The City Treasurer’s Department is responsible for the custody and investment management of all City funds in accordance with State Law, City Charter, and City Investment Policy. Departmental responsibilities also include Treasury administration and investment management services; tax administration and internal support services; administration and review of general tax operating revenues; and operating budget and capital improvement program cash flow management services.

Departmental core operational activities also include monthly and quarterly reporting of all cash receipts and investment positions; annual review of the comprehensive statement of investment policy; oversight of all entities bond proceeds; provision of administrative support and internal review of various operational functions; and implementation of various best management practices enhancing both departmental productivity and operating revenue, thereby strengthening the City’s general operating revenue base. All functions of the City Treasurer’s Department are focused upon two primary strategic organizational goals, as follows:

• Improving the City’s financial viability and expanding economic opportunities, and
• ncreasing organizational effectiveness and efficiency

The City Treasurer’s Department remains clearly focused upon improving departmental productivity and efficiency through the continued implementation of best management practices enhancing general operating revenues while reducing departmental operating costs. FY 13-14 Key Projects and Assignments include:

• Provide for additional utilization of contractual professional services serving as revenue recovery agents for the City in auditing the City’s tax based revenue resources producing additional revenue in support of City operations by August 2013
• Right size City Treasurer departmental operations by December 2013
• Continue implementation and utilization of services of Registered Investment Advisor providing City Treasurer with additional professional investment advice, greater managerial flexibility, and increased cost effectiveness, in fulfilling the fiduciary responsibilities of the City Treasurer’s elected position by December 2013
• In coordination with City Manager and Financial Services, implement City Treasurer charter responsibility review program by December 2013
• Implement additional, cost effective operational improvements emphasizing City Treasurer oversight responsibilities while de-emphasizing the City Treasurer’s administrative tasks by June 2014
• Continue implementation of enhanced investment reporting format including cash and investments within all City funds and investment funds held with all bank trustees by June 2014
• If qualified, issue annual California Statewide Communities Development Authority FY 2014-15 Tax Revenue Anticipation Note (TRAN) by June 2014.
• Working in in cooperation with the Financial Services Department, conduct on going reviews of Citywide cash handling procedures ensuring adherence to internal control compliance standards by June 2014.
• Continue implementation of banking services technology enhancements designed to streamline disbursement processes; automate current cash management processes; improve upon fraud prevention measures; and expedite collection recovery efforts by June 2014.
• The City Treasurer is committed to providing the highest quality of municipal treasury services to the community in a professional, responsive, and friendly manner, promoting citizen trust in the operations of local government. City Treasurer operations maintains an ongoing commitment to customer service excellence for FY 13-14, reflected in the following program purpose statements:
  
  
  • Strive to make every transaction with both our internal City Hall and external citizen customer service base a positive "solutions oriented" customer service experience
  • Continue implementation of customer service information enhancements and improvements to the departmental web site, promoting ease, accuracy, timeliness, and usefulness of accessible public information
  • Continue development and implementation of local outreach program providing useful, educational information regarding municipal treasury services
  • Provide ongoing departmental wide customer service training of at least two hours per employee on a quarterly basis
  • Respond to approximately 160 customer service requests and 6 City Council and Budget and Finance Commission referrals on an annual basis
  • Incorporate continuing "best management practice" departmental procedural improvements that promote operational efficiency, enhance customer service skills, and augment operating revenues.