CITYGATE HAS COMPLETED ON THE ORDER OF 500 CONSULTING CONTRACTS FOR OVER 250 GOVERNMENT AGENCIES.
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General Management Consulting
Practitioner General Management Consultants
Citygate Associates, LLC is a firm with a depth of experience, as well as talented and creative associates who provide professional services in the areas of performance audits, general management consulting, strategic planning, organizational development, training, and meeting facilitation. We are often selected to study:
Animal Care & Control
Parks and Recreation
Many Other Local Government Functions
Citygate has completed on the order of 500 consulting contracts for over 250 government agencies in the West. Citygate predominantly hires consultants who have more than 50 years of executive public sector experience and a master- or doctoral-level degree. The firm presently has nearly 40 persons on its payroll, with expertise across the full array of local government functions. This enables Citygate to deliver on its aspiration to provide “Virtual City Hall” capabilities as a local government consulting firm. Citygate conducts an average of 20 to 40 specialized projects at a time across the Western United States.
Distinctive by Culture
Beyond the individual competencies of our consulting staff, Citygate is a character-driven organization. We believe that character attributes such as diligence, honor, discretion, responsibility, thoroughness, and sincerity, while individual matters, also greatly affect all those who come into contact with the individuals who focus on it. Just as a mountain is constantly being reshaped by weather patterns, character is reshaped by the choices we make and the principles by which we choose to live. By carefully selecting consultants who adhere to these common goals and values, we believe we can enhance total quality management and workplace excellence in the organizations that employ us.
Our General Management experts assist with the following services:
We perform comprehensive departmental and citywide reviews. These reviews include, but are not limited to, administration, operations, management, policies and procedures, staffing, workload, training, information technology, and public relations.
We review and evaluate an agency’s mission statement, goals, objectives, policies, procedures, and organizational structure. We analyze management systems, organizational relationships, and the allocation and management of personnel. We review and evaluate records, training, communications, information systems, facilities, equipment, fiscal management, public relations, and employee morale to determine if these components are in alignment with the agency’s mission, goals, and policies.
Citygate can assist you through the process of organizational change regardless of whether you are a public, private, or non-profit organization. We emphasize communication and a thorough assessment of the wider impacts of systemic process and cultural changes, ensuring efficient and productive outcomes.
We use business process re-engineering to solve problems by redesigning the processes that an organization uses to accomplish work. Often, processes created in local government were originated on an ad hoc basis when the organization expanded or a particular problem needed to be addressed. Business process re-engineering is an opportunity to rethink and redesign all of the business processes that a local government uses by applying a specific methodology to analyze opportunities for new efficiencies. In our experience, cycle time on many processes can be reduced by at least 50 percent through business process re-engineering.
Citygate can assist your organization by performing a high-level assessment of budget processes and efficiencies, helping you ensure accountability, thoroughness, and organizational health.
We examine agency staffing, including job descriptions, span of control, use of contractors, overtime usage, work schedules, proper classification, and appropriate salary allocation. We analyze how functional vacancies caused by sick leave, vacation, and training impact the effectiveness of the organization.
To ensure the maximum possible input in our reviews, Citygate emphasizes the participation of community stakeholders, citizens/customers, and employees in our study design.
In evaluating the results of government, citizen opinions must be a primary source of information. Citizens are the ultimate customers of local government and, as such, the agency leadership must look to its citizens for input in determining which services are important, whether the level of service is adequate, whether the agency should de-emphasize or eliminate services, and whether effective service delivery exists. A random citizen survey is far more representative in assessing what citizens want than trying to base policy on letters to the editor or comments at public meetings. As a result, our citywide and departmental reviews use a citizen survey as a key information source.
We can also conduct confidential, internet-based employee surveys that address issues such as management, communication, compensation, workload, policies and procedures, staffing, information technology, employee morale, and staff retention.
We analyze the information technology resources of departments, including the effective use of software and hardware. We determine if staff is fully using the capabilities of the information technology system and make recommendations relative to needed initial and recurrent training and/or software upgrades.
We can develop policies and procedures manuals based on the unique requirements and expectations of your agency. We can update ordinances to meet current and projected community needs and expectations.
We assess recruitment and selection, labor relations, policies and procedures, classification and pay administration, training, administration of disciplinary and grievance procedures, risk management (including workers’ compensation and public liability), and salaries relative to other similar agencies.
Citygate’s strategic planning assistance to your organization can include, but is not limited to, the following:
Facilitation of In-House Business Process Re-engineering Initiatives
Management Team and Public Workshops
Community Involvement Programs
Public Information Dissemination Programs
Facilitation of Major Public Hearings
Citygate In the News
|Western Riverside Council of Governments, CA||An operational review and mentoring for the Western Riverside Council of Governments’ Finance Department.|
|Hercules, CA||Organizational and operations review of the Human Resources function in the City of Hercules, California.|
|Monterey County, CA||Organizational review and analysis of Monterey County’s current homeless programs, funding, and coordination services.|
|Angels, CA||Strategic planning and facilitation assistance for the City of Angels, California.|
|Brawley, CA||Operational and staffing review of the Public Works Department for the City of Brawley, California.|
|Monterey County, CA||Organizational review of Monterey County’s current Cannabis Program, including funding, organization, permitting, staffing, and workload.|
|Contra Costa County, CA||Review of the proposed tax sharing agreement between Contra Costa County and one incorporated city within the County.|
|West Hollywood, CA||Development of a staffing and operations plan for the City of West Hollywood’s Aquatic and Recreation Center.|
|Angels, CA||Development of an action plan for the City of Angels Camp, California, to provide financial strategies in response to the COVID‑19 pandemic.|
|San Juan Bautista, CA||High-level observational organizational and financial review for the City of San Juan Bautista, California.|
|Monterey County, CA||Review of the Resource Management Agency of Monterey County, California, including the development of a Strategic Action Plan.|
|West Hollywood, CA||Staffing analysis and optimization plan for the City of West Hollywood, California, including an in-depth analysis of the City’s current staffing and operations.|
|Mid-Peninsula Regional Open Space District, CA||Organizational review of the Planning Department for the Mid-Peninsula Regional Open Space District in the Bay Area.|
|Menlo Park Fire Protection District, CA||Examination of the process utilized by the Menlo Park Fire Protection District elected official leadership to adopt strategies for multi-year service delivery and assistance fine-tuning that process.|
|Angels, CA||Organizational review and budget stabilization study for the City of Angels Camp, California.|
|South Pasadena, CA||Organizational review of the Finance Department for the City of South Pasadena, California, including reviewing the Department’s operational functions and workflow processes and identifying strengths and areas of improvement within key management staff administrative functions and overall Departmental procedures and processes.|
|Tracy, CA||Identification of all real property owned by the City of Tracy and preparation of a Real Property List, including the parcel number, location, size, current use, ownership, and other noteworthy comments related to the property and corresponding maps.|
|Trinity County, CA||Consulting assistance to the Trinity County Assessor’s Office in preparing the County’s secured and unsecured rolls for the 2015/16 Fiscal Year.|
|Gilbert, AZ||Forecast the growth in the Town of Gilbert’s staffing full-time equivalents over the next 20 years, commensurate with anticipated population growth.|
|Salt Lake City Housing Authority, UT||Management and performance audit of the Salt Lake City Housing Authority.|
|Monterey Peninsula Airport District, CA||Review and assessment of current organizational structure, operational functions, and levels of staffing for each District department to enhance current and future organizational and operational needs.|
|San Gabriel Valley Council of Governments, CA||Comprehensive organizational management audit to review the daily operations of the San Gabriel Valley Council of Governments, as well as client City and governmental entity service needs.|
|Albany, CA||Organizational and staffing review of the City’s organizational structure to investigate potential cost savings and service improvements and to develop strategies for providing services in a tight fiscal environment.|
|Windsor, CA||Operational review of the Public Works Department to assess workload, processes, and staffing by specifically examining current and projected community growth, Department workload, and current and projected Town and Department revenue.|
|Pasadena, CA||Performance audit of the Housing Department, including an assessment of the organization and staffing and its ability to support future operational goals.|
|Vista, CA||Analysis and evaluation of the City of Vista’s Human Resources management functions, including its effectiveness and efficiency, use of technology, timeliness of recruitments, workload, and assessment of the organization’s expectations of the human resource functions by the user departments; separately, two-phase study for the City of Vista’s Finance Department:|
• Phase 1 – Organizational and process review of the Finance Department, including an evaluation of work processes, organizational arrangement, and staff / workload balance
• Phase 2 – Review of the City’s MUNIS software system to improve its functionality for the City.
|Colton, CA||Citywide management review and analysis.|
|Yuba County, CA||Assistance to the Yuba County Sheriff’s Office in developing a detailed planning document forecasting the near-term and long-term public safety programs, staffing, equipment, and facilities to meet the needs of the growing county.|
|Surprise, AZ||Operational review of the City of Surprise Finance Department to analyze the organizational structure, utilization of resources, processes, and customer service.|
|Delano, CA||Comprehensive Citywide organizational review and analysis.|
|Salt Lake City, UT||Conduction of interviews regarding the effectiveness of the City’s planning program and processes and a detailed analysis of the planning program; management and performance audit of the Redevelopment Agency to assess the current management systems and processes to determine if there are changes that will improve the cost effectiveness of RDA programs; management audit of the City’s Engineering Division; analysis of CIP programming, practices, and infrastructure maintenance; management and performance audit of the Housing Authority.|
|Placer County, CA||Professional technical services related to the Placer County Executive Office consideration of West Placer projects’ implementation; professional technical services concerning development impact planning as it relates to police protection and prevention services for the Sheriff-Coroner-Marshal Department of Placer County; recommendation of a recreation program, recreation facilities, and estimated capital and annual operating cost for each of three new developments planned for the County: Placer Vineyards, the Regional University Community, and Placer Ranch.|
|Covina, CA||Citywide management assessment of all non-safety departments.|
|Glendora, CA||Citywide organizational and performance review of all City departments.|
|Pinole, CA||Citywide management audit of all departments; public opinion survey of perspectives surrounding Pinole’s Sales Tax Override election; assessment of the historical and current use of the City’s Utility Users Tax revenue to determine the effectiveness and efficiency of this revenue source’s use, especially as it relates to the funding of Pinole’s police and fire services.|
|Fresno, CA||Assistance to the Fresno Redevelopment Agency by providing project management services for the Historic Chinatown project.|
|Hercules, CA||Citywide high-level management review of non-safety departments to identify strategic, leadership, management, financial, and organization structure issues that are critical to the optimal performance of the City.|
|Folsom, CA||Management review of the Finance Department; training and assistance in developing elements of the Department Work Plans for the Fiscal Year budget.|
|Apple Valley, CA||Management-level organizational analysis of the Town of Apple Valley.|
|West Sacramento, CA||Quantification of the impact of future development and calculation of impact fees necessary to provide for:|
• Fire protection
• Police services
• Other facilities and infrastructure.
|Davis, CA||Administrative review of the Public Works Department; evaluation of the comparative costs of in-house versus contract park maintenance; assessment of the City of Davis’ costs related to its recreation programs, and a review of its recreation user fees methodology.|
|Corona, CA||Management audits of the following departments: Management Services, Building, Planning, Housing and Development, Fire, Police, Public Works, Utility Services, and the Public Library; also including Citywide overview and Parks and Recreation review.|
|Ogden, UT||Management review of the City’s Redevelopment Agency, followed by facilitation and implementation of the recommendations resulting from the review; performance audits of the Animal Services Division, the Public Works Department, and the Community Services Department, with follow-on management and supervisory training; other performance audits were conducted for the Police Department and the Community Development Department.|
|Huntington Beach, CA||Management review of the Community Services Department, including Recreation and Human Services; Beaches, Recreation and Development; and Cultural Affairs / Special Events.|
|Glendale, CA||Three separate organizational assessments of the Public Works Department’s Traffic and Transportation Section, Maintenance Section, and Engineering Section.|
|San Jose, CA||Review of the San Jose Redevelopment Agency management and financial processes and controls.|
|Stockton, CA||Business process re-engineering and organization study for the Public Works Department.|
|Mountain View, CA||Management and operations audit of the Public Library.|
|Davis, CA||Administrative review of the Public Works Department.|
|San Marino, CA||Management audit of Department of Parks and Public Works.|
|Mountain House Community Services District, CA||Ongoing analysis and management support for the 20-year expected build-out of this new mixed-use development in San Joaquin County, CA, including:|
• Water, wastewater, storm drain, and solid-waste service
• Annexation issues
• Financial analysis and budgeting
• Fire and police contracts.
|Ukiah, CA||Development of a fair and reasonable revenue sharing plan between the City and the County of Mendocino considering the potential impact of lost revenue to the County resulting from the annexation of land and the cost of the City to provide services; facilitation of meetings between the City and the County.|
|Vista, CA||Review of the City’s current financial condition, financial practices and strategies, and staffing and organizational arrangements, developing recommendations addressing each of the three principal areas of the Five Year Financial Plan.|
|Novato, CA||Performance audit of the Administrative Services Department.|
|Kern County General Services Agency, CA||Organization and cost analysis of Construction Project Management Division.|
|Clovis, CA||Feasibility study and planning for joint district management of recreation programs.|
|San Joaquin Valley, CA||Analysis to determine the feasibility of an incorporation effort in the San Joaquin Valley.|
|Milpitas, CA||Analysis of data processing facilities management program.|
|Butte County Association of Governments, CA||Creation and organization of independent council of governments.|
|U. S. Bureau of Reclamation||Project management policies and procedures manual.|
|California Department of Corrections, Division of Parole||Statewide workload and staffing analysis for clerical positions within the Parole Division; Statewide workload measurement and staffing analysis for supervising Parole Agents.|
|California Health and Welfare Agency||Independent review of policies and practices of the Department of Developmental Services.|
|California Department of Developmental Services||Formulation of a core staffing and budget model for a $300 million annual operating budget to run 21 Statewide non-profit regional centers.|