5 - Admin Services Section5/10/2013 PROPOSED
D - 21
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 2013/14 Administrative Services Department revenue reflects a modest increase in business
license revenue as the economy is recovering, as well as a modest increase in interest revenue. The FY
2013/14 Administrative Services Department has undergone several staff reorganizations that have
resulted in an ongoing cost savings of over $100,000. Restructuring has occurred or will occur in the new
fiscal year in the Town Managers Office, Finance Department, Clerk Program, and Human Resources
Department, as discussed in the following individual sections. The restructuring of the positions has
reduced the overall salary and benefit costs for the department while restoring staff capacity to manage
and respond to Council and community priorities and concerns.
5/10/2013 PROPOSED
D - 22
ADMINISTRATIVE SERVICES DEPARTMENT
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Other Taxes1,220,802$ 1,136,511$ 1,077,620$ 1,286,510$ 1,286,510$ 1,361,510$
Intergovernmental Revenues- - 17,539 19,653 15,312 -
Service Charges152 152 31,231 - 100,023 -
Interest720,512 475,654 260,940 458,566 421,656 477,970
Other Revenues- - (12,175) 18,754 32,028 21,254
TOTAL REVENUES1,941,466$ 1,612,317$ 1,375,155$ 1,783,483$ 1,855,529$ 1,860,734$
EXPENDITURES
Salaries and Benefits1,939,610$ 1,869,596$ 2,087,330$ 2,220,599$ 2,132,922$ 2,169,745$
Operating Expenditures232,728 250,240 253,259 322,850 295,957 306,050
Grants- - 107,683 115,420 115,420 93,590
Pass Through Accounts- - 231 28,254 13,254 21,254
Fixed Assets- - - - - -
Internal Service Charges184,348 174,818 192,956 187,800 181,070 178,119
TOTAL EXPENDITURES2,356,686$ 2,294,654$ 2,641,459$ 2,874,923$ 2,738,623$ 2,768,758$
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
PROGRAM
Town Manager's Office673,498$ 640,189$ 986,319$ 1,085,918$ 1,097,666$ 1,026,098$
Community Grants- - 95,253 116,520 115,420 93,590
Human Resources390,688 384,982 402,341 396,067 375,445 390,740
Finance & Admin Services1,062,106 1,044,287 994,896 1,083,903 992,546 1,068,347
Clerk Administration230,394 225,196 143,443 159,608 139,912 168,729
Clerk Services- - - - - -
Tobacco Prevention Initiatives- - 18,808 - - -
Obesity Grant- - 399 19,653 4,380 -
Pass Through- - - 13,254 13,254 21,254
TOTAL EXPENDITURES2,356,686$ 2,294,654$ 2,641,459$ 2,874,923$ 2,738,623$ 2,768,758$
DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
5/10/2013 PROPOSED
D - 23
ADMINISTRATIVE SERVICES DEPARTMENT
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
General FundPositionsFundedFundedFundedFundedFunded
Town Manager1.00 1.00 1.00 1.00 1.00 1.00
Assistant Town Manager1.00 1.00 1.00 1.00 1.00 1.00
Deputy Town Manager- - - 1.00 1.00 -
Assistant to Town Manager1.00 - - - - 1.00
Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50 0.50
Economic Vitality Manager- - - - 0.80 -
Economic Vitality Coordinator0.25 - - - - 0.25
Office Assistant1.28 - - - 1.30 1.28
Office Clerk- 0.55 0.55 1.30 - -
Staff Technician- - - 0.70 - -
Community Outreach Coordinator1.00 - - 1.00 1.00 1.00
Human Resources Director0.75 0.75 0.75 0.75 0.75 0.75
Administrative Analyst0.80 0.80 0.80 0.80 0.80 0.80
Human Resources Specialist0.25 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 Manager0.80 0.80 0.80 - - 0.80
Accountant/Finance Analyst1.00 1.40 1.40 1.00 1.00 1.00
Payroll Specialist0.95 0.95 0.95 0.95 0.95 0.95
Budget Analyst- - - 0.50 0.50 -
Administrative Technician1.90 - - - - 1.90
Account Technician1.25 1.80 1.80 1.80 1.80 1.25
Clerk Administrator0.50 1.00 1.00 0.50 0.50 0.50
Deputy Clerk- 0.70 0.70 0.50 0.50 -
Total General Fund FTEs15.23 12.50 12.25 15.10 15.20 15.23
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 0.10
Total Equip Replace FTE's0.100.10 0.10 0.10 0.10 0.10
Liability Self-Insurance
Account Technician- 0.10 0.10 0.10 0.10 -
Administrative Technician0.10 - - - - 0.10
Total Liability Self-Insurance0.10 0.10 0.10 0.10 0.10 0.10
DEPARTMENT STAFFING
5/10/2013 PROPOSED
D - 24
ADMINISTRATIVE SERVICES DEPARTMENT
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
PositionsFundedFundedFundedFundedFunded
Workers Compensation
Human Resources Director0.25 0.25 0.25 0.25 0.25 0.25
Payroll Specialist0.05 0.05 0.05 0.05 0.05 0.05
Administrative Analyst0.20 0.20 0.20 0.20 0.20 0.20
Total Workers Comp FTEs0.50 0.50 0.50 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 0.75 0.75 0.75 0.75 0.75
Assistant Budget/Finance Director- - - 0.20 0.20 -
Finance Manager 0.20 0.20 0.20 - - 0.20
Total MIS FTEs2.95 2.95 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 - -
Total SA FTEs- 0.80 0.80 0.80 - -
Total Admin Services FTEs18.88 16.95 16.70 19.60 18.85 18.88
Temporary Staff
Project Manager256 256 178 178 -
Intern75 75 75 113 450
Facility Attendant- - 100 50 50
Administrative Analyst1,040 1,040 520 520 620
HR Specialist- 725 725 725 -
Mail Room Clerk (Library Dept temps)250 250 250 250 250
Total Annual Hours1,621 2,346 1,848 1,836 1,370
DEPARTMENT STAFFING
5/10/2013 PROPOSED
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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; provide staff support to the Arts and Culture Commission and the Community
and Senior Services Commission, and facilitate associated projects and services; manage sustainability
programs in partnership with other departments; 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 2013/14 Town Manager’s Office budget reflects a significant decrease in salaries and benefits,
and expenditures due to staff restructuring and reassignment. The Deputy Town Manager position has
been eliminated and redeployed to establish an Assistant to the Town Manager (AtTM) position. The
new AtTM position is the liaison to two commissions, manages associated projects and services, serves
as the Town’s webmaster, manages sustainability programs and undertakes special projects. The full-time
Economic Vitality Manager has been reclassified to a .50 FTE Economic Vitality Coordinator position
(with half of the position funded in the TMO and half in CDD). Due to the reduction in staffing, the
economic vitality program will focus on the priority responsibility of business assistance and will
leverage partnerships with the Chamber of Commerce and Silicon Valley Economic Development
Association to enhance resources available to support the Town’s economic vitality.
Restructuring of the administrative staff in conjunction with the Clerk program has resulted in the
addition of an Administrative Technician (funded half in TMO and half in Clerk) and 1.63 FTE Office
Assistant (funded in TMO and Town Council). These positions provide front counter and phone
customer service, agenda coordination, a wide variety of office support, and direct support for
Commissions, art projects, grant programs, economic vitality activities, sustainability efforts and special
projects. The restructuring of positions has resulted in cost savings for the Town, as well as improved
efficiencies.
5/10/2013 PROPOSED
D - 26
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
As in prior years, the Town Manager’s Office will continue to direct its attention in managing key
priorities as reflected in the 2013-2015 Town Council Strategic Goals.
ACCOMPLISHMENTS
Core Values Accomplishments
Community
Character
Preserve and
enhance the
appearance,
character, and
environmental
quality of the
community
Provided oversight for the development of the Specific Plan for the North
40 to ensure the ultimate development is consistent with the community’s
values and needs.
In partnership with the Town Attorney, provided oversight and direction
for the development of proposed regulations regarding the sale of
firearms in Los Gatos.
Presented the framework to the Council for the development of an
ordinance regulating single-use bags in the Town.
Managed the Town’s participation in a public-private partnership to lease
five electric vehicles at a significantly reduced cost.
Provided oversight for the development of actions to enhance the Town’s
code enforcement to address safety, health, aesthetic and use permit
issues.
Good Governance
Ensure responsive,
accountable, and
collaborative
government
In collaboration with adjacent property owners, the Town Manager’s
Office developed a plan for appropriate land use ownership and
utilization of Town-owned parcels behind Los Gatos High School.
The Town Manager’s Office provided strategic direction to work
collaboratively with the Oversight Board to the Successor Agency of the
Los Gatos Redevelopment Agency, other cities in the County, Santa
Clara County, and State offices to meet state-mandated requirements
related to the dissolution of redevelopment agencies, while protecting
Los Gatos’ enforceable obligations.
The Town Manager’s Office developed a Social Media Policy to guide
the organization’s use of social media as a communication tool for the
public.
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.
Partnered with the Los Gatos Chamber of Commerce to promote
activities to bring visitors to Downtown Los Gatos to shop and dine.
Expanded access to alternative marketing venues at the San Jose Airport
and Cinemedia theaters at no cost to the business community.
Coordinated monthly Mayoral Outreach meetings with the Town’s
business community.
Assisted businesses to locate, expand, or stay in Los Gatos.
5/10/2013 PROPOSED
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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
Provided strategic direction for a discussion with the Town Council to
prioritize capital improvement priorities.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Led negotiations with the Friends of the Los Gatos Library and the
Museums of Los Gatos for use of the former Library space as a retail
used book store and an arts and culture center.
Provided strategic direction for staff facilitating an effort to establish a
Veterans Memorial at the Civic Center.
Managed the celebration of the Town’s 125th anniversary, the Jubilee
Year.
Supported the Arts and Culture Commission in the implementation of the
first phase of the Footbridge Restoration project.
Managed the planning and implementation of the festivities celebrating
the dedication of the newly-renovated Pageant Grounds.
Provided oversight for the opening of the Creekside Sports Park, Screen
on the Green, July 4th, and Leadership Los Gatos, activities that promote
community enrichment and involvement.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Coordinated the development of the Emergency Public Information
Officer (EPIO) team and associated training to ensure effective media
and community communication in the event of a disaster.
5/10/2013 PROPOSED
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ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Other Taxes-$ -$ -$ -$ -$ -$
Intergovernmental Revenues- - - - - -
Service Charges- - 31,187 - 100,000 -
Interest- - - - - -
Other Revenues- - (18,810) 5,500 18,774 -
TOTAL REVENUES-$ -$ 12,377$ 5,500$ 118,774$ -$
EXPENDITURES
Salaries and Benefits603,294$ 578,033$ 876,297$ 984,350$ 996,537$ 933,828$
Operating Expenditures16,696 12,746 30,755 33,750 34,658 28,050
Grants- - 12,430 - - -
Pass Through Accounts- - 231 - - -
Fixed Assets- - - - - -
Internal Service Charges53,508 49,410 66,606 67,818 66,471 64,220
TOTAL EXPENDITURES673,498$ 640,189$ 986,319$ 1,085,918$ 1,097,666$ 1,026,098$
SUMMARY OF REVENUES AND EXPENDITURES
5/10/2013 PROPOSED
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ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
FY 2013/14 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 continue to provide oversight for the
development of the Specific Plan for the North 40 to ensure the ultimate
development is consistent with the community’s values and meets the
community’s needs.
Sustainability
The Town Manager’s Office will develop ordinances regulating single-use bags
and, subsequently, polystyrene containers, and implement a public outreach
program to inform and receive feedback from businesses and residents.
CUP Monitoring and Enforcement
In partnership with the Community Development Department, the Town
Manager’s Office will provide oversight for the implementation of actions to
enhance the Town’s code enforcement of conditional use permit issues.
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Communication with the Public
The Town Manager’s Office will manage the redesign of the Town’s website to
enhance usability and functionality for the public.
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
implement a plan for appropriate land use ownership and utilization of Town-
owned parcels behind Los Gatos High School.
5/10/2013 PROPOSED
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ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
FY 2013/14 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 next year of the 5-year forecast, while minimizing impacts of
municipal services.
Downtown Beautification
Economic Vitality staff will work with the downtown business community to
identify and implement alternative tools for downtown maintenance and
beautification, given the sunsetting of the Parking Assessment District and the
dissolution of the redevelopment agency.
Property 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
Civic Center Facilities
In collaboration with stakeholders, the Town Manager’s Office will coordinate
the development of a plan for use of Civic Center facilities, including the deck,
the stage and outside areas.
5/10/2013 PROPOSED
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ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
FY 2013/14 KEY PROJECTS
Core Values KEY PROJECTS
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Senior Services
The Town Manager’s Office will support the Community and Senior Services
Commission’s effort to identify gaps in services for seniors and youth.
Arts and Culture
The Town Manager’s Office will support the Arts and Culture Commission in the
second phase of the Footbridge Mural project and in the “Cat Walk” project.
The Town Manager’s Office will oversee the capital improvements for the former
library and the ongoing partnerships with the Museums of Los Gatos and the
Friends of the Los Gatos Library in the development of an arts and culture center
in the former library space.
Veterans Memorial
The Town Manager’s Office will provide oversight to staff working with the
Veterans group to establish a Veterans memorial at the Civic Center.
Public Safety
Ensure public safety
through proactive
community
policing, effective
emergency
response, and
community-wide
emergency
preparedness
Silicon Valley Regional Interoperability
In collaboration with the Santa Clara County City Managers Association, the
Town Manager’s Office will provide recommendations to the Council regarding
actions to replace the Town’s equipment to achieve interoperability with other
public safety agencies throughout the region.
5/10/2013 PROPOSED
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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
5/10/2013 PROPOSED
D - 33
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
Town Staff PositionsFundedFundedFundedFundedFunded
Town Manager1.00 1.00 1.00 1.00 1.00 1.00
Assistant Town Manager1.00 1.00 1.00 1.00 1.00 1.00
Deputy Town Manager- - - 1.00 1.00 -
Assistant to Town Manager1.00 - - - - 1.00
Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50 0.50
Office Assistant1.28 1.30 1.28
Office Clerk- 0.55 0.55 1.30 - -
Staff Technician- - - 0.70 - -
Administrative Technician0.50 - - - - 0.50
Economic Vitality Manager- - - - 0.80
Economic Vitality Coordinator0.25 0.25
Total Manager's Program FTEs5.53 3.05 3.05 5.50 5.60 5.53
2009/102010/112011/122012/132013/14
Temporary Staff HoursFundedFundedFundedFundedFunded
Facility Attendant- - 100 50 50
Administrative Analyst - - - - 100
Intern I75 75 75 113 450
Total Annual Hours75 75 175 163 600
TOWN MANAGER'S OFFICE STAFFING
5/10/2013 PROPOSED
D - 34
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
2009/102010/112011/122012/132013/14
Source ActualsActualsActualsEstimatedBudgeted
Human Services
Catholic Charities/LTC OmbudsmanCDBG7,370 7,370 7,370 7,370 -
Emergency Housing ConsortiumTown- - - - -
Second Harvest Food BankCDBG4,800 4,800 - - -
Live Oak Adult Day ServicesCDBG12,470 12,470 13,094 12,988 -
Live Oak Sr. Nutrition and ServiceTown26,360 26,360 26,360 26,360 26,360
Next Door Solutions Dom. ViolenceTown11,520 11,520 11,520 11,520 15,000
LGS Recreation Department Case ManagementTown7,000 7,000
Parents Helping ParentsTown1,840 1,840 1,840 1,840 2,000
A Place for TeensTown10,950 10,950 8,213 - -
Support NetworkTown4,600 4,600 4,600 4,600 6,000
SJSU Foundation/The Health PlaceCDBG2,410 - - - -
SJSU Foundation/The Health PlaceTown13,810 16,220 16,220 16,220 -
Teen and Family Counseling CenterTown9,975 1,890 - - -
United Way - 211 FundingTown2,400 2,400 2,400 2,400 2,400
Teen ForceTown- - 5,000 5,000 -
Santa Clara Family Health FoundationTown- - 1,100 1,100 -
Counseling and Support Services for YouthTown- - 10,000 10,000 15,000
Total Human Services Grants108,505 100,420 97,717 106,398 73,760
Art / Education
Art Docents of Los GatosTown4,260 4,260 4,000 2,000 4,000
Festival Theatre EnsembleTown900 900 1,000 1,000 1,400
Los Gatos Community ConcertTown1,000 1,000 1,000 1,000 1,000
Photographic Guild of Los GatosTown1,000 1,000 1,000 1,000 -
St. Luke’s/Sunset Concert SeriesTown1,000 1,000 1,000 1,000 1,000
CinecatsTown- - - - -
Total Art / Education Grants8,160 8,160 8,000 6,000 7,400
Community Contributions
Los Gatos Museum AssociationTown12,430 12,430 12,430 12,430 -
Arts Allocation12,430
Total Community Contributions12,430 12,430 12,430 12,430 12,430
CDBG TotalCDBG27,050 24,640 20,464 20,358 -
Town's General Fund TotalTown 102,045 96,370 97,683 104,470 93,590
Grand TotalALL 129,095$ 121,010$ 118,147$ 124,828$ 93,590$
5/10/2013 PROPOSED
D - 35
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Performance Objectives and Measures
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
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:96%98%99%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/an/a Data Not
Available
Data Not
Available
Data Not
Available
6.
a.3.0%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%98%98%98%98%
b.Percentage of participants in Town sponsored
events who gained knowledge**:n/an/a Data Not
Available
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.
5/10/2013 PROPOSED
D - 36
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Activity and Workload Highlights
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.
227250184180180
2.249250110150150
3.
a.Number of Human Service grants:88888
b.Number of Arts/Cultural/Educational grants:55554
c.Number of Community Contribution grants:11110
4.
102,045$ 96,370$ 100,420$ 110,420$ $97,394
5.5,087 5,087 4,500 4,500 4,500
6.
66544
7.
160100***75***100***12****
8.16020025030075****
9.24050***55***50***12****
10.18520030030075****
* 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.
****Results reflect a vacancy in Economic Vitality for 6 months of the FY. Results based on last 4 months of the FY.
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:
5/10/2013 PROPOSED
D - 37
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, all
subject to Council direction and approval.
BUDGET OVERVIEW
The Human Resources Program Department budget reflects a minor increase to the budget for FY
2013/14 as compared to last year. There are several key Federal and State changes that include the
Affordable Care Act (ACA), the Public Employee Pension Reform Act (PEPRA) and CalPERS-related
projects that require considerable research, coordination and oversight by Human Resources. As a result
of staffing changes in the Finance Department, .25 FTE hours were transferred from Finance to Human
Resources to provide more timely Human Resources support in benefits and recruitments. As a result of
this funding transfer an existing .25 Human Resources Specialist position is being increased to a .5 FTE
in the FY 2013/14 budget. The .25 FTE position has been vacant for one year and has instead been filled
with temporary hours; however, the increase to .50 FTE will allow the half-time position to be filled on a
regular, year-round basis.
In regard to contributions by Human Resources, HR staff will continue to assist the organization with
succession planning to accelerate learning and growth opportunities at all levels. Human Resources will
also continue to provide technical and practical advice for restructuring and redesigning jobs for
efficiencies when retirements or separations occur in all departments throughout the Town. The Human
Resources Department also intends to begin engaging the bargaining units to collaborate on cost-
containment strategies related to benefit and pension costs.
5/10/2013 PROPOSED
D - 38
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.
Mandated sexual harassment and workplace violence training was
offered to all employees and supervisors to recognize and identify ways
to respond to violent or potentially violent encounters in the office and
field environment.
Expanded public information on the Town website by posting a resource
center for employees to access payroll and HR related documents/forms,
policies and safety & worker’s compensation information.
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
Negotiated a 0% increase with our dental and vision vendors as a cost
containment strategy.
Successfully implemented the two tier retirement plan for new hires after
September 15, 2012 and third tier effective January 1, 2013 for new
members under PEPRA.
5/10/2013 PROPOSED
D - 39
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
FY 2013/14 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 2013/14 include the following:
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Other Taxes-$ -$ -$ -$ -$ -$
Intergovernmental Revenues- - - - - -
Service Charges- - - - - -
Interest- - - - - -
Other Revenues- - 6,635 - - -
TOTAL REVENUES-$ -$ 6,635$ -$ -$ -$
EXPENDITURES
Salaries and Benefits302,458$ 279,762$ 296,258$ 261,605$ 245,378$ 267,262$
Operating Expenditures60,505 76,409 76,648 108,100 104,975 98,100
Grants- - - - - -
Pass Through Accounts- - - - - -
Fixed Assets- - - - - -
Internal Service Charges27,725 28,811 29,435 26,362 25,092 25,378
TOTAL EXPENDITURES390,688$ 384,982$ 402,341$ 396,067$ 375,445$ 390,740$
SUMMARY OF REVENUES AND EXPENDITURES
Core Values KEY PROJECTS
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Strategic Partner / Succession Planning
Indicators reflect potential labor and skill shortages in coming years as
experienced employees choose to retire or separate as hiring continues to increase
in surrounding Bay Area cities. HR will continue to sustain current staffing by
up-skilling current employees to manage a high-performance organization and
continue to acquire key talent from today’s highly competitive labor pool.
Administration
Federal healthcare reform will dramatically change the medical programs by
increasing those eligible for coverage, mandating new design elements, and
increasing the scope of reporting and administrative requirements. HR will
continue to monitor and build on these quality assurance and compliance efforts.
Process Improvement
Staff will continue to assess and make recommendations to streamline plan
administration, improve employee communication and education efforts,
enhancing tools, and employing legal and regulatory compliance and
implementation of ACA and PEPRA.
5/10/2013 PROPOSED
D - 40
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)
Authorized2009/102010/112011/122012/132013/14
Town Staff PositionsFundedFundedFundedFundedFunded
Human Resources Director0.75 0.75 0.75 0.75 0.75 0.75
Administrative Analyst0.80 0.80 0.80 0.80 0.80 0.80
Human Resources Specialist0.25 0.25 - - - 0.25
Total Human Resources FTEs1.80 1.80 1.55 1.55 1.55 1.80
2009/102010/112011/122012/132013/14
Temporary Staff HoursFundedFundedFundedFundedFunded
Project Manager100 100 100 100 -
HR Specialist725 725 725 -
Total Annual Hours100 825 825 825 -
HUMAN RESOURCES PROGRAM STAFFING
5/10/2013 PROPOSED
D - 41
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
Performance Objectives and Measures
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
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 job seekers satisfied with the
quality of information contained in the Town's
job postings.*
Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available 75%
c.Percentage of applicants satisfied with the
communication regarding the status of their
application.*
Data Not
Available
Data Not
Available
Data Not
Available
Data Not
Available 75%
a.Percentage of employees rating benefit program
material, products, and services as good to
excellent:
75%85%85%87%85%
3.
a.Percentage of employees rating the
effectiveness of training classes as good to
excellent:
90%89%90%91%95%
b.Percentage of employee evaluations completed
by due date:90%86%85%90%95%
4.
a.Percentage of employees rating safety programs
as good or excellent based on quality, content,
and response:
80%89%90%91%95%
5.
a.Percentage of labor agreements ratified prior to
expiration of existing contracts:100%0%50%50%100%
Activity and Workload Highlights
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.170186215205225
2.61118108
3.900746116512501100
4.1220201512
5.50%50%47%46%55%
6.3020504240
* Results pending on customer satisfaction survey to be conducted in 2013.
To provide effective and efficient safety programs.
To provide effective and efficient employee
recruitment and retention.
To provide effective and efficient professional
development, training, and organizational
development.
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:
5/10/2013 PROPOSED
D - 42
5/10/2013 PROPOSED
D - 43
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 2013/14 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. The Finance department decreased FTE’s by .15 FTE positions. This reduction in FTE’s is the
result of staffing reclassifications and allocations. The Finance Department eliminated the .50 FTE
budget Analyst position, under filled the Assistant Budget/Finance Director position to a Finance
Manager level, and reclassified an Account technician position to an Administrative Technician. This
change in title is accompanied by a change in duties to include additional support for budget, labor
negotiations, and daily departmental duties. In addition and as a result of these staffing changes, the
Finance Department transferred .25 FTE hours and budget to the Human Resource Department to provide
Human Resources with additional staffing and resources. Finally, the Finance Department also reduced
temporary staff hours by 78 hours as the Department plans to perform treasury services in house rather
than contracting out. Overall, expenditures decreased slightly, reflecting a decrease in salaries and
benefits resulting from staffing changes and a slight decrease in internal service charges.
The FY 2013/14 work plan includes continuing the phased implementation of online employee timesheets
and business license applications. These projects will enhance efficiency in both payroll and business
license functions.
5/10/2013 PROPOSED
D - 44
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
ACCOMPLISHMENTS
Strategic Goals Accomplishments
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Coordinated a successful FY 2011/12 financial and compliance audit of the
Town of Los Gatos.
Achieved the Government Finance Officers Association’s Certificate of
Achievement for Excellence in Financial Reporting for the Comprehensive
Annual Financial Report (CAFR) for FY 2011/12.
Achieved the GFOA’s Distinguished Budget Presentation Award for the
FY 2012/13 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 2013/14 Operating
Budget and FY 2013/14 -2017/18 Capital Improvement Program.
Managed production and adoption of FY 2013/14 Comprehensive Fee
Schedule.
5/10/2013 PROPOSED
D - 45
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
FY 2013/14 KEY PROJECTS
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Other Taxes1,220,802$ 1,136,511$ 1,077,620$ 1,286,510$ 1,286,510$ 1,361,510$
Intergovernmental Revenues- - - - - -
Service Charges152 152 44 - 23 -
Interest720,512 475,654 260,940 458,566 421,656 477,970
Other Revenues- - - - - -
TOTAL REVENUES1,941,466$ 1,612,317$ 1,338,604$ 1,745,076$ 1,708,189$ 1,839,480$
EXPENDITURES
Salaries and Benefits855,626$ 837,024$ 803,051$ 858,876$ 789,898$ 846,898$
Operating Expenditures138,943 145,181 129,339 162,700 144,150 162,700
Grants- - - - - -
Pass Through Accounts- - - - - -
Fixed Assets- - - - - -
Internal Service Charges67,537 62,082 62,506 62,327 58,498 58,749
TOTAL EXPENDITURES1,062,106$ 1,044,287$ 994,896$ 1,083,903$ 992,546$ 1,068,347$
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.
5/10/2013 PROPOSED
D - 46
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
FY 2013/14 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.
5/10/2013 PROPOSED
D - 47
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
Full Time Equivalents (FTE)
Authorized2009/102010/112011/122012/132013/14
Town StaffPositionsFundedFundedFundedFundedFunded
Finance & Admin. Director 1.00 1.00 1.00 1.00 1.00 1.00
Assistant Budget/Finance Director- 0.80 0.80 -
Finance Manager0.80 0.80 0.80 - - 0.80
Accountant/Fin Analyst1.00 1.40 1.40 1.00 1.00 1.00
Payroll Specialist0.95 0.95 0.95 0.95 0.95 0.95
Budget Analyst- - - 0.50 0.50 -
Administrative Technician0.90 - - - - 0.90
Account Technician1.25 1.80 1.80 1.80 1.80 1.25
Total Finance Services FTEs5.90 5.95 5.95 6.05 6.05 5.90
2009/102010/112011/122012/132013/14
Temporary StaffFundedFundedFundedFundedFunded
Project Manager156 156 78 78 -
Administrative Analyst1,040 1,040 520 520 520
Mail Room Clerk(Library Dept Temps)250 250 250 250 250
Total Annual Hours 1,446 1,446 848 848 770
FINANCE & ADMINISTRATIVE SERVICES PROGRAM STAFFING
5/10/2013 PROPOSED
D - 48
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
Performance Objectives and Measures
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.
a.Average rate of return on investments:1.92%1.21%1.09%0.9%0.9%
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.
a.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 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%100%
5.
a.Percentage of Accounts Payable invoices paid
accurately:99%99%99%99%99%
b.Percentage of Payroll checks paid accurately and
on-time:99%99%99%99%99%
Activity and Workload Highlights
2009/10
Actual
2010/11
Actual
2011/12
Actual
2012/13
Estimated
2013/14
Budget
1.44444
2.00000
3.9,3397,8327,6977,7007,700
4.8273757474
5.188188188190190
6.4,1264,1114,2764,3004,300
* Beginning FY 2009/10, instead of monthly reports staff prepares quarterly investment reports to Council.
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.
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.
5/10/2013 PROPOSED
D - 49
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 2013/14 budget for the Clerk Administration Program reflects a slight increase in expenditures
due to staffing and benefits changes. The Clerk Administration budget reflects changes made during FY
2012/13 in conjunction with the Town Manager’s Office, resulting in the replacement of the Deputy Clerk
position with an Administrative Technician (funded half in TMO and half in Clerk). In FY 2013/14, the
staffing model implemented in a prior fiscal year that combined a Deputy Attorney position and a Clerk
Administrator position will be re-evaluated to determine if a different staffing model would better meet
the needs of the Administrative Services Department.
5/10/2013 PROPOSED
D - 50
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
ACCOMPLISHMENTS
Core Values Accomplishments
Good Governance
Ensure responsive,
accountable, and
collaborative
government
The Clerk Department enhanced its website and increased access to
public records by posting information about public records requests and
creating an online portal for people to request documents.
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational and
individual
enrichment
The Clerk Department added documents to the LaserFiche repository so
that documents are electronically accessible to staff and the public.
2009/102010/112011/122012/132012/132013/14
ActualsActualsActualsAdoptedEstimatedAdopted
REVENUES
Other Taxes-$ -$ -$ -$ -$ -$
Intergovernmental Revenues- - - - - -
Service Charges- - - - - -
Interest- - - - - -
Other Revenues- - - - - -
TOTAL REVENUES-$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits178,232$ 174,777$ 100,552$ 111,115$ 96,934$ 121,757$
Operating Expenditures16,584 15,904 9,042 17,200 12,174 17,200
Grants- - - - - -
Pass Through Accounts- - - - - -
Fixed Assets- - - - - -
Internal Service Charges35,578 34,515 33,849 31,293 30,804 29,772
TOTAL EXPENDITURES230,394$ 225,196$ 143,443$ 159,608$ 139,912$ 168,729$
SUMMARY OF REVENUES AND EXPENDITURES
5/10/2013 PROPOSED
D - 51
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
FY 2013/14 KEY PROJECTS
Core Values KEY PROJECTS
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Automated Agenda Delivery
As part of the Town’s continuing efforts to reduce waste, the Clerk Department
and Town Managers Office will research and implement, with Council approval,
automated agenda delivery to Councilmembers. The Clerk Department will
facilitate the transition to automated agendas by researching applications,
surveying implementation strategies by other municipalities and helping to
educate the end users on the new technology.
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.
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.
5/10/2013 PROPOSED
D - 52
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)
Authorized2009/102010/112011/122012/132013/14
Town StaffPositionsFundedFundedFundedFundedFunded
- - - - - -
Clerk Administrator0.50 1.00 1.00 0.50 0.50 0.50
Deputy Clerk- 0.70 0.70 0.50 0.50 -
Administrative Technician0.50 - - - - 0.50
Total Clerk Admin FTEs1.00 1.70 1.70 1.00 1.00 1.00
CLERK ADMINISTRATION STAFFING
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X ꬉ 耀㒅 膉ᚌǑȀ耀 <visio14.opax X ꬉ 聘㒅 膉ᚌǑȀ耀 <word14.opax X 肰㒅 쿠ᚌǑȀ耀 <access14.opal X 脈㒅 쿠ᚌǑȀ耀 <excel14.opal P 腠㒅 쿠ᚌǑȀ耀 <inf14.opalP 膰㒅 ᚌǑȀ耀 <oct.chm aP 舀㒅 ᚌǑȀ耀 <octres.dllX 艐㒅 ᚌǑȀ耀 <office14.opal X ꬠ 芨㒅 ᷱᚌǑȀ耀 <onent14.opal X ꬡ 茀㒅 ᷱᚌǑȀ耀 <outlk14.opal P ꬢ 荘㒅 䔇ᚌǑȀ耀 <ppt14.opalX ꬣ 莨㒅 䔇ᚌǑȀ耀 <proj14.opal P ꬤ 萀㒅 䔇ᚌǑȀ耀 <pub14.opalP ꬥ 葐㒅 氰ᚌǑȀ耀 <spd14.opalP ꬦ 蒠㒅 氰ᚌǑȀ耀 <spw14.opalX 蓰㒅 氰ᚌǑȀ耀 <visio14.opal X ꬨ 蕈㒅 酓ᚌǑȀ耀 <word14.opal H ꬉ 薠㒅 酓ᚌǑȀ耀
<de-de X ꬪ ꬩ 藨㒅 رᚌǑȀ耀 <access14.opal X ꬫ ꬩ 虀㒅 رᚌǑȀ耀 <excel14.opal P ꬬ ꬩ 蚘㒅 رᚌǑȀ耀 <inf14.opalP ꬭ ꬩ 蛨㒅 ⲼᚌǑȀ耀 <oct.chm P ꬮ ꬩ 蜸㒅 ⲼᚌǑȀ耀 <octres.dllX ꬩ 螈㒅 ⲼᚌǑȀ耀 <office14.opal X ꬰ ꬩ 蟠㒅 吲ᚌǑȀ耀 <onent14.opal X ꬱ ꬩ 蠸㒅 吲ᚌǑȀ耀 <outlk14.opal P ꬲ ꬩ 袐㒅 吲ᚌǑȀ耀 <ppt14.opalX ꬳ ꬩ 裠㒅 笵ᚌǑȀ耀 <proj14.opal P ꬴ ꬩ 褸㒅 笵ᚌǑȀ耀 <pub14.opalP ꬵ ꬩ 覈㒅 ꉄᚌǑȀ耀 <spd14.opalP ꬶ ꬩ 觘㒅 ꉄᚌǑȀ耀 <spw14.opalX ꬷ ꬩ 訨㒅 ꉄᚌǑȀ耀 <visio14.opal X ꬸ ꬩ 誀㒅 쥚ᚌǑȀ耀 <word14.opal H ꬩ ꬉ 諘㒅 쥚ᚌǑȀ耀
<en-us X ꬺ ꬹ 謠㒅 ᜱᚌǑȀ耀 <access14.opal X ꬻ ꬹ 譸㒅 䃧ᚌǑȀ耀 <excel14.opal P ꬼ ꬹ 诐㒅 䃧ᚌǑȀ耀 <inf14.opalP ꬽ ꬹ 谠㒅 䃧ᚌǑȀ耀 <oct.chm P ꬾ ꬹ 豰㒅 枰ᚌǑȀ耀 <octres.dllX ꬿ ꬹ 賀㒅 枰ᚌǑȀ耀 <office14.opal X ꭀ ꬹ 贘㒅 輈ᚌǑȀ耀 <onent14.opal X ꭁ ꬹ 走㒅 輈ᚌǑȀ耀 <outlk14.opal P ꭂ ꬹ 跈㒅 輈ᚌǑȀ耀 <ppt14.opalX ꭃ ꬹ 踘㒅 뗉ᚌǑȀ耀 <proj14.opal P ꭄ ꬹ 蹰㒅 뗉ᚌǑȀ耀 <pub14.opalP ꭅ ꬹ 軀㒅 뗉ᚌǑȀ耀 <spd14.opalP ꭆ ꬹ 輐㒅 �ᚌǑȀ耀 <spw14.opalX ꭇ ꬹ 轠㒅 �ᚌǑȀ耀 <visio14.opal X ꭈ ꬹ 退㒅 �ᚌǑȀ耀 <word14.opal H ꬹ ꬉ 遘㒅 ϏᚌǑȀ耀
<es-es X ꭊ ꭉ 邠㒅 倦ᚌǑȀ耀 <access14.opal X ꭋ ꭉ 郸㒅 祭ᚌǑȀ耀 <excel14.opal P ꭌ ꭉ 酐㒅 祭ᚌǑȀ耀 <inf14.opalP ꭍ ꭉ 醠㒅 祭ᚌǑȀ耀 <oct.chm P ꭎ ꭉ 釰㒅 ꂖᚌǑȀ耀 <octres.dllX ꭏ ꭉ 鉀㒅 ꂖᚌǑȀ耀 <office14.opal X ꭐ ꭉ 銘㒅 ꂖᚌǑȀ耀 <onent14.opal X ꭑ ꭉ 鋰㒅 재ᚌǑȀ耀 <outlk14.opal P ꭒ ꭉ 鍈㒅 재ᚌǑȀ耀 <ppt14.opalX ꭓ ꭉ 鎘㒅 재ᚌǑȀ耀 <proj14.opal P ꭔ ꭉ 鏰㒅 ᚌǑȀ耀 <pub14.opalP ꭕ ꭉ 鑀㒅 ᚌǑȀ耀 <spd14.opalP ꭖ ꭉ 钐㒅 ᘎᚌǑȀ耀 <spw14.opalX ꭗ ꭉ 铠㒅 ᘎᚌǑȀ耀 <visio14.opal X ꭘ ꭉ 锸㒅 ᘎᚌǑȀ耀 <word14.opal H ꭉ ꬉ 閐㒅 㫳ᚌǑȀ耀
<fr-fr X ꭚ ꭙ 闘㒅 誄ᚌǑȀ耀 <access14.opal X ꭛ ꭙ 阰㒅 誄ᚌǑȀ耀 <excel14.opal P ꭜ ꭙ 隈㒅 늟ᚌǑȀ耀 <inf14.opalP ꭝ ꭙ 雘㒅 늟ᚌǑȀ耀 <oct.chm P ꭞ ꭙ 霨㒅 늟ᚌǑȀ耀 <octres.dllX ꭟ ꭙ 靸㒅 �ᚌǑȀ耀 <office14.opal X ꭠ ꭙ 韐㒅 �ᚌǑȀ耀 <onent14.opal X ꭡ ꭙ 頨㒅 �ᚌǑȀ耀 <outlk14.opal P ꭢ ꭙ 颀㒅 *ᚌǑȀ耀 <ppt14.opalX ꭣ
X 갉 갇 퀀㒅 ᨰᚌǑȀ耀 <RosebudMUI.msiX 갊 갇 큘㒅 ᨰᚌǑȀ耀 <RosebudMUI.xmlP 갋 갇 킰㒅 䄲ᚌǑȀ耀 <setup.xml X 갇 ꬅ 턀㒅 䄲ᚌǑȀ耀 <Rosebud.en-us P 갍 갌 텘㒅 轓ᚌǑȀ耀 <README.TXTP 갌 ꬅ 톨㒅 뛻ᚌǑȀ耀 <Updates C` ꬅ ꬃ 퇸㒅 �ᚌǑȀ耀 <ProjectPro 2010 X ꬃ ꧸ 퉘㒅 �ᚌǑȀ耀 <Project2010ProX 갏 갎 튰㒅 ⪏ᚌǑȀ耀 <Proofing.msi X 감 갎 팈㒅 勺ᚌǑȀ耀 <Proofing.xml P 갑 갎 퍠㒅 勺ᚌǑȀ耀 <setup.xml P 갓 값 펰㒅 秄ᚌǑȀ耀 <Proof.cab P 갔 값 퐀㒅 ꃵᚌǑȀ耀 <Proof.msi P 강 값 푐㒅 ꃵᚌǑȀ耀 <Proof.xml P 값 갎 풠㒅 ꃵᚌǑȀ耀 <Proof.en P 갗 갖 퓰㒅 ᙨᚌǑȀ耀 <Proof.cab P 갘 갖 핀㒅 ᙨᚌǑȀ耀 <Proof.msi P 같 갖 햐㒅 ᙨᚌǑȀ耀 <Proof.xml P 갖 갎 헠㒅 ᙨᚌǑȀ耀 <Proof.es P 갛 갚 혰㒅 擒ᚌǑȀ耀 <Proof.cab P 개 갚 횀㒅 譡ᚌǑȀ耀 <Proof.msi P 객 갚 훐㒅 譡ᚌǑȀ耀 <Proof.xml P 갚 갎 휠㒅 譡ᚌǑȀ耀 <Proof.fr X 갎 ꧸ 흰㒅 녛ᚌǑȀ耀 <Proofing.en-usP 갟 갞 㒅 ･ᚌǑȀ耀 <config.xmlX 갠 갞 �㒅 ➓ᚌǑȀ耀 <Office64WW.msiX 갡 갞 �㒅 ➓ᚌǑȀ耀 <Office64WW.xmlP 갢 갞 �㒅 丈ᚌǑȀ耀 <ose.exe P 갣 갞 �㒅 丈ᚌǑȀ耀 <osetup.dllX 갤 갞 �㒅 丈ᚌǑȀ耀 <OWOW64WW.cab X 갥 갞 �㒅 璛ᚌǑȀ耀 <PidGenX.dll p 갦 갞 �㒅 璛ᚌǑȀ耀 0<pkeyconfig-office.xrm-ms X 갧 갞 �㒅 璛ᚌǑȀ耀 <ProPlusWW.msi X 갨 갞 �㒅 鶙ᚌǑȀ耀 <ProPlusWW.xml X 갩 갞 �㒅 鶙ᚌǑȀ耀 <ProPsWW.cab X 갪 갞 �㒅 슻ᚌǑȀ耀 <ProPsWW2.cab P 갫 갞 �㒅 슻ᚌǑȀ耀 <setup.xml P 갞 ꧸ �㒅 ᚌǑȀ耀 <ProPlus.WW` 갭 갬 �㒅 㟲ᚌǑȀ耀 <PublisherMUI.msi ` 갮 갬 �㒅 㟲ᚌǑȀ耀 <PublisherMUI.xml P 갯 갬 �㒅 弓ᚌǑȀ耀 <PubLR.cab P 갰 갬 �㒅 弓ᚌǑȀ耀 <setup.xml ` 갬 ꧸ �㒅 弓ᚌǑȀ耀 <Publisher.en-us P 갲 갱 �㒅 퐷ᚌǑȀ耀 <RbudLR.cabX 갳 갱 �㒅 퐷ᚌǑȀ耀 <RosebudMUI.msiX 갴 갱 �㒅 퐷ᚌǑȀ耀 <RosebudMUI.xmlP 갵 갱 �㒅 ＿ᚌǑȀ耀 <setup.xml X 갱 ꧸ �㒅 ＿ᚌǑȀ耀 <Rosebud.en-us P 갷 갶 㒅 灿ᚌǑȀ耀 <README.TXTP 갶 ꧸ 㒅 灿ᚌǑȀ耀 <Updates X 갹 갸 㒅 뾩ᚌǑȀ耀 <autorun.inf 翿P 갺 갸 㒅 뾩ᚌǑȀ耀 <README.HTMP 갻 갸 㒅 ᚌǑȀ耀 <setup.exe X 갽 갼 㒅 ಼ᚌǑȀ耀 <access14.opax X 갾 갼 㒅 ㏖ᚌǑȀ耀 <excel14.opax P 갿 갼 㒅 ㏖ᚌǑȀ耀 <inf14.opaxP 걀 갼 㒅 嫡ᚌǑȀ耀 <oct.dll P 걁 갼 㒅 嫡ᚌǑȀ耀 <octca.dll X 걂 갼 㒅 嫡ᚌǑȀ耀 <office14.opax X 걃 갼 㒅 臯ᚌǑȀ耀 <onent14.opax X 걄 갼 㒅 臯ᚌǑȀ耀 <outlk14.opax P 걅 갼 㒅 臯ᚌǑȀ耀 <ppt14.opaxX 걆 갼 㒅 ꤉ᚌǑȀ耀 <proj14.opax xP 걇 갼 㒅 ꤉ᚌǑȀ耀 <pub14.opaxP 걈 갼 㒅 ꤉ᚌǑȀ耀 <spd14.opaxP 걉 갼 㒅 퀓ᚌǑȀ耀 <spw14.opaxX 걊 갼 㒅 퀓ᚌǑȀ耀 <visio14.opax X 걋 갼 㒅 퀓ᚌǑȀ耀 <word14.opax xX 걍 걌 㒅 ṋᚌǑȀ耀 <access14.opal X 걎 걌 㒅 䕊