Landau Boulevard. The project contains 12 0 one-bedroom and 120 two-bedroom units. The complex offers 20% of the units to very low -income seniors and 80% to low-income seniors and became operational in 2000.
River Canyon Apartments : Located at 34 -300 Corregidor Drive, this project offers 60 units; 41 two-bedroom and 19 three-bedroom; six (6) units restricted to extremely low, 39 units very low, 14 units low and one (1) manager unit.
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Terracina Apartments : This project provides 80 units to low - and moderate -income families consisting of 1 one -bedroom unit, 47 two -bedroom units, 30 three -bedroom units, and two (2) four-bedroom units. It is located at 69 -175 Converse Road and was built in 1994. These units will remain affordable until 2045.
Tierra del Sol : This project provides 75 one -bedroom units to very low -income senior households over the age of 62. It was primarily funded with local and HUD 202 funding and rents are 30% of the tenants' income. It is located at 37 -101 W. Buddy Rogers Avenue.
In addition, multiple ownership units have been buil t in the City under various self -help or sweat -equity programs as shown below. There are 535 of these units in the City requiring annual monitoring and follow up.
Owner-Occupied Housing Units Income Category Earliest
Release
30 to 45 -year Covenant with
resale restrictions
492 Very low to moderate
income
2025 or at
pay-off
30-year Habitat for Humanity
Housing
11 Very low income 2025
30-year Covenant with resale
restrictions CVHC conversion
14 Very low to low income 2025
30-year Covenant on self -help
homes
7 Very low income 2025
30-year Covenant on 1st Time
Homebuyer grant
11 Very low and low income 2027
SUCCESSOR AGENCY to the FORMER REDEVELOPMENT AGENCY
As of February 1, 2012, all redevelopment agencies throughout the State were required to dissolve as a result of the passage of ABX1 -26 and the subsequent ruling by the California Supreme Court. On June 27, 2012, AB 1484 became law. AB 1484 amended many components of ABX1-26 and revised several operating procedures.
Pursuant to Health and Safety Code (HSC) section 34177 (o) (1), effective July 1, 2016, Recognized Obligation Payment Schedules (“ROPS”) are required to be prepared by successor agencies and approved by the Countywide Oversight Board (OB) for prospective annual periods (shown as two six -month periods) and are the budgetary documents upon which the County Auditor Controller distributes what was formerly tax increment to successor agencies to allow them to pay approved enforceable obligations and administrative costs during the following year . The ROPS is prepared by Finance staff and presented to the City Council, acting in the capacity of the Successor Agency in November of each year. The following Tax Allocation Bonds and obligations of the former Redevelopment Agency must be managed to their respective conclusions:
2000 Tax Allocation Bond Series A 2034
2007 Tax Allocation Bond Series B 2032
2014 Tax Allocation Bond Series A 2035
2014 Tax Allocation Bond Series B 2034
2014 Tax Allocation Bond Series C 2034
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2021 Tax Allocation Bond Series A 2035
2021 Tax Allocation Bond Series B 2032
2021 Tax Allocation Bond Series C 2034
Administrative Allowance 2035
Bond Payment Services 2035
Date Palm Center DDA 2027
GENERAL GOVERNMENT:
The non-departmental function accounts for those general government expenditures not readily able to be allocated to any one department and/or reflect jointly coordinated programs or projects across multiple departments. Expenditures included in this category provide a broad benefit and may b e applicable to various departments and divisions. Examples include: miscellaneous dues and subscriptions, supplies used by all departments, common use office equipment and associated maintenance, tax sharing agreements, unassigned fleet and utilities, and City debt service obligations, non – Assessment District or Successor Agency debt, and contingencies.
FISCAL IMPACT:
As of 12/31/2022, the budget for the Administrative Services department (all divisions) for FY 2022/2023 is $10,061,403.98.
Separately, the budget for General Government (unassigned) as of 12/31/2022 is $4,887,650.94. The Administrative Services department assigns and provides oversight to ensure expenses do not exceed the authorized budget.
ATTACHMENTS:
Adm Svcs Goals and Initiatives 02.15.2023
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A d m i n i s t r a t i v e S e r v i c e s
2 0 2 3 G o a l s
P r e s e n t e d B y
K e v i n B i e r s a c k
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Attachment: Adm Svcs Goals and Initiatives 02.15.2023 (3628 : Staffing Review of the 2/9/2023 8:11 AM
Administrative Services 2023 Goals
Biennial FY 2023/2024 and FY 2024/2025 Budget
▪ More interactive budget process with City Council and departments – utilizing Tyler Munis budget functions
▪ Implementing Tyler Munis Position Budget Control for the Next Biennial Budget Cycle(FY 2023/2024 & FY 2024/2025)
Commence Tyler Munis Payroll Enhancements
▪ Time Clocks , then
▪ Advanced Scheduling for Public Safety & Dispatch
Implement Development Impact Fee Study, effective 07/01/2023 Internal Processes for Purchasing (i.e., Purchasing Checklist) Create an active Risk Management Role/Function with Departments/Divisions to Mitigate Potential Litigation
Pursue Outsourcing Licensing function(s)
Finance:
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Attachment: Adm Svcs Goals and Initiatives 02.15.2023 (3628 : Staffing Review of the Administrative Services 2023 Goals
Facilities:
Facilities Master Plan
14 Facility Assessment
Improvements: next five years and beyond
Amphitheater Programmable Access / Electronic Locks
Cooling Towers / Energy Management System
City Hall Kitchen and Public Works Flooring upgrades
Emergency Generators Evaluation
Fire Station 413 Window Replacement
Town Square Fountain
Structural
Soft Surface
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Attachment: Adm Svcs Goals and Initiatives 02.15.2023 (3628 : Staffing Review of the 2/9/2023 8:11 AM
Administrative Services Initiatives
Finance:
▪ Create a City Risk Management system and processes
▪ Continue educating Departments/Divisions on budgetary awareness and accountability ▪ Continue to utilize and expand the Enterprise Resource Planning (ERP) system and its capabilities, e.g., Grant Master, Asset Management, Purchasing Information Technology and Facilities:
▪ Master Plan Initiatives
▪ Upon plan deliverable, determine path forward
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Attachment: Adm Svcs Goals and Initiatives 02.15.2023 (3628 : Staffing Review of the Administrative Services 2023 Goals
Information Technology (IT):
Upgrade Cathedralcity.gov web hosting system
Replace Training Laptops with New Laptops
SiFi Smart City applications; Wireless & Security @ Parks Continue to improve serviceability by adding/updating hardware and/or adding/updating server software, such
as operating system, database, email systems, file server systems, and telephone systems
Continue improving GIS data and mapping system
Continue utilizing/training staff on Office 365 to provide cloud storage, cloud email system, online collaboration, conferencing, instant messaging, and new office versions.
Enhance management and security of Office 365
Continue improving IT Security hardware & software
solutions to include the deployment of a yearly IT Security Awareness Training
IT Assessment and IT Master Plan – In Progress
Go Live with Customer Self Service and Online Payments Deploy Time Clocks to City facilities
Upgrade City Clerk's Agenda Management & LaserFiche to Enterprise Solution
Upgrade Cardkey System Software
Upgrade GIS to Enterprise Solution
Upgrade backup system to have Cloud backups/DR solution Provide Technical Assistance in Implementing
Fuel Management System
Setup a new media server for Council Chambers
Deploy new network connectivity for Ocotillo Park and Soccer Park to replace Edom Hill connections
Implement Community Engagement Platform
Implement Managed Detect and Response via Third Party Implement Network Access Control System for wired devices
1.C.a
Packet Pg. 35
Attachment: Adm Svcs Goals and Initiatives 02.15.2023 (3628 : Staffing Review of the