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DOC ID: 3802
CITY OF SAN BERNARDINO — REQUEST FOR COUNCIL ACTION
Personnel
From: Allen Parker M/CC Meeting Date: 04/20/2015
Prlu ed by: Allen Parker, (9090) 384°
5122
Dept: City Manager Ward(s): All
Subject:
Personnel Actions - Unclassified (#3802)
Current Business Registration Certificate: Not Applicable
Financial Impact:
Motion: Approve and ratify the unclassified personnel actions, as submitted by the
Director of Human Resources, in accordance with City, Community
Development Commission and Economic Development Agency policies
and procedures.
CERTIFICATION BY HUMAN RESOURCES: I hereby certify that the UNCLASSIFIED
Personnel Action(s) listed below conform with all personnel policies adopted by the Mayor and
Common Council and are in conformance with all administrative regulations of the City of San
Bernardino and the personnel policies and procedures of the Community Development
Commission and Economic Development Agency.
NAME/DEPARTMENT REQUESTED ACTION
1. Lagos, Monica APPOINTMENT:
City Manager's Office Manager of Communications (U),
Range 4600, Step 1, $8,850/mo.
Funding Source: 001-100-0013-5011: General
Proposed Salary $106,200.00
Benefits $ 34,675.98
Total Proposed Salary/Bene $140,875.98
Effective: 4/21/15
2. Lopez, Christopher PROMOTION:
Mayor's Office From Management Analyst II/Assistant of the
City Manager (U), Range 4480, Step 21,
$5,912/mo. to Mayor's Chief of Staff (U), Range
4560, Step 9, $7,840/mo.
Funding Source: 001-010-0001-5011: General
Proposed Salary $ 94,080.00
Benefits $ 30,793.03
Total Proposed Salary/Bene $124,873.03
Effective: 4/21/15
Updated: 4/16/2015 by Georgeann "Gigi" Hanna Packet,Pg. 39
3802
INTEGRATED WASTE FUNDS: NO ACTIONS
FEDERAL FUNDS: NO ACTIONS
Supporting Documents:
Chris Lopez Justificiation Memo (PDF)
Updated: 4/16/2015 by Georgeann "Gigi" Hanna Packet Pg.40
CITY OF SAN BERNARDINO
TO: Members of the Common Council
FROM: R. Carey Davis, Mayor
Allen Parker, City Manager
SUBJECT: Justification for Personnel Action—Mayor's Chief of Staff(U)
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Name of Individual ni
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Christopher Lopez
Position/Classification Title o
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Mayor's Chief of Staff(U)
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Classification Number u°,
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4560
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Step#Requested
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Budget Account Number
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Christopher Lopez will fill the currently vacant position of Mayor's Chief of Staff. This position has been m
vacant since January, 2015 and is a budgeted and funded position for FY 2014-2015.The Mayor's o
Office previously utilized a contractor to fill the duties and responsibilities of this position. N
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On February 17, 2015,the Mayor and Common Council adopted Resolution 2015-039 establishing the c)
position of Mayor's Chief of Staff and approving the job description.The position's salary was reduced
from the original proposed salary to the salary range of the Assistant to the City Manager(U) position in E
the City Manager's Office. Shortly after the adoption of Resolution 2015-039 the Human Resources
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Division opened the recruitment for the position. Q
After an initial review of the applicants,four candidates were interviewed for the position.The
candidates demonstrated a diverse set of knowledge, skills, and abilities.After the interviews,
Christopher Lopez demonstrated the skills and background best suited for the Mayor's Office and the
community.
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Background and Qualifications
Christopher received his BA in Political Science and a Minor in Geographic Information Systems(GIS) and
a Master's in Public Administration (MPA)from California State Polytechnic University, Pomona.While
obtaining his MPA at Cal Poly Pomona,Christopher was recognized as a President's Council Scholar
which is the most prestigious scholarship series at the university. Christopher was one of four graduate
students to receive the honor which requires outstanding academic achievement and significant
contributions to the community.The scholarship is awarded on academic and cocurricular excellence
rather than need.
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Private Sector Experience v,
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Christopher spent 5.5 years working at Rick Engineering Company; an award winning, multi-disciplined
planning, engineering, and surveying firm. His project involvement included Toscana Country Club
located in Indian Wells, the Riverside Aquatics Center, the La Sierra Senior Center, and various capital o
improvement projects for cities within Riverside and San Bernardino Counties. Additional projects
included multiple single and multi-family residential communities, public works improvement projects, Q
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and community redevelopment projects. His engineering design responsibilities included plans, o
drawings, specifications, and cost estimates.
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Christopher was involved in all aspects of the development process and worked with developers, N
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governmental agencies, and additional partners to complete projects on time and within budget. M
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Public Works E
In 2009,Christopher accepted a position with the City of San Bernardino as an Environmental Projects o
Specialist in the Public Works Department. Recognizing the importance of the community associations in
San Bernardino, partnerships with the Wildwood Association Group and the Del Rosa Neighborhood U
Action Group were formed with three goals in mind: educate the public on recycling, increase revenues,
and reduce expenditures for the Integrated Waste Management Division. Results from these projects m
demonstrated significant improvements in all areas. o
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During his time in the Integrated Waste Management Division, the Environmental Projects team s
capitalized on partnerships with the State of California Department of Resources Recycling and v
Recovery,the Zero Waste Communities of San Bernardino County, and various businesses within the
City.
As part of the AB 341 implementation which mandated commercial recycling, Christopher created the Q
implementation program for the commercial recycling program for the City of San Bernardino. A GIS
approach was utilized to minimize wear and tear on City vehicles, and to target specific businesses to
minimize potential obstacles in the way of program roll out.
With the departure of the fulltime analyst in the Public Works Department, Christopher became the
higher acting Administrative Analyst II for the Department in 2012. In this role, Christopher held a crucial
role in the following activities:
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1. Recommended strategies to implement cost-effective service delivery
2. Oversaw and monitored a $47 million departmental budget—analyzed revenue and
expenditure reports for all divisions of the Public Works Department
3. Advised division managers on technical issues related to division budgets and
departmental processes
4. Trained department staff in the implementation and usage of the City's financial
platform
5. Worked cooperatively with five Department Directors to prioritize work of Divisions and
streamline processes
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While the City of San Bernardino declared bankruptcy in 2012, Mr. Lopez continued to coordinate c
project completion with the Division Managers in Public Works. Shortly after declaring bankruptcy,
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Public Works was still able to complete park relighting at Littlefield Shultis Park, contract for the =
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landscape maintenance assessment districts, develop the cost analysis for the disposal of the City's Q
waste to alternative locations, and complete a programmatic review of all programs in the Department
to focus on the most essential programs during the first few months of bankruptcy. o
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City Manager's Office a
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In 2013, Christopher Lopez was promoted to the City Manager's Office to provide high level professional w
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staff assistance to the City Manager.
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With his background experience in Public Works, Christopher was able to identify immediate program
consolidation to streamline processes and increase productivity. One of his first recommendations _
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included the consolidation of the graffiti removal program into one central department—this was
completed within the program budget of the graffiti program and no additional staff.
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Christopher has been the staff member assigned to the Legislative Review Committee and the Measure
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Z Citizen's Oversight Committee. In 2014, he completed an analysis of neighboring cities to determine a
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whether City standards limited economic development opportunities, and whether the City duplicated _J
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processes handled by the State of California. In 2014, Mr. Lopez also worked with members of the
Legislative Review Committee to expand fundraising opportunities for nonprofits within the City,which v
was later adopted by the Mayor and Common Council.
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In late 2014 Christopher coordinated and held the first meeting of the Measure Z Citizen's Oversight
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Committee which had not met in over three years.The Committee continues to meet and is in the Q
process of reviewing two audit years.
Additionally, Christopher created the Infrastructure Maintenance Plan for the bankruptcy team.This
plan highlights a significant amount of deferred maintenance of the City's infrastructure and illustrates
the importance of addressing the items within the report to provide the necessary infrastructure for the
community.
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Additional highlights from his time in the City Manager's Office are highlighted below:
FY 14115 Budget
• Coordinated the FY 14/15 Citywide Budget with Finance Staff
• Created budget presentations,worksheets, and documents for Mayor and Common
Council for budget workshops and meetings
• Oversaw the City's Air Quality Management District (AQMD) Subvention grant—no
longer exempt from Rule 2202 compliance y
• Employee Transportation Coordinator for City's Rule 2202 Program required by State
law
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Council Committees g
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• Responsible for gathering the expenditure detail from Departments and recommending
appropriate regulatory fee for the sale of fireworks in San Bernardino every year o
• Provided analysis of California Alcohol and Beverage Control Act to Legislative Review
Committee to determine whether duplicated efforts by the State and the City stifled °-
economic development CI
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Request for Proposals (RFP)and Contracts o
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• Managed the RFP process for the Fire Services Study and oversaw the completion of the
study in the time frame set by the Mayor and Common Council
• Managed the RFP process for the City's Animal Sheltering Services and provided analysis
for revenues and expenditures N
• Oversaw the City's copier contracts and gathered data to develop RFP with goal of
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reducing costs by consolidating copier vendors Q.
• Worked with operational departments to interview and select a vendor to update the �
City's User Fees and Cost Allocation Plan to allocate allowable expenses to appropriate s
funds and expand grant opportunities—something that had not been done in 6 years v
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Coordination of Citizen/Business Requests with Operational Departments E
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• Worked with cellular carriers to bring additional revenue to the City without the aid of a
third party by utilizing existing staff and streamlining process
• Coordinated requests from community to operational departments to ensure project
completion including street light repairs in business corridors and median improvements
• Transitioned Parks and Recreation Graffiti responsibilities to Public Works with no delay
in service delivery and within the Graffiti Program's budget with no new personnel
added
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Recommendation
As of March 30, 2015,the Mayor's Office has expensed 58%of its current budgeted amount for this
fiscal year.This is due to the vacancies and reduced expenditures in the Mayor's Office.
Christopher's background, experience, knowledge, and ability to work within the organization are vital
to the office of the Mayor.The Chief of Staff must be able to work well with City Departments, City
Manager, members of the community,the Common Council, and also provide administrative duties as
specified in the job description.
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The City Manager and Mayor are in agreement that Christopher is an excellent selection for the Mayor's N
Chief of Staff for the reasons stated above.
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Mayor R. Car Davis, Mayor Allen arker, City Manager Q
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