The City Manager's Office provides overall direction and coordination of City operations to ensure that the City Council's adopted service goals are met or exceeded, and that costs do not exceed budget restrictions. This office continually evaluates the City's organizational structure as it relates to requirements for effective, efficient and economical public service in furtherance of City Council goals and priorities. Operations within the City Manager's Office include:
Organizational Chart for the City Manager's Office
ALEXANDER POSADA
Interim City Manager
City Phone: (805) 925-0951 ext. 2200 (Administration)
City Fax: (805) 349-0657
Email City Administration
EDUCATION & EMPLOYMENT:
- Social Services, San Jose State University
- Social Work, Cal Poly, San Luis Obispo
- Public Administration, La Salle University
- Interim City Manager, City of Santa Maria
- Director of Recreation and Parks, City of Santa Maria
- Interim Recreation Superintendent, City of Santa Maria
- Recreation Supervisor, City of Santa Maria
- Facility Manager, City of Santa Maria
- Social Worker I, County of Santa Barbara
- Recreation Specialist, City of Santa Maria
- Recreation Specialist, Hayward Area District
- Teen Counselor, City of San Jose
COMMUNITY INVOLVEMENT:
- Kiwanis Club of Santa Maria
- United Way of the Central Coast
- Santa Maria Affiliate Santa Barbara Foundation
- Advisory Committee, Special Olympics Southern California
- North County American Red Cross Disaster Services
- American Red Cross
2023-24 Goals and Objectives
1. Develop a budget that addresses the City’s long-term financial obligations and priorities including capital project funding.
2. Advance Citywide communications by implementing the strategic communications plan enhancing internal and external communication, transition to upgraded audio-visual equipment in the Council Chambers and the control room, introduce on-demand Spanish video captioning and translation, and provide extra functionality and features via the redesigned City website.
3. Implement projects funded by one-time American Rescue Plan Act funding, with the objectives of reimbursing costs incurred and revenue lost as a result of the pandemic, investing in projects that can be completed within the required timeline, and increase ongoing revenue or reduce ongoing costs, and strengthen the City’s financial position.
4. Commence marketing the Smart City, Safe City campaign and associated Neighborhood Connect program, to raise customer awareness of various technologies and programs prioritized by the City Council, to enhance customer service and to further the City’s Smart City Safe City vision.
5. Complete an assessment of Risk Management to identify resourcing required to have that function remain cost effective and operationally efficient in a rapidly changing risk environment.
6. Implement remaining aspects of the Alignment Project enhancing the employee performance management system (PERFORM), employee development program, sustaining the annual scaffolded broadband classification employee review process, and enhancing hiring and promotion based on competencies with all HR business functions aligning with organizational objectives of creating and sustaining an organizational culture that continuously strives to improve the quality of City services and inspires customer-based solutions with an engaged workforce.
7. Complete the full implementation of upgrading and improving communications hardware, software, and security, led by the Information Technology division, to support departments and facilities, and improve public access and services.
8. Support the Economic Development partnership with the Chamber by employing structured project management approach to Downtown redevelopment and a coalition of support to the regional effort of expanding commercial activity at Vandenberg Space Force Base.
9. Streamline and automate public meeting preparations by leading a collaborative process with departments to clearly identify and define efficient workflows and implement a manual.
10. Review and update personnel policies and procedures, Municipal codes, City Administrative Memos (“CAMs”) and create an employee handbook. Establish a formalized approval and plan for workforce and succession planning.
