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Findings and Recommendations 29 findings
F1
The City has a web site, www.cityofpointarena.com, which is “user friendly”.
Related Recommendations (1)
R9
the Revolving Loan Fund Manual and application be updated, corrected, and posted on the City website. (Findings 1, 18)
F2
City Council meeting agendas and minutes are available on the web site.
No recommendations for this finding
F3
Council meetings are held monthly, on the fourth Tuesday, at 6:00 p.m., at the Veteran’s Hall in Point Arena and often last in excess of three hours.
Related Recommendations (1)
R7
Council committee meetings be held and reports prepared prior to Council meetings to facilitate effective use of meeting time. (Findings 3, 9)
F4
The City operates under a Mayor-Council system of government.
Related Recommendations (3)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R3
the Council adopts a new position of City Manager-Administrator. (Findings 4-5, 9-15) 1 Generates its own revenue from rate payers, development impact fees, grants, and loans
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
F5
The City is governed by a five member elected City Council, who serve a four year term, and are elected on a staggered basis every two years.
Related Recommendations (3)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R3
the Council adopts a new position of City Manager-Administrator. (Findings 4-5, 9-15) 1 Generates its own revenue from rate payers, development impact fees, grants, and loans
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
F6
New Council members receive a handbook, which includes job descriptions. Training in the Brown Act, ethics, and sexual harassment is provided by the City’s attorney.
Related Recommendations (2)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R2
the City Council conduct sessions to build team work and promote under- standing of City departments. (Findings 6-9)
F7
The Council members select a Mayor from their ranks for a two year term.
Related Recommendations (2)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R2
the City Council conduct sessions to build team work and promote under- standing of City departments. (Findings 6-9)
F8
Each Council member is appointed by the Mayor as a Commissioner for one of the five City departments: Safety, Roads, Utility, Administration, and the Pier.
Related Recommendations (3)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R2
the City Council conduct sessions to build team work and promote under- standing of City departments. (Findings 6-9)
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
F9
Commission appointments are made at the discretion of the Mayor and recent changes appear to the GJ to have been punitive in nature, and made irrespective of job performance, knowledge, or experience in the department.
Related Recommendations (5)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R2
the City Council conduct sessions to build team work and promote under- standing of City departments. (Findings 6-9)
R3
the Council adopts a new position of City Manager-Administrator. (Findings 4-5, 9-15) 1 Generates its own revenue from rate payers, development impact fees, grants, and loans
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
R6
the appointments shall be based on background, experience, knowledge and skill; not on favoritism or by punitive action. The appointments should last for at least one year. (Finding 9)
F10
The City organizational chart has no City Manager or department heads. (See Appendix A)
Related Recommendations (3)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R3
the Council adopts a new position of City Manager-Administrator. (Findings 4-5, 9-15) 1 Generates its own revenue from rate payers, development impact fees, grants, and loans
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
F11
The City Clerk performs the work of a city manager without the authority or the compensation for that position.
Related Recommendations (3)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R3
the Council adopts a new position of City Manager-Administrator. (Findings 4-5, 9-15) 1 Generates its own revenue from rate payers, development impact fees, grants, and loans
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
F12
The City has nine employees: two in administration, one supervisor and one staff member at the waste water plant, one supervisor and one staff member for public works, one supervisor and two staff members at the Pier.
Related Recommendations (3)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R3
the Council adopts a new position of City Manager-Administrator. (Findings 4-5, 9-15) 1 Generates its own revenue from rate payers, development impact fees, grants, and loans
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
F13
All City staff report to their Commissioner, who reports to the Council. Personnel evaluations are made by the entire Council, not by their immediate supervisor. Supervisors appear to be figureheads without real authority.
Related Recommendations (3)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R3
the Council adopts a new position of City Manager-Administrator. (Findings 4-5, 9-15) 1 Generates its own revenue from rate payers, development impact fees, grants, and loans
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
F14
Employees establish their own schedules without supervision. There is no shared work calendar that would allow for work schedule coordination and communication.
Related Recommendations (4)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R3
the Council adopts a new position of City Manager-Administrator. (Findings 4-5, 9-15) 1 Generates its own revenue from rate payers, development impact fees, grants, and loans
R4
the City establish and maintain a web-based calendar for work schedule coordination available to all City staff. (Findings 14-15)
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
F15
Employees fill out their own timecards and are issued payroll checks by the clerk without supervisorial verification. Findings - Finance
Related Recommendations (4)
R1
the City adopts the Council-Manager form of administration, i.e., the elected Council provides political leadership and makes policy while the City Manager-Administrator directs city departments in carrying out policy. (Findings 4-15)
R3
the Council adopts a new position of City Manager-Administrator. (Findings 4-5, 9-15) 1 Generates its own revenue from rate payers, development impact fees, grants, and loans
R4
the City establish and maintain a web-based calendar for work schedule coordination available to all City staff. (Findings 14-15)
R5
the Council replace Commissioners with working committees of two council members for each City department. (Findings 4-5, 8-15)
F16
Budgets are often adopted three to five months after the beginning of the fiscal year.
Related Recommendations (1)
R8
the city budgets be adopted at the beginning of each fiscal year based on reasonable assumptions of revenue and expenses, and updated quarterly. (Findings 16-17)
F17
The auditor, contracted by the City, has been the same individual for over 20 years.
Related Recommendations (2)
R8
the city budgets be adopted at the beginning of each fiscal year based on reasonable assumptions of revenue and expenses, and updated quarterly. (Findings 16-17)
R10
the City follow accepted business practice by replacing the auditor this fiscal year and every three to five years thereafter. (Finding 17)
F18
The current revolving loan fund manual is unclear and contradictory. The loan application states that the maximum is $150,000, whereas, the manual states the maximum amount is $50,000. Findings - Services
No recommendations for this finding
F19
Water is provided by Point Arena Waterworks, Inc., a private company.
No recommendations for this finding
F20
There are 198 parcels within the city limits.
No recommendations for this finding
F21
The wastewater treatment plant serves 149 connections, with 50 undeveloped lots.
No recommendations for this finding
F22
There is a $4,400 connection fee for new wastewater service.
No recommendations for this finding
F23
The City’s wastewater plant is approximately 30 years old. The sludge pond, which has never been dredged, is as much as 85 percent full. The wastewater plant has been out of compliance with State regulations for many years.
Related Recommendations (1)
R11
the City file the final application for the USDA grant/loan funding. (Findings 23-24)
F24
The City is seeking a $3.77 million grant/loan from the United States Department of Agriculture, (USDA), to fund pond dredging and plant remediation. The urgently needed dredging is estimated to cost $200,000.
Related Recommendations (1)
R11
the City file the final application for the USDA grant/loan funding. (Findings 23-24)
F25
The wastewater rates were raised effective April 1, 2006, June 22, 2007, and November 11, 2008. The current monthly rate is $45.00.
No recommendations for this finding
F26
Residential wastewater fees are collected through the Mendocino County Tax Collector’s office.
No recommendations for this finding
F27
The City has complied with Proposition 218 requirements for notice of rate changes.
No recommendations for this finding
F28
The wastewater enterprise system1 had an operating loss of $19,737 for the fiscal year ended June 30, 2008, the latest audit available. The operation of the wastewater enterprise is reported to be breaking even in 2009.
No recommendations for this finding
F29
The City owns the local pier, also an enterprise, which operated at a loss of $88,863 for the fiscal year ended June 30, 2008.
Related Recommendations (1)
R12
the City continues to monitor the Pier’s financial status, to develop revenue, and assure financial stability, or consider privatization to eliminate the burden on the general fund. (Finding 29)
No Responses Found 1
Government entities assigned to respond to this report. No response documents have been linked in our database.
Point Arena
City