HomeMy WebLinkAbout103-Introduction.pdf
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C ITY H ALL
13777 F RUITVALE A VENUE
S ARATOGA, C ALIFORNIA 95070
(408) 868-1200
May 19, 2010
Honorable Mayor and Council members:
In the last two years, the United States has seen what many economists consider to be the worst financial
crisis since the Great Depression. What many believed to be a booming economy turned out to be an
economic bubble that burst with the collapse of the housing and credit industries. The results have been
staggering. Major business institutions have failed and declared bankruptcy, property values have
plummeted, homes are being foreclosed upon in unprecedented numbers, and unemployment rates have
reached new highs. The downturn is so widespread that it seems to have touched all of us in some
fashion. Even Saratoga, which is traditionally more isolated from economic recessions than other
jurisdictions due to of the City’s stable property tax base, small but steady sales tax revenues, and high
per capita income, has had to deal with the fallout of this financial crisis.
Economic Trends in Saratoga
In Saratoga, the economic recession has taken shape in a number of ways. Like most places, Saratoga has
been impacted by unemployment. In February 2010, the State of California Employment Development
Department reported that Santa Clara County had an unemployment rate of almost 12%. Although
Saratoga’s unemployment rate is 6%, the high unemployment rates in the County and nationwide have
taken a toll on the City. Both the loss of jobs and the lack of consumer confidence created by high
unemployment have affected City revenues. In the past two years, enrollment in the City’s Recreation
programs has somewhat declined. There have been fewer retail sales and overnight stays in Saratoga
hotels, resulting in reduced sales and transient occupancy tax revenues for the City. Sales tax has
traditionally been a consistent revenue source for the City and the change is a strong indicator of the
condition of the overall economy.
For the most part, property taxes have been relatively stable in Saratoga. With the decreases in property
values, many property owners are choosing to keep their properties until values increase. However,
declining property values have impacted the City budget. When the title of a property is passed from one
person to another, a documentary transfer tax is charged. The City receives a portion of this tax. With so
many property owners waiting to sell until the housing market improves, the City’s revenues from
documentary transfer tax have been significantly reduced.
Furthermore, as property values dropped, financing requirements became tougher. The combination of
lower property values and tighter credit requirements has made it less attractive to remodel and build new
homes. This in turn has stalled new development projects and taken a toll on Community Development
Department revenues. In FY 2006/07, Community Development processed more than 1,700 permits.
Each year thereafter the number of building permits has declined: from 1,506 in FY 2007/08, to 1,257 in
FY 2008/09. The total number of permits for FY 2009/10 as of March 2010 was only 974. In terms of
revenues, this decline represents a drop from $1,245,198 in permit fees in FY 2006/07 to approximately
$869,000 in projected permit fee revenues in FY 2009/10. Planning fee revenues follow a similar pattern,
with $1,185,840 in revenues in FY 2006/07 and about $439,000 projected for the 2009/10 fiscal year.
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Of all the consequences of the recession, one of the most dramatic has been the loss of interest income.
The City’s savings are held in Local Agency Investment Fund (LAIF). This investment fund traditionally
serves as a stable source of income for the City. However, this year LAIF’s interest rate reached an
historic low when it fell to .56% for the quarter ended March 31, 2010, with an average of .69% to date.
For comparison, during FY 2007/08, interest rates averaged 4.37% and income was just over $615,000.
The interest income for the 2009/10 budget is estimated at $90,000 and rates are expected to remain low
in FY 2010/11. Further complicating the issue, the State has been delaying payments to local
governments. Consequently, the City has less money to invest in its LAIF account and earns less interest
income.
Along with the loss of revenues, the poor state of the economy is driving many of the City’s expenses
upwards despite the careful management of expenditures. The State and County have increased their
administration fees to cities and local governments as they look for ways to balance their own budgets
that are deeply in the red. In some cases, these fees are taken from the City’s revenues before being
distributed to Saratoga. The costs of unfunded mandates, such as the Bay Area Municipal Regional
Stormwater Permit, have also gone up.
As a contract services City, Saratoga maintains a number of contracts for essential services, such as
contracts for public safety and maintenance of streets and medians. This helps to eliminate some expenses
associated with employing people such as equipment maintenance, facilities, insurance and training,
however; the price of public safety services continues to increase each year with contract increases tied to
PERS rates and cost of living raises. While some additional cost is attributable to increased patrol hours
and an added school resource officer, public safety costs increased by $1 million over the past five years.
Responding to the Economy
The City entered the 2009/10 fiscal year with concerns that the poor economic conditions would continue
and closely observed the City’s financial situation to track changes. Quarterly reports have been given to
the City Council to ensure the City’s decision makers are aware of the City’s fiscal conditions at all times
and have the information they need to decide on changes when adjustments are necessary.
Additionally, special attention has been paid to the Recreation and Facilities Department and Community
Development Department. The City charges fees for certain services, such as recreation classes and
development permits. Most of the City’s fee based services are provided by the Recreation and Facilities
and Community Development Departments. Consequently, both departments are particularly sensitive to
fluctuations in the economy. Furthermore, City Council budget policy requires the Recreation and
Facilities Department to recover 65% of its expenses through fee based services. Each month, revenue
and expenditure reports for these departments are prepared and reviewed at the department level as well
as by the City Manager and Finance Director.
To compliment internal efforts to track changes in the local economy, the City was able to take advantage
of other resources. Quarterly Sales Tax Reports from the City’s sales tax auditor, communications from
the League of California Cities and a number of financial associations, and a variety of news reports were
used to gauge the City’s fiscal position.
As a result of carefully monitoring revenues, the City adjusted spending downward early in the fiscal year
based on changes in the City’s income. Expenditure reductions have been made throughout the fiscal
year, culminating in a $630,000 budget adjustment at the Mid-Year Budget Review.
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A More Collaborative and Measured Budget Process
In light of the extraordinary economic conditions that the City has had to deal with in the past few years, a
more collaborative and measured process was used to develop the 2010/11 budget. Two budget teams
were established to work on the operating and capital budgets. The teams met on a regular basis to assess
the City’s financial status, evaluate cost saving opportunities, review proposed capital projects and
funding sources, and develop budget recommendations for the Council to review.
As part of the focus on a team-based budgeting approach, reductions made during the mid-year review of
the 2009/10 budget and those proposed for Fiscal Year 2010/11 were identified in a collaborative manner
with City employees. Employees were asked to identify savings and possible revenue increases. This
allowed for a comprehensive review of the City’s budget, making it easier to eliminate unnecessary costs
without affecting public services. During this process, employees volunteered to make a number of
sacrifices to keep the budget solvent. This included salary reductions, furloughs, and elimination of
training budgets.
Also new to this budget are performance measures. Each department division has identified key goals and
measurements to track progress towards those goals. This information is intended to provide the public
with an added understanding of the functions of the City’s departments and the services they provide.
Another new feature of the 2010/11 budget is the full integration of the FY 2010/11 - 2014/15 Capital
Improvement Plan (CIP) into the budget document with detailed information for each capital project,
including project description and location, project background, timeline, and funding information. As
with the performance measurements, the inclusion of a detailed CIP will increase the transparency of City
operations by informing the public about upcoming projects.
Making Short Term Sacrifices to Balance the Budget
In the coming fiscal year, the City expects that the worst of the recession will have passed and the
economic environment will slowly improve. After the austere FY 2009/10 budget, balancing the 2010/11
budget has required significant sacrifices.
With a shortfall of over $753,000 projected, the City took on a wide variety of short term initiatives to
balance the budget and get through the remainder of the recession without significantly impacting
services. This includes temporary cuts, such as voluntary staffing and salary reductions, delaying
expenditures when possible, reducing training budgets, and minimizing use of consultants. City staff has
reduced expenses wherever possible, from credit card and bank fees, to office supplies and meeting
expenses. Additionally, some road maintenance expenses that had been included in the general fund
operating budget were shifted into the capital budget’s Annual Resurfacing and Street Maintenance
project, and Internal Service Fund chargeback fees have been reduced to lessen the impact on the General
Fund.
A portion of the General Fund’s expected shortfall is proposed to be offset with additional funding. This
includes $140,000 of reimbursements charged back to capital project grants for staff time, and a total of
$100,000 in transfers from four Internal Service Fund reserves back to the General Fund ($25,000 from
each of the following: IT Equipment Replacement, Vehicle/Equipment Replacement, Liability Insurance,
and Workers Compensation Insurance Funds). The remainder of the expected FY 2010/11 General Fund
shortfall was met with expenditure reductions, with approximately $2,000 in excess savings - as
illustrated on the following page:
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FY 2010/11 G ENERAL F UND BUDGET STRATEGY:
In essence, all but the most basic and necessary expenses have been eliminated in this budget. Although
the City was able to make certain sacrifices to prepare a balanced 2010/11 budget, the City anticipates
these cuts cannot be sustained permanently without an impact to future services. Most notably, a large
portion of the savings comes from salary reductions that are primarily the result of reduced staff hours.
This means employees have less time to perform their primary duties, which will affect services if
continued on a long term basis. Fortunately, the economy is already showing some signs of improvement
and the City hopes that these temporary sacrifices will be sufficient enough to get the City through the
remainder of the recession.
In addition to the reductions noted above, the City expects some additional and revenue from increases in
false alarm and rental processing fees, as well as from an administrative citation late fee penalty fee, an
administrative conditional use permit fee, and a site coverage exception fee. Each year the, City Council
holds a public hearing to review proposed new fees or fee increase recommendations, and to provide the
community with an opportunity to comment. This annual fee schedule lists services for which the City
charges fees, from development permits to fines and building rentals. Updates to the fee schedule are
based on the cost to provide a service.
Additional Revenues:
Grant Project reimbursement for staff time 140,000$
Internal Service Fund transfers to General Fund 100,000$
Total Additional Revenue:240,000$
Salary Reductions:
Eliminate City Manager raise $ 11,700
Voluntary employee partial FTE reductions 83,100
Temporary Staff reductions 20,700
3 days furlough (27 hours) for full-time staff 60,500
Eliminate auto allowance for City Manager & Department 27,360
Eliminate overtime (except Public Works & Code 8,000
$ 211,360
Operating Expenditure Reductions:
Reduce Council’s meeting budget $ 3,000
Publish Saratogan in recreation activity guide 23,000
Reduce legal public notices 2,000
Eliminate employee recruitment expenses 7,650
Reduce organizational training 2,000
Reduce bank fees and financial services 16,200
Reduce fees to process credit card payments for city services 30,000
Finalize development deposits 25,000
Reduce records management services 15,000
Move unscheduled traffic signal repairs to capital budget 25,000
Move road shoulder maintenance to capital budget 20,000
Reduce Traffic Consultant expenses 40,000
Reduce meeting and training expenses 8,900
Reduce office supplies/miscellaneous materials 12,500
$ 230,250
$ 73,500
Total General Fund Expenditure Reductions:755,110$
Internal Service Fund Chargeback Reductions:
Total Operating Expenditure Reductions
Total Salary Reductions
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Capital Budget Highlights
For this fiscal year, a total of ten new projects are proposed to be added to the CIP budget. The CIP
budget is used for construction, acquisition, rehabilitation, or non-routine maintenance projects that
generally cost more than $25,000 and have a lifespan of at least 5 years at a fixed location. CIP projects
are broken down into four categories, including street projects, park and trail projects, facility projects,
and administrative projects. Funding for the CIP budget comes from General Fund and Internal Service
Fund transfers, grants, and from dedicated funding such as Gas Tax, state roadway or park allocations,
community benefit assessments, Park-in-Lieu fees, and Theater Ticket surcharges.
Street Projects
Rule 20A Undergrounding
Project
Funding for this project comes from PG&E Rule 20A work
credits, which the City has been accumulating over the past
few years. When sufficient work credits have been accrued,
the City can apply to PG&E to move some of the City’s
overhead utilities underground. A project location has not yet
been identified.
Quito Road Undergrounding
Project
Addition of this project to the CIP reflects a subdivision
development improvement funding deposit made several
years ago following a housing development project on Quito
Road. Due to the high cost of undergrounding utilities, this
will most likely need to be incorporated into a larger
undergrounding project.
Monte Vista Storm Drain Phase I The first phase of this project will address localized flooding
that occurs during years of high rainfall in the Monte Vista
neighborhood. The first phase will install a pump that will
automatically direct water to an existing storm drain inlet on
El Camino Grande when water levels reach a certain point.
Canyon View/Elva Storm Drain This project funds replacement of an existing segment of
storm drain near Canyon View Drive and Elva Avenue that
failed in 2010.
Park & Trail Projects
Ravenwood Playground
Equipment
This project will replace existing playground equipment at the
park with equipment that is fully compliant with ADA and
safety requirements.
Playground Safety Improvements Through this project, the City will make safety improvements
at City parks.
Village Creek Trail Design This project would fund design of a new trail behind Village
businesses and long the Saratoga Creek. The City applied for a
matching grant from the Santa Clara Valley Water District that
would require a $20,000 contribution from the City.
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Blaney Plaza Sound System &
Lighting Improvements
This project would add a permanent sound system, a Wi-Fi
hotspot, and make lighting improvements to Blaney Plaza,
which has become a popular location for community events.
Facilities Projects
Key Pad Door Security Phase I This project would install a new electronic door locking system
to City Hall buildings that would automatically lock and unlock
doors based on the City’s hours of operation. The project has
been proposed as a security measure to prevent possible theft or
damage to City property as a result of doors left unlocked after
regular business hours.
Saratoga Prospect Center Site &
Safety Improvements
This project would fund improvements to the Saratoga Prospect
Center, including a new monument sign, safety and parking lot
lighting, parking lot resurfacing, relocation of the entrance to
the property, and addition of an integrated sound system in
Friendship Hall and motorized projection screens in Friendship
Hall and the Grace Building.
Budget Priorities
While the primary objective of this budget is to meet the shortfall without unduly affecting services, the
City Council priorities are still reflected in the 2010/11 budget. These priorities include:
- Fiscal responsibility
- Maintaining a high level of public safety
- Community building
- Fostering relationships with community
partners
- Sustaining the City through
environmentally friendly practices
- Promoting business in the City
- Preserving the City’s small-town semi-
rural ambience
- Keeping neighborhoods beautiful
- Helping residents improve their health
Fiscal Responsibility
As in years past, the City has prioritized fiscal responsibility and ever increasing operational efficiencies.
With the fluidity of the economy, this priority has been especially critical. Following adoption of the FY
2009/10 budget, the City Council started receiving quarterly reports on the budget. This additional
information, along with changes in the budgeting process, have helped the City to effectively respond to
changes, as it did during the mid-year review of the 2009/10 budget. The Finance Committee, which is a
two City Councilmember committee that reviews financial matters with the City Manager and Finance
Director in preparation of City Council Meetings, has added an additional layer of overview of City
finances and provides a Council perspective and guidance to staff before financial matters are brought to
the Council. Both the Community Development and Recreation and Facilities Departments meet with the
City Manager and Finance Director to review revenue reports to identify trends and modify expenditures
when needed to keep the budgets of the two departments balanced.
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Secure and Safe City
Maintaining a high level of public safety has also remained a top concern for the City. The City has a
contract with the Santa Clara County Sheriff’s Office to provide law enforcement services. Since
2007/08, the total number of radio calls for service has increased by more than 1,300 calls. Despite the
increase in calls, response times for Priority I calls (serious emergencies and public hazards) have gone
down from 5:08 minutes to 4:01 minutes. The City has also seen a slight decline in the number of
reported crimes since 2008/09. Funding for public safety will not be significantly changed in the 2010/11
budget.
In addition to efforts made by the Sheriff’s Office, the City’s Traffic Safety Commission is actively
engaged in reviewing traffic issues throughout Saratoga. The Commission identifies potential problems
and recommends solutions that will increase the safety of Saratoga’s roadways. The City has a Roadway
Safety & Traffic Calming fund in the CIP budget to cover the cost of safety and traffic calming projects.
Typical traffic calming projects have included speed bumps, bulb outs, and medians to slow traffic and
improve pedestrian safety.
Building Community
The budget also reflects continued commitment to community building. A total of $20,700 has been
budgeted for community events. A portion of this funding will be made available for community
organizers who coordinate events that bring residents together, including the Mustard Faire, Taste of
Saratoga, and other traditional Saratoga events. The City helps organizers of these events through both
community event funds, in-kind support, and also through the City’s online community events calendar
that is powered by Artsopolis and features events held in Saratoga. This online tool makes it easier for
event organizers in the City to publicize their events. Funding has also been set aside for the Saratoga
Community Garage Sale, which the City started hosting in 2009 to help bring people together and reduce
waste before the City’s annual cleanup. Over 180 people participated in the 2009 Garage Sale.
Communication with the public is a critical component of building a more connected community in
Saratoga. In September 2009, the City launched its new website that now features email subscriptions.
Residents can subscribe to a variety of email notifications, including notifications for posting of Council
agendas, upcoming events, and more. On the City’s website, the public can find streaming video of live
and archived City Council and Planning Commission meetings. Full agenda packets, including staff
reports, for both the Council and Planning Commission are made available online as well. These online
tools provide one more way in which residents can easily and conveniently find critical information and
follow the happenings of City Hall.
The City also maintains more traditional methods of communication. Residents can still expect to receive
The Saratogan, the City’s newsletter that was reactivated in 2008. The City will be reducing the cost of
producing the newsletter by including it as part of the Recreation Activity Guide. This change will save
the City $23,000 and residents will still receive all the benefits of the newsletter three times per year. The
City also provides support for KSAR15, the Saratoga community access television channel. Residents can
watch live and recorded City Council and Planning Commission meetings, along with a wide variety of
other programs that include community announcements and news coverage of local events.
Community Partnerships
In addition to building relationships between the City and residents, the City strives to develop stronger
partnerships with community organizations that serve the Saratoga community. Before the start of each
City Council meeting, the Council holds joint meetings with community partners like the Saratoga school
districts, Commissions, neighborhood associations, Chamber of Commerce, Saratoga Ministerial
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Association, Saratoga Area Senior Coordinating Council, Historical Foundation, West Valley College,
Mountain Winery, Montalvo Arts, Hakone Foundation, and more. The purpose of these meetings is to
provide the City with opportunities to interact with community organizations to open lines of
communication. The City hopes that this will strengthen connections between the City and these
organizations and ultimately allow the City and community organizations to pool resources to better serve
the needs and interests of Saratoga residents.
Sustainable City
The City has long been committed to adopting more environmentally friendly practices. In 2008, the City
received Green Business Certification from the Bay Area Green Business Program. The certification is
awarded to organizations that demonstrate efforts to reduce water and energy use, minimize waste, invest
in renewable energy, and decrease fuel consumption. The City has put in place a number of the best
practices recognized by the Green Business Program. This includes no longer purchasing single-use
plastic water bottles, implementing an extensive recycling program, using products made of recycled
materials, holding paperless City Council meetings, installing energy efficient T-8 lighting, replacing turf
and other high maintenance landscaping with drought resistant landscaping or hardscapes, and installing
smart irrigation controls at City parks and medians that control watering levels based on weather and
moisture content in the air.
The City will increase its efforts to save financial and environmental resources during the 2010/11 fiscal
year. Three major projects will be funded through the 2010/11 capital budget, including addition of a
solar array in the Saratoga Corporation Yard that will provide power to the Corporation Yard and the Joan
Pisani Community Center, replacement of nine aging HVAC units with equipment that is 30% more
efficient and uses chemicals that do not affect the ozone, and installation of energy efficient Light
Emitting Diode (LED) street lights in the Village to replace existing High Pressure Sodium lights.
Funding for the LED street light project will be provided by the American Recovery and Reinvestment
Act through an Energy Efficiency Conservation Block Grant.
Business Friendly
Another critical component of becoming a sustainable City is creating an environment that is friendly to
businesses. In 2008, the City commissioned a study to identify retail opportunities in Saratoga. The report
provides the business community with information about the retail gaps in the City and offers insights
into which areas of retail might be successful. Additionally, the City continues to provide financial
support to the Saratoga Chamber of Commerce to promote and assist Saratoga business owners.
The City also offers a number of incentives to business owners, including the Village Façade
Improvement Program that allows business or property owners on Big Basin Way to receive 50%
reimbursements up to $5,000 for façade improvement projects. The conditional use permit process was
also improved with adoption of an administrative process that has lowered the cost to applicants and
decreased permit approval time for businesses. The Council also adopted a conditional use permit fee
waiver for up to 5 businesses in targeted categories, which included ice cream/yogurt stores, arts and
crafts instruction studios, and other businesses with Council approval.
During the 2010/11 fiscal year, the City will be making significant streetscape and safety improvements
to the Village. Improvements will be partially funded by a Federal Congestion Mitigation and Air Quality
grant along with State and City funding. Many of the planned improvements were developed through a
public process and are expected to increase pedestrian safety and improve the appearance of the Village,
making it a more popular retail and dining destination.
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Rural Character of Community
Saratoga is a primarily residential community nestled up against the Santa Cruz Mountains. One of the
most distinct and celebrated features of the community is its small-town semi-rural ambience. Many
residents consider this trait to be the key component of the City’s charm, which is why great care is taken
to preserve the small town feel of Saratoga through carefully managed development. The Community
Development Department guides applicants through the development and building process to ensure that
new and remodeled structures resonate with the character of the City.
Furthermore, the City actively enforces its code to help maintain Saratoga’s character and high quality of
life. The City responds immediately to code violation complaints and works with property owners to
achieve voluntary compliance through education and assistance. This cooperative process helps address
code violations in a quick and friendly manner.
Beautiful and Maintained Neighborhoods
The City works to keep its neighborhoods beautiful and maintained through a variety of methods. First
and foremost, the City is committed to keeping infrastructure in excellent condition. This includes the
City’s 67 acres of developed parkland and 13 miles of walking trails. The City’s beautifully manicured
parks and trails offer a wide range of amenities and are an attraction for residents and visitors alike.
The landscaped medians play a major role in improving the City’s appearance. There are more than four
miles of landscaped medians in Saratoga. These medians are located on most arterial roads and on some
of the major collector streets. In addition to beautifying the City, medians help protect drivers from
oncoming traffic.
Well maintained streets also affect the City’s appearance. Every two years, the quality of the City’s streets
are surveyed and rated based on the paving condition index (PCI). The City is able to maintain the 135
miles of roadway in Saratoga at an average PCI of “Very Good” by focusing resurfacing money in the
capital budget on streets that have the lowest PCI rating. Each year the City uses approximately 8,000
tons of asphalt to repave its streets. Many of FY 2009/10 resurfacing projects have been funded by grants,
including American Recovery and Reinvestment Act of 2009 monies. These funds were used on main
arterial roads, like Saratoga Avenue, which has increased the amount of money available to resurface
neighborhood roads.
The City’s 24 lighting and landscaping assessment districts have been an extremely effective method for
beautifying Saratoga neighborhoods. Residents in these districts voted for assessments on their properties
to pay for City crews to install upgrades and perform maintenance on landscaping, lighting, and other
beautification projects.
Healthy Saratoga
In 2010, the City Council made promotion of health and wellness a priority for the City. Residents in
Saratoga have many health and wellness opportunities available to them. The City maintains 13 miles of
walking trails and 67 acres of developed parkland that feature par courses, tennis courts, basketball courts,
baseball diamonds, soccer fields, and more. Residents can also take advantage of classes offered by the
Recreation and Facilities Department, including zumba, yoga, jazzercise, ice skating, and healthy cooking
classes.
From May 2010 to September 2010, the Saratoga Parks and Recreation Commission will be leading an
effort to help residents become more active. The Commission has challenged residents to MOVE-IT.
Participants in this program will have between May and September to walk/run a marathon (26 miles) or
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bike a century (100 miles) in Saratoga. Not only will the program inspire the community to exercise, there
are no costs associated with MOVE-IT Saratoga.
Conclusion
After a year of austerity, modest reductions, and prudent spending, the City is now entering a period of
sacrifice with confidence that the economy will be recovering in the next year or so. While significant
cuts are proposed in this budget, services will be relatively unaffected and the City will continue to make
progress on its budget priorities. This is due in large part to the collaborative process used to identify
savings and reductions in salary and benefits that have been offered by our employees to help the City
bridge its budget gap. So despite the tumultuous state of the economy, the City is able to present a
balanced FY 2010/11 budget to the City Council for adoption and continue providing high quality
essential services to the residents of Saratoga.
Respectfully submitted,
Dave Anderson
City Manager
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H ISTORY AND C ULTURE OF SARATOGA
ocated in the foothills of the Santa Cruz Mountains, approximately 26 miles east of the Pacific
Coast, 10 miles southwest of San Jose, and 50 miles south of San Francisco, the City of Saratoga
runs along the western edge of Santa
Clara County. Although the incorporated City
of Saratoga dates back only to 1956, the town
had its beginning more than a century earlier
when William Campbell built a sawmill here in
1848, about two and one-half miles above the
present downtown village, along what is now
State Highway 9. Having spent the winter of
1846/47 in the abandoned adobe buildings of
Mission Santa Clara, Campbell correctly
surmised that the settlers who were beginning to
come to the Santa Clara Valley would want to
build sturdy wood houses, reminiscent of the
homes they had left in the East.
With this belief, William Campbell started a
sawmill operation along the stream here in
1847. It was delayed however after another
millwright constructing a sawmill at the western
base of the Sierra mountains a hundred and fifty
miles northeast found gold flakes in the
American River, touching off the 1849
California Gold Rush. While no such discovery
occurred here, there were later reports of copper and silver deposits in the region. Instead, for more than
half a century, the wealth of the local mountains was in timber, mostly redwood, and the settlement that
later became Saratoga owes its start and early development to that wealth.
In 1850, Martin McCarty leased the sawmill
Campbell had started, and set about to improve its
access by building a road to the site. To recoup his
investment, McCarty erected a tollgate near the
present intersection of Third Street and Big Basin
Way, and charged a fee for the use of the road. It
was common practice in those early days for roads
to be built on a private-enterprise basis, then after a
period of time, the counties would take them over
and maintain them as public thoroughfares. In
McCarty's case, although the tollgate was used for
only about a year, it was sufficient for the settlement
to be known as Tollgate for some years afterward.
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Due to the natural resources in the area, the town had a brief
industrial era. With the abundance of lumber products, a tannery
and paper mills were built along the stream, as well as several flour
mills, and a furniture factory in town. Due to the collection of
mills, the settlement’s post office was given the name of Bank
Mills in 1863. Shortly thereafter, the discovery of local mineral
springs with a chemical content similar to that of Congress Spring
at Saratoga Springs, New York, led to the renaming of the
settlement to Saratoga in 1865.
In the latter part of the 1800’s, the area's fertile soil and available land saw the emergence of another
industry - agriculture. Apricots, cherries and French prunes were particularly well-suited to Saratoga's
soil and climate. During the late 1880's, the hillsides were found to be conducive to viticulture and many
wineries were established. In 1890, Saratoga became the home
of the world-renowned Paul Masson Winery. Convinced that
the rich California soil could produce grapes for champagnes
comparable to those of France, the French immigrant Masson
brought grape cuttings from his native land to plant on the
hillsides.
Saratoga developed into a pleasant village as it became the
trading center for the surrounding fruit-growing farms. The
mountain setting and mild climate also made Saratoga a popular
resort area. The elaborate resort hotel Pacific Congress Springs,
flourished for almost forty years about two miles above the village, until it was destroyed by fire in 1903.
The resort image lingered through succeeding years, even as agriculture became the dominant industry in
Saratoga and the Santa Clara Valley.
During the early 1900's, Saratoga had an enviable reputation as a highly desirable place to live. The
Interurban Rapid Transit of the day began service which connected Saratoga with the rest of the Santa
Clara Valley and beyond. Saratoga soon became a haven for wealthy San Franciscans who came to build
elegant hillside homes overlooking the lush valley. One of these was the palatial Mediterranean-style
home of the United States Senator James Phelan. His Villa Montalvo is now a center for the cultural arts.
After World War II, the valley’s rapid
urbanization changed the character of Saratoga
from agricultural to suburban. As space
technology and the defense and electronics
industries were established in nearby communities,
Saratoga's open land soon became more valuable
for homes for the rapidly growing population, than
it was for fruit orchards, although some vineyards
and a few scattered orchards do remain as a
reminder of the bygone era. The City of Saratoga
strives to maintain these elements of its natural
beauty and colorful past through careful zoning
policies and historic preservation.
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Public interest was stirred to new heights in the mid-1950s when, with orchards giving way to
subdivisions, the annexation designs of the City of San Jose became obvious. As a result of this concern,
Saratogans voted to incorporate in 1956 and to establish their own city government.
Saratoga Today
The City of Saratoga, as it exists today, is an attractive residential community of 31,997 (January 1, 2010)
known for its excellent schools and prestigious neighborhoods. The community’s historic downtown
district, known as "The Village", has distinctive
dining, unique shops, and numerous buildings dating
back to the late 1800’s and early 1900’s. Saratoga
residents place an emphasis on historical preservation,
and on retaining the quality of the city’s semi-rural
ambiance. The City also is home to Villa Montalvo,
the former home of Senator James Duval Phelan
which hosts an art gallery, an artist in residence
program, concert performances, park trails and
grounds. Additionally, the former Paul Masson
homestead and winery in the Saratoga foothills, now
known as the “Mountain Winery”, features world-class
concerts each spring and summer. And Hakone
Gardens, the oldest Japanese-style residential garden in the Western Hemisphere, maintained and run by
the Hakone Foundation, lies just outside of the Village offering classes, festivals, and Japanese culture.
City Government
The City of Saratoga was incorporated in 1956 and operates under a Council/Manager form of
government. The City government receives most of its revenue from property tax, although the City’s
share of property tax receipts is only about 5.45% of the 1% assessment Saratoga property owners pay.
This “low tax” status limits the City to providing minimal services to its residents. Staffing is low for a
city this size (58.35 FTE) with many services provided on contract.
In addition, with the relatively late incorporation of the city after the community had developed, many
school districts and utility districts were already in place, meaning more than one pre-existing district may
serve within City of Saratoga boundaries. Public safety services are provided by other governmental
organizations, including the Saratoga Fire Protection District and the Santa Clara County Fire Department
through property tax allocation agreements, and by the Santa Clara County Sheriff’s Office by city
contract. Animal control services are contracted with the City of San Jose.
The City’s departments are structured by function, and include Public Works – which oversees city
infrastructure maintenance and projects, Community Development – which guides the physical growth of
the City through planning, zoning, and code compliance, Recreation and Facilities – which provides
recreation programs and maintains city facilities, Administrative Services – which provides oversight and
support for the City’s financial, administrative, and technology operations, and the City Manager’s
Department – which provides oversight and guidance for the all City functions, and legislative and
administrative support for the City Council and Commissions.
Transportation
Saratoga is part of a comprehensive transportation network that links the City to other Silicon Valley
cities and beyond through roadways, bikeways, and mass transit systems, including the bus and light rail
systems, the Caltrain system, and to the Mineta International Airport in San Jose. Bus routes provide
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inter-city transportation needs with access to the Village, schools, the community college, and local office
and shopping markets. Highway 85 runs through Saratoga, providing linkage to other area freeways and
major cities. San Francisco is 47 miles north, and Santa Cruz is about 26 miles southwest. The tourist
havens of Monterey and Carmel are approximately 65 and 73 miles south of Saratoga, respectively.
Schools
The City of Saratoga is served by 6 different schools districts, which include Saratoga Union School
District, Cupertino Union School District, Campbell Union School District, Los Gatos-Saratoga High
School District, Campbell Union High School District, and Fremont Union High School District.
The schools in these districts that serve Saratoga residents are among the best in the nation. Saratoga
High School and Monte Vista High School have been ranked by U.S. News & World Report within the
top 100 schools in the country.
City of Saratoga Vision
The City of Saratoga strives to maintain a high quality of life for its residents through careful planning
and infrastructure maintenance, through activities to build community, and by providing opportunities for
extensive citizen participation in community issues. Succinctly, the vision for our City is that:
Saratoga is a Community
Where the common good prevails;
Where the natural beauty of the City and its hillsides is preserved;
Where historic assets are preserved and promoted;
Where local commerce provides a vibrant presence in the Village and the other
commercial areas;
Where the orientation is toward the family;
Where homes and neighborhoods are safe and peaceful;
Where government is inclusive and values community involvement;
Where desirable recreational and leisure opportunities are provided;
Where quality education is provided and valued;
Where value is placed on an attractive, well maintained and well planned community;
Where government provides high quality, basic services in a cost effective manner;
Where a small town, picturesque, residential atmosphere is retained;
Where the arts and cultural activities which serve the community and the region are
promoted;
Where neighbors work together for the common good;
Where leadership reflects community goals; and
Where, because of the forgoing, the citizens and the families of Saratoga can genuinely
enjoy being a part of and proud of this special community.
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CITY COMMISSIONS
Finance Committee
The Finance Committee (previously termed the Finance Advisory Committee and the Finance
Commission) was originally formed in 1981 to advise the City Council on financial matters pertaining to
the governing of the City, as well as on the use of fiscal resources and the development of technology for
the City. In 2007, the Council reconstituted the Finance Commission as a Finance Committee to review
financial matters with the City's Finance Director in preparation for the City Council meetings. The
Committee consists of two Council members who each serve one year terms of office, and will meet on as
as-needed basis.
Heritage Preservation Commission
The Heritage Preservation Commission functions as a liaison working in conjunction with the Council,
the Planning Commission, and the agencies and departments of the City to implement the City's Heritage
Preservation Ordinance. The Commission's scope includes property surveys within the boundaries of the
City of Saratoga for the purpose of establishing an official inventory of heritage resources and
recommending to the City council specific proposals for designation as a historic landmark, heritage lane
or historic district. One member is nominated by the Saratoga Historical Foundation and two members
must be trained and experienced in the field of construction and structural rehabilitation, such as a
licensed architect, engineer, contractor or urban planner.
Library Commission
The Library Commission provides counsel and recommendations on library policies, budgets, plans and
procedures to the City Council, City staff, the Santa Clara County Library staff, and the Saratoga Library
Supervisor. The Library Commission has no administrative authority over the library's operations but
does participate in the general planning of the library operation and library-related programs and policies.
One member is nominated by the City of Monte Sereno.
Parks and Recreation Commission
The Parks and Recreation Commission advises the Council on a variety of matters as they relate to parks
and recreation. Principally, the commission serves as a conduit between the public and the Council,
assesses public input, collects information, and makes recommendations to the Saratoga City Council.
After being suspended for several years, the Parks and Recreation Commission was reinstated by the
Council on May 16, 2007.
Pedestrian, Equestrian, and Bicycle Trails Advisory Committee
It is the mission of the Pedestrian, Equestrian, and Bicycle Trails Advisory Committee to advise
the city regarding the planning, acquisition, and development of trails and sidewalks and to
maintain the trails network to enhance the quality of life in Saratoga.
Planning Commission
The Planning Commission advises the City Council on land use matters such as the General Plan and
specific plans, zoning and subdivisions. The Commission plans for the future orderly physical
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development of the City and informs and educates the public on current land use and urban planning
issues. In many areas the Planning Commission also acts as a legislative body in making determinations
within the framework of applicable State laws and City ordinances. Ultimate decisions on land use reside
with the City Council. Members are required by State law to file an annual statement of economic
interests.
Traffic Safety Commission
The Traffic Safety Commission investigates reviews and analyzes traffic safety issues raised by
the Community members and Public Safety Agencies. It provides a venue for the public to
express concerns regarding traffic safety issues. The Traffic Safety Commission makes
recommendations to the City regarding traffic safety.
Village Economic Development Committee
The Village Economic Development Committee was established at the June 18, 2008 City Council
Meeting. The Council has charged the Committee with the responsibility to investigate economic
development issues in Saratoga Village. The Committee consists of two City Council members and two
Planning Commissioners.
Youth Commission
The Youth Commission is comprised of middle and high school students appointed by the City Council in
two-year terms. Youth Commissioners serve as a liaison between the teen community and the City
Council.
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BUDGET & F INANCIAL P OLICY
I NFORMATION
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BUDGET P ROCESS O VERVIEW
he City of Saratoga adopts an annual
Operating and Capital Budget and an
annual budget update of the five-year
Capital Improvement Plan. The budgets contain
summary level information for revenue and
expenditure appropriations for the fiscal year
beginning July 1st and ending June 30th. The
budget documents are prepared in accordance
with generally accepted accounting principles
(GAAP).
BUDGET P URPOSE
The Operating and Capital Summary Budget and
the Capital Improvement Plan serve as the City’s
financial plan, as well as a policy document, a
communications tool, and an operations guide.
Developed with an emphasis on long range
planning, service delivery, and program
management, a fundamental purpose of these
documents is to provide a linkage between the
services and projects the City intends to
accomplish, and the resources committed to get
the work done.
The format of the budget facilitates this linkage
by clearly identifying program purpose, key
projects, and workplan goals, in relation to
revenue and expenditures appropriations.
BASIS OF BUDGETING AND ACCOUNTING
Developed on a program basis with fund level
authority, the operating and capital budgets
represent services and functions provided by the
City in alignment with the resources allocated
during the fiscal year.
Basis of Accounting and Budget refers to the
timing factor concept in recognizing
transactions. This basis is a key component of
the overall financial system because the budget
determines the accounting system. For example,
if the budget anticipates revenues on a cash
basis, the accounting system must record only
cash revenues as receipts. If the budget uses an
accrual basis, accounting must do likewise. The
City’s budgeting and accounting systems both
use a combination of modified accrual and full
accrual basis in the accounting and budget
systems.
The City’s Governmental Funds consist of the
General Fund, Special Revenue Funds, Debt
Service Funds, and Capital Project Funds.
Governmental Fund budgets are developed using
the modified accrual basis of accounting. Under
this basis, revenues are estimated for the period
if they are susceptible to accrual, e.g. amounts
can be determined and will be collected within
the current period. Principal and interest on
general long-term debt are budgeted as
expenditures when due, whereas other
expenditures are budgeted for liabilities
expected to be incurred during the current
period.
Proprietary fund budgets are adopted using the
full accrual basis of accounting whereby revenue
budget projections are developed recognizing
revenues expected to be earned during the
period, and expenditures are developed for
expenses anticipated to be incurred in the fiscal
year. The City maintains one type of proprietary
fund: Internal Service Funds.
Fiduciary funds are also budgeted under the
modified accrual basis. Trust funds are subject
to trust agreement guidelines, and Agency Funds
are held in a custodial capacity involving only
the receipt, temporary investment, and
remittance of resources. Saratoga administers
two agency funds.
SUMMARY OF BUDGET DEVELOPMENT
The City develops it budgets with a team-based
budgeting approach. City Management and the
Finance Department guide the process through
budget development; however program budgets
and workplans are developed with each
department’s director or program manager’s
oversight and expertise. This approach allows
for hands-on planning and creates a clearer
understanding for both management and staff of
T
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a program’s goals and functions to be
accomplished in the next budget year.
T HE DEVELOPMENT P ROCESS
Typically both the Operating and Capital Budget
and Capital Improvement Plan (CIP) processes
begin in early January with the City Council and
City Manager’s development and refinement of
initiatives and directives for the upcoming
budget year. The CIP is reviewed during this
time to determine funding capabilities, project
priorities, and to refine project workplans.
Although the CIP budget document is prepared
separately from the Operating and Capital
Budget, CIP program information is
incorporated into the Operating and Capital
Summary Budget document through the
resulting financial appropriations and service
level requirements.
In February, the budget preparation process
begins officially for staff. Budget assumptions,
directives and initiatives are provided to set the
City’s overall objectives and goals. Over
several months, staff identifies and analyzes
program revenue and expenditure projections in
coordination with Finance/Budget staff and City
management. Capital improvement projects are
assessed and refined, and CIP funding and
appropriation requirements are finalized.
Through rounds of budget briefings and
revisions, staff’s final program budget and
workplans are developed by the end of April;
operational and capital workplans are finalized,
and the Finance/Budget staff prepares financial
summary information for City Council review in
addition to departmental budgets and workplans.
BUDGET ADOPTION
During the month of May, the City Council
reviews the proposed Operating and Capital
Summary Budget, and the Capital Improvement
Plan for the five year period in a public hearing.
Notice of the hearing is published in a local
newspaper at least ten days prior to the
Council’s public hearing date. The public is
invited to participate and copies of the proposed
budgets are available for review in the City
Clerk’s office and at the budget hearing.
Under requirements established in Section
65401 of the State Government Code, the City’s
Planning Commission also reviews the proposed
Capital Improvement Plan and reports back to
the City Council as to the conformity of the plan
with the City’s Adopted General Plan .
Final council-directed revisions to the proposed
budget are made and the budget documents are
resubmitted to the Council for adoption, again in
a publicized public hearing prior to the
beginning of the fiscal year.
Section 2-20.050(i) of Saratoga’s City Code
requires the City Manager to prepare and submit
an annual budget to the City Council. This is
accomplished in June, when the final proposed
budget is formally submitted to the Council in
the subsequent public hearing.
The approved resolutions to adopt the CIP and
operating budgets and the appropriation
limitation (Gann Limit) follow this section.
BUDGET AMENDMENTS
During the course of the fiscal year, workplan
changes and unanticipated needs will necessitate
adjustments to the adopted budgets. The City
Manager is authorized to transfer appropriations
between categories, departments, projects, and
programs within a fund in the adopted budget,
whereas the City Council holds the authority for
budget increases and decreases and transfers
between funds.
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BUDGET C ALENDAR
December
January
February
March
Budget Office to begin development of financial forecast and budgets
for following fiscal year, including:
• Draft operating budget revenue and expenditure projections
• Prior fiscal year-end fund balance available for CIP
Budget Office to prepare Mid-Year Budget Report and Five-Year
Financial Forecast for Council review at annual retreat
For Operating Budget:
• Budget Office to provide budget information to staff on budget
assumptions, directives, initiatives, and goals
• Budget Office and Program Managers to prepare Internal Service
and Equipment Replacement Fund analyses and schedules, finalize
internal service rates
• Budget Office to prepare operating budget worksheets for updates,
including departmental/program narratives, staffing and financial
worksheets, asset and staffing requests.
For Capital Budget:
• Budget Office to prepare updated five-year CIP project projections
Budget Office and departments to review current User Fee Schedule for
appropriate changes in preparation of annual updates process
For Operating Budget:
• Budget Office to finalize Internal Service Fund program workplans
• Budget Office to prepare budget worksheets for departments,
including staffing and internal service program costs
• Departments to prepare draft revenue expenditure workplans
For Capital Budget:
• Project Managers to prepare funding and cost estimates for new
projects
City Council to hold Public Hearing for Annual User Fee Update
City Council to hold Annual CDBG and Community Grant Public
Hearing for review and direction for following fiscal year grant
appropriations
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April
May
June
July/
August/
September
For Operating Budget:
• Departments to finalize budget workplans and program narratives
• Budget Office to compile program narratives, financial and
supplemental schedules, and financial budget summaries and charts
• Proposed budget briefing with City Manager
For Capital Budget:
• Project Managers to finalize projects for CIP submittal
For Operating & Capital Budgets:
• CIP Budget Team to assemble final list of recommended projects
and funding requirements
• Final budget briefing with City Manager
For Operating & Capital Budgets:
• Budget revisions finalized, proposed budgets assembled and
distributed to City Council and posted on website
• Public Hearing held for proposed Operating and Capital Budgets
For Operating & Capital Budgets:
• City Council revisions incorporated into budget documents
• City Council adoption of Operating and Capital Budget
• City Council adoption of Gann Appropriation Limit
Final document preparation of financial and supplemental schedules,
charts, reference materials, etc
Adopted Operating and CIP Budget documents finalized, printed and
distributed
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FINANCIAL POLICIES
The City of Saratoga manages its financial, operational, and budgetary affairs in accordance with the
following general policy statements. These policies represent long-standing accounting, budgeting, debt,
investment, and reserve principles and practices, and are the foundation which guides the City in
maintaining its financial stability.
G ENERAL F INANCIAL P OLICIES:
• The City Council’s financial based goals, objectives, and policies will be incorporated into and
implemented with the City’s Operating and Capital Budgets.
• Efforts will be coordinated with other governmental agencies and joint power associations to achieve
common policy objectives, share the cost of providing governmental services, and support legislation
favorable to cities at the state and federal level.
• The City will seek out, apply for, and effectively administer federal, state, local, and foundation
grants which address the City’s current priorities and policy objectives.
AUDITING AND F INANCIAL R EPORTING:
• California State statute requires an annual financial audit of the City’s financial records and
transactions by independent Certified Public Accountants. The city will comply with Generally
Accepted Accounting Principles (GAAP) and produce annual financial reports pursuant to
Governmental Accounting, Auditing, and Financial Reporting (GAAFR) guidelines.
• Weekly check registers and monthly Cash and Investment Reports will be submitted for review and
approval at City Council meetings. A mid-year budget status report will be presented at the City
Council retreat.
APPROPRIATIONS AND BUDGETARY C ONTROL:
• The City Council will adopt an annual balanced operating budget and the first year of an integrated
five-year capital improvement plan budget, to be effective for the fiscal year running from July 1st
through June 30th. Operating and capital budgets are to align with the City’s long-term financial
goals.
• Each year the Finance Department will provide an updated five year (or longer) financial forecast to
the City Council prior to Council’s review of the proposed annual budgets to provide a long-range
fiscal perspective to the City’s economic status.
• Budgets are prepared on the same basis used for financial accounting and reporting: governmental
fund types (General, Special Revenue, and Debt Service) are budgeted according to the modified
accrual basis of accounting; proprietary funds (Internal Service Funds) and fiduciary funds are
budgeted under the accrual basis of accounting.
• The City Council maintains budgetary control at the fund level; any changes in total fund
appropriations during the fiscal year must be submitted to the City Council for review and Council
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majority approval. Operating Budget appropriations lapse at the end of each fiscal year unless
specifically re-appropriated by the City Council in the following fiscal year. Capital Budget
appropriations are structured as a multi-year workplan; therefore project expenditure balances are
carried forward to the following fiscal year as part of the annual budget adoption until funding is
exhausted or the project is completed.
• The City Manager is authorized to implement the City’s workplan as approved in the adopted
budget. Within a specific fund, the City Manager may transfer appropriations between categories,
departments, programs, and projects as needed to implement the adopted budget, provided no change
is made to the total appropriation amount provided for any one fund.
• Recurring expenditures are to be funded with recurring revenues, or funds specifically designated for
operational use. One time expenditures may be funded with one-time revenues or fund balances.
Fund balance reserves are to be used for non-recurring one-time and capital projects.
• The CIP Streets/Pavement Management program has an established minimum annual funding goal
of $1,000,000, with Gas Tax Revenues and Road Impact Fees as designated funding sources. The
$300,000 of designated TEA proceeds previously transferred to the CIP Streets/Pavement
Management program was reverted back to the General Fund effective with the FY 2008/09 budget.
• $100,000 of TEA General Fund property tax revenues are designated for CIP Facility Improvements.
• The Recreation Department cost recovery rate is to exceed the California Parks & Recreation
Society’s (CPRS) average cost recovery rate for all California recreation departments as established
in the current CPRS benchmarking report (approximately 65%).
R EVENUE P OLICIES:
• The City will encourage a diversified and stable revenue system to offset short-run fluctuations in
any one revenue source.
• Designated and legally restricted tax and revenue funding sources will be accounted for in the
appropriate funds. General taxes and revenues not allocated by law or some other contractual
agreement to other funds are accounted for in the General Fund. Capital project revenues are to be
directly accounted for in the appropriate capital project fund.
• The City establishes user charges and fees at a level that recovers the direct and indirect activity
cost of providing a service or product. The City will consider market rates and charges levied by
other municipalities of similar size for like services in establishing rates, fees, and charges. For
services having partial cost recovery objectives, cost recovery ratios may vary according to policy
objectives. A master schedule of User Fees is reviewed and updated each year to adjust fees to the
established level.
• The City will follow an aggressive policy of collecting local taxes and revenues due to the City
through persistent follow-up procedures, and external resources as necessary.
• Unrestricted donations, gifts, and bequests to the City in excess of $5,000 must be brought to
Council for approval and acceptance. All restricted donations, gifts and bequests must be
submitted to the Council for approval prior to acceptance.
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E XPENDITURE P OLICIES:
• All expenditures shall be in accordance with the City’s purchasing policy, travel policy, credit card
policy, or any other applicable guidelines.
• Expenditures are managed at the program level. Program managers are to ensure expenditures do
not exceed the budgeted workplan and must take immediate action if at any time during the fiscal
year an operating deficit is projected at year-end. Corrective actions may include expenditure
reductions, or with Council approval, budget adjustments, service reductions, or service fee
increases.
P URCHASING P OLICY:
• The City’s current purchasing policy, with an effective date of 4/23/2007, establishes purchasing
authority levels, purchasing procedures, and requirements, for the procurement of supplies,
equipment, and services, in conformance with Federal and State codes and regulations, and City
Ordinance No. 2-45.
• Public Work projects which are governed by the State’s Public Contract Code are excluded from
provisions of the City’s purchasing policy.
• Guidelines established by the City’s Purchasing Policy directs the City’s departments to purchase
the best value obtainable, securing the maximum benefit for funds expended, while giving all
qualified vendors an equal opportunity to do business with the City.
• All purchases exceeding $5,000, up to $25,000 require written quotes and must be approved by the
Purchasing Officer or designee. All purchases exceeding $25,000 must be authorized by the City
Council.
F IXED ASSETS AND I NFRASTRUCTURE :
• All assets with a cost equal to or greater than $10,000 and a useful life of more than one year will be
capitalized. Repairs and maintenance of infrastructure assets will generally not be subject to
capitalization unless the repair extends the useful life of the asset.
• The City will sustain a long-range fiscal perspective through the use of a five-year Capital
Improvement Plan designed to maintain the quality of City infrastructure, including streets,
sidewalks, curbs and storm drains, lighting, building, parks, and trees.
• Asset information is to provide information for preparation of financial statements in accordance
with GAAP, with emphasis placed on completion of GASB 34 requirements.
I NTERNAL SERVICE F UNDS:
• Asset replacement and maintenance Internal Service Funds are to provide a consistent level of
funding for asset replacement and building maintenance projects, and ensure sufficient funding is
available for the regular maintenance and repair of the City’s vehicles, equipment, and buildings.
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Internal Services Funds are established to both allocate operating costs to departments for support
and maintenance services in the effort to distribute costs appropriately, and to stabilize the City’s
replacement and operational costs for the purpose of providing an accurate and balanced long-range
fiscal perspective of the use of services and assets.
• Technology and Office Equipment replacement and maintenance Internal Service Funds are to
provide a consistent level of funding for the replacement of technology assets and projects, and
appropriately distribute support and maintenance costs to departments.
• The Liability and Workers Compensation Insurance Internal Service Funds are to maintain adequate
reserves to pay all valid self-insured claims and insurance deductibles, including those incurred but
not reported, in order to keep the insurance funds actuarially sound.
• Each Internal Service Fund will set recovery charges at rates sufficient to meet all operating
expenses, depreciation, and cash reserve policy objectives.
F UND BALANCE R ESERVES:
• Fund balance reserves in a governmental fund are classified as either Reserved or Unreserved Fund
Balances, depending on purpose. Reserved Fund Balances represent funding set aside for
established legal obligations and liabilities, and are not available for appropriation. Unreserved Fund
Balances are comprised of both designated and undesignated fund balances, and are not legally
obligated for a specific use.
Unreserved Designated Fund Balance Reserves represents funds identified by Council for an
intended use; however as there is no legal obligation, the funds may be re-designated and utilized for
another purpose if Council chooses. Unreserved Undesignated Fund Balance represents funds not
yet identified for a specific use by Council, and is available for designation or appropriation.
• Adequate reserves are to be maintained for all known liabilities and established City Council and
community directed initiatives.
• At year-end, after the City’s financial records are finalized and audited, revenues in excess of
expenditures and funding obligations close out to Unreserved Undesignated Fund Balance. Council
established $500,000 as the base amount for Undesignated Fund Balance. Any accumulated
available funding in excess of $500,000 is to be held for appropriation to Capital Improvement and
Cost Efficiency projects in the following budget process.
• Year–end undesignated fund balance distribution is to be prioritized as follows:
1. Funding of legal obligation and liability reserves
2. Repayment of borrowing from Fund Balance Reserve to established levels
3. Replenishment of Unreserved Undesignated Fund Balance to $500,000
4. Designation of remaining funds for Capital Improvement and Cost Efficiency Projects
• Reserved Fund Balance reserves are to be maintained on an on-going basis for the following legal
obligations and liabilities:
1. Petty cash
2. Retiree Medical (liability amount determined at year-end)
3. Development Deposits (liability amount determined at year-end)
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• Unreserved Designated Fund Balance reserves are to be maintained on an on-going basis for the
following Council established purposes:
1. Operations Reserve (Established on July 1, 1999 at $2,000,000 to provide working capital cash
flow for the General Fund. Interest earnings are applied at fiscal year-end at LAIF interest rate.)
2. Economic Uncertainty /Hillside Reserve established at $1,500,000
3. Designated for Liability Claims
4. Development Services Fund Balance
5. Environmental Services Fund Balance
T REASURY M ANAGEMENT :
• California Government Code Section 53600; City of Saratoga Municipal Code Section 2-20.035;
and Section 16.0 of the City of Saratoga Investment Policy require the City Council to annually
review and approve the City’s Investment Policy.
• It is the policy of the City of Saratoga to invest public funds in a manner which will provide the
maximum security with the highest investment return, while meeting the daily cash flow demands
of the City and conforming to all state and local statutes governing the investment of funds.
• The Finance & Administrative Services Department shall prepare and present to the City Council in
sufficient detail to show the financial condition of the City at month end, the cash and investments
balance by fund, and fund balances by fund type.
L ONG -T ERM DEBT:
• Long-term Financing Debt will be confined to capital improvements or special projects that cannot
be financed from current revenues, and is to be used only if the debt service requirements do not
negatively impact the City’s ability to meet future operating, capital, and cash reserve policy
requirements.
• The term for repayment of long-term financing will not exceed the expected useful life of the project.
R ISK M ANAGEMENT P OLICY:
• The City is insured for up to $25 million of general liability, auto, and property damage claims
through the Association of Bay Area Government’s (ABAG) Pooled Liability Assurance Network
(PLAN) Corporation. The City is self-insured for the first $25,000 for general liability and auto
claims; property damage after $5,000 and third party auto claims after $10,000.
• Workers Compensation claims are insured after the first $250,000 through ABAG and an excess
coverage policy. The coverage provides an employer liability limit of $5,000,000 per occurrence,
and workers’ comp per occurrence limit of $100,000,000. The City participates in a Workers
Compensation risk pool for the first $250,000 of coverage, known as SHARP (Shared Agency Risk
Pool). Workers' Compensation claims are managed by a third party administrator.
• The City’s role in managing its risk management program is to be preventative in nature which will
be accomplished through careful monitoring of losses, working closely with the third party
administrator, and designing and implementing programs to minimize risk and reduce losses.
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For Beginning County City California Ending %
YE Population Population Per Capita Limit
Limit Factor Factor Income Δ Limit Increase
2001 19,675,107 1.0163 1.0055 1.0491 20,977,606 6.62%
2002 20,977,606 1.0147 1.0055 1.0782 22,950,540 9.40%
2003 22,950,540 1.0125 1.0191 0.9873 23,092,833 0.62%
2004 23,092,833 1.0079 1.0029 1.0231 23,694,794 2.61%
2005 23,694,794 1.0072 1.0000 1.0328 24,471,983 3.28%
2006 24,471,983 1.0112 1.0124 1.0526 26,078,624 6.57%
2007 26,078,624 1.0118 1.0034 1.0396 27,203,516 4.31%
2008 27,203,516 1.0152 1.0138 1.0442 28,837,681 6.01%
2009 28,837,681 1.0172 1.0077 1.0429 30,592,104 6.08%
2010 30,592,104 1.0156 1.0070 1.0062 31,261,971 2.19%
2011 31,261,971 1.0126 1.0100 0.9746 30,851,813 -1.31%
AppropriationAppropriation
June 30
G ANN APPROPRIATION L IMIT
On November 6, 1979 California voters approved Proposition 4, commonly known as the Gann Spending
Limitation Initiative, establishing Article XIIIB of the State Constitution. This proposition, which
became effective in Fiscal Year 1980/81, mandated an appropriations (spending) limit on the amount of
tax revenues that the State and most local government jurisdictions may appropriate within a fiscal year.
This limit grows annually by a population and cost-of-living factor.
The State Appropriation Limit was since modified by two subsequent initiatives – Proposition 98 in 1988
and Proposition 111 in 1990. Proposition 98 established the return of tax revenues exceeding
appropriation limit levels to the State or citizens through a process of refunds, rebates, or other means.
Proposition 111 allowed more flexibility in the appropriation calculation factors.
Only tax proceeds are subject to this limit. Charges for services, fees, grants, loans, donations and other
non-tax proceeds are excluded. Exemptions are also made for voter-approved debt, debt which existed
prior to January 1, 1979, and for the cost of compliance with court or Federal government mandates.
The City Council adopts an annual resolution establishing an appropriations limit for the following fiscal
year using population and per capita personal income data provided by the State of California’s
Department of Finance. Each year’s limit is based on the amount of tax proceeds that were authorized to
be spent in fiscal year 1978/79, with inflationary adjustments made annually to reflect increases in
population and the cost of living. This State Appropriation Limit is therefore established as the amount of
funds that can be appropriated from tax proceeds for that fiscal year.
APPROPRIATION L IMIT C ALCULATION
With per capital income expected to decrease next year, and only a minimal population increase, the
appropriation factor was negative for FY 2010/11..
The following schedule reflects historical appropriations for the prior ten years, and the calculation for FY
2010/11:
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The City of Saratoga’s appropriation limit for fiscal year 2010/11 is calculated as follows:
As illustrated above, the total amount of tax revenues appropriated to the City in FY 2010/11 is not to
exceed $30,851,813. The FY 2010/11 budget anticipates $9,599,500 in Gann designated tax revenues
which equates to $21,252,313 less than, or approximately 31% of, the appropriation limit for FY 2010/11.
Therefore, the City’s tax revenues fall substantially below the appropriation limit.
APPROPRIATION T REND
The City of Saratoga is an affluent suburb community, known for its excellent schools and beautiful
neighborhoods, is home to many Silicon Valley executives and professionals. As a highly desirable place
to live, comprised of high-value homes, property values increased significantly over past years. Up until
this last year, property tax revenues increases were anticipated each year. However, as the City was
established as a low-tax city, the property tax dollar growth in the tax base increased at a slower pace than
population and per capita personal income growth rate since the Gann calculation was established in
1979. Together, these factors contribute to a large margin between tax revenues received and the revenue
limitation established under the Gann Proposition With a conservative forecast for a flat revenue growth
in the near future and a 5.3% appropriation growth trends (based on a 32 year average) there remains a
strong expectation for an ongoing level of comfort in future year’s appropriation margins.
APPROPRIATION L IMIT ADOPTION
The resolution to adopt the revised appropriation limit of $30,851,813 will be on the June 2, 2010 City
Council agenda..
% Increase in California 2009/10 2010/11
County Per Capita Appropriation Appropriation Appropriation
Population Income Δ Factor Limit Limit
1.0126 X 0.9746 =0.9869 X 31,261,971$ =30,851,813$
FY 2010/11 Calculation
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G ANN APPROPRIATION L IMIT R ESOLUTION
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ANNUAL BUDGET R ESOLUTION
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