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City of Bradford Early Intervention and Five Year Plan Step IV Management Audit Prepared by Delta Development Group, Inc. September 2011 This page intentionally left blank. CITY OF BRADFORD EARLY INTERVENTION PROGRAM AND FIVE­YEAR PLAN TABLE OF CONTENTS Step IV: Management Audit/Review ............................................................................................... 1 General Government ......................................................................................................................................... 1 Finance Department ........................................................................................................................................ 23 Community Development, Planning, and Code Enforcement ......................................................................... 39 Public Works ..................................................................................................................................................... 59 Parks and Recreation ....................................................................................................................................... 78 Technology Management ................................................................................................................................ 86 Appendix 1 – Act 75 .................................................................................................................... 102 Figures Figure 1 – Bradford’s Current Local Government Structure under the Code .............................................. 5 Figure 2 Policy‐Making Process for Modern Local Government ............................................................... 7 Figure 3 Current Administrative Organizational Structure ...................................................................... 11 Figure 4 Proposed Administrative Organizational Structure ................................................................... 14 Figure 5 Sample Home Rule Charter Structure ....................................................................................... 18 Figure 6 – Recommended Financial Management Structure ..................................................................... 37 Figure 7 – Code Enforcement Revenue 2004 – 2010 .................................................................................. 45 Figure 8 – Code Enforcement Expenditures 2004 – 2010 .......................................................................... 46 Figure 9 – Recommended Planning, Zoning, & Codes Organizational Chart .............................................. 55 Figure 10 – City of Bradford Public Works Department – Parks Organization Chart ................................. 60 Figure 11 – IT Expenditures by Department ............................................................................................... 89 Figure 12 – IT Expenditures ......................................................................................................................... 89 Figure 13 – Recommended Organizational Chart ....................................................................................... 96 DELTA DEVELOPMENT GROUP, INC. STEP IV – MANAGEMENT AUDIT AND REVIEW CITY OF BRADFORD EARLY INTERVENTION PROGRAM AND FIVE­YEAR PLAN Tables Table 1 – Tax Collection Actual Expenses 2004 – 2010 .............................................................................. 26 Table 2 – City Clerk’s Office Actual Expenses 2004 ‐ 2010 ......................................................................... 27 Table 3 – Personnel and Administrative Expenditures 2004 ‐ 2010 .......................................................... 28 Table 4 – Sample Analysis of Garbage Collection Expenditures and Revenue ........................................... 35 Table 5 – OECD 2011 Revenue .................................................................................................................... 40 Table 6 – Code Enforcement Summary 2004‐2010 .................................................................................... 42 Table 7 – Code Enforcement Organizational Chart .................................................................................... 44 Table 8 – Code Enforcement Revenues 2004 – 2010 ................................................................................. 47 Table 9 – Code Enforcement Expenditures 2004 – 2010 ............................................................................ 48 Table 10 – Zoning Hearing Board Cases 2008 – 2010 ................................................................................. 53 Table 11 – Proposed Inspection Responsibilities ........................................................................................ 57 Table 12 – Street Division Operating Budget – 2004 – 2010 ...................................................................... 63 Table 13 – Street Division Operation Budget (Continued) ......................................................................... 64 Table 14 – Sanitation Division Operating Budget – 2004 – 2010 ............................................................... 65 Table 15 – Vehicle Inventory....................................................................................................................... 67 Table 16 – Departmental Computer Setups ............................................................................................... 88 DELTA DEVELOPMENT GROUP, INC. STEP IV – MANAGEMENT AUDIT AND REVIEW CITY OF BRADFORD EARLY INTERVENTION PROGRAM AND FIVE­YEAR PLAN STEP IV: MANAGEMENT AUDIT/REVIEW As part of the Early Intervention Program (EIP) and with assistance from Delta Development Group, Inc. (Delta), the City of Bradford (City) is required to perform a management audit of all major departments and operations. The audit is to include narrative summaries of each department, comprising budget and personnel information as well as other relevant data. This data is to be supported by interviews with each department’s director, bureau manager, and staff in order to facilitate the most comprehensive view of the City’s most critical operational needs. GENERAL GOVERNMENT The review of Bradford’s general government operations was conducted by Deborah J. Grass, Senior Associate at Delta, as part of Step IV of the EIP and Five‐Year Financial and Management Plan for the City of Bradford. Grass has 25 years of experience in local government management, including three years with the Pennsylvania Department of Community and Economic Development (DCED), Governor's Center for Local Government Services, as a Local Government Policy Specialist. She has provided technical assistance to dozens of communities and is an experienced Act 47 Coordinator. She conducts training for DCED, Pennsylvania State Association of Township Supervisors (PSATS), Pennsylvania League of Cities and Municipalities (PLCM), and Local Government Academy in the areas of budget, finance, and general government. To complete this evaluation, the consultant conducted fieldwork and site investigations, analyzed data, gathered information from comparable local government operations, and performed extensive research. Interviews were conducted with the City Clerk andy other ke staff members. The recommendations contained in this report are based on recognized standards, accepted practices, and government mandates. The fundamental basis for the authority and action of any local government is the leadership and management of its organizational and operational components. To this end, the structure, culture, and resources for basic leadership and management activities are critical to the success of the organization and, by extension, to the health and welfare of the community and its residents. If the leadership does not operate optimally, the immediate organization and the broader community will suffer. This report relies heavily on thes Standard for Effective Local DELTA DEVELOPMENT GROUP, INC. 1 STEP IV – MANAGEMENT AUDIT AND REVIEW CITY OF BRADFORD EARLY INTERVENTION PROGRAM AND FIVE­YEAR PLAN Government from the Southwest Pennsylvania Commission (SPC).1 The Standards have been adopted and distributed by the International City/County Management Association (ICMA) and are the basis for much of the evaluation of the departments and programs in this report. The ICMA’s Standards assert the following: If a local government is to function effectively, it must possess three critical assets: • The will to act • The necessary human and monetary resources • The administrative machinery to bring the first two assets to bear upon its problems The ICMA publication further states that “excellence in the general management area, most especially leadership on the part of elected officials, is Leadership and management essential if a local government is to be viable and excellence must exist in order for capable of functioning independently.” Leadership the community to thrive. A well‐ and management excellence must exist in order for led and well‐managed local the community to thrive. A well‐led and well‐ government sets the tone and managed local government sets the tone and conditions that instill public trust conditions that instill public trust and confidence. and confidence. It is also critical for elected officials to understand and support professional expertise as the basis for informed and effective government action and to include the best and highest standards in administrative practices. Elected officials have the obligation to ensure that competent

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