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HomeMy WebLinkAbout109-City Mgr Dept.pdfCITY OF SARATOGA CITY MANAGER’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, fostering community relationships and provides public awareness of municipal programs, services, and goals through effective community outreach, using avenues including website, media relations, and the Saratogan (Quarterly Community Newsletter) which the first issue was distributed in Winter, 2008 and has been well received. In addition, the City Manager’s Department provides oversight and coordination with law enforcement and emergency preparedness agencies. The Department is directly responsible for presenting a balanced budget to City Council each fiscal year which 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, ongoing policy analysis, and numerous contract negotiations. The Department values its relationships with the community and fosters its partnership relationships 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 provide full oversight of operations, therefore the staffing allocated to 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 structured as an Internal Service Fund structure to properly allocate them across the City’s programs. As the Human Resources department provides oversight of the Workers Comp program, a small portion of staff time was re-aligned to this Internal Service Fund program. This structure is adjusted slightly for the FY 2009/10 budget. The City Clerk position was restructured to focus solely on Clerk Administration duties thereby eliminating the ABAG duties and 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. Additionally, several short time intern positions (300 hours each) were added to each of the City Manager’s department programs to provide summer assistance on special projects, and to participate in the International City/County Management’s Associations “Next Generation” summer internship program to encourage young people to consider government as a career. CITY OF SARATOGA CITY MANAGER’S DEPARTMENT 2006/072007/082008/092008/092009/10 Actuals ActualsAdjustedEstimatedProposed REVENUES Taxes - - - - - Fees, Licenses and Permits 15,150 - 15,000 10,487 - Intergovernmental Revenues - - - - - Charge for Services - - - - - Other Sources 1,678 3,858 3,000 1,493 2,000 Pass-Through Accounts - - - - - TOTAL REVENUES 16,828 3,858 18,000 11,980 2,000 EXPENDITURES Salaries and Benefits 692,451 891,460 1,009,684 964,928 1,047,046 Operating Expenditures Materials & Supplies 14,090 6,339 14,000 8,994 10,000 Fees & Charges 61,058 30,914 83,075 67,505 30,775 Consultant & Contract Services 99,715 44,861 104,340 69,683 74,000 Meetings, Events & Training 44,132 32,534 49,325 35,970 41,135 Total Operating Expenditures218,995 114,648 250,740 182,152 155,910 Fixed Assets - 15,095 - 24,655 - Internal Service Charges - 130,412 133,465 133,465 128,112 TOTAL EXPENDITURES 911,446$ 1,151,615$ 1,393,889$ 1,305,199$ 1,331,068$ 2006/072007/082008/092008/092009/10 Actuals ActualsAdjustedEstimatedProposed GENERAL FUND City Manager's Office 416,435$ 573,977$ 690,851$ 629,253$ 682,359$ City Clerk 247,466 269,701 352,392 334,873 289,835 Human Resources 247,545 307,937 350,646 341,073 358,874 TOTAL GENERAL FUND 911,446$ 1,151,615$ 1,393,889$ 1,305,199$ 1,331,068$ TOTAL DEPT EXPENDITURES911,446$ 1,151,615$ 1,393,889$ 1,305,199$ 1,331,068$ DEPARTMENTAL EXPENDITURES BY PROGRAM GENERAL FUND REVENUES AND EXPENDITURES C - 16 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT Full Time Equivalents (FTE) 2005/062006/072007/082008/092009/10 City Staff FundedFundedFundedFundedFunded City Manager 1.00 1.00 1.00 1.00 1.00 Assistant City Manager 0.80 0.80 1.00 1.00 1.00 Executive Assistant to CM 1.00 1.00 1.00 1.00 0.75 City Clerk 1.00 1.00 0.75 0.75 1.00 Human Resources Manager 1.00 1.00 0.95 0.95 0.95 Administrative Analyst I, II - - 1.00 1.00 1.00 Total FTEs 4.80 4.80 5.70 5.70 5.70 2005/062006/072007/082008/092009/10 Temporary Staff FundedFundedFundedFundedFunded HR Admin Assistants 1,400 1,400 1,700 1,600 1,600 Student Interns - - 240 - 900 Executive Assistant 900 900 - 800 - Total Annual Hours 2,300 2,300 1,940 2,400 2,500 *This schedule reflects all FTEs funded in the City Manager's Deparment. Departmental staffing assigned to Public Safety in prior years, or in Internal Service Funds in the current year, are reflected in the appropriate department's FTE schedules. However, in the Financial Summaries staff schedules will reflect staffing assigned by Home Department. CITY MANAGER'S DEPARTMENT STAFFING C - 17 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 18 CITY OF SARATOGA CITY MANAGER’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; and • Cultivate public awareness of municipal services, programs, and activities. The City Manager has direct oversight responsibility for the City Clerk and Human Resources Programs, and coordinates with external agencies that provide Public Safety, Animal Control 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. City Manager’s Office hours will remain at the same level and Friday coverage will be provided by other staff. A short-term summer internship was included for a records management and policy project in the City Manager’s Office. Operational expenses were reduced where possible. CITY OF SARATOGA CITY MANAGER’S DEPARTMENT CITY MANAGER’S OFFICE 2006/072007/082008/092008/092009/10 Actuals ActualsAdjustedEstimatedProposed REVENUES Taxes - - - - - Fees, Licenses and Permits - - - - - Intergovernmental Revenues - - - - - Charge for Services - - - - - Other Sources - - 1,000 1,000 - TOTAL REVENUES -$ -$ 1,000$ 1,000$ -$ EXPENDITURES Salaries and Benefits 381,094 508,337 606,553 554,917 605,719 Operating Expenditures Materials & Supplies 5,054 4,464 6,500 4,373 4,550 Fees & Charges 12,781 4,686 9,225 5,840 5,750 Consultants & Contract Services - - - - - Meetings, Events & Training 17,506 12,724 20,600 16,150 18,300 Total Operating Expenditures 35,341 21,874 36,325 26,363 28,600 Fixed Assets - - - - - Internal Service Charges - 43,766 47,973 47,973 48,040 TOTAL EXPENDITURES 416,435$ 573,977$ 690,851$ 629,253$ 682,359$ GENERAL FUND REVENUES AND EXPENDITURES FY 2009/10 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. Staff Development – Implement ongoing training opportunities for the development of staff skills, the improvement of internal processes, and preparation of organizational transitions. Organize and facilitate an annual staff retreat to address organizational development, administrative policies, and prepare for the annual City Council retreat. Council Retreat – Organize 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. Customer Service – Continuation of online Customer Relationship Management (CRM) software which logs citizen requests, inquiries and complaints, for tracking and managing of issues on a citywide basis, and allows citizens to track the city’s response to their issue. C - 20 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT CITY MANAGER’S OFFICE City Website – Staff will continue the City’s website upgrade project begun in FY 2008/09. The City hired Civica Software to develop a new website with a focus on user convenience. The new website will be fully operational during the first quarter of FY 2009/10. KEY SERVICES • Provide comprehensive information , policy analysis, and support to the City Council; • Provide oversight, leadership, and direction of 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; • Responsible for presenting a balanced budget to City Council each fiscal year which reflects the most accurate revenue estimates and economic conditions at the time; • Responsible for assuring that City services are performed in accordance with City Council priorities and within the capabilities of the City’s resources; • Responsible for keeping 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) 2005/062006/072007/082008/092009/10 City Staff FundedFundedFundedFundedFunded City Manager 1.00 1.00 1.00 1.00 1.00 Assistant City Manager 0.55 0.55 0.75 0.75 0.75 Executive Assistant to CM 0.75 0.75 0.75 0.75 0.60 City Clerk - - - - - Human Resources Manager - - - - - Administrative Analyst I, II - - 1.00 1.00 1.00 Total FTE's 2.30 2.30 3.50 3.50 3.35 2005/062006/072007/082008/092009/10 Temporary Staff FundedFundedFundedFundedFunded HR Admin Assistants - - - - - Student Interns - - - - 300 Executive Assistant 900 900 - 800 - Total Annual Hours 900 900 - 800 300 *This schedule reflects all FTEs funded in the City Manager's Deparment. Departmental staffing assigned to Public Safety in prior years, or other programs in the current year, are reflected in the appropriate FTE schedules. However, in the Financial Summaries, staff schedules will reflect staffing assigned by Home Department. CITY MANAGER'S OFFICE STAFF C - 21 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 22 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 23 CITY CLERK’S OFFICE The City Clerk is responsible for facilitating the legal requirements in conducting City business, as set forth in the Government Code and City Municipal Code. The City Clerk serves the public by providing information and assistance related to maintaining City records through 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 memorial program, in which the City receives funds to purchase trees, benches, or plaques in honor of Saratoga citizens. Funding for these dedications are offset with matching expenditures. The FY 2009/10 budget reflects a decrease in both the revenue and expenditures side of this program as dedications are very limited historically. As FY 2009/10 is not an election year, a budget for candidate filing fees is not included. Notable program costs include: $17,000 for public noticing over the year; $20,000 for streaming video service for City Council meetings; $20,000 for records management services to scan City documents’ and another $5,000 for codification services (maintaining the City’s Municipal Code). The remaining expenditures are ongoing costs for salary, supplies, training, operational expenses, CITY OF SARATOGA CITY MANAGER’S DEPARTMENT CITY CLERK’S OFFICE 2006/072007/082008/092008/092009/10 Actuals ActualsAdjustedEstimatedProposed REVENUES Taxes - - - - - Fees, Licenses and Permits 15,150 - 15,000 10,487 - Intergovernmental Revenues - - - - - Charge for Services - - - - - Other Sources 1,678 3,858 2,000 493 2,000 TOTAL REVENUES 16,828$ 3,858$ 17,000$ 10,980$ 2,000$ EXPENDITURES Salaries and Benefits 125,737 154,417 147,692 156,354 170,350 Operating Expenditures Materials & Supplies 6,621 167 5,800 3,540 4,350 Fees & Charges 39,479 17,035 64,375 52,024 15,340 Consultants & Contract Services 70,005 22,045 75,000 40,750 45,000 Meetings, Events & Training 5,624 2,107 3,000 1,025 2,450 Total Operating Expenditures 121,729 41,354 148,175 97,339 67,140 Fixed Assets - 15,095 - 24,655 - Internal Service Charges - 58,835 56,525 56,525 52,345 TOTAL EXPENDITURES 247,466$ 269,701$ 352,392$ 334,873$ 289,835$ GENERAL FUND REVENUES AND EXPENDITURES FY 2009/10 OBJECTIVES Records Retention – The City Clerk’s Office will continue to implement the City-wide electronic records management and retrieval system project. Agenda Manager – The Laserfiche “paperless” agenda program was successfully implemented in June 2007, to integrate electronic reports and memos and provide electronic agenda packets to Council and staff, and an immediate upload to the streaming video (Granicus) system. The “paperless” agenda program has saved over 228,500 sheets of paper and 457 reams for a total cost savings of approximately $1,500. An updated version – Agenda Manager 8.0 will be implemented in FY 2009/10 to provide some new features to include: In-Place Document Editing, Staff Report Linking, Flexible Re-Routing, and Spell Check. C - 24 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT CITY CLERK’S OFFICE KEY SERVICES • Facilitate City Council meetings to 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; and • 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) 2005/062006/072007/082008/092009/10 City Staff FundedFundedFundedFundedFunded City Manager - - - - - Assistant City Manager - - - - - Executive Assistant to CM 0.25 0.25 0.25 0.25 0.15 City Clerk 1.00 1.00 0.75 0.75 1.00 Human Resources Manager - - - - - Administrative Analyst I, II - - - - - Total FTE's 1.25 1.25 1.00 1.00 1.15 2005/062006/072007/082008/092009/10 Temporary Staff FundedFundedFundedFundedFunded HR Administrative Assistants - - - - - Student Interns - - 240 - 300 Executive Assistant - - - - - Total Annual Hours - - 240 - 300 *This schedule reflects FTEs as funded in the City Clerk's Program. Portions of FTEs assigned to Internal Service Funds or other programs are reflected in the appropriate FTE schedules. CITY CLERK STAFF C - 25 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 26 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 27 HUMAN RESOURCES The Human Resources (HR) Division is committed to assist the City Manager and City Council by providing the citizens of Saratoga a diverse, competent, trained, and professional workforce. The HR Division encourages effective employee relations with City of Saratoga employees by supporting a positive, productive, and respectful work environment, and enhancing the City’s ability to deliver efficient, quality customer service. The HR Division delivers innovative and timely human resources services and leadership in support of its core services including: Employee Relations, Labor Negotiations, Employee Benefits, Employment Services -- including recruitment and selection, classification and compensation, and volunteer placement- - Health and Safety -- including the administration of the wellness and workers compensation programs -- and Professional Development -- including managing the City’s tuition reimbursement program as well as the coordination of a variety of trainings, including those that are legally mandated. 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) and .25 FTE for managerial oversight and support to the Division from the Assistant City Manager. Included in the budget is Administrative Assistant support by part-time, temporary, non-benefited staff to provide clerical support to the HR Manager and Assistant City Manager, to serve 52 full time and 4 part time (54.85 FTE) benefited employees and numerous temporary non-benefited staff. Due to budget constraints, 3.5 FTE positions were de-funded across several departments and will not be funded until revenues are sufficient to support the services provided by these positions. Accordingly, HR has reduced budgeted recruitment advertising expenses as recruitments are expected to be minimal during FY 2009/10. Ongoing expenses include the $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. The City also expects to expend in the neighborhood of $20,000 for Employment Legal Services. There is additional funding budgeted for employee benefit plan administration. Several expenses such as the annual employee event, employee tenure celebration, and the employee recognition program, and some organizational staff training are also administered in the HR program. CITY OF SARATOGA CITY MANAGER’S DEPARTMENT HUMAN RESOURCES 2006/072007/082008/092008/092009/10 Actuals ActualsAdjustedEstimatedProposed REVENUES Taxes - - - - - Fees, Licenses and Permits - - - - - Intergovernmental Revenues - - - - - Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES -$ -$ -$ -$ -$ EXPENDITURES Salaries and Benefits 185,620 228,706 255,439 253,656 270,977 Operating Expenditures Materials & Supplies 2,415 1,708 1,700 1,081 1,100 Fees & Charges 8,798 9,193 9,475 9,641 9,685 Consultants & Contract Services 29,710 22,816 29,340 28,933 29,000 Meetings, Events & Training 21,002 17,703 25,725 18,795 20,385 Total Operating Expenditures 61,925 51,420 66,240 58,450 60,170 Fixed Assets - - - - - Internal Service Charges - 27,811 28,967 28,967 27,727 TOTAL EXPENDITURES 247,545$ 307,937$ 350,646$ 341,073$ 358,874$ GENERAL FUND REVENUES AND EXPENDITURES FY 2009/10 OBJECTIVES Employee Retention Efforts – The objective for FY2009/10 is for HR to continue the City’s effort of creating a high-satisfaction workplace. The City has made significant improvements in reducing the turnover of desirable, talented staff. The success has been a result of various efforts, but the two most effective are a more competitive total compensation package comparable to the market average, and significant improvements in the City’s relationship with labor representatives, resulting in a very positive impact on employee morale. With the expected FY2009/10 budget constraints and lean staffing, HR will continue to support the City’s creative efforts in promoting employee commitment: the chance to learn and grow, meaningful work, good supervision and respect and appreciation for a job well done. Technology Efforts - Human Resources will continue to identify technological needs to enhance process efficiencies, effectiveness and Human Resources staff productivity. This includes ongoing process and workflow efficiencies as a result of the implementation of the Sungard Pentamation system implementation in FY 2008/09. Employee Training – With limited budget for training, HR will focus its efforts on finding free professional training through its membership in consortium groups including Liebert Cassidy Whitmore and ABAG. C - 28 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT 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 (SEA), Northern California Carpenters Regional Council, Carpenters Forty Six Counties Conference Board and Their Affiliated Local Unions (Union), and the Saratoga Manager’s Organization (SMO), labor and compensation research and analysis, staff negotiations, resolving conflicts, fostering positive communication, and investigating complaints; • Administer benefits and benefit recordkeeping systems, provide customer service, and manage benefit contract with third party administrators; • Maintain the City’s classification and compensation systems; • Recruit and select applicants for employment with the City of Saratoga; • Encourage and support employee efforts to advance educational goals through a tuition reimbursement program for eligible full-time employees, and require employees to attend legally mandated training such as harassment in the workplace; • Manage the City’s wellness and workers compensation programs. Full Time Equivalents (FTE) 2005/062006/072007/082008/092009/10 City Staff FundedFundedFundedFundedFunded City Manager - - - - - Assistant City Manager 0.25 0.25 0.25 0.25 0.25 Executive Assistant to CM - - - - - City Clerk - - - - - Human Resources Manager 1.00 1.00 0.95 0.95 0.95 Administrative Analyst I, II - - - - - Total FTE's 1.25 1.25 1.20 1.20 1.20 2005/062006/072007/082008/092009/10 Temporary Staff FundedFundedFundedFundedFunded HR Admin Assistants 1,400 1,400 1,700 1,600 1,600 Student Interns - - - - 300 Executive Assistant - - - - - Total Annual Hours 1,400 1,400 1,700 1,600 1,900 HUMAN RESOURCES STAFF C - 29 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 30