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HomeMy WebLinkAbout107-City Manager's Department.pdfC ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 15 CITY MANAGER’S DEPARTMENT The City Manager’s Department is comprised of the offices of the City Manager, City Clerk, and Human Resources. The City Manager’s Department supports the Council’s legislative and policy interests, provides management, leadership, and direction for the City organization, supports commissions, interacts with community groups, fosters community relationships and provides public awareness of municipal programs, services, and goals through effective community outreach, using avenues including the City website, media relations, and the Saratogan (a quarterly community newsletter, which was reinstituted beginning in Winter, 2008). In addition, the City Manager’s Department provides oversight and coordination with Public Safety, Animal Control, Solid Waste/Recycling and Cable Television services and emergency preparedness agencies. The Department is directly responsible for presenting an annual balanced fiscal year budget to City Council that reflects the most accurate revenue estimates and economic conditions at the time, assuring that City services are performed in accordance with City Council priorities and within the capabilities of the City’s resources, keeping the City Council advised of the City’s financial condition and the future needs of the City on an ongoing basis, providing policy analysis, and overseeing numerous contract negotiations. The Department values its relationships with the community and fosters its partnerships with the Chamber of Commerce, Saratoga Area Senior Coordinating Council, Hakone Foundation, community access television station KSAR, and the administrators of other agencies and service districts in the city, including the Saratoga and Santa Clara County Fire Districts, local school districts, and West Valley College. BUDGET OVERVIEW Beginning with the FY 2007/08 budget, the City Manager’s Department was restructured to separate Public Safety services from the organizational management functions of the City Manager’s Office. The Santa Clara County Sheriff’s Office provides full operational oversight; therefore, staffing for this activity was reallocated back to the City Manager’s Department. In addition, the citywide Risk Management and Workers Compensation functions were removed from the City Manager’s Department and captured as an Internal Service Fund structure to properly allocate them across the City’s operational programs. As Human Resources staff provides administrative support for the Workers Compensation program, a small portion of staff time was re-aligned to this Internal Service Fund program. Effective with the FY 2009/10 budget, t the City Clerk position was restructured to focus solely on Clerk Administration duties, thereby eliminating Risk Management-related duties and the staffing allocation to that program. As a result, the Clerk’s position increased from .75 FTE to 1.0 FTE, increasing salary and benefit costs for the department. In FY 2010/11, as a cost-cutting measure, several short time intern positions (300 hours each) were eliminated. C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 16 2007/08 2008/09 2009/10 2009/10 2010/11 Actuals Actuals Adjusted Estimated Proposed REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - 10,519 - 550 13,050 Charge for Services - - - - - Other Sources 3,858 1,493 2,000 1,418 1,200 TOTAL REVENUES 3,858$ 12,012$ 2,000$ 1,968$ 14,250$ EXPENDITURES Salaries and Benefits 891,460 961,903 1,028,146 1,011,571 1,006,519 Operating Expenditures Materials & Supplies 6,339 10,248 8,500 7,038 8,075 Fees & Charges 30,914 66,347 30,575 28,729 75,521 Consultant & Contract Services 44,861 73,886 62,437 51,081 47,990 Meetings, Events & Training 32,534 31,417 21,585 19,738 23,375 Total Operating Expenditures 114,648 181,898 123,097 106,587 154,961 Fixed Assets 15,095 21,371 - - - Internal Service Charges 130,412 133,466 124,253 124,253 120,368 TOTAL EXPENDITURES 1,151,615$ 1,298,637$ 1,275,496$ 1,242,411$ 1,281,848$ 2007/08 2008/09 2009/10 2009/10 2010/11 Actuals Actuals Adjusted Estimated Proposed GENERAL FUND City Manager's Office 573,977$ 623,246$ 657,048$ 637,087$ 628,099$ City Clerk 269,701 337,932 269,566 253,556 310,459 Human Resources 307,937 337,459 348,882 351,768 343,291 TOTAL GENERAL FUND 1,151,615$ 1,298,637$ 1,275,496$ 1,242,411$ 1,281,848$ TOTAL DEPT EXPENDITURES 1,151,615$ 1,298,637$ 1,275,496$ 1,242,411$ 1,281,848$ DEPARTMENTAL EXPENDITURES BY PROGRAM GENERAL FUND REVENUES AND EXPENDITURES C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 17 Full Time Equivalents (FTE) 2007/08 2008/09 2009/10 2010/11 City Staff Funded Funded Funded Funded City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 1.00 1.00 1.00 0.90 Executive Assistant to CM 1.00 1.00 0.75 0.75 City Clerk 0.75 0.75 1.00 1.00 Human Resources Manager 0.95 0.95 0.95 0.95 Administrative Analyst I/II 1.00 1.00 1.00 0.90 Total FTEs 5.70 5.70 5.70 5.50 2007/08 2008/09 2009/10 2010/11 Temporary Staff Funded Funded Funded Funded Office Specialist II/III 1,700 1,600 1,600 1,568 Student Interns 240 - 900 - Executive Assistant - 800 - - Total Annual Hours 1,940 2,400 2,500 1,568 * CITY MANAGER'S DEPARTMENT STAFF This schedule reflects all FTEs funded in the City Manager's Deparment. Staffing assigned to Internal Service Funds are reflected in the appropriate department's FTE schedules. However, in the Financial Summaries, staff schedules reflect staffing assigned by Home Department. C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 18 C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 19 CITY MANAGER’S OFFICE The core services of the City Manager’s Office are to: • Provide leadership, oversight and direction for City functions • Provide comprehensive information, policy analysis, and support to the City Council • Provide support and guidance to the City’s Commissions • Nurture community and intergovernmental relations • Cultivate public awareness of municipal services, programs, and activities The City Manager’s Office has direct oversight responsibility for the City Clerk and Human Resources Programs, and coordinates with external agencies that provide Public Safety, Animal Control, Solid Waste/Recycling and Cable Television Services and Emergency Preparedness services to the City. BUDGET OVERVIEW The City Manager’s Office provides a managerial oversight and coordination role, and thus does not generate revenues. Budget expenditures are comprised of staffing costs and a minor amount of operational costs. Due to budget constraints, the City Manager’s Executive Assistant position was reduced from a 1.0 FTE to a .75 FTE in the FY 2009/10 budget, limiting the assistant position’s services to approximately eight hour days, Monday through Thursday. The Executive Assistant’s FTE reduction will continue in FY 2010/11. In April 2010, the Administrative Analyst II position was reduced from a 1.0 FTE to a .90 FTE, which will continue through FY 2010/11. Beginning with the FY 2010/11 budget, the Assistant City Manager position will be reduced from a 1.0 FTE to a .90 FTE. City Manager’s Office hours will remain at the same level and staff’s reduction in hours will be staggered in order to provide full coverage during open hours. . A short-term summer internship included in FY 2009/10 for a records management and policy project in the City Manager’s Office has been eliminated. Other Operational expenses have also been further reduced where possible. C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 20 CITY MANAGER’S OFFICE FY 2010/11 OBJECTIVES Annual Budget – The City Manager’s Office will continue to oversee the development and ongoing improvements to the City’s annual Operating and Capital budgets for presentation to the City Council and the community, ensuring City finances, services and projects are properly presented and budgeted. Management and Council Retreats – Organize and facilitate an annual staff retreat to address organizational development and administrative policies, and to prepare for the annual City Council retreat. Organize an annual City Council retreat to facilitate policy and issue development, subsequently resulting in the generation of the City’s annual work plan and, subsequently, the operating and capital budgets. CaliforniaFIRST and ABAG Energy Retrofit Programs – Staff will participate in County and Regional efforts to plan and implement these two programs. CaliforniaFIRST provides municipal financing for alternative energy strategies, such as solar; the ABAG Energy Retrofit Program provides energy audits and financing for measures that lead to energy and water use reductions. 2007/08 2008/09 2009/10 2009/10 2010/11 Actuals Actuals Adjusted Estimated Proposed REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - 1,000 - 1,418 - TOTAL REVENUES -$ 1,000$ -$ 1,418$ -$ EXPENDITURES Salaries and Benefits 508,337 552,197 585,319 575,807 571,580 Operating Expenditures Materials & Supplies 4,464 4,625 4,050 4,322 4,075 Fees & Charges 4,686 4,150 5,750 5,048 3,400 Consultants & Contract Services - - 8,887 - - Meetings, Events & Training 12,724 14,301 9,250 8,118 5,800 Total Operating Expenditures 21,874 23,075 27,937 17,488 13,275 Fixed Assets - - - - - Internal Service Charges 43,766 47,974 43,792 43,792 43,244 TOTAL EXPENDITURES 573,977$ 623,246$ 657,048$ 637,087$ 628,099$ GENERAL FUND REVENUES AND EXPENDITURES C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 21 CITY MANAGER’S OFFICE KEY SERVICES • Provide comprehensive information, policy analysis, and support to the City Council • Provide oversight, leadership, and direction to City functions • Monitor state and federal legislation and effectively communicate the City’s position on legislative proposals affecting Saratoga • Nurture community and intergovernmental relations • Cultivate public awareness of municipal services, programs, and activities • Present a balanced budget to City Council each fiscal year which reflects the most accurate revenue estimates and economic conditions at the time • Assure that City services are performed in accordance with City Council priorities and within the capabilities of the City’s resources • Keep the City Council advised of the City’s financial condition and the future needs of the City on an ongoing basis Full Time Equivalents (FTE) 2007/08 2008/09 2009/10 2010/11 City Staff Funded Funded Funded Funded City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 0.75 0.75 0.75 0.75 Executive Assistant to CM 0.75 0.75 0.60 0.60 City Clerk - - - - Human Resources Manager - - - - Administrative Analyst I, II 1.00 1.00 1.00 0.90 Total FTE's 3.50 3.50 3.35 3.25 2007/08 2008/09 2009/10 2010/11 Temporary Staff Funded Funded Funded Funded HR Admin Assistants - - - - Student Interns - - 300 - Executive Assistant - 800 - - Total Annual Hours - 800 300 - CITY MANAGER'S OFFICE STAFF C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 22 CITY MANAGER’S OFFICE 2007/08 2008/09 2009/10 2010/11 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Review and approve City Council reports no later than 12- hours in advance of creating agenda packet: Information not available Information not available Information not available 90% b.Meet with each Department Director on a weekly basis to provide strategic direction on priority projects and problems: Information not available Information not available Information not available 90% c.Actively participate in SCCCMA, West Valley Mayors/Managers and Asst. City Manager meetings: Information not available Information not available Information not available 90% 2. a.Send e-mail notifications for Council agendas, Commission meeting agenda/minutes, publication of Saratogan, weekly Sheriff's Office updates and community events updates: Information not available Information not available 75%95% b.Seek input from City Council on a quarterly basis for Saratogan; publish and distribute on a quarterly basis: Information not available Information not available 100%100% c.Format weekly statistical report from Sheriff's Office and upload on City website: Information not available Information not available Information not available 90% 2007/08 2008/09 2009/10 2010/11 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 3 4 2 5 9 6 6 3 Information not available Information not available 6 6 4 Information not available Information not available 4 4 West Valley Waste Management JPA meetings: Parks & Recreation Commission meetings: Prepare and distribute Quarterly Council Priorities Update: Library Commission meetings: Provide administrative leadership and coordination to City departments; provide policy recommendations to the City Council; represent City interests in local and regional issues to ensure efficient and effective governnmental operations. Communicate important information to residents through a variety of mediums, including the City website, Saratogan, KSAR and public meetings. C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 23 CITY CLERK’S OFFICE The City Clerk is responsible for meeting the legal requirements related to maintaining City records and conducting City business, as set forth in the State of California Government Code and City Municipal Code. The City Clerk is responsible for the timely indexing of resolutions, ordinances, and agreements, preparing City Council agendas and minutes, and maintaining an accurate record of all Council proceedings. Additional duties include: maintaining custody of the City Seal; administering oaths and affirmations; preparing and publishing legal notices; maintaining the Saratoga Municipal Code; processing board and commission recruitment applications; working with the Santa Clara County Registrar of Voters to conduct local elections in a fair and impartial manner; and receiving petitions and subpoenas on behalf of the City. BUDGET OVERVIEW The City Clerk oversees the City’s municipal elections program. FY 2010/11 is an election year, with three of the five City Council seats up for election. Revenues for this Department reflect the receipt of Council candidate filing fees, and expenditures reflect costs for consolidation of the election with the County of Santa Clara. Notable program costs include: $12,000 for public noticing over the year; $19,000 for streaming video service for City Council meetings; and another $5,000 for codification services (maintaining the City’s Municipal Code). The remaining expenditures are ongoing costs for salary, supplies, training and operational expenses. C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 24 CITY CLERK’S OFFICE FY 2010/11 OBJECTIVES Records Retention – The City Clerk’s Office will continue to implement the City-wide electronic records management and retrieval system project. Council Candidate Information – The City Clerk’s Office will be providing prospective City Council candidates with individual binders of information about the City and documents related to running for City Council. Additionally, for the first time, candidates will be able to access election information on the City’s website at http://www.saratoga.ca.us/council/council_candidate_information/default.asp 2007/08 2008/09 2009/10 2009/10 2010/11 Actuals Actuals Adjusted Estimated Proposed REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - 10,519 - 550 13,050 Charge for Services - - - - - Other Sources 3,858 493 2,000 - 1,200 TOTAL REVENUES 3,858$ 11,012$ 2,000$ 550$ 14,250$ EXPENDITURES Salaries and Benefits 154,417 156,034 171,850 160,989 167,485 Operating Expenditures Materials & Supplies 167 3,694 3,350 660 2,400 Fees & Charges 17,035 52,531 15,340 13,340 63,340 Consultants & Contract Services 22,045 46,995 25,500 25,439 26,000 Meetings, Events & Training 2,107 782 2,450 2,052 2,000 Total Operating Expenditures 41,354 104,003 46,640 41,491 93,740 Fixed Assets 15,095 21,371 - - - Internal Service Charges 58,835 56,525 51,076 51,076 49,234 TOTAL EXPENDITURES 269,701$ 337,932$ 269,566$ 253,556$ 310,459$ GENERAL FUND REVENUES AND EXPENDITURES C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 25 CITY CLERK’S OFFICE KEY SERVICES • Meet legal requirements as set forth in the State of California Government Code and City Municipal Code • Maintain City records through timely indexing of resolutions, ordinances, and agreements; • Prepare City Council agendas and minutes • Maintain an accurate record of Council proceedings • Maintain custody of the City Seal • Administer Oaths and Affirmations • Prepare and publish legal notices • Maintain the Saratoga Municipal Code • Work with the Santa Clara County Registrar of Voters to conduct local elections in a fair and impartial manner Ensure Fair Political Practices Commission filings are made on a timely basis • Administer recruitment process for Commission and Outside Agency Council appointments Full Time Equivalents (FTE) 2007/08 2008/09 2009/10 2010/11 City Staff Funded Funded Funded Funded City Manager - - - - Assistant City Manager - - - - Executive Assistant to CM 0.25 0.25 0.15 0.15 City Clerk 0.75 0.75 1.00 1.00 Human Resources Manager - - - - Administrative Analyst I, II - - - - Total FTE's 1.00 1.00 1.15 1.15 2007/08 2008/09 2009/10 2010/11 Temporary Staff Funded Funded Funded Funded HR Admin Assistants - - - - Student Interns 240 - 300 - Executive Assistant - - - - Total Annual Hours 240 - 300 - CITY CLERK STAFF C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 26 CITY CLERK’S OFFICE 2007/08 2008/09 2009/10 2010/11 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of resolutions prepared and signed within three business days: Information not available Information not available 98%99% b.Percentage of ordinances prepared and signed within three business days: Information not available Information not available 100%100% c.Percentage of Regular City Council Meeting Minutes prepared and submitted to City Manager in time to be scheduled for approval on next Council agenda: Information not available Information not available 98%100% d.Percentage of approved City Council Minutes posted to City Website within three business days after approval: Information not available Information not available 99%100% 2. a.Annually review documents for retention and preparation for destruction: Information not available Information not available Information not available 100% b.Prepare boxes for digital scanning:Information not available Information not available 15 5 2007/08 2008/09 2009/10 2010/11 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 18 24 2 Information not available Information not available 61 64 3 Information not available Information not available 167 12 4 Information not available Information not available 25 30 5 Information not available Information not available 44 45 Provide efficient and effective Records Management. Efficient and effective indexing of key documents to ensure adequate tracking of and accessibility to the City's legislative history. Number of public records requests: Number of documents recorded: Number of Commission recruitments and appointment processed: Number of Fair Political Practices Form 700's distributed: Number of boxes of City records processed for retention/destruction: C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 27 HUMAN RESOURCES The Human Resources (HR) Division is committed to providing the City of Saratoga and the citizens of Saratoga a diverse, competent, trained, and professional workforce by attracting the most talented applicants and providing personnel services to City departments and employees – the City’s most important resources. The HR Division promotes effective employee relations by supporting a positive, productive, and respectful work environment. Core services comply with employment laws, regulations, and accepted employment practices including: employee relations; labor contract negotiations; recruitment and selection; position classification and analysis; salary administration; volunteer placement; health and safety – including the management of the Association of Bay Area Governments’ wellness grant, workers compensation programs and administration of the various employee benefit programs; and professional development – including coordinating the City’s tuition reimbursement program as well as a variety of professional trainings, (both legally mandated and discretionary). BUDGET OVERVIEW The HR Division is minimally staffed with .95 FTE of the HR Manager (the remaining .05 FTE is included in an Internal Service Fund for workers compensation administration). Included in the budget is part-time, hourly, non-benefited staff to provide administrative support in a variety of areas related to human resources administration, and .15 FTE of the Assistant City Manager. Budgeted recruitment advertising expenses were reduced as recruitments are expected to be minimal during FY 2010/11. Ongoing operational expenses include $7,500 for the Santa Clara County BAERS membership which provides essential on-line access to information specific to public sector agencies for salary and benefit, recruitment, classification, and labor relations data and $20,000 for Employment Legal Services including but not limited to negotiations, disciplinary and employment liability issues. The Employee Recognition Initiatives are also administered and expensed in the HR program. C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 28 HUMAN RESOURCES FY 2010/11 OBJECTIVES Negotiation Collective Bargaining Agreements - Successfully perform labor and compensation research and analysis in preparation of negotiating collective bargaining agreements with the City’s three collective bargaining units. Employee Total Compensation Statement – Create and distribute for each employee an annual Employee Compensation and Benefits Statement summarizing total compensation. Personnel Policies and Procedures – Identify and update personnel policies and procedures as required by any changes in law. Temporary, non-benefited employees – Create an administrative procedure for temporary, non-benefited employees. 2007/08 2008/09 2009/10 2009/10 2010/11 Actuals Actuals Adjusted Estimated Proposed REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES -$ -$ -$ -$ -$ EXPENDITURES Salaries and Benefits 228,706 253,672 270,977 274,775 267,454 Operating Expenditures Materials & Supplies 1,708 1,929 1,100 2,057 1,600 Fees & Charges 9,193 9,666 9,485 10,341 8,781 Consultants & Contract Services 22,816 26,891 28,050 25,642 21,990 Meetings, Events & Training 17,703 16,334 9,885 9,568 15,575 Total Operating Expenditures 51,420 54,820 48,520 47,608 47,946 Fixed Assets - - - - - Internal Service Charges 27,811 28,967 29,385 29,385 27,891 TOTAL EXPENDITURES 307,937$ 337,459$ 348,882$ 351,768$ 343,291$ GENERAL FUND REVENUES AND EXPENDITURES C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 29 HUMAN RESOURCES KEY SERVICES • Develop, implement, and monitor compliance with human resources policies, monitor and maintain performance management and personnel recordkeeping systems, provide conflict resolution and performance management support services to managers and employees • Administer employment agreements with its three collective bargaining units Saratoga Employees Association, the Public Work field staff Millmans Union, and the Saratoga Manager’s Organization, labor and compensation research and analysis, staff negotiations, resolving conflicts, fostering positive communication, and investigating complaints • Maintain the City’s classification and compensation systems, administer benefits and benefit recordkeeping systems, provide customer service, and manage benefit contract with third party administrators, including the City’s wellness and workers compensation programs • Provide recruitment and selection services, complying with state and federal non-discrimination laws in the hiring process, including Equal Employment Opportunity (EEO), the American’s with Disability Act (ADA), and similar California statutes • Oversee employee educational goals through Training and Professional Development programs, including tuition reimbursement for eligible full-time employees and legally mandated training such as harassment in the workplace • Manage the Employee Recognition Programs, including special employee commendations, annual employee recognition luncheon, service awards, and individual and team awards • Administer the “Volunteer Saratoga” program, promoting volunteerism as an important part of providing excellent services to City residents Full Time Equivalents (FTE) 2007/08 2008/09 2009/10 2010/11 City Staff Funded Funded Funded Funded City Manager - - - - Assistant City Manager 0.25 0.25 0.25 0.15 Executive Assistant to CM - - - - City Clerk - - - - Human Resources Manager 0.95 0.95 0.95 0.95 Administrative Analyst I/II - - - - Total FTE's 1.20 1.20 1.20 1.10 2007/08 2008/09 2009/10 2010/11 Temporary Staff Funded Funded Funded Funded Office Specialist II/III 1,700 1,600 1,600 1,568 Student Interns - - 300 - Executive Assistant - - - - Total Annual Hours 1,700 1,600 1,900 1,568 * HUMAN RESOURCES STAFF This schedule reflects FTEs as funded in the Human Resources Program. Portions of FTEs assigned to Internal Service Funds or other programs, are reflected in the appropriate FTE hdl C ITY OF SARATOGA C ITY M ANAGER ’S DEPARTMENT C - 30 HUMAN RESOURCES 2007/08 2008/09 2009/10 2010/11 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percent of time the Human Resources Division provides reports to outside agencies on or before the deadline. 100%100%100%100% 2. a.Manage contracts to ensure compliance with current laws, memoranda of understanding, and City policies and procedures. 100%100%100%100% 2007/08 2008/09 2009/10 2010/11 Activity and Workload Highlights Actual Actual Estimated Budget 1 645 738 56 56 2 6 4 0 0 3 77 80 77 77 Number of employment applications received and processed. Number of recruitments conducted for regular, benefited positions. Number of regular, benfited employees, regular, part-time benefited employees, and non-benefited temporary l Provide timely reporting and/or responses to outside agencies including CAlPERS, insurance vendors, Employment Development Department, City, State and Federal Agencies. Provide effective and efficient employee benefit contract administration.