2 - Admin Services SectionMay 12, 2011 PROPOSED
D - 15
Administrative Services Department
DEPARTMENT PURPOSE
The Town Manager provides overall management, administration, and direction for the Town
organization, reporting to the full Town Council. The Administrative Services Department supports the
Town Manager in these functions, and is made up of five key programs: Town Manager’s Office
Administration, Clerk Administration, Finance and Administrative Services, Human Resources, and
Management Information Systems (MIS). Below is a summary of the Administrative Services
Department core services and service objectives.
The Administrative Services Department identifies community issues and needs requiring legislative
policy decisions and provides alternative solutions; assures that the Council's policies, programs, and
services are effectively and efficiently provided; 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 inquiries by explaining Town services and functions; and investigates problems and provides
information and specialized assistance in Redevelopment project area development. The department is
also directly responsible for human resources, finance, budgeting, purchasing, labor relations,
management information systems, cable television franchise management, equipment replacement,
worker’s compensation, records management, customer service management, economic vitality, and other
administrative support.
BUDGET OVERVIEW
The FY 2011/12 Administrative Services Department operating budget reflects significant restructuring
within the department, which also affects staffing and services in other areas including the Town Attorney
Administration program, Community Services Department, Department of Parks and Public Works, and
the Police Department. The primary objectives of the restructuring include increased focus on Council
priorities and better alignment of services to enhance service delivery, efficiencies, and productivity.
Budgetary changes, including staffing and expenditures adjustments, are discussed within the program
narratives that follow this section, and within the affected programs in other departments.
May 12, 2011 PROPOSED
D - 16
ADMINISTRATIVE SERVICES DEPARTMENT
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Other Taxes1,138,057$ 1,139,107$ 1,220,802$ 1,085,000$ 1,100,000 1,085,000$
Intergovernmental Revenues453 - - - - 39,013
Service Charges- - - - 175 5,500
Interest- - 720,512 1,055,410 438,101 567,981
TOTAL REVENUES1,138,510 1,139,107 1,941,314 2,140,410 1,538,276 1,697,494
EXPENDITURES
Salaries and Benefits1,850,843 1,965,014 1,939,612 1,883,354 1,893,041 2,221,889
Operating Expenditures307,512 188,537 232,728 322,100 *303,983 436,274
Fixed Assets- - - - - -
Internal Service Charges194,520 188,145 184,348 175,889 175,390 204,893
TOTAL EXPENDITURES2,352,875$ 2,341,696$ 2,356,688$ 2,381,343$ 2,372,414$ 2,863,056$
*Town Treasurer now incorporated into Administrative Services
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
PROGRAM
Town Manager's Office470,203$ 452,184$ 673,498$ 650,837$ 658,878$ 1,048,324$
Community Grants- - - - - 99,090
Human Resources576,625 545,066 390,688 410,560 422,978 397,112
Finance & Admin Services1,087,348 1,060,473 1,062,107 1,095,427 1,064,318 1,104,485
Clerk Administration218,699 283,973 230,395 224,519 226,240 161,778
Clerk Services- - - - - -
Tobacco Prevention Initiatives- - - - - 39,013
Pass Through- - - - - 13,254
TOTAL EXPENDITURES2,352,875$ 2,341,696$ 2,356,688$ 2,381,343$ 2,372,414$ 2,863,056$
DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
DEPARTMENTAL EXPENDITURES BY PROGRAM
May 12, 2011 PROPOSED
D - 17
ADMINISTRATIVE SERVICES DEPARTMENT
Full Time Equivalents (FTE)
Authorized2007/082008/092009/102010/112011/12
General Fund
PositionsFundedFundedFundedFundedFunded
Town Manager1.00 1.00 1.00 1.00 1.00 1.00
Assistant Town Manager1.00 1.00 0.85 1.00 1.00 1.00
Deputy Town Manager1.00 - - - - 1.00
Administrative Programs Mgr.- 0.70 0.70 - - -
Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50 0.50
Office Clerk1.30 0.55 0.55 0.55 0.55 1.30
Staff Technician0.70 - - - - 0.70
Community Outreach Coordinator1.00 - - - - 1.00
Human Resources Director0.75 0.80 0.75 0.75 0.75 0.75
Administrative Analyst0.80 0.85 0.80 0.80 0.80 0.80
Human Resources Specialist- 0.25 0.25 0.25 - -
Finance & Admin. Director 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Budget/Finance Director 0.80 - - - - 0.80
Finance Manager- 1.00 1.00 0.80 0.80 -
Accountant/Finance Analyst1.00 1.00 1.40 1.40 1.40 1.00
Payroll Specialist0.95 1.00 0.95 0.95 0.95 0.95
Budget Analyst0.50 - - - - 0.50
Account Technician1.80 2.40 2.40 1.80 1.80 1.80
Clerk Administrator0.50 0.95 1.00 1.00 1.00 0.50
Deputy Clerk0.50 0.70 0.70 0.70 0.70 0.50
MIS Specialist- 0.25 - - - -
Total General Fund FTEs15.10 13.95 13.85 12.50 12.25 15.10
NON-General Fund FTEs (located in Administrative Services Department programs unless otherwise noted)
Equipment Replacement
Account Technician0.10 - 0.10 0.10 0.10
0.10
Accountant/Finance Analyst- 0.10 - - -
-
Total Equip Replace FTE's0.100.10 0.10 0.10 0.10 0.10
Liability Self-Insurance
Assistant Town Manager- - 0.05 - -
-
Clerk Administrator- 0.05 - - -
-
Account Technician0.10 - 0.10 0.10 0.10 0.10
MIS Specialist- 0.25 - - -
-
Total Liability Self-Insurance0.10 0.30 0.15 0.10 0.10 0.10
DEPARTMENT STAFFING
May 12, 2011 PROPOSED
D - 18
ADMINISTRATIVE SERVICES DEPARTMENT
Full Time Equivalents (FTE)
Authorized2007/082008/092009/102010/112011/12
PositionsFundedFundedFundedFundedFunded
Workers Compensation
Human Resources Director0.25 0.20 0.25 0.25 0.25 0.25
Assistant Town Manager- - 0.05 - - -
Payroll Specialist0.05 - 0.05 0.05 0.05 0.05
Administrative Analyst0.20 0.15 0.20 0.20 0.20 0.20
Total Workers Comp FTEs0.50 0.35 0.55 0.50 0.50 0.50
Management Information Services
MIS Manager1.00 1.00 1.00 1.00 1.00 1.00
Network Administrator1.00 1.00 1.00 1.00 1.00 1.00
IT Technician0.75 0.50 0.75 0.75 0.75 0.75
MIS Specialist- 0.50 - - - -
Assistant Town Manager- - 0.05 - - -
Administrative Programs Mgr.- 0.20 0.20 - - -
Assistant Budget/Finance Director0.20 - - - - 0.20
Finance Manager- - - 0.20 0.20 -
Total MIS FTEs2.95 3.20 3.00 2.95 2.95 2.95
CDBG Program
Staff Technician0.05 - - - - 0.05
Accountant/Finance Analyst- 0.10 - - - -
Total CDBG FTEs0.05 0.10 - - - 0.05
Redevelopment Agency (FTEs located in Redevelopment Agency Budget under Fund 930)
Economic Vitality Manager0.80 0.80 0.80 0.80 0.80 0.80
Total Redevelopment FTEs0.80 0.80 0.80 0.80 0.80 0.80
CIP Information System Upgrade Project (FTEs located in Capital Improvement Program under Fund 400)
Accountant/Finance Analyst- 0.20 - - - -
Account Technician- 0.60 - - - -
Total CIP Project FTEs- 0.80 - - - -
Total Admin Services FTEs19.60 19.60 18.45 16.95 16.70 19.60
Temporary Staff
Project Manager100 100 256 256 178
Intern75 75 75 75 75
Facility Attendant- - - - 100
Administrative Analyst- 1,000 1,040 1,040 520
HR Specialist- - - 725 725
Mail Room Clerk (Library Dept temps)250 250 250 250 250
Total Annual Hours425 1,425 1,621 2,346 1,848
DEPARTMENT STAFFING
May 12, 2011 PROPOSED
D - 19
Administrative Services Department
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 Town departments, programs, and services to ensure the community receives a high level
of service; oversee the Town Council agenda process to provide comprehensive information and analysis
to the Town Council in a timely manner; support business attraction, retention, and marketing through
economic vitality efforts; foster public awareness of municipal programs, services, and goals; and provide
a satisfactory level of response to resident inquiries, complaints, and requests.
Other key duties include initiating new or special projects that enhance the Town government and
community and providing direct staff assistance to the Mayor and Town Council on special projects and
day-to-day activities.
BUDGET OVERVIEW
The FY 2011/12 budget for the Town Manager’s Office reflects an increase in salaries, benefits, and
expenditures due to the proposed consolidation of departments and administrative restructuring.
With the new fiscal year, the Town Manager’s Office will begin implementation of a restructuring
strategy to better align services provided to the public and to achieve operational efficiencies. The
changes result, in part, from the full integration of the Community Services Department into various
Town departments, including the Administrative Services Department, and in part from the realignment
of Clerk functions.
Services previously provided by the Community Services Department which will be transferred to the
Town Manager’s Office include: staff support for the Community Services Commission and the Arts and
Culture Commission; management of partnerships with LGS Recreation, LG Museum Association, and
LG Music & Arts; management of community grants and the Community Development Block Grant
program. New positions of a Deputy Town Manager and a Staff Tech will support these services and
others, while the Community Services Director, Administrative Analyst, Volunteer Coordinator, and
Administrative Secretary positions previously providing these services will be eliminated.
In addition, an alignment of Clerk functions reporting to the Town Attorney’s office will enable the
consolidation of customer service in the Town Manager’s Office. The customer service duties of the
Deputy Clerk position will be reassigned to a new .75 FTE Office Clerk position located in the Town
May 12, 2011 PROPOSED
D - 20
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Manager’s Office. The Office Clerk will be responsible for all customer-related support services along
with other duties assigned by the Town Manager’s Office.
An additional change not directly discussed in the Town Manager’s Office budget is one that focuses
increased attention on the priorities as reflected in the 2011-2013 Town Council Strategic Goals. The
Town Manager has overall responsibility to ensure these goals are attained, and proposes reallocating 1.0
FTE from the Administrative Services Department to a new 1.0 FTE Community Outreach Coordinator
position. The position will be budgeted in the Non-Departmental Program budget in recognition that the
position’s duties are not specifically attributable to individual departments. Organizationally, the position
will be assigned to the Police Department, Personnel and Community Services Program. Among the
duties assigned to this position are coordination of the volunteer program, development and maintenance
of a community group database, and emergency preparedness outreach and other special community-
based projects directed by the Town Manager.
ACCOMPLISHMENTS
Core Values Accomplishments
Good Governance
Ensure responsive,
accountable and
collaborative
government
• Facilitated Town Council Retreat to identify key values and strategic goals
for FY 2011/12 to 2012/13.
• Collaborated with other cities in Santa Clara County and in the West Valley
through service as Chair of the Santa Clara County City Managers
Association and member of West Valley Mayor/Managers Association to
identify opportunities to influence state legislation and leverage resources.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
• Led a comprehensive budget development strategy, achieving a 5%
reduction to balance the budget, including initiating structural changes to
achieve long-term savings.
• Partnered with the Chamber of Commerce and West Valley Community
College to design and deliver training forums for small business regarding
social media.
• Developed a “goLocal” program to feature local businesses in advertising
with the goal of encouraging residents to shop locally.
Quality Public
Infrastructure
Maintain the
condition and
availability of
public facilities,
transportation
systems, and other
public
infrastructure
• Launched the development of a reuse plan for the existing library for uses
such as a community room, meeting rooms, and Town staff offices.
• Identified funding source (Redevelopment Agency) to enable the Town to
undertake the initial phase of a street improvement project in the Almond
Grove neighborhood.
May 12, 2011 PROPOSED
D - 21
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Core Values Accomplishments
Civic Enrichment
Foster
opportunities for
citizen
involvement, and
cultural,
recreational and
individual
enrichment
• Provided oversight for the construction of the new Los Gatos Library,
including planning for the Topping Out ceremony held in December 2010
and the Time Capsule ceremony scheduled for June 21, 2011.
• Provided oversight for 10-year anniversaries of Screen on the Green, July
4th, and Leadership Los Gatos, activities that promote community
enrichment and involvement.
Community
Character
Preserve and
enhance the
appearance,
character and
environmental
quality of the
community
• Secured funding from the American Recovery Act for purchase of solar
panels for parking lots and for an energy-efficient HVAC system for the
Civic Center.
• Coordinated a comprehensive program to consolidate and beautify
newsracks in the downtown though enforcements efforts, a pilot program,
and adoption of amendments to the Town’s newsrack ordinance.
Public Safety
Ensure public
safety through
proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
• Designed a comprehensive administrative restructuring plan with a key
objective to use existing resources to enhance the community’s emergency
preparedness. The existing staff will be assigned to a new position that
will focus on expanding outreach efforts by engaging faith, homeowners
and service groups, and other organizations in the goal of achieving
household self-sufficiency in the event of an emergency.
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses and Permits- - - - -
Intergovernmental Revenues- - - - - -
Other Revenues- - - - - 5,500
TOTAL REVENUES-$ -$ -$ -$ -$ 5,500$
EXPENDITURES
Salaries and Benefits352,306 390,640 603,294 583,173 592,480 933,081
Operating Expenditures68,110 13,935 16,696 17,950 17,008 46,680
Fixed Assets-
Internal Service Charges49,787 47,609 53,508 49,714 49,390 68,563
TOTAL EXPENDITURES470,203$ 452,184$ 673,498$ 650,837$ 658,878$ 1,048,324$
SUMMARY OF REVENUES AND EXPENDITURES
May 12, 2011 PROPOSED
D - 22
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
FY 2011/12 KEY PROJECTS
Core Values KEY PROJECTS
Community
Character
Preserve and
enhance the
appearance,
character and
environmental
quality of the
community
Land Use and Development Opportunities
Town Manager's Office staff will provide oversight for the development of the Specific
Plan for the North 40 and the update of the Los Gatos Boulevard plan to ensure the
ultimate development is consistent with the community's values and meets the
community’s needs for local goods and services.
Affordable Housing
The Town Manager’s Office staff will oversee the development of affordable housing
projects to meet the goals in the Town’s affordable housing strategy.
Good
Governance
Ensure
responsive,
accountable
and
collaborative
government
Communication with the Public
The Town Manager's Office will identify and implement opportunities to increase
communication with the community through the Town's web site, KCAT, social
networking, and other means.
Performance Measurement
The Town Manager’s Office will lead an initiative to update organizational performance
measures, including customer service measures.
Land Ownership and Utilization
In collaboration with adjacent property owners, the Town Manager’s Office will
develop and implement a plan for appropriate land use ownership and utilization of
parcels behind LGHS.
Fiscal
Stability
Maintain
ongoing fiscal
stability to
provide cost
effective core
services that
meet the needs
of the
community
Fiscal Planning
The Town Manager’s Office will identify structural changes to address projected
shortfalls in the 5-year forecast.
Economic Vitality
Economic Vitality staff will work with the Chamber of Commerce, downtown
businesses, and the broker community to promote the continued vitality of the
downtown by maintaining the unique balance of businesses and promoting downtown
as an attractive destination for shopping and dining.
Property Management and Sales
The Town Manager’s Office will review current leases and status of Town-owned
property and implement actions to manage costs and/or increase revenue.
May 12, 2011 PROPOSED
D - 23
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Core Values KEY PROJECTS
Quality Public
Infrastructure
Maintain the
condition and
availability of
public
facilities,
transportation
systems, and
other public
infrastructure
Library Space Re-Use
Town Manager staff will lead the planning and design process to reprogram the existing
library space for uses such as a community room, meeting rooms, and Town staff
offices.
Civic
Enrichment
Foster
opportunities
for citizen
involvement,
and cultural,
recreational
and individual
enrichment
New Los Gatos Library
The Town Manager’s Office will lead the planning for the grand-opening events for the
new Los Gatos Library, scheduled for early 2012.
Senior Services
The Town Manager’s Office will manage the service agreement and lease with LGS
Recreation to provide senior services and recreational programs on behalf of the Town.
Arts and Culture
Town Manager’s Office staff will provide support for the Arts and Culture Commission
in the implementation of the new Arts Master Plan; staff will also manage the contract
with Los Gatos Music & Arts to administer the annual Music in the Park program.
Public Safety
Ensure public
safety through
proactive
community
policing,
effective
emergency
response, and
community-
wide
emergency
preparedness
Emergency Preparedness
In coordination with the Police Department, other Town departments, and the County
Fire District, the Town Manager’s Office will oversee the expansion of Los Gatos
Prepared to include an audit of local households and expanded outreach to increase the
percentage of households that would be self-sufficient for 72 hours in the event of an
emergency.
May 12, 2011 PROPOSED
D - 24
ADMINISTRATIVE SERVICES DEPARTMENT
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
• Coordinates 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 and counter assistance.
• Provides staff support to the Community and Senior Services Commission and the Arts and Culture
Commission
• Manages the provision of senior services through an agreement with LGS Recreation; manages the
long-term lease of the Los Gatos Adult Recreation Center
• Manages the contract with Los Gatos Music & Arts for Music in the Park
• Manages bi-annual Community Grant process
• Addresses resident complaints, inquiries, and requests
• Provides public information and web management, including preparation of the Annual Report and
Vista newsletter distributed to all Los Gatos addresses
• Monitors proposed state and federal legislation and coordinates response plan with key legislative
organizations
• Oversees special projects and new initiatives, particularly during policy development stages
• Monitors Town interests in regional issues
May 12, 2011 PROPOSED
D - 25
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Full Time Equivalents (FTE)
Authorized2007/082008/092009/102010/112011/12
Town Staff
PositionsFundedFundedFundedFundedFunded
Town Manager1.00 0.45 0.45 1.00 1.00 1.00
Assistant Town Manager1.00 0.35 0.35 1.00 1.00 1.00
Deputy Town Manager1.00 - - - - 1.00
Administrative Programs Mgr.- 0.40 0.40 - - -
Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50 0.50
Office Clerk1.30 0.55 0.55 0.55 0.55 1.30
Staff Technician0.70 - - - - 0.70
Administrative Analyst- 0.20 - - - -
Economic Vitality Manager*- - - - - -
Total Manager's Program FTEs5.50 2.45 2.25 3.05 3.05 5.50
2007/082008/092009/102010/112011/12
Temporary Staff Hours
FundedFundedFundedFundedFunded
Facility Attendant- - - - 100
Secretary I
Intern75 75 75 75 75
Total Annual Hours75 75 75 75 175
*The Economic Vitality Manager position is included in the Town Manager's Office staffing to reflect the
position's line of supervision. Funding allocation is distributed .20FTE in Community Development
Administration, and .80 FTE to the Redevelopment Agency's Administration Program.
TOWN MANAGER'S OFFICE STAFFING
May 12, 2011 PROPOSED
D - 26
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Performance Objectives and Measures
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
Budget
1.
a.Percentage of residents satified or very satisfied with
quality of Town services:
93%93%93%93%**
b.Percentage of residents rating quality of life as good
or excellent:
97%97%97%97%**
2.
a.Percentage of Town Council reports available 96
hours prior to Town Council Meetings
93%95%96%98%98%
3.
a.Percentage of residents satisfied with the Town's
efforts to inform the community about services and
events:
85%85%85%85%**
4.
a.Percentage of residents having contact with a Town
employee satisfied with the timeliness of response:
85%85%85%85%**
b.Percentage of residents having contact with a Town
employee satisfied with an employee's courtesy:
90%90%90%90%**
c.Percentage of residents having contact with a Town
employee satisfied with an employee's competency in
handling the issue:
87%87%87%87%**
5.
a.100%100%100%100%100%
6.
a.0.6%3.7%3.0%3.0%3.0%
7
a.Percentage of Music in the Park concert attendees
satisfied with the experience:
100%100%100%100%100%
b. Percentage of public art pieces in good to excellent
condition:
86%86%86%86%86%
c.Resident satisfaction with Arts and Cultural
opportunities in Los Gatos:
99%99%99%99%99%
*Customer satisfaction Performance Measures are based on the Town's 2003 survey results.
** Results pending on customer satisfaction survey to be contucted in 2011.
Foster a comprehensive arts environment within the
Town through the support, development, and
appreciation of the arts.
Foster public awareness of municipal programs,
services, and goals.*
Provide administrative direction and leadership over
Town departments, programs and services to ensure the
community receives a high level of service.*
Oversee the Town Council Agenda process to ensure
comprehensive information and analysis is provided to
the Town Council in a timely manner.
Provide a satisfactory level of response to citizen
inquiries, complaints, and requests.*
Encourage collaboration, increase effectiveness, and
Percentage of grant recipients satisfied with the grant
allocation process:
Manage grants to nonprofit agencies providing human
services and art, cultural, and educational
programming so that Los Gatos residents may maintain
or improve their quality of life.
The average percentage of a grantee's budget that comes
from the Town's grant contributions:
May 12, 2011 PROPOSED
D - 27
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Activity and Workload Highlights
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
Budget
1.241250227250250
2.244250249250250
3.
a.Number of Human Service grants:88888
b.Number of Arts/Cultural/Educational grants:55555
c.Number of Community Contribution grants:11111
4.111,765$ 120,261$ 117,460$ 117,460$ 117,460$
5.49604439508750874500
6.66666
7.2,0002,5003,0003,0003,000
*Customer satisfaction Performance Measures are based on the Town's 2003 survey results.
** Results pending on customer satisfaction survey to be contucted in 2011.
Number of Art in the Council Chambers exhibitions
installed and curated:
Average number of attendees at Music in the Park
concerts:
Grant Agreements administered:
Number of Los Gatos residents directly served by Town
grant-funded organizations:
Total dollar amount of General Fund grant agreements
administered:
Number of community/customer referrals:
Number of Town Council agenda reports approved:
May 12, 2011 PROPOSED
D - 28
May 12, 2011 PROPOSED
D - 29
Administrative Services Department
HUMAN RESOURCES
PROGRAM 2201
PROGRAM PURPOSE
The purpose of the Human Resources Program is to attract, develop, and retain a quality workforce. 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 pro-
active and preventative informal resolution of employee and management concerns. Program staff is
responsible for the development of Memorandums of Understanding (MOUs) with the Town's three
bargaining units and informal discussions with the Town's management and confidential employees.
BUDGET OVERVIEW
The Human Resources Program budget reflects a decrease of approximately $20,000 in operating
expenses, primarily from a reduction in recruitment activity. Although recruitment activity has reduced
significantly, the need for Human Resources services continues to be essential as the organization
restructures jobs, salaries, and benefits to reduce ongoing labor costs. Human Resources staff has also
experienced increasing demand in the number of employee-initiated requests for benefits information,
retirement counselling, and medical leaves and it is anticipated that this trend will continue.
A major project in the prior fiscal year involved a workforce analysis which identified that 26% of all
Town employees are eligible to retire in the current year and 67% of all managers are eligible to retire
within five years. As a result of these statistics, Human Resources is leading efforts to engage the
organization in succession planning and to accelerate learning and growth at all levels. This will continue
to be a high priority for the program’s work plan for the foreseeable future.
A continuing priority in FY 2011/12 is for Human Resources to assist in developing strategies to address
the sharply escalating costs for health benefits and pension contributions. A considerable amount of staff
time will be devoted to conducting research, exploring options, and meeting with employee groups to
May 12, 2011 PROPOSED
D - 30
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
seek cost containment in these areas. This workload will be absorbed with no change to staffing levels in
Human Resources, although outside consultants will be used on an as-needed basis.
ACCOMPLISHMENTS
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses and Permits- - - - - -
Intergovernmental Revenues- - - - - -
Service Charges- - - - - -
TOTAL REVENUES-$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits447,432 439,297 302,458 254,576 285,068 261,711
Operating Expenditures95,764 75,596 60,505 128,750 108,575 108,100
Internal Service Charges33,429 30,173 27,725 27,234 29,335 27,301
TOTAL EXPENDITURES576,625$ 545,066$ 390,688$ 410,560$ 422,978$ 397,112$
SUMMARY OF REVENUES AND EXPENDITURES
Core Values
ACCOMPLISHMENTS
Good Governance
Ensure responsive,
accountable and
collaborative
government
• Served as the lead agency in developing a new regional leadership
academy: To assist with succession planning efforts, a new regional
leadership academy was developed and implemented for the purpose of
accelerating leadership and promotional capacity for mid-managers and
professional staff for 11 participating agencies.
• Health Care Reform: Successfully implemented the first phase of
National Health Care Reform which extends health care coverage to age 26
for dependent children of Town employees.
• Completed all projects identified in FY 2010-11 Budget.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
• Initiated the collective bargaining process for a two-tier pension
system: The Town negotiated with the Town’s largest non-sworn
employee group to begin the adoption process for a two-tier pension system
that increases the retirement age and reduces the pension formula for new
hires.
May 12, 2011 PROPOSED
D - 31
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
FY 2011/12 KEY PROJECTS
Human Resources will continue to provide basic personnel services; however, significant emphasis will
be placed on training, evaluation of employee benefit options, and internal process improvements. Key
projects that were initiated in prior fiscal years that will continue in FY 2011/12 include:
Core Values KEY PROJECTS
Good
Governance
Ensure
responsive,
accountable
and
collaborative
government
Succession Planning
Implement effective workforce and succession plans at all levels of the organization to
fill future vacancies, and identify strategies for leadership and professional
development.
Employee Benefits
Develop and market the new online services such as applying for retirement, open
enrollment changes, tracking the status of pending inquiries, and much more through the
enhanced my|CalPERS website.
Performance Evaluations
Redesign performance evaluations to include meaningful performance goals tied to
organizational values, strategic plan and core competencies.
Job Redesign and Classification Updates
Assist departments to integrate work from eliminated positions by re-designing jobs and
updating job descriptions.
May 12, 2011 PROPOSED
D - 32
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
KEY PROGRAM SERVICES
• Provides effective administration of employee relations program
• Conducts employee training and organizational development assessments
• Administers employee benefits
• Administers recruitment and selection program
• Administers classification and compensation plans
• Provides information and interpretation regarding Town Personnel Rules, regulations and procedures,
MOUs and ordinances
• Effectively resolves personnel issues
• Maintains employee personnel files, records, and documentation
• Administers the workers’ compensation and safety programs
• Develops, implements, and maintains administrative policies and procedures
• Serves as advisor to employee recognition program
• Provides support for Personnel Board activities
Full Time Equivalents (FTE)
Authorized2007/082008/092009/102010/112011/12
Town Staff
PositionsFundedFundedFundedFundedFunded
Town Manager - 0.30 0.30 - - -
Assistant Town Manager- 0.50 0.40 - - -
Human Resources Director0.75 0.80 0.75 0.75 0.75 0.75
Administrative Analyst0.80 0.65 0.80 0.80 0.80 0.80
Human Resources Specialist- 0.25 0.25 0.25 - -
Total Human Resources FTEs1.55 2.50 2.50 1.80 1.55 1.55
2007/082008/092009/102010/112011/12
Temporary Staff Hours
FundedFundedFundedFundedFunded
Project Manager100 100 100 100 100
HR Specialist725 725
Total Annual Hours100 100 100 825 825
HUMAN RESOURCES PROGRAM STAFFING
May 12, 2011 PROPOSED
D - 33
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
Performance Objectives and Measures
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
Budget
1.
a.Percentage of managers rating Human Resources as
good or excellent based on quality of service:
Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
b.Percentage of time a candidate pool is produced
within time frame mutually agreed to by the hiring
department and Human Resources:
75%85%90%87%95%
2.
a.Percentage of employees rating benefit program
material, products and services as good to excellent:
75%60%75%85%90%
3.
a.Percentage of employees rating the effectiveness of
training classes as good to excellent:
Data Not
Available83%90%89%90%
b.Percentage of employee evaluations completed by
due date:
90%91%90%86%90%
4.
a.Percentage of employees rating safety programs as
good or excellent based on quality, content and
response:
Data Not
Available 80%80%89%90%
5.
a.Percentage of labor agreements ratified prior to
expiration of existing contracts:
100%100%100%0%50%
Activity and Workload Highlights
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
Budget
1.200175170186175
2.15166115
3.7501350900525500
4.1512121412
5.50%50%50%50%60%
6.4027302015
To provide effective and efficient safety programs.
To provide effective and efficient employee recruitment
and retention.
To provide effective and efficient benefits
administration.
To provide effective and efficient professional
development, training, and organizational
development.
Percentage of eligible employees participating in deferred
compensation:
Number of sick leave hours used per benefitted employee:
Number of Workers' Compensation claims filed:
Number of (full-time, part-time and temporary)
employees:
Number of recruitments conducted:
Number of employment applications processed:
To provide effective and efficient employee relations
support.
May 12, 2011 PROPOSED
D - 34
May 12, 2011 PROPOSED
D - 35
Administrative Services Department
FINANCE & ADMINISTRATIVE SERVICES
PROGRAM 2301
PROGRAM PURPOSE
The Finance and Administrative Services Program provides staff support to assure fiscal accountability 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 proper fiscal practices are
maintained; administer the Town’s Business License, Accounts Payable, Accounts Receivable, and
Payroll functions; and oversee the Town’s Purchasing and Claims Administrations functions, ensuring
proper practices are in place, and that fiscal and operational responsibility is upheld.
BUDGET OVERVIEW
The Finance Department’s FY 2011/12 budget reflects relatively flat business license tax revenue growth
given the current economic climate. Business license tax revenue projections are based on the anticipated
number of licensed businesses and gross receipts activity, which are expected to be low. Expenditures
have increased due to changes in benefits and uncontrollable costs such as bank administration fees, copy
charges, and credit card fees.
FY 2011/12 staffing has been restructured through the consolidation of accounting functions. The .40
FTE Accountant/Finance Analyst position will be transferred to the Below Market Housing Program in
the Community Development Department to assist with the administration of housing-related services.
The Accountant/Finance Analyst position will be replaced with a .50 FTE Budget Analyst to expand the
department’s analytical capacity and enhance its budget management resources. Last, the department will
develop a transition plan to absorb investment management responsibilities by phasing out the use of a
temporary Project Manager, who currently provides treasury and investment support during FY 2011/12.
The FY 2011/12 work plan includes the electronic storage of business licenses and related documents,
and the continued implementation of e-commerce functions, focusing on online business license renewals.
Staff will also work with a financial consultant to evaluate business license compliance (e.g., amnesties
and/or audits).
May 12, 2011 PROPOSED
D - 36
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
The Department will continue its cross-training efforts to maximize the use of the new financial/human
resources information system upgrade. The reduction in public counter hours has also helped to enhance
productivity.
ACCOMPLISHMENTS
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Other Taxes1,138,057 1,139,107 1,220,802 1,085,000 1,085,000 1,085,000
Intergovernmental Revenues453 - -
Service Charges- - - 175
Interest- - 720,512 1,055,410 438,101 567,981
TOTAL REVENUES1,138,510$ 1,139,107$ 1,941,314$ 2,140,410$ 1,523,276$ 1,652,981$
EXPENDITURES
Salaries and Benefits891,234 908,681 855,627 873,731 840,733 877,165
Operating Expenditures123,600 83,272 138,943 157,200 161,400 151,950
Internal Service Charges72,514 68,520 67,537 64,496 62,185 75,370
TOTAL EXPENDITURES1,087,348$ 1,060,473$ 1,062,107$ 1,095,427$ 1,064,318$ 1,104,485$
*FY 2009/10 combines Finance with Treasurer's Program
SUMMARY OF REVENUES AND EXPENDITURES
Strategic Goals Accomplishments
Good Governance
Ensure responsive,
accountable and
collaborative
goverment
• Managed workload during multiple departmental retirements.
• Developed a General Fund Reserve Policy.
• Implemented the Fixed Asset module of the Financial and Management
Accounting Software.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
• Finalized the financial transactions related to acquisition of land for
affordable housing and a future Multi-Purpose Recreational Facility.
• Identified funding sources to undertake the initial phase of a street
improvement projects in the Almond Grove neighborhood area.
May 12, 2011 PROPOSED
D - 37
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
FY 2011/12 KEY PROJECTS
Core Values Key Projects
Good Governance
Ensure responsive,
accountable and
collaborative
government
Financial System Upgrade
Continue the implementation of a financial/personnel information system
upgrade to support Town-wide budget-related operations and community
needs.
Town-Wide Credit Card Acceptance
Expand online credit/debit card transactions to enhance customer service and
convenience.
Policies & Procedures Improvements
Develop written administrative policies and procedures to strengthen
organizational knowledge and skills in the areas of budget and financial
analysis and report generation.
Performance-Based Budget Development
Assist the Town Manager’s Office in restructuring internal budget
development processes to incorporate meaningful performance measures into
budgeting decisions.
Document Imaging System
Implement the document imaging system project to allow for the permanent
electronic storage of business license records and facilitate remote access to
these documents.
Fiscal Stability
Maintain ongoing fiscal
stability to provide cost
effective core services
that meet the needs of
the community
Fiscal Planning
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 idle assets.
May 12, 2011 PROPOSED
D - 38
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
KEY PROGRAM SERVICES
• Develop and monitor the Town’s Annual Operating and Capital Budgets in accordance with
Governmental Finance Officer Association (GFOA) guidelines
• Coordinate the annual audit of the Town’s financial statements and preparation of the Comprehensive
Annual Financial Report (CAFR)
• Maintain the Town’s financial information system for record-keeping and reporting of all financial
transactions
• Provide Accounts Payable and Payroll disbursement and reporting services; Accounts Receivable
invoicing, revenue collection, and cash reconcilement; and Business License Tax processing and
auditing services
• Provide accounting, arbitrage reporting, and claim reimbursement services for bond issues
• Provide oversight of procurement functions including Purchase Order processing, financial tracking
of contracts, vendor resolution issues, and proper accounting allocation
Full Time Equivalents (FTE)
Authorized2007/082008/092009/102010/112011/12
Town Staff
PositionsFundedFundedFundedFundedFunded
Town Manager- 0.25 0.25 - - -
Assistant Town Manager- 0.15 0.10 - - -
Finance & Admin. Director 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Budget/Finance Director 0.80 0.80
Finance Manager- 1.00 1.00 0.80 0.80 -
Accountant/Fin Analyst1.00 1.00 1.40 1.40 1.40 1.00
Payroll Specialist0.95 1.00 0.95 0.95 0.95 0.95
Budget Analyst0.50 - - - - 0.50
Account Technician1.80 2.40 2.40 1.80 1.80 1.80
Total Finance Services FTEs6.05 6.80 7.10 5.95 5.95 6.05
2007/082008/092009/102010/112011/12
Temporary Staff
FundedFundedFundedFundedFunded
Project Manager- - 156 156 78
Administrative Analyst- 500 1,040 1,040 520
Mail Room Clerk(Library Dept Temps)250 250 250 250 250
Total Annual Hours 250 750 1,446 1,446 848
FINANCE & ADMINISTRATIVE SERVICES PROGRAM STAFFING
May 12, 2011 PROPOSED
D - 39
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
Performance Objectives and Measures
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
Budget
1.
a.Average rate of return on investments:4.50%2.50%1.92%1.81%1.81%
2.
a.Town Financial Statements receive an 'Unqualified
Opinion' from the Town's independent auditor:
YesYesYesYesYes
b. Governmental Finance Officer Association (GFOA)
'Certificate of Achievement of Excellence in
Financial Reporting' awarded to the Town:
YesYesYesYesYes
3.
b.Governmental Finance Officer Association (GFOA)
'Certificate of Achievement of Excellence in
Budgeting' awarded to the Town:
YesYesYesYesYes
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 are completed
within 30 days of month-end:
100%100%100%100%100%
d.Percent of time bank statements are reconciled to
general ledger within 30 days of month-end:
100%100%100%100%100%
4.
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
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
Budget
1.12*12*444
2.00000
3.7,6009,9849,3399,5009,500
4.9282828080
5.196190188188188
6.3,7004,0354,1264,2004,200
*From FY 2009/10 instead of monthly reports, staff prepares quarterly investment reports to Town Council
Annual number of invoices entered into the Accounts
Payable system:
Number of general ledger corrections needed during audit:
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:
Number of Business Licenses issued annually:
Provide financial oversight and administer accounting
functions for all Town funds and accounts.
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 Government and Town Codes.
May 12, 2011 PROPOSED
D - 40
May 12, 2011 PROPOSED
D - 41
Administrative Services Department
CLERK ADMINISTRATION
PROGRAM 2401
PROGRAM PURPOSE
The Clerk Administration Program serves the public by providing information and assistance related to
Town records and elections. Currently, the core services of the program include maintaining key Town
records through the timely indexing of resolutions, ordinances, and agreements; processing board and
commission recruitment applications within established timelines; and assisting in the coordination of
Town-related election activities. The Clerk Program is also responsible for providing targeted centralized
customer service assistance.
BUDGET OVERVIEW
The FY 2011/12 budget for the Clerk Administration Program incorporates changes as part of a
significant restructuring affecting the Administrative Services Department and other departments.
Specifically, the Clerk Administrator position is reduced from 1.0 FTE to .50 FTE and the Deputy Clerk
position is reduced from .70 FTE to .50 FTE. In addition, the .50 FTE Clerk Administrator position is
being combined with the .50 FTE Deputy Town Attorney position reporting to the Town Attorney. This
consolidation of duties recognizes the overlapping responsibilities between these functions. Combining
the positions will achieve efficiencies, allowing the Clerk Administrator position to be reduced by one-
half. The Deputy Clerk position will focus on supporting clerk functions, rather than having broader
customer service responsibilities as is currently the case, and thus this support can be reduced from .70
FTE to .50 FTE.
ACCOMPLISHMENTS
Core Values Accomplishments
Good Governance
Ensure responsive,
accountable and
collaborative
government
• In conjunction with Town Attorney’s Office, Town Manager’s Office, and
other departments, streamlined the contract process to ensure
accountability and achieve efficiency improvements.
May 12, 2011 PROPOSED
D - 42
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
FY 2011/12 KEY PROJECTS
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Licenses and Permits- - - - - -
Intergovernmental Revenues- - - - - -
Service Charges- - - - - -
TOTAL REVENUES-$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits159,871 226,396 178,233 171,874 174,760 110,919
Operating Expenditures20,038 15,734 16,584 18,200 17,000 17,200
Internal Service Charges38,790 41,843 35,578 34,445 34,480 33,659
TOTAL EXPENDITURES218,699$ 283,973$ 230,395$ 224,519$ 226,240$ 161,778$
SUMMARY OF REVENUES AND EXPENDITURES
Core Values Key Projects
Good Governance
Ensure responsive,
accountable and
collaborative
government
Process Improvements
In conjunction with the Town Attorney’s Office, Town Manager’s Office, and
departments, identify and implement actions to streamline public records
request process, commission recruitment and training process, and other
processes associated with Town records and reporting requirements.
May 12, 2011 PROPOSED
D - 43
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
KEY PROGRAM SERVICES
• Provides public notice of Council, Commission, 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 in conformance with the
requirements of the Fair Political Practices Commission
• Preserves and maintains the Town records and legislative history
Full Time Equivalents (FTE)
Authorized2007/082008/092009/102010/112011/12
Town Staff
PositionsFundedFundedFundedFundedFunded
Administrative Programs Mgr.- 0.30 0.30 - - -
Clerk Administrator0.50 0.95 1.00 1.00 1.00 0.50
Deputy Clerk0.50 0.70 0.70 0.70 0.70 0.50
MIS Specialist- 0.25 - - - -
Total Clerk Admin FTEs1.00 2.20 2.00 1.70 1.70 1.00
CLERK ADMINISTRATION STAFFING
May 12, 2011 PROPOSED
D - 44
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
Performance Objectives and Measures
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
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
three business days:
95%95%95%97%97%
1.
a.Percentage of customers satisfied with services:Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
1.Percentage of vacancies filled on an annual basis to
maximize community participation within the Town's
advisory bodies.95%95%
Activity and Workload Highlights
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
Budget
1.170162160N/AN/A
2.817679N/AN/A
3.198200221N/AN/A
4.857276N/AN/A
5.126125125127125
6.161167170160170
7.14131215N/A
8.1,6001,5001350 *1,368N/A
9380350340322N/A
10.18,20019,00012,000 **9,60010,000
11.8229859801,044990
12.32252022N/A
13.*Number of Legislative Records indexed:
Agreements - 224
Resolutions - 121
Recordings - 53
Ordinances - 15
470500
14.Number of advisory bodies seats available:7680
*Combines 3, 4, 8 & 9
* Beginning with 2009/10, decrease in activity is expected to decline due to implementation of revised retention policy.
** Beginning with 2009/10, method for calculating activities has been changed. Decrease from 2009/10 to 2010/11 is due
to decrease in CDD/Finance customers seeking Clerk Administration assistance due to public counter closure.
Provide efficient and effective indexing of key
documents to ensure adequate tracking of and
accessibility to the Town's legislative history.
Provide a satisfactory level of response for customer
counter service.
Number of agreements indexed:
Number of documents recorded:
Number of Legal Notices published within established
timelines:
Number of Fair Political Practices Commission (FPPC)
Form 700:
Number of resolutions indexed:
Number of commission and board recruitments and
appointments processed:
Number of citizen inquiries and requests for information
received and addressed:
Number of residential parking permits processed:
Number of business parking permits processed:
Number of required insurance certificates verified:
Number of bids processed and project files monitored for
final action:
Number of Town records processed for retention:
May 12, 2011 PROPOSED
D - 45
Administrative Services Department
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 expenses, Town-wide organizational costs, Town memberships,
and joint-agency service agreements benefiting the entire Town are also accumulated in the Non-
Departmental Program. Debt service and the related lease payments also flow in and out as non-
departmental expenses in accordance with the bonding structure set up for the Redevelopment Agency’s
1992 and 2002 Certificates of Participation. These pass-through expenses account for almost half of the
annual program expenditures.
BUDGET OVERVIEW
The majority of the Town’s general revenues are accounted for in the Non-Departmental Program.
Current trends in the various tax revenues display signs that the local economy continues to struggle. The
FY 2011/12 proposed General Fund budget assumes very conservative growth trends approximating 0 to
1% per year for most categories of revenue. The budgeted sales taxes for FY 2011/12 are forecasted to
remain relatively low growth, as is property tax, compared to the prior year’s adopted budget based upon
current tax collection data. Economically sensitive and other revenue sources, including Franchise Fees,
Transient Occupancy Tax (TOT), Intergovernmental Revenue, and Charge for Services are expected to
have limited or no growth. Given the Town’s challenging budget situation, proactive efforts are
underway to reduce operating budget costs, retain and protect vital revenue sources, and to align
organizational services with projected revenue streams.
Los Gatos, like all California cities, continues to experience a significant increase in the employer’s share
of its public retirement system contributions, a cost factor that is in large measure immune to employer
control. The current safety (3% at 50) and “miscellaneous” classified (2.5% at 55) employees’ retirement
formulas coupled with past and present negative investment returns in the State of California PERS
pension system have contributed to increases in retirement contributions paid by the Town. Staff
continues to work collaboratively with the Town labor groups through the negotiation process to develop
a 2-tier benefit package to reduce future pension costs.
May 12, 2011 PROPOSED
D - 46
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
Employer rates have nearly doubled for miscellaneous employees and more than doubled for sworn
employees in comparison to rates a few years ago and are anticipated to increase to even higher levels in
the future. In particular, current PERS rates are 39% for public safety employees and 18% for other
employees. Both of these rates are anticipated to dramatically rise in FY 2011/12.
Last, the Non-Departmental budget reflects the addition of a 1.0 FTE Community Outreach Coordinator,
which was reallocated from the Administrative Services Department total FTEs. This position change is
made to focus increased attention on the Town Council’s priorities reflected in the Council’s adopted
2011 – 2013 Strategic Goals. The position will be budgeted in the Non-Departmental Program budget in
recognition that the position’s duties are not specifically attributable to individual departments.
Organizationally, the position will be assigned to the Police Department, Personnel and Community
Services Program. Among the duties assigned to this position are coordination of the volunteer program,
development and maintenance of a community group database, and emergency preparedness outreach.
Non-Departmental expenditures, including special studies, organizational development, training, and
legal and financial services for FY 2011/12 have been reduced. Also included are salary reductions for
the proposed 5-day unpaid furlough scheduled to occur during once during the month of November and
holiday week in December 2011. In spite of the reductions, the Non-Departmental Program will continue
to fund the following within budget constraints:
• $1,200,000 for the lease payment on the Town’s new library building as pledged under the 2010
Certificates of Participation. This payment is also offset by a reimbursement from the Redevelopment
Agency, with a result of no net impact on the Town’s General Fund budget.
• $1,090,000 for the actuarially-required contribution for post-retirement benefit obligations. The
Governmental Accounting Standards Board Statement No. 45 (GASB 45) requires that the Town
accrue an annual expense on its financial statements for the cost of providing post-retirement health
care costs.
• $698,000 for the cost of covering the Town’s portion of retiree medical insurance premiums. The
Town has paid for this expense since the Town became a member of the California Public Employees
Retirement System (PERS) medical plan as it is part of the PERS agreement.
• $679,000 for the lease payment on the Town’s Corporation Yard property as pledged under the 2002
Certificates of Participation. This payment is also fully offset by a reimbursement from the
Redevelopment Agency, with a result of no net impact on the Town’s General Fund budget.
• $252,000 for the lease payment on the Town’s Parking Lot #4 structure as pledged under the 1992
Certificates of Participation. This payment is fully offset by a reimbursement from the
Redevelopment Agency, with a result of no net impact on the Town’s General Fund budget.
• $196,000 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.
• $135,000 for the County’s Tax Administration fee for collecting and processing of the Town’s
assorted tax receipts.
• $100,000 for Town Manager’s Contingency and Productivity Funds to address unforeseen situations
or opportunities that may arise during the fiscal year.
• $60,000 for future balancing strategies to explore service consolidation and restructuring
opportunities.
May 12, 2011 PROPOSED
D - 47
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
• $65,000 for community emergency preparedness education efforts in preparation of a natural or man-
made emergency.
• $52,200 for the Los Gatos Chamber of Commerce contract to provide support for the Chamber’s
information center and implementation the Town’s Leadership Los Gatos program.
• $40,000 for the continued cablecasting of Town Council and Planning Commission meetings by
KCAT. This amount will continue to decrease over the next several years as a result of an agreement
between the Town and KCAT to phase out its prior annual grant funding of $31,000 in exchange for
Public, Educational, and Government Access funding received by the Town from cable providers.
The net operating budget also reflects a transfer of $3,350,000 to the General Fund Appropriated
Reserves (GFAR) for the Capital Improvement Program. This transfer includes $650,000 to support the
Capital Improvement Program (CIP) and $2.7 million for the Creekside Sports Park.
May 12, 2011 PROPOSED
D - 48
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Property Tax7,036,876 7,417,031 7,465,870 7,300,840 7,465,865 7,466,210
VLF Backfill Property Tax2,141,993 2,307,040 2,343,495 2,366,930 2,343,495 2,366,930
Sales & Use Tax9,345,432 8,487,000 8,317,217 8,350,000 8,317,220 9,400,000
Franchise Fees1,659,829 1,698,060 1,699,839 1,931,950 1,699,835 1,716,830
Transient Occupancy Tax1,245,078 966,638 923,783 989,800 923,780 933,020
Licenses & Permits10,800 13,846 2,491 100,000 101,000 102,010
Intergovernmental Revenues207,540 110,099 107,099 111,100 107,095 108,170
Lease Payments930,717 929,239 931,371 2,213,470 1,355,236 2,094,727
Charges for Services636,699 639,203 678,643 687,200 692,375 760,080
Fines & Forfeitures- - - - - -
Interest150,000 150,000 150,000 150,000 150,000 150,000
Other Sources9,838 6,586,858 134,243 300,000 434,242 317,597
Transfers In148,369 437,925 440,326 438,920 463,920 416,920
TOTAL REVENUES23,523,172 29,742,939 23,194,377 24,940,210 24,054,063 25,832,494
EXPENDITURES
Salaries and Benefits246,222 (45,700) (106,160) 230,000 224,300 100,070
Operating Expenditures939,986 1,363,765 1,765,280 2,421,100 1,978,270 2,849,300
Grants and Awards76,277 78,442 116,865 133,200 140,700 65,200
Fixed Assets- - - - - -
Public Buildings & Equip- 529,989 3,116,295 - - -
Debt Service930,718 929,239 931,371 2,213,470 1,355,236 2,094,727
TOTAL EXPENDITURES2,193,203 2,855,735 5,823,651 4,997,770 3,698,506 5,109,297
Transfer out to Bldg Maint- - - - - -
Transfer out to CDBG- - - - - -
Transfer out to GFAR6,339,504 1,916,500 825,000 900,000 900,000 3,350,000
Transfer out to Solid Waste- - - - - -
TOTAL OPERT'G BUDGET$8,532,707$4,772,235$6,648,651$5,897,770$4,598,5068,459,297
SUMMARY of REVENUES & EXPENDITURES
Full Time Equivalents (FTE)
Authorized2007/082008/092009/102010/112011/12
Town Staff
PositionsFundedFundedFundedFundedFunded
Community Outreach Coordinator1.00 - - - - 1.00
Total Clerk Admin FTEs1.00 - - - - 1.00
NON-DEPARTMENTAL STAFFING
May 12, 2011 PROPOSED
D - 49
Administrative Services Department
MANAGEMENT INFORMATION SYSTEMS
FUND 621
FUND PURPOSE
Management Information Systems (MIS) supports 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). Key services include the maintenance, replacement, and upgrade of existing technology,
and the support for new information technology initiatives.
In meeting the organization’s information technology needs, the MIS program strives to achieve the
following goals:
• Continuously enhance and improve customer service
• Maintain and enhance a sound and reliable IT infrastructure
• Use information technology to provide seamless services
• Operate as a team to achieve information technology goals
BUDGET OVERVIEW
The FY 2011/12 budget for MIS recognizes the continued need to identify and invest in information
technology opportunities. Continued investment in information technology is a cost-effective approach to
maintaining, or potentially increasing, service delivery levels in times of fiscal constraints.
The MIS Program receives revenues through charges to General Fund and Special Revenue departmental
programs based on employee category and equipment replacement costs. Service rates are adjusted to
build fund balance capacity for future technology projects. The FY 2011/12 budget reflects an increase
due to change in benefits. Operating expenditures have decreased significantly due to service adjustments
and reductions in available IT Master Plan funding.
May 12, 2011 PROPOSED
D - 50
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
ACCOMPLISHMENTS
Strategic Goals Accomplishments
Good
Governance
Ensure
responsive,
accountable and
collaborative
government
• Expanded use of server virtualization for added efficiency and redundancy.
• New/improved/upgraded systems completed including:
LaserFiche document imaging
SharePoint intranet sites
Sophos Anti Virus
Microsoft Office 2010
Increased internet service bandwidth and redundancy
Additional thin clients added to PPW (in progress)
• Second web cam added for library building (To be completed soon)
• Coplink for investigative searches for PD (Ties RMS data for 4 counties
together)
• Improvements to Police wireless audio video downloads
• Improvements to the Police mobile audio video system such as wireless
microphones and siren modules
• Automatic license plate reader installations for some patrol vehicles
• Relocation of EOC equipment and related configuration changes
May 12, 2011 PROPOSED
D - 51
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
SOURCE OF FUNDS
Beginning Fund Balance
Loan to CIP Police Facility- - - - - -
Undesignated2,085,759 2,124,081 2,175,716 2,210,652 2,210,652 2,282,846
Total Beginning Fund Balance2,085,759 2,124,081 2,175,716 2,210,652 2,210,652 2,282,846
Revenues
Charges for Services945,070 1,036,521 1,002,320 1,003,390 1,019,390 1,001,546
Other Sources6,912 1,000 - - 830
Total Revenues951,982 1,037,521 1,002,320 1,003,390 1,020,220 1,001,546
TOTAL SOURCE OF FUNDS3,037,741$ 3,161,602$ 3,178,036$ 3,214,042$ 3,230,872$ 3,284,392$
USE OF FUNDS
Expenditures
Salaries and Benefits345,128 358,111 387,804 405,736 409,388 431,007
Operating Expenditures501,380 422,505 579,580 508,700 515,438 466,200
Fixed Assets/Special Projects17,211 - - 200,000 - -
Internal Service Charges- - - - 23,200 159,000
Total Expenditures863,719 780,616 967,384 1,114,436 948,026 1,056,207
Operating Transfers
Transfer to GFAR49,941 205,270 - - - -
Transfer to General Fund- - - - - -
Total Operating Transfers49,941 205,270 - - - -
Ending Fund Balance
Loan to CIP - Police Facility- - - - - -
Undesignated2,124,081 2,175,716 2,210,652 2,099,606 2,282,846 2,228,185
Total Ending Fund Balance2,124,081 2,175,716 2,210,652 2,099,606 2,282,846 2,228,185
TOTAL USE OF FUNDS3,037,741$ 3,161,602$ 3,178,036$ 3,214,042$ 3,230,872$ 3,284,392$
STATEMENT OF SOURCE AND USE OF FUNDS
May 12, 2011 PROPOSED
D - 52
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
FY 2011/12 KEY PROJECTS
KEY PROGRAM SERVICES
• Maintenance and upgrades of administrative network system (servers, PCs, notebooks, printers,
hardware, and software)
• Town-wide MIS replacement program purchases
• Customer technical support
• Website management
• Research and planning for new technology solutions
Core Values KEY PROJECTS
Good
Governance
Ensure
responsive,
accountable
and
collaborative
government
Development of IT Master Plan Projects
Continued implementation of selected projects in the IT master plan to enhance
productivity, including e-government improvements, and upgrade of the financial
system servers.
System Upgrades
Replacement of selected computers, notebooks, servers, and printers as part of the
replacement program.
Electronic Document Management System
Continuation and expansion of electronic document management in various departments
to increase efficiency of record retrieval.
Disaster Recovery
Expansion of virtualization of servers to aid in disaster recovery and added efficiency.
Online Services Improvements
Improving efficiency and 24/7 service to the public by completion of improvements for
the online permits and development application, online business license application,
and other online improvements.
May 12, 2011 PROPOSED
D - 53
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
Full Time Equivalent (FTE)
Authorized2007/082008/092009/102010/112011/12
Town Staff
PositionsFundedFundedFundedFundedFunded
MIS Manager1.00 1.00 1.00 1.00 1.00 1.00
Network Administrator1.00 1.00 1.00 1.00 1.00 1.00
IT Technician0.75 0.50 0.75 0.75 0.75 0.75
MIS Specialist- 0.50 - - - -
Assistant Town Manager- - 0.05 - - -
Administrative Programs Mgr.- 0.20 0.20 - - -
Assistant Budget/Finance Director 0.20 - - - - 0.20
Finance Manager- - - 0.20 0.20 -
Total MIS FTEs2.95 3.20 3.00 2.95 2.95 2.95
MANAGEMENT INFORMATION PROGRAM STAFFING
Performance Objectives and Measures
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
Budget
1.
a.Percent of time service requests are resolved within
established guidelines:
80%70%90%90%90%
b.Percent of network availability during normal
business hours:
99%99%99%99%100%
c.Percent of customers rating support as "good" or
"excellent" based on timeliness and quality of service:
Data Not
Available 88%90%96%100%
Activity and Workload Highlights
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Estimated
2011/12
Budget
1.168197200202202
2.2337405353
3.3737373737
4.9001,1001,2001,3891,400
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:
May 12, 2011 PROPOSED
D - 54
May 12, 2011 PROPOSED
D - 55
Administrative Services Department
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 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 maintains fund balance
capacity at approximately two and one-half times the annual operating expense. 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' Comp is
based on actual payroll in the same manner as prior years and there are no program changes from FY
2010/11 to FY 2011/12. Thus, the Workers Compensation budget for FY 2011/12 remains status quo and
the only adjustments in the budget are to address changes in contractual services. Staff is continuing to
coordinate with the Town Attorney's office to evaluate current levels of self-insurance coverage for
liability above $250,000. If a change is made that affects the Town's excess coverage premiums, the
Workers Compensation budget will be adjusted at mid-year for FY 2011/12.
May 12, 2011 PROPOSED
D - 56
ADMINISTRATIVE SERVICES DEPARTMENT
Workers Compensation Fund
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
SOURCE OF FUNDS
Beginning Fund Balance
Loan to CIP - Police Facility- - - - - -
Undesignated2,393,461 2,584,056 2,583,280 2,725,375 2,725,375 2,813,475
Total Beginning Fund Balance
2,393,461 2,584,056 2,583,280 2,725,375 2,725,375 2,813,475
Revenues
Charges for Services660,076 642,328 644,571 675,590 675,590 687,085
Interest Income 50 40 39 -
Other Sources8,392 8,158 4,280 -
Total Revenues
668,518 650,526 648,890 675,590 675,590 687,085
TOTAL SOURCE OF FUNDS3,061,979$ 3,234,582$ 3,232,170$ 3,400,965$ 3,400,965$ 3,500,560$
USE OF FUNDS
Expenditures
Salaries and Benefits52,307 79,041 92,711 84,363 89,940 87,597
Operating Expenditures425,616 572,261 414,084 548,100 497,550 535,500
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
Total Expenditures
477,923 651,302 506,795 632,463 587,490 623,097
Operating Transfers
Transfer to General Fund- - - - - -
Total Operating Transfers
- - - - - -
Ending Fund Balance
Loan to CIP - Police Facility- - - - - -
Undesignated2,584,056 2,583,280 2,725,375 2,768,502 2,813,475 2,877,463
Total Ending Fund Balance
2,584,056 2,583,280 2,725,375 2,768,502 2,813,475 2,877,463
TOTAL USE OF FUNDS3,061,979$ 3,234,582$ 3,232,170$ 3,400,965$ 3,400,965$ 3,500,560$
STATEMENT OF SOURCE AND USE OF FUNDS
May 12, 2011 PROPOSED
D - 57
ADMINISTRATIVE SERVICES DEPARTMENT
Workers Compensation Fund
FY 2011/12 KEY PROJECTS
KEY PROGRAM SERVICES
• Coordinates the Town’s Workers’ Compensation program with 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)
Authorized2007/082008/092009/102010/112011/12
Town Staff PositionsFundedFundedFundedFundedFunded
Human Resources Director0.25 0.20 0.25 0.25 0.25 0.25
Town Attorney0.05 - 0.05 0.05 0.05 0.05
Assistant Town Manager- - 0.05 - - -
Payroll Specialist0.05 - 0.05 0.05 0.05 0.05
Administrative Analyst0.20 0.15 0.20 0.20 0.20 0.20
Total Workers Compensation FTEs0.55 0.35 0.60 0.55 0.55 0.55
WORKERS' COMPENSATION PROGRAM STAFFING
Core Values Key Projects
Good
Governance
Ensure
responsive,
accountable and
collaborative
government
Cost Containment
Minimize Workers’ Compensation program costs through the promotion of safe work
practices and employee wellness programs. Staff continues to coordinate with the
Town’s third party insurance administrator (ABAG) to identify grant and training
opportunities related to safety and injury/illness prevention.
Training
An online training system will be implemented Townwide to streamline and improve
Anti- Harassment and Workplace Violence training.
Program Benefit Programs
Continue to enhance “how-to” information to Town employees on workers’
compensation benefits.
May 12, 2011 PROPOSED
D - 58
May 12, 2011 PROPOSED
D - 59
Administrative Services Department
OFFICE STORES FUND
FUND 622
FUND PURPOSE
Photocopy and printer equipment, postage, and bulk mail expenses 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 continues maintaining approximately 34 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.
KEY PROGRAM SERVICES
• Provide postage and photocopy equipment and supplies for various Town departments
• Monitor service levels and performance of copiers, printers, and postage machines, maintaining and
replacing equipment as needed.
May 12, 2011 PROPOSED
D - 60
ADMINISTRATIVE SERVICES DEPARTMENT
Office Stores Fund
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
SOURCE OF FUNDS
Beginning Fund Balance
Designated- - - - - -
Undesignated241,341 237,927 263,443 256,355 256,355 247,752
Total Beginning Fund Balance241,341 237,927 263,443 256,355 256,355 247,752
Revenues
Charge for Services83,719 123,423 118,463 124,500 118,500 118,500
Other Sources20,802 521 1,135 - 2,300 -
Total Revenues104,521 123,944 119,598 124,500 120,800 118,500
Operating Transfers
Transfers from Equipment- 20,980 - - - -
Total Operating Transfers- 20,980 - - - -
TOTAL SOURCE OF FUNDS345,862$ 382,851$ 383,041$ 380,855$ 377,155$ 366,252$
USE OF FUNDS
Expenditures
Salaries and Benefits- - - - - -
Operating Expenditures107,935 119,408 126,686 143,000 129,403 134,050
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
Total Expenditures107,935 119,408 126,686 143,000 129,403 134,050
Operating Transfers
Transfer to General Fund- - - - - -
Total Operating Transfers- - - - - -
Ending Fund Balance
Designated- - - - - -
Undesignated237,927 263,443 256,355 237,855 247,752 232,202
Total Ending Fund Balance237,927 263,443 256,355 237,855 247,752 232,202
TOTAL USE OF FUNDS345,862$ 382,851$ 383,041$ 380,855$ 377,155$ 366,252$
STATEMENT OF SOURCE AND USE OF FUNDS
May 12, 2011 PROPOSED
D - 61
Administrative Services Department
DOWNTOWN PARKING ASSESSMENT DISTRICT
FUND 721
FUND PURPOSE
On December 5, 1988, the Town issued 25-year Limited Obligation Bonds in the amount of
$1,587,956.29. The net proceeds of the bonds were used to finance several parking improvement
projects, which include: the construction of a surface lot known as Parking Lot No. 3, located in the
block bounded by University and Santa Cruz Avenues, Grays Lane, and Royce Street; construction of
surface Lot No. 4 located in the block bounded by University and Santa Cruz Avenues, Grays Lane, and
Elm Street; reconstruction of an existing traffic island and adjacent street located at the intersection of
East Main Street and Alpine Avenue, known as Parking Lot No. 8; and lastly, fund a portion of the
construction costs of a two-level parking structure, collectively with the Redevelopment Agency’s 1992
Certificate of Participation funding issuance in the amount of $2,960,000.
The bonds are not a financial liability of the Town, and were issued upon and secured by unpaid
assessments on properties within the Downtown Parking Assessment District. Installments of principal
and interest sufficient to meet annual bond debt service are included in the property owner’s regular
county tax bills which represents a pro-rata share of the total principal and interest coming due that year.
The pro-rata shares are based on the percentage of the unpaid assessment against the property relative to
the total unpaid assessments levied to repay the bonds.
Property owners pay their assessments to the county, and the county remits the assessment monies to the
Town. The Town makes semi-annual payments to the Trustee Bank on behalf of the property owners.
Property owners may pay off their assessments to the Town at any time. These prepayments are retained
in this fund (earning interest) and used to make bond payments as they become due.
To provide funds for the payment of the bonds, and interest due as a result of delinquent assessment
installments, the Town is required to establish a special bond reserve equal to 5% of the aggregate
principal amount of the bonds. Interest earnings on the special reserve are retained up to 8% of the
aggregate principal amount of the bonds. This Trust Fund provides for the servicing of this special
reserve, as well as the annual redemption of bonds.
May 12, 2011 PROPOSED
D - 62
ADMINISTRATIVE SERVICES DEPARTMENT
Downtown Parking Assessment District
BUDGET OVERVIEW
The budget for this fund includes the expected assessment receipts and the semi-annual debt service
payments made to the Trustee Bank. Interest expense continues to decrease each year as bonds mature.
The September 2011 bond principal maturity payment of $120,000 will leave an outstanding bond
balance of $260,000.
2007/082008/092009/102010/112010/112011/12
ActualsActualsActualsAdoptedEstimatedAdopted
SOURCE OF FUNDS
Beginning Fund Balance
Designated - - - - - -
Undesignated319,716 331,435 328,060 326,357 326,357 325,037
Total Beginning Fund Balance319,716 331,435 328,060 326,357 326,357 325,037
Revenues
Assessments145,555 136,775 139,685 142,288 142,288 138,030
Interest / Dividends11,780 8,307 4,496 3,800 3,800 3,800
Total Revenues157,335 145,082 144,181 146,088 146,088 141,830
TOTAL SOURCE OF FUNDS477,051$ 476,517$ 472,241$ 472,445$ 472,445$ 466,867$
USE OF FUNDS
Expenditures
Operating Expenditures2,780 2,776 2,954 2,825 2,825 2,825
Debt Service142,836 145,681 142,930 144,583 144,583 145,440
Total Expenditures145,616 148,457 145,884 147,408 147,408 148,265
Operating Transfers
Transfer to - - - - - -
Total Operating Transfers- - - - - -
Ending Fund Balance
Designated - - - - - -
Undesignated331,435 328,060 326,357 325,037 325,037 318,602
Total Ending Fund Balance331,435 328,060 326,357 325,037 325,037 318,602
TOTAL USE OF FUNDS477,051$ 476,517$ 472,241$ 472,445$ 472,445$ 466,867$
STATEMENT OF SOURCE AND USE OF FUNDS
May 12, 2011 PROPOSED
D - 63
ADMINISTRATIVE SERVICES DEPARTMENT
Downtown Parking Assessment District
AnnualSeptemberSeptemberMarchFiscal YearBond
FiscalInterestPrincipalInterestInterestTotal Interest Principal
YearRatePaymentPaymentPaymentPaymentBalance @ YE
Initial Bond Offering at December 5, 1988- 1,587,956
1989/90- 91,127 61,434 152,560 1,587,956
1990/916.25 27,956 61,434 60,560 121,994 1,560,000
1991/926.50 30,000 60,560 59,585 120,145 1,530,000
1992/936.75 30,000 59,585 58,573 118,158 1,500,000
1993/947.00 30,000 58,573 57,523 116,095 1,470,000
1994/957.10 35,000 57,523 56,280 113,803 1,435,000
1995/967.20 35,000 56,280 55,020 111,300 1,400,000
1996/977.30 40,000 55,020 53,560 108,580 1,360,000
1997/987.40 40,000 53,560 52,080 105,640 1,320,000
1998/997.50 45,000 52,080 50,392 102,472 1,275,000
1999/007.60 50,000 50,392 48,493 98,885 1,225,000
2000/017.70 50,000 48,493 46,568 95,060 1,175,000
2001/027.80 55,000 46,568 44,423 90,990 1,120,000
2002/037.80 60,000 44,423 42,083 86,505 1,060,000
2003/047.90 65,000 42,083 39,515 81,598 995,000
2004/057.90 70,000 39,515 36,750 76,265 925,000
2005/067.90 75,000 36,750 33,788 70,538 850,000
2006/077.95 80,000 33,788 30,608 64,395 770,000
2007/087.95 85,000 30,608 27,229 57,836 685,000
2008/097.95 95,000 27,229 23,453 50,681 590,000
2009/107.95 100,000 23,453 19,478 42,930 490,000
2010/117.95 110,000 19,478 15,105 34,583 380,000
2011/127.95 120,000 15,105 10,335 25,440 260,000
2012/137.95 125,000 10,335 5,366 15,701 135,000
2013/147.95 135,000 5,366 - 5,366 -
TOTALS 1,587,956 988,196 926,762 1,914,958
Town of Los Gatos
Limited Obligation Improvement Bonds, Series 88-1
Bond Debt Schedule
May 12, 2011 PROPOSED
D - 64