City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00889 7/25/2023 Discussion Item 3.
Annual Report and Performance Evaluation for City Council Appointive Officer - City Clerk (Review Period Fiscal Year 2022/23)
File ID: 2023-00889
Location: Citywide
Recommendation: Receive annual report and pass a Motion forwarding to the City Council for review.
Contact: Mindy Cuppy, City Clerk, (916) 808-5442, [email protected], Office of the City Clerk
Presenter: Mindy Cuppy, City Clerk, (916) 808-5442, [email protected], Office of the City Clerk
Attachments:
1-Description/Analysis
2-Office of the City Clerk Annual Report
3-Compliance with Council Staff Linkage Policy
4-Appointed Officer Evaluation Template - City Clerk
Description/Analysis
Issue Detail: The mayor and city council is committed to performing regular annual reviews of its appointive officers.
The annual report is intended to move forward to the city council. The city council will meet in closed session, per Government Code section 54957(b), to provide feedback on past accomplishments of and to give direction on the workplan for the upcoming year.
City of Sacramento Charter § 71 City Clerk mandates the following:
The city council shall appoint a city clerk who shall have custody of and shall be responsible for the official seal and records of the city. The city clerk shall act as secretary of the city
File ID: 2023-00889 7/25/2023 Discussion Item 3.
council and all other boards, commissions and agencies of the city. The city council shall prescribe the qualifications additional duties and compensation of the city clerk. The city clerk shall appoint subject to the civil service provisions of this Charter, such deputies and employees as the council may by resolution prescribe.
The City Clerk performs executive management duties by overseeing the activities and functions of the Office of the City Clerk including supervision of staff; performing highly advanced administrative tasks as prescribed by the City Charter, City Code, State Law, and various ordinances and resolutions; initiates, develops, and implements policies and procedures to execute the laws and administer the work of the Office of the City Clerk; maintains and disseminates records of action of governing bodies, municipal ordinances, resolutions, codes and other government documents; provides highly responsible and complex administrative support to the members of the City Council.
Policy Considerations: Council Rules of Procedure, Chapter 18.
Economic Impacts: Not applicable.
Environmental Considerations: Not applicable.
Sustainability: Not applicable.
Commission/Committee Action: Not applicable.
Rationale for Recommendation: Clear communication and performance metrics are at the core of the work of the council and the city. To evaluate council appointive officers on a consistent basis, the Personnel and Public Employee (P&PE) Committee has the role and responsibility of developing and leading annual performance metrics and evaluations.
Financial Considerations: Not applicable.
Local Business Enterprise (LBE): Not applicable.
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 1 of 12
Annual Report – July 2023
Statistics based on Fiscal Year 2022/23 – July 1, 2022 through June 30, 2023.
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 2 of 12
Honorable Mayor, Councilmembers, and Community Members,
The Office of the City Clerk is pleased to partner with the mayor, councilmembers, our colleagues, and constituents to maximize public participation in local government as we collaborate to move forward our city’s priorities.
The past few years have been challenging as we navigated moving to a completely virtual public meeting platform due to the Covid-19 pandemic. We then successfully returned to in-person meetings while maintaining virtual participation by the public. We are proud that we were able to innovate, to ensure public participation and engagement, and to maximize transparency.
This annual report will highlight our accomplishments from the previous year and objectives for the upcoming year.
Regards,
Mindy Cuppy, MMC
Sacramento City Clerk
[email protected]
(916) 808-7200
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 3 of 12
Overview
The City Clerk oversees the activities and functions of the Office of the City Clerk including supervision of staff; performing highly advanced organizational tasks as prescribed by the City Charter, City Code, State Law, and various ordinances and resolutions; initiates, develops, and implements policies and procedures to execute the laws and administer the work of the Office of the City Clerk; maintains and disseminates records of action of legislative bodies, municipal ordinances, resolutions, codes and other government documents; and provides highly responsible and complex administrative support to the members of the City Council.
City of Sacramento Charter § 71 City Clerk mandates the following:
The city council shall appoint a city clerk who shall have custody of and shall be responsible for the official seal and records of the city. The city clerk shall act as secretary of the city council and all other boards, commissions and agencies of the city.
The city council shall prescribe the qualifications additional duties and compensation of the city clerk. The city clerk shall appoint subject to the civil service provisions of this Charter, such deputies and employees as the council may by resolution prescribe.
The Office of the City Clerk’s mission is to provide excellent customer service to our internal and external customers. We strive to maximize public access to local government by recording and preserving the legislative history of the city and ensuring it is transparent and accessible.
The Office of the City Clerk is responsible for the following:
• Legislative management for City Council, Council Standing Committees, Boards, Commissions, and Committees.
• Boards and commissions administration.
• Ethics Commission staffing including ethics complaint coordination, Code of Ethics, and Sunshine Ordinance monitoring.
• Elections Official.
• Maintenance of the City’s Municipal Code and Charter. • Statutory compliance and filing officer for Fair Political Practices (FPPC) filings and mandatory training.
• Contracts processing, bid openings, and legal noticing. • Citywide records management and document retention.
• Public records requests.
• Community Tickets Program (Golden 1 Center)
• Operational management for the mayor and council offices, including human resources, accounting, travel, and facilities management.
• Administrative, personnel, and fiscal operations support for the Office of the City Clerk, Office of Public Safety Accountability, and City Auditor.
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 4 of 12
Evaluation Period Accomplishments
In addition to the statutory responsibilities of the City Clerk, over this past year the following are significant accomplishments:
• Successfully resumed in-person city council, council standing committee, board, commission, and committee meetings. We have continued to offer public access to meetings via an online and telephonic platform.
• Assumed the role and responsibility for legislative management of all city boards, commissions and committees including agenda management, staffing, and maintaining a clear and transparent legislative history. Consistency across advisory bodies assures that commissioners have the tools they need to be successful in their role, members of the public know how to participate, and there is a consistent process for commissions to advise the city council.
• Created a city boards, commission and committee orientation program, handbook, guide to meeting facilitation, and recruitment video. By uplifting commissioner voices, we continue to expand their advisory role.
• Established an online system for lobbyist registration and reporting. This portal increases transparency and accessibility of reports.
• Created and maintained a Microsoft Teams environment for the mayor and council offices to communicate, collaborate, and educate. Our office was recognized by the City Clerks Association of California (CCAC) as Innovative Program of the Year for this project. • Assumed the role of Decorum Officer ensuring a fair and consistent process for public meeting facilitation so that the city’s business can be accomplished. • Continued to assist in moving council priorities forward.
Strategic Goals and Objectives for the Upcoming Evaluation Period
In the upcoming year, we are excited to be continuing to focus on our boards, commissions, and committees to ensure transparency, consistency, diversity, and inclusive participation. This includes, but is not limited to:
• Proactive recruitment that ensures diversity, equity, and inclusion. • Comprehensive commissioner and staff education.
• Effective annual reporting process for constant communication between the council and commissions.
• Highlighting for the council and our community the important work of city commissions. • Ensuring clear and consistent policies, scope, council direction, and communication. • Review of all city board, commission and committee establishing code for consistency and relevance and recommend any updates.
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 5 of 12
In the upcoming year, the Office of the City Clerk will also:
• Research and begin implementation of a new agenda management system to improve transparency, consistency, accessibility, and maintenance of legislative history. • Expand mayor and councilmember support to include councilmember onboarding and training, council staff training, and expanded support for council community events. • Will professionalize our ceremonial recognition program to elevate prestigious recognition and create tools for council offices to recognize members of our community. • Research and begin implementation of a new codification vendor to update and maintain our municipal code.
• Continue support in moving council priorities forward.
Office of the City Clerk Team
The Office of the City Clerk consists of an extremely dedicated and competent staff. We are motivated to provide exceptional service to our internal and external customers.
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 6 of 12
Legislative Management
City Council, Council Standing Committees, Boards, Commissions, and Committees
The Office of the City Clerk is responsible for legislative management of the following city boards, commissions, and committees. This includes agenda management, staffing, and maintaining a clear and transparent history of each legislative body.
• Sacramento City Council
• Budget and Audit (B&A) Council Standing Committee
• Law and Legislation (L&L) Council Standing Committee
• Personnel and Public Employees (P&PE) Council Standing Committee • Racial Equity Council Standing Committee
• Active Transportation Commission
• Administration, Investment and Fiscal Management Boards • Aggie Square Enhanced Infrastructure Financing District Public Financing Authority • Animal Care Services Citizens Advisory Committee
• Ann Land and Bertha Henschel Memorial Funds Commission • Civil Service Board
• Compensation Commission
• Defined Contributions Plans Committee
• Ethel MacLeod Hart Trust Fund Advisory Committee
• Housing Code Advisory and Appeals Board
• Litigation Resolution Committee
• Measure U Community Advisory Committee
• Parks and Community Enrichment Commission
• Planning and Design Commission
• Preservation Commission
• Sacramento Arts, Culture, and Creative Economy Commission • Sacramento Community Police Review Commission
• Sacramento Disabilities Advisory Commission
• Sacramento Ethics Commission
• Sacramento Independent Redistricting Commission
• Sacramento Youth Commission
• Stadium Area Enhanced Infrastructure Financing District Public Financing Authority • Utilities Rate Advisory Commission
We are currently recruiting for the inaugural Sacramento Children’s Fund Planning and Oversight Commission.
Over the past year, the City Clerk’s department has published agendas and staffed 311 public meetings, processed 1,801 staff reports, 437 resolutions, 27 ordinances, and 365 motions.
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 7 of 12
In an effort to continue to uplift the voices of city boards, commissions, and committees, this year the city council adopted an update to Sacramento City Code Chapter 2.40 - Boards and Commissions Generally. The City Clerk presented a report to all city commissions on this update.
We have created a Commission Program Video, Commissioner Orientation, Commissioner Handbook, and a Guide to Meeting Facilitation to continue to educate appointees to our boards, commissions, and committees.
The Council Rules of Procedure was updated in November 2022 and in March 2023. The City Clerk was instrumental in creating and implementing the process for councilmember requests for future agenda items and the subsequent process for councilmember proposal requests.
Citywide Records Management
The Office of the City Clerk is responsible for our Citywide Content Management System (CCM).
This system allows automated retention rules and litigation holds to be placed on documents within its system, and for vital records of the City’s legislative bodies to be available to the public via the online record library. We are constantly adding documents to the database and tagging fields to relate documents. Currently there are over 15.5 million records in in CCM and 10 million records in the online record library.
This year the Office of the City Clerk processed 4,459 public records requests, 95 litigation holds, and 78 subpoenas. Government Code states that within 10 days you shall respond to a requestor, however, should you need additional time, you may request an extension. For extensive requests, we may notify the requestor that additional time is needed as long as an estimated date when records will be made available is provided to the requestor. The majority of our requests (75%) have been fulfilled within the initial 10-day deadline. There are requests that are complex and take a longer period to provide records, however, we consistently follow the applicable regulations and provide the requestor an estimated date and disclose records as they become available. Our average closure time is 21 days.
4,459 public records requests processed.
75% completed within the initial 10-day deadline.
Average closure time is 21 days.
2,782 contracts were also processed through the City Clerk’s department this past year.
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 8 of 12
Public Records Requests by Department
Public Records Requests Closure Statistics
Animal Care
6%
Building/Planning
25%
Cannabis
2%
Code Enforcement
6%
Fire
22%
Media Requests
Video/Camera Related …
Multi-Department
30%
Police Department
Component
6%
Referred
to SPD
10%
Referred to Outside
Agencies/Jurisdications
22%
Referred to City
Website for Self
Service
23%
No Responsive
Records
27%
No Response
from
Requestor
16%
Withdrawn
2%
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 9 of 12
Operational Support to the Mayor and Councilmember Offices
Our Mayor/Council Operations team processes all human resources, training, and finance tasks for the Mayor, City Council, City Clerk, City Auditor, and Office of Public Safety Accountability.
Over the past year we have crossed trained additional staff and put processes in place to streamline services.
This past fiscal year, we processed 997 checks, 132 purchase card statements, and 50 travel requests, as well as other financial requests, ultimately resulting in 5,781 individual financial transactions entered, processed, and approved for the Offices of the Mayor and City Council, City Auditor, and Office of Public Safety Accountability. We have onboarded 31 new Council staff and 44 volunteers, including transitioning in 3 new Council offices.
A significant accomplishment over the past year was implementing a Microsoft Teams (Teams) environment to communicate, collaborate and educate.
The Office of the City Clerk utilizes Teams to host a private Team for each of the Offices of the Mayor and City Council. These Teams contain operational information for finance, human resources, payroll, facilities, ceremonial documents as well as provides a space for notifications regarding upcoming council meetings, agenda, etc. All council staff and elected officials are added into the Teams as part of the onboarding process. Each team is limited to the staff members in the respective office.
Training, assistance in setting up office Teams, and other information is provided by the Office of the City Clerk. These Teams are designed to be a self-service resource for finding commonly needed information as well as a place to organize communications with the Office of the City Clerk outside of an email inbox.
We are pleased to share that we were honored by the City Clerks Association of California for the Innovative Program of the Year for the way we utilize this platform.
In addition to utilizing Teams, we have continued to expand the use of a virtual receptionist to streamline and enhance the guest experience on the 5
th floor. This past year, we averaged 50
weekly check-ins on our virtual receptionist. We have also brought council event contracting support to the Office of the City Clerk in order to simplify the process for planning and hosting events. This past year we initiated 53 total contracts and assisted with the insurance and procurement processes involved in council events and services.
In support of the citywide contracting processes, the Office of the City Clerk hosted 55 public bid openings this past fiscal year.
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 10 of 12
Ticket Policy and Golden 1 Center Community Group Ticket Program
During this evaluation period, the Office of the City Clerk distributed tickets to 70 events at the Golden 1 Center, for a total of 2,133 guests in the city suite.
94% of tickets distributed went to Community Groups for the public purpose of promoting community cultural, recreational, educational, and social services, facilities, and programs available with the public within the city.
3% of tickets were distributed for general employee morale or retention, and 1% of tickets were distributed to promote economic development and to reward public service, respectively.
We have 128 participating Community Groups in our Community Group Ticket Program providing a variety of services across the city. The majority of groups participating identify as non-profits providing services focused on youth, education, and arts and culture.
In December 2022 we updated the City’s Acceptance, Distribution, Use, and Reporting of Tickets Policy to ensure we are distributing tickets to the Golden 1 Center Suite in accordance with the public purpose and maximizing access by recognized community groups, non-profit organizations, schools, youth groups, and similar groups and organizations.
Arts / Culture
Other
Environmental / Sustainability
Emergency / Crisis Services
Food Services
Health Services
Substance Abuse Services
Transportation Services
Housing Services
Rec / Sports
Family Services
Literacy
Education Services
Military / Veterans Services
Disability Services
Senior Citizen Services
Homeless Services
Youth Services
Community Center
Other
Neighborhood Association
Non-profit
Library
Youth Group
School / School Group
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 11 of 12
Elections and Statutory Compliance
In November 2022 the following were presented to the voters:
• City Council Candidates for District 1, District 3, District 5, District 7 (District 7 decided in June, no run-off election needed) • Measure L – Sacramento Children and Youth Health and Safety Act • Measure M – Redistricting Map Implementation
• Measure N – Tourism and Economic Development Facilities • Measure O – Sacramento Emergency Shelter and Enforcement Act of 2022
Later this year we will again offer candidates for the upcoming election cycle electronic submission of most election documents. In addition, candidates can schedule appointments for nomination package pick up and submission directly via the online portal, as well as appointments for a pre-review of documents prior to submittal. In conjunction with the City’s new website release, new updated election pages have been launched to provide the public with comprehensive information about the steps required to run for elective office.
The Political Reform Act requires certain public officials to disclose their personal financial information on a Statement of Economic Interests, Form 700, so the public may review that information and be knowledgeable that the official is not using their decision-making authority to affect their personal financial interests. The city has 1,092 filers. This year we had 99% of on- time filing compliance.
State law requires the filing of campaign disclosure statements by local candidates for elective office, elected officeholders, and committees supporting or opposing local candidates or ballot measures. These statements provide the public with details on who contributes money to a committee, and how that money is spent. We currently have 108 active campaign committees.
Lobbyists are also required to register with the Office of the City Clerk. The purpose of the Lobbyist Registration and Reporting Code is two-fold: 1) To ensure the public has full knowledge of who is attempting to influence the decisions that affect City policy; and 2) To ensure that elected City officials are informed of what interests each lobbyist represents. This year we implemented an electronic filing platform to ensure timely filing and instant online access. We currently have 19 active lobbyists registered.
The filing of financial disclosure forms are managed through the Office of the City Clerk and are available for public viewing via our website.
Office of the City Clerk Annual Report – FY 2022/23
City of Sacramento Page 12 of 12
Good Governance Program
The City Clerk is responsible for reporting to the city council on the operations of Title 4 of the Sacramento City Code, Ethics and Open Government includes the Code of Ethics and Transparent Government and Public Engagement.
• Sacramento City Code Chapter 4.02, Code of Ethics provides that city employees shall treat their office or position as a public trust.
• Sacramento City Code Chapter 4.04, Transparent Government and Public Engagement provides that the city’s business shall be conducted in an open and transparent fashion.
There are no recommended amendments to either Chapter 4.02 or Chapter 4.04 for the coming year.
The Office of the City Clerk also supports the Sacramento Ethics Commission. This past year, the commission updated the Sacramento Ethics Commission Procedures. The commission also deliberated and forwarded to the city council recommendations regarding modernizing the Lobbyist Registration and Reporting Code. The City Clerk’s Office and Attorney’s Office are moving forward draft updates to the relevant city code sections to the Law and Legislation Committee and City Council in the coming months.
Council Staff Linkage: City Clerk
Annual Performance Evaluation of Mindy Cuppy, MMC, City Clerk (Review Period: August 1, 2022-July 31, 2023)
This report is to document compliance with the Council Staff Linkage Policy for the City Clerk for Fiscal Year 2022/23 (July 1, 2022 through June 30, 2023).
Scope: Council Directed
Policy Contact
Lawrence Carr, Chair of Governance Ad Hoc Committee
City Council Member, District 8
(916) 808-5071
[email protected]
Policy Number: 004
Date of Adoption: 06-26-2018
Resolution No.: 2018-0259
Monitoring Method: City Clerk Report
Frequency: Annually, based on appointment date
A. The City Clerk performs executive management duties by overseeing the activities and functions of the Office of the City Clerk including supervision of staff; performing highly advanced administrative tasks as prescribed by the City Charter, City Code, State Law, and various ordinances and resolutions; initiates, develops, and implements policies and procedures to execute the laws and administer the work of the Office of the City Clerk; maintains and disseminates records of action of governing bodies, municipal ordinances, resolutions, codes and other government documents; provides highly responsible and complex administrative support to the members of the City Council.
Over the past year the City Clerk has successfully overseen the activities and functions of the Office of the City Clerk. Statistics related to department activities is provided in the Office of the City Clerk Annual Report – July 2023.
B. The City Clerk reports directly to the City Council. The City Council is responsible for hiring, evaluating, and terminating the City Clerk.
Council Staff Linkage: City Clerk
C. The City Clerk shall not cause or allow any practice, activity, decision, or organizational circumstance that is illegal, unethical, imprudent, or in violation of commonly accepted business and professional ethics.
Over the past year the City Clerk has not allowed any practice, activity, decision, or organizational circumstance that is illegal, unethical, imprudent, or in violation of commonly accepted business and professional ethics.
D. The City Clerk shall provide applicable monitoring reports to the City Manager for consolidation into a comprehensive citywide report.
Over the past year the City Manager has not requested any monitoring reports. The City Clerk constantly shares information with the City Manager and other Charter Officers. All council appointive officers constantly collaborate to efficiently move mayor and councilmember priorities forward.
E. The City Clerk shall treat the council as a whole and be responsive to individual council members except where substantial resources are required to fulfill a request.
Over the past year the City Clerk has treated the council as a whole while still being responsive to individual council requests. The City Clerk was instrumental in creating and implementing the process for councilmember requests for future agenda items and the subsequent process for councilmember proposal requests.
F. The City Clerk is responsible for:
1. Timely responses to requests for public records.
This year the Office of the City Clerk processed 4,459 public records requests, 95 litigation holds, and 78 subpoenas. Government Code states that within 10 days you shall respond to a requestor. Should you need additional time, you may request a 14-day extension. For extensive requests, we may notify the requestor that additional time is needed as long as an estimated date when records will be made available is provided to the requestor. The majority of our requests (75%) have been fulfilled within the initial 10-day deadline. There are requests that are complex and take a longer period to close, however, we always follow the applicable regulations and give the requestor an estimated date and disclose records as they become available. Our average closure time is 21 days.
2. Maintaining the legislative history of the city.
Over the past year, the City Clerk’s department has published agendas and staffed 311 public meetings, processed 1,801 staff reports, 437 resolutions, 27 ordinances, and 365 motions.
Council Staff Linkage: City Clerk
3. Maintaining the records management and document retention program.
The Office of the City Clerk is responsible for our Citywide Content Management System (CCM). This system allows automated retention rules and litigation holds to be placed on documents within its system, and for vital records of the City’s legislative bodies to be available to the public via the online record library. We are constantly adding documents to the database and tagging fields to relate documents. Currently there are over 15.5 million records in in CCM and 10 million records in the online record library.
4. The efficient conduct of city elections.
In November 2022 the following were presented to the voters:
• City Council Candidates for District 1, District 3, District 5, District 7 (District 7 decided in June, no run-off election needed)
• Measure L – Sacramento Children and Youth Health and Safety Act • Measure M – Redistricting Map Implementation
• Measure N – Tourism and Economic Development Facilities • Measure O – Sacramento Emergency Shelter and Enforcement Act of 2022
Later this year we will again offer candidates for the upcoming election cycle electronic submission of most election documents. In addition, candidates can schedule appointments for nomination package pick up and submission directly via the online portal, as well as appointments for a pre-review of documents prior to submittal. In conjunction with the City’s new website release, new updated election pages have been launched to provide the public with comprehensive information about the steps required to run for elective office.
5. Timely filing of Fair Political Practices (FPPC) reports.
The Political Reform Act requires certain public officials to disclose their personal financial information on a Statement of Economic Interests, Form 700, so the public may review that information and be knowledgeable that the official is not using their decision-making authority to affect their personal financial interests. The city has 1,092 filers. This year we had 99% of on-time filings.
6. Efficient city council human resources, training, and finance operations.
Our Mayor/Council Operations team processes all human resources, training, and finance tasks for the Mayor, City Council, City Clerk, City Auditor, and Office of Public Safety Accountability.
We have efficiently processed all administrative tasks. Over the past year we have crossed trained additional staff and put processes in place to streamline services.
This past fiscal year, we processed 997 checks, 132 purchase card statements, and 50 travel requests, as well as other financial requests, ultimately resulting in 5,781 individual financial transactions entered, processed, and approved for the Offices of the Mayor and City Council, City Auditor, and Office of Public Safety Accountability. We have onboarded 31 new Council staff and 44 volunteers, including transitioning in 3 new Council offices.
Council Staff Linkage: City Clerk
7. Conducting a transparent public bid opening process.
The Office of the City Clerk has processed 55 bid openings this past year. We not only serve as the impartial office opening bids, but scan and add the documents to our electronic content management system.
8. Conducting a citywide contract management program.
2,782 contracts were processed through the Office of the City Clerk this past year.
9. Efficient operation of the Good Governance Program (Sunshine Ordinance and Code of Ethics).
The City Clerk is responsible for reporting to the city council on the operations of Title 4 of the Sacramento City Code, Ethics and Open Government includes the Code of Ethics and Transparent Government and Public Engagement.
• Sacramento City Code Chapter 4.02, Code of Ethics provides that city employees shall treat their office or position as a public trust.
• Sacramento City Code Chapter 4.04, Transparent Government and Public Engagement provides that the city’s business shall be conducted in an open and transparent fashion.
There are no recommended amendments to either Chapter 4.02 or Chapter 4.04 for the coming year.
The Office of the City Clerk supports the Sacramento Ethics Commission. This past year, the commission updated the Sacramento Ethics Commission Procedures. The commission also deliberated and forwarded to the city council recommendations regarding modernizing the Lobbyist Registration and Reporting Code. The City Clerk’s Office and Attorney’s Office are moving forward draft updates to the relevant city code sections to the Law and Legislation Committee and City Council in the coming months.
Performance Evaluation of Mindy Cuppy, City Clerk –August 1, 2023 Page 1 of 4 City Council Appointive Officer Evaluation Template– City Clerk
Performance Evaluation of Mindy Cuppy, City Clerk
Review Period: July 31, 2022 through August 1, 2023
This document is intended to be a tool that could be used by the mayor and city councilmembers in evaluating the annual performance of the City Clerk to be discussed in closed session pursuant to Government Code section 54957(b). Competencies are taken from the Council Staff Linkage: City Clerk policy.
CORE COMPETENCIES Comments
Treats the council as a whole and is responsive to individual council members except where substantial resources are
required to fulfill a request.
Keeps Council and colleagues informed in a timely manner.
Willing to try new ideas proposed by governing body
members and/or staff.
Maintains knowledge of current developments affecting the practice of local government management.
Demonstrates a capacity for innovation and creativity.
Diligent and thorough in the discharge of duties.
Anticipates and analyzes problems to develop effective
approaches for solving them.
Sets a professional example by handling affairs of the public office in a fair and impartial manner.
Consistently maintains a positive and respectful attitude toward others. Develops cooperative relationships and
works collaboratively to achieve goals by sharing information in an appropriate, timely, and professional manner.
Performance Evaluation of Mindy Cuppy, City Clerk –August 1, 2023 Page 2 of 4
POSITION SPECIFIC COMPETENCIES Comments
Timely responses to requests for public records within legal guidelines.
Maintains legislative history of the city including the records management and document program.
Efficiently conducts elections within legal guidelines.
Coordinates filing of Fair Political Practices (FPPC) reports within legal guidelines and transparently makes available all reports.
Coordinates efficient human resources, training, and finance operations for the mayor and city council offices.
Conducts a transparent and fair public bidding process.
Coordinate a citywide contract management program to
ensure legal guidelines are met and executed contracts are maintained appropriately.
Efficient operation of the Good Governance Program
(Sunshine Ordinance and Code of Ethics).
Performance Evaluation of Mindy Cuppy, City Clerk –August 1, 2023 Page 3 of 4 Evaluation Period Accomplishments
In addition to the statutory responsibilities of the City Clerk, over this past year the following are significant accomplishments:
• Successfully resumed in-person city council, council standing committee, board, commission, and committee meetings. We have continued to offer public access to meetings via an online and telephonic platform. • Assumed the role and responsibility for legislative management of all city boards, commissions and committees including agenda management, staffing, and maintaining a clear and transparent legislative history. Consistency across advisory bodies assures that commissioners have the tools they need to be successful in their role, members of the public know how to participate, and there is a consistent process for commissions to advise the city council. • Created a city boards, commission and committee orientation program, handbook, guide to meeting facilitation, and recruitment video. By uplifting commissioner voices, we continue to expand their advisory role. • Established an online system for lobbyist registration and reporting. This portal increases transparency and accessibility of reports. • Created and maintain a Microsoft Teams environment for the mayor and council offices to communicate, collaborate, and educate.
Our office was recognized by the City Clerks Association of California (CCAC) as Innovative Program of the Year for this project. • Assumed the role of Decorum Officer ensuring a fair and consistent process for public meeting facilitation so that the city’s business can be accomplished.
• Continued to assist in moving council priorities forward.
Performance Evaluation of Mindy Cuppy, City Clerk –August 1, 2023 Page 4 of 4 Strategic Goals and Objectives for the Upcoming Evaluation Period
In the upcoming year, we are excited to be continuing to focus on our boards, commissions, and committees to ensure transparency, consistency, diversity, and inclusive participation. This includes, but is not limited to:
• Proactive recruitment that ensures diversity, equity, and inclusion. • Comprehensive commissioner and staff education.
• Effective annual reporting process for constant communication between the council and commissions. • Highlighting for the council and our community the important work of city commissions. • Ensuring clear and consistent policies, scope, council direction, and communication. • Review of all city board, commission and committee establishing code for consistency and relevance and recommend any updates.
In the upcoming year, the Office of the City Clerk will also:
• Research and begin implementation of a new agenda management system to improve transparency, consistency, accessibility, and maintenance of legislative history.
• Expand mayor and councilmember support to include councilmember onboarding and training, council staff training, and expanded support for council community events.
• Will professionalize our ceremonial recognition program to elevate prestigious recognition and create tools for council offices to recognize members of our community.
• Research and begin implementation of a new codification vendor to update and maintain our municipal code. • Continue support in moving council priorities forward.