Loading...
HomeMy WebLinkAbout2003 01-14 CC ADJ AGENDA PKTAGENDA OF AN ADJOURNED REGULAR MEETING NATIONAL CITY CITY COUNCIL LARGE CONFERENCE ROOM CIVIC CENTER 1243 NATIONAL CITY BOULEVARD TUESDAY— JANUARY 14, 2003— 12 Noon OPEN TO THE PUBLIC Procedures and Protocol I. Background of General Form of Government (City Attorney) II. City Operations (City Manager) III. Overview of Selected State Regulations Affecting the City Council (City Attorney) IV. Appointments for SANDAG, MTDB and Vice Mayor (Mayor and Council) PUBLIC ORAL COMMUNICATIONS (Five -Minute Time Limit) Note: Pursuant to State Law, items requiring Council action must be brought back on a subsequent Council agenda unless they are of a demonstrated emergency or urgent nature. ADJOURNMENT Next Regular City Council Meeting — Tuesday, January 21, 2003 — 6:00 p.m. Council Chambers, Civic Center. TAPE RECORDINGS OF EACH CITY COUNCIL MEETING ARE AVAILABLE FOR SALE AND TO LISTEN TO IN THE CITY CLERK'S OFFICE TABLE OF CONTENTS Being an Effective Policy Maker — Elected Official 1 Handbook Chapter 2.01 of City Code on City Manager Role 2 City Council Policy 108 on Council -Manager Relations 3 Purchasing Overview 4 Organization Charts 5 Web -shot of Council -Manager form of Government in National City 6 Open Meeting Law — Govt. Code Section 54950 7 et seq. General Form of Government 8 Department Phone Directory & Admin. Phone List9 10 11 12 13 14 15 Effective Maker Being an elected official is atough job, not just because of the obvious demands on your time and the range of subjects you must deal with. It is tough because you are ultimately responsible for what happens in your agency but you are not always in a position to control the people who actually do the work. The residents of your community will hold you re- sponsible for the results of your actions even if you aren't the person who implements them. And it's not easy to explain to constituents that you are a "policy maker" and can't always affect administrative procedures they don't happen to like. This chapter explores some of these issues and sug- gests some ways for you to check your own progress as an effective policy maker. Working with a Staff Many elected officials come to office never having worked with a profes- sional staff. A professional staff can be the most important asset you have. If your community's local government is fortunate enough to have a pro- fessional staff, there is almost always some official in charge of it. That person may be called city manager, chief administrative officer, or county manager, but whatever the title that individual is your link to the profes- sional staff. He or she gives instructions to the staff through subordinate officers —department or division heads —and checks later to be sure that instructions were carried out. You can imagine the chaos that would re- sult if everyone in the organization felt free to give anyone else instruc- tions. Nothing would get done and no one could be held responsible. So the first rule of working with a staff is to know who your contact is and work through him or her. When you want to contact the staff, a phone call to that contact person is usually sufficient. Your chief administrative of- ficer can explain how your particular system works —be sure you under- stand how to make contact with staff members because you need the information they can provide. The second rule of working with a staff is what is called the "right of inquiry." As an elected official, you need information in order to make decisions and answer questions from your constituents. You have the right to inquire about anything going on in the agency. Again, go through your chief administrator (unless another system has been previously agreed to) in order to get the information you need. Your "right to inquire" does not 40 Pursuing Personal Effectiveness include a right to give instructions or give an assignment to someone, however. If you think something needs to change or a staff member needs to receive instructions to do something, raise the issue with the chief administrator immediately. In some cases he or she may be ableto solve the problem on the spot; in others it may be more complicated. Remem- . ber, the chief administrator typically reports to the whole council of five, seven, or more members. What you think ought to happen may not be what the majority of the council wants to happen. That's why it's so im- portant to work with your administrator; he or she will know when issues should go to the whole council for clarification. Third, most staff members put in long hours, work hard, and have a genuine interest in doing a good job. But, like all human beings, they make mistakes. Unfortunately, because of the nature of public agencies, these mistakes often come out in public or worse yet in the morning headlines. From time to time, you'll feel the temptation to criticize the staff publicly,especially when you're taking a lot of heat for something you didn't do. Be sure you have all your facts; talk to the chief administra- tor first and. be sure you speak to the issue, not the personalities involved. Fourth, and probably most important, hold your staff responsible for carrying out their tasks. If the council has instructed the city manager to take certain steps, insist that you receive periodic progress reports. Your responsibility is to monitor what is happening without interfering in its execution. Policy vs. Administration In the early twentieth century much was made of the line between policy and administration. Scholarly articles and many public administration textbooks spent considerable time on the distinction between these two roles. Today we've come to realize that the line between them is blurred at times and that all parties need to be aware that the line is blurred. Basically, setting policy consists of deciding what you're going to do. For example, a city council decides that the community would benefit if a bridge were built over a river so that people will no longer have to drive thirty miles out of their way to reach their destination. Or the county board of supervisors decides to open a new hospital. Or the decision is made to abandon a neighborhood park because it is no longer needed. Each of these decisions involves what is to happen. They say nothing about how to accomplish these projects. Your basic role as an elected official is to weigh all sides of an argument and then decide what should happen in your community. In the case of the bridge, there may be many people who will oppose its construction even though it seems like such a good idea to others. Your job is to listen to all the arguments, seek as much relevant information 'as. you can, and then decide. Most major policy decisions lead to smaller ones. What kind of financing will you use to fund construction of the bridge? Testimony from experts about the relative advantages of bond financing versus pay-as- you-go will lead you to another policy decision. At some point, you will Being an Effective Policy Maker 41 begin to leave the policy area and move into the administrative area. For instance, once you have decided to use bond financing to build the bridge, your role as a policy maker is probably finished. Now, the administrators will take over and figure out how to accomplish the task. Who will contact the underwriters? Who will write the prospectus for the bond issue? How do we get the best design for the bridge? These and many other questions will have to be answered, but these are the responsibility of the adminis- tration. The example of the bridge is fairly straightforward, but other cases can be very complicated. Taking pains to stick to policy making takes practice and skill —but it's the only way to do your job effectively. Notice also that policies are made by the entire council, not by one or two members. You may find yourself a bit frustrated at times when the things you want to do (the bridge you feel is important) don't get support from the rest of the council. Ours is a democratic system with majority rule —if your proposals do not gain acceptance at first, try discussing them with your colleagues. Perhaps there is some way for you to modify your proposal to win additional support for it next time around. Day -to -Day Operations One area that seems to trip up newly elected officials is day-to-day opera- tions. You need to be aware of how the organization works —after all, you are ultimately responsible. However, you need to be careful not to get involved in ongoing, day-to-day operations. There are two good reasons for this. First, almost all day-to-day operations consistof administrative work —not policy. By definition, you shouldn't be involved in this end of operations. Second, day-to-day items can be incredibly time-consuming. Once you are involved in them they consume all your time, which means you will not spend any time dealing with important policies. Since the governing body is the only one charged with making policy, not much in the way of policy review and formulation will get done if its members are spending all their time on other matters. Getting Help on Setting Policy Deciding what is to be done in a community is a tall order. It's not easy to decide such questions, but that is why you were elected. Your nearest source of assistance is your chief administrator. He or she can give you the pros and cons on many questions facing your local government. The elected officials will have to decide what to do, but the administrator can help you get the best information available with which to make wise decisions. Title 2 ADMINISTRATION Chapter 2.01 CITY MANAGER* 2.01.010 Office created --Qualifications. A. The office of city manager is established. The city manager shall be appointed by the city council solely on the basis of executive and administrative qualifications, and shall hold office during the pleasure of the city council. No person elected to membership on the city council shall, subsequent to such election, be eligible for appointment as city manager until one year has elapsed following the expiration of the last term for which he was elected. B. During the absence or disability of the city manager the council may designate some properly qualified person to perform the duties of the office of city manager. (Ord. 782 § 1, 1950) 2.01.020 Powers --Duties. The city manager shall be the administrative head of the city government under the direction and control of the council, except as otherwise provided by ordinance. The city manager shall be responsible to the city council for the efficient administration of all the affairs of the city which are under the city manager's control. In addition to the city manager's general powers as administrative head, and not as a limitation thereon, it shall be the duty and the city manager shall have power: A. To see that all laws and ordinances are duly enforced; B. To employ, discipline or remove all heads of departments and all subordinate officers and employees of the city, to transfer employees from one department to another; and to consolidate or combine offices, positions, departments, or units under the city manager's jurisdiction with the approval of the city council in each instance. Nothing herein contained shall apply, however, to the city clerk, city attorney, or city treasurer; C. To exercise control over all departments and divisions of the city government and over all appointive officers and employees thereof subject to the approval of the city council, except as herein provided; D. To attend all meetings of the council and its committees unless excused therefrom by the council or the committee and except when the removal of the city manager is under consideration by the council; E. To recommend to the council for adoption such measures and ordinances are deemed necessary or expedient; F. To keep the city council at all times advised as to the financial conditions and needs of the city; G. To prepare and submit to the city council the annual budget; H. To prepare and recommend to the city council a salary plan; I. To purchase all supplies for all of the departments or divisions, and no expenditure shall be submitted or recommended to the city council except from report or approval of the city manager. The city manager may delegate the provisions of this subsection; J. To make investigations into the affairs of the city or any department or division thereof or any contract, or the proper performance of any obligation running to the city; K. To investigate all complaints in relation to all matters concerning the administration of the government of the city and in regard to the service maintained by public utilities in the city, and to see that all franchises, permits and privileges granted by the city are faithfully observed; L. To exercise general supervision over all public buildings, public parks, streets and other public property which are under the control and jurisdiction of the city council; M. To prepare and submit to the city council an organization chart showing the organization plan for all departments of the city government; N. To issue on behalf of the council all licenses and permits not otherwise provided for by ordinance; 0. To superintend the construction of all public work within the city; P. To develop and organize accessory public improvement projects and assist the city council and the various departments in carrying the same through to successful conclusion; Q. To serve as public relations officer of the city government and to follow through and endeavor to adjust all just complaints filed against any employee, department, division, or service thereof; R. To make and keep up to date an inventory of all property, real and personal, owned by the city; S. To receive and open all mail addressed to the city council and give immediate attention thereto to the end that all administrative business referred to in said communications and not necessarily requiring councilmanic action, may be disposed of between council meetings; providing that all actions taken pursuant to such communications shall be reported to the city council at its next meeting thereafter. (Ord. 1479 (part), 1975; Ord. 885 § 1, 1955: Ord. 782 § 2, 1950) 2.01.030 Intermediary role. Except for the purpose of inquiry, the city council and its members shall deal with the administrative service solely through the city manager, and neither the city council nor any member thereof shall give orders to any of the subordinates of The city manager. (Ord. 885 § 2, 1955: Ord. 782 § 3, 1950) 2.01.040 Compensation. The city manager shall receive such salary as the city council shall from time to time determine and fix by resolution or motion. (Ord. 782 § 4, 1950) CITY COUNCIL POLICY TITLE: CITY MANAGER AS CHIEF ADMINISTRATIVE , . POLICY OFFICER NUMBER:- 108 Purpose To establish guidelines in issuing directives to City staff members and clarification of City Manager's responsibilities. Policy The City Manager is appointed by the City Council on the basis of executive and administrative qualifications and abilities and is the chief administrative officer of the City. Except for the purpose of inquiry, the City Council shall deal with the administrative departments solely through the City Manager. Council members will not interfere with -staff members duties unless the matter has been brought before the City Council and approved at a regular Council meeting. This policy is based on the principle that departments carry on their approved activities and don't alter approved priorities or policies on the basis of a request that hasn't been approved by the Council as a body. The City Managershall act as chief administrative officer for the various appointed department directors as well as the City Clerk's office. Related Policy References National City Municipal Code, Chapter 2.01 • City of National City Overview of the City's Purchasing Function Reference Purchasing Ordinance #1480, and Municipal Code Chapter #2.60 Goals: It is the goal of the Purchasing Department to obtain goods and services that best meet the needs of the departments, at the best price possible, while maintaining a fair and open competitive environment for all vendors. Ethics: The Purchasing Department has been entrusted to handle public funds, and as such it is imperative to maintain the highest standards of integrity and ethical conduct. Purchasing professionals regard public service as a sacred trust. We subscribe to the standards established by the California Association of Public Purchasing Officers (CAPPO) which are to: purchase without prejudice, or preferential treatment; avoid unfair practices, giving all vendors equal opportunity; refuse any form of commercial bribery, and prevent any appearance of doing so; conduct ourselves with fairness and dignity; and demand honesty and truth in the purchasing process. Legal Issues: The Purchasing Ordinance is based on State and Federal laws. Failure to comply with the Purchasing Ordinance or failure to adhere to the ethical standards outlined above could result in bid challenges or vendor protests, which may lead to fines or lawsuits being filed against the City. Budget Availability: Prior to starting any purchasing process, it is imperative to identify the funding source, and to ensure that funds are available and authorized for a particular transaction. Standard Method of Doing Business: Departmental administrative staff members are well trained in the Purchasing System. Therefore it is most expeditious to funnel all requests and questions through your administrative staff. They can answer most purchasing related questions, and know the proper forms to use, and paperwork that is required, which will help expedite the process. Dollar Limits: $0-$1500: Open market range. All purchases up to $1500 can be purchased in the open market without having to obtain competitive bids. $1501-$14,999: Informal bid limit. All purchases between $1500-$14,999 require competitive bids from at least 3 vendors. These can be informal quotes (phone, fax, written). Turn around time contingent upon response time from vendors...can be 1-7 days. Awarded by Purchasing Agent. If it involves "service", see below. $15,000 +: Formal bid limit. All purchases over $15,000 require the formal bidding process (drafting specs, preparation of bid package, advertising in the local newspaper, mailing bids, analyzing bids, preparation of A200, and Council award). Usually about a 6 week process (the Ordinance requires that vendors receive at least 30 days to respond to bids). If it involves "service" see below. Awards: By ordinance, all purchases are awarded to the lowest, responsive, responsible bidder. "Services": All transactions requiring an outside vendor to perform a service on City property require a Standard Service Agreement to ensure that all terms and conditions are specified, and that proper insurances are on file in case of an accident. The Purchasing Department coordinates service agreements via the draft prepared by the City Attorney's office. Turn around time for these agreements depends on how fast we can get the required insurance, and the signed agreement back from the vendor. Examples of service include but are not limited to installation or repair (fences, windows, carpets, draperies, equipment, machinery, etc.); cleaning (carpets, windows, etc.); Pick up (hazardous waste, etc.); maintenance (traffic lights, ball fields, janitorial service, pest control, etc.). Any service performed by a vendor on City property. Exceptions to the Bidding Process: Sole Source: when a particular brand of product or type of service can only be obtained from one vendor, and that specific brand or item has been standardized by the City Manager or City Council. Preferred Source: when the commodity being purchased is required to match or be compatible with other items previously purchased from the same supplier, and the total does not exceed $4000. Over $4000 requires Council approval. When the City Council determines, in open session, that special circumstances exist, and that it is in the City's best interest to waive the bidding process. Emergency Purchase: to prevent delays or interruption of an essential service which may affect public health, safety or welfare. Local Vendors: The Purchasing Department meets with and equally considers all vendors expressing interest in doing business with the City. Vendors are informed that they must be competitive in order to earn the City's business, since the ordinance requires that awards be made to the lowest, responsive, responsible bidder. Because the City receives sales tax revenue of approximately 1% of all taxable sales transacted in the City, an adjustment of 1% may be made for the purpose of determining true cost of doing business, and therefore determining low bid. A statement to this effect and a definition of `local business' is contained in every bid package. Office Supplies: We currently participate in a large cooperative contract established by the City and County of San Diego on behalf of all of the smaller agencies. The awarded vendor is Corporate Express. This multi -agency contract ensures that we obtain the best pricing possible via volume discounts. Some common items (office, janitorial, automotive, electrical supplies, copier supplies, etc.) are even stocked in our local City warehouse. Printing: Contracts are in place with several vendors for the printing of business cards, letterhead, envelopes and forms. These vendors already have the City Seal artwork and. are familiar with our standardized formats. Purchasing coordinates all print jobs, upon receipt of departmental requisitions and samples. Furniture, Cell Phones, Computers and other Technology: To ensure standardization, compatibility and quality, all furniture and technology items are directed to the MIS department for approval, prior to requisitions being sent to Purchasing. MIS maintains the budget for these items. Travel: The City's current contract for Travel Agency services is held by Southport Travel in conjunction with Aviva Travel. Contact Carolyn Kruse at (619)829-1432 ORGANIZATION CHARTS City of National City I CITY OF NATIONAL CITY ORGANIZATION CHARTS TABLE OF CONTENTS 2002-03 CITY DEPARTMENT PAGE CITY ORGANIZATION CHART 1 ELECTED AND COUNCIL APPOINTED POSITIONS 3 BOARDS AND COMMISSIONS 6 CITY ATTORNEY'S DEPARTMENT 10 CITY CLERK/RECORDS MANAGMENT 12 CITY MANAGER'S DEPARTMENT 14 BUILDING AND SAFETY DEPARTMENT 16 FINANCE DEPARTMENT/CITY TREASURER 18 FIRE DEPARTMENT 20 CITY LIBRARY 22 CITY DEPARTMENT PAGE PARKS AND RECREATION DEPARTMENT 24 PERSONNEL DEPARTMENT 26 PLANNING DEPARTMENT 28 POLICE DEPARTMENT 31 PUBLIC WORKS/ENGINEERING DEPARTMENT 35 PURCHASING DEPARTMENT 38 (THIS PAGE INTENTIONALLY LEFT BLANK) CITY ORGANIZATION CHART F.Y. 2002-03 City Clerk Boards and Commissions Building and Safety 1 Public Works/ , Engineering Risk Management Police Personnel Electorate Mayor and City Council City Manager City Treasurer City Attorney Fire Finance Parks and Plani Recreation Purchasing 1 (THIS PAGE INTENTIONALLY LEFT BLANK) ELECTED AND COUNCIL APPOINTED POSITIONS MAYOR AND CITY COUNCIL Act as the legislative body of the City in accordance with the State Constitution and the Government Code; establish municipal policies; hold hearings; adopt resolutions; enact ordinances; act on public improvement proceedings; set employee salaries; review and approve the annual budget; hear appeals on decisions of administrative and advisory bodies; appoint members of the City Commissions and boards as provided by the regulations of the City. The Mayor presides at all meetings of the City Council. CITY CLERK The City Clerk is an elected official responsible for the recording and indexing of City Council proceedings; maintaining a book of Ordinances; administering oaths; certifying documents; is custodian of the City Seal; and performs other duties as required by law. CITY TREASURER The City Treasurer is an elected official who acts as the custodian of all public funds belonging to or under the control of the City. CITY MANAGER The City Manager is appointed by the City Council and is responsible for the implementation of Council policy and the supervision of municipal activities; advises the Council regarding the financial condition and needs of the City, and improvement of City services, and the long-range development of the community and its environment. Continued 3 Elected and Council Appointed Positions Page Two CITY ATTORNEY The City Attorney is appointed by the City Council and acts as legal advisor to the Mayor, City Council, and City Commissions at Council and Commission meetings; acts as legal advisor and attorney for the City in accordance with the Government Code; supervise and keep custody of legal papers; prosecute misdemeanor violations of City ordinances; prepare ordinances and contracts; prosecute offenses against the City; prosecute or defend cases in which the City is a party. ***************************** BOARDS AND COMMISSIONS The various Board and Commission members are National City residents appointed by the Council to make recommendations to the Council in their respective fields of involvement. ELECTED AND COUNCIL APPOINTED POSITIONS F.Y. 2002-03 City Clerk City Attorney Electorate Mayor and City Council City Manager City Treasurer / 1 Boards and Commissions (60 Members) 5 BOARDS AND COMMISSIONS BUILDING ADVISORY AND APPEALS BOARD Investigate and determine the suitability of materials, methods and types of construction; provide interpretation of provision of the Building Code and advise upon their applications; recommend approval of minor deviations from provisions of the Building Code providing the alternate type of materials or type of construction proposed is equivalent to the Building Code requirements. CIVIL SERVICE COMMISSION Recommend to the City Council, after a public hearing, the adoption, amendment or repeal of Civil Service Rules and Regulations not in conflict with the Government Code; hear appeals of any person in the classified service relative to any suspension, demotion or dismissal; make any investigation concerning the administration of personnel in the municipal service and report its findings to the City Council and the City Manager. HISTORICAL COMMITTEE Collect, maintain, and preserve items and documents, buildings, lands of historical interest to the City; to meet, confer with and cooperate with all other complementary groups in regard to National City's history. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION Act in an advisory capacity to the City Council in matters concerning the physical, social, and economic development of the City; receive comments from citizens of the City of National City; ascertain community attitudes; make reports and submit findings to the City Council. Continued 6 Boards and Commissions Page Two LIBRARY BOARD OF TRUSTEES Act in accordance with the Education Code; to coordinate the activities of the City Library; to advise the City Librarian on operational policies; to approve warrants; recommend to the City Council the adoption of rules and regulations as it may deem necessary for the administration and protection of the City Library. PARK AND RECREATION ADVISORY BOARD Act in an advisory capacity to the City Council in matters of policy and administration of the City owned parks and the recreation programs operated in said parks; investigate and report on related matters as referred by the Council; submit recommendations to Council on relative subjects which the Board deems important. PLANNING COMMISSION Recommend to the City Council the adoption, amendment, or repeal of a master plan or any part thereof for the physical development of the City; exercise such functions with respect to land subdivisions, planning and zoning as may be prescribed by ordinance. SENIOR CITIZENS ADVISORY BOARD Act in an advisory capacity to the City Council in matters pertaining to the senior citizens of the City of National City; make reports and submit findings to the City Council. Continued 7 Boards and Commissions Page Three STREET TREE AND PARKWAY COMMITTEE Review and make recommendations relative to the planting, removal, or transplanting of trees upon public property within the City of National City. TRAFFIC SAFETY COMMITTEE Review and make recommendations on matters referred by the City Council, appropriate public agencies, or private citizens, concerning the safety of traffic; conduct investigations and make reports as directed by Council or appropriate organizations and agencies. CITY OF NATIONAL CITY BOARDS AND COMMISSIONS F.Y. 2002-03 Building Advisory and Appeals Board Wit Parks and Recreation Advisory Board Sweetwater Authority Board ,l` Traffic Safety Committee l Senior Citizens Advisory Board San Diego County Water Board Mayor and City Council Library Board of Trustees Street Tree and Parkway Committee San Diego Port Commission Civil Service Commission Planning Commission r � Housing & Community Development Committee 9 CITY ATTORNEY'S DEPARTMENT The City Attorney is appointed by the City Council and acts as legal advisor to the Mayor, City Council, and City Commissions at Council and Commission meetings; acts as legal advisor and attorney for the City in accordance with the Government Code; supervises preparation of legal papers; prosecutes violations of City ordinances; prepares ordinances, resolutions and contracts; prosecutes or defends civil cases in which the City is a party. 1� CITY ATTORNEY George H. Eiser, 111 City Attorney F.Y.2002-03 1 Senior Assistant City Attorney 1 Executive Assistant III CITY CLERK/ RECORDS MANAGEMENT OFFICER The City Clerk is an elected official responsible for the recording and indexing of City Council proceedings; maintaining a book of Ordinances; administering oaths; certifying documents; is custodian of the City Seal; and performs other duties as required by law. The City Clerk also serves as the Records Management Officer, an appointed position responsible for the custody of official records and documents; maintaining a records management system and records retention schedule; conducting elections; supervising staff and performing additional duties as required. 12 CITY CLERK'S OFFICE Micha¢t'R. Dalia City Clerk/Records Management Officer F.Y. 2002-03 City Manager / 1 Records Management Officer ** 1 Administrative Secretary J ** Incumbent serves as both City Clerk (elected) and Records Management Officer (appointed) 13 CITY MANAGER'S DEPARTMENT The City Manager's Department is responsible for the implementation of Council policy and the supervision of municipal activities; advising the Council regarding the financial condition and needs of the City, the improvement of City services, and the long-range development of the community and its environment. The staff performs studies into the application of modern management techniques relating to the efficient and economical operation of the organization, and assists departments with their missions. The City Manager's Department is responsible for maintaining close contact with all departments within the City and the community regarding the coordination and dissemination of information relating to service and programs. In order to allow the City Manager, as Chief Administrative Officer, to focus on such areas as City Council communications and policy development and implementation, City operations have been divided between the City Manager and Assistant City Manager. Departments which report directly to the City Manager are Building and Safety, Engineering, Finance, Fire, Planning, and Police. Departments which report directly to the Assistant City Manager are Library, Parks and Recreation, Personnel, Public Works, Risk Management, MIS and Purchasing. RISK MANAGEMENT The purpose of the Risk Management program is to maintain a healthy and safe environment for employees, the public, and to protect City assets. This is achieved by identifying risks, implementing Toss prevention activities, transferring risks, self -insuring liability and workers' compensation exposures, and purchasing commercial insurance. M.I.S. DIVISION The M.I.S. Division's purpose is to assume a leadership role in advising City departments and the City Manager on technology issues. MIS staff implements solutions, repair systems, install software and provide support to computer users in City departments. Staff are also tasked with investing a portion of their time in research and development issues sufficient to keep our technological awareness at an acceptable level. 14 CITY MANAGER Tom G. McCabe City Manager F.Y. 2002-03 1 Executive Assistant II 1 MIS Manager 1 MIS Technician I 1 MIS Technician II City Manager 1 Assistant City Manager 1 Risk Manager 1 Executive Assistant IV J 1 Management Analyst III BUILDING AND SAFETY DEPARTMENT The Building and Safety Department reviews construction plans to assure compliance with various codes and ordinances; issues building permits; inspects work under construction for code compliance; enforces federal, state and local building codes and safety regulations and assists the public with construction questions. The Housing Inspection Program inspects rental dwelling units under five units for compliance with the Health and Safety Code. The Graffiti Removal Program, administered by the Department, removes graffiti from all public and private properties. The Building and Safety Director serves as staff liaison to the Advisory and Appeals Board. BUILDING AND SAFETY DEPARTMENT Kathleen Trees Director of Building and Safety F.Y. 2002-03 City Manager Director of Building and Safety J Permitting and Inspection Services Building Inspection/Plan Check 1 Senior Building Inspector 1 Residential Inspector/ Plan Check Counter 1 Permit Technician 1 Senior Office Assistant Building Advisory and Appeals Board Neighborhood Improvement Services Housing Inspection 3 2 Housing Inspectors Graffiti Removal 1 Graffiti Removal Worker 17 FINANCE DEPARTMENT The Finance Department is divided into three separate functions: Revenue and Recovery, General Accounting Division, and Fiscal Services. REVENUE AND RECOVERY Revenue and Recovery is responsible for the collection of all City monies, grant financial reports and reimbursements, transient occupancy tax, residential rentals; the enforcement and issuance of business and animal licenses, coordination of the parking citation collection program; the servicing of 1911 Act Improvement Bonds issued by the City; CIP Project Accounting; the processing of the City's residential and commercial sewer bills for National City's residents and businesses; maintenance of the Transit accounting system; collection and posting of sewer payments; and the handling of utility sewer billing customer services. GENERAL ACCOUNTING DIVISION General Accounting Services is responsible for the maintenance of the City's financial and budgetary accounting system; provides periodic financial reports to the City Council and other City departments, prepares the City's Comprehensive Annual Financial Report; maintenance of fixed asset system; bond issues and financing; provides payroll preparation and disbursement; payment of the bills for services, materials, supplies and equipment used by all City departments; manages the city's investments and preparation of the Consolidated Cash Report to Council, and assists the City Manager in the preparation of the annual budget. FISCAL SERVICES Fiscal Services is responsible for the maintenance of the Community Development Block Grant's financial and budgetary accounting system; implementation of parking control citations; residential permit parking; and enforcement of regulations. CITY TREASURER The City Treasurer is an elected official who acts as the custodian of all public funds belonging to or under the control of the City. 18 / \ 1 Senior Accountant General Accounting Division / Payroll 1 Payroll Technician Accounts Payable 1 Accounting Assistant Fixed Assets 1 Temp. Acct'g Asst. / \ 1 Temporary Office Aide 1 Student intern - Southwestem College Grant (Part-time) \ J Fiscal Services 1 Accountant Parking Enforcement 1 Parking Regulations Officer 2 Parking Regulations Officers (Part-time) 19 FINANCE DEPARTMENT (1 Administrative Secretary 1 Senior Accountant Revenue and Recovery / \ Cashiering/Accounts Receivable 1 Accounting Assistant 1 Student Intern - Southwestem College Grant (Part-time) Utility Billing 1 Senior Accounting Assistant 1 Accounting Assistant 1 Temporary Office Aide (Part-time) Marylou Matienzo Finance Director F.Y. 2002-03 FIRE DEPARTMENT The Fire Department is divided into two divisions: Administration and Operations. FIRE ADMINISTRATION The Fire Administration Division provides overall administrative support to all Department activities to ensure that the Fire Department meets its primary goal of "Delivering an efficient, effective and professional fire and rescue service." In addition, this Division is responsible for the enforcement of fire safety laws and regulations; Community Disaster Preparedness and related activities associated with Community Risk Management. OPERATIONS The Fire Operations Division is responsible for the delivery of fire suppression and rescue services including first responder on all emergency medical and hazardous materials incidents; conducts fire training and pre -fire planning; and carries out public education activities associated with Community Safety. FIRE DEPARTMENT Randy ' im • le Fir- hief F.Y. 2002-03 City Manager Fire Chief C1 Administrative Secretary Operations 1 Division Chief + (Operations Chief) \ (_ \ r \ 1 Platoon Commander "A" 1 Platoon Commander "B" 1 Platoon Commander "C" (Training) (Support Services) (Operations) J \ J \ Fire Company 3 Captains 3 Engineers 6 Firefighters Fire Company 3 Captains 3 Engineers 6 Firefighters Fire Company 3 Captains 3 Engineers 6 Firefighters Administration 1 Battalion Chief (Fire Marshal/Administrative Chief) ( 2 Senior Office Assistants 1 Deputy Fire Marshal 1 Fire Inspector 1 Reserve Coordinator J (6 Reserve Fire \ Inspectors l \ 1 Management Analyst II + Position vacant as a result of base year reductions 21 LIBRARY The Library is responsible for the purchase, storage, retrieval and distribution of both print and non -print material; providing staff support and assistance to Library users; promotion of services to encourage use of the facility. The City Librarian serves as staff liaison to the Board of Library Trustees. LIBRARY Anne Campbell City Librarian F.Y. 2002-03 ( Collection Development \ Library Board of Trustees City Librarian 1 Senior Office Assistant 1 Principal Librarian Public Services Adult Services Childrens Services 1 Librarian 1 Senior Library Tech. .5 Office Aide (Part-time) .35 Librarian (Part-time) Reference 1.55 Librarian (Part-time) \ / Loca/ I History Room .4 Librarian (Part-time) 1 Computer Center/ Literacy Services 1 Librarian 3.8 Library Assistant (Part-time) Farni/ ices for Th Literacy/FAST 1 Library Tech. 12 Library Asst. (Part-time) WOW Mobile Technical Services and Automation Cataloging and Acquisition 1 Library Tech. .6 Office Aide (Part-time) .5 Library Asst. (Part-time) 1 Library Tech. 1 Library Asst. (Part-time) / 23 Automation 1 Library Tech. Circulation 1 Library Tech. 4.23 Office Aide (Part-time) Note: All positions are full-time equivalents PARKS AND RECREATION DEPARTMENT The Parks and Recreation Department is divided into two separate functions: Parks and Recreation. The Parks and Recreation Director serves as staff liaison to the Parks and Recreation Advisory Board, Street Tree and Parkway Committee, and the Senior Citizens Advisory Board. PARKS The Parks Division is responsible for maintaining five City parks, all street trees, fire station, Public Works Yard, and part of Plaza Bonita. The Division helps accommodate special civic events such as the Maytime Band Review, 4th of July, and concerts. In addition, this Division maintains all athletic fields. RECREATION The Recreation Division provides programs at four recreation centers, eight schools, an Olympic -sized pool, and two senior citizen centers. Twenty-five instruction classes are offered in athletics, dance, and crafts at the various centers. PARKS AND RECREATION DEPARTMENT Jim Ruiz rks and Recreation Director F.Y. 2002-03 Parks and Recreation Advisory Board Senior Citizens Advisory Board i Parks and Recreation Director Parks Department 1 Park Superintendent Tree Maintenance 1 Lead Tree Trimmer 1 Tree Trimmer 1 Assistant Tree Trimmer+ / Park Maintenance 1 Chief Park Caretaker Kimball Park 1 Senior Park Caretaker 3 Park Caretakers Las Palmas Park 1 Senior Park Caretaker 1 Park Caretaker El Toyon Park 1 Senior Park Caretaker 3 Park Caretakers Daily Maintenance 1 Park Equipment Operator 1 Chief Park Caretaker + Street Tree and Parkway Committee 1 Administrative Secretary / \ Recreation Department 3 Recreation Supervisors 1 Recreation Center Supervisor+ El Toyon Center Kimball Center Casa de Salud Center Swimming Pool Las Palmas Gymnasium School Playgrounds Contract Classes Special Events + Position vacant as a result of base year reductions 25 PERSONNEL Personnel is responsible for the recruitment and examination of all classified job applicants; administration of the classification and compensation program; representation of the City in all negotiations and contract administration of memoranda of understanding with employee associations; administration of the equal opportunity program; management of employee benefit programs; investigation of possible disciplinary actions; coordination of training and recreation activities; maintenance of personnel records; and making recommendations to departments regarding staffing, discipline, organizational structure, etc., interpretation of Civil Service rules; and staff support to the Civil Service Commission. PERSONNEL DEPARTMENT Roger beFratis Personnel Director F.Y. 2002-03 C1 Executive Assistant II l \ 1 Executive Assistant I J Civil Service Commission 27 PLANNING DEPARTMENT The Planning Department prepares and administers the General Plan for the long-range physical development of the City and administers the zoning ordinance (Land Use Code). The Department conducts environmental review in accordance with State law, site plan reviews and special planning studies for the Planning Commission and City Council. Technical advice on all planning related matters is provided to the City Council, Planning Commission and other City departments. In addition, the Department is responsible for the Code Conformance Program. The Planning Director serves as staff liaison to the Planning Commission. PLANNING DEPARTMENT Roger Post Planning Director F.Y. 2002-03 r Planning Commission 1 Principal Planner Clerical 1 Executive Secretary 1 Senior Office Assistant + Planning 1 Associate Planner 2 Assistant Planners 1 Draftsman (Part-time) Code Conformance 1 Code Conformance Officer 1 Code Conformance Officer (Part-time) + Position vacant as a result of base year reductions 29 (THIS PAGE INTENTIONALLY LEFT BLANK) 3 POLICE DEPARTMENT The mission of the Police Department is to maintain the peace, protect life and property, control crime, improve the quality of life, and increase the actual and perceived levels of safety for the residents of this community as well as visitors and others conducting business or working here. The Department accomplishes these tasks by merging traditional police tactics with innovative programs, technology, public education and community policing and problem solving techniques. The Chief of Police oversees and is responsible for the operations and administration of the Department. He is active in the community (serving on a variety of panels and boards) and works closely with elected and appointed City officials. He also represents the City in the regional law enforcement community, serving with Chief of Police Organizations and working groups that address county wide and regional law enforcement problems and issues. With the recent addition of a second Captain, the Police Department's organizational structure is more traditional than it has been for the past five years. All Lieutenants now report directly to the two Captains who command the Department's two Divisions: Field Operations and Administrative Operations. Both Captains are police resources and contact persons for federal, state and local law enforcement agencies as well as serving as liaison to local and regional community services agencies and panels. They assist the Chief of Police in planning and program development and they manage a variety of special projects. Whenever necessary, in the event of an extended absence of the Chief, either Captain can also serve in that capacity. Field Operations Division The Field Operations Commander (Captain) is in charge of some non -sworn and all sworn, uniformed personnel. Very generally, that includes all patrol functions, traffic, community services, animal control, etc. Three Lieutenants report directly to this Captain: The two Patrol Watch Commanders and the Operations Support Lieutenant. The Day Watch Commander (Lieutenant) is in charge of two patrol squads, the Neighborhood Policing Team, the K-9 Program, the Field Training Program, Animal Regulations, the Traffic Unit and Crime Scene Specialists. The Night Watch Commander (Lieutenant) is in charge of four patrol squads, S.W.A.T., and the Range. 31 Police Department Page Two The Operations Support Lieutenant is responsible for Grant Administration and Supplemental Funding, Department Vehicles, Volunteer Services, Special Projects, the Community Services Unit (which includes the School Liaison Officers, Drug Suppression in Schools Officer, D.A.R.E./Juveniles Out of Gangs Officer, the Serious Violent Juvenile Offender Unit, and Juvenile Diversion Counselors), In -Service Training, Reserve Administration, the Temporary Holding Facility (adult), the Juvenile Detention Facility, the Explorer Scout Program and the Psychiatric Emergency Response Team. Administrative Operations Division The Commander of the Administrative Operations Division (Captain) oversees the administrative support and investigative functions of the Department. He is responsible for legislative analysis and for preparing and monitoring the Department's annual budget. Two Lieutenants (Investigations Lieutenant and the Administrative Support Lieutenant) and the Department's Support Services Manager report directly to this Captain. The Administrative Support Lieutenant is in charge of Personnel (Recruiting and Background Investigations), Training, Internal Affairs, Building Maintenance, Licensing, Permits, Alarm Ordinance Administration and claims against the City having to do with the Police Department. The Investigations Lieutenant is in charge of Core Detectives who conduct investigations into major crimes (such as homicide, rape, aggravated assault, sex crimes, robbery, burglary, grant theft, arson, fraud, auto theft, kidnap, etc.) as well as the investigators who are assigned to regional task forces (such as JUDGE — Jurisdictions United for Drug and Gang Enforcement, RATT — the Regional Auto Theft Task Force, C-BAG — the California Border Alliance Group, and NTF — the Narcotics Task Force). He is also responsible for Crime Analysis and the Property and Evidence Unit. The Support Services Manager is responsible for Communications, Records and the Department's various information systems (Computer Aided Dispatch -Records Management System, Mobile Data Computing, ARJIS, Automated Field Reporting, etc.). 1 Executive Assistant II City:. _,tager Chief of Police 1 NATIONAL CIT POLICE DEPARTMENT Administrative Operations Div. Commander I Captain 1 Operations Assistant Administration Support 1 Lieutenant 1 Alarm Program Coordinator Internal Affairs/ Training/ Backgrounds/ Hiring & Recruitment 1 Sergeant I Police Officer 1 Personnel & Training Assistant Support Services 1 Support Services Manager Communications 1 Senior Police Dispatcher 9 Dispatchers .5 Part-time Dispatcher Investigations Commander I Lieutenant Core Investigations 1 Sergeant 10 Senior Police Officers 2 Senior Office Assistants Records 1 Records Manager 4 Senior Office Assistants .5 Senior Office Assistant Narcotics Task Force 1 Police Officer J.U.D.G.E. 1 Police Officer POLICE DEPARTMENT Skip DiCerchio Police Chief F.Y. 2002-2003 R.A.T.T. 1 Senior Police Officer Border Alliance 1 Senior Police Officer Crime Analysis Unit 1 Crime Analyst Property & Evidence 1 Prop. & Evid. Supervisor 1 Prop. & Evid. Specialist I 1 Prop. & Evid. Specialist II .5 Student Worker .5 Student Worker Field Operations Div. Commander I Captain Team 1 Commander 1 Lieutenant Day Watch Patrol 2 Sergeants 2 Senior Police Officers 10 Police Officers Traffic 1 Sergeant 2 Police Officers I Administrative Secretary 1 PSO (parking enforcement) 2 AVA Officers .5 Senior Office Assistant Neighborhood Policing Team 2 Sergeants 1 Senior Police Officer 7 Police Officers Drug Court Ride Along Program Patrol Administration/ Animal Control 1 Sergeant 1 Senior Police Officer (desk) 2 ARO 3 Crime Scene Specialists Team II Commander 1 Lieutenant Night Watch Patrol 4 Sergeants 5 Senior Police Officers 20 Police Officers S..W.A.T. (Special Weapons and Tactics) Range Operations Support 1 Lieutenant Community Services/ RSVP (Retired Senior Volunteer Program) 1 Sergeant 4 Police Officers (2 School Liaison, 1 JOG/DARE, 1 School Drug Officer) 12 Senior Volunteers Psychiatric Emergency Response Team Program Reserve Administration 1 Commander 1 Lieutenant 4 Sergeants 10 Police Officers 17 Explorer Scouts Grants Administration and supplemental funding sources Temporary Holding Facility and Juvenile Detention Facility Department Vehicles 33 (THIS PAGE INTENTIONALLY LEFT BLANK) PUBLIC WORKS/ENGINEERING DEPARTMENT The Public Works Department is responsible to provide street maintenance including painting, patching and sweeping the City streets and alleys; to provide maintenance and operation of all City buildings and structures including utility services, and custodial; to provide maintenance to all City rolling stock including general purpose vehicles, police units and fire apparatus; to accomplish maintenance of the City's sewer systems and provide for transportation and treatment of sewage, and to develop and execute the Refuse Enterprise Budget. OPERATIONS DIVISION: Responsible for providing direction, coordination and common services to the Street, Equipment Maintenance, Facilities Maintenance, and Wastewater Divisions. STREET DIVISION Responsible for repair and maintenance of all street right-of-way facilities including street paving and patching; earth moving; traffic and information signs; street and curb painting; street sweeping and alley maintenance. Responsible for disposal of solid waste issues. WASTEWATER DIVISION Responsible for extensions to the sewer system; installation of sewer laterals; maintenance of sewer mains including flushing, rodding, repair, manhole raising; responding to citizens complaints and problems with the sewer system. Continued 35 Public Works/Engineering Department Page Two FACILITIES MAINTENANCE DIVISION Responsible for repairs and maintenance for all City owned buildings and structures, including custodial. Maintains and operates City swimming pool. Provides support for other City departments and special community events. EQUIPMENT MAINTENANCE DIVISION Provides preventative maintenance and repair for all City vehicles including Police, Fire, General Administrative, Park, Sewer, and Public Works equipment. ENGINEERING DIVISION The Engineering Division is responsible for planning, design and construction of the City's Capital Improvement Program; administration of underground and assessment districts; acquisition and disposal of real estate; processing of parcel and tract maps; providing traffic engineering services; Storm Water Quality Control; reviewing and administering private development plans and projects; issuing construction, encroachment, and transportation permits; and providing staff support to City committees as required, including the City Council, Traffic Safety Committee, and the Planning Commission. The City Engineer serves as staff liaison to the Traffic Safety Committee. PUBLIC WORKS/ E RING DEPARTMENT Burt Myer Director of Public Wor + /Engineering F.Y. 2002-. 3 (1 Management Analyst II Clerical Director of Public Works/ Engineering Assistant Director of Public Works/ 1 Engineering J 1 Executive Secretary 1 Administrative Secretary `1 Senior Office Assistant/ STREET DIVISION 1 Street Supervisor 1 Senior Equipment Operator 2 Equipment Operators 2 Sweeper Operators 3 Maintenance Workers 1 Senior Traffic Painter 1 Traffic Painter WASTEWATER DIVISION 1 Wastewater Supervisor 1 Equipment Operator 3 Maintenance Workers 1 Traffic Engineer+ 1 Student Trainee+ (Part time) ) j DESIGN TEAM A" - - - _ _ _ DESIGN TEAM "9" 1 Associate Civil Engineer 1 Associate Civil Engineer 1 Civil Engineer Technician 1 Student Trainee (Part-time) 1 Civil Engineer Technician 1 Student Trainee (Part-time) FACILITY MAINTENANCE 1 Facilities Maintenance Supervisor 1 Electrician 1 Building Trade Specialist 1 Plumber 1 Supervising Custodian 7 Custodians EQUIPMENT MAINTENANCE 1 Equipment Maintenance Supervisor 1 Lead Mechanic 3 Mechanics 1 Equipment Services Specialist 1 Equipment Services Trainee (Part-time) 37 DEVELOPMENT/PERMIT/ TRAFFIC TEAM 1 Assistant Civil Engineer 1/2 Senior Civil Engineer Technician 1 Civil Engineer Technician l INSPECTION 1 Senior Construction Inspector 1/2 Senior Civil Engineer Technician + Position vacant as a result of base year reductions PURCHASING DEPARTMENT The Purchasing Department is responsible for centralized procurement of all supplies, equipment and certain services for all City departments; operates central receiving, delivers merchandise to City departments; arranges all outbound shipments for various departments; handles all DMV work for City vehicles; maintains a central stores warehouse; disposal of surplus City property, vehicles and unclaimed personal property; coordinates installation of Dusk -to -Dawn lights; participates in County -wide cooperative purchasing group; member of California Association of Public Purchasing Officers (CAPPO). PURCHASING DEPARTMENT tlf'/.<k) '115 0 Brenda H es Purchasing Agent F.Y. 2002-03 City Manager 1 Storekeeper+ (Part-time) + Position vacant as a result of base year reductions. Position In the past performed Buyer functions. 39 Page 1 of 2 CITY '44014 City Manager: Tom McCabe Assistant City Manager: Park Morse Like most cities in California, National City is a "General -Law" city run under the "Council - Manager' form of government. A General Law cityJs one which operates under the laws and rules established for cities by the State of California. The Council - Manager form establishes a method of governance, which combines the democratic leadership of an elected Mayor and City Council with the managerial expertise of an appointed, professional executive who oversees the day-to-day.delivery of public services. This form of local government was first created in 1914. National City was recognized as a Council - Manager form of government in 1950 by the International City County Management Association (ICMA). ICMA is a professional and educational association of more than 8,000 appointed public administrators serving local governments around the world. The City Manager is, in turn, governed by that association's Code of Ethics, which provides the framework for Council - Manager relations. The City Manager is to the municipal corporation what a Chief Executive Officer (CEO) is to a private corporation. The City Manager is appointed by and serves at the pleasure of the five member City Council who act as the board of directors. The CEO of National City is a degreed professional executive whose public service career is focused on the efficient, cost- effective delivery of public services to the municipal corporation's taxpayers, citizens, visitors, business owners and developers. icesponsibilities The City Manager is tasked with the development and implementation of the City Council's policies; providing sound and objective policy recommendations and responsive staff support to the City Council; monitoring and reporting on the fiscal condition of the City government to the City Council and recommending programs and policies that ensure the City's stable and healthy fiscal condition at all times; City Council Agendas ; being responsive to citizens and others with questions and concerns in a timely fashion and developing user friendly procedures including prompt and efficient responses to requests for services; the operation of municipal departments; the enforcement of laws and ordinances; and the preparation of the Annual Budget and Capital Improvement Plan. To fulfill these duties, the City Manager is aided by an organization of 11 City departments and the talent and dedication of some 360 City employees, whose collective ambition it is to provide quality and responsive public service. These departments and employees are under the immediate direction of department heads generally appointed by, and responsible to, the City Manager. The City Organizational Chart illustrates the structure of the various City departments. The following divisions report to the City Manager's Office: Risk Management The purpose of the Risk Management program is to maintain a healthy and safe environment for employees and the public, and to protect City assets. This is achieved by identifying risks, implementing loss prevention activities, transferring risks, self- ;uring liability and workers' compensation exposures, and purchasing commercial insurance. http://www.ci.national-city.ca.us/departments/citymanager/City%20Managerl.htm 1/7/2003 Page 2 of 2 Management Information Services (MIS) The purpose of the MIS Division is to advise the City Manager's Department and other City departments on technology issues. MIS staff implements solutions, repairs systems, installs software and provides support to computer users in City departments. http://www.ci.national-city.ca.us/departments/citymanager/City%20Managerl .htm 1 /7/2003 THE RALPH M. BROWN ACT (OPEN MEETING LAW) Government Code Section 54950 et seq. I. All "meetings" of "legislative body" to be open and public (§ 54953). II. "Legislative body" includes city council, boards and commissions created by formal action (§ 54952). III. "Meeting" includes any congregation of a majority of the members of a legislative body at the same time to hear, discuss or deliberate upon any item that is within the subject matter jurisdiction of the legislative body or the local agency to which it pertains. Includes use of direct communication, personal intermediaries or technological devices to develop a collective concurrence as to action to be taken on an item (e.g., e-mail) (§ 549522). A. Does not include: 1. Individual contacts or conversations between a member of a legislative body and any other person. 2. The attendance of a majority of the members of a legislative body at a conference or similar gathering open to the public that involves a discussion of issues of general interest to the public or to public agencies of the type represented by the legislative body, provided that a majority of the members do not discuss among themselves, other than as part of the scheduled program, business of a specified nature that is within the subject matter jurisdiction of the local agency. 3. The attendance of a majority of the members of a legislative body at an open and publicized meeting organized to address a topic of local community concern by a person or organization other than the local agency, provided that a majority of the members do not discuss among themselves, other than as part of the scheduled program, business of a specific nature that is within the subject matter jurisdiction of the legislative body of the local agency. 1 4. The attendance of a majority of the members of a legislative body at an open and noticed meeting of another body of the local agency, or at an open and noticed meeting of a legislative body of another local agency, provided that a majority of the members do not discuss among themselves, other than as part of the scheduled meeting, business of a specific nature that is within the subject matter jurisdiction of the legislative body of the local agency. 5. The attendance of a majority of the members of a legislative body at a purely social or ceremonial occasion, provided that a majority of the members do not discuss among themselves business of a specific nature that is within the subject matter jurisdiction of the legislative body of the local agency. 6. The attendance of a majority of the members of a legislative body at an open and noticed meeting of a standing committee of that body, provided that the members of the legislative body who are not members of the standing committee attend only as observers. IV. "Seriatim meetings" are prohibited. A seriatim meeting is a series of private meetings by which members of legislative body commit themselves to a decision concerning public business or engage in collective deliberation on public business. (Sutter Bay Associates v. County of Sutter, (1997) 58 Cal. App. 4th 860). V. At least 72 hours before a regular meeting, an agenda must be posted containing a brief description of each item of business to be transacted or discussed at the meeting. Exceptions exist for emergencies, and upon motion by 4/5 vote, for items that need immediate action and which arose after the agenda was posted. (§ 54954.2). VI. Special meeting may be called by mayor or city council upon 24 hours' notice. (§ 54954.2). 2 VII. Members of the public must have an opportunity to discuss any item of interest to the public, before or during the legislative body's consideration of the item. Legislative body may adopt reasonable regulations, such as time limits. (§ 54954.3). VIII. Exception to open meeting requirement for closed sessions (e.g., real property transactions (§ 54956.8), litigation (§ 54956.9), personnel matters (§ 54957)). XI. In some cases, a public report of action taken in closed session is required. (§ 54957.2) X. Minutes of closed sessions are permitted, but not required. (§ 54957.2). XI. Remedies for violations of Act are criminal (§ 54954.9) and injunction, mandamus and declaratory relief. (§ 54960, 54960.1). 3 GENERAL FORM OF GOVERNMENT I. General Law and Charter Cities. A. Both are subject to state law in matters of "statewide concern". B. Charter cities may act contrary to state law in matters of "local concern". 1. Matters of local concern include conduct of municipal elections, procedures for initiative, referendum and recall, procedures for adopting ordinances, compensation of city officers and employees, bidding for public works contracts, financing of public improvements, making charitable gifts of public funds for public purposes. II. General law cities such as National City derive their power from Article XI, Section 7 of the California Constitution. III. Organizational Structure. A. The government of a general law city is vested in a city council of five members, a city clerk, a city treasurer, a chief of police, a fire chief, and such subordinate officers or employees as are provided for by law. (Government Code § 36501). B. In National City, the mayor is directly elected. The mayor has all of the powers and duties of a member of the city council. (Government Code § 34903). C. National City has a city manager form of government. (Government Code § 34851; Municipal Code § 2.01.010). 1. City manager may appoint and dismiss chief of police and other subordinate officers and employees except City Attorney. (Government Code § 34856; Municipal Code § 2.01.020). D. Under alternative form of government, city council may appoint subordinate officers and employees. (Government Code § § 34858, 36505). E. Appointments to boards, commissions and committees in a city where the mayor is directly elected is by the mayor, with the approval of the city council, unless otherwise specifically provided by statute. ,fit\\�1\11%tus 0WIII/Q////// 'OR 1111 nr,aum lrrttlll_ , Page 1 1/14/03 City Manager Duties Supervise all public facilities & property Organize departments Issue all licenses & permits Manage construction of all public works Serve as City's public relations officer City of National City Enforce all laws, franchises & permits Hire, promote & discipline employees (except Attorney, Treasurer, Clerk & Librarian) Control all departments (except Library) Attend all City Council meetings Make recommendations to Council Advise Council on financial condition Prepare budget Investigate any department or contract Investigate all complaints Page 2 1/14/03 CITY ORGANIZATION CHART F.Y. 2002133 I City Clerk I Boards and Commissions Building and Safety Police I I Public Works/ Engineering Risk Management Personnel Mayor and City Council City Manager e for org chart I Parks and Recreation Pag City Attorney Purchasing I Finance I Dates Management & Executive Positions Close to Retirement Age Possible Retirement Date City Engineer/Dir. of PW Late `03 City Manager Early `04 Dir. of Parks & Recreation Retired Executive Director of CDC Mid `04 Fire Chief Late `03 Personnel Director Late `03 hief Late `04 • City Attorney; 2 Police ? Page 5 1/14/03