ADMINISTRATIVE SERVICES

City Hall
110 E. Cook Street, Room 6
Santa Maria, Ca 93454

The Department of Administrative Services' mission is to provide the financial information necessary for the effective and efficient management of City operations; and administration of computer and communication systems. The department consists of four divisions encompassing four major subprograms: Finance, Utility Billing, Information Technology, and Special Projects. Major activities include: Revenue and appropriation management; annual budget preparation; purchasing; utility billing; real property management; treasury and investment functions; financial management system administration; computer and communication software/hardware administration and maintenance; grant administration and economic development.

Photo of RENE VISÉ, Director of Administrative Services RENE VISÉ
Director of Administrative Services

City Phone: (805) 925-0951 x215
City Fax: (805) 925-2243

E-mail

EDUCATION & EMPLOYMENT:

  • M.P.A. (Golden Gate University)
  • B.A. Business Administration (California State University, Fullerton)
  • C.P.A. Certificate from Deloitte and Touche
  • Management Services Director, City of Lompoc
  • Finance Services Manager, City of Lompoc
  • Accounting Supervisor, City of Lompoc
  • Accounting Supervisor, City of Gilroy
  • Finance Director, City of Gonzales

DESCRIPTION OF RESPONSIBILITIES:

The Director of Administrative Services is responsible for a comprehensive program of administrative and financial activities, including accounting, treasury, investments, computer and communication systems, financial reporting, purchasing, budget preparation, utility billing, and property management.

Mission Statement
To provide the highest level of service to the residents, City Council and other City departments, within the adopted budget, and to provide accurate and timely financial information, quality customer service in utility billing, fiscally sound cash management, data and computer information technology. We will strive to provide excellent leadership to develop affordable housing, economic development opportunities, public benefit capital projects and infrastructure, and human services through funding provided by the CDBG, HOME Investment Partnerships and other grant programs.

2012-13 Goals/Objectives

  1. Streamline the accounts payable operation by converting the paper check systems to an electronic cash payment system, to reduce check volume and check fraud while improving payment terms.
  2. Administer the winding down of the dissolved Redevelopment Agency (RDA) with minimal cost to the Oversight Board of the Successor Agency to the Redevelopment Agency of the City of Santa Maria.
  3. Research the feasibility of e-bill services through the City’s current utility billing print/mail contractor. An e-bill system offers electronic bill presentment, and allows the payee to make credit card or automated clearing house payments. An e-bill system will reduce the City’s expenses for printing and mailing of utility bills.
  4. Determine the feasibility of changing collection agencies to assist in the collection of overdue, closed utility accounts.
  5. Work with other departments to identify and systematically plan for the technological infrastructure required for the scheduled relocation of the Police headquarters.
  6. Collaborate with the Fire Department to create a mobile computer application using GIS software for drawing, modifying, updating and exporting pre-plans.
  7. Prepare final reports and close out grants secured under the American Recovery and Reinvestment Act (ARRA), specifically those grants under the Community Development Block Grant-Recovery (CDBG-R) program, the Homelessness Prevention and Rapid Re-Housing (HPRP) program, the Energy Efficiency Conservation Block Grant (EECBG) program, and the Fire Station Construction program.
  8. Seek and secure new grants and outside funding sources to address public safety, neighborhood revitalization and youth development needs in the community.
  9. Initiate a cross-training program amongst staff to ensure a continuation of services is provided during staff absences.
  10. Develop a comprehensive grant tracking program that provides a real-time status of grant activity.