3 - Admin Services SectionPROPOSED D - 21 Administrative Services Department DEPARTMENT PURPOSE The T own Manager provides overall management, administration, a nd 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 Adminis tration, 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. T he Administrative Services Department identifies community issues and needs requiring legislative policy decisio ns 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 an d information necessary for responsible decision making; fosters public awareness of municipal programs, services , and goals; r esponds to resident inquiries by explaining Town services and functions; and investigates problem s and provides information and s pecialized assistance on more complex land use and economic vitality related projects . The d epartment is also directly responsible for human resources, finance, community development, budgeting, purchasi ng, labor relations, management information systems, economic vitality , equipment replacement, workers ’ compensation, records management, customer service management, and other administrative support. BUDGET OVERVIEW The FY 201 4 /15 Administrative Services Department revenue reflects increases in property tax, sales tax, Transient Occupancy Tax and Franchise Fee revenues all indicative of the recovering economy. The FY 201 4 /1 5 Administrative Services Department has undergone several staff reorganization s in the Town Managers Office, C lerk Program, and Human Resources Department, as discussed in the following individual sections. The restructuring of the positions will restore staff capacity to manage and respond to Council and comm unity priorities and concerns within the current fiscal environment.
PROPOSED D - 22 ADMINISTRATIVE SERVICES DEPARTMENT 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Other Taxes 1,136,511 $ 1,077,620 $ 1,151,579 $ 1,361,510 $ 1,361,510 $ 1,411,510 $ Intergovernmental Revenues - 17,539 15,312 - - - Service Charges 152 31,231 199,904 - 39 40 Interest 475,654 260,940 (162,532) 477,970 186,000 310,340 Other Revenues - (12,175) 23,657 21,254 20,320 34,644 TOTAL REVENUES 1,612,317 $ 1,375,155 $ 1,227,920 $ 1,860,734 $ 1,567,869 $ 1,756,534 $ EXPENDITURES Salaries and Benefits 1,869,596 $ 2,087,330 $ 2,116,240 $ 2,197,703 $ 2,056,095 $ 2,351,529 $ Operating Expenditures 250,240 253,259 249,338 309,196 262,390 311,350 Grants - 107,683 99,470 106,684 102,830 111,600 Pass Through Accounts - 231 16,380 21,254 - 21,254 Fixed Assets - - - - - - Internal Service Charges 174,818 192,956 182,842 179,193 175,518 181,425 TOTAL EXPENDITURES 2,294,654 $ 2,641,459 $ 2,664,270 $ 2,814,030 $ 2,596,833 $ 2,977,158 $ 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted PROGRAM Town Manager's Office 640,189 $ 986,319 $ 1,094,791 $ 1,026,098 $ 971,734 $ 1,002,502 $ Community Grants - 95,253 99,470 109,830 102,830 111,600 Human Resources 384,982 402,341 359,984 419,772 365,931 502,625 Finance & Admin Services 1,044,287 994,896 955,586 1,068,347 1,006,852 1,164,458 Clerk Administration 225,196 143,443 133,696 168,729 149,486 174,719 Tobacco Prevention Initiatives - 18,808 - - - - Obesity Grant - 399 14,683 - - - Pass Through - - 6,060 21,254 - 21,254 TOTAL EXPENDITURES 2,294,654 $ 2,641,459 $ 2,664,270 $ 2,814,030 $ 2,596,833 $ 2,977,158 $ DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 23 ADMINISTRATIVE SERVICES DEPARTMENT Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 General Fund Funded Funded Funded Funded Funded Town Manager 1.00 1.00 1.00 1.00 1.00 Assistant Town Manager 1.00 1.00 1.00 1.00 - Asst. Town Manager/CDD Director - - - - 0.50 Deputy Town Manager - 1.00 1.00 - - Assistant to Town Manager - - - 1.00 1.00 Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50 Economic Vitality Manager - - 0.80 - - Economic Vitality Coordinator - - - 0.25 0.25 Office Assistant - - 1.30 1.28 1.28 Office Clerk 0.55 1.30 - - - Staff Technician - 0.70 - - - Communications Coordinator - - - - 0.80 Community Outreach Coordinator - 1.00 1.00 1.00 1.00 Human Resources Director 0.75 0.75 0.75 0.75 0.75 Administrative Analyst 0.80 0.80 0.80 0.80 0.80 Human Resources Specialist - - - 0.50 1.00 Finance & Admin. Director 1.00 1.00 1.00 1.00 1.00 Assistant Budget/Finance Director - 0.80 0.80 - - Finance Manager 0.80 - - 0.80 1.00 Accountant/Finance Analyst 1.40 1.00 1.00 1.00 1.00 Payroll Specialist 0.95 0.95 0.95 0.95 0.95 Budget Analyst - 0.50 0.50 - - Administrative Technician - - - 1.90 0.90 Account Technician 1.80 1.80 1.80 1.25 1.25 Clerk Administrator 1.00 0.50 0.50 0.50 1.00 Deputy Clerk 0.70 0.50 0.50 - - Total General Fund FTEs 12.25 15.10 15.20 15.48 15.98 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 Total Equip Replace FTE's 0.10 0.10 0.10 0.10 0.10 Liability Self-Insurance Account Technician 0.10 0.10 0.10 - - Administrative Technician - - - 0.10 0.10 Total Liability Self-Insurance 0.10 0.10 0.10 0.10 0.10 DEPARTMENT STAFFING
PROPOSED D - 24 ADMINISTRATIVE SERVICES DEPARTMENT Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Funded Funded Funded Funded Funded Workers Compensation Human Resources Director 0.25 0.25 0.25 0.25 0.25 Payroll Specialist 0.05 0.05 0.05 0.05 0.05 Administrative Analyst 0.20 0.20 0.20 0.20 0.20 Total Workers Comp FTEs 0.50 0.50 0.50 0.50 0.50 Management Information Services MIS Manager 1.00 1.00 1.00 1.00 1.00 Network Administrator 1.00 1.00 1.00 1.00 1.00 IT Technician 0.75 0.75 0.75 0.75 1.00 Communications Coordinator - - - - 0.20 Assistant Budget/Finance Director - 0.20 0.20 - - Finance Manager 0.20 - - 0.20 - Total MIS FTEs 2.95 2.95 2.95 2.95 3.20 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 - - - Total SA FTEs 0.80 0.80 - - - Total Admin Services FTEs 16.70 19.60 18.85 19.13 19.88 Temporary Staff Project Manager 256 178 178 - - Intern 75 75 113 450 450 Facility Attendant - 100 50 50 50 Administrative Analyst 1,040 520 520 620 620 HR Specialist 725 725 725 - - Mail Room Clerk (Library Dept temp 250 250 250 250 250 Total Annual Hours 2,346 1,848 1,836 1,370 1,370 DEPARTMENT STAFFING
PROPOSED D - 25 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 lea dership for Town departments, programs, and services to ensure the community receives a high level of ser vice; oversee the Town Council a genda process to provide comprehensive information and analysis to the Town Council in a timely manner; provide direct supervision of the Community Development Department; 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 Comm ission, and facilitate associated projects and services; fo ster 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 201 4 /15 Town Manager’s Office budget reflects a decrease in salaries and benefits, due to staff restructuring and reassignment . The Assistant Town Manager position has been consolidated in to a new Assistant Town Manager/Community Development Director position (ATM/CDD) to strengthen the linkage between the Town Manager’s Office and land use issues. Half of this new ATM/CDD position will be charged to the Town Manager’s office with the remainin g half allocated to the Community Development Department. Savings from this consolidation will be redeployed to fund a priori ty position, increasing t he .5 FTE Administrative Technician to a full -time Administrative Analyst who will be serving as the Town ’s communications coordinator, managing community, web and social media communications. In addition, the Communications Coordinator will assume the role of webmaster and therefore .20 FTE of the Communications Coordinator position will be charged to the Managem ent Information Systems program to support these duties. The addition of this position will help to achieve two Council Strategic goals regarding increasing communication with the community and increasing availability of online services. Finally, the .50 FTE Economic Vitality Coordinator position, assigned to the Town Manager’s Office, has been reclassified to a .625 FTE position. This position will remain funded at .25 FTE in the Town Manager’s Office and .375 FTE in the Community Development De partment.
PROPOSED D - 26 ADMINISTRATIVE SERVICES DEPARTMENT Town Manager’s Office Restructuring of the administrative staff in conjunction with the Cler k program has resulted in a .20 FTE reduction to the Town Manager’s Office staff along with a cost savings for the Town and improved efficiencies. As in prior years, the Town Manager’s Office will continue to direct its attention in managing key priorities as reflected in the 201 4 -201 6 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 Council discussions on Community Benefit and Planned Development policies and practices. • Drafted and implemented an ordinance regulating single -use bags in the Town; conducted public and business outreach. • Provided framework leadi ng to Council direction for adoption of an ordinance regulating the use of leaf blowers in the Town. • Provided oversight for the development of AHOZ sites as required by the Housing Element and consistent with community values and needs. • Facilitated Counc il review of and revisions to the role of the Architectural Consultant. Good Governance Ensure responsive, accountable, and collaborative government • 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. • Developed a Social Media Policy to guide the organization’s use of social media as a communication tool for the public. • Managed the redesign of the Town’s website to provide timely, easy access to important information and services for the pu blic. 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 restoration of priority core services. • Partnered with the Los Gatos Chamber of Commerce to promote activities to bring visitors to Downtown Los Gatos to shop and dine. • Coordinated monthly Mayoral Outreach meetings with the Town’s business community. • Implemented the Open Counter application on the website, streamlining the business permitting and license process. • Assisted business to locate, expand, or stay in Los Gatos.
PROPOSED D - 27 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 • Finalized 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. Civic Enrichment Foster opportunities for citizen involvement, and cultural, recreational, and individual enrichment • Provided strategic direction for staff facilitating an effort to establish a Veterans Memorial at the Civic Center. • Supported the Arts and Culture Commission in the implementation of the second phase of the Footbridge Restoration project. • Supported the Arts and Culture Commission in the release of a Request for Propo sals for the Cat Walk Art Installation, the artist selection process and the installation of 10 sculptured cats along N. Santa Cruz Avenue. • Provided oversight for the Screen on the Green, July 4 th , and Leadership Los Gatos, activities that promote communit y enrichment and involvement. • Supported the Community and Senior Services Commission in the coordination and implementation of a senior services needs assessment. Public Safety Ensure public safety through proactive community policing, effective emergency response, and community -wide emergency preparedness • Coordinated the update of the Town’s Emergency Operations Plan and participation in County -led training programs and exercises. • In partnership with the Town Attorney, provided oversight and direction for processing the first application for the sales of firearms under the Town’s newly -adopted ordinance.
PROPOSED D - 28 ADMINISTRATIVE SERVICES DEPARTMENT Town Manager’s Office 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Other Taxes -$ -$ -$ -$ -$ -$ Intergovernmental Revenues - - - - - - Service Charges - 31,187 199,868 - - - Interest - - - - - - Other Revenues - (18,810) 17,377 - 13,126 13,390 TOTAL REVENUES -$ 12,377 $ 217,245 $ -$ 13,126 $ 13,390 $ EXPENDITURES Salaries and Benefits 578,033 $ 876,297 $ 995,334 $ 933,828 $ 880,256 $ 905,814 $ Operating Expenditures 12,746 30,755 30,432 28,050 28,698 28,050 Grants - 12,430 - - - - Pass Through Accounts - 231 18 - - - Fixed Assets - - - - - - Internal Service Charges 49,410 66,606 69,007 64,220 62,780 68,638 TOTAL EXPENDITURES 640,189 $ 986,319 $ 1,094,791 $ 1,026,098 $ 971,734 $ 1,002,502 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 29 ADMINISTRATIVE SERVICES DEPARTMENT Town Manager’s Office FY 2014/2015 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 leaf blowers and, subsequently, polystyrene containers and implement a public outreach program to inform businesses and residents. CUP Monitoring and Enforcement In partnership with the Community Development Dep artment, 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 optimize the use of the Town’s website and other communication tools to enhance the availability and transparency of information and services for the public. Technology Priority Plan In collaboration with all departments, the Town Manager’s Office will finalize a Technology Priority Plan and implement high priority projects to enhance productivity and customer service.
PROPOSED D - 30 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 provide oversight on efforts to identify and implement employee benefit cost containment measures to address long -term fiscal structural issues. Downtown Beautification Economic Vitality staff will facilitate privately -led efforts of downtown property owners and businesses to address options for enhancing the Downtown parking supply. Property Sales The Town Manager’s Office will oversee research, analysis, and negotia tions regarding the potential sale or lease of Town -owned properties. Quality Public Infrastructure Maintain the condition and availability of public facilities, transportation systems, and other public infrastructure School Traffic and Parking The Town Man a ger’s Office will convene meetings with school and elected officials to discuss options for addressing traffic and parking issues around school facilities.
PROPOSED D - 31 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 options to address gaps in services for seniors. Civic Center Facilities In collaboration with stakeholders, the Town Manger’s Office will coordinate the development of a plan for use of Civic Center facilities, including the deck, the stage and outside areas. Arts and Culture The Town Manager’s Office will support the Arts and Culture Commission in the third phase of the Footbridge Mural project and the installation of the “Cat Walk” project. Cultural Center 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 t he 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 City Managers Association, the Town Manager’s Office will provide recommendations to the Counci l regarding actions to migrate to regional communications and interoperability with other public safety agencies throughout the region. Monte Sereno Police Services Contract The Town Manager’s Office will support the Town Council in communications with the City of Monte Sereno regarding updating the police services contract to reflect needs, costs, and resources.
PROPOSED D - 32 ADMINISTRATIVE SERVICES DEPARTMENT Town Manager’s Office KEY PROGRAM SERVICES • Provides staff support to the Mayor and Town Council • Provides administrative dire ction and leadership over Town d epartments, programs, and services • Oversees the Town’s organizational and fiscal management efforts and program development and evaluation processes • Coordinates the preparation of the annu al Operating and Capital Budget s • Oversees and administers the Economic Vitality program • Oversees the Town Council agenda process • Provides c entralize d customer service through telephone and counter assistance • Provides staff support to the Community and Seni or 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 & A rts for Music in the Park • Manages the bi -annual Community Grant process • Addresses resident complaints, inquiries, and requests • Provide s 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 plan s with key legislative organizations • Oversees special projects and new initiatives, particularly during policy development stages • Monitors Town interests in regional issues
PROPOSED D - 33 ADMINISTRATIVE SERVICES DEPARTMENT Town Manager’s Office Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Town Manager 1.00 1.00 1.00 1.00 1.00 Assistant Town Manager 1.00 1.00 1.00 1.00 - Asst. Town Manager/CDD Director - - - - 0.50 Deputy Town Manager - 1.00 1.00 - - Assistant to Town Manager - - - 1.00 1.00 Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50 Office Assistant 1.30 1.28 1.28 Office Clerk 0.55 1.30 - - - Staff Technician - 0.70 - - - Communications Coordinator - - - - 0.80 Administrative Technician - - - 0.50 - Economic Vitality Manager - - 0.80 - Economic Vitality Coordinator - - 0.25 0.25 Total Manager's Program FTEs 3.05 5.50 5.60 5.53 5.33 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Facility Attendant - 100 50 50 50 Administrative Analyst - - - 100 100 Intern I 75 75 113 450 450 Total Annual Hours 75 175 163 600 600 TOWN MANAGER'S OFFICE STAFFING
PROPOSED D - 34 ADMINISTRATIVE SERVICES DEPARTMENT Town Manager’s Office 2010/11 2011/12 2012/13 2013/14 2014/15 Source Actuals Actuals Actuals Estimated Budgeted Human Services Catholic Charities/LTC Ombudsman CDBG 7,370 7,370 7,370 - - Emergency Housing Consortium Town - - - - - Second Harvest Food Bank CDBG 4,800 - - - - Live Oak Adult Day Services CDBG 12,470 13,094 12,988 - - Live Oak Adult Day Services Town 13,094 13,000 Live Oak Sr. Nutrition and Service Town 26,360 26,360 26,360 26,360 26,500 Next Door Solutions Dom. Violence Town 11,520 11,520 11,520 15,000 15,000 LGS Recreation Department Case Management Town 7,000 - - Parents Helping Parents Town 1,840 1,840 1,840 2,000 2,000 A Place for Teens Town 10,950 8,213 - - - Support Network Town 4,600 4,600 4,600 6,000 6,000 SJSU Foundation/The Health Place Town 16,220 16,220 16,220 - - Teen and Family Counseling Center Town 1,890 - - - - United Way - 211 Funding Town 2,400 2,400 2,400 2,400 2,500 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 15,000 16,800 West Valey Community Services Town - - - 3,146 10,000 Total Human Services Grants 100,420 97,717 96,398 83,000 91,800 Art / Education Art Docents of Los Gatos Town 4,260 4,000 2,000 4,000 4,000 Festival Theatre Ensemble Town 900 1,000 1,000 1,400 1,400 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 - - St. Luke’s/Sunset Concert Series Town 1,000 1,000 1,000 1,000 1,000 Forbes Mill Town - - - 1,500 4,200 Cat Walk Town - - - 8,000 4,200 Banner Program Town - - - 1,500 - Arts Comission Town - - - 1,430 - Total Art / Education Grants 8,160 8,000 6,000 19,830 15,800 Community Contributions Los Gatos Museum Association Town 12,430 12,430 12,430 - 4,000 Total Community Contributions 12,430 12,430 12,430 - 4,000 CDBG Total CDBG 24,640 20,464 20,358 - - Town's General Fund Total Town 96,370 97,683 94,470 102,830 111,600 Grand Total ALL 121,010 $ 118,147 $ 114,828 $ 102,830 $ 111,600 $ GRANTS SUMMARY
PROPOSED D - 35 ADMINISTRATIVE SERVICES DEPARTMENT Town Manager’s Office Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.a.Percentage of residents satified or very satisfied with quality of Town services*:93%93%Data Not Available Data Not Available Data Not Available b.Percentage of residents rating quality of life as good or excellent*:97%97%Data Not Available Data Not Available Data Not Available 2.a.Percentage of Town Council reports available 96 hours prior to Town Council meetings:98%99%100%100%99%3.a.Percentage of residents satisfied with the Town's efforts to inform the community about services and events*:85%85%Data Not Available Data Not Available Data Not Available 4.a.Percentage of residents having contact with a Town employee satisfied with timeliness of response*:85%85%Data Not Available Data Not Available Data Not Available b.Percentage of residents having contact with a Town employee satisfied with courtesy*:90%90%Data Not Available Data Not Available Data Not Available c.Percentage of residents having contact with a Town employee satisfied with competency in handling the issue*:87%87%Data Not Available Data Not Available Data Not Available 5.n/a Data Not Available 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:98%98%98%98%98%b.Percentage of participants in Town sponsored events who gained knowledge**:Data Not Available Data Not Available 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.
PROPOSED D - 36 ADMINISTRATIVE SERVICES DEPARTMENT Town Manager’s Office Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.250 184 157 160 150 2.250 110 160 160 150 3.a.Number of Human Service grants:8 8 8 8 8 b.Number of Arts/Cultural/Educational grants:5 5 5 4 5 c.Number of Community Contribution grants:1 1 1 0 0 4.96,370 $ 97,683 $ 94,470 $ $102,830 $111,600 5.5,087 4,500 6,731 8,579 10,032 6.6 5 4 4 4 7.100***75***60 60 60 8.200 250 125 175 125 9.50***55***25 135 125 10.200 300 150 190 150 * 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 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: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:
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 -act ive 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 As a result of increased demands on Human Resources , an existing half -time (.50 FTE ) Human Resources Specialist position will be increase d to a full -time position (1.0 FTE ) for FY 2014/15. This position was increased in the prior FY budget from a .25 FTE to a .50 FTE to address increasing serv ice demands in Human Resources . However, the half -time position has not been sufficient to address demands and a backlog has remained, with service demands continuing to trend upward. The change in position from half -time to full -time was identified by all departments as a top Town wide priority. The full -time position will provide critical s upport for s ervices such as hiring, benefits transactions, retirement assistance, personnel records management, compliance reports and other HR -related assistance. H uman R esource staff will continue to assist the organization with succes sion 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 d epartments 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.
PROPOSED D - 38 ACCOMPLISHMENTS Core Values Accomplishments Fiscal Stability Maintain ongoing fiscal stability to provide cost effective core services that meet the needs of the community • Completed negotiation with two non -sworn labor groups, resulting in labor agreements through FY 2015/16. • Negotiated Medicare re -alignment with non -sworn groups, such that actuarial costs for future medical benefits are reduced without negatively impacting the current benefit. FY 201 4 /1 5 KEY PROJECT 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Other Taxes -$ -$ -$ -$ -$ -$ Intergovernmental Revenues - - - - - - Service Charges - - - - - - Interest - - - - - - Other Revenues - 6,635 - - - - TOTAL REVENUES -$ 6,635 $ -$ -$ -$ -$ EXPENDITURES Salaries and Benefits 279,762 $ 296,258 $ 248,062 $ 295,220 $ 268,712 $ 375,438 $ Operating Expenditures 76,409 76,648 86,867 98,100 74,592 101,900 Grants - - - - - - Pass Through Accounts - - - - - - Fixed Assets - - - - - - Internal Service Charges 28,811 29,435 25,055 26,452 22,627 25,287 TOTAL EXPENDITURES 384,982 $ 402,341 $ 359,984 $ 419,772 $ 365,931 $ 502,625 $ SUMMARY OF REVENUES AND EXPENDITURES Core Values KEY PROJECTS Fiscal Stability Maintain ongoing fiscal stability to provide cost effective core services that meet the needs of the community Labor Negotiations Negotiate a successor labor agreement with the sworn bargaining group that contains future costs, while balancing the need to provide a compensation package that continues to attract and retain top talent.
PROPOSED D - 39 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, MOU s , and ordinances • Effectively resolves personnel issues • Maintains employee personnel files, records, and documenta tion • 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 Person ne l Board activities Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Human Resources Director 0.75 0.75 0.75 0.75 0.75 Administrative Analyst 0.80 0.80 0.80 0.80 0.80 Human Resources Specialist - - - 0.50 1.00 Total Human Resources FTEs 1.55 1.55 1.55 2.05 2.55 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Funded Project Manager 100 100 100 - - HR Specialist 725 725 725 - - Total Annual Hours 825 825 825 - - HUMAN RESOURCES PROGRAM STAFFING
PROPOSED D - 40 ADMINISTRATIVE SERVICES DEPARTMENT Human Resources Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 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 Data Not Available 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 Data Not Available a.Percentage of employees rating benefit program material, products, and services as good to excellent:85%85%90%90%95%3.a.Percentage of employees rating the effectiveness of training classes as good to excellent:89%90%80%90%95%b.Percentage of employee evaluations completed by due date:86%85%60%95%95%4.a.Percentage of employees rating safety programs as good or excellent based on quality, content, and response:89%90%86%90%95%5.a.Percentage of labor agreements ratified prior to expiration of existing contracts:0%50%0%0%100%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.186 215 240 225 225 2.11 18 21 25 20 3.746 1165 999 2360 2300 4.20 20 13 10 8 5.50%47%46%60%60%6.20 50 56 50 50 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 professional development, training, and organizational development.
PROPOSED D - 41 Ad ministrative Service s Department FINANCE & ADMINISTRATIVE SERVICES PROGRAM 2301 PROGRAM PURPOSE The Finance and Administrative Services Program provides staff support to assure fiscal accountabili ty to the public. The Finance P rogram’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 Recei vable, 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 T he Finance Department’s FY 20 1 4 /1 5 budget reflects an increa s e 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 license d businesses and gross receipts activity . The Finance department increased FTE’s by .20 FTE positions as a result of reassigning webmaster duties to the new Communications Coordinator position . Previously, the Assistant Finance Director was responsible for webmaster duties and therefore .20 FTE of the Assistant’s time was charged to the Management Information Systems program. However, with the hiring of a Communications Coordinator in 201 4 , the Communications Coordinator will assume these responsibilities. Overall, e xpenditures increased slightly , reflect ing a n increase in salaries and benefits resulting from the staffing allocations changes noted above , an increase is salaries due to labor negotiations, as well as a slight increase in training costs for new staff a nd staff assuming new responsibilities. The FY 201 4 /1 5 work plan includes continuing the phased implementation of online employee timesheets and business license applications . Th ese project s will enhance efficiency in both payroll and business license fu nction s .
PROPOSED D - 42 ADMINISTRATIVE SERVICES DEPARTMENT Finance & Administrative Services ACCOMPLISHMENTS Strategic Goals Accomplishments Good Governance Ensure responsive, accountable , and collaborative gover n ment • Coordinated a successful FY 201 2 /1 3 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 201 2 /1 3 . • Achieved the GFOA’s Distinguished Budget Presentation Award for the FY 201 3 /1 4 Operating Budget. • Consolidated the Community Development Department and Finance Department’s permitting and cashier ing counters into one to increase customer convenience. 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 201 4 /1 5 Operating Budget and FY 201 4 /1 5 -201 8 /1 9 Capital Improvement Program. • Managed production and adoption of FY 201 4 /1 5 Comprehensive Fee Schedule.
PROPOSED D - 43 ADMINISTRATIVE SERVICES DEPARTMENT Finance & Administrative Serv ices FY 201 4 /1 5 KEY PROJECTS 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Other Taxes 1,136,511 $ 1,077,620 $ 1,151,579 $ 1,361,510 $ 1,361,510 $ 1,411,510 $ Intergovernmental Revenues - - - - - - Service Charges 152 44 36 - 39 40 Interest 475,654 260,940 (162,532) 477,970 186,000 310,340 Other Revenues - - 94 - - - TOTAL REVENUES 1,612,317 $ 1,338,604 $ 989,177 $ 1,839,480 $ 1,547,549 $ 1,721,890 $ EXPENDITURES Salaries and Benefits 837,024 $ 803,051 $ 776,267 $ 846,898 $ 797,605 $ 928,000 $ Operating Expenditures 145,181 129,339 121,503 162,700 148,400 161,600 Grants - - - - - - Pass Through Accounts - - - - - - Fixed Assets - - - - - - Internal Service Charges 62,082 62,506 57,816 58,749 60,847 74,858 TOTAL EXPENDITURES 1,044,287 $ 994,896 $ 955,586 $ 1,068,347 $ 1,006,852 $ 1,164,458 $ 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 T own -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 - 44 ADMINISTRATIVE SERVICES DEPARTMENT Finance & Administrative Serv ices FY 201 4 /1 5 KEY PROJECTS KEY PROGRAM SERVICES • Develop s and monitor s the Town’s Annual O perating an d Capital Bu dgets in accordance with Governmental Finance Officer Association (GFOA) guidelines • Coordinate s the annual audit of the Town’s financial statements and preparation of the Comprehensive Annual Financial Report (CAFR) • Maintain s the Town’s financial information system for record -keeping and reporting of all financial transactions • Provide s Accounts Paya ble and Payroll disbursement and reporting services; Accounts Receivable invoicing, revenue collection, and cash reconcilement; and Business License Tax p rocessing and auditing services • Provide s accounting, arbitrage reporting, and claim reimbursement serv ices for bond issues • Provide s 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 s ervices.
PROPOSED D - 45 ADMINISTRATIVE SERVICES DEPARTMENT Finance & Administrative Serv ices Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Finance & Admin. Director 1.00 1.00 1.00 1.00 1.00 Assistant Budget/Finance Director 0.80 0.80 - - Finance & Budget Manager 0.80 - - 0.80 1.00 Accountant/Fin Analyst 1.40 1.00 1.00 1.00 1.00 Payroll Specialist 0.95 0.95 0.95 0.95 0.95 Budget Analyst - 0.50 0.50 - - Administrative Technician - - - 0.90 0.90 Account Technician 1.80 1.80 1.80 1.25 1.25 Total Finance Services FTEs 5.95 6.05 6.05 5.90 6.10 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Funded Project Manager 156 78 78 - - Administrative Analyst 1,040 520 520 520 520 Mail Room Clerk(Library Dept Temps)250 250 250 250 250 Total Annual Hours 1,446 848 848 770 770 FINANCE & ADMINISTRATIVE SERVICES PROGRAM STAFFING
PROPOSED D - 46 Full Time Equivalents (FTE)Authorized 2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Positions Funded Funded Funded Funded Funded Finance & Admin. Director 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Budget/Finance Director - 0.80 0.80 - - Finance & Budget Manager 1.00 0.80 - - 0.80 1.00 Accountant/Fin Analyst 1.00 1.40 1.00 1.00 1.00 1.00 Payroll Specialist 0.95 0.95 0.95 0.95 0.95 0.95 Budget Analyst - - 0.50 0.50 - - Administrative Technician 0.90 - - - 0.90 0.90 Account Technician 1.25 1.80 1.80 1.80 1.25 1.25 Total Finance Services FTEs 6.10 5.95 6.05 6.05 5.90 6.10 2010/11 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Funded Project Manager 156 78 78 - - Administrative Analyst 1,040 520 520 520 520 Mail Room Clerk(Library Dept Temps)250 250 250 250 250 Total Annual Hours 1,446 848 848 770 770 FINANCE & ADMINISTRATIVE SERVICES PROGRAM STAFFING
PROPOSED D - 47 ADMINISTRATIVE SERVICES DEPARTMENT Finance & Administrative Services Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.a.Average rate of return on investments:1.46%0.97%0.67%0.65%0.65%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%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 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.4 4 4 4 4 2.0 0 0 0 0 3.7,832 7,697 8,245 7,460 7,850 4.73 75 72 75 74 5.188 188 189 187 188 6.4,111 4,276 4,381 4,400 4,400 * Beginning FY 2009/10, instead of monthly reports staff prepares quarterly investment reports to Council.2 Number of general ledger corrections needed due to processing errors:Number of Business Licenses issued annually:Provide financial oversight and administer accounting functions for all Town funds and accounts.Annual number of invoices entered into the Accounts Payable 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: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 - 48
PROPOSED D - 49 Administrative Services Department CLERK A D MI N ISTRATION 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, ordinance s, 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 han dles 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 20 1 4 /1 5 budget for the Clerk Administration Program reflects a n increase in expenditures due to staffing changes and reallocations . The Clerk Administrati on budget reflects reorganizations made in conjunction with the Town Manager’s Office, resulting in the replacement of the Administrative Technician with a 1.0 FTE Administr ative Analyst who will serve as the Clerk Administrator. The Administrative Technician was previously funded half in TMO and half in Clerk Administration, however is now fully funded in TMO as a n Adm inistrative Analyst. Based on staffing models previousl y implemented, it was determined that this model would best meet the needs of the Admin istrative Services Department given the current fiscal environment.
PROPOSED D - 50 ADMINISTRATIVE SERVICES DEPARTMENT Clerk Administration ACCOMPLISHMENTS Core Values Accomplishments Good Governance Ensure responsive, accountable, and collaborative government • The Clerk Department added documents to the LaserFiche repository so that documents are electronically accessible to staff and the public. Public Safety Ensure public safety through proactive community policing, affective emergency response, and community -wide emergency preparedness “Clerk in a Box” • The Clerk Department gather ed materials to have available for official purposes in case of emergency or dis aster. At times of cr isis, it may be necessary to call emergency Town meetings to respond to a disaster. The Clerk Department assembled document templates, stamps, seals, and other necessary items needed to respond to crisis situations. 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Other Taxes -$ -$ -$ -$ -$ -$ Intergovernmental Revenues - - - - - - Service Charges - - - - - - Interest - - - - - - Other Revenues - - 126 - - - TOTAL REVENUES -$ -$ 126 $ -$ -$ -$ EXPENDITURES Salaries and Benefits 174,777 $ 100,552 $ 92,401 $ 121,757 $ 109,522 $ 142,277 $ Operating Expenditures 15,904 9,042 10,536 17,200 10,700 19,800 Grants - - - - - - Pass Through Accounts - - - - - - Fixed Assets - - - - - - Internal Service Charges 34,515 33,849 30,759 29,772 29,264 12,642 TOTAL EXPENDITURES 225,196 $ 143,443 $ 133,696 $ 168,729 $ 149,486 $ 174,719 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 51 ADMINISTRATIVE SERVICES DEPARTMENT Clerk Administration FY 201 4 /1 5 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 and improve efficiencies, the Clerk Department and Town Managers Office will implement automated agenda delivery to Councilmembers consistent with Council -adopted policy and Strategic Goals . 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 documents directly through the Town’s website. Board and Commission Rec ruitment The Clerk Department will research and explore software to enhance the efficiency and productivity associated with the recruitment process for boards and commissions .
PROPOSED D - 52 ADMINISTRATIVE SERVICES DEPARTMENT Clerk Administration KEY PROGRAM SERVICES • Provides public notice of Town Council, c ommission , and b oard meetings • Coordinates recruitment and appointment process for Town b oard s , c ommission s , and c ommittee s • 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)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Clerk Administrator 1.00 0.50 0.50 0.50 1.00 Deputy Clerk 0.70 0.50 0.50 - - Administrative Technician - - - 0.50 - Total Clerk Admin FTEs 1.70 1.00 1.00 1.00 1.00 CLERK ADMINISTRATION STAFFING
PROPOSED D - 53 ADMINISTRATIVE SERVICES DEPARTMENT Clerk Administration Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 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:97%97%95%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.95%95%95%95%95%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1 Number of Legislative Records indexed: a.Number of resolutions indexed:N/A 75 45 45 45 b.N/A 240 171 180 180 c.N/A 72 54 55 55 d.Number of ordinances indexed N/A 20 13 19 19 2.N/A 74 54 60 60 3.127 150 119 120 120 4.160 165 119 120 120 5.15 17 23 20 20 6.1,368 1,500 1,500 1,500 1,500 7.322 350 451 400 400 8.9,600 Data Not Available Data Not Available Data Not Available Data Not Available 9.1,044 N/A N/A N/A N/A 10.22 N/A N/A N/A N/A 11.Number of advisory bodies seats available:76 71 71 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.Number of agreements indexed:Number of documents recorded: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:Number of Legal Notices published within established timelines:Number of Fair Political Practices Commission (FPPC) Form 700:Number of commission and board recruitments and appointments processed: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.
PROPOSED D - 54
PROPOSED D - 55 Administrative Services Department NON -DEPARTMENTAL PROGRAM PROGRAM 1201 PROGRAM PURPOSE Appropriated f unds are pr ovided in the Non -Departmental P rogram to account for a variety of Town services and activities not specifically attributable to individual depa rtments. Tax revenues, license and permit fees , and intergovernmental revenues a re generated as a result of overall government operations. Non -departmental employee a nd retiree expenses, T own -wide organizational costs, Town memberships, and joint -agency service agreements benefiting the entire Town are also accumulated in the Non -Departmental P rogram. BUDGET OVERVIEW T he majority of the Town’s general revenues are accounted for in the Non -Department al Program . C urrent trends in some tax revenues are beginning to display signs that the local economy is growing stronger. The FY 20 1 4 /1 5 proposed General Fund budget assumes conservative growth trends in economically s ensitive revenue sources such as property tax, sales tax , and Transient Occupancy Tax . Given the Town’s past budget challenges , these estimates are conservative and the Town will continue its proactive efforts to examine organizational remodels , retain and protect vital revenue sources, and align organizational services w ith projected revenue streams to i mprove and enhance efficiencies. Los Gatos , like all California c ities , has experience d increase s in the employer’s share of its public retirement system contributions, a cost factor that is in large measure immune to employer control. Effective during FY 12/13 a 3 -tier employee retirement formula system has been adopted. Under this new system, the retirement formula for existing public safety employees re mains at 3% at 50 , however, for “new” safety employees first hired into any public pension system after 1/1/13, the calculation is 2.7% at 57 based on three years of final compensation. Likewise, the retirement calculation for miscellaneous employees has changed. Employees hired prior to 9/15/12 maintain the 2.5% at 55 calculation, however, for employees hired after 9/15/12 and before 1/1/13 the formula is 2 % at 60 (3 year final compensation) and for “new” employees hired after 1/1/13 the formula is 2% at 62 (3 year final compensation). The tiered benefit package helps to offset some of the future increas ing costs as negative investment returns in the State of California PERS pension system and changes to the PERS calculation basis , have increased current and forecasted future retirement contributions paid by the Town. Further, e mployer rates have increas ed annually for miscellaneous employees and sworn . Projected PERS rates for FY 20 1 4 /1 5 are 42.7 % for public safety employees and 23.45 % for other employees.
PROPOSED D - 56 ADMINISTRATIVE SERVICES DEPARTMENT Non -Departmental 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. This position has primarily supported Police for the last year but will take on Town -wide responsibilities in FY 201 4 /1 5 . Non -Departmental expenditures for FY 20 1 4 /1 5 have stayed relatively flat with only slight increases for electi on fees given the fall election . T he Non -Departmental Program will continue to fund the foll owing: • $1,3 00,000 for the actuarially -required contribution for post -retirement benefit obligations. The Governmental Accounting Standards Board Statement No. 45 (GASB 45) re quires that the Town accrue an annual expense on its financial statements for the cost of providing post -retirement health care costs. • $1,2 5 1 ,651 for the lease payment on the Town’s new library building as pledged under the 2010 Certificates of Participat ion. 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. • $743 ,000 for the cost of covering the Town’s portion of retiree medical insur ance 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. • $676,405 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. • $19 2 ,000 for an imal 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. • $1 29 ,5 00 for Santa Clara County’s Tax Administration fee for collecting and processing of the Town’s assorted tax receipts . • $10 ,00 0 for organizational development to address needs of the organization when opportunities arise. • $100,000 for the Town Manager’s Contingency and Productivity Funds to address unforeseen situations or opportunities that may ar ise during the fiscal year . This continues the reduction from $200,00 0 for another year. • $19,371 for special studies when needed . • $5 4 ,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. • $2 0 ,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
PROPOSED D - 57 ADMINISTRATIVE SERVICES DEPARTMENT Non -Departmental KCAT to phase out annual grant funding in exchange for Public, Educational, and Government (PEG) a ccess funding received by the Town from cable providers. The net operating budget also reflects a transfer of $6,991,491 to the General Fund Appropriated Reserves (GFAR) for the Capital Improvement Program. This transfer includes monies to support the Capital Improvement Program (CIP) which includes the Almond Grove Street rehabilitation project, Town Park lighting proj ect, and traffic calming projects.
PROPOSED D - 58 ADMINISTRATIVE SERVICES DEPARTMENT Non -Departmental 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted REVENUES Property Tax 7,289,897 $ 7,532,073 $ 9,477,043 $ 7,786,976 $ 8,182,783 $ 8,212,610 $ VLF Backfill Property Tax 2,327,053 2,353,158 2,437,489 2,424,000 2,657,404 2,683,980 Sales & Use Tax 9,971,409 9,889,100 8,757,428 7,797,615 7,868,092 8,303,962 Franchise Fees 1,901,605 1,952,488 2,028,903 2,040,030 2,035,500 2,076,030 Other Taxes - - - - - - Transient Occupancy Tax 1,004,659 1,174,485 1,295,887 1,015,000 1,200,000 1,224,000 Licenses & Permits 7,403 6,813 6,224 6,020 12,955 12,190 Intergovernmental Revenues 155,452 21,692 24,195 32,220 26,030 26,550 Lease Payments 1,354,882 2,094,852 1,963,971 1,935,578 1,935,578 1,928,056 Charges for Services 700,558 502,495 127,453 114,650 120,000 121,680 Fines & Forfeitures - - - - - - Interest 150,000 (1,794) (538) - - - Other Sources 37,671 48,192 1,017,120 407,100 449,417 580,366 TOTAL REVENUES 24,900,589 $ 25,573,554 $ 27,135,175 $ 23,559,189 $ 24,487,759 $ 25,169,424 $ TRANSFERS IN Transfer from Solid -$ -$ -$ -$ -$ -$ Transfer from Non-Point Source - - - - - - Transfer from Blackwell Dst 460 460 460 460 460 460 Transfer from Kennedy Meadow Dst 1,510 1,510 1,510 1,510 1,510 1,510 Transfer from Gemini Court Dst 610 610 610 610 610 610 Transfer from Santa Rosa Dst 660 660 660 660 660 660 Transfer from Vasona Heights Dst 1,430 1,430 1,430 1,430 1,430 1,430 Transfer from Hillbrook Dst 250 250 250 250 250 250 Transfer from Capital Project Funds 100,645 107,604 107,194 102,000 44,043 102,000 Transfer from Traffic Mitigations 32,190 13,199 32,772 10,000 10,000 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 Transfer from Worker's Comp. Funds - - - 90,000 90,000 75,000 Transfer from 942 SA Housing Trust 295,913 250,000 159,703 137,500 Transfer from MIS TOTAL TRANSFERS IN 437,755 $ 231,723 $ 546,799 $ 756,920 $ 608,666 $ 629,420 $ TOTAL REVENUES & TRANSFERS 25,338,344 $ 25,805,277 $ 27,681,974 $ 24,316,109 $ 25,096,425 $ 25,798,844 $ EXPENDITURES Salaries and Benefits 162,938 $ 399,358 $ 448,242 $ 99,730 $ 450,087 $ 429,458 $ Operating Expenditures 2,064,351 2,454,542 2,572,680 2,869,771 2,949,936 2,885,021 Grants 102,967 60,452 60,746 67,200 67,200 67,200 Pass Through Accounts - - - - - - Fixed Assets - - - - - - Charges for Services - 5,486 5,260 (10,459) 5,177 5,309 Debt Service 1,354,882 2,094,852 1,963,971 1,935,578 1,935,578 1,928,056 TOTAL EXPENDITURES 3,685,138 $ 5,014,690 $ 5,050,899 $ 4,961,820 $ 5,407,978 $ 5,315,044 $ TRANSFERS OUT Transfers to Bldg Maint -$ -$ -$ -$ -$ -$ Transfer fo History Project Fund - - - - 1,475 - Transfers to GFAR 786,525 1,849,882 2,043,695 2,683,746 2,770,746 6,991,491 Transfers to Solid Waste - - - - - - Transfer to SA Capital Projects - 127,155 - - - - Transfer to SA Debt Service - 311,382 - - - - Transfer to Low/Moderate Housing - 4,383 - - - - Transfer to SA Housing 70,653 70,653 50,200 TOTAL TRANSFERS OUT 786,525 $ 2,292,802 $ 2,043,695 $ 2,754,399 $ 2,842,874 $ 7,041,691 $ TOTAL EXPEND'S & TRANSFERS 4,471,663 $ 7,307,492 $ 7,094,594 $ 7,716,219 $ 8,250,852 $ 12,356,735 $ SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED D - 59 ADMINISTRATIVE SERVICES DEPARTMENT Non -Departmental Full Time Equivalents (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded Community Outreach Coordinator - 1.00 1.00 1.00 1.00 Total Clerk Admin FTEs - 1.00 1.00 1.00 1.00 NON-DEPARTMENTAL STAFFING
PROPOSED D - 60
PROPOSED D - 61 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, R esponsive, and Time -p hased T echnology). Key services include the maintenance, replacement, and upgrade of existing technology ; and the support for new infor mation technology initiatives. In meeting the organization’s information technology needs, the MIS P rogram 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 201 4 /1 5 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 fisca l 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 f or future technology projects. The FY 20 1 4 /1 5 budget reflects a n increase in expenditures as a result of salary and benefit changes due to the increase in staffing and salary increases attributed to labor negotiations . The MIS Department is adding .25 FTE hours to the existing .75 FTE IT Technician position making this a full -time position. These additional hours will help provide more support to the departments. Also, as previously noted, the Communications Coordin ator will be charged .20 FTE to the MIS departmen t for assuming the roles of web master, replacing the previously charged Finance and Budget Manager.
PROPOSED D - 62 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 Network intrusion detection system Accela Automation Permit Tracking Upgrade Tiburon PD Project Joint Venture with Sunnyvale computer aided dispatch upgrade New Fiber Optic for redundancy and increased speed between Police Operation Building to Civic Center and Corporation Yard New Mobile Data Computers (MDC) replaced in PD Vehicles • Cyber Incident Response Plan Complete d
PROPOSED D - 63 ADMINISTRATIVE SERVICES DEPARTMENT Management Information Systems 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted SOURCES OF FUNDS Beginning Fund Balance Designated -$ -$ -$ -$ -$ -$ Undesignated 2,210,653 2,265,503 2,473,346 2,372,368 2,495,698 2,422,219 Total Beginning Fund Balance 2,210,653 2,265,503 2,473,346 2,372,368 2,495,698 2,422,219 Revenues Service Charge 895,364 906,089 901,273 933,191 895,386 959,752 Other Revenues 89,062 125,570 138,267 90,000 115,000 90,000 Total Revenues 984,426 1,031,659 1,039,540 1,023,191 1,010,386 1,049,752 TOTAL SOURCE OF FUNDS 3,195,079 $ 3,297,162 $ 3,512,886 $ 3,395,559 $ 3,506,084 $ 3,471,971 $ USES OF FUNDS Expenditures Salaries and Benefits 409,111 $ 436,578 $ 423,825 $ 434,870 $ 433,686 $ 475,950 $ Operating Expenditures 497,265 387,238 593,363 542,041 486,179 553,875 Fixed Assets 23,200 - - 159,000 159,000 159,000 Internal Service Charges - - - - - - Total Expenditures 929,576 823,816 1,017,188 1,135,911 1,078,865 1,188,825 Transfers Out Transfer to General - - - 5,000 5,000 - Total Transfers Out - - - 5,000 5,000 - Total Expenditures & Transfers Out 929,576 823,816 1,017,188 1,140,911 1,083,865 1,188,825 Ending Fund Balance Designated - - - - - - Undesignated 2,265,503 2,473,346 2,495,698 2,254,648 2,422,219 2,283,146 Total Ending Fund Balance 2,265,503 2,473,346 2,495,698 2,254,648 2,422,219 2,283,146 TOTAL USE OF FUNDS 3,195,079 $ 3,297,162 $ 3,512,886 $ 3,390,559 $ 3,501,084 $ 3,471,971 $ STATEMENT OF SOURCE AND USE OF FUNDS
PROPOSED D - 64 ADMINISTRATIVE SERVICES DEPARTMENT Management Information Systems FY 201 4 /1 5 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. U pgrade of the LGMSPD servers and continuation of the LGMSPD joint venture with Sunnyvale . Good Governan ce Ensure responsive, accountable, and collaborative government System Upgrades Replacement of selected servers, computers, notebooks, monitors and printers as part of the replacement program. Fiscal Stability Maintain ongoing fiscal stability to provide cost effective core services that meet the needs of the community Electronic Document Management System Continuation and expansion of electronic document management in Human Resources, Parks and Public Works, and other departments to increase efficiency o f 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. Improving disaster recovery strategy and disaster recovery plan. 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 applications, online business license applications, and other online improvements , consistent with the Town Council’s strategic goals. Public Safety Ensure public safety through proactive community policing, effective emergency response, and community -wide emergency preparedness Police Support Technology Police records management system upgrades and system consolidation with City of Sunnyvale . Mobile a udio v ideo system improvements, m obile d ata c omputer replacements in PD vehicles, c ore network rout ers and switches improvements. 911 voice recorder upgrade.
PROPOSED D - 65 ADMINISTRATIVE SERVICES DEPARTMENT Management Information Systems KEY PROGRAM SERVICES • Performs m aintenance and upgrades of administrative network system (servers, PCs, notebooks, printers, hardware, and software) • Makes Town -wide MIS replacement program purchases • Provides c ustomer technical support • Provides w ebsite management • Completes r esea rch and planning for new technology solutions Full Time Equivalent (FTE)2010/11 2011/12 2012/13 2013/14 2014/15 Town Staff Funded Funded Funded Funded Funded MIS Manager 1.00 1.00 1.00 1.00 1.00 Network Administrator 1.00 1.00 1.00 1.00 1.00 IT Technician 0.75 0.75 0.75 0.75 1.00 Communications Coordinator - - - - 0.20 Assistant Budget/Finance Director - 0.20 0.20 - - Finance Manager 0.20 - - 0.20 - Total MIS FTEs 2.95 2.95 2.95 2.95 3.20 MANAGEMENT INFORMATION PROGRAM STAFFING Performance Objectives and Measures 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.a.Percent of time service requests are resolved within established guidelines:90%90%90%92%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:96%92%96%94%95%d.Percent of customers rating support as "good" or "excellent" based on quality of service:96%92%98%89%95%Activity and Workload Highlights 2010/11 Actual 2011/12 Actual 2012/13 Actual 2013/14 Estimated 2014/15 Budget 1.202 202 202 202 204 2.53 53 55 61 57 3.37 37 32 37 32 4.1,389 1400 1610 1650 1695 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 - 66
PROPOSED D - 67 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 $25 million. The Town belongs to the Local Agency Workers’ Compensation Excess (LAWCX) Joint Powers Authority for the purpose of pooling for this excess insurance. A third party administrator, Innovative Claims Solutions, Inc. (ICS), handles the day -to -day workers’ compensation claims administration. BUDGET OVERVIEW Revenues to fund this program are derived as a percentage of salary each payroll period. Each department pays a portion of the program’s cost based on gross wages and level of risk for the various job classifications within the department. The annual appropriation to this fund represents the self -insurance premiums paid by the operating departments. Service rates are established which maintain fund balance c apacity at approximately two and one -half times the annual operating expense. Any excess funds are returned through reduced rates and fund balance transfers as needed. Program costs covered in the internal rates include administration fees, claim settlement costs, attorney fees (outside counsel), medical expenses, payment for temporary and permanent disability, safety program administration and training, and excess insurance premiums. The budget for Workers’ Comp ensation is based on actual payroll in the same manner as prior years and there are no changes to the Workers’ Compensation program or benefits from FY 201 3 /1 4 to FY 201 4 /1 5 .
PROPOSED D - 68 ADMINISTRATIVE SERVICE S DEPARTMENT Workers ’ Compensation Fund 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted SOURCES OF FUNDS Beginning Fund Balance Designated -$ -$ -$ -$ -$ -$ Undesignated 2,725,375 2,809,884 2,300,638 2,716,517 2,246,915 1,882,329 Total Beginning Fund Balance 2,725,375 2,809,884 2,300,638 2,716,517 2,246,915 1,882,329 Revenues Service Charge 655,244 673,984 638,594 655,549 632,240 686,181 Interest 18 30 10 - - - Other Revenues 472 167,664 53,114 - - - Total Revenues 655,734 841,678 691,718 655,549 632,240 686,181 TOTAL SOURCE OF FUNDS 3,381,109 $ 3,651,562 $ 2,992,356 $ 3,372,066 $ 2,879,155 $ 2,568,510 $ USES OF FUNDS Expenditures Salaries and Benefits 89,585 $ 102,326 $ 96,223 $ 90,107 $ 100,348 $ 98,009 $ Operating Expenditures 481,640 1,248,598 649,218 578,500 806,319 887,170 Fixed Assets - - - - - - Internal Service Charges - - - - 159 - Total Expenditures 571,225 1,350,924 745,441 668,607 906,826 985,179 Transfers Out Transfer to Grant Funds - - - - - - Transfer to General Fund - - - 90,000 90,000 75,000 Total Transfers Out - - - 90,000 90,000 75,000 Total Expenditures & Transfers Out 571,225 1,350,924 745,441 758,607 996,826 1,060,179 Ending Fund Balance Designated - - - - - - Undesignated 2,809,884 2,300,638 2,246,915 2,613,459 1,882,329 1,508,331 Total Ending Fund Balance 2,809,884 2,300,638 2,246,915 2,613,459 1,882,329 1,508,331 TOTAL USE OF FUNDS 3,381,109 $ 3,651,562 $ 2,992,356 $ 3,282,066 $ 2,789,155 $ 2,493,510 $ STATEMENT OF SOURCE AND USE OF FUNDS
PROPOSED D - 69 ADMINISTRATIVE SERVICE S DEPARTMENT Workers ’ Compensation Fund FY 201 4 /1 5 KEY PROJECTS KEY PROGRAM SERVICES • Coordinates th e Town’s Workers’ Compensation P rogram 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 2010/11 2011/12 2012/13 2013/14 2014/15 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 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 0.55 0.55 0.55 0.55 0.55 WORKERS' COMPENSATION PROGRAM STAFFING Core Values Key Projects Good Governance Ensure responsive, accountable , and collaborative government Accident Review Coordinate with the Safety Committee to assist in accident review and help develop action plans to prevent future injuries on an on -going basis and reduce or eliminate exposure. Cal OSHA Safety Compliance Programs Monitor work activities to identify and ensure compliance with safety programs that are mandated by Cal OSHA and oversee the setting of priorities and training as required.
PROPOSED D - 70
PROPOSED D - 71 Administrative Services Department OFFICE STORES FUND FUND 6 22 FUND PURPOSE Photocopy and printer equipment, postage , and bulk mail expenses are centrally funded through the Town’s Office Stores P rogram, 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 a ccounted for in this fund. BUDGET OVERVIEW The Office Stores P rogram maintain s approximately 34 printers and copiers. The l ease 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 prin ters and copiers on the program. A Request for Proposal for Printer & Copier Replacement, Management and Maintenance Services was conducted during FY 2012/13 and a new contract was awarded during FY 2013/14. The vendor that was selected installed new machines throughout the Town facilities and as a result staff is anticipating a bu dget savings. KEY PROGRAM SERVICES • Provide s postage and photocopy equipment and supplies for various T own d epartments • Monitor s service levels and performance of copie rs, printers , and postage machines , maintaining an d replacing equipment as needed
PROPOSED D - 72 ADMINISTRATIVE SERVICES DEPARTMENT Office Stores Fund 2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Actuals Adopted Estimated Adopted SOURCES OF FUNDS Beginning Fund Balance Designated -$ -$ -$ -$ -$ -$ Undesignated 256,356 245,644 206,569 207,894 159,212 87,695 Total Beginning Fund Balance 256,356 245,644 206,569 207,894 159,212 87,695 Revenues Service Charge 111,063 90,948 84,112 112,000 32,562 80,000 Interest - - - - - - Other Revenues 2,478 807 4,504 5,000 5,000 5,000 Total Revenues 113,541 91,755 88,616 117,000 37,562 85,000 Transfers In Equipment Replacement Fund - - - - - - Total Transfers In - - - - - - Total Revenues & Transfers In 113,541 91,755 88,616 117,000 37,562 85,000 TOTAL SOURCE OF FUNDS 369,897 $ 337,399 $ 295,185 $ 324,894 $ 196,774 $ 172,695 $ USES OF FUNDS Expenditures Salaries and Benefits -$ -$ -$ -$ -$ -$ Operating Expenditures 124,253 130,830 135,973 143,150 109,079 127,150 Fixed Assets - - - - - - Internal Service Charges - - - - - - Total Expenditures 124,253 130,830 135,973 143,150 109,079 127,150 Transfers Out Transfer to Grant Funds - - - - - - Total Transfers Out - - - - - - Total Expenditures & Transfers Out 124,253 130,830 135,973 143,150 109,079 127,150 Ending Fund Balance Designated - - - - - - Undesignated 245,644 206,569 159,212 181,744 87,695 45,545 Total Ending Fund Balance 245,644 206,569 159,212 181,744 87,695 45,545 TOTAL USE OF FUNDS 369,897 $ 337,399 $ 295,185 $ 324,894 $ 196,774 $ 172,695 $ STATEMENT OF SOURCE AND USE OF FUNDS