HomeMy WebLinkAbout01/23/2012HUMAN RESOURCES COMMITTEE.
4:55 p.m. Monday, January 23, 2012
City Council Chambers
715 Mulberry Street
Waterloo, Iowa 50703
Roll Call
Ron Welper, Chairperson
Quentin Hart
Carolyn Cole
Approval of Agenda
1. Request from Culture & Arts Director for authorization to begin
for Development/Marketing Manager and make an appointment.
2. Request from Chief Financial Officer for authorization to begin
for Financial Analyst and make an appointment.
Adjournment
the Civil Service process
the Civil Service process
Suzy Schares
City Clerk
CITY OF WATERLOO
Committee Communication
Human Resources Committee Iv4eeting: January 23, 2012
Prepared: January 5, 201
Dept. Head Signature:
# of Attachments: --- (//J
SUBJECT: To begin the civil service process to hire a Development/Marketing Manager
Submitted by: Cammie Scully, Director/Waterloo Cultural and Arts Commission
Recommended City Council Action: Approval to begin the civil service process to hire a new
Development/Marketing Manager and to appoint a candidate from the civil service list developed
through the process.
Summary Statement The Development/Marketing Manager is responsible for strategizing for,
creating, implementing and managing all development and marketing activities for the Waterloo
Center for the Arts, Youth Pavilion and now the Amphitheatre, upper and lower plaza and the
RiverLoop Expo Plaza. The former Manager who is moving out of state brought in over 1.2
million dollar for our budget in a 3 year period.
Expenditure Required: We will utilize salary that is currently budgeted lowering that salary to
accommodate a fulltime position.
Source of Funds Current budget
Policy Issue None
Alternative None
Background Information: As above our current Development/Marketing Manager is moving out
of state for her husband's job transfer. This is a critical position in our operations and requires a
multi -faceted person with an array of skills. Below is a list of responsibilities:
Marketing Responsibilities:
• Work with Marketing Committee to set goals
• Develop and implement a marketing plan to promote the WCA, Youth Pavilion,
Amphitheatre, Riverloop Expo Plaza integrated with the whole Art Center operations and
its programs and exhibits
• Develop timelines/deadlines for annual marketing calendar, and communicate to
appropriate staff
Mayor
BUCK
CLARK
COUNCIL
MEMBERS
DAVID
JONES
(Ward i
CAROLYN
COLE
Ward 2
HAROLD
GETTY
)Yard 3
QUENTI\ M.
HART
Ward 4
RON
WELPER
lf%ard
BOB
GREENWOOD
rot -Large
STEVE
SCHMITT
At -Large
RECEIVED JAN 19 2012
CITY OF WATERLOO IOWA
CITY CLERK AND FINANCE DEPARTMENT
715 Mulberry Street • Waterloo, IA 50703 • (319) 291-4323 Fax (319) 291-4571
SOZYSCH.ARES • Citv Clerk MICHELLE WEIDNER, CPA • Chief Financial Officer
Human Resources Committee Communication
City Council Meeting: January 23, 2012
Prepared: January 17, 2012
Dept. Head Signature: 1<'c7-z.:-Cf.L%
Number of Attachments: None
SUBJECT: Financial Analyst Position
Submitted by: Michelle Weidner, Chief Financial Officer
Recommended City Council Action: I respectfully request that a financial
analyst position be approved for the Finance Department.
Summary Statement: The workload for the department has continued to
increase over the years. I have been here nearly ten years. There were four
people in my department when I started, one of whom was part-time. The City
received 43 audit comments from the city auditors for the fiscal year before I
started. That has been reduced to a handful, most of which are not under my
control. Budget reports provided to departments didn't include all budgeted
accounts when I started. I corrected that. The city's general ledger reflected
credit balances in the hundreds of thousands of dollars, due to errors. My
department corrected that. The accounts receivable subsidiary ledgers didn't
balance to the general ledger. We corrected that.
We began preparing all the audit workpapers, approximately 250 of them. By
doing that, we reduced the cost of the audit $20,000-$25,000. We converted the
city's financial statements to comply with GASB # 34, a major change. We began
received the Government Finance Officer's Award for Excellence in Financial
Reporting and have continued to receive it annually. The city's general fund
balance has grown from less than $2 million and less than 5% of revenues to
nearly 20%. The city has earned several bond rating upgrades.
We have handled the reimbursement requests for the Vision Iowa $26 million
project, among many others.
These are just a few of the highlights of the major projects that my department
has accomplished over the past ten years without much additional help. I could
go on and on.
Even though I work an average of 65 hours per week year-round and don't take
most of the vacation time I have earned, I cannot keep up with the workload. Our
department works under deadlines that must be met. My staff and I are not paid
overtime. I am constantly finding more demands on my time.
CITY WEBSITE: www.citvotwaterlooiowa.coni
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