22 - Admin Services SectionPROPOSED
D - 17
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’s 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 on more complex land use and economic vitality related projects.
The department is also directly responsible for human resources, finance, budgeting, purchasing, labor
relations, management information systems, economic vitality, equipment replacement, workers’
compensation, records management, customer service management, and other administrative support.
BUDGET OVERVIEW
The FY 2012/13 Administrative Services Department revenue reflects a modest increase in business
license revenues due to a reclassification of an internet retail company. Conversely, interest revenue has
decreased as a result of the slow economy. Expenditures were adjusted upward because of the dissolution
of the Los Gatos Redevelopment Agency (RDA). The Economic Vitality Program, which was funded 80
percent by the RDA, is now funded in the Administrative Services Department operating budget; the
remaining 20 percent is funded in the Community Development Department. This increase to the General
Fund was partially offset through the elimination of a vacant Staff Technician position in the Town
Manager’s Office.
PROPOSED
D - 18
ADMINISTRATIVE SERVICES DEPARTMENT
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Other Taxes 1,139,107$ 1,220,802$ 1,136,511$ 1,085,000$ 1,136,510$ 1,286,510$
Intergovernmental Revenues- - - 39,013 35,000 5,052
Service Charges- 152 152 - - -
Interest- 720,512 475,654 567,981 454,812 458,566
Other Revenues- - - 18,760 21,599 18,754
TOTAL REVENUES 1,139,107$ 1,941,466$ 1,612,317$ 1,710,754$ 1,647,921$ 1,768,882$
EXPENDITURES
Salaries and Benefits 1,965,014$ 1,939,610$ 1,869,596$ 2,188,005$ 2,075,082$ 2,252,506$
Operating Expenditures 188,537 232,728 250,240 322,850 287,578 322,850
Grants- - - 110,420 110,420 110,420
Pass Through Accounts- - - 13,754 22,254 19,254
Fixed Assets- - - - - -
Internal Service Charges 188,146 184,348 174,818 192,468 194,224 189,705
TOTAL EXPENDITURES 2,341,697$ 2,356,686$ 2,294,654$ 2,827,497$ 2,689,558$ 2,894,735$
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
PROGRAM
Town Manager's Office 452,185$ 673,498$ 640,189$ 1,031,808$ 949,555$ 1,103,514$
Community Grants- - - 99,090 98,490 111,520
Human Resources 545,066 390,688 384,982 392,698 425,888 400,597
Finance & Admin Services 1,060,473 1,062,106 1,044,287 1,091,714 1,013,676 1,099,055
Clerk Administration 283,973 230,394 225,196 159,920 156,558 160,795
Clerk Services- - - - - -
Tobacco Prevention Initiatives- - - 39,013 22,783 -
Obesity Grant- - - - 9,354 6,000
Pass Through- - - 13,254 13,254 13,254
TOTAL EXPENDITURES 2,341,697$ 2,356,686$ 2,294,654$ 2,827,497$ 2,689,558$ 2,894,735$
DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D - 19
ADMINISTRATIVE SERVICES DEPARTMENT
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
General Fund Positions Funded Funded Funded Funded Funded
Town Manager 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Town Manager 1.00 0.85 1.00 1.00 1.00 1.00
Deputy Town Manager 1.00 - - - 1.00 1.00
Administrative Programs Mgr.- 0.70 - - - -
Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50 0.50
Economic Vitality Manager 0.80 - - - - 0.80
Office Assistant 1.30 - - - - 1.30
Office Clerk- 0.55 0.55 0.55 1.30 -
Staff Technician- - - - 0.70 -
Community Outreach Coordinator 1.00 - - - 1.00 1.00
Human Resources Director 0.75 0.75 0.75 0.75 0.75 0.75
Administrative Analyst 0.80 0.80 0.80 0.80 0.80 0.80
Human Resources Specialist- 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 0.80
Finance Manager- 1.00 0.80 0.80 - -
Accountant/Finance Analyst 1.00 1.40 1.40 1.40 1.00 1.00
Payroll Specialist 0.95 0.95 0.95 0.95 0.95 0.95
Budget Analyst 0.50 - - - 0.50 0.50
Account Technician 1.80 2.40 1.80 1.80 1.80 1.80
Clerk Administrator 0.50 1.00 1.00 1.00 0.50 0.50
Deputy Clerk 0.50 0.70 0.70 0.70 0.50 0.50
Total General Fund FTEs 15.20 13.85 12.50 12.25 15.10 15.20
NON-General Fund FTEs (located in Administrative Services Department programs unless otherwise noted)
Equipment Replacement
Account Technician 0.10 0.10 0.10 0.10 0.10 0.10
Total Equip Replace FTE's 0.10 0.10 0.10 0.10 0.10 0.10
Liability Self-Insurance
Assistant Town Manager- 0.05 - - - -
Account Technician 0.10 0.10 0.10 0.10 0.10 0.10
Total Liability Self-Insurance 0.10 0.15 0.10 0.10 0.10 0.10
DEPARTMENT STAFFING
PROPOSED
D - 20
ADMINISTRATIVE SERVICES DEPARTMENT
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Positions Funded Funded Funded Funded Funded
Workers Compensation
Human Resources Director 0.25 0.25 0.25 0.25 0.25 0.25
Assistant Town Manager- 0.05 - - - -
Payroll Specialist 0.05 0.05 0.05 0.05 0.05 0.05
Administrative Analyst 0.20 0.20 0.20 0.20 0.20 0.20
Total Workers Comp FTEs 0.50 0.55 0.50 0.50 0.50 0.50
Management Information Services
MIS Manager 1.00 1.00 1.00 1.00 1.00 1.00
Network Administrator 1.00 1.00 1.00 1.00 1.00 1.00
IT Technician 0.75 0.75 0.75 0.75 0.75 0.75
Assistant Town Manager- 0.05 - - - -
Administrative Programs Mgr.- 0.20 - - - -
Assistant Budget/Finance Director 0.20 - - - 0.20 0.20
Finance Manager- - 0.20 0.20 - -
Total MIS FTEs 2.95 3.00 2.95 2.95 2.95 2.95
CDBG Program
Staff Technician- - - - 0.05 -
Total CDBG FTEs- - - - 0.05 -
Successor Agency to the Los Gatos RDA
Economic Vitality Manager- 0.80 0.80 0.80 0.80 -
Total SA FTEs- 0.80 0.80 0.80 0.80 -
Total Admin Services FTEs 18.85 18.45 16.95 16.70 19.60 18.85
Temporary Staff
Project Manager 100 256 256 178 178
Intern 75 75 75 75 113
Facility Attendant- - - 100 50
Administrative Analyst 1,000 1,040 1,040 520 520
HR Specialist- - 725 725 725
Mail Room Clerk (Library Dept temps)250 250 250 250 250
Total Annual Hours 1,425 1,621 2,346 1,848 1,836
DEPARTMENT STAFFING
PROPOSED
D - 21
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 2012/13 Town Manager’s Office budget reflects a significant increase in salaries, benefits, and
expenditures due to the dissolution of the Los Gatos Redevelopment Agency and reallocation of funding
for the Economic Vitality Program. It is anticipated that related services, including business recruitment
and retention, and corporate outreach will remain unchanged and accessible to businesses Town-wide.
Marketing activities are likely to decline; however, staff will identify opportunities for no-cost and shared
marketing. Other changes to the Town Manager’s Office include the elimination of a vacant Staff
Technician, which partially offset increased expenses to the General Fund.
As in prior years, the Town Manager’s Office will continue to direct its attention in managing key
priorities as reflected in the 2012-2014 Town Council Strategic Goals.
PROPOSED
D - 22
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
ACCOMPLISHMENTS
Core Values Accomplishments
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
Managed a Market Study, identifying possible commercial uses for the
North 40 project and integrating findings into specific planning
processes.
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Facilitated a Town Council Retreat to identify key values and strategic
goals for FY 2012/13 – FY 2013/14.
Leveraged resources to influence state legislation in partnership with the
Santa Clara County City Managers Association, West Valley
Mayor/Managers Association, and Silicon Valley Economic
Development Alliance.
Provided guidance in the review of current performance measures and
development of new customer satisfaction measures.
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 reductions
to balance the budget.
Facilitated a discussion with the Town Council to prioritize budget
adjustments to balance the FY 2012/13 budget.
Partnered with the Los Gatos Chamber of Commerce and West Valley
Community College to provide training for small business focusing on
social media and green business certification.
Expanded access to alternative marketing venues at the San Jose Airport
and Cinemedia theaters at no cost to the business community.
Coordinated a comprehensive outreach effort to explore a Downtown
Employee Parking Permit Program.
Launched the analysis and discussions necessary to address the land
ownership issues related to parcels behind Los Gatos High School.
Coordinated monthly Mayoral Outreach meetings with the Town’s
business community and hosted an Emerging Business Breakfast for all
new start-up Los Gatos businesses. As a result, identified public-private
partnership opportunities resulting in Town cost savings.
Assisted over 50 businesses to locate, expand, or stay in Los Gatos.
PROPOSED
D - 23
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
ACCOMPLISHMENTS
Core Values Accomplishments
Quality Public
Infrastructure
Maintain the
condition and
availability of
public facilities,
transportation
systems, and other
public infrastructure
Led a Request for Proposal (RFP) process to identify reuse opportunities
for the former Library space.
Led efforts to preserve redevelopment funds to fund the completion of
the new Library and other key infrastructure projects in response to the
dissolution of California Redevelopment Agencies.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Provided oversight for the completion of the new Los Gatos library and
for the grand opening ceremonies and associated events and publications,
and for the launch of the Pageant Grounds renovation.
Provided oversight for Screen on the Green, July 4th, and Leadership Los
Gatos, activities that promote community enrichment and involvement.
Facilitated planning for the celebration of the Town’s 125th anniversary,
the Jubilee Year.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Initiated contracted police service discussion with the City of Monte
Sereno.
Established a Community Outreach Coordinator position to facilitate
neighborhood emergency preparedness efforts.
PROPOSED
D - 24
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Other Taxes-$ -$ -$ -$ -$ -$
Intergovernmental Revenues- - - - - -
Service Charges- - - - - -
Interest- - - - - -
Other Revenues- - - 5,500 5,500 5,500
TOTAL REVENUES-$ -$ -$ 5,500$ 5,500$ 5,500$
EXPENDITURES
Salaries and Benefits 390,640$ 603,294$ 578,033$ 933,081$ 843,290$ 1,001,123$
Operating Expenditures 13,935 16,696 12,746 33,750 28,025 33,750
Grants- - - 12,430 - -
Pass Through Accounts- - - 500 - -
Fixed Assets- - - - - -
Internal Service Charges 47,610 53,508 49,410 68,563 65,810 68,641
TOTAL EXPENDITURES 452,185$ 673,498$ 640,189$ 1,048,324$ 937,125$ 1,103,514$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D - 25
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
FY 2012/13 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
The Town Manager’s Office 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.
Green Business Certification
In partnership with the Parks and Public Works Department, staff will educate
businesses about opportunities to be certified as a “green business,” thus
promoting the Town’s sustainability goals.
Downtown Signage
In partnership with the Community Development Department, staff will address
signage issues in the downtown to ensure consistency with aesthetic guidelines
and to meet the visibility needs of downtown businesses.
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Communication with the Public
The Town Manager’s Office will identify opportunities to expand electronic and
social media communication and outreach efforts via the Town website and other
applicable means.
Community Feedback
The Town Manager’s Office will implement a resident satisfaction survey and
Town-wide point of service surveys via the Town Performance Measure
Program.
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 Town-owned parcels behind Los Gatos High School.
Redevelopment Agency Dissolution
The Town Manager’s Office will provide strategic direction to preserve
redevelopment resources while meeting state-mandated requirements related to
the management of the Oversight Board to the Successor Agency of the Los
Gatos Redevelopment Agency.
PROPOSED
D - 26
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
FY 2012/13 KEY PROJECTS
Core Values KEY PROJECTS
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 Funding
Economic Vitality staff will work with the Los Gatos Chamber of Commerce and
the downtown business community to identify and implement alternative tools for
downtown maintenance and beautification, given the dissolution of the
redevelopment agency.
Regional Economic Vitality
Staff will collaborate with regional organizations to market Silicon Valley as a
business location and to identify funding sources for business retention and
expansion.
Start-Up Assistance
In partnership with West Valley Community College, the Town will create
opportunities for Los Gatos start-up companies to have access to resources to
develop funding strategies and messages, and to have access to venture capital
firms.
Downtown Beautification
The Town Manager’s Office, in partnership with Los Gatos Chamber of
Commerce and downtown business community will explore resources and tools
to meet downtown maintenance and beautification needs in light of the
dissolution of the Los Gatos Redevelopment Agency.
Property Management and Sales
The Town Manager’s Office will continue to explore one-time funding sources
via the potential sale of Town-owned properties.
Quality Public
Infrastructure
Maintain the
condition and
availability of
public facilities,
transportation
systems, and other
public infrastructure
Library Space Re-Use
The Town Manager’s Office will lead the design and construction process to
reprogram the former library space.
Public Infrastructure Funding
The Town Manager’s Office will identify funding alternatives to support future
public infrastructure projects as directed at the 2012 Council Retreat.
PROPOSED
D - 27
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
FY 2012/13 KEY PROJECTS
Core Values KEY PROJECTS
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Agenda Management
Staff will oversee the implementation of a new agenda management system,
which will result in productivity gains.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Senior Services
The Town Manager’s Office will manage the service agreement and lease with
Los Gatos-Saratoga Community Education and Recreation to provide senior
services and recreational programs.
Arts and Culture
The Town Manager’s Office will support the Arts and Culture Commission,
implement the Arts Master Plan, including the downtown banner project, and
provide contract management services to administer the annual Music in the Park
program.
Jubilee Year
Staff will manage the planning and implementation of festivities to celebrate the
Town’s 125th anniversary, known as the “Jubilee Year.”
Pageant Grounds Rededication
The Town Manager’s Office will manage the planning and implementation of
festivities surrounding the rededication of the Pageant Grounds.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Emergency Preparedness
The Town Manager’s Office will facilitate Emergency Public Information Officer
(EPIO) training to ensure effective media and community communication in the
event of a disaster.
Emergency Preparedness Readiness – Resident Survey
The Town Manager’s Office will identify applicable questions in the planned FY
12/13 resident survey to assess the level of emergency preparedness readiness of
Los Gatos residents.
PROPOSED
D - 28
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 the bi-annual Community Grant process
Addresses resident complaints, inquiries, and requests
Provides public information and web management, including preparation of the Annual Report
distributed to all Los Gatos addresses
Monitors proposed state and federal legislation and coordinates response plans with key legislative
organizations
Oversees special projects and new initiatives, particularly during policy development stages
Monitors Town interests in regional issues
PROPOSED
D - 29
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Town Manager 1.00 0.45 1.00 1.00 1.00 1.00
Assistant Town Manager 1.00 0.35 1.00 1.00 1.00 1.00
Deputy Town Manager 1.00 - - - 1.00 1.00
Administrative Programs Mgr.- 0.40 - - - -
Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50 0.50
Office Assistant 1.30 1.30
Office Clerk- 0.55 0.55 0.55 1.30 -
Staff Technician- - - - 0.70 -
Economic Vitality Manager 0.80 - - - - 0.80
Total Manager's Program FTEs 5.60 2.25 3.05 3.05 5.50 5.60
2008/09 2009/10 2010/11 2011/12 2012/13
Temporary Staff Hours Funded Funded Funded Funded Funded
Facility Attendant- - - 100 50
Intern I 75 75 75 75 113
Total Annual Hours 75 75 75 175 163
TOWN MANAGER'S OFFICE STAFFING
PROPOSED
D - 30
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
2008/09 2009/10 2010/11 2011/12 2012/13
Source Actuals Actuals Actuals Estimated Funded
Human Services
Catholic Charities/LTC Ombudsman CDBG 7,680 7,370 7,370 7,370 7,370
Emergency Housing Consortium Town- - - - -
Second Harvest Food Bank CDBG 3,800 4,800 4,800 - -
Live Oak Adult Day Services CDBG 12,980 12,470 12,470 13,094 13,094
Live Oak Sr. Nutrition and Service Town 27,456 26,360 26,360 26,360 26,360
Next Door Solutions Dom. Violence Town 12,000 11,520 11,520 11,520 11,520
Parents Helping Parents Town 1,920 1,840 1,840 1,840 1,840
A Place for Teens Town 14,975 10,950 10,950 10,950 10,950
Support Network Town 4,800 4,600 4,600 4,600 4,600
SJSU Foundation/The Health Place CDBG 8,260 2,410 - - -
SJSU Foundation/The Health Place Town 8,630 13,810 16,220 16,220 16,220
Teen and Family Counseling Center Town 27,050 9,975 1,890 - -
United Way - 211 Funding Town 2,500 2,400 2,400 2,400 2,400
Teen Force Town- - - 5,000 5,000
Santa Clara Family Health Foundation Town- - - 1,100 1,100
Counseling and Support Services for Youth Town- - - 10,000 10,000
Total Human Services Grants 132,051 108,505 100,420 100,454 110,454
Art / Education
Art Docents of Los Gatos Town 4,500 4,260 4,260 4,000 4,000
Festival Theatre Ensemble Town 1,000 900 900 1,000 1,000
Los Gatos Community Concert Town 1,000 1,000 1,000 1,000 1,000
Photographic Guild of Los Gatos Town 1,000 1,000 1,000 1,000 1,000
St. Luke’s/Sunset Concert Series Town 1,000 1,000 1,000 1,000 1,000
Cinecats Town- - - - -
Total Art / Education Grants 8,500 8,160 8,160 8,000 8,000
Community Contributions
Los Gatos Museum Association Town 12,430 12,430 12,430 12,430 12,430
Total Community Contributions 12,430 12,430 12,430 12,430 12,430
CDBG Total CDBG 32,720 27,050 24,640 20,464 20,464
Town's General Fund Total Town 120,261 102,045 96,370 100,420 110,420
Grand Total ALL 152,981$ 129,095$ 121,010$ 120,884$ 130,884$
GRANTS SUMMARY
PROPOSED
D - 31
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Percentage of residents satified or very satisfied
with quality of Town services*:93%93%93%93%93%
b.Percentage of residents rating quality of life as
good or excellent*:97%97%97%97%97%
2.
a.Percentage of Town Council reports available 96
hours prior to Town Council meetings:95%96%98%99%99%
3.
a.Percentage of residents satisfied with the Town's
efforts to inform the community about services and
events*:
85%85%85%85%85%
4.
a.Percentage of residents having contact with a Town
employee satisfied with timeliness of response*:85%85%85%85%85%
b.Percentage of residents having contact with a Town
employee satisfied with courtesy*:90%90%90%90%90%
c.Percentage of residents having contact with a Town
employee satisfied with competency in handling the
issue*:
87%87%87%87%87%
5.
n/a n/a n/a Data Not
Available
Data Not
Available
6.
a.3.7%3.0%3.0%3.0%3.0%
7.
a.Percentage of public art pieces in good to excellent
condition:86%86%86%86%86%
b.Resident satisfaction with Arts and Cultural
opportunities in Los Gatos*:99%99%99%99%99%
8.
a.Percentage of businesses satisfied or very satisfied
with business assistance received:95%95%98%98%98%
b.Percentage of participants in Town sponsored
events who gained knowledge**:n/a n/a n/a Data Not
Available
Data Not
Available
* Customer satisfaction Performance Measures are based on the Town's 2003 survey results.
** Results pending on customer satisfaction survey to be conducted in 2012.
Foster public awareness of municipal programs,
services, and goals.
Provide 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.
Percentage of customers satisfied or very satisfied with
assistance received from the Town Manager's
Office**.
Supplement resources for nonprofit agencies providing
human services and art, cultural, and educational
programming so that 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:
Foster a comprehensive arts environment in Los Gatos
through the support, development, and appreciation of
the arts.
Foster business growth and success to provide jobs
and enhance economic vitality. Ensure efforts are
being made for business attraction, retention, and
promotion.
PROPOSED
D - 32
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
250 227 250 184 180
2.250 249 250 110 150
3.
a.Number of Human Service grants:8 8 8 8 8
b.Number of Arts/Cultural/Educational grants:5 5 5 5 5
c.Number of Community Contribution grants:1 1 1 1 1
4.
120,261$ 102,045$ 96,370$ 100,420$ 110,420$
5.4,439 5,087 5,087 4,500 4,500
6.
6 6 6 6 6
7.
160 160 100***75***100***
8.160 160 200 250 300
9.240 240 50***55***50***
10.185 185 200 300 300
* Customer satisfaction Performance Measures are based on the Town's 2003 survey results.
** Results pending on customer satisfaction survey to be conducted in 2012.
*** Results based on an actual number of attendees for Mayoral Outreach meeting, scheduled workshops and seminars,
and number of businesses receiving direct business liaison support.
Number of attendees at Mayoral Outreach
meetings, and businesses attending workshops
and seminars sponsored by the Town:
Number of businesses receiving general business
liaison assistance:
Number of businesses receiving direct business
liaison attraction and retention support:
Commercial Brokers/Property Owner Outreach
Communications:
Number of community/customer referrals:
Number of Town Council agenda reports
approved:
Number of Art in the Council Chambers
exhibitions installed and curated:
Grant agreements administered:
Number of Los Gatos residents directly served by
Town grant-funded organizations:
Total dollar amount of General Fund grant
agreements administered:
PROPOSED
D - 33
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 preventive 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 minimal changes to the budget for FY 2012/13 as
compared to the prior year. The department will continue to be minimally staffed by two Human
Resources professionals, supplemented by temporary clerical hours throughout the year. Although year-
end expenditures were slightly higher than anticipated due to increased workload, the department
expected to maintain its costs at an even level. As a part of the Administrative Services Department
budget reductions, human resource related expenses in “Non-Departmental” items such as centralized
training and legal support were adjusted.
Due to the “age bubble” and turnover due to retirements, Human Resources (HR) staff will be responsible
during the year for conducting recruitments to fill key positions and assisting with re-organizations
throughout the Town. A number of efficiencies have been put into place to stretch the budget for
recruitment services. These efficiencies include using electronic communications with applicants to
reduce paper and postage costs, renting employment exams rather than developing in-house exams, and
continuing to redesign selection processes to improve outcomes while reducing costs. This has allowed
HR staff to maximize productivity and to meet the demands of the organization under the existing budget.
Where possible, HR staff also maximizes its use of external vendors, databases, and web-based services
to provide information to employees. HR staff also focuses on using technology for benefits
administration and training delivery, and to meet increasing reporting and compliance requirements under
state and federal laws.
PROPOSED
D - 34
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
HR staff will continue to focus its efforts on labor relations, including negotiating union agreements and
working collaboratively with employee groups to contain pension, medical and other benefits costs. An
example of recent activity in benefits cost-containment is the negotiation of a two-tier retirement formula
for all non-sworn employees, which will reduce future pension costs.
ACCOMPLISHMENTS
Core Values Accomplishments
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Successfully completed an extensive promotional recruitment process to
fill vacancies for Police Captain, Sergeant, and Corporal.
Monitored trends that may impact the workforce and developed effective
strategies and tools in managing the transition more effectively.
Successfully implemented a Voluntary Flexible Health Spending
Account, which allocates pre-tax dollars for employees, and a Dependent
Care Flexible Spending Account.
Offered First Aid/CPR training to all employees and supervisors to
recognize and identify the importance of being prepared for an
emergency at any time.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
Implemented budget reduction strategies: through a collaborative
process with the miscellaneous employee groups, negotiated a two-tier
retirement plan to increase the retirement age, change to a three-year final
compensation period, and reduce the pension formula for new hires after
July 1, 2012.
Through collaborative efforts, an agreement with an employee group to
contain benefit costs was approved to include a provision for employees
to begin medical cost-sharing for dependents effective with the 2013
plan.
PROPOSED
D - 35
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Other Taxes-$ -$ -$ -$ -$ -$
Intergovernmental Revenues- - - - - -
Service Charges- - - - - -
Interest- - - - - -
Other Revenues- - - - 2,845 -
TOTAL REVENUES-$ -$ -$ -$ 2,845$ -$
EXPENDITURES
Salaries and Benefits 439,297$ 302,458$ 279,762$ 261,711$ 300,474$ 265,850$
Operating Expenditures 75,596 60,505 76,409 108,100 95,344 108,100
Grants- - - - - -
Pass Through Accounts- - - - - -
Fixed Assets- - - - - -
Internal Service Charges 30,173 27,725 28,811 27,301 30,070 26,647
TOTAL EXPENDITURES 545,066$ 390,688$ 384,982$ 397,112$ 425,888$ 400,597$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D - 36
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
FY 2012/13 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 and will continue in FY 2012/13 include the following:
Core Values KEY PROJECTS
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Strategic Partner / Succession Planning
Continue to operate as a strategic partner with our client departments to develop,
manage, and support initiatives related to attracting, retaining, and developing the
employees necessary to successfully support the vision, goals, and objectives of
the Town.
Administration
Conduct a comprehensive review of all Human Resources policies and
procedures, and update, as needed, to address organizational needs or new
compliance-related matters.
Process Improvement
Staff will focus on streamlining benefit plan administration, improving employee
communication and education efforts, enhancing tools, and employing robust
internal controls and metrics that are in compliance with all applicable state and
federal regulations.
In an effort to increase efficiency, Human Resources will phase in a process of
eliminating paper personnel files for each employee through the Town’s
electronic storage system, LaserFiche. This will help to reduce the amount of
time spent storing and retrieving documents and reduce costs in the printer paper,
files, and supplies needed to keep and distribute records in paper form.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
Cost Containment
Staff will continue to collaborate with employee groups on benefit cost
containment strategies while continuing to provide a wide range of quality,
affordable, and responsive benefit programs that best meet the needs of
employees, retirees, and their dependents. Staff will assist participants to utilize
their plans effectively.
PROPOSED
D - 37
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)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Town Manager - 0.30 - - - -
Assistant Town Manager- 0.40 - - - -
Human Resources Director 0.75 0.75 0.75 0.75 0.75 0.75
Administrative Analyst 0.80 0.80 0.80 0.80 0.80 0.80
Human Resources Specialist- 0.25 0.25 - - -
Total Human Resources FTEs 1.55 2.50 1.80 1.55 1.55 1.55
2008/09 2009/10 2010/11 2011/12 2012/13
Temporary Staff Hours Funded Funded Funded Funded Funded
Project Manager 100 100 100 100 100
HR Specialist 725 725 725
Total Annual Hours 100 100 825 825 825
HUMAN RESOURCES PROGRAM STAFFING
PROPOSED
D - 38
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Percentage of managers rating Human Resources as
good or excellent based on quality of service*:n/a n/a n/a 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:
85%90%87%85%90%
2.
a.Percentage of employees rating benefit program
material, products, and services as good to excellent:60%75%85%85%87%
3.
a.Percentage of employees rating the effectiveness of
training classes as good to excellent:83%90%89%90%91%
b.Percentage of employee evaluations completed by due
date:91%90%86%85%90%
4.
a.Percentage of employees rating safety programs as
good or excellent based on quality, content, and
response:
80%80%89%90%91%
5.
a.Percentage of labor agreements ratified prior to
expiration of existing contracts:100%100%0%50%100%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.175 170 186 215 205
2.16 6 11 18 10
3.1350 900 525 1165 1250
4.12 12 14 20 11
5.50%50%50%47%55%
6.27 30 20 50 25
* Results pending on customer satisfaction survey to be conducted in 2012.
To provide effective and efficient employee relations
support.
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 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.
PROPOSED
D - 39
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 2012/13 budget reflects an adjustment in business license tax revenue due
to increased business activity, improved collections, and the reclassification of business categories.
Business License revenue is based on the anticipated number of licensed businesses and gross receipts
activity. Expenditures remain virtually unchanged, and reflect a slight decrease in salaries and benefits
and internal service charges.
The FY 2012/13 work plan includes a phased implementation of online employee timesheets and business
license applications. The electronic storage of business license applications via LaserFiche will be
expanded. These projects will enhance efficiency in both payroll and business license functions.
PROPOSED
D - 40
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
ACCOMPLISHMENTS
Strategic Goals Accomplishments
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Coordinated a successful FY 2010/11 financial and compliance audit of the
Town and Redevelopment Agency.
Achieved the Government Finance Officers Association’s Certificate of
Achievement for Excellence in Financial Reporting for the Comprehensive
Annual Financial Report (CAFR) for FY 2010/11.
Achieved the GFOA’s Distinguished Budget Presentation Award for the
FY 2011/12 Operating Budget.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
Managed production and on-time adoption of FY 2012/13 Operating
Budget and FY 2012/13 – 2016/17 Capital Improvement Program.
Managed production and adoption of FY 2012/13 Comprehensive Fee
Schedule.
PROPOSED
D - 41
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
FY 2012/13 KEY PROJECTS
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Other Taxes 1,139,107$ 1,220,802$ 1,136,511$ 1,085,000$ 1,136,510$ 1,286,510$
Intergovernmental Revenues- - - - - -
Service Charges- 152 152 - - -
Interest- 720,512 475,654 567,981 454,812 458,566
Other Revenues- - - - - -
TOTAL REVENUES 1,139,107$ 1,941,466$ 1,612,317$ 1,652,981$ 1,591,322$ 1,745,076$
EXPENDITURES
Salaries and Benefits 908,681$ 855,626$ 837,024$ 877,164$ 797,626$ 873,285$
Operating Expenditures 83,272 138,943 145,181 162,700 153,200 162,700
Grants- - - - - -
Pass Through Accounts- - - - - -
Fixed Assets- - - - - -
Internal Service Charges 68,520 67,537 62,082 64,620 62,850 63,070
TOTAL EXPENDITURES 1,060,473$ 1,062,106$ 1,044,287$ 1,104,484$ 1,013,676$ 1,099,055$
SUMMARY OF REVENUES AND EXPENDITURES
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.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
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 idle assets.
Online Timesheets & Business License Applications
Implement online submission and approval of payroll timesheets, through the
existing financial information system. Implementation will be done through a
phased approach.
PROPOSED
D - 42
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
FY 2012/13 KEY PROJECTS
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
Provides Accounts Payable and Payroll disbursement and reporting services; Accounts Receivable
invoicing, revenue collection, and cash reconcilement; 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
Core Values KEY PROJECTS
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Revenue Forecasting Enhancements
Work with community leaders and groups to continue to enhance the Town’s
communication with residents about its long-term financial plan for providing
local government services.
PROPOSED
D - 43
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Town Manager- 0.25 - - - -
Assistant Town Manager- 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 0.80
Finance Manager- 1.00 0.80 0.80 - -
Accountant/Fin Analyst 1.00 1.40 1.40 1.40 1.00 1.00
Payroll Specialist 0.95 0.95 0.95 0.95 0.95 0.95
Budget Analyst 0.50 - - - 0.50 0.50
Account Technician 1.80 2.40 1.80 1.80 1.80 1.80
Total Finance Services FTEs 6.05 7.10 5.95 5.95 6.05 6.05
2008/09 2009/10 2010/11 2011/12 2012/13
Temporary Staff Funded Funded Funded Funded Funded
Project Manager- 156 156 78 78
Administrative Analyst 500 1,040 1,040 520 520
Mail Room Clerk(Library Dept Temps)250 250 250 250 250
Total Annual Hours 750 1,446 1,446 848 848
FINANCE & ADMINISTRATIVE SERVICES PROGRAM STAFFING
PROPOSED
D - 44
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Average rate of return on investments:2.50%1.92%1.21%1.21%1.21%
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%100%100%100%100%
d.Percent of time bank statements reconciled to general
ledger within 30 days of month-end:100%100%100%100%1005%
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
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.12*4 4 4 4
2.0 0 0 0 0
3.9,984 9,339 8,500 8,000 8,500
4.82 82 73 80 80
5.190 188 188 187 188
6.4,035 4,126 4,111 4,100 4,100
* Beginning FY 2009/10, instead of monthly reports staff prepares quarterly investment reports to 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 and Town Codes.
PROPOSED
D - 45
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, boards and commissions, 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.
BUDGET OVERVIEW
The FY 2012/13 budget for the Clerk Administration Program reflects a slight increase in expenditures
due to changes in benefits. The Clerk Administration budget also reflects changes made during the prior
fiscal year as part of a significant restructuring affecting the Administrative Services Department and
other Town departments. This consolidation of duties recognizes the overlapping responsibilities between
these functions. Combining the positions achieved efficiencies.
PROPOSED
D - 46
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
ACCOMPLISHMENTS
Core Values Accomplishments
Good Governance
Ensure responsive,
accountable, and
collaborative
government
The Clerk Department coordinated with the Los Gatos-Monte Sereno
Police Department to distribute voter registration cards to new residents
who purchased homes in Los Gatos.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
The Clerk Department continues to add documents to the LaserFiche
repository. Last year, the Clerk Department completed scanning all of
Town ordinances to date.
The Clerk Department trained members of the Executive Team and the
Community Development Department about how to access LaserFiche
documents.
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Other Taxes-$ -$ -$ -$ -$ -$
Intergovernmental Revenues- - - - - -
Service Charges- - - - - -
Interest- - - - - -
Other Revenues- - - - - -
TOTAL REVENUES-$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits 226,396$ 178,232$ 174,777$ 110,918$ 111,659$ 112,248$
Operating Expenditures 15,734 16,584 15,904 17,200 10,509 17,200
Grants- - - - - -
Pass Through Accounts- - - - - -
Fixed Assets- - - - - -
Internal Service Charges 41,843 35,578 34,515 33,660 34,390 31,347
TOTAL EXPENDITURES 283,973$ 230,394$ 225,196$ 161,778$ 156,558$ 160,795$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D - 47
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
FY 2012/13 KEY PROJECTS
Core Values KEY PROJECTS
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Boards and Commissions Handbook Update
The Town Council has approved a Boards and Commissions Handbook, to be
distributed to each new member of a Town Board, Commission, or Committee.
The handbook must be reviewed for accuracy and updated to reflect current best
practices.
Quality Public
Infrastructure
Maintain the
condition and
availability of
public facilities,
transportation
systems, and other
public infrastructure
Public LaserFiche Accessibility
The Clerk Department makes various public documents available to the public
through the Town’s website. The Clerk Department will continue to add
documents to the repository so that the public can access as many documents as
possible at any time through the website.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Voter Registration
The Clerk Department will make continued efforts to increase the number of
registered voters in the jurisdiction and to increase voter participation. Efforts
will focus on communicating the voter registration deadline and making
registration accessible. Specifically, the Clerk Department will announce
deadlines during a “Did You Know” and may have a voter registration table at
Los Gatos events such as Screen on the Green or the Farmers’ Market.
Voter Registration
In cooperation with the Santa Clara County Registrar of Voters, the Clerk
Department will make manage 2012 Town-related election activities.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
“Clerk in a Box”
The Clerk Department will gather materials to have available for official
purposes in case of emergency or disaster. At times of crisis, it may be necessary
to issue emergency proclamations to declare a disaster or to call emergency Town
meetings to respond to a disaster. The Clerk Department will gather document
templates, stamps, seals, and other necessary items needed to respond to crisis
situations.
PROPOSED
D - 48
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
KEY PROGRAM SERVICES
Provides public notice of Town 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)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Administrative Programs Mgr.- 0.30 - - - -
Clerk Administrator 0.50 1.00 1.00 1.00 0.50 0.50
Deputy Clerk 0.50 0.70 0.70 0.70 0.50 0.50
Total Clerk Admin FTEs 1.00 2.00 1.70 1.70 1.00 1.00
CLERK ADMINISTRATION STAFFING
PROPOSED
D - 49
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
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%97%97%97%
2.
a.Percentage of customers satisfied with services:Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available
3.Percentage of vacancies filled on an annual basis to
maximize community participation within the Town's
advisory bodies.
Data Not
Available
Data Not
Available 95%95%95%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.162 160 N/A 75 75
2.76 79 N/A 74 74
3.200 221 N/A 240 240
4.72 76 N/A 72 72
5.125 125 127 150 150
6.167 170 160 165 165
7.13 12 15 17 17
8.1,500 1,350 *1,368 1,500 1,500
9 350 340 322 350 350
10.19,000 12,000 **9,600 Data Not
Available
Data Not
Available
11.985 980 1,044 N/A N/A
12.25 20 22 N/A N/A
13.Number of Legislative Records indexed***:
Agreements - 224
Resolutions - 121
Recordings - 53
Ordinances - 15
470 475 475
14.Number of advisory bodies seats available:76 71 71
* Beginning with 2009/10, decrease in activity is expected 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.
*** Combines 3, 4, 8 & 9
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 service
related to all Town Clerk counter transactions.
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:
PROPOSED
D - 50
PROPOSED
D - 51
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.
BUDGET OVERVIEW
The majority of the Town’s general revenues are accounted for in the Non-Departmental Program.
Current trends in some tax revenues are beginning to display signs that the local economy is growing
stronger. The FY 2012/13 proposed General Fund budget assumes conservative growth trends of
approximately 1-3% per year for most categories of revenue. The budgeted sales, property, and transient
occupancy taxes for FY 2012/13 are forecast to reflect low to moderate growth, based on current tax
collection data. Other economically sensitive revenue sources, including franchise fees,
intergovernmental revenues, and charges for services are expected to show 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 align organizational services with projected revenue streams.
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. 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 increased retirement contributions paid by the Town. Further, employer rates have nearly
doubled for miscellaneous employees and more than doubled for sworn employees in comparison to rates
a few years ago. Projected PERS rates for FY 2012/13 are 39.3% for public safety employees and 19.6%
for other employees. Fortunately, through the labor negotiation process, two of the Town’s bargaining
groups have agreed to a 2-tier benefit package to reduce future pension costs.
Last, the Non-Departmental budget continues to reflect a 1.0 FTE Community Outreach Coordinator,
which was reallocated from the Administrative Services Department in FY 2011/12, in support of the
Council’s ongoing strategic priority to enhance community outreach and emergency preparedness efforts.
PROPOSED
D - 52
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
Non-Departmental expenditures, including special studies, Town-wide training, and paper production for
the Los Gatos Vista newsletter for FY 2012/13 have been reduced. Also included are salary reductions
for the proposed 5-day unpaid furlough scheduled to occur during the month of November and the
holiday week in December 2012. In spite of the reductions, the Non-Departmental Program will continue
to fund the following within budget constraints:
$1,263,000 for the lease payment on the Town’s new 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.
$1,200,000 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.
$690,000 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 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.
$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.
$132,000 for Santa Clara 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.
$57,500 for future balancing strategies to explore service consolidation and restructuring
opportunities.
$65,000 for community emergency preparedness education efforts in preparation for 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 of the Town’s Leadership Los Gatos program.
$25,000 for the continued cablecasting of Town Council and Planning Commission meetings by
KCAT. This expense will be discontinued by 2015 based on an agreement between the Town and
KCAT to phase out annual grant funding in exchange for Public, Educational, and Government
(PEG) Access funding received by the Town from cable providers.
PROPOSED
D - 53
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
$21,000 for the lease payment for the Town’s Parking Lot #4 structure as pledged under the 1992
Certification of Participation. This last payment will be 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.
The net operating budget also reflects a transfer of $1,900,000 to the General Fund Appropriated
Reserves (GFAR) for the Capital Improvement Program. This transfer includes $700,000 to support the
Capital Improvement Program (CIP) and $1.2 million for the Creekside Sports Park.
PROPOSED
D - 54
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
REVENUES
Property Tax 7,417,032$ 7,465,871$ 7,289,897$ 7,466,210$ 7,435,497$ 8,041,087$
VLF Backfill Property Tax 2,307,040 2,343,495 2,327,053 2,366,930 2,250,320 2,272,820
Sales & Use Tax 8,486,999 8,317,216 9,971,409 9,400,000 8,610,000 7,859,000
Franchise Fees 1,698,060 1,699,839 1,901,605 1,716,830 1,920,610 1,939,820
Other Taxes- - - - - -
Transient Occupancy Tax 966,638 923,783 1,004,659 933,020 1,014,710 1,099,860
Licenses & Permits 13,846 2,491 7,403 102,010 11,710 57,690
Intergovernmental Revenues 110,099 107,099 155,452 108,170 157,000 158,570
Lease Payments 929,239 931,371 1,354,882 2,094,727 2,094,727 1,963,971
Charges for Services 636,708 678,643 700,558 760,080 779,340 235,801
Fines & Forfeitures- - - - - -
Interest 150,000 150,000 150,000 150,000 150,000 150,000
Other Sources 6,589,353 134,243 37,671 317,597 306,974 402,500
TOTAL REVENUES 29,305,014$ 22,754,051$ 24,900,589$ 25,415,574$ 24,730,888$ 24,181,119$
TRANSFERS IN
Transfer from Solid 296,554$ -$ -$ -$ -$ -$
Transfer from Non-Point Source 23,450 - - - - -
Transfer from Black well 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- 131,581 100,645 102,000 102,000 102,000
Transfer from Traffic Mitigations 7,001 3,824 32,190 10,000 11,612 10,000
Transfer from Gas Tax 106,000 106,000 106,000 106,000 106,000 106,000
Transfer from Equip Replacement- 194,000 194,000 194,000 194,000 194,000
Transfer from Worker's Comp. Funds- - - - - 100,000
TOTAL TRANSFERS IN 437,925$ 440,325$ 437,755$ 416,920$ 418,532$ 516,920$
TOTAL REVENUES & TRANSFERS 29,742,939$ 23,194,376$ 25,338,344$ 25,832,494$ 25,149,420$ 24,698,039$
EXPENDITURES
Salaries and Benefits(45,700)$ (106,160)$ 162,938$ 324,054$ 446,230$ 245,237$
Operating Expenditures 1,363,765 1,648,461 2,033,351 2,849,300 2,562,774 2,851,700
Grants 78,442 116,865 133,967 67,200 63,000 67,200
Pass Through Accounts- 116,819 - - - -
Fixed Assets 529,989 3,116,295 - - - -
Charges for Services- - - (359) 5,140 (5,918)
Debt Service 929,239 931,371 1,354,882 2,094,727 2,094,727 1,963,971
TOTAL EXPENDITURES 2,855,735$ 5,823,651$ 3,685,138$ 5,334,922$ 5,171,871$ 5,122,190$
TRANSFERS OUT
Transfers to Bldg Maint-$ -$ -$ -$ -$ -$
Transfers to GFAR 1,916,500 825,000 786,525 3,350,000 1,300,000 1,900,000
Transfers to Solid Waste- - - - - -
TOTAL TRANSFERS OUT 1,916,500$ 825,000$ 786,525$ 3,350,000$ 1,300,000$ 1,900,000$
TOTAL EXPEND'S & TRANSFERS 4,772,235$ 6,648,651$ 4,471,663$ 8,684,922$ 6,471,871$ 7,022,190$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D - 55
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
Full Time Equivalents (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Community Outreach Coordinator 1.00 - - - 1.00 1.00
Total Clerk Admin FTEs 1.00 - - - 1.00 1.00
NON-DEPARTMENTAL STAFFING
PROPOSED
D - 56
PROPOSED
D - 57
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 2012/13 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 2012/13 budget reflects an increase
due to changes in benefits. Operating expenditures have increased significantly due to the need to
accumulate funding for future replacement of departmental information technology equipment and
services.
PROPOSED
D - 58
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
ACCOMPLISHMENTS
Core Values Accomplishments
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Expanded the use of server virtualization for added efficiency and
redundancy.
Completed new, improved, and upgraded systems, including the
following:
Network core switching and routing
LaserFiche document imaging
SharePoint intranet sites
Sophos anti-virus
Increased internet service bandwidth and redundancy
New Library network
Enhanced Police audio video downloads.
PROPOSED
D - 59
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
SOURCES OF FUNDS
Beginning Fund Balance
Designated-$ -$ -$ -$ -$ -$
Undesignated 2,124,082 2,175,718 2,210,653 2,265,503 2,265,503 2,372,368
Total Beginning Fund Balance 2,124,082 2,175,718 2,210,653 2,265,503 2,265,503 2,372,368
Revenues
Service Charge 968,362 920,466 895,364 917,546 914,527 930,673
Other Revenues 69,159 81,853 89,062 84,000 98,000 90,000
Total Revenues 1,037,521 1,002,319 984,426 1,001,546 1,012,527 1,020,673
TOTAL SOURCE OF FUNDS 3,161,603$ 3,178,037$ 3,195,079$ 3,267,049$ 3,278,030$ 3,393,041$
USES OF FUNDS
Expenditures
Salaries and Benefits 358,110$ 387,804$ 409,111$ 431,007$ 432,962$ 437,288$
Operating Expenditures 422,505 579,580 497,265 466,200 472,700 749,200
Fixed Assets- - 23,200 159,000 - 159,000
Internal Service Charges- - - - - -
Total Expenditures 780,615 967,384 929,576 1,056,207 905,662 1,345,488
Transfers Out
Transfer to Grant Funds 205,270 - - - - -
Total Transfers Out 205,270 - - - - -
Total Expenditures & Transfers Out 985,885 967,384 929,576 1,056,207 905,662 1,345,488
Ending Fund Balance
Designated- - - - - -
Undesignated 2,175,718 2,210,653 2,265,503 2,210,842 2,372,368 2,047,553
Total Ending Fund Balance 2,175,718 2,210,653 2,265,503 2,210,842 2,372,368 2,047,553
TOTAL USE OF FUNDS 2,956,333$ 3,178,037$ 3,195,079$ 3,267,049$ 3,278,030$ 3,393,041$
Program 2501
STATEMENT OF SOURCE AND USE OF FUNDS
PROPOSED
D - 60
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
FY 2012/13 KEY PROJECTS
Core Values KEY PROJECTS
Community
Character
Preserve and enhance the
appearance, character,
and environment quality
of the community
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.
Good Governance
Ensure responsive,
accountable, and
collaborative government
System Upgrades
Replacement of selected computers, notebooks, servers, 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
Continuation and expansion of electronic document management in Human
Resources, Parks and Public Works, and other departments to increase efficiency
of record retrieval.
Quality Public
Infrastructure
Maintain the condition
and availability of public
facilities, transportation
systems, and other public
infrastructure
Disaster Recovery
Expansion of virtualization of servers to aid in disaster recovery and added
efficiency.
Civic Enrichment
Foster opportunities for
citizen involvement, and
cultural, recreational, and
individual enrichment
Online Services Improvements
Improving efficiency and 24/7 service to the public by completion of
improvements for the online tree permits and development application, online
business license application, and other online improvements.
Public Safety
Ensure public safety
through proactive
community policing,
effective emergency
response, and
community-wide
emergency preparedness
Police Support Technology
Mobile Audio Video (MAV) system improvements, Mobile Data Computer
(MDC) replacements, Core network routers and switches improvements,
CAD/RMS upgrades and system consolidation with City of Sunnyvale, and
Parking Control vehicle enforcement and camera system improvements.
PROPOSED
D - 61
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
KEY PROGRAM SERVICES
Performs maintenance and upgrades of administrative network system (servers, PCs, notebooks,
printers, hardware, and software)
Makes Town-wide MIS replacement program purchases
Provides customer technical support
Provides website management
Completes research and planning for new technology solutions
Full Time Equivalent (FTE)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
MIS Manager 1.00 1.00 1.00 1.00 1.00 1.00
Network Administrator 1.00 1.00 1.00 1.00 1.00 1.00
IT Technician 0.75 0.75 0.75 0.75 0.75 0.75
Assistant Town Manager- 0.05 - - - -
Administrative Programs Mgr.- 0.20 - - - -
Assistant Budget/Finance Director 0.20 - - - 0.20 0.20
Finance Manager- - 0.20 0.20 - -
Total MIS FTEs 2.95 3.00 2.95 2.95 2.95 2.95
MANAGEMENT INFORMATION PROGRAM STAFFING
Performance Objectives and Measures
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.
a.Percent of time service requests are resolved within
established guidelines:70%90%90%90%90%
b.Percent of network availability during normal
business hours:99%99%99%99%99%
c.Percent of customers rating support as "good" or
"excellent" based on timeliness:88%90%96%92%90%
d.Percent of customers rating support as "good" or
"excellent" based on quality of service:88%90%96%92%90%
Activity and Workload Highlights
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Estimated
2012/13
Budget
1.197 200 202 202 202
2.37 40 53 53 53
3.37 37 37 37 37
4.1,100 1,200 1,389 1400 1400
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:
PROPOSED
D - 62
PROPOSED
D - 63
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 maintain 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’
Compensation is based on actual payroll in the same manner as prior years and there are no changes to the
Workers’ Compensation program or benefits from FY 2011/12 to FY 2012/13. The Workers
Compensation budget for last year reflected a spike in medical costs due to caseload, including a number
of new unavoidable work-related injuries and illnesses, particularly with sworn police personnel. The
increase in medical costs is expected to continue given current state-wide trends and anticipated medical
treatment necessary to treat workplace incidents. Staff continues to monitor the Workers’ Compensation
costs with assistance from outside experts, who advise on prevention measures and caseload management.
PROPOSED
D - 64
ADMINISTRATIVE SERVICES DEPARTMENT
Workers’ Compensation Fund
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
SOURCES OF FUNDS
Beginning Fund Balance
Designated-$ -$ -$ -$ -$ -$
Undesignated 2,584,056 2,583,280 2,725,375 2,809,884 2,809,884 2,716,517
Total Beginning Fund Balance 2,584,056 2,583,280 2,725,375 2,809,884 2,809,884 2,716,517
Revenues
Service Charge 642,328 644,571 655,244 687,045 683,671 659,397
Interest 40 39 18 40 32 32
Other Revenues 8,158 4,280 472 - - -
Total Revenues 650,526 648,890 655,734 687,085 683,703 659,429
TOTAL SOURCE OF FUNDS 3,234,582$ 3,232,170$ 3,381,109$ 3,496,969$ 3,493,587$ 3,375,946$
USES OF FUNDS
Expenditures
Salaries and Benefits 79,041$ 92,711$ 89,585$ 87,597$ 101,020$ 88,627$
Operating Expenditures 572,261 414,084 481,640 535,500 676,050 529,500
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
Total Expenditures 651,302 506,795 571,225 623,097 777,070 618,127
Transfers Out
Transfer to Grant Funds- - - - - -
Transfer to General Fund- - - - - 100,000
Total Transfers Out- - - - - 100,000
Total Expenditures & Transfers Out 651,302 506,795 571,225 623,097 777,070 718,127
Ending Fund Balance
Designated- - - - - -
Undesignated 2,583,280 2,725,375 2,809,884 2,873,872 2,716,517 2,657,819
Total Ending Fund Balance 2,583,280 2,725,375 2,809,884 2,873,872 2,716,517 2,657,819
TOTAL USE OF FUNDS 3,234,582$ 3,232,170$ 3,381,109$ 3,496,969$ 3,493,587$ 3,275,946$
STATEMENT OF SOURCE AND USE OF FUNDS
PROPOSED
D - 65
ADMINISTRATIVE SERVICES DEPARTMENT
Workers’ Compensation Fund
FY 2012/13 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)
Authorized 2008/09 2009/10 2010/11 2011/12 2012/13
Town Staff Positions Funded Funded Funded Funded Funded
Human Resources Director 0.25 0.25 0.25 0.25 0.25 0.25
Town Attorney 0.05 0.05 0.05 0.05 0.05 0.05
Assistant Town Manager- 0.05 - - - -
Payroll Specialist 0.05 0.05 0.05 0.05 0.05 0.05
Administrative Analyst 0.20 0.20 0.20 0.20 0.20 0.20
Total Workers Compensation FTEs 0.55 0.60 0.55 0.55 0.55 0.55
WORKERS' COMPENSATION PROGRAM STAFFING
Core Values Key Projects
Good
Governance
Ensure
responsive,
accountable, and
collaborative
government
Workers’ Compensation Funding Review
Study best practices related to funding and insurance coverage for workers’
compensation programs and recommend changes as needed to align with best
practices.
Safe Driver Policy
Complete implementation of the newly adopted Employee Safe Driver Policy,
including orientation on the policy and driver training.
PROPOSED
D - 66
PROPOSED
D - 67
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 maintains 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
Provides postage and photocopy equipment and supplies for various Town departments
Monitors service levels and performance of copiers, printers, and postage machines, maintaining and
replacing equipment as needed
PROPOSED
D - 68
ADMINISTRATIVE SERVICES DEPARTMENT
Office Stores Fund
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
SOURCES OF FUNDS
Beginning Fund Balance
Designated-$ -$ -$ -$ -$ -$
Undesignated 237,928 263,444 256,356 245,644 245,644 207,894
Total Beginning Fund Balance 237,928 263,444 256,356 245,644 245,644 207,894
Revenues
Service Charge 123,423 118,463 111,063 118,500 111,300 118,500
Interest- - - - - -
Other Revenues 521 1,135 2,478 - - 9,000
Total Revenues 123,944 119,598 113,541 118,500 111,300 127,500
Transfers In
Equipment Replacement Fund 20,980 - - - - -
Total Transfers In 20,980 - - - - -
Total Revenues & Transfers In 144,924 119,598 113,541 118,500 111,300 127,500
TOTAL SOURCE OF FUNDS 382,852$ 383,042$ 369,897$ 364,144$ 356,944$ 335,394$
USES OF FUNDS
Expenditures
Salaries and Benefits-$ -$ -$ -$ -$ -$
Operating Expenditures 119,408 126,686 124,253 134,050 149,050 143,050
Fixed Assets- - - - - -
Internal Service Charges- - - - - -
Total Expenditures 119,408 126,686 124,253 134,050 149,050 143,050
Transfers Out
Transfer to Grant Funds- - - - - -
Total Transfers Out- - - - - -
Total Expenditures & Transfers Out 119,408 126,686 124,253 134,050 149,050 143,050
Ending Fund Balance
Designated- - - - - -
Undesignated 263,444 256,356 245,644 230,094 207,894 192,344
Total Ending Fund Balance 263,444 256,356 245,644 230,094 207,894 192,344
TOTAL USE OF FUNDS 382,852$ 383,042$ 369,897$ 364,144$ 356,944$ 335,394$
STATEMENT OF SOURCE AND USE OF FUNDS
PROPOSED
D - 69
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 funding a portion of the construction
costs of a two-level parking structure on Parking Lot No. 4, collectively with the Redevelopment
Agency’s 1992 Certificate of Participation 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 owners’ regular
county tax bills which represent pro-rata shares 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 Santa Clara 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.
PROPOSED
D - 70
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 2012 bond principal maturity payment of $125,000 will leave an outstanding bond
balance of $135,000.
2008/09 2009/10 2010/11 2011/12 2011/12 2012/13
Actuals Actuals Actuals Adopted Estimated Adopted
SOURCES OF FUNDS
Beginning Fund Balance
Designated-$ -$ -$ -$ -$ -$
Undesignated 331,435 328,060 326,358 324,857 324,857 314,622
Total Beginning Fund Balance 331,435 328,060 326,358 324,857 324,857 314,622
Revenues
Assessments 92,034 101,434 121,625 116,968 116,968 126,326
Interest & Other Charges 53,048 42,748 24,414 24,862 21,062 11,764
Total Revenues 145,082 144,182 146,039 141,830 138,030 138,090
TOTAL SOURCE OF FUNDS 476,517$ 472,242$ 472,397$ 466,687$ 462,887$ 452,712$
USES OF FUNDS
Expenditures
Operating Expenditures 2,776$ 2,954$ 2,957$ 2,825$ 2,825$ 2,825$
Debt Service 145,681 142,930 144,583 145,440 145,440 140,701
Total Expenditures 148,457 145,884 147,540 148,265 148,265 143,526
Transfers Out
Transfer to Grant Funds- - - - - -
Total Transfers Out- - - - - -
Total Expenditures & Transfers Out 148,457 145,884 147,540 148,265 148,265 143,526
Ending Fund Balance
Designated- - - - - -
Undesignated 328,060 326,358 324,857 318,422 314,622 309,186
Total Ending Fund Balance 328,060 326,358 324,857 318,422 314,622 309,186
TOTAL USE OF FUNDS 476,517$ 472,242$ 472,397$ 466,687$ 462,887$ 452,712$
STATEMENT OF SOURCE AND USE OF FUNDS
PROPOSED
D - 71
ADMINISTRATIVE SERVICES DEPARTMENT
Downtown Parking Assessment District
Annual September September March Fiscal Year Bond
Fiscal Interest Principal Interest Interest Total Interest Principal
Year Rate Payment Payment Payment Payment Balance @ YE
Initial Bond Offering at December 5, 1988- 1,587,956
1989/90- 91,127 61,434 152,560 1,587,956
1990/91 6.25 27,956 61,434 60,560 121,994 1,560,000
1991/92 6.50 30,000 60,560 59,585 120,145 1,530,000
1992/93 6.75 30,000 59,585 58,573 118,158 1,500,000
1993/94 7.00 30,000 58,573 57,523 116,095 1,470,000
1994/95 7.10 35,000 57,523 56,280 113,803 1,435,000
1995/96 7.20 35,000 56,280 55,020 111,300 1,400,000
1996/97 7.30 40,000 55,020 53,560 108,580 1,360,000
1997/98 7.40 40,000 53,560 52,080 105,640 1,320,000
1998/99 7.50 45,000 52,080 50,392 102,472 1,275,000
1999/00 7.60 50,000 50,392 48,493 98,885 1,225,000
2000/01 7.70 50,000 48,493 46,568 95,060 1,175,000
2001/02 7.80 55,000 46,568 44,423 90,990 1,120,000
2002/03 7.80 60,000 44,423 42,083 86,505 1,060,000
2003/04 7.90 65,000 42,083 39,515 81,598 995,000
2004/05 7.90 70,000 39,515 36,750 76,265 925,000
2005/06 7.90 75,000 36,750 33,788 70,538 850,000
2006/07 7.95 80,000 33,788 30,608 64,395 770,000
2007/08 7.95 85,000 30,608 27,229 57,836 685,000
2008/09 7.95 95,000 27,229 23,453 50,681 590,000
2009/10 7.95 100,000 23,453 19,478 42,930 490,000
2010/11 7.95 110,000 19,478 15,105 34,583 380,000
2011/12 7.95 120,000 15,105 10,335 25,440 260,000
2012/13 7.95 125,000 10,335 5,366 15,701 135,000
2013/14 7.95 135,000 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
PROPOSED
D - 72