Attachment 1GPROPOSED
D – 19
Administrative Services Department
DEPARTMENT PURPOSE
The Town Manager provides overall management, administration, and direction for the entire Town
organization, reporting to the full Town Council. For budget purposes, the Administrative Services
Department incorporates six key programs: Town Manager’s Office Administration, Clerk
Administration, Finance and Administrative Services, Human Resources, Non-Departmental, and
Management Information Systems (MIS). In addition, the Town’s Workers Compensation Fund and
Office Stores Fund are in the Administrative Services Department. 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 for Council consideration; assures that the Council's
policies, programs, and priorities are effectively and efficiently implemented; prepares the Town budget
with recommendations on the appropriate resources for Council action; provides research and information
necessary for responsible decision making; fosters public awareness of municipal programs, services, and
goals; responds to resident and other constituent inquiries by explaining Town services and functions; and
investigates problems and provides information and specialized assistance on more complex Town issues.
The 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 2016/17 Administrative Services Department revenue reflects increases in Property Tax,
Transient Occupancy Tax, Franchise Fees Licenses and Permits, and Charges for Services, all indicative
of the strong economy. However, despite these revenue increases, the FY 2016/17 Sales Tax projection is
declining due to the increase in online sales instead of purchases from local establishments. As a result,
the FY 2016/17 Administrative Services Department expenditure budget continues to be conservative and
reflects only obligated and minor expenditure enhancements, including increases in benefit rates,
including workers’ compensation and PERS. The budget also reflects Council action in October 2015 to
reinstate a full-time Assistant Town Manager position. In addition, a 0.63 FTE Office Assistant positon
was increased to a 1.0 FTE position to provide administrative support to the Finance, Human Resources,
Town Attorney and Management Information Systems Departments.
PROPOSED
D – 20
ADMINISTRATIVE SERVICES DEPARTMENT
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes 1,151,579$ 1,130,020$ 1,779,407$ 1,250,000$ 1,300,000$ 1,300,000$
Intergovernmental Revenues 15,312 - - - - -
Service Charges 199,904 633 651 - - -
Interest (162,532) 625,298 430,476 319,590 319,590 331,193
Other Revenues 23,657 7,991 1,054 7,194 6,194 8,194
TOTAL REVENUES 1,227,920$ 1,763,942$ 2,211,588$ 1,576,784$ 1,625,784$ 1,639,387$
EXPENDITURES
Salaries and Benefits 2,116,240$ 2,140,618$ 2,269,816$ 2,587,283$ 2,212,596$ 2,596,564$
Operating Expenditures 249,338 290,318 325,274 330,865 403,517 369,815
Grants 99,470 99,849 114,522 109,800 109,800 119,800
Pass Through Accounts 16,380 81 - 7,194 7,194 7,194
Fixed Assets - - - - - -
Internal Service Charges 182,842 176,942 175,276 183,963 172,885 220,240
TOTAL EXPENDITURES 2,664,270$ 2,707,808$ 2,884,888$ 3,219,105$ 2,905,992$ 3,313,613$
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
PROGRAM
Town Manager's Office 1,094,791$ 999,601$ 1,059,703$ 1,094,358$ 1,004,372$ 1,009,703$
Community Grants 99,470 99,849 114,522 109,800 109,800 119,800
Human Resources 359,984 423,843 484,291 524,391 564,052 601,545
Finance & Admin Services 955,586 1,021,792 1,057,993 1,193,796 951,476 1,263,974
Clerk Administration 133,696 162,723 168,379 289,566 269,098 311,397
Obesity Grant 14,683 - - - - -
Pass Through 6,060 - - 7,194 7,194 7,194
TOTAL EXPENDITURES 2,664,270$ 2,707,808$ 2,884,888$ 3,219,105$ 2,905,992$ 3,313,613$
ADMINISTRATIVE SERVICES DEPARTMENT
DEPARTMENTAL SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 21
ADMINISTRATIVE SERVICES DEPARTMENT
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
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
Asst. Town Manager/CDD Director - - 0.50 0.50 -
Deputy Town Manager 1.00 - - - -
Assistant to Town Manager - 1.00 1.00 1.00 1.00
Executive Asst. to Town Mgr.0.50 0.50 0.50 0.50 0.50
Economic Vitality Manager 0.80 - - - -
Economic Vitality Coordinator - 0.25 0.25 0.25 0.25
Office Assistant 1.30 1.28 1.28 1.63 1.88
Communications Coordinator - - 0.80 0.80 -
Community Outreach Coordinator 1.00 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 1.00 1.00
Finance & Admin. Director 1.00 1.00 1.00 1.00 1.00
Assistant Budget/Finance Director 0.80 - - - -
Finance Manager - 0.80 1.00 1.00 1.00
Accountant/Finance Analyst 1.00 1.00 1.00 1.00 1.00
Payroll Specialist 0.95 0.95 0.95 0.95 0.95
Budget Analyst 0.50 - - - -
Administrative Analyst - - - - 0.90
Administrative Technician - 1.90 0.90 0.90 -
Account Technician 1.80 1.25 1.25 1.25 1.25
Clerk Administrator 0.50 0.50 1.00 1.00 1.00
Deputy Clerk 0.50 - - - -
Total General Fund FTEs 15.20 15.48 15.98 16.33 16.28
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 FTEs 0.10 0.10 0.10 0.10 0.10
Liability Self-Insurance
Account Technician 0.10 - - - -
Administrative Technician - 0.10 0.10 0.10 -
Administrative Analyst - - - - 0.10
Total Liability Self-Insurance 0.10 0.10 0.10 0.10 0.10
DEPARTMENT STAFFING
PROPOSED
D – 22
ADMINISTRATIVE SERVICES DEPARTMENT
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
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 1.00 1.00 1.00
Communications Coordinator - - 0.20 0.20 -
Assistant Budget/Finance Director 0.20 - - - -
Finance Manager - 0.20 - - -
Total MIS FTEs 2.95 2.95 3.20 3.20 3.00
Total Admin Services FTEs 18.85 19.13 19.88 20.23 19.98
Temporary Staff Hours
Project Manager 178 - - - -
Intern 113 450 450 450 450
Facility Attendant 50 50 50 50 50
Administrative Analyst 520 620 620 726 726
IT Technician - - - - 720
HR Specialist 725 - - - -
Mail Room Clerk (Library Dept. temps)250 250 250 250 250
Total Annual Hours 1,836 1,370 1,370 1,476 2,196
DEPARTMENT STAFFING
PROPOSED
D – 23
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 all Town Departments, programs, and services to ensure the community receives high
quality services; oversee the Town Council agenda process to provide comprehensive information and
analysis to the Town Council in a timely manner; support business attraction and retention through
economic vitality efforts; provide staff support to all Council standing and Ad Hoc Committees, the Arts
and Culture Commission, and the Community and Senior Services Commission, and facilitate associated
projects and services; foster public awareness of, equitable access to, and engagement in municipal
programs, services, and goals; and provide timely and accurate responses to constituent inquiries,
concerns, and requests.
Other key duties include providing direct staff assistance to the Mayor and Town Council on special
projects and day-to-day activities, and initiating new or special projects under the direction of the Council
that enhance the Town government and community.
BUDGET OVERVIEW
The FY 2016/17 Town Manager’s Office budget reflects Council action in October 2015 to reinstate a 1.0
FTE Assistant Town Manager position that had previously been funded as a consolidated Assistant Town
Manager/Community Development Director (ATM/CDD). In addition, a 0.63 FTE Office Assistant has
been increased to 1.0 FTE. The Office Assistant position has been reallocated to the Town Attorney,
Human Resources, and Management Information Systems Departments for administrative and clerical
support for these Departments.
As in prior years, the Town Manager’s Office will continue to direct its attention in managing key
priorities as reflected in the 2014-2016 and 2015-2017 Town Council Strategic Priorities and update
future strategic priorities.
PROPOSED
D – 24
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
ACCOMPLISHMENTS
Core Goals Accomplishments
Community
Character
Preserve and enhance
the appearance,
character, and
environmental quality
of the community
• Provided oversight for Council Ad Hoc Committees regarding
Planned Development, Parking and Infrastructure, and other topics
• Provided oversight to the Council Policy Committee as it evaluated
outdated land use policies and other issues
• Assisted business to locate, expand, or stay in Los Gatos
• Held Town Hall Open House to welcome the community to
participate in Town matters
Good Governance
Ensure responsive,
accountable, and
collaborative
government
• 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
• Continue to improve the Town’s website to provide timely, easy
access to important information and services for the public
• Oversaw update of Performance Objectives and Measures, and
Activity and Workload Highlights to be more meaningful and useful
• Represented the Town in County-wide and regional forums
• Initiated Town-wide Twitter and Facebook accounts to improve
access to information and promote opportunities for involvement in
public Town activities
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost effective
core services that
meet the needs of the
community
• Led a comprehensive budget development strategy
• Provided oversight to the Council Finance Committee, particularly as
it increased its meeting frequency to evaluate options to reduce the
Town’s unfunded pension liability
• Provided oversight to the Citizens Ad Hoc Committee as it evaluated
potential revenue generation measures
PROPOSED
D – 25
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
ACCOMPLISHMENTS
Core Goals Accomplishments
Quality Public
Infrastructure
Maintain the
condition and
availability of public
facilities,
transportation
systems, and other
public infrastructure
• Supported the Council Policy Committee as it began to consider updating
and consolidating Civic Center and Facilities Use Policies
• Provided oversight to the Parking and Infrastructure Ad Hoc Committee
as it considered parking garage options
• Provided support and assistance to the Mayor and other Council members
regarding the Valley Transportation Agency’s Envision Plan and potential
transportation-related sales tax measure
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural, recreational,
and individual
enrichment
• Supported the Arts and Culture Commission, and subsequently the Town
Council in the review and consideration of a proposed Veterans Memorial
at the Civic Center
• Supported the Arts and Culture Commission in the implementation of the
third phase of the Footbridge Restoration project
• Provided oversight for the Leadership Los Gatos activities that promote
community enrichment and involvement
• Supported the Community and Senior Services Commission in the
analysis of the senior needs assessment and in the development of
recommendations that address gaps in senior services for Town Council
consideration
• Worked with NUMU, Friends of the Library, and other community
organizations regarding special events to ensure consistency across
organizations
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
PROPOSED
D – 26
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes -$ -$ -$ -$ -$ -$
Intergovernmental Revenues - - - - - -
Service Charges 199,868 330 125 - - -
Interest - - - - - -
Other Revenues 17,377 6,122 1,054 - - 1,000
TOTAL REVENUES 217,245$ 6,452$ 1,179$ -$ -$ 1,000$
EXPENDITURES
Salaries and Benefits 995,334$ 899,830$ 915,803$ 983,188$ 889,946$ 880,039$
Operating Expenditures 30,432 37,267 73,897 37,109 37,109 38,109
Grants - - - - - -
Pass Through Accounts 18 81 - - - -
Fixed Assets - - - - - -
Internal Service Charges 69,007 62,423 70,003 74,061 77,317 91,555
TOTAL EXPENDITURES 1,094,791$ 999,601$ 1,059,703$ 1,094,358$ 1,004,372$ 1,009,703$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 27
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Community
Character
Preserve and enhance
the appearance,
character, and
environmental quality
of the community
Land Use Policies Review
The Town Manager’s Office will continue to support the Council Policy
Committee in its evaluation of land use policies.
Legislation Policy
The Town Manager’s Office will work with the Town Attorney to create a policy
identifying circumstances and procedures for the Town’s involvement in State or
Federal legislation.
Business Attraction and Retention
Economic Vitality staff will continue to assist businesses find available locations
in Los Gatos.
Good Governance
Ensure responsive,
accountable, and
collaborative
government
Communication with the Public
The Town Manager’s Office will optimize the use of the Town’s website and
other communication tools, including social media, to enhance the availability and
transparency of information and services for the public.
Technology Priority Plan
In collaboration with all departments, the Town Manager’s Office will complete
an updated Technology Priority Plan and implement high priority projects to
enhance productivity and customer service.
Town Council Policies
The Town Manager’s Office will continue to provide support, research, and
analysis to the Policy Committee for the review and revision of Town policies
regarding a wide range of topics.
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.
Property Sales
The Town Manager’s Office will oversee research, analysis, and negotiations
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 Manager’s Office, in collaboration with Parks and Public Works staff,
will explore options to address traffic and parking issues around school facilities.
Downtown Parking and Infrastructure
The Town Manager’s Office, in collaboration with Parks and Public Works, will
continue to support the Council Ad Hoc Committee on Parking and Infrastructure
as it considers options for increasing Downtown parking supply.
PROPOSED
D – 28
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Civic Enrichment
Foster opportunities
for citizen
involvement, and
cultural,
recreational, and
individual
enrichment
Senior Services
The Town Manager’s Office will continue to support the Community and Senior
Services Commission’s efforts to identify options and alternatives for addressing
gaps in services for seniors.
Arts and Culture
The Town Manager’s Office will support the Arts and Culture Commission in the
fourth phase of the Footbridge Mural project and the second phase of the “Cat
Walk” project.
Cultural Partnerships
The Town Manager’s Office will continue to oversee the ongoing partnerships
with the Museums of Los Gatos, the Friends of the Los Gatos Library, and other
organizations.
Veterans Memorial
The Town Manager’s Office will continue to work with the Veterans Foundation
of Los Gatos and community stakeholders 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 as needed to the Council
regarding actions to migrate to regional communications and interoperability with
other public safety agencies throughout the region.
Emergency Prepardness
The Town Manager’s Office will continue to support emergency preparedness
activities in collaboration with the City of Monte Sereno and volunteer
organizations.
PROPOSED
D – 29
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, counter, and website assistance
• Provides staff support to the Finance Committee, Policy Committee, Citizen Ad Hoc Committee,
Parking and Infrastructure Ad Hoc Committee, 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 contracts with NUMU, Friends of the Library, and other community organizations
• Manages the Community Grant process
• Addresses resident complaints, inquiries, and requests
• Oversees continuous improvements in processes, measurements, and other activities
• Provides public information and web management
• Oversees special projects and new initiatives, particularly during policy development stages
• Monitors and participates in regional activities to represent the Town interests.
• Monitors state and federal legislation
PROPOSED
D – 30
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
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
Asst. Town Manager/CDD Director - - 0.50 0.50 -
Deputy Town Manager 1.00 - - - -
Assistant to Town Manager - 1.00 1.00 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 0.63 0.38
Office Clerk - - - - -
Staff Technician - - - - -
Communications Coordinator - - 0.80 0.80 -
Administrative Technician - 0.50 - - -
Economic Vitality Manager 0.80 - - - -
Economic Vitality Coordinator - 0.25 0.25 0.25 0.25
Total Manager's Program FTEs 5.60 5.53 5.33 4.68 4.13
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Facility Attendant 50 50 50 50 50
Administrative Analyst - 100 100 100 100
Intern I 113 450 450 450 450
Total Annual Hours 163 600 600 600 600
TOWN MANAGER'S OFFICE STAFFING
PROPOSED
D – 31
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
2012/13 2013/14 2014/15 2015/16 2016/17
Source Actuals Actuals Actuals Estimated Budgeted
Human Services
Live Oak Adult Day Services Town - 13,094 13,000 13,000 13,000
Live Oak Sr. Nutrition and Service Town 26,360 26,360 26,500 26,500 28,500
Next Door Solutions Dom. Violence Town 11,520 15,000 15,000 15,000 15,000
Parents Helping Parents Town 1,840 2,000 2,000 2,000 -
Support Network Town 4,600 6,000 6,000 6,000 6,000
United Way - 211 Funding Town 2,400 2,400 2,500 2,500 2,500
Counseling and Support Services for Youth Town 10,000 15,000 16,800 15,000 15,000
West Valley Community Services Town - 2,360 10,000 10,000 20,000
LGS Recreation Department Case Management Town - - 7,000 - -
SJSU Foundation/The Health Place Town 16,220 - - - -
Teen Force Town 5,000 - - - -
Santa Clara Family Health Foundation Town 1,100 - - - -
Live Oak Adult Day Services CDBG 13,094 - - -
Total Human Services Grants 92,134$ 82,214$ 98,800$ 90,000$ 100,000 $
Art / Education
Art Docents of Los Gatos Town 4,000$ 4,000$ 4,000$ 3,000$ 4,000$
Festival Theatre Ensemble Town 1,000 1,400 1,400 - -
Los Gatos Community Concert Town 1,000 1,000 1,000 1,000 3,800
Cat Walk Town - 8,000 4,200 3,000 -
Youth Science Institute Town - - - 5,000
New Museum Los Gatos Town 12,430$ -$ 4,000$ 5,000$ 7,000$
Photographic Guild of Los Gatos Town 1,000 - - - -
St. Luke’s/Sunset Concert Series Town 1,000 1,000 1,000 - -
Total Art / Education Grants 20,430$ 15,400$ 15,600$ 12,000$ 19,800$
Arts Funding
Forbes Mill Town - 2,236 4,200 5,800 -
Arts Commission Town - - - 2,000
Total Arts Funding Town -$ 2,236$ 4,200$ 7,800$ -$
CDBG Total CDBG 13,094$ -$ -$ -$ -$
Town's General Fund Total Town 99,470$ 97,614$ 114,400 $ 109,800 $ 119,800 $
Grand Total ALL 112,564 $ 97,614$ 114,400 $ 109,800 $ 119,800 $
GRANTS SUMMARY
PROPOSED
D – 32
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Percentage of Town Council reports available 120
hours prior to Town Council meetings:*
(Prior to FY 2015/16, reports were available 96 hours
prior to Town Council meetings)
99% 100% 100%See Clerk
Department
See Clerk
Department
2.
a.3% 9% 12% 10% 12%
3.
a.Percentage of public art pieces in good to excellent
condition:
86% 86% 86%Measure
Discontinued
Measure
Discontinued
b.Resident satisfaction with Arts and Cultural
opportunities in Los Gatos:
99% 99% 99%Measure
Discontinued
Measure
Discontinued
4.
a.Percentage of businesses satisfied or very satisfied
with business assistance received:
98% 98% 98% 98% 98%
Oversee the Town Council Agenda process to ensure
comprehensive information and analysis is provided to
the Town Council in a timely manner.
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 – 33
ADMINISTRATIVE SERVICES DEPARTMENT
Town Manager’s Office
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.157 181 212 See Clerk
Department
See Clerk
Department
2.160 175 196 175 175
3.
a.Number of Human Service grants:8 8 8 8 7
b.Number of Arts/Cultural/Educational grants:5 6 5 5 4
c.Number of Community Contribution grants:1 0 0 0 0
4.$99,470 $99,850 $111,600 $109,800 $119,800
5.6,731 7,550 10,032 6,920 8,510
6.4 4 4 4 4
7.Data Not
Available
Data Not
Available
Data Not
Available
8 10
8.Data Not
Available
Data Not
Available
Data Not
Available
300 275
9.60 60 65 Measure
Discontinued
Measure
Discontinued
10.125 175 125 Measure
Discontinued
Measure
Discontinued
11.25 135 60 Measure
Discontinued
Measure
Discontinued
12.150 190 250 Measure
Discontinued
Measure
Discontinued
* This measure was moved to Clerk Department during FY 2015/16.
** New measure effective FY 2015/16.
Number of events, presentations or meetings designed to
attract, retain or educate businesses.**
Number of business, commercial property owners, and
industry professionals receiving business liaison services
through the Economic Vitality Office. **
Number of Art in the Council Chambers exhibitions
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 events and meeting designed to
attract, retain and educate businesses, and foster
commerce:
Number of businesses receiving general business liaison
assistance:
Number of businesses receiving direct business support
including in person and phone meetings, and interface
through OpenCounter:
Commercial Brokers/Property Owner Outreach
Communications:
Number of community/customer referrals:
Number of Town Council agenda reports processed:*
PROPOSED
D – 34
PROPOSED
D – 35
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 to
provide high quality Town services. It accomplishes this by providing effective and efficient employee
recruitment and retention, professional development, training, organizational development, compensation
and classification administration, employee relations support, safety and workers’ compensation
administration, benefit administration, and policy and procedure development and administration.
Employee relations activities emphasize proactive and preventive informal resolution of employee and
management concerns. Program staff is responsible for the development of Memoranda of
Understanding (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 FY 2016/17 budget reflects a slight increase in salaries and benefits attributed to increased PERS,
benefit. Salary increases are not reflected in the proposed budget and labor negotiations with the Town’s
unions are pending. The FY 2016/17 budget provides for the same level of staffing and resources as in the
prior year, with a small increase in operating costs due to support staff training and increased recruitment
costs.
Human Resource staff will continue to assist the organization with filling critical positions through
effective recruitment and selection methods and will continue to assist departments in restructuring and
redesigning jobs for efficiencies as vacancies become available.
In FY 2015/16, the bargaining process began with the Town’s three employee unions, as two of the three
existing union contracts expire on June 30, 2016. The bargaining unit agreements establish the wages and
terms and conditions of employment for all represented employees of the Town Employees’ Association
(TEA), Association of Federal, State, County and Municipal Employees (AFSCME) and the Los Gatos
Police Officers’ Association (LGPOA).
PROPOSED
D – 36
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
ACCOMPLISHMENTS
Core Goals Accomplishments
Good Governance
Ensure responsive,
accountable and
collaborate
government
• Working with the Town’s contracted Cal-OSHA specialist, identified
legally-mandated health and safety training requirements, and developed a
Town-wide annual training work plan. Training is being provided on
ongoing basis as required by law.
• Successfully updated the Town-wide Outside Work Permit Program.
Quarterly updates are being provided to Council on program activity.
• Successfully established a Town Employee Recognition Program and
policy to recognize and celebrate the individual and group contributions of
Town employees.
• Supported the new Town Manager recruitment and onboarding
• Completed the implementation and mandatory tracking of temporary,
seasonal and hourly employees eligible for paid sick leave under new
State legislation (AB 1522) in 2015
• Implemented electronic filing of all personnel records via Laserfiche to
improve workflow
• Assisted with key executive recruitments
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes -$ -$ -$ -$ -$ -$
Intergovernmental Revenues - - - - - -
Service Charges - - - - - -
Interest - - - - - -
Other Revenues - - - - - -
TOTAL REVENUES -$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits 248,062$ 285,330$ 357,130$ 382,738$ 331,820$ 427,170$
Operating Expenditures 86,867 115,213 97,826 113,356 208,000 142,156
Grants - - - - - -
Pass Through Accounts - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 25,055 23,300 29,335 28,297 24,232 32,219
TOTAL EXPENDITURES 359,984$ 423,843$ 484,291$ 524,391$ 564,052$ 601,545$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 37
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Good
Governance
Ensure
responsive,
accountable
and
collaborate
government
Affordable Care Act (ACA)
Meet all requirements of the Affordable Care Act (ACA), including policy, research,
tracking and reporting. Full implementation of the ACA will occur over multiple years.
Mandated Reporter Policy for Reporting of Child and Elder Abuse
State law requires that certain professionals report suspected child and elder abuse and
neglect. These people are called “mandatory reporters.” HR will coordinate with the
Police Department and the Town Attorney’s Office to develop and implement a policy,
and conduct employee training.
Fiscal
Stability
Maintain
ongoing fiscal
stability to
provide cost
effective core
services that
meet the needs
of the
community
Electronic Filing
Improve workflow and reduce costs through the use of improved technology. Specific
technology improvement projects include:
• Streamlined Onboarding of New Employees (via Neogov or other comparable
onboarding system);
• Electronic Personnel Evaluations (via Neogov or other comparable evaluation-
tracking system).
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
PROPOSED
D – 38
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
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 1.00 1.00
Office Assistant - - - - 0.13
Total Human Resources FTEs 1.55 2.05 2.55 2.55 2.68
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
Project Manager 100 - - - -
HR Specialist 725 - - - -
Total Annual Hours 825 - - - -
HUMAN RESOURCES PROGRAM STAFFING
PROPOSED
D – 39
ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Percentage of employees rating benefit program
material, products, and services as good to excellent:90% 90% 89% 90% 90%
2.
a.Percentage of employees rating the effectiveness of
training classes as good to excellent:80% 90% 71% 80% 80%
b.Percentage of employee evaluations completed by due
date:60% 60%90% 95% 95%
3.
a.Percentage of employees rating safety programs as good
or excellent based on quality, content, and response:86% 86% 78% 85% 95%
4.
a.Percentage of labor agreements ratified prior to
expiration of existing contracts:0% 0%Not Applicable 67% 33%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.240 196 210 219 220
2.21 22 25 30 25
3.999 2451 3,687 3,000 2,400
4.13 15 10 15 15
5.46% 48% 50% 50% 55%
6.56 53 50 55 55
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 – 40
PROPOSED
D – 41
Administrative Services Department
FINANCE & ADMINISTRATIVE SERVICES
PROGRAM 2301
PROGRAM PURPOSE
The Finance and Administrative Services Program assures fiscal accountability to the Council and to the
public. The Finance and Administrative Services Program’s core services are to: provide financial
oversight and administer accounting functions for all of the Town’s funds and accounts; prepare the
Town’s Annual Operating and Capital Budgets for fiscal and service accountability; coordinate the annual
financial audit and preparation of the Comprehensive Annual Financial Report (CAFR) to verify that
proper fiscal practices are maintained; administer the Town’s Business License, Accounts Payable,
Accounts Receivable, and Payroll functions; and oversee the Town’s Purchasing and Claims
Administration functions, ensuring proper practices are in place, and that fiscal and operational
responsibility is upheld.
BUDGET OVERVIEW
The Finance and Administrative Services Program’s FY 2016/17 budget reflects an increase in business
license tax revenue due to the increased economic activity in Los Gatos. Business License revenue is
based on the anticipated number of licensed businesses and gross receipts activity. The Finance and
Administrative Services Program continues to monitor receipts and improve collections. The FY 2016/17
budget reflects increase in salaries and benefits attributed to increased PERS, benefit rates and the
reclassification of the Administrative Technician position to Administrative Analyst position to align the
job class more closely to the works as assigned during FY 2015/16. Salary increases are not reflected in
the proposed budget and labor negotiations with the Town’s unions are pending.
PROPOSED
D – 42
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
ACCOMPLISHMENTS
Core Goals Accomplishments
Good Governance
Ensure responsive,
accountable and
collaborate
government
• Coordinated a successful FY 2014/15 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 2014/15
• Achieved the GFOA’s Distinguished Budget Presentation Award for the
FY 2015/16 Operating Budget
• Achieved the California Society of Municipal Finance Officers’ Operating
Budgeting Excellence Award for FY 2015/16
• Achieved the CSMFO’s Capital Budgeting Excellence Award for FY
2015/16
• Completed a Business License Audit sampling business parks within the
community to assess exposure to businesses operating in Town without a
license
• Implemented electronic Accounts Payable (AP) filing to provide better
service to departments and more efficient records storage
• Completed Department cross training in key functional areas including:
business licenses, daily cash reconciliations, cashiering, and fixed assets
• Completed State Controller’s “Cities Annual Report” and “Streets Report”
Fiscal Stability
Maintain ongoing
fiscal stability to
provide cost
effective core
services that meet
the needs of the
community
• Managed the coordination and on-time preparation of the FY 2016/17
Operating Budget and FY 2016/17-2020/21 Capital Improvement Program
for Council consideration
• Managed the preparation, coordination, production, and adoption of FY
2016/17 Comprehensive Fee Schedule
• Managed the Town’s investments
• Supported the Successor Agency and its required filings
• Conducted analyses for the Council Finance Committee and Town
Council regarding options to pay down unfunded liabilities
• Supported the Citizens Ad Hoc Committee as it considered new dedicated
revenue sources for the Town’s Capital Improvements Program
• Provided ongoing fiscal controls for contracts and other Town
expenditures
PROPOSED
D – 43
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes 1,151,579$ 1,130,020$ 1,779,407$ 1,250,000$ 1,300,000$ 1,300,000$
Intergovernmental Revenues - - - - - -
Service Charges 36 303 526 - - -
Interest (162,532) 625,298 430,476 319,590 319,590 331,193
Other Revenues 94 - - - - -
TOTAL REVENUES 989,177$ 1,755,621$ 2,210,409$ 1,569,590$ 1,619,590$ 1,631,193$
EXPENDITURES
Salaries and Benefits 776,267$ 839,313$ 858,171$ 965,275$ 753,480$ 1,019,097$
Operating Expenditures 121,503 120,522 136,449 163,500 140,358 166,650
Grants - - - - - -
Pass Through Accounts - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 57,816 61,957 63,373 65,021 57,638 78,227
TOTAL EXPENDITURES 955,586$ 1,021,792$ 1,057,993$ 1,193,796$ 951,476$ 1,263,974$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 44
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
FY 2016/17 KEY PROJECTS
Core Goals 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 Townwide budget-related operations and community needs.
Electronic General Ledger Journal Entry Files
Will begin to scan General Ledger Journal Entry Files to store electronically. This
will allow staff to access information from their desktops rather than having to
retrieve copies from the Finance paper storage files.
Department Cross Training in Key Functional Areas
Continue to cross train in key functional areas with an emphasis on Payroll.
Online Timesheets
Implement online submittal and approval of payroll timesheets, through the
existing financial information system. Implementation will be done through a
phased approach.
Transitioning Investments to In-House
Treasurer transitioned out of the position in Summer 2015. The Director of
Finance is training Finance staff on Treasury and Investment and developing
internal procedures.
Affordable Care Act Procedures
Coordinate the development of a Town procedure to address the Affordable Care
Act (ACA) which requires employers to offer health care coverage for all
employees who work over 130 hours in a month.
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.
Business License Amnesty Program
Identify terms and conditions, timeframe, and notify businesses of a potential
amnesty program. Provide compliance period in which businesses can pay
business license with no penalty.
PROPOSED
D – 45
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
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
PROPOSED
D – 46
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
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 - - - -
Finance & Budget Manager - 0.80 1.00 1.00 1.00
Accountant/Fin Analyst 1.00 1.00 1.00 1.00 1.00
Payroll Specialist 0.95 0.95 0.95 0.95 0.95
Budget Analyst 0.50 - - - -
Administrative Analyst - - - - 0.90
Administrative Technician - 0.90 0.90 0.90 -
Account Technician 1.80 1.25 1.25 1.25 1.25
Total Finance Services FTEs 6.05 5.90 6.10 6.10 6.10
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Funded Funded Funded Funded Funded
Project Manager 78 - - - -
Administrative Analyst 520 520 520 626 626
Mail Room Clerk(Library Dept Temps)250 250 250 250 250
Total Annual Hours 848 770 770 876 876
FINANCE & ADMINISTRATIVE SERVICES PROGRAM STAFFING
PROPOSED
D – 47
ADMINISTRATIVE SERVICES DEPARTMENT
Finance & Administrative Services
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Average rate of return on investments:0.97% 0.67% 0.85% 0.76% 0.80%
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%Data Not
Available
Data Not
Available
d.Percent of time bank statements reconciled to general
ledger within 30 days of month-end:*100% 100% 100%Data Not
Available
Data Not
Available
e.Percent of quarterly reports completed and submitted to
Council by deadlines:**
Data Not
Available
Data Not
Available
Data Not
Available 100% 100%
5.
a.Percentage of Accounts Payable invoices paid accurately:99% 99% 99%Measure
Discontinued
Measure
Discontinued
b.Percentage of Payroll checks paid accurately and on-time:99% 99% 99%Measure
Discontinued
Measure
Discontinued
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.
Provide financial oversight and administer accounting
functions for all Town funds and accounts.
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.4 4 4 4 4
2.
0 0 0 Measure
Discontinued
Measure
Discontinued
3.8,245 8,641 9,156 9,180 9,200
4.72 71 68 70 71
5.189 186 183 188 187
6.4,381 4,386 4,013 4,100 4,100
* During FY 2015/16, the method for calculating this performance measure was changed. See measure #4e.
** New measure effective FY 2015/16.
Number of Business Licenses issued annually:
Annual number of invoices entered into the Accounts Payable
system:
Number of general ledger corrections needed during audit due
to processing error:
Average number of Accounts Payable checks issued weekly:
Quarterly investment reports to Town Council:
Average number of regular and temporary employee payroll
checks issued bi-weekly:
PROPOSED
D – 48
PROPOSED
D – 49
Administrative Services Department
CLERK AD MIN ISTRATION
PROGRAM 2401
PROGRAM PURPOSE
The Clerk Administration Program serves the public by providing information and assistance related to
Town records, Council actions, Boards, Committees, 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. The Clerk Administration
Program also manages the Council agenda packet preparation, posting, and distribution.
BUDGET OVERVIEW
The FY 2016/17 budget for the Clerk Administration Program reflects a restructuring of the
administrative staff in conjunction with the Town Manager and Town Offices programs which reallocates
1.0 FTE Office Assistant to the Clerk Administration program. The Clerk Administration program’s
budget reflects increased salaries and benefits resulting from this reallocation as well as previously
negotiated salary increases and increases in workers’ compensation rates. The FY 2016/17 budget reflects
a slight increase in salaries and benefits attributed to increased PERS, benefit and worker’s compensation
rates. Salary increases are not reflected in the proposed budget and labor negotiations with the Town’s
unions are pending.
PROPOSED
D – 50
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
ACCOMPLISHMENTS
Core Goals Accomplishments
Good Governance
Ensure responsive,
accountable and
collaborative
government
• The Clerk Department continually adds documents to the LaserFiche
repository so that documents are electronically accessible to staff and the
public.
• The Clerk Department, the Town Manager’s Office, and the Management
Information Systems (MIS) Department began the process of implementing
public facing access to folders in LaserFiche to enable staff and the public to
search for ordinances and resolutions via the Town’s website.
• The Clerk Department began a pilot program of Peak Agenda, an add-on
program to Granicus, the Town’s agenda management software, to improve
efficiency, reduce preparation and publication time, and reduce the amount of
paper used.
• The Clerk Department and MIS Department began using SeamlessDocs, a
software program that will enable the Town to use electronic signatures for
agreements to reduce processing time, and all Board, Commission, and
Committee applications have been converted to enable electronic submittal.
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Other Taxes -$ -$ -$ -$ -$ -$
Intergovernmental Revenues - - - - - -
Service Charges - - - - - -
Interest - - - - - -
Other Revenues 126 - - - - -
TOTAL REVENUES 126$ -$ -$ -$ -$ -$
EXPENDITURES
Salaries and Benefits 92,401$ 116,145$ 138,712$ 256,082$ 237,350$ 270,258$
Operating Expenditures 10,536 17,316 17,102 16,900 18,050 22,900
Grants - - - - - -
Pass Through Accounts - - - - - -
Fixed Assets - - - - - -
Internal Service Charges 30,759 29,262 12,565 16,584 13,698 18,239
TOTAL EXPENDITURES 133,696$ 162,723$ 168,379$ 289,566$ 269,098$ 311,397$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 51
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
FY 2016/17 KEY PROJECTS
KEY PROGRAM SERVICES
• Provides public notice of Town Council, Commission, Committee, and Board meetings
• Coordinates recruitment and appointment process for Town Boards, Commissions, and
Committees
• Accepts and files appropriate documents associated with municipal elections
• Acts as Filing Official for the Town’s Conflict of Interest Code (Form 700) in conformance with
the requirements of the Fair Political Practices Commission
• Preserves and maintains the Town records and legislative history
• Responds to Public Records Act requests
• Provides risk management services, and processes and monitors all Town contracts
Core Goals 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 Manager’s Office implemented
automated agenda delivery to Councilmembers and staff consistent with Council-
adopted policy.
The Clerk Department began a pilot program of Peak Agenda, an add-on program
to Granicus, the Town’s agenda management software to improve efficiency,
reduce preparation and publication time, and reduce the amount of paper used.
SeamlessDocs
The Clerk Department and MIS Department began using SeamlessDocs, a
software program that will enable the Town to use electronic signatures for
agreements to reduce processing time, and automates form submittal for internal
and external customers.
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 continues to add documents
to the repository so that the public can access documents directly through the
Town’s website.
The Clerk Department, the Town Managers Office, and the Management
Information Systems (MIS) Department began the process of implementing
public facing access to folders in LaserFiche to enable staff and the public to
search for ordinances and resolutions via the Town’s website.
PROPOSED
D – 52
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Clerk Administrator 0.50 0.50 1.00 1.00 1.00
Deputy Clerk 0.50 - - - -
Office Assistant - - - 1.00 1.25
Administrative Technician - 0.50 - - -
Total Clerk Admin FTEs 1.00 1.00 1.00 2.00 2.25
CLERK ADMINISTRATION STAFFING
PROPOSED
D – 53
ADMINISTRATIVE SERVICES DEPARTMENT
Clerk Administration
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Percentage of resolutions, agreements, and ordinances indexed
within five business days:99% 99% 99% 99% 99%
b.Percentage of Town Council Minutes prepared within five
business days:97% 95% 99% 99% 99%
2.
a.Percentage of Town Council reports available 120 hours prior
to Town Council meetings:*
(Prior to FY 2015/16, reports were available 96 hours prior
to Town Council meetings)
99% 100% 100% 100% 100%
3.
a.Percentage of Public Records requests received by the Town
Clerk's Office that are completed within 10 days.**Data Not
Available
Data Not
Available 95% 95% 95%
4.95% 95% 99% 99% 99%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.Number of Legislative Records indexed:
a.Number of resolutions indexed:45 77 72 50 50
b.171 196 222 250 225
c.54 59 79 50 50
d.Number of ordinances indexed:13 9 13 15 15
2.54 46 76 74 75
3.119 153 117 125 115
4.119 140 107 110 110
5.23 15 15 Measure
Discontinued
Measure
Discontinued
6.1,500 1,500 1,500 Measure
Discontinued
Measure
Discontinued
7.451 425 325 315 310
8.Number of advisory bodies seats available:71 71 75 76 71
9.157 181 212 224 225
10.Number of Public Records Act requests processed:***87 92 152 140 125
* This measure moved from Town Manager Office during FY 2015/16.
** New measure effective FY 2014/15.
*** This measure moved from Town Attorney Office during FY 2015/16.
Provide efficient and effective indexing of key documents to
ensure adequate tracking of and accessibility to the Town's
legislative history.
Number of agreements indexed:
Number of documents recorded:
Percentage of vacancies filled on an annual basis to maximize
community participation within the Town's advisory bodies.
Oversee the Town Council Agenda process to ensure
comprehensive information and analysis is provided to the
Town Council in a timely manner.
Number of Town Council agenda reports processed:*
Oversee the Public Records Act requests in a timely and
effective manner.
Number of commission and board recruitments and appointments
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:
PROPOSED
D – 54
PROPOSED
D – 55
Administrative Services Department
NON-DEPARTMENTAL PROGRAM
PROGRAM 1201
PROGRAM PURPOSE
Appropriated funds are provided in the Non-Departmental Program to account for a variety of Town
services and activities not specifically attributable to individual Departments. Tax revenues, license and
permit fees, and intergovernmental revenues are generated as a result of overall government operations.
Non-Departmental employee and retiree expenditures, Townwide organizational costs, Town
memberships, and joint-agency service agreements benefiting the entire Town are also contained in the
Non-Departmental Program.
BUDGET OVERVIEW
The majority of the Town’s general revenues are accounted for in the Non-Departmental Program.
Current trends in some tax revenues indicate that the local economy is continuing to be strong. The FY
2016/17 proposed General Fund budget assumes growth trends in economically sensitive revenue sources
such as Property Tax, Transient Occupancy Tax, Franchise Fees, Licenses and Permits, and Charges for
Services. The FY 2016/17 Sales Tax projection is declining overall as online sales continue to detract
from brick and mortar shops. As a result, 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 with projected revenue streams to improve and enhance efficiencies.
Los Gatos, like all California cities, has experienced increases in the employer’s share of its public
retirement system contributions, a cost factor that is in large measure immune to employer control.
California Public Employees’ Retirement System (CalPERS) offers a defined benefit plan where
retirement benefits are based on a formula, rather than contributions and earnings to a savings plan.
Retirement benefits are calculated based on a member’s years of service credit, age at retirement, and
final compensation (average salary for a defined period f employment). Effective during FY 2012/13 a 3-
tier employee retirement formula system was adopted. Under this new system, the retirement formula for
existing public safety employees remains at 3% at age 50 plan; however, for “new” safety employees first
hired into any public pension system after 1/1/13, the calculation is 2.7% at age 57. Likewise, the
retirement calculation for miscellaneous employees has changed. Employees hired prior to 9/15/12
maintain the 2.5% at age 55 calculation, however, for employees hired after 9/15/12 and before 1/1/13 the
formula is 2% at age 60 and for “new” employees hired after 1/1/13 the formula is 2% at age 62. The
tiered benefit package helps to offset some of the Town’s future increasing costs of retirement
PROPOSED
D – 56
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
contributions due to negative investment returns in the State of CalPERS pension system and changes to
the PERS calculation basis. Further, employer rates have increased annually for both miscellaneous and
sworn public safety employees. The PERS rates for FY 2016/17 are either 36.18% or 12.82% for public
safety employees, depending on date of entrance into CalPERS, and 26.95% for miscellaneous
employees.
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. In the
This position primarily supports the Police Department.
Most Non-Departmental expenditures for FY 2016/17 have stayed relatively flat. There are increases
associated with Post-Employee Medical cost increases and election costs. The Non-Departmental
Program will continue to fund the following:
• $1,600,000 for the actuarially-required contribution for post-retirement benefit and pension
obligations. The Governmental Accounting Standards Board Statement No. 45 (GASB 45) requires
that the Town accrue an annual expenditure on its financial statements for the cost of providing post-
retirement health care costs.
• $1,247,925 for the lease payment on the Town’s Library building as pledged under the 2010
Certificates of Participation. This payment is offset by a reimbursement from the Successor Agency
to the Los Gatos Redevelopment Agency, with a result of no net impact on the Town’s General Fund
budget.
• $940,000 for the cost of covering the Town’s portion of retiree medical insurance premiums. The
Town has paid for this expenditure since the Town became a member of the California Public
Employees Retirement System (PERS) medical plan as it is part of the PERS agreement.
• $675,378 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.
• $208,741 for animal control services provided by the City of San Jose. The Town entered into a 20-
year agreement with the City of San Jose effective July 1, 2004.
• $139,900 for Santa Clara County’s Tax Administration fee for collecting and processing of the
Town’s assorted tax receipts.
• $89,000 for the Town Manager’s Contingency and Productivity Funds to address unforeseen
situations or opportunities that may arise during the fiscal year. This continues the reduction from
$200,000 for another year.
• $50,000 for the Los Gatos Chamber of Commerce contract to provide support for the Chamber’s
information center and implementation of the Town’s Leadership Los Gatos program.
• $44,500 for special studies when needed.
• $10,000 for organizational development and training to address needs of the Town organization when
opportunities arise.
PROPOSED
D – 57
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
The Non-Departmental program budget also reflects a transfer of $9,859,973 from the Reserve for Capital
Projects to the General Fund Appropriated Reserves (GFAR) to support the Capital Improvement
Program (CIP). $400,000 of the transfer will assist with general capital projects including park, street and
facilities upgrades and improvements and $9,459,973 will partially fund the second phase of the Almond
Grove Street Rehabilitation project. Additional funding sources for the Almond Grove Street
Rehabilitation project are identified from different funds as discussed in the Capital Improvement
Program.
PROPOSED
D – 58
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
REVENUES
Property Tax 9,477,043$ 9,054,908$ 10,113,287$ 9,127,537$ 10,102,960$ 10,458,633$
VLF Backfill Property Tax 2,437,489 2,657,404 2,818,316 2,833,750 2,984,000 3,013,840
Sales & Use Tax 8,757,428 8,029,571 8,202,678 8,337,029 8,078,812 8,164,403
Franchise Fees 2,028,903 2,063,756 2,215,430 2,127,660 2,127,660 2,191,120
Other Taxes - - - - - -
Transient Occupancy Tax 1,295,887 1,512,846 1,896,721 1,500,000 1,800,000 1,900,000
Licenses & Permits 6,224 20,175 90,161 24,060 24,060 24,790
Intergovernmental Revenues 24,195 23,262 199,674 27,220 61,495 10,460
Lease Payments 1,963,971 1,935,578 1,928,056 1,922,398 1,922,398 1,923,303
Charges for Services 127,453 124,940 126,694 152,830 124,690 125,350
Fines & Forfeitures - - - - - -
Interest (538) - - - - -
Other Sources 1,017,120 1,084,766 401,260 725,753 1,315,069 727,303
TOTAL REVENUES 27,135,175$ 26,507,206$ 27,992,277$ 26,778,237$ 28,541,144$ 28,539,202$
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
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 107,194 105,703 108,429 102,000 667,221 102,000
Transfer from Traffic Mitigations 32,772 1,679 5,504 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 - - - - 1,488,687 -
Transfer from Worker's Comp. Funds - - - - - -
Transfer from 942 SA Housing Trust 295,913 110,635 86,957 100,000 114,254 7,700
Transfer from MIS
TOTAL TRANSFERS IN 546,799$ 328,937$ 311,810$ 321,410$ 2,391,082$ 230,620$
TOTAL REVENUES & TRANSFERS 27,681,974$ 26,836,143$ 28,304,087$ 27,099,647$ 30,932,226$ 28,769,822$
EXPENDITURES
Salaries and Benefits 448,242$ 5,009,137$ 407,216$ 622,404$ 700,034$ 386,462$
Operating Expenditures 2,572,680 2,742,120 2,827,913 3,302,996 3,131,868 3,651,586
Grants 60,746 60,758 62,004 69,200 65,000 65,000
Pass Through Accounts - - (1) - - -
Fixed Assets - - - - - -
Charges for Services 5,260 5,169 5,254 5,053 5,368 5,674
Debt Service 1,963,971 1,935,578 1,928,056 1,922,398 1,922,398 1,923,303
TOTAL EXPENDITURES 5,050,899$ 9,752,762$ 5,230,442$ 5,922,051$ 5,824,668$ 6,032,025$
TRANSFERS OUT
Transfers to Bldg Maint -$ -$ -$ -$ -$ -$
Transfer fo History Project Fund - - - - - -
Transfers to GFAR 2,043,695 2,869,697 7,271,491 400,000 478,794 9,859,973
Transfers to Solid Waste - - 100,000 50,000 50,000 -
Transfer to SA Capital Projects - - - - - -
Transfer to SA Debt Service - - - - - -
Transfer to Low/Moderate Housing - - - - - -
Transfer to SA Housing - 21,687 - 41,163 - -
TOTAL TRANSFERS OUT 2,043,695$ 2,891,384$ 7,371,491$ 491,163$ 528,794$ 9,859,973$
TOTAL EXPEND'S & TRANSFERS 7,094,594$ 12,644,146$ 12,601,933$ 6,413,214$ 6,353,462$ 15,891,998$
SUMMARY OF REVENUES AND EXPENDITURES
PROPOSED
D – 59
ADMINISTRATIVE SERVICES DEPARTMENT
Non-Departmental
Full Time Equivalents (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Community Outreach Coordinator 1.00 1.00 1.00 1.00 1.00
Total Clerk Admin FTEs 1.00 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 employees
and customers through the use of SMART technology (Sensible, Multi-modal, Accessible, Responsive,
and Time-phased Technology). Key services include the maintenance, replacement, and upgrade of
existing technology; and the support for new information technology initiatives.
In meeting the Town organization’s information technology needs, the MIS Program strives to achieve
the following goals:
• 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 2016/17 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
maintain, or potentially improve service delivery levels in a fiscally prudent manner. To this end, in FY
2016/17 the Town’s IT Master Plan will be updated.
The MIS Program receives revenues through charges to General Fund and Special Revenue departmental
programs based on employee category and equipment replacement costs. Service rates are adjusted to
build fund balance capacity for future technology projects. The FY 2016/17 budget reflects a slight
increase in salaries and benefits attributed to increased PERS and benefit rates. Salary increases are not
reflected in the proposed budget and labor negotiations with the Town’s unions are pending. A 0.20 FTE
Communications Coordinator position has been eliminated and a 0.13 FTE Office Assistant position has
been added for FY 2016/17. MIS program expenses are budgeted to increase for FY 2016/17 due to the
scheduled replacement of network servers and Library computers.
PROPOSED
D – 62
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
ACCOMPLISHMENTS
Core Goals 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:
• Online mapping upgrades
• Power backup upgrades
• Police in-car video replacements
• PC monitor upgrades
• Public documents accessibility system
• Electronic forms, signatures, and workflow
• Library fiber internet improvements
• Phone system software upgrade
• Network switching replacements
• PC, laptop, and server replacements
PROPOSED
D – 63
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
SOURCES OF FUNDS
Beginning Fund Balance
Designated -$ -$ -$ -$ -$ -$
Undesignated 2,473,346 2,495,698 2,661,265 2,833,160 2,833,160 2,830,623
Total Beginning Fund Balance 2,473,346 2,495,698 2,661,265 2,833,160 2,833,160 2,830,623
Revenues
Service Charge 901,273 877,487 931,738 994,088 994,088 1,037,676
Other Revenues 138,267 160,906 157,516 90,000 107,000 90,000
Total Revenues 1,039,540 1,038,393 1,089,254 1,084,088 1,101,088 1,127,676
TOTAL SOURCE OF FUNDS 3,512,886$ 3,534,091$ 3,750,519$ 3,917,248$ 3,934,248$ 3,958,299$
USES OF FUNDS
Expenditures
Salaries and Benefits 423,825$ 426,765$ 409,180$ 510,216$ 430,185$ 518,724$
Operating Expenditures 593,363 446,061 492,113 581,664 673,440 682,464
Fixed Assets - - - 162,493 - 150,000
Internal Service Charges - - - - - -
Total Expenditures 1,017,188 872,826 901,293 1,254,373 1,103,625 1,351,188
Transfers Out
Transfer to General - - - - - -
Transfer to Equipment Replaceme - - 16,066 - - -
Total Transfers Out - - 16,066 - - -
Total Expenditures & Transfers Out 1,017,188 872,826 917,359 1,254,373 1,103,625 1,351,188$
Ending Fund Balance
Designated - - - - - -
Undesignated 2,495,698 2,661,265 2,833,160 2,662,875 2,830,623 2,607,111
Total Ending Fund Balance 2,495,698 2,661,265 2,833,160 2,662,875 2,830,623 2,607,111
TOTAL USE OF FUNDS 3,512,886$ 3,534,091$ 3,734,453$ 3,917,248$ 3,934,248$ 3,958,299$
STATEMENT OF SOURCE AND USE OF FUNDS
PROPOSED
D – 64
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
FY 2016/17 KEY PROJECTS
Core Goals Key Projects
Community
Character
Preserve and enhance the
appearance, character,
and environment quality
of the community
Development of IT Master Plan Projects
Continue to implement selected projects in the current IT master plan to enhance
productivity, including e-government improvements.
Good Governance
Ensure responsive,
accountable, and
collaborative government
System Upgrades
Replace certain servers, computers, notebooks, monitors, and printers as part of
the replacement program.
Fiscal Stability
Maintain ongoing fiscal
stability to provide cost
effective core services
that meet the needs of the
community
Electronic Document Management System
Expand electronic document management in Human Resources, Parks and Public
Works, and other Departments to increase efficiency of record retrieval.
Update IT Master Plan
Complete an updated Master Plan to guide the Town’s strategic investments in
technology to improve Town service delivery, transparency, efficiency, and
government access.
Quality Public
Infrastructure
Maintain the condition
and availability of public
facilities, transportation
systems, and other public
infrastructure
Disaster Recovery
Expand virtualization of servers to aid in disaster recovery and added efficiency
to improve disaster recovery.
Civic Enrichment
Foster opportunities for
citizen involvement, and
cultural, recreational, and
individual enrichment
Online Services Improvements
Complete improvements for the online tree permits and development
applications, online business license applications, and other online improvements,
consistent with the Town Council’s Strategic Priorities to improve efficiency and
24/7 service to the public.
Public Safety
Ensure public safety
through proactive
community policing,
effective emergency
response, and
community-wide
emergency preparedness
Police Support Technology
Upgrade the Police records management system and system consolidation with
City of Sunnyvale.
Upgrade of the LGMSPD servers and continuation of the LGMSPD joint venture
with Sunnyvale.
PROPOSED
D – 65
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
KEY PROGRAM SERVICES
• Performs maintenance and upgrades of administrative network system (servers, PCs, notebooks,
printers, hardware, and software)
• Makes Town-wide MIS replacement program purchases
• Provides customer technical support
• Provides website technical support
• Completes research and planning for new technology solutions
Full Time Equivalent (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
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 1.00 1.00 1.00
Communications Coordinator - - 0.20 0.20 -
Assistant Budget/Finance Director 0.20 - - - -
Finance Manager - 0.20 - - -
Office Assistant - - - - 0.13
Total MIS FTEs 2.95 2.95 3.20 3.20 3.13
2012/13 2013/14 2014/15 2015/16 2016/17
Temporary Staff Hours Funded Funded Funded Funded Funded
IT Technician temp/hourly - - - - 720
Total Annual Hours - - - - 720
MANAGEMENT INFORMATION PROGRAM STAFFING
PROPOSED
D – 66
ADMINISTRATIVE SERVICES DEPARTMENT
Management Information Systems
Performance Objectives and Measures
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.
a.Percentage of time service requests are resolved within
established guidelines:90% 90% 88% 85%85%
b.Percentage of network availability during normal
business hours:99% 99% 99% 99% 99%
c.Percentage of customers rating support as "good" or
"excellent" based on timeliness:92% 96% 96% 94% 94%
d.Percentage of customers rating support as "good" or
"excellent" based on quality of service:92% 98% 92% 93% 93%
Activity and Workload Highlights
2012/13
Actual
2013/14
Actual
2014/15
Actual
2015/16
Estimated
2016/17
Budget
1.202 205 207 215 218
2.53 68 70 73 75
3.37 32 33 35 36
4.1,400 1,610 1820 2060 2100
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 – 67
Administrative Services Department
WORKERS’ COMPENSATION FUND
FUND 612
FUND PURPOSE
The Town’s Workers’ Compensation Program provides for anticipated liabilities for worker
compensation benefits. The Town self-insures for benefits provided to Town employees and volunteers
for work-related injuries up to $250,000, and has excess insurance coverage for claims up to $25 million.
The Town belongs to the Local Agency Workers’ Compensation Excess (LAWCX) Joint Powers
Authority for the purpose of pooling for this excess insurance. A third party administrator, Innovative
Claims Solutions, Inc. (ICS), handles the day-to-day workers’ compensation claims administration.
BUDGET OVERVIEW
Revenues to fund this program are derived as a percentage of salary each payroll period. Each
Department pays a portion of the program’s cost based on gross wages and level of risk for the various
job classifications within the Department. The annual appropriation to this fund represents the self-
insurance premiums paid by the operating Departments. Service rates are established which maintain
fund balance capacity at approximately two and one-half times the annual operating expenditures. Any
excess funds are returned through reduced rates and fund balance transfers as needed.
Program costs covered in the internal rates include administration fees, claim settlement costs, attorney
fees (outside counsel), medical expenses, payment for temporary and permanent disability, safety
program administration and training, and excess insurance premiums. The budget for workers’
compensation is based on actual payroll in the same manner as prior years. In Fiscal Year 2015/16 staff
increased rates by 1.5% to begin restoring fund balance which has significantly declined in the last few
years due to several on the job related injuries. Staff is not anticipating to further increase the rate this
Fiscal Year.
PROPOSED
D – 68
ADMINISTRATIVE SERVICES DEPARTMENT
Workers’ Compensation Fund
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
SOURCES OF FUNDS
Beginning Fund Balance
Designated -$ -$ -$ -$ -$ -$
Undesignated 2,300,638 2,246,915 1,576,699 1,514,858 1,514,858 1,250,449
Total Beginning Fund Balance 2,300,638 2,246,915 1,576,699 1,514,858 1,514,858 1,250,449
Revenues
Service Charge 638,594 628,637 634,144 926,884 876,457 934,118
Interest 10 10 5 - - -
Other Revenues 53,114 206,763 370,425 - 84,807 -
Total Revenues 691,718 835,410 1,004,574 926,884 961,264 934,118
TOTAL SOURCE OF FUNDS 2,992,356$ 3,082,325$ 2,581,273$ 2,441,742$ 2,476,122$ 2,184,567$
USES OF FUNDS
Expenditures
Salaries and Benefits 96,223$ 108,835$ 107,496$ 104,562$ 88,896$ 113,167$
Operating Expenditures 649,218 1,396,632 958,919 1,263,389 1,136,777 1,145,643
Fixed Assets - - - - - -
Internal Service Charges - 159 - - - -
Total Expenditures 745,441 1,505,626 1,066,415 1,367,951 1,225,673 1,258,810
Transfers Out
Transfer to Grant Funds - - - - - -
Transfer to General Fund - - - - - -
Total Transfers Out - - - - - -
Total Expenditures & Transfers Out 745,441 1,505,626 1,066,415 1,367,951 1,225,673 1,258,810
Ending Fund Balance
Designated - - - - - -
Undesignated 2,246,915 1,576,699 1,514,858 1,073,791 1,250,449 925,757
Total Ending Fund Balance 2,246,915 1,576,699 1,514,858 1,073,791 1,250,449 925,757
TOTAL USE OF FUNDS 2,992,356$ 3,082,325$ 2,581,273$ 2,441,742$ 2,476,122$ 2,184,567$
STATEMENT OF SOURCE AND USE OF FUNDS
PROPOSED
D – 69
ADMINISTRATIVE SERVICES DEPARTMENT
Workers’ Compensation Fund
FY 2016/17 KEY PROJECTS
KEY PROGRAM SERVICES
• Coordinates the Town’s Workers’ Compensation Program with a contract administration firm
• Administers and/or coordinates work safety programs
• Promotes safe work practices and employee wellness
• Provides timely reporting of employee injury reports
• Provides information to employees regarding workers’ compensation reporting
• Minimizes the Town’s exposure to losses as a result of employee accidents or illnesses
Full Time Equivalent (FTE)
2012/13 2013/14 2014/15 2015/16 2016/17
Town Staff Funded Funded Funded Funded Funded
Human Resources Director 0.25 0.25 0.25 0.25 0.25
Town Attorney 0.05 0.05 0.05 0.05 0.05
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 Compensation FTEs 0.55 0.55 0.55 0.55 0.55
WORKERS' COMPENSATION PROGRAM STAFFING
Core Goals Key Projects
Good
Governance
Ensure
responsive,
accountable, and
collaborative
government
Accident Reviews
Coordinate with the Safety Committee to assist in accident review and help develop
action plans to prevent future injuries on an on-going basis and reduce or eliminate
exposure.
Cal-OSHA Safety Compliance Programs
Monitor work activities to identify and ensure compliance with safety programs that
are mandated by Cal OSHA and oversee the setting of priorities and training as
required.
PROPOSED
D – 70
PROPOSED
D – 71
Administrative Services Department
OFFICE STORES FUND
FUND 622
FUND PURPOSE
Photocopy and printer equipment, postage, and bulk mail expenditures are centrally funded through the
Town’s Office Stores Program, and subsequently charged back to the appropriate Department for services
and materials utilized on a monthly basis. Due to limited personnel activity in the operations of this
program, there are no staffing, key projects, or performance measures accounted for in this fund.
BUDGET OVERVIEW
The Office Stores Program maintains approximately 36 printers and copiers. The lease and maintenance
program includes toner and repairs for all copiers and printers and the Office Stores Fund pays for copy
paper for use on the printers and copiers on the program.
PROPOSED
D – 72
ADMINISTRATIVE SERVICES DEPARTMENT
Office Stores Fund
KEY PROGRAM SERVICES
• Provides postage and photocopy equipment and supplies for all Town Departments
• Monitors service levels and performance of copiers, printers, and postage machines, maintaining and
replacing equipment as needed
2012/13 2013/14 2014/15 2015/16 2015/16 2016/17
Actuals Actuals Actuals Adopted Estimated Proposed
SOURCES OF FUNDS
Beginning Fund Balance
Designated -$ -$ -$ -$ -$ -$
Undesignated 206,569 159,212 149,292 187,955 187,955 154,584
Total Beginning Fund Balance 206,569 159,212 149,292 187,955 187,955 154,584
Revenues
Service Charge 84,112 93,368 142,020 90,000 90,000 90,000
Interest - - - - - -
Other Revenues 4,504 4,689 5,963 5,000 5,000 5,000
Total Revenues 88,616 98,057 147,983 95,000 95,000 95,000
Transfers In
Equipment Replacement Fund - - - - - -
Total Transfers In - - - - - -
Total Revenues & Transfers In 88,616 98,057 147,983 95,000 95,000 95,000
TOTAL SOURCE OF FUNDS 295,185$ 257,269$ 297,275$ 282,955$ 282,955$ 249,584$
USES OF FUNDS
Expenditures
Salaries and Benefits -$ -$ -$ -$ -$ -$
Operating Expenditures 135,973 107,977 109,320 127,150 128,371 51,000
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
Total Expenditures 135,973 107,977 109,320 127,150 128,371 51,000
Transfers Out
Transfer to Grant Funds - - - - - -
Total Transfers Out - - - - - -
Total Expenditures & Transfers Out 135,973 107,977 109,320 127,150 128,371 51,000
Ending Fund Balance
Designated - - - - - -
Undesignated 159,212 149,292 187,955 155,805 154,584 198,584
Total Ending Fund Balance 159,212 149,292 187,955 155,805 154,584 198,584
TOTAL USE OF FUNDS 295,185$ 257,269$ 297,275$ 282,955$ 282,955$ 249,584$
STATEMENT OF SOURCE AND USE OF FUNDS