Agenda Item A.1
CPMS WORKSHOP
Meeting Date: March 9, 2023
____________________________________________________________
TO: Mayor and Councilmembers
FROM: Robert Nisbet, City Manager
CONTACT: Ryan Kintz, Assistant to the City Manager
SUBJECT: City Manager Department Fiscal Year 2023-24 Annual Work Program
RECOMMENDATION:
Discuss work priorities and adopt an Annual Work Program for FY 20 23/24 for the City Manager Department.
BACKGROUND:
The Fiscal Year (FY) 202 3-2024 City Manager Department Annual Work Program available in Attachment 1, provides a regular, structured mechanism to allow the Council to review and discuss the Department’s work commitments and staffing resour ces, consider individual Councilmember’s project ideas and provide direction on the Department’s work priorities for the next fiscal year . It also summarizes work progress and accomplishments for FY 202 2-2023 and lays the groundwork for the Department budget, which will be presented to Council during the upcoming budget workshops.
Where available budget and staffing are finite, and the list of possible City -wide work efforts are growing, a priority-setting process is useful to allow the City Council to establish policy priorities. A regular priority -setting process allows the Department to plan for and assign work within available resources in a structured way. This system works better and is more efficient than attempting to shift resources ad hoc to new projects as Council members identify and introduce new ideas and work priorities during the year.
DISCUSSION:
Purpose
The purpose of this workshop item is to update the Council on existing work commitments and recent accomplishments, and to provide the Council an opportunity to discuss work priorities for the City Manager Department for the upcoming fiscal year. As noted above, the Annual Work Program creates a regular mechanism for the Council to establish the Department’s work priorities, but it is also an opportunity for Council to propose and consider ideas for new work projects and shape the work plan for the 1 Meeting Date: March 9, 2023
coming year.
Staffing and Budget Constraints
Setting of work priorities must of course occur within the constraints of budget and available staffing. Goleta is still a small city with a limited staff and finite resources. Given the large number of competing, pos sible work priorities, the City must take care not to overcommit at any given time and instead be prepared to take a measured approach at delivery of services and projects . Over time, much can be accomplished, if available staffing resources are concentrat ed and projects are completed sequentially. It is also important for the City to keep some capacity in reserve to deal with unanticipated events and needs beyond the City’s control that inevitably arise in any given year , particularly in the City Manager Department.
Staff’s Fiscal Year 2023-24 work programs reflect the day-to-day responsibilities of each department, as well as those priority projects that the department reasonably expects it can achieve in the coming fiscal year. Each department’s work program also shows a list of long -range projects that exceed the department’s projected capacity to take on next fiscal year, but which staff will attempt to tackle either as staff capacity unexpectedly becomes available, or in future year work programs. If the City Council wants to move some of these long -range projects or new projects into the upcoming fiscal year priorities, staff will need to take other projects out of the work program. Alternatively, if Council desires more work to be completed sooner, the City Manager may recommend that Council approve adding more staff or consulting resources. However , staff and Council must carefully consider the long -term impacts to the General Fund of simply adding staff. In addition, Council must take into accou nt the realistic constraints of managerial and administrative capacity to oversee and support more staff or consultants and work.
Effective in January 2024, the passage of Measure B will increase revenues to allow the City to complete many of the previously unfunded priorities that have been identified by Council. The expenditure categories for these funds will be reflected in the upcoming two-year financial plan, even where the specific expenditure has not yet been identified.
Addressing new and expanded projects and priorities will require new commitments of staff time. However, rather than staffing up sharply next year, staff will be recommending a measured implementation of new staffing and projects to ensure the most responsible balance of those new funds between staffing and program expenses over the short- and long-term horizons. Therefore, while staff are requesting very modest staffing increases in Fiscal Year 2023 -34, Council can expect some as -yet-unidentified new staffing requests in Fiscal Ye ar 2024-25 (and in some cases, before then) to address this new workload.
Scope
The Annual Work Program covers the work of the four main divisions of the City Manager Department: 1) The General Administration Division; 2) The City Clerk’s Division; 3) the Community Relations Division; and, 4) The Human Resources/Risk Management 2 Meeting Date: March 9, 2023
Division. The Annual Work Program compares current work commitments and potential new projects with available staffing resources. Tentative completion dates for projects and delive rables are best estimates and should therefore not be interpreted as a commitment.
FISCAL IMPACTS:
The Annual Work Program for Fiscal Year 2023-24 is largely consistent with the current adopted budget with respect to existing positions, departmental structure and the level of work commitments, including consultant or outside vendor resources. It also lays the groundwork for the next budget cycle assuming a continuation of existing staff resources.
It should be noted that Council has identified the following priorities for new Measure B funds that will directly likely affect the City Manager Department in coming years:
Economic Development Strategic Plan Implementation
Childcare Programs
Public Safety and Emergency Response (Fire and Sheriff) In addition, with the new Measure B funding in the City’s operational departments (Public Works, Planning and Environmental Review, Neighborhood Services, General Services) there will be impacts to all administrative departments and divisions, including the City Manager Department, to support increases in staffing, contractors, and financial activity in those departments. We anticipate that most of the impacts of these new opportunities will be reflected in the City Manager’s Department Fiscal Year 2024-25 work program.
Reviewed By: Legal Review By: Approved By:
___________________ ___________________ _________________ Kristine Schmidt Megan Garibaldi Robert Nisbet
Assistant City Manager City Attorney City Manager
ATTACHMENTS:
1. Draft FY 2024 City Manager Department Annual Work Program
2. Annual Work Program Presentation
3 ATTACHMENT 1
FY 2023-2024 City Manager Department Annual Work Program 4 1
FISCAL YEAR 2023-24 ANNUAL WORK PROGRAM
CITY MANAGER DEPARTMENT
March 9, 2023
5 2
FISCAL YEAR 2023-24 ANNUAL WORK PROGRAM
CITY MANAGER DEPARTMENT
Table of Contents
EXECUTIVE SUMMARY ........................................................................................................ 4 Introduction and Purpose ..................................................................................................... 4 Department Staffing and Organizational Structure ............................................................... 4 Figure 1: City Manager Department Structure ..................................................................... 5 FY 2023-24 ANNUAL WORK PROGRAM GENERAL GOVERNMENT DIVISION ................ 6 Role of the Division .............................................................................................................. 6 Division Staffing and Structure ............................................................................................. 6 Figure 2: General Administration Division Structure ............................................................. 7 Workload Considerations ..................................................................................................... 7 Projects and Programs/Ongoing Work Efforts ..................................................................... 8 Table 1: Day-to-Day Staff Responsibilities for FY 2023-24 ................................................... 8 Key Accomplishments and Milestones ................................................................................. 9 Table 2: Key Accomplishments and Project Milestones, FY 2022-23 .................................. 9 Fiscal Year 2024 Projects .................................................................................................. 10 Table 3: Fiscal Year 2024 Projects .................................................................................... 11 Long Range Projects Contingent on Staff Capacity ........................................................... 12 Table 4: Long Range Projects Contingent on Staff Capacity ............................................. 12 Role of the Division ............................................................................................................ 13 FY 2023-24 ANNUAL WORK PROGRAM CITY CLERK DIVISION ..................................... 13 City Clerk Division Staffing ................................................................................................. 13 Figure 3: City Clerk Division Structure ............................................................................... 14 Workload Considerations ................................................................................................... 14 Projects & Programs/Ongoing Work Efforts ....................................................................... 14 Table 5: Day-to-Day Staff Responsibilities, FY 2023-24 .................................................... 14 Key Accomplishments and Milestones ............................................................................... 16 Table 6: Key Accomplishments and Project Milestones, FY 2022-23 ................................ 16 Table 7: City Boards and Commissions ............................................................................. 16 6 3
Fiscal Year 2024 Projects .................................................................................................. 17 Table 8: Fiscal Year 2024 Projects .................................................................................... 17 Long Range Projects Contingent on Staff Capacity ........................................................... 18 Table 9: Long Range Projects Contingent on Staff Capacity ............................................. 18 Role of the Division ............................................................................................................ 19 FY 2023-24 ANNUAL WORK PROGRAM COMMUNITY RELATIONS DIVISION ............... 19 Community Relations Division Staffing .............................................................................. 19 Figure 4: Community Relations Division Structure ............................................................. 19 Workload Considerations ................................................................................................... 20 Projects & Programs/Ongoing Work Efforts ....................................................................... 20 Table 10: Day-to-Day Staff Responsibilities, FY 2023-24 ................................................. 20 Key Accomplishments and Milestones ............................................................................... 21 Table 11: Fiscal Year Outreach Comparison ..................................................................... 22 Table 12: Key Accomplishments and Project Milestones, FY 2022-23 .............................. 23 Fiscal Year 2024 Projects .................................................................................................. 23 Table 13: Fiscal Year 2024 Projects .................................................................................. 23 Long Range Projects Contingent on Staff Capacity ........................................................... 24 Table 14: Long Range Projects Contingent on Staff Capacity ........................................... 24 FY 2023-24 ANNUAL WORK PROGRAM HUMAN RESOURCES/RISK MANAGEMENT DIVISION ............................................................................................................................. 25 Role of the Division ............................................................................................................ 25 Human Resources/Risk Management Division Organizational Structure and Staffing ....... 25 Figure 5: Human Resources/Risk Management Structure ................................................. 26 Workload Considerations ................................................................................................... 26 Projects & Programs/Ongoing Work Efforts ....................................................................... 26 Table 15: Day-to-Day Staff Responsibilities for FY 2023-24 .............................................. 26 Key Accomplishments and Project Milestones, FY 2022-23 .............................................. 27 Table 16: Key Accomplishments and Project Milestones, FY 2022-23 .............................. 27 Fiscal Year 2024 Projects .................................................................................................. 28 Table 17: Fiscal Year 2024 Projects ................................................................................... 28
7 4
EXECUTIVE SUMMARY
Introduction and Purpose
The FY 2023-24 Annual Work Program summarizes projects and work efforts proposed for the general administration and organizational oversight functions of the City Manager Department for the upcoming fiscal year, considering both ongoing, existing commitments and potential new projects. It is intended to provide the City Council with an overview of the current work of the Department and an opportunity to consider and give direction concerning the Department’s futur e work. The Annual Work Program creates a regular mechanism for Council to share ideas for new work efforts and discuss the work priorities.
It encompasses the work of the department’s divisions, which include the General Government Division, the City Clerk Division, the Community Relations Division and the Human Resources/Risk Management Division.
The Annual Work Program considers how the work of the City Manager Department proposed for the upcoming year will support the City’s Mission Statement and Core Values, as articulated in the City’s Strategic Plan. It furthermore is intended to serve as a basis for budget plan development.
Department Staffing and Organizational Structure
Besides general administration and oversight of the City organization, the City Manager Department is comprised of three additional divisions – the City Clerk’s Division, the Community Relations Division an d the Human Resources/Risk Management Division.
The department consists of a total of 14.65 FTEs. The staffing of these divisions is further detailed in subsequent sections under their individual work programs. Figure 1 below shows the organization structure of the whole Department.
8 5
Figure 1: City Manager Department Structure
City Manager
Assistant City
Manager
City Clerk
Deputy City
Clerk
Deputy City
Clerk
Public
Records
Specicalist
Office
Specialist (0.9
FTE)
Human
Resource/Ris
k Manager
HR Analyst
HR
Analyst/DEI
Officer
HR
Technician
(0.5 FTE)
Communnity
Relations
Manager
Management
Assistant
Management
Assistant
(0.75 FTE)
Management
Analyst
Management
Assistant
(0.25 FTE)
Executive
Assistant
Assistant to
the City
Manager
9 6
FY 2023-24 ANNUAL WORK PROGRAM GENERAL
GOVERNMENT DIVISION
Role of the Division
The General Administration Division is responsible for providing direct support to the City Council in developing and executing policy by directing and coordinating the operations of the City and providing leadership and direction to all City Departments. The City Manager is responsible for managing day-to-day operations of the City.
Several significant programs are also run from the General Administration Division . The Public Safety Program includes direct oversight of the Santa Barbara County Sheriff and Animal Services Contracts (and the associated responsibilities such as c ontract negotiation, invoicing and compliance reporting ), coordination with the Count y Fire District, and staffing the Public Safety and Emergency Preparedness Committee. The Economic Development Program involves creation and implementation of the Economic Development Strategic Plan and staffing the Economic Development and Revitalization Committee. The Legislation Program involves recommending an annual Legislative Platform and engaging in legislative advocacy throughout the year. The City Manager division also oversees the development and tracking of the City’s Strategic Plan initiatives, strategies, and objectives in the City’s Two -Year Strategic Plan. Additionally, the division oversees and provides guidance for the Annual Work Program development and presentation process for each City Department.
Division Staffing and Structure
When all positions are filled, staffing in the General Administration Division is comprised of the City Manager (1 FTE), the Assistant City Manager (1 FTE), an Assistant to the City Manager (1 FTE), a Management Analyst (1 FTE), an Executive Assistant (1 FTE), and a Management Assistant (0.25 FTE 1), for a total of 5.25 FTE employees. The organizational chart for the General Administration Division is as follows:
1 The 0.25 FTE Management Assistant is a full-time position shared with General Services Department. This position has historically provided support to the General Administration Division of the City Manager’s Office. 10 7
Figure 2: General Administration Division Structure
Workload Considerations
As the projects and initiatives of other departments increase, so does the General Administration Division workload. The workload also varies as unplanned events occur that require immediate, and sometimes prolonged, response. The addition of program responsibility for Public Safety and Economic Development in 2021 did not include increased staffing. The division has a deficit of clerical support, with 1.25 positions supporting nine people (5 councilmembers, 2 executive managers, and two addit ional management and professional staff) and all administrative functions of the division.
Management
Assistant
(0.25 FTE)
Management
Analyst
Assistant City
Manager
Executive
Assistant
Assistant to the
City Manager
City Manager
11 8
Projects and Programs/Ongoing Work Efforts
Table 1 below lists the ongoing responsibilities and programs that the City Manager’s General Administration Division car ries out on a day-to-day basis. The table also does not reflect any work efforts associated with responding to and managing unplanned or emergency events.
Table 1: Day-to-Day Staff Responsibilities for FY 2023-24
ADMINISTRATIVE
Providing administrative support to the City Council
Providing management and oversight of all City departments and functions, including the new General Services Department Department staff supervision
Budget management
Tracking, managing and reporting City Council requests
Contract management
Coordinating/Scheduling meetings
Ensuring transparency of City finances, communications, operations, policies and programs
City Council meeting agenda forecasting, management and production Managing organizational needs and ensuring a positive, productive, transparent and responsive organizational culture
PROGRAMS
Economic Development
Public Safety (Law Enforcement, Animal Services, Fire Liaison) Performance Measurement Program oversight and updates
Strategic Plan oversight and updates
Oversight of the City’s Legislative Advocacy Program, Legislative Platform and lobbyists
Oversight of outside agency issues impacting Goleta
Oversight of departmental and agency-wide work programs
SPECIAL PROJECTS
Conducting special analyses, studies, assessments and surveys as directed by the City Council
Drafting of policies, programs, resolutions and ordinances as needed to carry out City Council direction
Development and implementation of various policies per City Council direction
Oversight of the LEAD Goleta Program
12 9
Key Accomplishments and Milestones
Over the past year, the General Administration Division of the City Manager’s Department can point to several complete and near-complete initiatives as shown in Table 2 below.
Table 2: Key Accomplishments and Project Milestones, FY 2022-23
PROJECT STATUS
Hired and onboarded a new City Manager ; coordinated
introductory meetings between the new City Manager and
key stakeholders
Completed
Recruited, hired, and onboarded a new Human Resources
Manager Completed
Oversaw the November 2022 Election, including
implementing the first by -district City Council elections in conjunction with the City Clerk Division and conducting an education campaign regarding by-district elections, the sales tax measure, and the flavored tobacco ban measure in conjunction with the Community Relations Division
Completed
Led the emergency response to significant rainfall events in January 2023 Completed
Coordinated the orientation of a newly -elected City
Councilmember Completed
Prepared and presented a comprehensive update to the
City’s Personnel Rules in conjunction with the Human
Resources Division
Completed
At the request of City Council, i mplemented hiring
incentives and retention programs and contracted to refresh the 2015 employee compensation study in response to
labor market pressures and cost-of-living increases
Projected
April 2023
In coordination with the Planning and Environmental
Review Department, presented a new Housing Element to
City Council for adoption ; Coordinated a response to the County’s Housing Element and its potential impacts on
Goleta
Completed
Issued an RFP for pro fessional services for the
development and implementation of a Diversity Equity and Inclusion plan.
Projected May
2023
Conducted negotiations with labor representatives over a master Project Labor Agreement with regard to the Train Depot.
In Progress
Completed the community driven Economic Development
Strategic Plan and presented it to Council.
Projected June
2023
13 10
Conducted a Goleta Community Center Strategic Planning
process with the participation of a community working group and the City’s Goleta Community Center Ad Hoc Committee and presented a draft Strategic Plan to the City Council? Projected April
2023
In conjunction with the Neighborhood Services Department, assumed direct management of the Goleta Community
Center in January 2023
Completed
Presented the 2023 Legislative Platform , the 2023 -2025 Strategic Plan, Department Work Programs, and the 2023- 24 and 2024-25 Two Year Financial Plan to the City Council for Council Adoption
Projected
June 2023
Negotiated an extension to the agreement with the County Sherriff’s Department for police services and continued to negotiate toward a fair and sustainable model and a new multi-year agreement.
In Progress
Engaged in mediation with UCSB and the County of Santa
Barbara over violations of the UCSB Long Range
Development Plan (LRDP) Settlement Agreement
Ongoing
Conducted a review of the City’s boards’ and commissions’ purpose, scope and duties to ensure compliance with
Council policy, and recommended changes.
Projected
April 2023
Completed Memorandum of Understanding between Santa
Barbara Unified School District, Santa Barbara Sheriff’s Office and the City of Goleta Regarding Law Enforcement on School Campuses
Completed
Phase 1 – STVR Program - Award contract for STVR
ongoing monitoring and compliance, including review and analysis of the STVR program and implement the resulting ongoing monitoring and compliance process. (In
coordination with the Finance department)
Projected
April 2023
Fiscal Year 2024 Projects
Throughout FY 2022-23, the General Administration Division continued to support the ongoing work efforts as described above in Table 1. However, a number of new work efforts, projects and programs have been identified, either by the City Council or the City Manager, and have been included in Table 3 below. These items are proposed as additions to the Division’s work program for FY 2022 -23. Items that have a “TBD” designation in the estimated completion date are dependent on the completion of other 14 11
work efforts. Staff is seeking Council approval to add these items to the Division work program and will prioritize resources to complete current projects to free up capacity to take on new additional projects and work efforts as the fiscal year progresses.
Table 3: Fiscal Year 2024 Projects
PROJECT ESTIMATED
COMPLETION
In conjunction with all City departments, oversee the
development of new capital and operational projects and programs, financial systems, staffing, management
oversight, administrative support, and other structural changes necessary to implement the City Council’s
priorities related to Measure B revenues over the short - and long-term.
June 2024
Oversee the development of a citywide Diversity, Equity and Inclusion Plan. This work will be completed in
coordination with a professional consultant and Human
Resources/Risk Management division staff.
December 2023
Actively participate in the County’s Santa Barbara County Childcare Project and d evelop a set of City -specific strategic goals related to childcare to enhance and
supplement these initiatives in Goleta.
December 2023
Oversee the implementation of the objectives identified in the Economic Development Strategic Plan in
coordination with Neighborhood Services and Finance.
April 2023
Pursue the acquisition of the MOT site adjacent to the
Goleta Community Center. June 2024
Oversight of Old Town Visioning Process, coordinated with the Planning, Public Works and Neighborhood Services
departments.
June 2024
Oversight of Finance Department Assessment. March 2024
Phase 2 – STVR Program - Review and analyze STVR
data and work with consultants and City staff in evaluating the overall STVR program and discuss results and findings with City Council. Receive feedback on policy direction and potential STVR ordinance updates from City Council (In coordination with the Finance department).
TBD
Phase 3 – STVR Program – Depending on outcome of
Phase 2 and City Council direction, work with City
Manager’s Office and City Attorney’s Office in updating the STVR ordinance and program changes for Council
consideration and implement after approval. (In
coordination with the Finance department).
TBD
Continue to work toward a fair and sustainable m odel and multi-year agreement with the County of Santa Barbara
Sheriff’s Department for police services.
June 2024
15 12
Evaluate the continuing need for the sub -station in Old Town. June 2024
Explore and analyze the best use of the triangle property. May 2024 Develop Broadband Strategic Plan or Master Plan. June 2024 Complete a Noise Ordinance and present it to Council. June 2024
Long Range Projects Contingent on Staff Capacity
The following prospective projects in Table 4 below represent long range work efforts that exceed the departments expected FTE capacity for Fiscal Year 2023-24. However, in the event staff capacity becomes available, then new projects will be taken up in the priority shown below.
Table 4: Long Range Projects Contingent on Staff Capacity
PROJECT ESTIMATED
COMPLETION
In coordination with Parks and Open Space (PW)
encourage and help facilitate public trail access from the community to the rural foothills and mountainous areas
of the Los Padres National Forest.
TBD
Coordinate and oversee the effort to encourage and/or
provide incentives for Goleta employers to provide new
housing for their employees near the employers’
workplace (in coordination with PER).
TBD
In coordination with PER explore options to support
organizations, programs, and policies that facilitate
affordable housing for members of the Goleta workforce, such as first responders, teachers, and nurses.
TBD
Negotiate a shared use agreement for recreation
resources with the local school districts in coordination with the Neighborhood Services department
TBD
Oversight of Tenant Protections Ordinance
Development, in coordination with the Planning
Department.
TBD
16 13
Role of the Division
FY 2023-24 ANNUAL WORK PROGRAM
CITY CLERK DIVISION
The City Clerk is the local public official who administers democratic processes such as elections, access to City records, and all legislative actions ensuring transparency to the public. The City Clerk serves on the City’s executive management team. The City Clerk acts as a compliance officer for federal, state, and local statues including the Political Reform Act, the Brown Act, and the Public Records Act. The City Clerk Division provides administrative support to all departments for the City Council agenda process, records management, and commission liaison training. The City Clerk’s Division also manages the citywide records retention program.
The City Clerk serves as the election official for the City and oversees all duties related to candidate nomination, ballot measure arguments, as well as the initiative, referendum and recall processes. The Division also manages the City’s Conflict of Interest Code which includes serving as the filing officer for over one hundred Form 700 filers.
The City Clerk also serves as a liaison between the public and the City Council. The City Clerk provides easy access to information and serves as a guide to open participation in the decision- and policymaking process. The City Clerk is often the first person a member of the public contacts when seeking assistance from the City Hall.
Effective November 2022, the City Clerk assumed responsibility for the support services functions in City Hall , which had previously been overseen by Human Resources, including City Hall reception and administrative support, purchase of office supplies , business services and equipment, parks scheduling , and other citywide administrative functions.
City Clerk Division Staffing
The City Clerk’s Division includes four full-time positions, the City Clerk (1 FTE) two Deputy City Clerks (2 FTEs), a Public Records Specialist (1 FTE) and an Office Specialist (.9 FTE). This equates to approximately 10,192 hours of staff time per fiscal year. Available staff capacity is a fundamental constraint to the work that the Clerk’s Division can undertake.
17 14
Figure 3: City Clerk Division Structure
Workload Considerations
As the projects and initiatives of other departments increase, so does City Clerk Division workload. More special meetings and workshops of the City Council and its boards, commissions and committees in response to the growing workload across the organization directly correlates with an increase in volume of work for the Clerk Division.
More staff in City Hall means a greater support services workload, as well.
Projects & Programs/Ongoing Work Efforts
The table below lists ongoing projects and programs within the current scope of the Division.
Table 5: Day-to-Day Staff Responsibilities, FY 2023-24
CURRENT ONGOING WORK EFFORTS, PROJECTS AND
PROGRAMS
MEETINGS/BOARDS/COMMISSIONS/COMMITTEES
Monitor/review Council reports in the Agenda Review Workflow System Produce City Council agenda packets including early release packets Produce Agenda Forecast for City Manager/Mayor and Mayor Pro Tempore Agenda Review
Clerk and Prepare Minutes for City Council and Successor Agency to the Goleta Redevelopment Agency meetings
Provide guidance to department staff in clerking boards and commissions and oversee the production of minutes for the Parks and Recreation Commission, Public Engagement Commission, Public Tree Advisory Commission and the Library Advisory Commission.
ADMINISTRATION
Process City Council and Planning Commission resolutions Process ordinances
Oversee the Goleta Municipal Code updates/supplements
Oversee the publication of public hearing notices and recruitment notices City Clerk
Deputy City
Clerk
Deputy City
Clerk
Public Records
Specialist
Office Specialist
(0.9 FTE)
18 15
Oversee Government Access Channel 19, airing the meetings of City Council and applicable boards and commissions, and coordinating other content and information programming with Community Relations and City Departments
Oversee City Council Chamber audio visual equipment and schedule maintenance and upgrades of equipment as necessary
Administer recognition requests
Standing Committee Administration – provide support for Committee liaison: web posting, community calendar posting, Brown Act compliance, and proper meeting procedures
Conflict of Interest Code - The state requires the City to maintain and update a Conflict -of-Interest Code which designates the employees, elected officials, commissioners and consultants that are required to file Form 700 Statements of Economic Interests. Form 700 - Statement of Economic Interests - There are over one hundred elected officials, employees, commissioners, and consultants who file a Form 700 with the City Clerk. The City Clerk coordinates reminders, administers the E-filing system, and conducts compliance audits.
Agenda Support – The City Clerk’s Division, trains new hires and current employees and liaisons to City boards and commissions on how to utilize our agenda management software including Legistar, Media Manager, GovDelivery, Vision Live, Channel 19 scroll and Adobe Acrobat.
Budget - The Clerk staff manages a division budget throughout the fiscal year
AB1234 Ethics Training Compliance - Ethics training is required under state law for certain elected or appointed officials. The City Clerk is responsible for the notification, filing, tracking, and follow up enforcement related to the biennial ethics training requirement.
Attend City bid openings, as required by the Goleta Municipal Code Chapter 3.05 and state law.
Notarize documents on an as-needed basis.
Virtual Council Chambers –provide virtual meeting support for City Council, Planning Commission, Design Review Board, Public Tree Advisory Commission, Parks and Recreation Commission, Public Engagement Commission, and Library Advisory Commission using the City’s virtual meeting platform.
RECORDS MANAGEMENT
Establish and update records retention policies, train employees and elected and appointed officials on records policies, oversee records destruction processes.
Maintain centralized physical and computerized records storage and management systems.
Respond to internal and external information and research queries and Public Records Act requests.
Maintain records of all City contracts - processing, imaging and storage. 19 16
Maintain the master paper and electronic filing of City projects and property development records.
Inspection and transport of property records to County Recorder’s Office.
ELECTIONS
Election Administration - The City Clerk has numerous official duties that are required by the State Elections Code.
CITY HALL SERVICES
Reception/Front Desk Coverage – (36 hours per week)
Centralized Office Supplies Ordering/Inventory
City Manager’s Department Invoice Processing; Budget Support Contracted Business Services – Printers/copiers, mail/courier Parks Reservations
Key Accomplishments and Milestones
Over the past year, the City Clerk Division of the City Manager Department can point to several complete and near-complete initiatives:
Table 6: Key Accomplishments and Project Milestones, FY 2022-23
PROJECT STATUS
Implemented the NetFile system for campaign filing Completed Hired and onboarded a new Public Records Specialist Completed Conducted the City’s first by-district City Council elections in November 2022, which included two City ballot measures Completed Seated and oriented one new City Council member Completed In conjunction with the General Services Division, presented recommendation to the City Council for changes to boards and commission implementing documents and adoption of Rules applicable to board and commission members
Projected
April 2023
Commissioner Manuals: Work with the City Attorneys to create a Commissioners’ Manual. TBD – as time and resources allow Projected
June 2023
Managed the recruitment and selection process for a new Historic Preservation Commission Completed
Table 7 below provides a list of the City’s Boards and Commissions. The City Clerk Division, in collaboration with General Services, dissolved the City Hall Facilities Standing Committee as the City Hall Building has been purchased by the City and issues related to the Building will now go to the full City Council.
Table 7: City Boards and Commissions
BOARDS AND COMMISSIONS DEPARTMENT/LIAISON
Design Review Board Planning and Environmental Review
Planning Commission Planning and Environmental Review
Historic Preservation Commission Planning and Environmental Review 20 17
Parks and Recreation Commission Neighborhood Services/Parks and Recreation
Public Tree Advisory Commission Public Works
Public Engagement Commission City Manager/Community Relations Library Advisory Commission Neighborhood Services/Library Mosquito and Vector Management District of
Santa Barbara County
Public Works
Santa Barbara County Library Advisory Neighborhood Services/Library Economic Development and Revitalization
Standing Committee
Neighborhood Services
Energy/Green Issues Standing Committee Planning and Environmental Review/ Sustainability
Finance and Audit Standing Committee City Manager/Finance Naming Standing Committee City Manager/Public Works
Ordinance Review Standing Committee City Manager/City Clerk Public Safety & Emergency Preparedness
Standing Committee
City Manager
Goleta Beach Park Standing Committee City Manager/Neighborhood Services/Planning and Environmental
Review
Town and Gown Standing Committee City Manager
Solid Waste Issues Standing Committee Public Works/Environmental Services Grant Funding Review Standing Committee Neighborhood Services Homelessness Issues Standing Committee
Standing Committee
Neighborhood Services
Fiscal Year 2024 Projects
Throughout FY 2023-24, the City Clerk Division will continue to support the ongoing work efforts as described above in Table 1. As time and staff capacity allow, staff will prioritize its resources to complete current projects to free up capacity to take on other projects and work efforts as the fiscal year progresses. Table 8 below contains new work efforts that the Division plans to complete.
Table 8: Fiscal Year 2024 Projects
Project ESTIMATED
COMPLETION
Update the Citywide Records Retention Schedule that
was initially adopted via Resolution No. 13 -52 and June 2024 21 18
incorporate a file structure for city-wide files.
Implement a Contract Management Program to
improve City staff’s ability to monitor and update
contract requirements (e.g., insurance certifications,
expiring terms, etc.), as needed, through automation.
June 2024
Research options for a Citywide Enterprise Content
Management System (ECM) in coordination with
General Services
June 2024
Long Range Projects Contingent on Staff Capacity
The following prospective projects represent long range work efforts that exceed the departments expected FTE capacity for Fiscal Year 2023-24. However, in the event staff capacity becomes available, then new projects will be taken up i n the priority shown below.
Table 9: Long Range Projects Contingent on Staff Capacity
PROJECT ESTIMATED
COMPLETION
Agenda Report Indexing Project: The goal of the project is to have the complete meeting record (Staff Reports,
Minutes, Resolutions and Ordinances) publicly available through Records Online. Final ordinances and
resolutions are not currently attached to the agenda files, and this will provide the public with a more complete
record of the action taken.
TBD
22 19
Role of the Division
FY 2023-24 ANNUAL WORK PROGRAM
COMMUNITY RELATIONS DIVISION
The purpose of the Community Relations Division within the City Manager Department is to provide accurate and timely information and education for the City of Go leta’s many programs, projects and events to all internal and external constituencies and the media.
The Division executes the City’s messaging in various forms of communications and seeks to use new technologies as available. The Division is also responsi ble for supporting community participation, providing emergency public information and creating content for all the City’s informational tools, including the website and social media. The Community Relations Manager serves as the City’s spokesperson. The Division provides support to the City Manager, City Staff, Mayor and City Council through comm unity outreach activities for City projects and programs . The division participates in citywide Diversity, Equity and Inclusion efforts, with a focus on communications, including engagement of the Spanish-speaking community. Other responsibilities include managing community events, implementing the employee engagement activities, research and preparation of Public Engagement Commission materials , and special projects for the City Manager and Assistant City Manager.
Community Relations Division Staffing
The Division includes one full-time Community Relations Manager (1 FTE), one part-time Community Relations Management Assistant (.75 FTE) and a Spanish Engagement Specialist at the Management Assistant level ( 1 FTE). The division currently has a total staff capacity of 5,720 hours per year (2.75 FTE). Taking on new projects in this division is possible only to the extent that staff has capacity or new staffing resou rces are dedicated.
Figure 4: Community Relations Division Structure
Community
Relations Manager
Management
Assisant (0.75 FTE)
Management
Assistant (Spanish
Engagment
Specialist)
23 20
The department is requesting that the . 75 FTE Management Assistant position go full- time in FY 23/24. This change was initially approved for the current fiscal year, but was never implemented. Human Resources is also evaluating a title change for these positions to better reflect specialized duties and qualifications.
Workload Considerations
The City has been increasing its general outreach efforts exponentially over t he last several years to much acclaim from residents and stakeholders throughout the south coast. As the projects and initiatives of other departments increase, so does the Community Relations Division (CRD) workload.
The workload also varies as unplanned events occur. This includes natural disasters, public health emergencies , and other potential crisis situations. In addition, the Community Relations Division workload is affected as outreach needs arise across City departments.
The Community Relations Manager supports the City Manager as the direct point of contact for routine incident communications with the Santa Barbara County Sheriff’s Office and the Santa Barbara County Fire Department. Timely information is then relayed internally and, if needed, to the City Council and the public.
This year, the division’s part-time Spanish Engagement Specialist became a full-time staff member in Community Relations. The bilingual position includes overall support to the division with an emphasis on engaging the Spanish community.
Projects & Programs/Ongoing Work Efforts
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work, e.g., efforts in support of emergency operations and unanticipated events.
Table 10: Day-to-Day Staff Responsibilities, FY 2023-24
CURRENT PROJECTS AND PROGRAMS
ADMINISTRATIVE
Interdepartmental coordination and support
Provide website training and support to staff
Managing agreements (e.g., design, banner program, interpretation services, etc.)
PUBLIC OUTREACH & COMMUNITY ENGAGEMENT
Creating compelling content messaging and visuals for City projects, programs, and events
Sharing press releases to media and stakeholders, and on all City platforms to the community
Monthly Newsletter (Monarch Press)
Videos for specific projects, community messages and public safety 24 21
Goleta TV/Channel 19 videos and slides
Outreach Campaigns to increase community engagement
City Council agenda summaries
Public Engagement Commission (PEC)
Website Design and Content Management
Management of public outreach tools including the City’s websites, GovDelivery (email/text notifications), Nextdoor, social media, and Blackboard Connect (phone notifications)
Coordinating A-Frame signs and light post banners
Creating and posting flyers around town
Library support: press releases, Reading Corner e-newsletter, and website Media Relations: available and responsive to media requests - providing informative, timely and thoughtful responses to meet news cycle deadlines.
Response to public inquiries
Design and deliver community-specific outreach programs for Goleta’s Spanish-speaking community.
Ongoing special initiatives: #GoodlandGoodShopping/GiftBar; Project Noticing Plan
ANNUAL SPECIAL EVENTS
Community State of the City and Chamber State of the Cities Dam Dinner
Support Other Agency Community Events (Goleta Holiday Parade, Lemon Festival, etc.)
Project-related Special Events (e.g., information events, ribbon-cutting ceremonies, etc.)
LEAD Goleta Community Academy
Coffee & Community / Café y Comunidad
OTHER DUTIES
Emergency public information planning and crisis communications for City, and in coordination with the County
Employee engagement and recognition events and efforts
Special projects for the City Manager and Assistant City Manager Emergency on-call City of Goleta contact
DEI Team member and language initiative coordination
Council meeting events and recognition
Increasing the hours of current part -time staff, as requested though the FY 202 3-24 Budget process, would both alleviant the excess workload for current efforts, and allow expanded outreach as explained under “Workload Considerations”, above. This increase was previously approved, but not implemented at that time.
Key Accomplishments and Milestones
Over the past year, the Community Relations Division of the City Manager Department can point to several complete and near-complete initiatives as shown in Table 11 below.
Large accomplishments that should be noted separately include launching a refreshed 25 22
website, and performing public education about ballot measures and the City’s first by - district election. The addition of a full -time Spanish Engagement Specialist has led to increased attention for our Spanish-speaking community, including introducing Coffee & Community / Café y Comunidad events.
Every year the Community Relations division increases our outreach. The chart below provides an overall summary of the tools we use and compares them vs. prior fiscal years Table 11: Fiscal Year Outreach Comparison
FY 2021 / 2022 FY 2020 / 2021 FY 2019 / 2020
GovDelivery
Subscribers
27,723 22,984 19,265
GovDelivery Bulletins
sent
925 1,254 679
Website Users 301,252 1,217,546 141,850
Desktop Traffic 61.44% 94.31% 55.84%
Mobile Traffic 36.71% 5.35% 39.90%
Press Releases 215 183 122
Monarch Press Total
Articles
314 (11 issues) 303 (11 issues) 181 (10 issues)
Facebook Followers 5,577 5,327 4,824
Facebook Posts 995 1,234 1,039
Twitter Followers 4,009 3,628 3,002
Tweets 996 1,074 956
Instagram Followers 1,998 1,700 1,457
Instagram Posts 233 34 131
Nextdoor Bulletins 557 744 418
Videos 34 28 18
26 23
Table 12: Key Accomplishments and Project Milestones, FY 2022-23
PROJECT STATUS
Launched new refreshed City and Library websites.
Includes creating new content, adding more visuals, and educating community on how to use new sites.
Completed
Launched new “Live, Work, Play” campaign Ongoing
Educated the community on the City’s November election
with a “Know Your Goleta Ballot” campaign. Completed
Educated voters on the City’s first by-district elections with a “Know Your District” campaign. Completed
Leading the effort on Goleta’s Next 20 campaign Completed Held first Mayor and Council Staff Appreciation Breakfast Completed
Return of #GoodLandGoodShopping Completed/ongoing
Recognized outgoing Councilmember Roger Aceves Completed Launched Coffee & Community / Café y Comunidad as
neighborhood events, with particular focus on engaging
the Spanish-speaking community
Ongoing
Recognized outgoing City Manager Michelle Greene Completed
Fiscal Year 2024 Projects
Throughout FY 202 3-24, the Community Relations Division will continue to support the ongoing work efforts as described above in Table 10. However, several new work efforts, projects and programs have been identified, either by the City Council or staff, and have been assembled in Table 13 below. These items are proposed as additions to the Division’s work program for FY 2023-24. Resources will be prioritized to complete current projects and to free up capacity to take on new projects and work efforts as the fiscal year progresses.
Table 13: Fiscal Year 2024 Projects
PROJECT ESTIMATED
COMPLETION
Revamp #GoodLandGoodShopping consistent
with the upcoming Economic Development
Strategic Plan
June 2024
New #GoodLandGoodPeople campaign June 2024
Create a Library of evergreen outreach and
education videos (ex., How to Use City Assist) June 2024 27 24
Goleta Community Center outreach,
consistent with the GCC Strategic Plan June 2024
CIP Project Outreach (e.g., Ekwill -Fowler, San
Jose Creek Bike Path, Community Garden)
June 2024
Spanish LEAD Goleta (Lidera) Community
Academy / Get to Know the City Day Sept 2023
Long Range Projects Contingent on Staff Capacity
The following prospective projects represent long range work efforts that exceed the departments expected FTE capacity for Fiscal Year 2023-24. However, in the event staff capacity becomes available, then new projects will be taken up in the priority shown below.
Table 14: Long Range Projects Contingent on Staff Capacity
Project ESTIMATED
COMPLETION
Explore feasibility of city sponsored
community engagement type of
activities/events in each district
TBD
28 25
FY 2023-24 ANNUAL WORK PROGRAM
HUMAN RESOURCES/RISK MANAGEMENT DIVISION
Role of the Division
The Human Resources/Risk Management Division provides operational support to all departments in the areas of human resources and risk management.
Human Resources is responsible for maintaining equitable systems of classification and compensation, administering employee health and welfare programs, conducting recruitments and employee selection and orientation, providing the workforce with internal and external training and development opportunities, monitoring performance management, ensuring compliance with employment laws, supporting labor negotiations and administering labor agreements, and maintaining positive employee and labor relations. Human Resources also administers and updates formal policy documents such as the Personnel Rules and the Classification and Compensation Plan.
The Division assists the Assistant City Manager in implementing the City’s Diversity, Equity and Inclusion (DEI) programs citywide, including employment initiatives, but also community-related initiatives touching all City departments and divisions. Staff in this division coordinate the citywide staff Diversity, Equity and Inclusion Team.
Risk management provides for the protection of the City’s assets through risk identification, avoidance, resolution, and evaluation of public liability insurance, safety, and loss prevention activities and programs. The Risk Management function includes the worker’s compensation program, employee safe ty programs and CalOSHA compliance, and administering and updating formal policy documents such as the Injury and Illness Prevention Program (IIPP). The Risk Management function also oversees general liability programs, including ensuring appropriate liability insurance policies and administering claims. Risk Management also coordinates the Employee Safety Committee.
Human Resources/Risk Management Division Organizational Structure and Staffing
The Human Resources/Risk Management Division is staffed with one HR/Risk Manager (1 FTE), one HR Analyst (1 FTE), one HR Analyst/Diversity, Equity, and Inclusion Officer (1 FTE), and one part-time Human Resources Technician (0.5 FTE2).
2 The Human Resources Technician position is a full-time position shared with the City Attorney’s office. 29 26
This results in a total of 3.5 FTEs, or approximately 7,280 hours of staff time per fiscal year in Human Resources/Risk Management.
Figure 5: Human Resources/Risk Management Structure
Workload Considerations
As other departments bring on additional staff, there is a corresponding increase in Human Resources/Risk Management’s workload. The number of City staff has been steadily increasing as the City matures. As additional vehicles, facilities and operations are added, Risk Management responsibilities increase, too.
In Fiscal Year 2020 -21, Human Resources assumed responsibility for supporting the City’s Diversity, Equity and Inclusion (DEI) Initiative, resulting in an additional 0.25 FTE of anticipated ongoing workload without an increase in staffing, though one position was upgraded in recognition of these higher -level duties. Staff have not been able to devote as much attention to these efforts as they would like, due to staff turnover.
Projects & Programs/Ongoing Work Efforts
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work.
Table 15: Day-to-Day Staff Responsibilities for FY 2023-24
HUMAN RESOURCES ADMINISTRATION
PERSONNEL ADMINISTRATION
Benefits Administration – Health & Welfare, CalPERS, EAP Recruiting & Onboarding – NEOGOV Onboard implementation Compliance with state and federal reporting regulations Payroll Coordination
Performance Management/Annual Evaluations Program
HR/Risk Manager
HR Analyst HR Analyst/DEI
Officer
HR Technician (0.5
FTE)
30 27
TRAINING AND DEVELOPMENT
New Employee Orientation
Employee Development Training
Supervisory Training
Statutorily Required Training
EMPLOYEE AND LABOR RELATIONS
Classification System and Salary Plan Maintenance
Policy Development/Implementation
Personnel Rules maintenance
Employee Relations (Negotiations, Grievance Resolution, Discipline) Attendance, Leaves of Absence, Accommodations
DIVERSITY, EQUITY AND INCLUSION
Diversity, Equity, and Inclusion Officer duties
RISK MANAGEMENT
CJPIA Risk Management Evaluation/Loss Cap Program
Advise Departments on Risk Avoidance/Transfer/Mitigation Claims Process: Track/Manage/Coordinate with Contract Claims Adjustor Insurance Certificates Processing
Contracts/Agreements Review – insurance requirements
Employee Safety Program/Injury and Illness Prevention Program (IIPP)/Employee Safety Committee
Audit/Update Property Schedule
Annual Renewals for All Lines of Insurance Coverage
Workers’ Compensation Program
CJPIA Training Programs
Key Accomplishments and Project Milestones, FY 2022-23
Over the past year, the Human Resources/Risk Management (formerly “Support Services”) Division of the City Manager Department accomplished several complete and near-complete initiatives:
Table 16: Key Accomplishments and Project Milestones, FY 2022-23
PROJECT STATUS
Hired and onboarded a new Human Resources
Manager. Complete
Develop and implement HR Metrics to track division
performance In Progress
Presented a comprehensive revision to the
Personnel Rules to the City Council Completed
Led an intensive recruitment effort, placing 30 new
regular employees and 3 new hourly employees
between July 2022 and March 2023
Completed
Update the 2015 Employee Compensation Survey In Progress 31 28
Issued an RFP and conducted a selection process for
professional support to the Diversity Equity and
Inclusion initiative
In progress
Contracted with Diversity Jobs to increase exposure
of City job opportunities to diverse populations Completed Developed a half-day New Employee Orientation
curriculum In progress
Research and select an online benefits enrollment
portal. In progress
RISK MANAGEMENT
Conducted an audit of driver’s license and insurance
for employees authorized to drive City vehicles. Completed Fiscal Year 2024 Projects
The Human Resources/Risk Management Division will continue to support the existing projects and initiatives throughout FY 2023-24 and will complete and/or initiate additional phases of work efforts currently underway. Many of these projects have been planned for some time but delayed by staff turnover.
Table 17: Fiscal Year 2024 Projects
FISCAL YEAR 2024 PROJECTS ESTIMATED
COMPLETION
HUMAN RESOURCES
Support all departments with staffing level needs
analyses and the recruitment and selection of new
staff related to implementation of Measure B priorities.
June 2024
Assist PER in reviewing the department organization
and recommending organizational changes.
September
2023
Complete rollout of NEOGOV
Insight/Onboard/Perform manager training.
December
2023
Develop/rollout management training program. December
2023
Redesign the Human Resources website to be a
better resource for job seekers and current employees
alike.
June 2024
32 ATTACHMENT 2
FY 2023-2024 City Manager Department Annual Work Program PowerPoint Presentation
33 FY 2023-24
ANNUAL WORK PROGRAM
CITY MANAGER
DEPARTMENT
City Council Workshop
March 9, 2023
Presentation by:
Robert Nisbet, City Manager
Kristy Schmidt, Assistant City Manager
34 Purpose of Workshop
Update Council on existing work commitments and progress Review staffing and workload by Division/Program
Propose and consider potential new work projects
Discuss and set City Manager Department work priorities for Fiscal Year
2023-24
March 9, 2023, FY 2023-24 CM Annual Work Program 2
35 Workshop Agenda
Presentation
Questions from Council
Public comment on draft FY 2023-24 Annual Work Program Council discussion, feedback and direction
Adopt FY 2023-24 Annual Work Program
3March 9, 2023, FY 2023-24 CM Annual Work Program
36 City Manager
Department
Structure
4 March 9, 2023, FY 2023-24 CM Annual Work Program
37 FY 2022-2023 Department Highlights
Hired and onboarded a new City Manager and H uman Resources Manager. Oversaw the November 2022 Election, the first by-dist rict City Council elections, and leading education campaign for Measure B and Measure C Coordinated the orientation of a newly-elec ted City Councilmember Implemented hiring incentives and retention programs and refreshed the 201
5 employee compensation study
Launch new refreshed City and Library websites.
Updated City’s Personnel Rules in conjunction with the Human Resources Div
ision
5March 9, 2023, FY 2023-24 CM Annual Work Program
38 6
General Administration Division
March 9, 2023, FY 2023-24 CM Annual Work Program
39 General Administration Division Overview
5.25 FTEs full-time staff
Responsibilities:
Administrative: Administrative support to City Council, management and ove
rsight of all City Departments, budget management, agenda forecasting, etc.
Programs: Economic Development, Public Safety (Police, Fire, Animal Servic
es), Performance Measurement, Strategic Plan oversight, Legislative Advocacy, agency wide work programs.
Special Projects: conduct special studies, draft policies, programs and resol
utions, oversight of the LEAD Goleta Program.
7March 9, 2023, FY 2023-24 CM Annual Work Program
40 General Administration Division FY 22-
23 Other Accomplishments
Led the emergency response to significant rainfall events in January 2023 In coordination with the Planning and Environmental Review Department, presented a new Ho
using Element to City Council for adoption; Coordinated a response to the County’s Housing Element and its potential impacts on Goleta Conducted a Goleta Community Center Strategic Planning process with the partic
ipation of a community working group and the City’s Goleta Community Center Ad Hoc Committee
Issued an RFP for professional services for the development and implementation of a Diversity Equity and Inclusion plan.
Presented the 2023 Legislative Platform, the 2023-2025 St rategic Plan, Department Work Programs, and the 2023-24 and 2024-25 Two Year Financial Plan to the City Council for Council Adoption
8March 9, 2023, FY 2023-24 CM Annual Work Program
41 General Administration Division –
Fiscal Year 2024 Projects
Diversity, Equity and Inclusion Plan
Oversee the implementation of the E conomic Development Strategic Plan Pursue the acquisition of the MOT site adj acent to the Goleta Community Center.
Old TownVi sioning Process
Short Term Vacation Rental Program
Continue Negotiations for the Sheriff’s Contract
Evaluate the continuing need for the sub-station in Old Town. Explore and analyze the best use of the triangle property Childcare policy development
Complete a Noise Ordinance and present it to Council. 9March 9, 2023, FY 2023-24 CM Annual Work Program
42 Long Range Projects Contingent on Staff
Capacity
• Encourage and help facilitate public trail access from the community to the Los Padres Nat
ional Forest.
• Lead effort to encourage and/or provide incentives for Goleta employers to provide new housing fo
r their employees
• Explore options to suppo rt organizations, programs,and policies that facilitate affordable housing for members of the Goleta workforce
• Negotiate a shared use agreement for recreation resourceswith the local school districts • Tenant Protections Ordinance Development
10 43
11 City Clerk Division
March 9, 2023, FY 2023-24 CM Annual Work Program
44 City Clerk Division Overview
4.0 full-time staff
R
esponsibilities:
1. Meetings/Boards/Commissions/Committees
2. Administration
3. Elections
4. Agenda production
5. Special Projects
12March 9, 2023, FY 2023-24 CM Annual Work Program
45 City Clerk Division Accomplishments
Implemented the Ne tFile system for campaign filing
Hired and onboarded a new Public Records Specialist
Conducted the City’s first by-dist rict City Council elections in November 2022, which included two City ballot measures
Managed the recruitment and selection process for a new Hist
oric Preservation Commission
Seated and oriented one new City Council member
13March 9, 2023, FY 2023-24 CM Annual Work Program
46 City Clerk Division – Fiscal Year 2024 Projects
Update the Citywide Records Retention Schedule
Implement a Contract Management Program
Research options for a Citywide Enterprise Content Management Sys
tem (ECM) in coordination with General Services
14March 9, 2023, FY 2023-24 CM Annual Work Program
47 Long Range Projects Contingent on Staff
Capacity
•Agenda Report Indexing Project:
• The goal of the project is to have the complete meeting record (Staff Reports, Minu
tes, Resolutions and Ordinances) publicly available through Records Online. Final ordinances and resolutions are not currently attached to the agenda files, and this will provide the public with a more complete record of the action taken.
15 48
16 Community Relations Division
March 9, 2023, FY 2023-24 CM Annual Work Program
49 Community Relations Division
1 full-time staff + 2 part-time staff for a total of 2 FTEs Responsibilities:
1. Administrative
2. Public Outreach & Citizen Engagement
3. Public Engagement Commission support
4. Annual Special Events
5. Other Duties
17March 9, 2023, FY 2023-24 CM Annual Work Program
50 Community Relations Division FY 22-23
Accomplishments
Launched new refreshed City and Library websites.
Developed and launched “Live, Work, Play” Goleta campaign Educated the community on the City’s November election with a “Kn
ow Your Goleta Ballot” and “Know Your District” campaigns Held first Mayor and Council Staff Appreciation Breakfast Launched Coffee & Community / Café y Comunidad as
ne
ighborhood events, with particular focus on engaging the Spanish-speaking community
18March 9, 2023, FY 2023-24 CM Annual Work Program
51 Community Relations Division – Fiscal Year
2024 Projects
Expand local gif tcard program - #GoodlandGoodshopping in coordination with Economic Development Strategic Plan
Develop new #GoodLandGoodPeople campaign
Create a Library of Evergreen videos (ex. City Assist) Goleta Community Ce nter Management programming outreach CIP Project Outreach (e.g., Ekwi ll-Fowler, San Jose Creek Bike Path, Community Garden)
Spanish LEAD Goleta (Lider a) Community Academy / Get to Know the City Day
Old Town Holiday Street Light Decor
19March 9, 2023, FY 2023-24 CM Annual Work Program
52 Long Range Projects Contingent on Staff
Capacity
•Explore feasibility of city sponsored community engagement type of activ
ities/events in each district
20 53
21 Human Resources/Risk
Management Division
March 9, 2023, FY 2023-24 CM Annual Work Program
54 Human Resources / Risk Management
Overview
3 full-time staff, 2 part-time staff, 4.4 FTEs
Responsibilities:
1. City Hall Reception
2. Human Resources Administration
3. Risk Management
22March 9, 2023, FY 2023-24 CM Annual Work Program
55 HR/Risk Management Division FY 22-23
Accomplishments
Presented a comprehensive revision to the Personnel Rules to the City Counc
il
Led an intensive recruitment effort, placing 30 new regular employees and 3 new
hourly employees between July 2022 and March 2023
Issued an RFP and conducted a selection process for professional suppor
t to the Diversity Equity and Inclusion initiative
Contracted with Diversity Jobs to increase exposure of City job oppor
tunities to diverse populations
23March 9, 2023, FY 2023-24 CM Annual Work Program
56 HR/Risk Management Division – Fiscal Year
2024 Projects
Assist PER in reviewing the department organization and rec
ommending organizational changes.
Complete rollout of N EOGOV Insight/Onboard/Perform manager training
Develop/rollout manageme nt training program
Redesign the Hum an Resources website to be a better resource for job seekers and current employees alike
24March 9, 2023, FY 2023-24 CM Annual Work Program
57 25
Recommendation
Discuss work priorities and adopt an Annual Work Program for FY 2022-23 for the City Manager Department
March 9, 2023, FY 2023-24 CM Annual Work Program
58 Questions?
26 59