The City Manager is the Chief Administrative Officer of the City, responsible to the City Council for the administration of all city affairs. The Manager sees that all laws, provisions of the City Charter, ordinances, resolutions, and acts of the Council are faithfully executed.
addition to overall municipal management, the City Manager oversees the
financial administration of the City; develops, coordinates, and implements
services; and strives to enhance community relations to insure a high quality
of life for the residents of
The City Manager supervises and coordinates the personnel policies and practices of the City and makes recommendations to the Council, from time to time, regarding measures, as he deems necessary or appropriate, for the improvement of the City administration.
Finally, the City Manager furnishes the Council with information and makes recommendations concerning City affairs and prepares and submits such reports as may be required or to consolidate the reports of the several officers and departments of the City.
GOALS AND OBJECTIVES
and administer the daily functions of the City of
1. To assure the citizens of the City that their tax dollars are being utilized in the most effective methods.
2. To recommend appropriate ordinances to the City Council for consideration.
3. To ensure that City employees are properly trained to perform their designated functions.
4. To improve computerization and technology to obtain and maintain information for management policies, decision making, and for the public.
5. To administer a central purchasing system.
6. To fully comply with all of the requirements for the position of City manager as in the contained City Charter.
Provide the necessary leadership, professional management skills, and guidance for a vibrant, growing community.
1. To keep the Council informed of critical matters and situations which involve or may potentially involve the City.
2. To maintain a comprehensive Personnel Policy Manual complete with job descriptions for all City positions.
3. To maintain open
communication with the staff, the Council, the citizens of
4. To strive to cooperate and coordinate services with other governmental agencies.
Improve community relations and image in order to nurture civic pride throughout the community.
1. To recognize outstanding achievements in our community.
2. To maintain an active and positive presence in the community.
3. To establish and improve the citywide safety policies and implement appropriate standards as much as possible in all areas.
4. To carry out the policy directives and ordinances adopted by the City Council in a timely and efficient manner.
Ensure financial affairs are in sound order.
1. To prepare and present the Annual Budget to the City council in accordance with the terms of the City Charter, Code of Ordinances and all applicable statutes.
2. To demonstrate compliance with the budget plan through effective reporting on the finances and administrative activities of the City.
3. To conduct training workshops to department directors to ensure that they are knowledgeable in the budget process, control and regulations.
This department is responsible for listing each parcel of real estate and each personal property account located within the city limits for the purpose of creating and maintaining an assessment roll. The assessment roll is the basis for calculating property taxes, and must comply with the “General Property Tax Law”, Public Act 206 of 1893.
The Assessors Office collects, maintains, and disburses information on approximately 2800 real estate & 600 personal properties. This information is organized and analyzed in putting together each year’s assessment roll. In conjunction with appraising, there are many related functions such as market analysis, sales studies, rent studies, and land value studies.
Prepare cities tax roll and special assessment rolls, as well as work with other departments on various projects.
Maintain a database of real and personal property owners, including their mailing address.
Maintain a file on each real property that includes structure photos and drawings, a parcel sketch, a list of building permits, and a history or ownership transfers.
Maintain personal property records of businesses. For example, a building may be owned by one entity, yet a number of businesses lease space and own personal property within the building.
Owners, Real Estate Brokers, Appraisers, and members of the business community,
as well as various other agencies in their quest for information about properties
located in the
Land Division and Combination applications.
Division applications require a fee, and a survey. We review for compliance with state and local
regulations including the
Transfer Instruments and Property Transfer Affidavits when
Process Homestead Affidavits for owners who occupy their property, enabling them to receive a property tax reduction.
Keep the public informed and up to date concerning Property Assessment and Property Tax Laws.
Help the public understand market value as it relates to their property. Assessed value should represent 50% of market value (usual selling price of an arms length sale).
Help the public understand taxable value as it relates to their property taxes. Help them to understand capped and uncapped taxable value.
property addresses in the
Receive complaints concerning assessed and taxable values, year around, but especially during February and March, and as tax bills are received in July and December.
Defend assessed values before the Michigan Tax Tribunal.
The Assessor’s Office visits properties to review records, as part of our continuous effort to maintain accuracy and keep up to date. Fieldwork is also done to add building permit information to the records.
February is when the annual assessment notices go out. In March the formal Board of Review meets to hear property taxpayer’s concerns.
DEPARTMENT GOALS AND OBJECTIVES
1. Establish a routine reappraisal program
2. Streamline our operation to become more efficient
3. Work with
4. Work towards digital interface with GIS.
1. Establish a routine to reappraise all properties, taxable and non-taxable, at least once every five to ten years. That includes updating sketches and digital photos.
2. Continue to expand our use of computers to streamline our operation and speed up particular portions of the workload. This will also reduce duplication and spread the workload more effectively.
3. Work with other departments in maintaining an accurate mapping system that will be used for a variety of applications and projects.
4. Expand the knowledge and use of GIS.
The City Clerk/Treasurer's office is responsible for financial management and transaction processing for all City and City-affiliated funds and all record keeping pertaining to the official records of the City.
All minutes, resolutions, ordinances and official actions of the City Council are recorded and filed. All minutes of open meetings, adopted ordinances, codes, and other documents for the City are available to the public for general information and for purchase as required under the Freedom of Information Act. The office is responsible for all publications and public notices for the City.
The Clerk/Treasurer plays an increasingly active role in administering the human resources function of the City. This includes recording keeping, liaison with fringe benefit providers, enrollment and dis-enrollment of employees from fringe benefit plans, participating in collective bargaining, and advising and directing other staff on the processes and procedures used to effect personnel actions including hiring, changes in terms of employment, evaluation, discipline, discharge, and retirement.
The Clerk/Treasurer administers and oversees: financial and accounting systems, payroll, cash management, including investments, water and sewer billing, tax and miscellaneous service billings, the issuance of licenses and permits, collection of outstanding receivables, including taxes, the conduct of elections, personnel management, collection of civil infractions, and maintaining insurance and bond policies, including filing related claims.
DEPARTMENT GOALS AND OBJECTIVES
Continue highly effective and efficient transaction processing.
1. Timely processing, recording and reporting of cash receipts, accounts payable, payroll, and other transactions according to law, regulation and policy.
2. Optimize investment income by careful cash management and prudent investment in accord with law, regulation and policy.
3. Collect taxes, water and sewer charges, and other receivables fully and timely.
4. Pay employees and provide fringe benefits accurately and timely; properly record all labor related costs.
5. Pay vendors accurately and timely; properly record all expenditures.
6. Maintain accurate and timely books of account that facilitate operations management.
7. Support the audit function.
8. Provide information to City Council, City Manager, and other administrative staff that supports and facilitates their roles.
Develop and improve staff competencies.
1. Professional training of staff in the use of computer software applications.
2. Cross training of staff such that each staff member is capable of properly performing most routine tasks of the department.
3. Improving job skills by staff attending work related courses offered by local education institutions and the Michigan Municipal League.
4. Improving staff’s working relationships with each other, other departments, and the public.
5. Continue to train and orient new staff in new roles to fully apply their skills and abilities and to discover potential process improvements.
6. Evaluate task assignment for all positions on an ongoing basis.
Improve records management.
1. Improve future reference of records by organizing and maintaining hard copy files.
2. Improve future reference of records through increased utilization of computers by cataloguing location of records by file type and description of each record within each file.
3. Maintain a checklist to be used for each record requiring follow-up action by elected officials, city attorney, or staff; staff to track necessary events through proper recording and filing of each record.
4. Maintain compliance in human resources recordkeeping; provide appropriate control, access, and retention.
Improve budget development and administration processes.
1. Add supporting detail to the budget.
2. Analyze trends in historical budget data to identify potential reductions and other adjustments.
3. Add review and analysis to the process of monthly status reporting.
4. Assist department heads with anticipating needs for budget amendments such that the total number of such amendments is reduced.
Improve procedures for personnel actions including hiring, promotions and transfers, pay rate changes, evaluation, discipline, and termination.
1. Develop systems of personnel action that comply with pertinent law, regulation and policy and support the achievement of departmental and City goals and objectives.
2. Fully document such action in appropriate records.
Evaluate department technology systems.
1. Assess adequacy and shortcomings of existing hardware and software to support department functions.
2. Identify alternative solutions in the market.
3. Develop recommendations and strategic and tactical plans for upgrading and/or replacing existing systems according to identified needs.