Attachment 1f D – 21
Administrative Services
DEPARTMENT PURPOSE
The Town Manager provides overall management, administration, and direction for the entire
Town organization, reporting to the full Town Council. The Town Manager identifies
community issues and needs requiring legislative policy decisions and provides alternative
solutions for Council consideration; assures that the Council's policies, programs, and priorities
are effectively and efficiently implemented; prepares the Town budget with recommendations
on the appropriate resources for Council action; provides research and information necessary
for responsible decision making; fosters public awareness of municipal programs, services, and
goals; responds to resident and other constituent inquiries by explaining Town services and
functions; and investigates problems and provides information and specialized assistance on
more complex Town issues.
The Administrative Services portion of Town Manager oversight encompasses responsibility for
human resources, finance, budgeting, purchasing, labor relations, information technology
systems, economic vitality, equipment replacement, workers’ compensation, records
management, customer service management, and other administrative support. For budget
purposes, Administrative Services incorporates six key programs: Town Manager’s Office, Clerk
Department, Finance Department, Human Resources Department, Non-Departmental, and
Information Technology (IT). In addition, the Town’s Workers’ Compensation Fund and Office
Stores Fund are accounted for in the Administrative Services. The following sections provide
summaries of the Administrative Services’ core services and service objectives.
BUDGET OVERVIEW
The majority of revenues which support Town wide services are accounted for in the Non-
departmental program within Administrative Services. For FY 2018/19 revenues captured in
Administrative Services reflect increases in Property Tax, Transient Occupancy Tax, Franchise
Fees Licenses and Permits, and Charges for Services, all indicative of the continuing strength in
the regional and local economy. However, despite these revenue increases, the FY 2018/19
D – 22
ADMINISTRATIVE SERVICES
Sales Tax projection is being reduced due to the ongoing transition in consumer preferences
for online sales instead of purchases from local establishments. As a result, the FY 2018/19
Administrative Services budget continues to be conservative in nature and reflects only
obligated and minor expenditure enhancements, including increases in benefit rates, including
workers’ compensation, and pensions (CalPERS). The FY 2018/19 budget also reflects the
addition of a newly created IT Analyst position to provide critical support to the burgeoning
technology infrastructure necessary to support modern governance.
D – 23
ADMINISTRATIVE SERVICES
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes 1,779,407$ 1,465,547$ 1,720,980$ 1,575,000$ 1,650,000$ 1,650,000$
Intergovernmental Revenues - - 19,998 - - -
Service Charges 651 555 1,019 - 319 -
Interest 430,476 620,895 171,653 270,723 270,723 267,806
Other Revenues 1,054 20,341 25,366 8,721 8,527 187,551
TOTAL REVENUES 2,211,588$ 2,107,338$ 1,939,016$ 1,854,444$ 1,929,569$ 2,105,357$
EXPENDITURES
Salaries and Benefits*2,269,816$ 2,233,083$ 2,138,861$ 2,794,970$ 2,475,897$ 3,590,421$
Operating Expenditures 329,596 373,777 364,660 409,463 394,681 451,819
Grants 110,200 99,000 119,800 124,800 124,800 142,000
Pass Through Accounts - - - 7,194 - 10,196
Fixed Assets - - - - - -
Internal Service Charges 175,276 177,430 201,762 226,395 219,645 96,524
TOTAL EXPENDITURES 2,884,888$ 2,883,290$ 2,825,083$ 3,562,822$ 3,215,023$ 4,290,960$
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
PROGRAM
Town Manager's Office 1,059,703$ 950,977$ 825,373$ 1,132,302$ 1,067,697$ 1,119,982$
Community Grants 114,522 103,519 119,800 124,800 124,800 142,000
Human Resources 484,291 559,612 552,914 683,958 628,288 699,694
Finance & Admin Services 1,057,993 992,764 1,002,075 1,279,607 1,056,522 1,291,818
Clerk Administration 168,379 276,418 315,912 334,961 337,716 342,507
Information Technolgy Management - - - - - 684,763
Smoking restriction Implemantation - - 9,009 - - -
Obesity Grant - - - - - -
Pass Through - - - 7,194 - 10,196
TOTAL EXPENDITURES 2,884,888$ 2,883,290$ 2,825,083$ 3,562,822$ 3,215,023$ 4,290,960$
* Personnel previously budgeted in Administrative Services Department Internal Service funds are budgeted in the General Fund beginning in FY 2018/19.
SUMMARY OF REVENUES AND EXPENDITURES
D – 24
ADMINISTRATIVE SERVICES
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
General Fund Funded Funded Funded Funded Proposed
Town Manager 1.00 1.00 1.00 1.00 1.00
Assistant Town Manager - - 1.00 1.00 1.00
Asst. Town Manager/CDD Director 0.50 0.50 - - -
Assistant To Town Manager 1.00 1.00 1.00 - -
Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50
Economic Vitality Manager - - - 0.30 0.30
Economic Vitality Coordinator 0.25 0.25 0.25 - -
Office Assistant*1.28 1.63 1.88 1.75 1.88
Communications Coordinator 0.80 0.80 - - -
Community Outreach Coordinator 1.00 1.00 1.00 - -
Human Resources Director*0.75 0.75 0.75 0.75 1.00
Administrative Analyst*0.80 0.80 1.70 4.10 4.00
Human Resources Specialist 1.00 1.00 1.00 1.00 1.00
Finance Director 1.00 1.00 1.00 1.00 1.00
Finance & Budget Manager 1.00 1.00 1.00 1.00 1.00
Accountant/Finance Analyst 1.00 1.00 1.00 0.99 0.99
Payroll Specialist*0.95 0.95 0.95 0.95 1.00
Administrative Technician 0.90 0.90 - - -
Account Technician 1.25 1.25 1.25 0.35 0.35
Clerk Administrator 1.00 1.00 1.00 1.00 1.00
Events & Marketing Specialist - - - 0.50 0.50
IT Manager*- - - - 1.00
Network Administrator*- - - - 1.00
IT Analyst*- - - - 1.00
IT Technician*- - - - 1.00
Total General Fund FTEs 15.98 16.33 16.28 16.19 20.52
Non-General Fund FTEs (located in Administrative Services programs unless otherwise noted)
Successor Agency to the Los Gatos RDA
Accountant/Finance Analyst - - - 0.01 0.01
Total Successor Agency FTEs - - - 0.01 0.01
Equipment Replacement
Account Technician 0.10 0.10 0.10 - -
Administrative Analyst*- - - 0.10 -
Total Equip Replace FTEs 0.10 0.10 0.10 0.10 -
Liability Self-Insurance
Administrative Analyst*- - 0.10 0.10 -
Administrative Technician 0.10 0.10 - - -
Total Liability Self-Insurance 0.10 0.10 0.10 0.10 -
ADMINISTRATIVE SERVICES STAFFING
D – 25
ADMINISTRATIVE SERVICES
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Funded Funded Funded Funded Proposed
Workers Compensation
Human Resources Director*0.25 0.25 0.25 0.25 -
Payroll Specialist*0.05 0.05 0.05 0.05 -
Administrative Analyst*0.20 0.20 0.20 0.20 -
Total Workers Comp FTEs 0.50 0.50 0.50 0.50 -
Information Technology Services
IT Manager*1.00 1.00 1.00 1.00 -
Network Administrator*1.00 1.00 1.00 1.00 -
IT Technician*1.00 1.00 1.00 1.00 -
Communications Coordinator 0.20 0.20 - - -
Office Assistant*- - - 0.13 -
Total IT FTEs 3.20 3.20 3.00 3.13 -
Total Admin Services FTEs 19.88 20.23 19.98 20.02 20.53
Temporary Staff Hours
Intern I 450 450 450 450 450
Facility Attendant 50 50 50 50 50
Administrative Analyst 620 726 726 726 626
IT Technician - - 720 720 -
Mail Room Clerk (Library Dept Temps)250 250 250 250 250
Total Annual Hours 1,370 1,476 2,196 2,196 1,376
ADMINISTRATIVE SERVICES STAFFING
*Personnel previously budgeted in Administrative Services Department Internal Service funds are budgeted in the
General Fund beginning in FY 2018/19.
D – 26
D – 27
Administrative Services
TOWN MANAGER’S OFFICE ADMINISTRATION
PROGRAM 2101
PROGRAM PURPOSE
The Town Manager’s Office ensures that all Town programs and services are provided
effectively and efficiently. The core services of the Town Manager’s Office are to: provide
administrative direction and leadership for all Town Departments, programs, and services to
ensure the community receives high quality services; oversee the Town Council agenda process
to provide comprehensive information and analysis to the Town Council in a timely manner;
support business attraction and retention through economic vitality efforts; provide staff
support to all Council standing and Ad Hoc Committees and the Community and Senior Services
Commission; and facilitate associated projects and services of these Committees and
Commissions; foster public awareness of, equitable access to, and engagement in municipal
programs, services, and goals; and provide timely and accurate responses to constituent
inquiries, concerns, and requests.
Other key duties include providing direct staff assistance to the Mayor and Town Council on
special projects and day-to-day activities, and initiating new or special projects under the
direction of the Council that enhance the Town government and community.
BUDGET OVERVIEW
The FY 2018/19 budget includes increases in salary and benefit costs attributed to negotiated
salary raises, and higher benefit and CalPERS pension rates. The FY 2018/19 Town Manager’s
Office budget is programmed to maintain existing staffing and service levels.
As in prior years, the Town Manager’s Office will continue to direct its attention in managing
key special projects and policies as reflected in the 2018-2020 Town Council Strategic Priorities.
D – 28
ADMINISTRATIVE SERVICES
Town Manager’s Office
ACCOMPLISHMENTS
Core Goals Accomplishments
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
• Provided oversight for Council Ad Hoc Committees regarding
Parking and Infrastructure.
• Provided oversight to the Council Policy Committee as it
evaluated a variety of land use policies and good government
practices.
• Assisted businesses to locate, expand, or stay in Los Gatos,
including updating policies which inhibit the economic vitality
of the Town.
• Updated the Town’s Special Event Permit process to clarify and
modernize the program.
• Hosted Spring into Green, which included the State of the Town
and a variety of Town Departments and partners.
Good Governance
Ensure responsive,
accountable, and
collaborative
government
• Established the Pension and OPEB Trusts Oversight Committee
to manage the additional discretionary monies deposited into
the Town’s IRS 115 Pension and healthcare accounts.
• Continued to improve the Town’s website to provide timely,
easy access to important information and services for the
public through programs like What’s New, the Calendar, and
Notify Me.
• Represented the Town in County-wide and regional forums.
• Continued to enhance community awareness and engagement
through the Towns Facebook, Instagram and Twitter accounts.
Initiated a “Did You Know” social media segment to continue to
improve access to information and promote opportunities for
involvement in public Town activities.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
• Led the development of a comprehensive Town-wide budget.
• Provided oversight to the Council Finance Committee as it
continues to evaluate options to reduce the Town’s unfunded
pension and other post-employment benefit obligations.
• Provided oversight to the Council Finance Committee as it
evaluated and recommended a general sales tax measure.
D – 29
ADMINISTRATIVE SERVICES
Town Manager’s Office
ACCOMPLISHMENTS
Core Goals Accomplishments
Quality Public
Infrastructure
Maintain the
condition and
availability of public
facilities,
transportation
systems, and other
public
infrastructure
• Supported the Council Policy Committee as it amended the
Facilities Use Policy and Traffic Impact Fees.
• Provided oversight to the Parking and Infrastructure Ad Hoc
Committee as the Town evaluated the potential development of a
downtown parking garage.
Civic Enrichment
Foster
opportunities for
citizen involvement,
and cultural,
recreational, and
individual
enrichment
• Supported the Arts and Culture Commission in the implementation
of the fourth phase of the Footbridge Restoration project and the
Utility Art Box Program.
• Provided oversight to the Leadership Los Gatos program which
promotes community enrichment and involvement.
• Worked with Jazz on the Plazz, Fiesta de Artes, Farmers’ Market,
and other community organizations regarding special events to
ensure consistency across organizations.
• Developed a business plan for the Town to host and operate the
2018 Music in the Park summer concert series.
• Transitioned the Town events from the Parks and Public Works
Department and Police Department to the Town Manager’s Office
and executed the Town’s annual Spring into Green, Screen on the
Green, and Fourth of July events.
• The Town Manager’s Office oversaw the successful completion of
obtaining the World Health Organizations Age-Friendly Community
Designation.
D – 30
ADMINISTRATIVE SERVICES
Town Manager’s Office
ACCOMPLISHMENTS
Core Goals Accomplishments
Public Safety
Ensure public safety
through proactive
community policing,
effective
emergency
response, and
community-wide
emergency
preparedness
• Continued to participate in County-led Emergency Management
training programs and exercises.
• Oversaw the successful recruitment of the Town’s Police Chief.
• Successfully oversaw the development and acceptance of the Los
Gatos portion of the Santa Clara County Operation Area Hazard
Mitigation Plan.
• Developed a comprehensive training plan for all Town staff
involved in the activation of the Emergency Operation Center
(EOC)
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes -$ -$ -$ -$ -$ -$
Intergovernmental Revenues - - - - - -
Service Charges 125 400 510 - - -
Interest - - - - - -
Other Revenues 1,054 13,147 7,129 1,527 8,527 8,055
TOTAL REVENUES 1,179$ 13,547$ 7,639$ 1,527$ 8,527$ 8,055$
EXPENDITURES
Salaries and Benefits 915,803$ 851,984$ 678,324$ 959,924$ 882,996$ 957,249$
Operating Expenditures 73,897 23,773 63,255 76,202 95,275 115,258
Grants - - - - - -
Pass Through Accounts - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 70,003 75,220 83,794 96,176 89,426 47,475
TOTAL EXPENDITURES 1,059,703$ 950,977$ 825,373$ 1,132,302$ 1,067,697$ 1,119,982$
SUMMARY OF REVENUES AND EXPENDITURES
D – 31
ADMINISTRATIVE SERVICES
Town Manager’s Office
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
Land Use Policies Review
The Town Manager’s Office will continue to support the Council Policy
Committee in its evaluation of land use policies.
Business Attraction and Retention
Economic Vitality staff will continue to assist businesses find available
locations in Los Gatos and encourage diversity in the downtown. Staff will
also continue to identify actions in collaboration with other Town
Departments to enhance overall community vitality for Council
consideration.
Music in the Park
The Town Manager’s Office will oversee the Town’s Music in the Park
summer concert series.
Special Events
The Town Manager’s Office will continue to work with event organizers to
streamline and improve the Special Events Permit process, providing
guidelines and other information to assist events and processing all Special
Event Permit applications.
General Plan Update
The Town Manager’s Office will ensure all Departments are actively
engaged in the General Plan Update and provide support to the
Community Development Department throughout the General Plan
Update process.
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Communication with the Public
The Town Manager’s Office will optimize the use of the Town’s website
and other communication tools, including social media, to enhance the
availability and transparency of information and services for the public.
Technology Priority Plan
In collaboration with all Departments, the Town Manager’s Office will
complete the IT Disaster Recovery Plan and implement high priority
projects. In addition the Disaster Recovery Plan will be used as the basis to
develop an IT Master Plan to ensure technology continues to enhance
productivity and customer service.
Town Council Policies
The Town Manager’s Office will continue to provide support, research,
and analysis to the Policy Committee for the review and revision of Town
policies regarding a wide range of topics.
D – 32
ADMINISTRATIVE SERVICES
Town Manager’s Office
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
Cost Containment
The Town Manager’s Office will provide oversight on efforts to identify
and implement employee benefit pension and other post-employment
benefit costs containment measures to address long-term fiscal structural
issues.
Fiscal Planning
Continue to support the Town Pension and OPEB Trusts Oversight
Committee and Finance Committee and their evaluation of options to
reduce unfunded pension obligations
Property Asset Management
The Town Manager’s Office will oversee research, analysis, and
negotiations regarding the potential sale and/or lease of Town-owned
properties.
Quality Public
Infrastructure
Maintain the
condition and
availability of
public facilities,
transportation
systems, and
other public
infrastructure
Cut Through Traffic
The Town Manager’s Office, in collaboration with the Parks and Public
Works and Police Departments, will work on proactive communication
regarding summer weekend traffic and host a hotline for resident
concerns.
Downtown Parking
The Town Manager’s Office, in collaboration with Parks and Public Works,
will continue to support the development of a comprehensive parking
study.
D – 33
ADMINISTRATIVE SERVICES
Town Manager’s Office
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Arts and Culture
The Town Manager’s Office will support the Arts and Culture
Commission’s Footbridge Mural project. Town Manager’s Office will also
continue supporting the Parks and Public Works in implementing the
Outside the Box Program.
Cultural Partnerships
The Town Manager’s Office will continue to oversee the ongoing
partnerships with the Museums of Los Gatos, the Friends of the Los Gatos
Library, and other organizations.
Veterans Memorial
The Town Manager’s Office will offer guidance to the Veterans Foundation
of Los Gatos during the construction of a Veterans memorial at the Civic
Center.
Age Friendly Goals
The Town Manager’s Office will support the Community and Senior
Services Commission in the implementation of the Town’s Age Friendly
Goals.
Public Safety
Ensure public
safety through
proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Silicon Valley Regional Interoperability
In collaboration with the Santa Clara County City Managers Association,
the Town Manager’s Office will provide recommendations as needed to
the Council regarding actions to migrate to regional communications and
interoperability with other public safety agencies throughout the region.
Emergency Preparedness
The Town Manager’s Office will continue to support emergency
preparedness activities in collaboration with the City of Monte Sereno and
volunteer organizations.
D – 34
ADMINISTRATIVE SERVICES
Town Manager’s Office
KEY PROGRAM SERVICES
• Provides staff support to the Mayor and Town Council.
• Provides administrative direction and leadership over Town departments, programs, and
services.
• Oversees the Town’s organizational and fiscal management efforts and program
development and evaluation processes.
• Leads the preparation of the annual Operating and Capital Budgets.
• Oversees and administers the Economic Vitality program.
• Oversees the Town Council agenda process.
• Provides centralized customer service through telephone, counter, and website assistance.
• Provides staff support to the Finance Committee, Policy Committee, Parking and
Infrastructure Ad Hoc Committee, and the Community and Senior Services Commission.
• Manages the provision of senior services and the long term lease of the Los Gatos Adult
Recreation Center through an agreement with LGS Recreation.
• Manages the contracts with NUMU, Friends of the Library, LGS Recreation, and other
community organizations.
• Manages the Community Grant process.
• Oversees and executes Town events including Spring into Green, 4th of July, and Screen on
the Green.
• Processes all Special Event Permits.
• Addresses resident complaints, inquiries, and requests.
• Oversees continuous improvements in Town administrative processes, measurements, and
other activities.
• Provides public information and website management.
• Oversees special projects and new initiatives, particularly during policy development stages.
• Monitors and participates in regional activities to represent the Town interests.
• Monitors state and federal legislation.
D – 35
ADMINISTRATIVE SERVICES
Town Manager’s Office
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Town Manager 1.00 1.00 1.00 1.00 1.00
Assistant Town Manager - - 1.00 1.00 1.00
Asst. Town Manager/CDD Director 0.50 0.50 - - -
Administrative Analyst - - - 1.00 1.00
Assistant to Town Manager 1.00 1.00 1.00 - -
Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50
Office Assistant 1.28 0.63 0.38 0.38 0.38
Communications Coordinator 0.80 0.80 - - -
Economic Vitality Manager - - - 0.30 0.30
Economic Vitality Coordinator 0.25 0.25 0.25 - -
Events & Marketing Specialist - - - 0.50 0.50
Total Manager's Program FTEs 5.33 4.68 4.13 4.68 4.68
2014/15 2015/16 2016/17 2017/18 2018/19
Temporary Staff Hours Funded Funded Funded Funded Proposed
Facility Attendant 50 50 50 50 50
Administrative Analyst 100 100 100 100 -
Intern I 450 450 450 450 450
Total Annual Hours 600 600 600 600 500
TOWN MANAGER'S OFFICE STAFFING
D – 36
ADMINISTRATIVE SERVICES
Town Manager’s Office
2014/15 2015/16 2016/17 2017/18 2018/19
Actuals Actuals Actuals Estimated Proposed
Human Services Grants
Live Oak Adult Day Services 13,000$ 13,000$ 13,000$ 13,000$ 13,000$
Live Oak Sr. Nutrition and Service 26,500 26,500 28,500 29,000 29,000
Next Door Solutions Dom. Violence 15,000 15,000 15,000 6,000 3,000
Parents Helping Parents 2,000 2,000 - 1,000 -
Support Network 6,000 6,000 6,000 - -
United Way - 211 Funding 2,500 2,500 2,500 - -
Counseling and Support Services for Youth 16,800 15,000 15,000 10,000 10,000
West Valley Community Services 10,000 10,000 20,000 20,000 20,000
LGS - Case Management 7,000 - - - -
LGS Recreation - 55+ Program - - - 10,000 15,000
LGS Recreation - Clubhouse Scholarship - - - 11,000 9,000
LGS Recreation - Summer Enrichment School Scholarship - - - - 4,000
Total Human Services Grants 98,800$ 90,000$ 100,000$ 100,000$ 103,000$
Arts, Cultural & Educational Grants
Art Docents of Los Gatos 4,000$ 3,000$ 4,000$ 4,000$ 4,000$
Festival Theatre Ensemble 1,400 - - - -
Los Gatos Community Concert 1,000 1,000 3,800 5,000 5,000
Cat Walk 4,200 3,000 - - -
Youth Science Institute - - 5,000 - -
NUMU - Explorer Program 4,000 5,000 7,000 6,500 6,500
NUMU - Cataloguing - - - 2,800 -
NUMU - Video Histories with KCAT Project - - - - 3,000
Morning Rotary - - - 1,500 -
St. Luke’s/Sunset Concert Series 1,000 - - - -
Veterans M & S F of LG - Veteran's Day Celebration - - - - 1,500
Total Arts, Cultural & Educational Grants 15,600$ 12,000$ 19,800$ 19,800$ 20,000$
Special Events Grants
Special Events Grants -$ -$ -$ -$ 19,000$
Total Special Events Grants -$ -$ -$ -$ 19,000$
Total Grant Funding 114,400$ 102,000$ 119,800$ 119,800$ 142,000$
Arts Funding
Forbes Mill 4,200 5,800 - - -
Arts & Culture Commission 2,000 - 5,000 -
Total Arts Funding 4,200$ 7,800$ -$ 5,000$ -$
Grand Total 118,600$ 109,800$ 119,800$ 124,800$ 142,000$
GRANTS AND ARTS FUNDING SUMMARY
D – 37
ADMINISTRATIVE SERVICES
Town Manager’s Office
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Percentage of Town Council reports available 120
hours prior to Town Council meetings:*
(Prior to FY 2015/16, reports were available 96 hours prior to
Town Council meetings)
100%See Clerk See Clerk See Clerk See Clerk
2.
a.12%10%6%5%5%
3.
a.Percentage of public art pieces in good to excellent
condition:
86%86%86%80%80%
b.Resident satisfaction with Arts and Cultural
opportunities in Los Gatos:
99%99%99%99%95%
4.
a.Percentage of businesses satisfied or very satisfied
with business assistance received:
98%98%98%98%98%
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.212 See Clerk See Clerk See Clerk See Clerk
2.196 238 304 437 418
3.
a.Number of Human Service grants:8 8 8 8 8
b.Number of Arts/Cultural/Educational grants:5 6 5 5 5
c. Number of Special Events grants:***Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
6
4.$111,600 $109,800 $119,800 $124,800 $142,000
5.10,032 69,200 27,930 29,100 28,000
6.4 4 4 4 4
7.Data Not
Available
30 30 30 30
8.Data Not
Available
315 315 300 300
9.65 Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
10.125 Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
11.60 Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
12.250 Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
* This measure was moved to Clerk Department during FY 2015/16.
** New measure effective FY 2015/16.
*** New measure effective FY 2018/19
Number of attendees at events and meeting designed to
attract, retain and educate businesses, and foster
commerce:
Number of businesses receiving general business liaison
assistance:
Number of businesses receiving direct business support
including in person and phone meetings, and interface
through OpenCounter:
Commercial Brokers/Property Owner Outreach
Communications:
Number of community/customer referrals:
Number of Town Council agenda reports processed:*
Oversee the Town Council Agenda process to ensure
Supplement resources for nonprofit agencies providing
The average percentage of a grantee's budget that
comes from the Town's grant contributions:
Foster a comprehensive arts environment in Los Gatos
Foster business growth and success to provide jobs and
Number of events, presentations or meetings designed
to attract, retain or educate businesses.**
Number of business, commercial property owners, and
industry professionals receiving business liaison services
through the Economic Vitality Office. **
Number of Art in the Council Chambers exhibitions
Grant agreements administered:
Number of Los Gatos residents directly served by Town
Total dollar amount of General Fund grant agreements
D – 38
D – 39
Administrative Services
HUMAN RESOURCES
PROGRAM 2201
PROGRAM PURPOSE
The purpose of the Human Resources Program is to attract, develop, and retain a quality
workforce to provide high quality Town services. It accomplishes this by providing effective
and efficient employee recruitment and retention, professional development, training,
organizational development, compensation and classification administration, employee
relations support, safety and workers’ compensation administration, benefit administration,
and policy and procedure development and administration. Employee relations activities
emphasize proactive and preventive informal resolution of employee and management
concerns. Program staff is responsible for the development of Memoranda of Understanding
(MOU’s) with the Town’s three bargaining units and informal discussions with the Town’s
management and confidential employees, all subject to Council direction and approval.
BUDGET OVERVIEW
The FY 2018/19 budget reflects an increase in salaries and benefits attributed to increased
CalPERS and medical benefits rates. In addition, all personnel that were previously funded in
Internal Service Fund Programs are programmed starting in FY 2018/19 in the General
Fund, increasing total General Fund salaries and benefits expenditures while decreasing the
Internal Service Fund charges by the same amount. Salary increases are not reflected in the
proposed budget as labor negotiations with the Town’s unions are pending.
The FY 2018/19 Human Resources Budget also reflects the deletion of a one-time funded 0.50
FTE Human Resources Analyst position which was dedicated to complete special projects
within the program.
Human Resource staff will continue to assist the organization with filling critical Town-wide
D – 40
ADMINISTRATIVE SERVICES
Human Resources
positions through effective recruitment and selection methods and will continue to assist
Departments with succession planning; retention and training; and restructuring and
redesigning jobs for efficiencies as vacancies become available.
ACCOMPLISHMENTS
Core Goals Accomplishments
Good
Governance
Ensure
responsive,
accountable and
collaborate
government
• Coordinated executive recruitments for the positions of Library
Director and Police Chief.
• Successfully recruited and onboarded 27 positions.
• Audited a significant number of job descriptions and created,
deleted, or refreshed classifications to capture current job duties,
physical requirements, knowledge/skills/abilities, and minimum
educational and experience requirements.
• Increased deferred compensation benefit program participation by
5% as a result of on-site employee informational group sessions
and individual meetings with ICMA, the Town’s program provider.
• Enhanced communication and educational efforts related to the
full array of employee benefits program available.
• Collaborated with Santa Clara County Fire Department to offer CPR
training to employees at no cost to the Town.
• Hosted ICMA coaching webinars on a variety of professional
development topics.
• Created job announcement templates to provide a consistent look
and feel as well as highlight the Town’s competitive employee
benefits package.
• Successfully completed a Request for Proposal process to select a
safety and ergonomics vendor to ensure compliance with OSHA
standards and promote the prevention of repetitive stress injuries
in the workplace.
• Launched labor negotiations with two of the Town’s three
bargaining units.
D – 41
ADMINISTRATIVE SERVICES
Human Resources
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes -$ -$ -$ -$ -$ -$
Intergovernmental Revenues - - - - - -
Service Charges - - - - - -
Interest - - - - - -
Other Revenues - - 15,235 - - -
TOTAL REVENUES -$ -$ 15,235$ -$ -$ -$
EXPENDITURES
Salaries and Benefits*357,130$ 330,228$ 379,863$ 504,240$ 449,401$ 545,798$
Operating Expenditures 97,826 204,794 143,114 142,156 141,325 142,156
Grants - - - - - -
Pass Through Accounts - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 29,335 24,590 29,937 37,562 37,562 11,740
TOTAL EXPENDITURES 484,291$ 559,612$ 552,914$ 683,958$ 628,288$ 699,694$
SUMMARY OF REVENUES AND EXPENDITURES
* Personnel previously budgeted in the Workers' Compensation Internal Service Fund are budgeted in the Human Resources Program
beginning in FY 2018/19.
D – 42
ADMINISTRATIVE SERVICES
Human Resources
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Good
Governance
Ensure
responsive,
accountable
and
collaborate
government
Personnel Rules and Regulations
Complete the process to review and update the Town’s Personnel Rules
and Regulations, which includes: meeting and conferring with employee
groups regarding the proposed changes and bringing a recommendation to
the Town Council to formally adopt a resolution accepting the revisions.
Labor Relations
Initiate and complete negotiations before contracts expire on June 30,
2018 for TEA and AFSCME and begin preparations to negotiate with LGPOA
before their contract expires on September 30, 2018.
Communicate process, procedure, and pay changes resulting from
negotiations with affected Departments to ensure all changes are
implemented accurately and efficiently.
Training and Development
Engage with a certified trainer to conduct bi-annually required training for
Preventing Workplace Harassment, Discrimination and Retaliation to all
employees and elected officials.
Develop and present an internal employee training program related to
interview skills.
Identify and make available other training opportunities.
Fiscal
Stability
Maintain
ongoing fiscal
stability to
provide cost
effective core
services that
meet the
needs of the
community
Recruitment
Improve efficiencies within the recruitment process, such as:
o Initiating advertising and outreach through social media and
career fairs.
o Transferring all job descriptions and salary schedules to NeoGov
to streamline new job posting timelines.
Succession Planning
Partner with Departments to identify future retirements and create a plan
to ensure the transfer of institutional knowledge while simultaneously
providing training opportunities to prepare employees for upcoming
promotional opportunities.
Wellness Program
Reinvigorate the Town’s employee wellness program to promote a healthy
work environment.
D – 43
ADMINISTRATIVE SERVICES
Human Resources
KEY PROGRAM SERVICES
• Provides effective administration of employee relations program.
• Conducts employee training and organizational development assessments.
• Administers employee benefits.
• Directs the Town’s recruitment and selection programs.
• Administers classification and compensation plans.
• Provides information and interpretation regarding Town personnel rules, regulations and
procedures, MOUs, and ordinances.
• Partners with the Town Manager’s Office and Town Attorney’s Office to resolve personnel
issues.
• Maintains employee personnel files, records, and documentation.
• Ensures the all legislative changes related to the Human Resources program areas i.e.,
employment, benefits, training and recruitment) are communicated and implemented in a
timely manner.
• Manages the workers’ compensation program.
• Collaborates with the Parks and Public Works Department to administer the safety and
ergonomics programs, including supporting the Town’s employee Health and Safety
Committee.
• Develops, implements, revises, and maintains administrative policies and procedures to
ensure incorporation of legislative and Town-wide changes.
• Serves as advisor to employee recognition program.
• Provides support for Personnel Board activities.
D – 44
ADMINISTRATIVE SERVICES
Human Resources
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Human Resources Director*0.75 0.75 0.75 0.75 1.00
Administrative Analyst*0.80 0.80 0.80 1.30 1.00
Human Resources Specialist 1.00 1.00 1.00 1.00 1.00
Office Assistant - - 0.13 - -
Total Human Resources FTEs 2.55 2.55 2.68 3.05 3.00
HUMAN RESOURCES PROGRAM STAFFING
*Personnel previously budgeted in Administrative Services Department Internal Service funds are budgeted in
the General Fund beginning in FY 2018/19.
D – 45
ADMINISTRATIVE SERVICES
Human Resources
D – 46
D – 47
Administrative Services
FINANCE
PROGRAM 2301
PROGRAM PURPOSE
The Finance Program assures fiscal accountability to the Council and to the public. The Finance
Program’s core services are to: provide financial oversight and administer accounting functions
for all of the Town’s funds and accounts; prepare the Town’s Annual Operating and Capital
Budgets for fiscal and service accountability; coordinate the annual financial audit and
preparation of the Comprehensive Annual Financial Report (CAFR) to verify that proper fiscal
practices are maintained; administer the Town’s Business License, Accounts Payable, Accounts
Receivable, Investing, and Payroll functions; and oversee the Town’s Purchasing and Claims
Administration functions, ensuring proper practices are in place, and that fiscal and operational
responsibility is upheld.
BUDGET OVERVIEW
The Finance Program’s FY 2018/19 budget reflects an increase in business license tax revenue
due to the growth of economic activity in Los Gatos. Business license revenue is based on the
anticipated number of licensed businesses and gross receipts activity. The Finance Program
continues to monitor receipts and improve collections. The FY 2018/19 budget reflects an
increase in salaries and benefits attributed to increased CalPERS and medical benefits rates. In
addition, all personnel that were previously funded in Internal Service Fund Programs are
programmed starting in FY 2018/19 in the General Fund, increasing total General Fund salaries
and benefits expenditures while decreasing the Internal Service Fund charges by the same
amount. Salary increases are not reflected in the proposed budget as labor negotiations with
the Town’s unions are pending.
D – 48
ADMINISTRATIVE SERVICES
Finance
ACCOMPLISHMENTS
Core Goals Accomplishments
Good
Governance
Ensure
responsive,
accountable and
collaborate
government
• Coordinated a successful FY 2016/17 financial and compliance
audit of the Town of Los Gatos.
• Achieved the GFOA’s Distinguished Budget Presentation Award for
the FY 2017/18 Operating Budget.
• Achieved the California Society of Municipal Finance Officers’
Operating Budgeting Excellence Award for FY 2017/18.
• Achieved the CSMFO’s Capital Budgeting Excellence Award for FY
2017/18.
• Completed State Controller’s “Cities Annual Report” and “Streets
Report.”
Fiscal Stability
Maintain
ongoing fiscal
stability to
provide cost
effective core
services that
meet the needs
of the
community
• Managed the coordination and on-time preparation of the FY
2018/19 Operating Budget and FY 2018/19-2022/23 Capital
Improvement Program for Council consideration.
• Managed the Town’s investments and prepared quarterly
investment reports.
• Supported the Successor Agency and its required filings.
• Conducted further analyses for the Council Finance Committee and
Town Council regarding options to pay down unfunded liabilities.
• Established IRS 115 Pension Trust Fund and developed a pension
funding strategy to more aggressively pay down the unfunded
pension obligation.
• Provided ongoing fiscal controls for contracts and other Town
expenditures.
D – 49
ADMINISTRATIVE SERVICES
Finance
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes 1,779,407$ 1,465,547$ 1,720,980$ 1,575,000$ 1,650,000$ 1,650,000$
Intergovernmental Revenues - - - - - -
Service Charges 526 155 509 - 319 -
Interest 430,476 620,895 171,653 270,723 270,723 267,806
Other Revenues - - - - - -
TOTAL REVENUES 2,210,409$ 2,086,597$ 1,893,142$ 1,845,723$ 1,921,042$ 1,917,806$
EXPENDITURES
Salaries and Benefits*858,171$ 807,744$ 797,403$ 1,036,064$ 845,803$ 1,092,989$
Operating Expenditures 136,449 123,678 135,057 169,800 136,976 170,300
Grants - - - - - -
Pass Through Accounts - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 63,373 61,342 69,615 73,743 73,743 28,529
TOTAL EXPENDITURES 1,057,993$ 992,764$ 1,002,075$ 1,279,607$ 1,056,522$ 1,291,818$
SUMMARY OF REVENUES AND EXPENDITURES
* Personnel previously budgeted in various Internal Service funds are budgeted in the Finance Program beginning in FY 2018/19.
D – 50
ADMINISTRATIVE SERVICES
Finance
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Good Governance
Ensure
responsive,
accountable, and
collaborative
government
Financial System Upgrade
Identify system parameters and evaluate potential replacement options
of the Town’s financial/personnel information system to support Town-
wide budget-related operations and community needs.
Electronic General Ledger Journal Entry Files
Continue to scan general ledger journal entry files to store electronically
in Laserfiche.
Department Cross Training in Key Functional Areas
Continue to cross train in key functional areas of the Finance Department
with an emphasis on Payroll.
Online Timesheets
Research viability of online submittal and approval of payroll timesheets,
through the existing financial information system. Implementation would
be done through a phased approach.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
Comprehensive Fee Study
Complete a comprehensive fee study for the Town to evaluate cost
recovery and recommend potential fee schedule modifications for FY
2018/19.
Long-Term Budget Development
Provide support, analysis, and recommendations to restructure and
reduce long-term projected increases in employee salary and benefit
costs. Explore ways to generate one-time or ongoing funds through any
idle assets.
Business License Amnesty Program
Identify terms and conditions, timeframe, and notify businesses of a
potential amnesty program. Provide compliance period in which
businesses can pay business license with no penalty.
Town Council Finance Committee
Further support the Town newly enlarged Finance Committee as it
pursues identifying strategies to address the Town’s unfunded pension
and OPEB liabilities.
D – 51
ADMINISTRATIVE SERVICES
Finance
KEY PROGRAM SERVICES
• Develops and monitors the Town’s Annual Operating and Capital Budgets in accordance
with Governmental Finance Officer Association (GFOA) guidelines.
• Coordinates the annual audit of the Town’s financial statements and preparation of the
Comprehensive Annual Financial Report (CAFR).
• Maintains the Town’s financial information system for record-keeping and reporting of all
financial transactions.
• Oversees Town’s Investment portfolio.
• Manages Other Post-Employment Benefits (OPEB) and Pension Trusts.
• Track existing enforceable obligations that must be paid over the remaining life of the debt
service.
• Provides Accounts Payable and Payroll disbursement and reporting services; Accounts
Receivable invoicing, revenue collection, and cash reconciliation; and Business License Tax
processing and auditing services.
• Provides accounting, arbitrage reporting, and claim reimbursement services for bond issues.
• Provides oversight of procurement functions including Purchase Order processing, financial
tracking of contracts, vendor resolution issues, and proper accounting allocation.
D – 52
ADMINISTRATIVE SERVICES
Finance
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Finance Director 1.00 1.00 1.00 1.00 1.00
Finance & Budget Manager 1.00 1.00 1.00 1.00 1.00
Accountant/Fin Analyst 1.00 1.00 1.00 0.99 0.99
Payroll Specialist*0.95 0.95 0.95 0.95 1.00
Administrative Analyst*- - 0.90 1.80 2.00
Administrative Technician 0.90 0.90 - - -
Account Technician 1.25 1.25 1.25 0.35 0.35
Total Finance Services FTEs 6.10 6.10 6.10 6.09 6.34
2014/15 2015/16 2016/17 2017/18 2018/19
Temporary Staff Funded Funded Funded Funded Proposed
Administrative Analyst 520 626 626 626 626
Mail Room Clerk(Library Dept Temps)250 250 250 250 250
Total Annual Hours 770 876 876 876 876
FINANCE PROGRAM STAFFING
*Personnel previously budgeted in Administrative Services Department Internal Service funds are budgeted in the
General Fund beginning in FY 2018/19.
D – 53
ADMINISTRATIVE SERVICES
Finance
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Average rate of return on investments:0.85%0.86%1.25%1.53%1.53%
2.
a.Town Financial Statements receive an 'Unqualified
Opinion' from the Town's independent auditor:
Yes Yes Yes Yes Yes
b. Governmental Finance Officer Association (GFOA)
'Certificate of Achievement of Excellence in Financial
Reporting' awarded to the Town:
Yes Yes Yes Yes Yes
3.
a.Governmental Finance Officer Association (GFOA)
'Certificate of Achievement of Excellence in Budgeting'
awarded to the Town:
Yes Yes Yes Yes Yes
4.
a.Percent of State Controller's annual financial reports
completed and filed by deadlines:
100%100%100%100%100%
b. Percent of County annual financial reports completed and
filed by deadlines:
100%100%100%100%100%
c.Percent of time revenue analyses completed within 30
days of month-end:*
100%Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
d.Percent of time bank statements reconciled to general
ledger within 30 days of month-end:*
100%Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
e.Percent of quarterly reports completed and submitted to
Council by deadlines:**
Data Not
Available
100%100%100%100%
5.
a.Percentage of Accounts Payable invoices paid accurately:99%99%99%99%99%
b.Percentage of Payroll checks paid accurately and on-time:99%99%99%99%99%
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.4 4 4 4 4
2.0 0 0 0 0
3.9,156 8,443 7,855 8,000 8,000
4.68 75 68 68 70
5.183 186 186 186 186
6.4,013 4,389 4,057 4,100 4,100
* During FY 2015/16, the method for calculating this performance measure was changed. See measure #4e.
** New measure effective FY 2015/16.
Number of Business Licenses issued annually:
Provide financial oversight and administer accounting
functions for all Town funds and accounts.
Annual number of invoices entered into the Accounts Payable
s stem
Number of general ledger corrections needed during audit
d e to processing error
Average number of Accounts Payable checks issued weekly:
Quarterly investment reports to Town Council:
Average number of regular and temporary employee payroll
checks issued bi-weekly:
Assure legal and fiscal accountability to the public, in
compliance with established accounting standards.
Prepare accurate budget forecasts and workplans in
compliance with standard budgeting practices.
Provide timely and accurate financial reports within specified
deadlines.
Provide oversight of Town investment activities to obtain
highest available portfolio earnings in accordance with State
and Town Codes.
D – 54
D – 55
Administrative Services
CLERK A D MIN ISTRATION
PROGRAM 2401
PROGRAM PURPOSE
The Clerk Administration Program serves the public by providing information and assistance
related to Town records; Council actions; Boards, Commissions, and Committees; public
meetings; and elections. Currently, core services include maintaining key Town records through
the timely indexing of resolutions, ordinances, minutes, rosters, recordings, and agreements.
The program is focused on making Town records accessible by adding to the electronic
repository of documents. The program’s ultimate goal is to have all Town public records
accessible to the public through the Town’s website. The Clerk Administration Program also
recruits individuals to serve on the Town’s advisory bodies and assists them with the document
filing requirements of the Fair Political Practices Commission. The Clerk Administration
Program handles Town-related election activities and coordinates its efforts with the Santa
Clara County Registrar of Voters to ensure an efficient election process. The Clerk
Administration Program also manages the Council agenda packet preparation, posting, and
distribution.
BUDGET OVERVIEW
The FY 2018/19 budget reflects an increase in salaries and benefits attributed to increased
CalPERS and medical benefits rates. In addition all personnel that were previously funded in
Internal Service Fund Programs are programmed starting in FY 2018/19 in the General
Fund, increasing total General Fund salaries and benefits expenditures while decreasing the
Internal Service Fund charges by the same amount. Salary increases are not reflected in the
proposed budget as labor negotiations with the Town’s unions are pending.
D – 56
ADMINISTRATIVE SERVICES
Clerk Administration
ACCOMPLISHMENTS
Core Goals Accomplishments
Good Governance
Ensure responsive,
accountable and
collaborative
government
• The Clerk Department completed the transition of offsite records
retention to a new vendor. This enables easier document retrieval,
more options for records storage at a lower cost. The new vendor
holds the certifications required to allow the Police Department to
begin storing retention files offsite.
• The Clerk Department transitioned the Fair Political Practices
Commission (FPPC) required Form 700 filings and Campaign Filings
from paper to electronic with the purchase of the NetFile paperless
e-file system.
• As part of the Town’s continuing efforts to increase efficiency in
applying for, interviewing, and appointing candidates to Boards,
Commissions, and Committees, a comprehensive review of the
Youth Commissioner appointment process modifications was
undertaken.
• The Clerk Department, the Town Attorney, and the Manager’s Office
conducted a comprehensive review of the policies, procedures, and
retention schedule. The Town approved a policy guiding the Town’s
Retention.
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Public Engagement
• The Clerk Department presented an overview of the Clerk
Department’s role and responsibilities at Leadership Los Gatos,
highlighting the Board, Commission, and Committee Commissioner
recruitment process.
• The Clerk Department celebrated Municipal Clerks Week in May by
inviting the public into the Clerk’s office for tours and to increase the
public’s awareness of Municipal Clerks and the vital services they
provide for local government and the community.
D – 57
ADMINISTRATIVE SERVICES
Clerk Administration
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes -$ -$ -$ -$ -$ -$
Intergovernmental Revenues - - - - - -
Service Charges - - - - - -
Interest - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES -$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits 138,712$ 243,127$ 283,271$ 294,742$ 297,697$ 311,423$
Operating Expenditures 17,102 17,013 14,225 21,305 21,105 24,105
Grants - - - - - -
Pass Through Accounts - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 12,565 16,278 18,416 18,914 18,914 6,979
TOTAL EXPENDITURES 168,379$ 276,418$ 315,912$ 334,961$ 337,716$ 342,507$
SUMMARY OF REVENUES AND EXPENDITURES
D – 58
ADMINISTRATIVE SERVICES
Clerk Administration
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Good
Governance
Ensure
responsive,
accountable
and
collaborate
government
Records Retention
The Clerk Department will continue to implement the Town’s Retention Policy,
including procedures and schedules.
Public Engagement
The Clerk Department will celebrate Municipal Clerks Week in May by inviting
the public into the Clerk’s office for tours and to increase the public’s
awareness of Municipal Clerks and the vital services they provide for local
government and the community.
The Clerk Department will continue to participate in Leadership Los Gatos,
highlighting the Board, Commission, and Committee Commissioner
recruitment process.
Quality Public
Infrastructure
Maintain the
condition and
availability of
public
facilities,
transportation
systems, and
other public
infrastructure
Public Document Accessibility
The Clerk Department makes various public documents available to the public
through the Town’s website. The Clerk Department continues to add
documents to the repository so that the public can access documents directly
through the Town’s website.
The Clerk Department began utilizing NetFile, e-filing for the required Fair
Political Practices Commission (FPPC) Form 700 and Campaign Statements. The
system allows the public to access the documents directly through the Town
website.
D – 59
ADMINISTRATIVE SERVICES
Clerk Administration
KEY PROGRAM SERVICES
• Prepares and distributes all Town Council and Council Committee agenda packets.
• Provides public notice of Town Council, Commission, Committee, and Board meetings.
• Coordinates recruitment and appointment process for Town Boards, Commissions, and
Committees.
• Accepts and files appropriate documents associated with municipal elections.
• Acts as Filing Official for the Town’s Conflict of Interest Code (Form 700) in conformance
with the requirements of the Fair Political Practices Commission.
• Preserves and maintains the Town records and legislative history.
• Responds to Public Records Act requests.
• Provides risk management services, and processes and monitors all Town contracts.
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Clerk Administrator 1.00 1.00 1.00 1.00 1.00
Office Assistant*- 1.00 1.25 1.38 1.50
Total Clerk Admin FTEs 1.00 2.00 2.25 2.38 2.50
CLERK ADMINISTRATION STAFFING
*Personnel previously budgeted in Administrative Services Department Internal Service funds are budgeted in
the General Fund beginning in FY 2018/19.
D – 60
ADMINISTRATIVE SERVICES
Clerk Administration
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Percentage of resolutions, agreements, and ordinances indexed
within five business days:
99%99%99%99%99%
b.Percentage of Town Council Minutes prepared within five
business days:
99%99%99%99%99%
2.
a.Percentage of Town Council reports available 120 hours prior to
Town Council meetings:* (Prior to FY 2015/16, reports were
available 96 hours prior to Town Council meetings)
100%100%100%100%100%
3.
a.Percentage of Public Records requests received by the Town
Clerk's Office that are completed within 10 days.**
95%95%95%95%95%
4.99%99%95%95%95%
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.Number of Legislative Records indexed:
a.Number of resolutions indexed:72 50 70 75 75
b.222 302 240 250 245
c.79 80 52 65 60
d.Number of ordinances indexed:13 12 5 14 8
2.76 97 96 85 80
3.Number of commission and board seats available:****75 90 87 87 87
4.117 156 110 120 115
5.107 173 190 165 170
6.15 12 19 12 15
7.1,500 1,500 Measure
Discontinued
Measure
Discontinued
Measure
Discontinued
8.325 352 381 390 390
9.212 320 315 260 275
10.Number of Public Records Act requests processed:***152 162 135 155 150
* This measure moved from Town Manager Office during FY 2015/16.
** New measure effective FY 2014/15.
*** This measure moved from Town Attorney Office during FY 2015/16.
****This measure used to read "Number of advisory board seats available". Changed to "commission and board" to align better with the
related measure #2.
***** This measure was discontinued effective FY 2018/19 since the Town is moving into more electronic storage of documents.
Number of Town Council agenda reports processed:*
Oversee the Public Records Act requests in a timely and effective
manner.
Number of commission and board applications and appointments
Number of required insurance certificates verified:
Number of bids processed and project files monitored for final action:
Number of Town records processed for retention:*****
Number of Legal Notices published within established timelines:
Number of Fair Political Practices Commission (FPPC) Form 700:
Provide efficient and effective indexing of key documents to ensure
adequate tracking of and accessibility to the Town's legislative
Number of agreements indexed:
Number of documents recorded:
Percentage of vacancies filled on an annual basis to maximize
community participation within the Town's advisory bodies.
Oversee the Town Council Agenda process to ensure comprehensive
information and analysis is provided to the Town Council in a timely
manner.
D – 61
Administrative Services
INFORMATION TECHNOLOGY STAFFING
PROGRAM 2502
PROGRAM PURPOSE
Information Technology (IT) staffing program reflects all salaries and benefits related to IT
staffing.
BUDGET OVERVIEW
The FY 2018/19 budget reflects an increase in salaries and benefits attributed to increased
CalPERS and medical benefits rates as well as a 1.0 FTE addition of an IT Analyst position. This
position will be responsible for assisting in the implementation of technology improvements
ensuring that the Town continues to provide cost-effective and efficient service delivery. In
addition, all personnel that were previously funded in Internal Service Fund Programs are
programmed starting in FY 2018/19 in the General Fund, increasing total General Fund salaries
and benefits expenditures while decreasing the Internal Service Fund charges by the same
amount. Salary increases are not reflected in the proposed budget as labor negotiations with
the Town’s unions are pending.
D – 62
ADMINISTRATIVE SERVICES
Information Technology Staffing
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes -$ -$ -$ -$ -$ -$
Intergovernmental Revenues - - - - - -
Service Charges - - - - - -
Interest - - - - - -
Other Revenues - - - - - 169,300
TOTAL REVENUES -$ -$ -$ -$ -$ 169,300$
EXPENDITURES
Salaries and Benefits*-$ -$ -$ -$ -$ 682,962$
Operating Expenditures - - - - - -
Grants - - - - - -
Pass Through Accounts - - - - - -
Fixed Assets - - - - - -
Internal Service Charges - - - - - 1,801
TOTAL EXPENDITURES -$ -$ -$ -$ -$ 684,763$
SUMMARY OF REVENUES AND EXPENDITURES
* Personnel previously budgeted in Information Technology Internal Service fund are budgeted in the Information Technology
Staffing Program beginning FY 2018/19.
Full Time Equivalent (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
IT Manager*- - - - 1.00
Network Administrator*- - - - 1.00
IT Analyst - - - - 1.00
IT Technician*- - - - 1.00
Total IT FTEs - - - - 4.00
INFORMATION TECHNOLOGY STAFFING
*Personnel previously budgeted in Information Technology Internal Service fund are budgeted in the
Information Technology Staffing General Fund program beginning in FY 2018/19.
D – 63
Administrative Services
NON-DEPARTMENTAL PROGRAM
PROGRAM 1201
PROGRAM PURPOSE
Appropriated funds are provided in the Non-Departmental Program to account for a variety of
Town services and activities not specifically attributable to individual Departments. Tax
revenues, license and permit fees, and intergovernmental revenues are generated as a result of
overall government operations. Non-Departmental employee and retiree expenditures, Town-
wide organizational costs, Town memberships, and joint-agency service agreements benefiting
the entire Town are also contained in the Non-Departmental Program.
BUDGET OVERVIEW
The majority of the Town’s general revenues are accounted for in the Non-Departmental
Program. Current trends in some tax revenues indicate that the local economy is continuing to
be strong. The FY 2018/19 proposed General Fund budget assumes growth trends in
economically sensitive revenue sources such as Property Tax, Transient Occupancy Tax, and
Franchise Fees. The FY 2018/19 Sales Tax projection is declining overall as online sales continue
to detract from brick and mortar shops and due to the Netflix business model change. As a
result, these estimates are conservative, and the Town will continue its proactive efforts to
retain and protect vital revenue sources, align Town services with projected revenue streams to
improve and enhance efficiencies, and manage staff deployment consistent with service
delivery.
Los Gatos, like all California cities, has experienced increases in the employer’s share of its
public retirement system contributions, a cost factor that is in large measure immune to
employer control. California Public Employees’ Retirement System (CalPERS) offers a defined
benefit plan where retirement benefits are based on a formula, rather than contributions and
earnings to a savings plan. Retirement benefits are calculated based on a member’s years of
D – 64
ADMINISTRATIVE SERVICES
Non-Departmental
service credit, age at retirement, and final compensation (average salary for a defined period of
employment).
Effective during FY 2012/13 a 3-tier employee retirement formula system was adopted. Under
this system, the retirement formula for existing public safety employees remained at 3% at age
50; however, for “new” safety employees first hired into any public pension system after
1/1/13, the calculation is 2.7% at age 57. Likewise, the retirement calculation for all other
employees (known as miscellaneous) has changed. Employees hired prior to 9/15/12 maintain
the 2.5% at age 55 calculation; however, for employees hired after 9/15/12 and before 1/1/13
the formula is 2% at age 60 and for “new” employees hired after 1/1/13 the formula is 2% at
age 62. The tiered benefit package helps to offset some of the Town’s future increasing costs of
retirement contributions due to negative investment returns in the State of CalPERS pension
system and changes to the CalPERS calculation basis. Further, employer rates have increased
annually for both miscellaneous and sworn public safety employees. The CalPERS rates for FY
2018/19 are either 46.085% or 12.961% for public safety employees, depending on date of
entrance into CalPERS, and 30.87% for miscellaneous employees.
Most Non-Departmental expenditures for FY 2018/19 have stayed relatively flat. There are
increases associated with Post-Employee Medical cost increases and election costs. The Non-
Departmental Program will continue to fund the following:
• $3,490,000 payment to the Town newly established IRS 115 Pension Trust.
• $1,200,000 for the cost of covering the Town’s portion of retiree medical insurance
premiums. The Town has paid for this expenditure since the Town became a member of
the CalPERS medical plan as it is part of the CalPERS agreement.
• $1,100,000 for the actuarially-required contribution for post-retirement benefit and
pension obligations. The Governmental Accounting Standards Board Statement No. 45
(GASB 45) requires that the Town accrue an annual expenditure on its financial statements
for the cost of providing post-retirement health care costs.
• $1,233,525 for the lease payment on the Town’s Library building as pledged under the 2010
Certificates of Participation. This payment is offset by a reimbursement from the Successor
Agency to the Los Gatos Redevelopment Agency, with a result of no net impact on the
Town’s General Fund budget.
D – 65
ADMINISTRATIVE SERVICES
Non-Departmental
• $675,548 for the lease payment on the Town’s Corporation Yard property as pledged under
the 2002 Certificates of Participation. This payment is offset by a reimbursement from the
Successor Agency to the Los Gatos Redevelopment Agency, with a result of no net impact
on the Town’s General Fund budget.
• $221,500 for animal control services provided by the City of San Jose. The Town entered
into a 20-year agreement with the City of San Jose effective July 1, 2004.
• $139,900 for Santa Clara County’s Tax Administration fee for collecting and processing of
the Town’s assorted tax receipts.
• $110,000 for the anticipated Santa Clara County Election Expenses.
• $100,000 for the Town Manager’s Contingency and Productivity Funds to address
unforeseen situations or opportunities that may arise during the fiscal year.
• $70,000 for additional special studies when needed.
• $50,000 for the Los Gatos Chamber of Commerce contract to provide support for the
Chamber’s information center and implementation of the Town’s Leadership Los Gatos
program.
• $20,000 for a new Town Council Contingency Fund for the Council to address unique issues
that may arise during the fiscal year.
• $17,000 for a second year of a pilot to provide senior transportation services within the
West Valley. The program will provide predominantly volunteer door to door transport
services to seniors at a discounted or subsidized rate.
• $10,000 for organizational development and training to address needs of the Town
organization when opportunities arise.
The Non-Departmental program budget also reflects a transfer of $2.9 million from the
Reserves. $2.4 million to the General Fund Appropriated Reserves (GFAR) will support the
Capital Improvement Program (CIP) and $0.5 million is being transferred to the Equipment
Replacement Fund. The transfers will assist with general capital projects including park, street
and facilities upgrades and improvements, and equipment needs.
D – 66
ADMINISTRATIVE SERVICES
Non-Departmental
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Property Tax 10,113,287$ 10,779,434$ 11,518,257$ 11,383,073$ 11,957,352$ 12,507,071$
VLF Backfill Property Tax 2,818,316 2,984,023 3,237,955 3,269,370 3,447,584 3,482,060
Sales & Use Tax 8,202,678 7,501,175 9,171,373 7,972,195 7,681,546 7,744,208
Franchise Fees 2,215,430 2,258,892 2,366,908 2,287,390 2,317,390 2,386,910
Other Taxes - - - - - -
Transient Occupancy Tax 1,896,721 1,943,166 2,322,910 2,060,000 2,250,000 2,272,500
Licenses & Permits - - - - - -
Intergovernmental Revenues 199,674 74,003 20,169 10,460 7,800 7,800
Lease Payments 1,928,056 1,922,398 1,923,303 1,914,739 1,914,739 1,909,073
Charges for Services 216,855 161,206 159,830 151,260 151,260 148,979
Fines & Forfeitures - - - - - -
Interest - - - - - -
Other Sources 401,260 148,505 1,960,441 437,420 237,420 137,420
TOTAL REVENUES 27,992,277$ 27,772,802$ 32,681,146$ 29,485,907$ 29,965,091$ 30,596,021$
TRANSFERS IN
Transfer from Parking District -$ 179,204$ -$ -$ -$ -$
Transfer from Blackwell Dst 460 460 460 460 460 460
Transfer from Kennedy Meadow Dst 1,510 1,510 1,510 1,510 1,510 1,510
Transfer from Gemini Court Dst 610 610 610 610 610 610
Transfer from Santa Rosa Dst 660 660 660 660 660 660
Transfer from Vasona Heights Dst 1,430 1,430 1,430 1,430 1,430 1,430
Transfer from Hillbrook Dst 250 250 250 250 250 250
Transfer from Capital Project Funds 108,429 540,792 102,000 102,000 102,000 102,000
Transfer from Traffic Mitigations 5,504 12,147 3,097 10,000 10,000 10,000
Transfer from Gas Tax 106,000 106,000 106,000 106,000 106,000 106,000
Transfer from 942 SA Housing Trust 86,957 69,654 - 6,300 6,300 6,300
TOTAL TRANSFERS IN 311,810$ 2,401,404$ 216,017$ 229,220$ 229,220$ 229,220$
TOTAL REVENUES & TRANSFERS 28,304,087$ 30,174,206$ 32,897,163$ 29,715,127$ 30,194,311$ 30,825,241$
EXPENDITURES
Salaries and Benefits 407,216$ 371,680$ 497,408$ 250,000$ 290,641$ 50,000$
Operating Expenditures 2,827,913 3,399,896 4,381,239 3,677,490 4,708,184 6,900,300
Charges for Services 5,254 5,359 5,493 - 5,917 -
Debt Service 1,928,056 1,922,398 1,923,303 1,914,739 1,914,739 1,909,073
TOTAL EXPENDITURES 5,230,442$ 5,761,887$ 6,869,047$ 5,907,229$ 6,984,481$ 8,924,373$
TRANSFERS OUT
Transfer fo History Project Fund - - - - - -
Transfers to GFAR 7,271,491$ 531,014$ 7,298,187$ 2,482,227$ 2,482,227$ 2,335,220$
Transfers to Solid Waste 100,000 50,000 - - - -
Transfer to Equipment Replacement - - - 300,000 300,000 450,000
Transfer to Facilities - - - 300,000 300,000 -
Transfer to SA Housing - - - - - -
TOTAL TRANSFERS OUT 7,371,491$ 581,014$ 7,298,187$ 3,082,227$ 3,082,227$ 2,785,220$
TOTAL EXPEND'S & TRANSFERS 12,601,933$ 6,342,901$ 14,167,234$ 8,989,456$ 10,066,708$ 11,709,593$
SUMMARY OF REVENUES AND EXPENDITURES
D – 67
ADMINISTRATIVE SERVICES
Non-Departmental
Full Time Equivalents (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Community Outreach Coordinator 1.00 1.00 1.00 - -
Total Non-Departmental FTEs 1.00 1.00 1.00 - -
NON-DEPARTMENTAL STAFFING
D – 68
D – 69
Administrative Services
INFORMATION TECHNOLOGY FUND
FUND 621
FUND PURPOSE
Information Technology Services (IT) supports the delivery of services to all the Town’s
employees and customers through the use of SMART technology (Sensible, Multi-modal,
Accessible, Responsive, and Time-phased Technology). Key services include the maintenance,
replacement, and upgrade of existing technology and the support for new information
technology initiatives.
In meeting the Town organization’s information technology needs, the IT Program strives to
achieve the following goals:
• Enhance and improve customer service
• Maintain and enhance a sound, secure, and reliable IT infrastructure
• Use information technology to provide seamless and more efficient services
• Operate as a team to achieve information technology goals
BUDGET OVERVIEW
The FY 2018/19 budget for IT recognizes the continued need to identify and invest in
information technology opportunities. Continued investment is a cost-effective approach to
maintain or potentially improve service delivery levels in a fiscally prudent manner. To this end,
in FY 2018/19, the Town’s IT Master Plan will be updated.
The IT Program receives revenues through charges to General Fund and Special Revenue
departmental programs based on service and equipment replacement costs. Service rates are
adjusted to build fund balance capacity for future technology projects.
D – 70
ADMINISTRATIVE SERVICES
Information Technology Fund
Personnel that were previously funded in Information Technology Internal Service Fund are
programmed beginning in FY 2018/19 in the General Fund Information Technology Staffing
Program. IT program expenses are budgeted to increase for FY 2018/19 due to the scheduled
replacement of network servers and systems.
ACCOMPLISHMENTS
Core Goals Accomplishments
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Completed new, improved, and upgraded systems, including the
following:
• Wireless network system replacement
• Disaster recovery plan inventory
• Online mapping upgrades
• Security best practices improvements
• Council chambers projector/switch replacement
• Electronic form and workflow improvements
• PC, laptop, and server replacements
• Accela development application system upgrade
• Internet security upgrades
• Anti-virus/ransomware upgrades
• Email security phish/malware training implementation
• Server operating systems and management systems
upgrades
• Police computer aided dispatch and reports upgrades
• Library phone system replacement
D – 71
ADMINISTRATIVE SERVICES
Information Technology Fund
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
SOURCES OF FUNDS
Beginning Fund Balance
Designated -$ -$ -$ -$ -$ -$
Undesignated 2,661,265 2,833,160 2,888,452 2,251,332 2,251,332 2,111,875
Total Beginning Fund Balance 2,661,265 2,833,160 2,888,452 2,251,332 2,251,332 2,111,875
Revenues
Service Charge 931,738 972,184 981,378 1,090,879 1,054,845 244,478
Other Revenues 157,516 142,199 128,984 90,000 132,280 90,000
Total Revenues 1,089,254 1,114,383 1,110,362 1,180,879 1,187,125 334,478
TRANSFERS IN
From Library Trust - - - - - -
TOTAL TRANSFERS IN - - - - - -
TOTAL REVENUES & TRANSFERS 1,089,254 1,114,383 1,110,362 1,180,879 1,187,125 334,478
TOTAL SOURCE OF FUNDS 3,750,519$ 3,947,543$ 3,998,814$ 3,432,211$ 3,438,457$ 2,446,353$
USES OF FUNDS
Expenditures
Salaries and Benefits*409,180$ 440,482$ 1,195,735$ 543,175$ 518,923$ -$
Operating Expenditures 492,113 601,937 551,694 731,775 807,659 761,775
Fixed Assets - 16,672 - 150,000 - 150,000
Internal Service Charges - - 53 - - -
Total Expenditures 901,293 1,059,091 1,747,482 1,424,950 1,326,582 911,775
Transfers Out
Transfer to General - - - - - -
Transfer to Equipment Replacement 16,066 - - - - -
Transfer to GFAR - - - - - 300,000
Total Transfers Out 16,066 - - - - 300,000
Total Expenditures & Transfers Out 917,359 1,059,091 1,747,482 1,424,950 1,326,582 1,211,775$
Ending Fund Balance
Designated - - - - - -
Undesignated 2,833,160 2,888,452 2,251,332 2,007,261 2,111,875 1,234,578
Total Ending Fund Balance 2,833,160 2,888,452 2,251,332 2,007,261 2,111,875 1,234,578
TOTAL USE OF FUNDS 3,734,453$ 3,947,543$ 3,998,814$ 3,432,211$ 3,438,457$ 2,146,353$
* Personnel are budgeted in the Information Technology Staffing Program beginning in FY 2018/19.
STATEMENT OF SOURCE AND USE OF FUNDS
D – 72
ADMINISTRATIVE SERVICES
Information Technology Fund
FY 2018/19 KEY PROJECTS
Core Goals Key Projects
Community
Character
Preserve and enhance
the appearance,
character, and
environment quality of
the community
Development of IT Master Plan Projects
Continue to implement selected projects in the current IT master plan to
enhance productivity, including e-government improvements.
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Equipment Replacement
Replace certain servers, computers, notebooks, monitors, and printers as
part of the replacement program.
Fiscal Stability
Maintain ongoing fiscal
stability to provide cost
effective core services
that meet the needs of
the community
Electronic Document Management System
Expand electronic document management in Finance, Human Resources,
Parks and Public Works, and other Departments to increase efficiency of
record retrieval.
Update IT Master Plan
Complete an updated Master Plan to guide the Town’s strategic
investments in technology to improve Town service delivery,
transparency, efficiency, and government access.
Quality Public
Infrastructure
Maintain the condition
and availability of
public facilities,
transportation
systems, and other
public infrastructure
Disaster Recovery
Expand virtualization of servers to aid in disaster recovery and added
efficiency to improve disaster recovery.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural, recreational,
and individual
enrichment
Online Services Improvements
Complete improvements for the online tree permits and development
applications, online business license applications, and other online
improvements, consistent with the Town Council’s Strategic Priorities to
improve efficiency and 24/7 service to the public.
D – 73
ADMINISTRATIVE SERVICES
Information Technology Fund
FY 2018/19 KEY PROJECTS
KEY PROGRAM SERVICES
• Performs maintenance and upgrades of administrative network system (servers, PCs,
notebooks, printers, hardware, and software).
• Makes Town-wide IT replacement program purchases.
• Provides customer technical support.
• Completes research and planning for new technology solutions.
Core Goals Key Projects
Public Safety
Ensure public safety
through proactive
community policing,
effective emergency
response, and
community-wide
emergency
preparedness
Police Support Technology
Maintain the Police computer aided dispatch and records management
systems.
D – 74
ADMINISTRATIVE SERVICES
Information Technology Fund
Performance Objectives and Measures
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.
a.Percentage of time service requests are resolved within
established guidelines:
88%85%87%85%85%
b.Percentage of network availability during normal
business hours:
99%99%99%99%99%
c.Percentage of customers rating support as "good" or
"excellent" based on timeliness:
96%98%98%97%95%
d.Percentage of customers rating support as "good" or
"excellent" based on quality of service:
92%98%96%96%95%
Activity and Workload Highlights
2014/15
Actual
2015/16
Actual
2016/17
Actual
2017/18
Estimated
2018/19
Budget
1.223 230 238 240 240
2.70 72 73 75 75
3.33 34 33 33 33
4.1820 2980 3040 4000 4000
Support the delivery of services to all the Town’s
customers through the use of SMART technology
(Sensible, Multi-modal, Accessible, Responsive, and Time
phased technology).
Number of service requests received:
Number of network servers maintained:
Number of network printers maintained:
Number of PCs/Notebooks maintained:*
Full Time Equivalent (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
IT Manager*1.00 1.00 1.00 1.00 -
Network Administrator*1.00 1.00 1.00 1.00 -
IT Technician*1.00 1.00 1.00 1.00 -
Communications Coordinator 0.20 0.20 - - -
Office Assistant*- - 0.13 0.13 -
Total IT FTEs 3.20 3.20 3.13 3.13 -
2014/15 2015/16 2016/17 2017/18 2018/19
Temporary Staff Hours Funded Funded Funded Funded Proposed
IT Technician temp/hourly - - 720 720 -
Total Annual Hours - - 720 720 -
INFORMATION TECHNOLOGY FUND STAFFING
*Personnel previously budgeted in Information Technology Internal Service fund are budgeted in the
Information Technology Staffing General Fund program beginning in FY 2018/19.
D – 75
Administrative Services
WORKERS’ COMPENSATION FUND
FUND 612
FUND PURPOSE
The Town’s Workers’ Compensation Program provides for anticipated liabilities for worker
compensation benefits. The Town self-insures for benefits provided to Town employees and
volunteers for work-related injuries up to $250,000, and has excess insurance coverage for
claims up to $25 million. The Town belongs to the Local Agency Workers’ Compensation Excess
(LAWCX) Joint Powers Authority for the purpose of pooling for this excess insurance. A third
party administrator, Innovative Claims Solutions, Inc. (ICS), handles the Town’s day-to-day
workers’ compensation claims administration.
BUDGET OVERVIEW
Revenues to fund this program are derived as a percentage of salary each payroll period. Each
Department pays a portion of the program’s cost based on gross wages and level of risk for the
various job classifications within the Department. The annual appropriation to this fund
represents the self-insurance premiums paid by the operating Departments. Service rates are
established which maintain fund balance capacity at approximately two and one-half times the
annual operating expenditures. Any excess funds are returned through reduced rates and fund
balance transfers as needed.
Program costs covered in the internal rates include administration fees, claim settlement costs,
attorney fees (outside counsel), medical expenses, payment for temporary and permanent
disability, safety program administration and training, and excess insurance premiums. The
budget for workers’ compensation is based on actual payroll in the same manner as prior years.
In Fiscal Year 2015/16 staff increased rates by 1.5% to begin restoring fund balance which has
significantly declined in the last few years due to several on the job-related injuries. Staff is not
D – 76
ADMINISTRATIVE SERVICES
Workers’ Compensation Fund
anticipating to further increase the rate this Fiscal Year.
Personnel that were previously funded in Workers’ Compensation Internal Service Fund are
programmed beginning in FY 2018/19 in other General Fund Programs.
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
SOURCES OF FUNDS
Beginning Fund Balance
Designated -$ -$ -$ -$ -$ -$
Undesignated 1,576,699 1,514,858 1,213,324 902,308 902,308 756,411
Total Beginning Fund Balance 1,576,699 1,514,858 1,213,324 902,308 902,308 756,411
Revenues
Service Charge 634,144 863,342 868,527 969,547 878,429 878,386
Interest 5 6 8 - - -
Other Revenues 370,425 99,807 157,820 - 132,019 -
Total Revenues 1,004,574 963,155 1,026,355 969,547 1,010,448 878,386
TOTAL SOURCE OF FUNDS 2,581,273$ 2,478,013$ 2,239,679$ 1,871,855$ 1,912,756$ 1,634,797$
USES OF FUNDS
Expenditures
Salaries and Benefits*107,496$ 90,014$ 278,539$ 112,842$ 118,709$ -$
Operating Expenditures 958,919 1,174,505 1,058,832 1,145,624 1,015,392 1,218,202
Fixed Assets - - - - - -
Internal Service Charges - 170 - - 22,244 -
Total Expenditures 1,066,415 1,264,689 1,337,371 1,258,466 1,156,345 1,218,202
Transfers Out
Transfer to Grant Funds - - - - - -
Transfer to General Fund - - - - - -
Total Transfers Out - - - - - -
Total Expenditures & Transfers Out 1,066,415 1,264,689 1,337,371 1,258,466 1,156,345 1,218,202
Ending Fund Balance
Designated - - - - - -
Undesignated 1,514,858 1,213,324 902,308 613,389 756,411 416,595
Total Ending Fund Balance 1,514,858 1,213,324 902,308 613,389 756,411 416,595
TOTAL USE OF FUNDS 2,581,273$ 2,478,013$ 2,239,679$ 1,871,855$ 1,912,756$ 1,634,797$
* Personnel are budgeted in the Human Resources Program beginning in FY 2018/19.
STATEMENT OF SOURCE AND USE OF FUNDS
D – 77
ADMINISTRATIVE SERVICES
Workers’ Compensation Fund
FY 2018/19 KEY PROJECTS
KEY PROGRAM SERVICES
• Coordinates the Town’s Workers’ Compensation Program with a contract administration
firm.
• Administers and/or coordinates work safety programs.
• Promotes safe work practices and employee wellness.
• Provides timely reporting of employee injury reports.
• Provides information to employees regarding workers’ compensation reporting.
• Minimizes the Town’s exposure to losses as a result of employee accidents or illnesses.
Full Time Equivalent (FTE)
2014/15 2015/16 2016/17 2017/18 2018/19
Town Staff Funded Funded Funded Funded Proposed
Human Resources Director*0.25 0.25 0.25 0.25 -
Town Attorney*0.05 0.05 0.05 0.05 -
Payroll Specialist*0.05 0.05 0.05 0.05 -
Administrative Analyst*0.20 0.20 0.20 0.20 -
Total Workers Compensation FTEs 0.55 0.55 0.55 0.55 -
WORKERS' COMPENSATION FUND STAFFING
*Personnel previously budgeted in Administrative Services Department Internal Service funds are budgeted in the
General Fund beginning in FY 2018/19.
Core Goals Key Projects
Good
Governance
Ensure
responsive,
accountable,
and
collaborative
government
Accident Reviews
Coordinate with the Safety Committee to assist in accident review and help
develop action plans to prevent future injuries on an on-going basis and
reduce or eliminate exposure.
Cal-OSHA Safety Compliance Programs
Monitor work activities to identify and ensure compliance with safety
programs that are mandated by Cal OSHA and oversee the setting of priorities
and training as required.
D – 78
D – 79
Administrative Services
OFFICE STORES FUND
FUND 622
FUND PURPOSE
Photocopy and printer equipment, postage, and bulk mail expenditures are centrally funded
through the Town’s Office Stores Program, and subsequently charged back to the appropriate
Department for services and materials utilized on a monthly basis. Due to limited personnel
activity in the operations of this program, there are no staffing, key projects, or performance
measures accounted for in this fund.
BUDGET OVERVIEW
The Office Stores Program maintains approximately 36 printers and copiers. The lease and
maintenance program includes toner and repairs for all copiers and printers and the Office
Stores Fund pays for copy paper for use on the printers and copiers on the program.
D – 80
ADMINISTRATIVE SERVICES
Office Stores Fund
KEY PROGRAM SERVICES
• Provides postage and photocopy equipment and supplies for all Town Departments.
• Monitors service levels and performance of copiers, printers, and postage machines,
maintaining and replacing equipment as needed.
2014/15 2015/16 2016/17 2017/18 2017/18 2018/19
Actuals Actuals Actuals Adopted Estimated Proposed
SOURCES OF FUNDS
Beginning Fund Balance
Designated -$ -$ -$ -$ -$ -$
Undesignated 149,292 187,955 183,127 200,437 200,437 201,202
Total Beginning Fund Balance 149,292 187,955 183,127 200,437 200,437 201,202
Revenues
Service Charge 142,020 112,083 125,377 113,000 113,000 113,000
Interest - - - - - -
Other Revenues 5,963 5,651 5,143 5,000 5,000 5,000
Total Revenues 147,983 117,734 130,520 118,000 118,000 118,000
Transfers In
Equipment Replacement Fund - - - - - -
Total Transfers In - - - - - -
Total Revenues & Transfers In 147,983 117,734 130,520 118,000 118,000 118,000
TOTAL SOURCE OF FUNDS 297,275$ 305,689$ 313,647$ 318,437$ 318,437$ 319,202$
USES OF FUNDS
Expenditures
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures 109,320 122,562 113,210 134,500 117,235 134,500
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
Total Expenditures 109,320 122,562 113,210 134,500 117,235 134,500
Transfers Out
Transfer to Grant Funds - - - - - -
Total Transfers Out - - - - - -
Total Expenditures & Transfers Out 109,320 122,562 113,210 134,500 117,235 134,500
Ending Fund Balance
Designated - - - - - -
Undesignated 187,955 183,127 200,437 183,937 201,202 184,702
Total Ending Fund Balance 187,955 183,127 200,437 183,937 201,202 184,702
TOTAL USE OF FUNDS 297,275$ 305,689$ 313,647$ 318,437$ 318,437$ 319,202$
STATEMENT OF SOURCE AND USE OF FUNDS