HomeMy WebLinkAbout04-27-2021 Council agenda packetSaratoga City Council Agenda – April 27, 2021 – Page 1 of 3
SARATOGA CITY COUNCIL
SPECIAL MEETING
APRIL 27, 2021
Teleconference/Public Participation Information to Mitigate the Spread of COVID‐19
This meeting will be entirely by teleconference. All Council members and staff will only
participate via the Zoom platform using the process described below. The meeting is being
conducted in compliance with the Governor’s Executive Order N‐29‐20 suspending certain
teleconference rules required by the Ralph M. Brown Act. The purpose of this order was to provide
the safest environment for the public, elected officials, and staff while allowing for continued
operation of the government and public participation during the COVID‐19 pandemic.
Members of the public can view and participate in the Study Session by:
1. Using the Zoom website https://us02web.zoom.us/j/82619665475 or App (Webinar ID
826 1966 5475) and raising their hand when directed by the Mayor to speak on an agenda
item; OR
2. Calling 1.408.638.0968 or 1.669.900.6833, entering the Webinar ID (826 1966 5475),
and pressing *9 to raise their hand to speak on an agenda item when directed by the
Mayor.
6:00 PM STUDY SESSION
ROLL CALL
REPORT ON POSTING OF THE AGENDA
The agenda for this meeting was properly posted on April 23, 2021.
ORAL COMMUNICATIONS ON NON-AGENDIZED ITEMS
Any member of the public will be allowed to address the City Council for up to three (3) minutes
on matters not on this Agenda. The law generally prohibits the Council from discussing or taking
action on such items. However, the Council may instruct Staff accordingly.
AGENDA ITEMS
Beauchamps Playground Replacement Project
Recommended Action:
1.Direct staff to add the Beauchamps Playground Replacement project to the Fiscal Year
2021/22 Capital Improvement Plan.
2.Accept and approve the transfer of funding raised by the Youth Commission for their Inclusive
Swing fundraiser for the Beauchamps Playground Replacement Project.
3.Approve the use of available unallocated Park-in-Lieu fees ($10,079) for the Beauchamps
Playground Replacement Project.
Saratoga City Council Agenda – April 27, 2021 – Page 2 of 3
4.Approve a transfer from the CIP Reserve for the remaining funds required to reach the $35,590
local match requirement for the California Drought, Water, Parks, Climate, Coastal Protection
and Outdoor Access for All Act of 2018 Per Capita Grant Program.
American Rescue Plan Funding Strategy
Recommended Action:
Receive staff report and provide direction on the American Rescue Plan Funding Strategy.
Discussion of Additional Revenue for Roadway Maintenance
Recommended Action:
Receive report and direct staff to either: (1) include $150,000 in the FY 2021/22 Operating
Budget to fund the evaluation of a possible ballot measure for roadway maintenance on the
November 2022 general election; or (2) report back to the City Council in 2023 with the results
of next Pavement Management System Report.
Fiscal Year 2021/22 Santa Clara County Sheriff’s Office & School Resource Officer Proposed
Costs
Recommended Action:
Direct staff to fund law enforcement services at $6,895,871 for Fiscal Year 2021/22, including
funding for a full time School Resource Officer.
Financial Policy Update Review
Recommended Action:
Receive staff report and provide direction on Financial Policy Statement Updates.
ADJOURNMENT
CERTIFICATE OF POSTING OF THE AGENDA, DISTRIBUTION OF THE AGENDA
PACKET, COMPLIANCE WITH AMERICANS WITH DISABILITIES ACT
I, Debbie Bretschneider, City Clerk for the City of Saratoga, declare that the foregoing agenda
for the meeting of the City Council was posted and available for review on April 23, 2021 at the
City of Saratoga, 13777 Fruitvale Avenue, Saratoga, CA 95070 and on the City's website at
www.saratoga.ca.us.
Signed this 23rd day of April 2021 at Saratoga, California.
Debbie Bretschneider
City Clerk
In accordance with the Ralph M. Brown Act, copies of the staff reports and other materials
provided to the City Council by City staff in connection with this agenda are available at the
office of the City Clerk at 13777 Fruitvale Avenue, Saratoga, CA 95070. Note that copies of
materials distributed to the City Council concurrently with the posting of the agenda are also
available on the City Website at www.saratoga.ca.us. Any materials distributed by staff after the
posting of the agenda are made available for public review at the office of the City Clerk at the
time they are distributed to the City Council. These materials are also posted on the City website.
In Compliance with the Americans with Disabilities Act, if you need assistance to participate in
this meeting, please contact the City Clerk at 408/868-1269. Notification 24 hours prior to the
Saratoga City Council Agenda – April 27, 2021 – Page 3 of 3
meeting will enable the City to make reasonable arrangements to ensure accessibility to this
meeting. [28 CFR 35.102-35.104 ADA title II]
SARATOGA CITY COUNCIL
MEETING DATE:April 27, 2021
DEPARTMENT:Finance & Administrative Services
PREPARED BY:Dennis Jaw, Finance Manager
SUBJECT:Beauchamps Playground Replacement Project
RECOMMENDED ACTIONS:
Review report and direct staff to:
1.Add the Beauchamps Playground Replacement project to the Fiscal Year 2021/22 Capital
Improvement Plan in the amount of $246,051.
2.Apply for the California Drought, Water, Parks, Climate, Coastal Protection and Outdoor Access
for All Act of 2018 Per Capita Grant funding of $196,841.
3.Accept and use the following funds to reach the $49,210 local match requirement:
Total funds raised by the Youth Commission for an Inclusive Swing by June 30. 2021
(estimated $4,000)
$10,079 of unallocated Park-in-Lieu Fees
$27,145 of remaining unallocated FY 2021/22 CIP Reserve
Current year General Fund Net Operations, not to exceed $10,000
BACKGROUND:
During the March 31, 2021 Capital Improvement Plan Study Session, the City Council prioritized the City’s
available discretionary capital funding and approved the FY 2021/22 Capital Improvement Plan (CIP). As
part of the plan, the Council included the Beauchamps Playground Replacement project in a list of projects
which are to be funded by future Park-In-Lieu Fees as they are received by the City.
Staff was recently made aware that the City is eligible to receive $196,841 as part of the California Drought,
Water, Parks, Climate, Coastal Protection and Outdoor Access for All Act of 2018 Per Capita Grant
Program. This program originates from Proposition 68, placed on the ballot via Senate Bill 5 and approved
by voters on June 5, 2018.Based on the eligibility guidelines for this program, the Beauchamps Playground
Replacement is a suitable candidate project to make use of this grant funding. The grant requires a 20%
local match.
The City of Saratoga’s Youth Commissions over the years have identified inclusion as an opportunity to
bring the Saratoga community closer together. The Commission has organized fundraising for an inclusive
swing to be purchased and installed at one of the Saratoga parks, and they are on track to raise approximately
4
$4,000 through events and online activities. The Youth Commission was presented with the opportunity to
realize their goal as a component of the Beauchamps Park playground replacement and have expressed their
support to apply their efforts to the City’s local match requirement.
To maximize utilization of the full grant amount, staff is recommending that the balance of the local match
be funded using $10,079 of remaining unallocated Park-in-Lieu fees, $27,145 of unallocated FY 2021/22
CIP Reserve, and the remainder from current year General Fund Net Operations. A summary of the
estimated proposed funding for this project is as follows:
Funding Source Estimated Amount
State Grant 196,841$
Youth Commision Fundraising 4,000
Parks-in-Lieu Fees 10,079
FY 2021/22 CIP Reserve 27,145
Current Year GF Net Operations 7,986
Total Funding for Project 246,051
5
Beauchamps Playground
Replacement Project
April 27, 2021
6
Report from
Youth Commission
Nivi Madhan, Youth Commission Treasurer
7
Recommended
Actions
Review report and direct staff to:
1.Add the Beauchamps Playground Replacement project to
the Fiscal Year 2021/22 Capital Improvement Plan in the
amount of $246,051.
2.Apply for the California Drought, Water, Parks, Climate,
Coastal Protection and Outdoor Access for All Act of 2018
Per Capita Grant funding of $196,841.
3.Accept and use the following funds to reach the $49,210
local match requirement:
•Total funds raised by the Youth Commission for an
Inclusive Swing by June 30, 2021 (estimated $4,000)
•$10,079 of unallocated Park-in-Lieu Fees
•$27,145 of remaining unallocated FY 2021/22 CIP Reserve
•Current year General Fund Net Operations, not to exceed
$10,000
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SARATOGA CITY COUNCIL
MEETING DATE: April 27, 2021
DEPARTMENT:Finance & Administrative Services
PREPARED BY:Mary Furey, Administrative Services Director
SUBJECT: American Rescue Plan Funding Strategy
RECOMMENDED ACTION:
Receive staff report and provide direction on the American Rescue Plan Funding Strategy.
REPORT SUMMARY:
Staff to present the American Rescue Plan Funding Strategy to Council for review and direction in
preparation of the Proposed FY 2021/22 Operating Budget
Attachment A was provided to the Finance Committee to lay out a rough estimate of revenue losses and a
proposed strategy where the funding is used to account for losses over the stimulus funding cycle that ends in
December 2024. The intent of the strategy is to provide funding for the revenue shortfalls as it occurs,
however, since the funding will be received ahead of the expected revenue losses, the funding will address
several FY 2020/21 budget items and float the remainder in a reserve for use each fiscal year as appropriate.
The ARP funding requirements allow for both revenue losses and Pandemic related expenditures, meaning
the report to account for the funds will likely be front loaded with both revenue losses and expenditures costs
of the pandemic, while the deployment of the funds will focus on using the funds over multiple years to
match revenue losses.
The Five Year Forecast will be presented to Council at the Budget Study Session meeting to illustrate how
the American Rescue Plan funding supports City Service while the economy recovers.
ATTACHMENTS PROVIDED:
A.American Rescue Plan Funding Strategy Memo
9
Memorandum
DATE:March 25, 2021
TO:Finance Committee
FROM:Mary Furey, Administrative Services Director
SUBJECT:7A –American Rescue Plan Funding Strategies
American Rescue Plan Background
The American Rescue Plan’s (ARP) estimated allocation of $5.68 Million to the City of
Saratoga will provide revenue replacement and expense reimbursement funding for
City revenue loss and expenses affected by the COVID-19 pandemic’s economic
impacts from March 2020 through December 31, 2024.
This portion of the ARP funding is intended to support local government, while other
portions are targeted for state, county, and school agencies, and to provide relief for
health, transportation, low-income, unemployment, business, non-profits, and other
segments of the economy. Further, because there is additional legislation in
development to support infrastructure projects, this ARP funding limits infrastructure
funding use to sewer, water, and broadband projects. Specifically, a stimulus funding
plan for roadway infrastructure is expected in the near future.
Saratoga Impacts
For Saratoga, the pandemic resulted in severe declines in Sales Tax, Transient
Occupancy Tax, Interest, Business License Tax, some Franchise Fees, and initially,
Planning and Building services. The shutdown and immediate economic retraction at
the end of FY 2019/20 led to a revenue loss of $670,000. With continued reductions
and closures, we are expecting about $1,340,000 in lost revenue in FY 2020/21, for
an estimated total of $2 million.
Additionally, there were unexpected expenses for equipment and services necessary
to quickly transition to a remote workforce and provide on-line services to the
community. This included laptops and assorted technology equipment, on-line
software systems, firewall and VPN security enhancements, website enhancements,
and numerous IT services needed to change business methods. Fortunately, these
expenses were covered by the $383,000 of CARES Act stimulus funding received in
2020. However, many of these expenses are on-going as community expectations
have transitioned to the quick availability of remote access services and
communications. Because these expenses are in response to the pandemic, the
ongoing costs will also qualify for ARP funding.
With the permanent closure of businesses,financially impacted residents, and
reductions in business investment, the City’s Sales Tax, Transient Occupancy Tax,
Business License, Franchise Fees, and various service revenues are expected to take
10
Memorandum
many years to fully recover. Projections include a $1 million decrease in revenues
annually for several years, with a gradual recovery in tax and service revenues.
However, as we experienced in the last recession, the $500,000 decrease in interest
is expected to take 7 or 8 years until we see a meager 1% rate again, and 2-3 more
years after that until we reach the 2% rate we were at prior to the pandemic.
Stimulus Funding Support
The ability to use these funds for revenue replacement over this multi-year recovery
time frame will help to restore City finances and maintain City services at levels in
place prior to the pandemic. Without it, the City would be looking at austere service
reductions and a gravely weakened financial standing -services would be severely
impacted, the $3,150,000 Fiscal Stabilization Reserve would likely be depleted,
Capital Project funding would be eliminated, and Internal Service Funds would be in
critical condition.
In summary, the essential need to utilize this ARP funding in a strategic method to
support normal operations is of utmost importance to ensure the City’s long term
fiscal health, to provide services to the public, to maintain infrastructure, and to meet
environmental, health, and legal requirements.
Funding Strategies
One-half of the ARP stimulus funding will be received by the end of this fiscal year.
The other half will be received a year later.
Because the FY 2020/21 budget was balanced through the one-time use of the LLD
Closeout Reserve and numerous expenditure cuts, this year’s budget already reflects
a positive Net Operations. This allows us to move the estimated $2.0 million of FY
2019/20 and FY 2020/21 revenue losses into reserves or impacted funds to bridge
future revenue losses.The remainder of the first $2.8 million will be reserved for FY
2021/22 revenue losses, along with a portion of the second Stimulus Funding
allocation. The remainder of the second allocation will then be banked to offset
revenue losses in fiscal years 2022/23, 2023/24, and first half of 2024/25.
To facilitate this, the Stimulus Funding staff report and proposed budget will
document the funding flow through budget adjustments and year-end fund balance
allocations. Recommended allocations of the $2.0 million of funding includes:
Repay budget revenue reductions to Internal Service Funds:
(this would be a current year Budget Adjustment)
$150,000 to Risk Management Fund
$25,000 to Workers Comp
$200,000 to the Vehicle and Equipment Replacement Fund
$150,000 to IT Services Fund
$25,000 to Office Support
11
Memorandum
At year end, From Net Operations:
Increase Fiscal Stabilization Reserve from $3,150,000 to $4,000,000
Add remaining estimated $600,000 to the following capital improvement
project funding cycle (FY 2022/23).
12
13
June 2021 ~ $2.8 Million
June 2022 ~ $2.8 Million
TOTAL ~ $5.6 Million
14
Revenue Loss
Revenue Losses
as compared to
FY 2018/19 Revenue
Expenditures
Covid 19 Related Operational
expenses from March 2020
through December 2024
Infrastructure
Limited to
Sewer, Water, and Broadband
Infrastructure Projects
Stimulus program: March 2020 through December 2024
15
Revenue Streams with Long Term Recovery:
•Sales Tax
•Hotel Occupancy Tax
•Business License Tax
•Solid Waste Franchise Fees
•Facility Rental Income
•Interest
16
Revenue Streams already recovered:
•Construction Tax
•Planning Services
•Building Fees
17
Staffing costs
•Time expended
•Leaves
•Backup staffing costs
Materials & Supplies (cleaning, safety)
Technology expenses
Bank and Credit card fees
Support grants
18
Reporting to front-load claims
Funding received June 2021 and 2022
Unapplied funds held in ARP Reserve
until programmed into budget
Program expires December 31, 2024
19
FY 2020/21 ~ $2,000,000
FY 2021/22 ~ $1,000,000
FY 2022/23 ~ $1,000,000
FY 2023/24 ~ $1,000,000
FY 2024/25 ~ $ 800,000 .
TOTAL $ 5,800,000
20
FY 2020/21 –Current Fiscal Year
•$550,000 transferred into ISF funds
•$850,000 into Fiscal Stabilization Reserve
•$600,000 into CIP Reserve
•Remainder of 1st payment to ARP Reserve
21
FY 2021/22 –Next Fiscal Year
•$1,000,000 funding
•Comprised of 1st payment remainder and part
of June 2022 payment
•Remainder to ARP Reserve
Following fiscal years funding programmed from ARP
Reserve Funds
22
FY 2020/21 ~ $2,000,000
FY 2021/22 ~ $1,000,000
FY 2022/23 ~ $1,000,000
FY 2023/24 ~ $1,000,000
FY 2024/25 ~ $ 800,000 .
TOTAL $ 5,800,000
23
24
SARATOGA CITY COUNCIL
MEETING DATE:April 27, 2021
DEPARTMENT:City Manager’s Department
PREPARED BY:James Lindsay, City Manager
SUBJECT:Discussion of Additional Revenue for Roadway Maintenance
RECOMMENDED ACTION:
Receive report and direct staff to either:(1) include $150,000 in the FY 2021/22 Operating Budget
to fund the evaluation of a possible ballot measure for roadway maintenance on the November
2022 general election;or (2) report back to the City Council in 2023 with the results of next
Pavement Management System Report.
BACKGROUND:
During the March 17 Study Session on the Fiscal Year (FY)2022/21 Capital Improvement Plan
(CIP), the City Council received a presentation on the pavement condition index (PCI), including
the current and historical PCI condition of the City’s roadways. As part of that presentation, staff
noted additional revenue sources would be needed to maintain the PCI at its current score of 67.
Staff provided a summary of different options to raise additional revenue at the March 31 Study
Session. Council directed the City retain a consultant to conduct an initial analysis and report back
on what a ballot measure would entail at the April 27, 2021 Budget Study Session. The Council
also requested that staff provide information at the Study Session needed to assess whether City
services or expenses could be cut in lieu of placing a revenue measure on the ballot.
Pavement Management System Report,PCI,& Pavement Expenditures
Every three years, the Metropolitan Transportation Commission provides funding through the
Pavement Management Technical Assistance Program for all Bay Area cities, counties and other
public agencies to conduct a Pavement Management System Report, which includes an assessment
of the condition of their streets and roads.Saratoga’s roadway PCI scores for the past four reporting
periods and expenditures for pavement management are provided below.
2019 2016 2013 2011
Arterial Streets 74 83 80 82
Collector Streets 65 67 67 76
Residential Streets 65 67 65 76
Average 67 71 69 76
Pavement Expenditures $2,076,386 $780,000 $687,000 $680,113
25
Roadway Funding Requirements
Maintenance of Saratoga’s roads is funded through the Annual Roadway Improvements project in
the CIP. The annual revenue for that project currently comes from state and county tax allocations
and subventions totaling approximately $2 million. As shown in the table below, the amount of
funding Saratoga provides per lane mile of roadway is the lowest among similarly sized cities and
nearby cities with hillside roads. As a result of this lower funding level, the City has the lowest
average PCI among the cities surveyed.
City
Average
PCI
Total Lane
Miles
Annual Road
Funding
Funding / Lane
Mile
Cupertino 83 298 $3,000,000 $10,077
Los Altos Hills 80 125 $1,200,000 $9,622
Mt. View 71 333 $4,000,000 $12,019
Los Gatos 69 230 $2,700,000 $11,741
Monte Sereno 69 25 $310,000 $12,385
Campbell 68 220 $2,700,000 $12,283
Los Altos 68 111 $2,000,000 $17,963
Saratoga 67 284 $2,000,000 $7,032
The latest Pavement Management System report identifies that the City would need to provide
approximately $5 million (total of $7 million) in additional funds annually to increase the current
average PCI to 72. To maintain the current average PCI of 67, the City would need to provide
approximately $2 million (total of $4 million) in additional funds annually. At the current $2
million annual funding level, the City’s average PCI is expected to drop to 62 by 2024.
Total Annual
Funding
Average PCI
by 2024
Funding /
Lane Mile
$7 million 72 $24,647
$4 million 67 $14,084
$2 million 62 $7,032
26
Revenue Funding
Provided below are some FY 2018/19 revenue comparisons with other cities in Santa County that
illustrates Saratoga has the lowest tax revenue per capita within the County and minimal funding
resources. FY 2018/19 data has been used as it reflects more common revenue conditions prior to
the pandemic.
City Service Costs
The additional funds needed to adequately maintain City roadways can come from additional
revenues, the elimination of City programs from the operating budget, or a combination of the two.
Council requested a summary of City program costs to evaluate what programs, if any, could be
cut in lieu of placing a revenue measure on the ballot.
$501 $566 $583 $658
$863 $875 $882 $909 $922 $960 $974 $1,052 $1,058 $1,140
$1,632
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
Property / Sales / Hotel Tax Revenue Per Capita
FY 2018/19
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
Property / Sales / Hotel Tax Revenue
FY 2018/19
Property Tax Sales Tax Hotel
27
Local government in its most basic form, enacts and enforces laws and delivers services to the
community not typically provided by the private marketplace. As a general law city in California,
there are many legally required services the City must perform for the community and to satisfy
state laws regarding municipal operations. These required services are listed below.
Advance Planning Finance Services
Building Permits & Inspection Fleet Maintenance
City Clerk, Records, & Elections General Law Enforcement
City Council / Manager Human Resources
Emergency Preparation Information Technology
Engineering Legal Services
Environmental Services Parks & Landscape Maintenance
Facility Maintenance Streets & Storm Drain Maintenance
The City has budgeted approximately $23 million in operating expenditures in FY 2020/21 and
the required services above represent 86% or $19.7 million of the total budgeted expenditures.
The City has some discretion over the level of service provided in each of these areas, but none
can be eliminated entirely.
$- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000
Emergency Preparation
Advance Planning
Legal Services
Human Resources
City Clerk, Records, & Elections
Fleet Maintenance
City Council / Manager
Environmental Services
Information Technology
Finance Services
Facility Maintenance
Building Permits & Inspection
Engineering
Streets & Storm Drain Maintenance
Parks & Landscape Maintenance
General Law Enforcement
FY 2020/21 Budgeted Expenditures
Required City Services
28
The remaining services the City provides, while not strictly legally required, do significantly
contribute to the quality of life for Saratoga residents and businesses. These services represent
12% or approximately $2.8 million of the City’s budgeted operating expenditures. Funding for
discretionary services by program is noted below.
The annual funding shortfall for roadway maintenance is between $2 and $5 million depending on
the objective of either maintaining the current PCI or obtaining the goal of 70+. If reductions are
made to discretionary services, they should be done at the program level. However, adiscretionary
service that could be reduced, and not eliminated is Enhanced Traffic Enforcement and Safety.
The total cost of that service is almost $700,000 annually. The City Council reduced the hours of
traffic enforcement in the contract with the Sheriff’s Office to save approximately $300,000 per
year during fiscal years 2011/12 through 2013/14.
Revenue Measure Options
Staff retained NAH Advisors to analyze the different options of raising revenue for maintaining
the current PCI or raising it to 70+. Attachment B contains excerpts from NHA Advisors’ City
Property Profile which was used to evaluate the different property tax options, a special tax and a
general obligation bond. Attachment A are the slides that NHA Advisors will be presenting at the
Study Session.
ATTACHMENTS:
Attachment A – Roadway Maintenance Revenue Alternatives Presentation
Attachment B – Saratoga Property Profile information
$- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000
City Commissions
Wildfire Mitigation
Enhanced Landscape Maintenance
Code Compliance
Communication & Engagement
Communty Enrichment
Development Services & Aborist
Enhanced Traffic Enforcement & Safety
FY 2020/21 Budgeted Expenditures
Discretionary City Services
29
CITY OF SARATOGA
ROADWAY MAINTENANCE REVENUE ALTERNATIVES
April 27, 2020
30
2
Table of Contents
I.Project Information
II.Funding Strategies
III.Financing Alternatives
IV.Roadway Maintenance Financing Options
V.Process, Timeline & Budget
31
I. PROJECT INFORMATION
32
4
City Roadway Maintenance -Cost Estimates
Existing budget of ≈$2M/year
Gas Tax, Measure B Sales Tax and Road Refuse Impact Fee
Project Cost to Maintain PCI Score of 67
≈$4.3M/year
Revenue shortfall of ≈$2.3M/year
Project Cost to Increase PCI Score above 70
≈$7.1M/year
Revenue shortfall of ≈$5.1M/year
33
II. FUNDING STRATEGIES
34
6
Funding Strategies
Pay -As-You -Go: Fund roadway improvements on an annual basis from existing
funding sources
Current City practice
Budget Appropriation: Increase funding level above dedicated funding
sources
General Fund allocation from discretionary sources
Bond Financing: Finance projects to accelerate roadway improvement
program
Combination Strategy: Secure new revenue sources to meet annual
maintenance levels and issue bonds to jump-start roadway improvement
program
35
III. FINANCING ALTERNATIVES
36
8
General Obligation Bonds
•Requires 2/3rds voter approval
•Tax rate based on assessed value (not market)
•Ad valorem property tax only for bond debt
service payments
•Ad valorem tax calculated based on all assessed
value in City
•Similar properties may not have equitable tax
amounts due to Proposition 13
•Tends to benefit older property owners with
low assessed values
•Most secure form of municipal bond
•Provides lowest interest rate of any financing
option
Parcel Tax
(Special Tax Bond)
•Requires 2/3rds voter approval
•Can fund ongoing project costs or bond debt
service
•Tax cannot be based on assessed value
•Provides the ability to “customize” the tax
across property types
•Defined maximum rate that can include an
annual inflator to handle future costs increases
•Can have some form of low income or senior
discount or exemption
•May provide for more equitable distribution of
tax among similar property owners
•Considered a “limited” tax and will have slightly
higher interest rates than GO Bond
37
IV. R OADWAY MAINTENANCE
FINANCING OPTIONS
38
10
Annual Roadway Maintenance Revenue Source
Special Tax Structure
$2.3M/Year for
Road Maintenance
(Maintain PCI Score)
$5.1M/Year for
Road Maintenance
(Increase PCI Score)
Building Square Footage Tax
(All Improved Parcels) $0.07/Sq. Ft.$0.16/Sq. Ft.
2,600 Sq. Ft. Single-Family (Median)
5,500 Sq. Ft. Building (Average)
$182
$385
$416
$880
Special Tax can be collected in perpetuity and have an escalator
39
11
Special Tax –One-Time Project Financing
Special Tax Structure
$11.5M
Special Tax Bond
(Maintain PCI Score)
$25.5M
Special Tax Bond
(Increase PCI Score)
Improved Square Footage Tax
(All Taxable Parcels)$0.02/Sq. Ft.$0.05/Sq. Ft.
2,600 Sq. Ft. Single-Family (Median)
5,500 Sq. Ft. Building (Average)
$56
$118
$124
$262
Special Tax would be collected for 30-years to pay bond debt service
40
12
General Obligation Bond –One-Time Project Financing
GO Bond Structure
$11.5M
GO Bond
(Maintain PCI Score)
$25.5M
GO Bond
(Increase PCI Score)
Initial Year Tax
$100,000 A.V.$3 $8
Median Home –$1.4M A.V.$49 $108
Highest Property –$36.6M A.V.$1,273 $2,824
41
V. P ROCESS , TIMELINE & BUDGET
42
14
Process/Timeline for Voter Initiative
Project
Funding
Research •April –June 2021
Public
Outreach/
Survey
•June –September 2021
Funding
Plan
Refinement
•October –December 2021
Call for
Election
•88 Days Prior
•August 12, 2022
Election •November
2022
Once election is called, City cannot
advocate or financially support the
item
Campaign managed by community
advocates or volunteers 43
15
Budget for Voter Initiative
Option to engage communications or election project management consultant
Certain costs subject to moving forward –initial development and survey budget $40K-$50K
Financial Advisory
$15K-$20K
Legal
$5K
Public Survey
$25K-$50K
Tax Formation
Consultant
$25K
Election County
Costs
TBD
44
CITYPROPERTYPROFILE45
11FY 2021 Assessed Value OverviewLand Use# ofParcels2020‐21Assessed ValueAverageAssessed ValueMedianAssessed ValueSingle‐Family Residential 10,299 $16,708,770,206 $1,622,368 $1,418,333Other Residential 852 $796,629,478 $935,011 $694,709Non‐Residential 810 $590,322,706 $728,793 $36,686Exempt Property 180 $0 $0 $0City Total 12,141 $18,095,722,390 $1,490,464 $416,330Note: Not market value46
12FY 2021 Square Footage by Land UseLand Use # of Parcels Gross Parcel Sq. Ft. Improved Sq. Ft.Median Building (Sq. Ft.)Single Family Residential 10,299 301,099,788 29,688,145 2,626 Other Residential 852 3,797,125 1,615,433 1,511 Industrial Non‐manufacturing 1 142,006 104,526 104,526 Manufacturing 0 0 0 0 Transportation 45 21,165,368 0 0 Shopping Centers 10 677,794 257,541 13,387 Other Shopping Area 150 2,645,834 772,686 2,685 Other Urban 370 41,769,248 74,109 0 Public and Quasi‐Public Building and Uses 64 11,630,956 151,100 0 Public and Quasi‐Public Open Spaces 14 8,596,130 1,982 0 Agricultural, Extractive and Open Land 156 155,917,793 95,089 0 No Land Use Code 180 4,058,921 0 0 City Total 12,141 551,500,963 32,760,611 2,504
47
13FY 2021 Single Family Residential Ownership Transfer SummaryMedian Purchase Date: 12/21/2012# ofParcels% ofTotalCumulative% of TotalTotalValuation1950 ‐ 1979 118 1.15% 1.15% $26,866,3361980 ‐ 1989 254 2.47% 3.61% $165,536,0261990 ‐ 1999 1,036 10.06% 13.67% $960,709,1162000 ‐ 2009 2,390 23.21% 36.88% $3,610,946,6952010 ‐ 2014 2,380 23.11% 59.99% $3,942,700,7322015 ‐ 2019 3,085 29.95% 89.94% $6,282,539,0962020 ‐ Present 1,036 10.06% 46.94% $1,719,472,205Total 10,299 100.00% $16,708,770,206PropertyTransfer DateSingle Family Residential48
14FY 2021 Single Family Residential Assessed Value Breakdown# ofParcels% ofTotalCumulative% of TotalTotalValuation$0 ‐ $249,999 1,323 12.85% 12.85% $200,318,126$250,000 ‐ $499,999 737 7.16% 20.00% $273,295,068$500,000 ‐ $749,999 747 7.25% 27.26% $470,928,811$750,000 ‐ $999,999 947 9.20% 36.45% $834,852,381$1,000,000 ‐ $1,499,999 1,633 15.86% 52.31% $2,018,794,732$1,500,000 ‐ $1,999,999 1,658 16.10% 68.40% $2,906,728,719$2,000,000 ‐ $2,499,999 1,219 11.84% 80.24% $2,722,036,432$2,500,000 ‐ $2,999,999 849 8.24% 88.48% $2,316,895,080$3,000,000 ‐ $3,499,999 419 4.07% 92.55% $1,352,896,118$3,500,000 ‐ $3,999,999 278 2.70% 95.25% $1,033,503,408$4,000,000 ‐ $4,499,999 192 1.86% 97.12% $813,156,545$4,500,000 ‐ $4,999,999 89 0.86% 97.98% $420,450,248$5,000,000 ‐ $5,499,999 67 0.65% 98.63% $349,573,932$5,500,000 ‐ $5,999,999 39 0.38% 99.01% $224,452,423$6,000,000 ‐ $6,499,999 37 0.36% 99.37% $231,275,286$6,500,000 ‐ $6,999,999 18 0.17% 99.54% $121,106,412$7,000,000 ‐ $7,499,999 18 0.17% 99.72% $129,266,036$7,500,000 ‐ $7,999,999 4 0.04% 99.76% $30,514,288$8,000,000 and greater 25 0.24% 100.00% $258,726,161Total 10,299 100.00% $16,708,770,2062020‐21Assessed ValueSingle Family Residential49
Revenue Options for Roadway Maintenance
Budget Study Session
April 27, 2021
50
Pavement Condition Index
100-70 50-70 50-25 0-25
51
Roadway Funding Comparison
City
Average
PCI Total Lane Miles Annual Road Funding Funding / Lane Mile
Cupertino 83 298 $3,000,000 $10,077
Los Altos Hills 80 125 $1,200,000 $9,622
Mt. View 71 333 $4,000,000 $12,019
Los Gatos 69 230 $2,700,000 $11,741
Monte Sereno 69 25 $310,000 $12,385
Campbell 68 220 $2,700,000 $12,283
Los Altos 68 111 $2,000,000 $17,963
Saratoga 67 284 $2,000,000 $7,032
52
PCI Deterioration Curve
53
Funding Scenarios
72
6767
62
55
60
65
70
75
80
2010 2013 2016 2019 2020 2021 2022 2023 2024Pavement Condition Index (PCI)FY
Increase Current PCI by 5 Points
($7.1M/year)
Maintain Current PCI ($4.27M/year)
Current Funding Levels ($2M/year)
54
Property / Sales / Hotel Tax Per Capita
FY 2018/19
$501 $566 $583 $658
$863 $875 $882 $909 $922 $960 $974 $1,052 $1,058
$1,140
$1,632
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
Saratoga Morgan
Hill
Monte
Sereno
Gilroy Campbell Los Altos
Hills
Sunnyvale Los Gatos Cupertino Milpitas Los Altos Mountain
View
San Jose Santa Clara Palo Alto
55
•Additional Roadway Funding Needs
•Maintain PCI at 67 -$2.3 M
•Increase PCI to 70+ -$5.1 M
•Total City operating expenditures -$23 M
•Required Services -$19.7 M
•Discretionary Services -$2.8 M
Summary
56
57
SARATOGA CITY COUNCIL
MEETING DATE:April 27, 2021
DEPARTMENT:City Manager’s Department
PREPARED BY:Crystal Bothelio, Assistant City Manager
SUBJECT:Fiscal Year 2021/22 Santa Clara County Sheriff’s Office & School Resource
Officer Proposed Costs
RECOMMENDED ACTION:
Direct staff to fund law enforcement services at $6,895,871 for Fiscal Year 2021/22, including
funding for a full time School Resource Officer.
BACKGROUND:
The City of Saratoga has contracted with the Santa Clara County Sheriff’s Office for law
enforcement services since 1956. The agreement between the City and Sheriff’s Office,spans from
2014 to 2024, includes: 1) general law enforcement services, such as patrol, response to emergency
calls, and investigative services; 2) supplemental services above and beyond general law
enforcement services as requested by the City, such as increased traffic enforcement or the School
Resource Officer; 3) supplemental reserve services provided by reserve deputies; 4) booking and
processing services for those arrested in City limits and brought to County jail for booking and
detention; and 5) emergency communication services that support Sheriff’s Office and City
operations, including around the clock 9-1-1 call management and radio dispatch.
Under the agreement, the City pays a base rate for services that is adjusted annually based on either
the yearly increases to personnel compensation and pension costs or the Consumer Price Index
plus 2%and pension costs,whichever is less. In addition to the base rate, the City pays for
supplemental services it has opted into, reserve services as needed, and a portion of the West
Valley Substation rental and operating costs, which is shared between Saratoga, Cupertino, Los
Altos Hills, and the County.
Law enforcement costs are proposed to be increased from $6,408,958 to $6,841,990 for Fiscal
Year (FY) 2021/22. A summary of the FY 2020/21 budgeted costs and FY 2021/22 proposed costs
is shown in the table below.
58
Item FY 2020/21 Budgeted Costs FY 2021/22 Proposed Costs
General Law Enforcement $4,662,546 $4,870,568
Investigative Services $551,160 $580,848
Substation $118,898 $117,252
Traffic Enforcement
(Supplemental)
$955,029 $999,668
Reserve Services
(Supplemental)
$21,325 $22,209
School Resource Officer
(Supplemental)
$100,000 $251,445
Total $6,408,958 $6,841,990
The most significant increase in costs is related to the School Resource Officer (SRO). The SRO
provides general law enforcement services on school campuses as well as serving as a liaison
between Saratoga schools and law enforcement, building close partnerships with school
administrators and students to promote a safe school environment.
For manyyears, a portion of the cost of the SRO has been shared between the City, Saratoga Union
School District (SUSD), and Los Gatos-Saratoga Union High School District (LGSUHD) with the
City has paying for $100,000 per year, each school district paying $29,500 per year, and the
Sheriff’s Office covering remaining costs by utilizing the deputy in other assignments. The
proposed FY 2021/22 costs include transferring the full cost of the SRO to City and school districts
with the City covering 70% of the total cost and each district paying for 15% of the cost. This
would increase the City’s share of the SRO to $251,445 in FY 2021/22.
Organization FY 2020/21 SRO Budgeted Costs FY 2021/22 SRO Proposed Costs
City $100,000 $251,445
SUSD $29,500 $53,881
LGSUHD $29,500 $53,881
The district agreements with the Sheriff’s Office for SRO services expire at the end of June and at
this time it is unclear if the LGSUHD will renew their agreement. The Sheriff’s Office shared that
SUSD intends to renew its agreement for SRO Services.
Since it is unclear if LGSUHD will renew its agreement for SRO services, staff is recommending
that the Council direct staff to fund the SRO position at $305,326 in the 2021/22 budget. This
would cover the City’s share of the SRO costs as well as remaining 15% typically covered by the
high school district. This would ensure that Saratoga has access to a full time SRO. If the high
school district ultimately decides that it does not wish to renew the SRO agreement, the SRO hours
normally dedicated to the high school will be used for other purposes, such as providing support
for Neighborhood Watch, directed traffic enforcement, crime prevention efforts, and community
events. Staff’s recommendation to fund the SRO position at $305,326 in FY 2021/22 would
increase law enforcement budgeted costs to $6,895,871.
FISCAL STATEMENT:
Proposed costs for law enforcement services in FY 2021/22 assuming the LGSUHD funds the
SRO is $6,841,990. Staff recommends allocating $6,895,871 for law enforcement services in FY
2021/22 to fully fund the SRO if LGSUHD decides to opt out of SRO services.
59
ATTACHMENTS:
Attachment A – Santa Clara County Sheriff’s Office FY 2021/22 Proposed Costs
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County of Santa Clara
SHERIFF’S OFFICE | 55 WEST YOUNGER AVENUE, SAN JOSE, CA 95110
Law Enforcement Contract - Saratoga
FISCAL YEAR 2021-2022 PROPOSED COSTS
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Table of Contents
The Sheriff’s Office ........................................................................................................................................ 3
Organizational Chart ..................................................................................................................................... 8
Law Enforcement Contract – Background .................................................................................................... 9
Benefits to Cities of Contracting for Services ............................................................................................. 11
Local Public Safety Budget and Statistics .................................................................................................... 13
Contract Costing Model .............................................................................................................................. 15
Cost Calculation Methodology .................................................................................................................... 16
Fiscal Year 2021-2022 Proposed Hours ...................................................................................................... 17
Fiscal Year 2021-2022 Summary of Proposed Costs ................................................................................... 18
Fiscal Years 2020-2021 and 2021-2022 Costs Comparison ........................................................................ 19
Fiscal Year 2021-2022 Proposed Hourly Rates ........................................................................................... 20
Proposed and Capped Rate Comparison .................................................................................................... 21
Contract Cities’ Statistical Data ................................................................................................................... 22
Statistical Data - City of Saratoga ................................................................................................................ 27
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The Sheriff’s Office
The Sheriff's Office is divided into 4 major bureaus: Administrative Services, Enforcement, Custody, and
Support Services.
I. Administrative Services
The Administrative Services Director manages Information Systems, Legislative, Contracts and
Analysis Unit, Fiscal Division and Sheriff’s Identification Unit. The Administrative Services Director
also oversees all administrative and support staff for all the bureaus. Together they work with a
team approach to effectively manage this large organization.
II. Enforcement - comprised of the following divisions
Headquarters Patrol
Headquarters Patrol provides 24-hour uniformed law enforcement patrol services for most
county buildings and all Central, East and South unincorporated areas of Santa Clara County. The
unincorporated areas of the Mount Hamilton Range, including Mount Hamilton, San Antonio
Valley, Isabel Valley, San Felipe Valley, and Hall's Valley are patrolled from this station. The
unincorporated south county communities of San Martin, Rucker, and Uvas Canyon as well as the
unincorporated areas surrounding Morgan Hill and Gilroy are patrolled by units from the South
County Station.
The Sheriff’s Office is also responsible for the Parks Patrol Unit that provides law enforcement
services for the 27 parks and lakes managed by the Santa Clara County Parks Department. The
Rural Crimes Unit was formed in 1992 and specializes in crimes associated with rural farming
businesses. The Santa Clara County Sheriff’s Office also enjoys great collaboration with Gavilan
College to provide an additional layer of safety and security for students on campus and the Gilroy
Early College Academy (GECA) which is located on the property.
West Valley Patrol
The West Valley (WV) Patrol Division of the Sheriff’s Office proudly serves the Cities of Saratoga,
Cupertino, Town of Los Altos Hills, as well as the Western Unincorporated areas of the county
from Summit Road to Moffett Field. The WV Patrol Division is committed to providing progressive
law enforcement services and maintaining healthy community partnerships. Deputies are
routinely involved in community events across all cities. There are 83 sworn positions and 7
professional support staff assigned to the West Valley Patrol Division. Deputies provide a full
range of law enforcement responsibilities to include Patrol, Traffic Enforcement, Investigative
Services, School Resource Officers, Neighborhood Resource Officers, K-9 Services and Special
Enforcement assignments.
The Division employs modern strategies such as community oriented policing and predictive
policing, as well as innovative and progressive initiatives geared toward enhancing quality of life
measures. A full time analyst works directly with patrol deputies and detectives to identify crime
trends. Deputies perform daily enforcement duties with the goal of making neighborhoods safe
by bringing criminals to justice. The Division is managed by Captain Rich Urena, who serves as
Commander and works closely with each city and the various communities.
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Transit Patrol
The Sheriff Transit Patrol Division provides contracted supplemental general law enforcement
services for the Valley Transportation Authority (VTA) with the primary goal of safety for VTA
patrons, employees, and the security of VTA vehicles and properties. VTA’s mass transit system
of bus and light rail operations includes a 346 square mile service area which transcends through
15 municipalities and unincorporated Santa Clara County. Law Enforcement responsibilities in
the Sheriff Transit Patrol Division include 24-hour uniformed patrol, explosives detection K-9s,
motorcycle patrol, bicycle patrol, detectives, and 2 special teams focused on transit related crime
suppression.
The Sheriff’s Office Transit Patrol Division also provides supplemental law enforcement services
for Valley Transportation Authority property and assets located at the Milpitas BART Station.
Investigative Services
The Investigative Services Division operates out of three primary locations: Headquarters, West
Valley Station, and South County Station. To accomplish the mission of the Investigative Services
Division, investigators are trained for general investigation and receive additional training for
specific areas of expertise. In order to ensure that each crime is properly investigated by a
detective with skill and experience, the following units are each dedicated to a particular type of
crime.
• Homicide / Major Crimes
• Sexual Assault
• Property Crimes
• Missing Persons / Juvenile Crimes / Child Abuse
• Domestic Violence
• Hate Crime
• Court Liaison
• West Valley Detectives
• South County Investigations
• Jail and Gang Investigations
• Notario Fraud Investigation
• Sexual Assault Felony Enforcement (SAFE) Task Force
• Law Enforcement to Investigate Human Trafficking (LEIHT) Task Force
• Rapid Enforcement Allied Computer Team (REACT) Task Force
• Santa Clara County Regional Auto Theft Task Force ( R.A.T.T.F)
• Crime Scene Investigation
Special Operations
The Special Operations Division encompasses the Air Support Unit, California Multi-Jurisdictional
Methamphetamine Enforcement Team (Cal-MMET), Intelligence Unit, and Marijuana Eradication
Team (MET). We strive to establish a wide, collaborative, consistent and coordinated approach
to abating criminal activity and narcotics trafficking with an emphasis on enforcement,
intelligence gathering, investigation, prosecution, intervention and prevention.
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Special Operation also oversees all specialized teams in the Office of the Sheriff. Deputies assigned
to this teams are trained in the following areas:
• Bomb Squad
• Sheriff's Emergency Response Team - S.E.R.T.
• Crisis Negotiation Team (CNT)
• Canine Unit K9
• Underwater Search Unit (USU)
• Sheriff's Off-Road Enforcement (SORE)
• Search and Rescue (SAR)
• Crowd Control Unit (CCU)
Civil/Warrants
The Civil Warrants Division serves Civil process in the manner prescribed by law. Civil process
includes restraining orders, bench warrants, arrest warrants, evictions and any other notice or
order from the courts. We also levy on wages, bank accounts, vehicles or any asset of the
judgment debtor.
III. Custody
The Santa Clara County Sheriff's Office Custody Division is the fifth largest jail system in California,
and among the 20 largest systems in the United States. Our jail is among the 100 systems
nationwide with an inmate population of more than 1,000. Currently, the average daily
population for the Santa Clara County Correctional facilities was approximately 2,160 inmates a
day. Approximately 48,000 arrestees are booked annually with an average length of stay of about
206 days.
The Custody Bureau consists of several divisions: Main Jail Facility, Elmwood Correctional Facility,
Custody Administrative Services, Jail Reforms, Support Services, and Compliance.
IV. Support Services
Support Services are comprised of the following services:
Personnel/Recruiting/Backgrounds/Reserves
The Sheriff’s Office Personnel Division is a full functioning Service Center that provides all aspects
of Human Resource support to every employee and retiree of our office. It is responsible for the
Backgrounds and Recruiting unit, Health and Injury Prevention Unit, and the Reserve and Youth
Cadet Programs.
Training & Compliance Division
The Training and Compliance Division oversees all aspects of professional growth and
development for Santa Clara County Sheriff's Office personnel. The mission of the Training and
Compliance Division is to provide creative and collaborative training resources and opportunities
to employees of the Sheriff’s Office; to ensure state and agency specific mandated training is
tracked efficiently to ensure compliance, update agency policies and procedures as needed, and
facilitate the Regional Justice Training Academies of the Sheriff’s Office. The division is composed
of five distinct training programs encompassing a wide variety of training:
• The Santa Clara County Justice Training Center
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• Field and Jail Training Program
• In-Service Training
• Regional Driver Training Center
• The Regional Firearms Training Facility
All Sheriff's Office personnel must complete either the California Peace Officer Standards or
Training Basic Academy Course or the California Standards and Training for Corrections Core
Course. These basic academy training courses are administered by certified instructors and
Sheriff's Office Recruit Training Officers (RTO).
Once the new peace officer graduates from the Basic Academy, they will go through an extensive
Field Training Program or Jail Training Program. Well qualified peace officers instruct new
deputies on the day-to-day responsibilities of a peace officer.
The Training & Compliance Division also puts on several annual in-service trainings. These courses
include De-Escalation, Tactical Communication, Crisis Intervention, Use of Force, Defensive
Tactics, Driving, First Aid/CPR, Implicit Bias, Blue Courage, Mindfulness, etc. All of these courses
are regulated by the California POST and STC for the Enforcement and Custody Bureaus,
respectively.
Court Security
Court Security division provides security to the seven State of California Superior Courts located
within Santa Clara County on a contract basis. There are more than 220 sworn and professional
staff assigned to the Court Security Contract.
There are many specialized assignments within the Court Security Division to include
Judicial/Dignitary Protection, Felony and Misdemeanor Court Trial Bailiffs, Risk Assessment Unit,
CIT trained Dual Diagnosis Court Bailiffs, Juvenile Dependency Bailiffs, Juvenile Court Bailiffs
Holding Cell Operations and Court Movement Deputies.
More than 1,250,000 people pass through our security screening stations each year. Deputies and
Sheriff’s Technicians operate security screening stations at the entrance of each court facility.
Their primary job is to ensure no illegal or dangerous items enter a court facility.
Valley Medical Center Security
Valley Medical Center Security division provides oversight of all security and law enforcement
services for Santa Clara County’s Health and Hospital System, 24-hours a day/7-days per week.
Valley Medical Hospital system includes 13 Medical/Urgent Care Clinics, O’Connor, St. Louise
Hospitals and De Paul Health Center. Santa Clara Valley Medical Center is the county’s main
trauma center and located in San Jose. Santa Clara County Health and Hospital System employs
approximately 10,000 employees, two thirds of which are assigned to the Valley Medical Campus.
Stanford University
Stanford University division provides oversight and operational authority to Stanford Department
of Public Safety through direct supervision of the assigned Captain. The Sheriff’s Captain acts at
the direction of the Sheriff in policy matters. The Sheriff’s Captain will coordinate cases involving
death and serious felonies to ensure coordination and control with the Sheriff’s Office. The
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Page | 7
assigned Captain further reviews policy and procedures to safeguard adherence to the standards
set by the Sheriff.
Currently, the Sheriff’s Office has 1,797 employees. Of those employees, 1,402 of them are sworn law
enforcement officers and 395 of them are non-sworn, civilian staff who provide support to the entire
operation. In addition to the full-time badge staff, the Sheriff’s Office has numerous Reserve Deputy
Sheriffs.
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Page | 8
Organizational Chart
·-Office Of the Sh, Clf1ilnll«10nlll( . .,.., .., _ _,_ ---~-••MJA-DWelt Aepcwt to OSIU: MSD/PRWLO Off1ce of the Shenff Sheriff Laurie Smith I -; Corrc>lianoo I II lh-Undenherllf Public ln~b 0111oer Lt. David Roberts Ken ~nder S&t .... lOw I Deputy~ Gabaldon ~ " Adminis.trati\le ~Mces Director Enforcement :.tant Sheriff Custody ,.;r.,.., Sheflff su_..5eN~-.antSilenn luk~ung Mtchael Ooty Timot~ Davis Dalla ~nguez /.>. ~ J ,.........J J lnveatjfltlve Se~Jall Crimea Ma~Joll v v capt Den Rodr1(uez Capt. James Kirkland "fcrmation S)'Sklma U. Jtm., ~-• AOC u.~r.t'\IIIICiei·AOC f-Stanbd Onl~ WesleyChonC U. Brenctan omotl • MCU U ._bltCIMC)UIOT ... C$pt. Nuno Ribeiro ISOI,_ u. Jatnet c:.nan. RAnF U.IICIItU.Siac!M·CT-.... LLIIIIIIRIDIII.:·~f .. m ..... v ~ -Volley,. ... v Capt. Ricardo Urena Capt. Malil Padget v _ ..... eon..-end Anelylla U. T~hlton · AOC Court S.W:.arlty Unit U. Nel Yatentue&l • A.OC LLWN~·Cbli Michelle Oov11TUbl11 .... U~Oullll·.vlfMm r-Clpl James Helm• u~.,., .. ,.ct•m Lt. Steven Hernandez Proe"&m Manater 111 U.NIIIUI till~· 0 lte~~t ..... .... v U,TfC1$1'111111...;.!,r.~ BucWet Mln.,.rr:.t end ~tin ~-t'lf-tlnrul v CApt. Elbert Rivera .., Thuyet ztyalan .... Pnllcy VMC ,IMfltltl~tllwtiM ,.....,. Capt Frank Zacharlsen r-Capt. Erldt 8ourasu IItvin ZltiCfWOOC) .., .... S&t DeMit O...na OtpiM-IAI.:--1 Mllnl .... OMVW•,..,ntJ. Content"-..... Lt. Kelvin Mah ... .... u .. McCabe ~fW/AN\~tl'll'l~,_ ldentlbtlon Unit ProCJ11m .... Manacer Clpt Quit Grumbol Tlmfayto .., r-Lt. Mlctletle Albin Stu Dtteotor Tn~~ntilt P.tn'll ~ JanTransltlnn ctwlttlnt Goodaon -HR Manaftr .... Copt. llevld l.t<l Jell Refofml .... U. -Cotdoze • ADC CHSUoloon .... ~ O.MCI ...... ...cl• v u.~H'r·Or~ Tn.tNnc Clpt. Adam Obttdorfer HQ""~"'""trol """"""~-L-Lt. fHchttd Allnit Capt Roberl Curt ~lluiWr HI~ • ADO Capt Thom11 Our1n ~I.IIJI~t~t~ W.cneoo-U.N~•m-...~ u, lt-,~ C..OciiiMl lLOifpt.-CI•·"'oar~!U u,.._, ·WMtiiCDIMI In"*:;~.,.~~~ ··u•,.,. •-~u lloci--T-T Cluolocl!"" fleet and eomn.tnlcatlont . ..;;.... Q/COml)lltnot C&p\, AOO.rt Ourr ~htllt Ccwerl'\lbltt ,....,,m~n...,lll 69
Page | 9
Law Enforcement Contract – Background
I. SERVICES
City of Cupertino, City of Saratoga, and Town of Los Altos Hills entered into an agreement with the County
of Santa Clara, Sheriff’s Office for the following law enforcement services:
A. Law Enforcement Services - include patrol of established beats, responses to emergency calls,
investigative services and other law enforcement services.
B. Supplemental Services – as requested by the City which may include traffic law enforcement
beyond the basic services, crime prevention patrols, and other law enforcement services that are
acceptable of being scheduled and within the capability of the Sheriff to provide.
C. Supplemental Reserve Services – services provided by reserve sheriff deputies such as
transportation of arrestees from the arrest location to the appropriate jail facility and additional
services as requested by City and approved by the Sheriff’s Office.
D. Booking and Processing Services – include booking and processing services to those arrested
persons within the corporate limits of City and who are brought to County jail for booking or
detention.
E. Communication Services – emergency communication services in support of the Sheriff’s Office
and City’s operations. Services include 24 hour per day 9-1-1 telephone answering and radio
dispatching of Sheriff’s personnel.
II. COMPENSATION
Law Enforcement Services
FY 2014-2015 base rate. Annual increase limited to the lesser of (a) percentage increase in total
compensation and annual PERS cost increase or (b) annual CPI/W plus 2% and annual PERS cost increase.
Supplemental/Reserve Services
a. Primary Rate – average full cost of a single Deputy with patrol vehicle
b. Supplemental Day Rate – cost of a single Deputy with patrol vehicle during periods when the
night shift differential salary increment is not payable
c. Supplemental Night Rate – cost of a single Deputy with patrol vehicle during periods when the
night shift differential salary increment is payable
d. Supplemental Reserve Rate – cost of two Reserve Deputy Sheriff with patrol vehicle
e. Investigative Service Rate – average full cost per hour of an investigator’s time.
Base Rent and Operating Costs of Westside Substation
The cities’ share of the base rent and operating cost will be based upon the lease agreement between the
County and Dollinger Properties, LLC. The monthly base rent will increase 2.5% each year. The cities shall
be responsible for the base rent increase and any increase in operating expenses and real estate taxes
allocated to the building to the extent that such expenses exceed costs incurred in the FY2014-2015 base
year. Yearly controllable operating costs shall be capped at 5%. The cities’ share of the operating cost
and base rent will be a prorated amount based upon the actual billable hours as indicated in the COPANA
reports.
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III. TERM OF AGREEMENT – July 1, 2014 to July 1, 2024.
The agreement may be terminated without cause upon giving 180 days written notice of such termination
to the other party. At the expiration of this ten (10) year contract, this contract can be renewed for an
additional five (5) year period upon written notice of renewal by City and the County to other parties upon
180 days advance notice.
IV. ANNUAL CONTRACT USAGE HISTORY
Saratoga FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21
Services
General Law
Enforcement Hours
20,060.0 20,060.0 20,060.0 20,060.0 20,060.0 20,060.0
Traffic Enforcement
– Days - Hours
4,195.4 4,195.4 4,195.4 4,195.4 4,195.4 4,195.4
Investigative Hours 2,400.0 2,400.0 2,400.0 2,400.0 2,400.0 2,400.0
Reserve Activity
Hours
340.0 340.0 340.0 340.0 340.0 340.0
Special Services –
Traffic Sergeant
- - - - - -
School Resources
Officer
$100,000 $100,000 $100,000 $100,000 $100,000 $100,000
Projected Costs $4,973,080 $5,176,173 $5,420,767 $5,680,745 $6,057,371 $6,417,203
Actual Costs $4,981,030 $5,170,962 $5,200,757 $5,678,842 $5,958,047
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Benefits to Cities of Contracting for Services
Contracting for police services may help a community enhance its level and quality of service delivered,
providing an array of services that can be revised as needs change and at a cost less than that for
supporting an independent law-enforcement organization.
Cost Savings
Communities may contract for police services for many reasons, most of which are related to resources.
Contracting for police services most often resulted in significant cost savings. Savings may result from
reducing administrative and command staff positions with consolidation, pooling of resources, and lower
capital costs. Contracting may also provide economies of scale, as larger organizations may be more
efficient and provide services at lower cost than smaller ones.
Enhanced Quality and Level of Service
Since the policing system is highly fragmented and leads to a significant duplication of local services that
consolidation through contracting can mitigate, a city contracting for services may find it can provide
equivalent services with fewer staff than in a stand-alone entity. A city may, for example, provide capacity
for rare events that far exceeds its true needs. By contracting with a larger agency with specialized
capabilities as needed, a city can better focus its resources on base law-enforcement services.
Contracting for police services may provide an opportunity to enhance both the level and quality of service
delivered. By contracting, a community can receive not only the benefits of the contract deputies assigned
to it, but also has access to more specialized areas such as investigations, forensics, crime-analysis services
of the Sheriff’s Office and much more. The breadth and experience in the Sheriff’s Office far exceed those
in smaller cities’ police departments.
Cost savings
Staffing
flexibility
Efficient
use of
resources
Appropriate
staffing
level
Enhanced
level of
service
Enhanced
quality of
service
Breadth &
depth of
experience
72
Page | 12
Efficient Use of Staffing Resources
Contracting can make more efficient use of staffing resources, especially in communities with local law-
enforcement agencies governed by minimum staffing levels. Such levels may be defined by collective
bargaining but more often are driven by policy and practice. Such levels assume departments are
autonomous and cannot rely on nearby agencies for resources. This may lead to communities setting
staffing levels at an unnecessarily high level. The Sheriff’s Office has resources in the other areas, which
allows basic staffing level for the city to be at a lower level but backup and supervision from others can
provide additional resources when needed.
73
Page | 13
Local Public Safety Budget and Statistics
County of Santa Clara, Office of the Sheriff Average Cost Per Resident for Police Services and
Percent of City Budget Allocated to Law Enforcement Services
2020-2021 Police Operating Budgets
# City Land
Area in
Square
Miles
(1)
Population/
Square
Mile
Population
(1)
Police
Budget
Budget per
Capita
Total City
Budget
Percent of
City
Budget
1 Los Altos Hills (2) 8.8 957.2 8,423 $2,065,245 $204.77 $13,181,131 15.7%
2 Cupertino (2) 11.3 5,245.7 59,276 $14,792,330 $233.97 $82,287,295 18.0%
3 Palo Alto 23.9 2,734.9 65,364 $47,110,074 $670.00 $238,801,000 19.7%
4 Saratoga (2) 12.4 2,431.7 30,153 $6,408,958 $205.36 $26,641,745 24.1%
5 Santa Clara 18.4 7,085.1 130,365 $77,593,819 $570.64 $269,399,009 28.8%
6 San Jose 176.5 5,789.2 1,021,795 $455,188,814 $531.95 $1,547,689,229 29.4%
7 Los Altos 6.5 4,629.1 30,089 $12,836,225 $382.92 $43,318,880 29.6%
8 Monte Sereno (3) 1.7 2,046.5 3,479 $1,020,157 $273.80 $3,221,326 31.7%
9 Mountain View 12.0 6,894.9 82,739 $46,152,014 $528.79 $144,021,218 32.0%
10 Sunnyvale (4) 22.0 6,941.0 152,703 $114,306,055 $222.36 $354,913,330 32.2%
11 Milpitas 13.6 6,190.9 84,196 $38,367,020 $453.01 $116,831,532 32.8%
12 Los Gatos 11.1 2,722.7 30,222 $17,587,825 $552.18 $53,180,454 33.1%
13 Campbell 5.8 7,205.7 41,793 $20,229,929 $675.90 $54,559,148 37.1%
14 Morgan Hill 12.9 3,562.2 45,952 $17,697,892 $377.34 $43,763,247 40.4%
15 Gilroy 16.2 3,644.0 59,032 $25,380,854 $407.38 $57,711,594 44.0%
Incorporated Cities 353.1 5,226.8 1,845,581
Unincorporated Areas 937.0 87.8 82,271
County Total 1,290.1 1,494.3 1,927,852 1 US Census estimates on 3/24/21 at "http://www.census.gov/quickfacts"
2 Law enforcement services in Cupertino, Los Altos Hills, and Saratoga are provided under contract by the Santa Clara County Sheriff's Office.
3 Monte Sereno's contract for police services is for 105 hours per week only. The police budget noted above is the flat rate for 105 hours.
4 The City of Sunnyvale includes both police and fire protection costs in the department's public safety budget.
74
Page | 14
Annual Crime Rate
Number of Annual Crimes1
Crime Rate1
(per 1,000 residents)
Name FY 2021 Public
Safety
Budget*
Budget
per Capita
Crime Index1
(100 is
Safest)
Violent Property Total Violent Property Total
Los Altos Hills2 $2,065,245 $205 67 3 68 71 0.36 8.07 8.43
Cupertino2 $14,792,330 $234 32 58 1,027 1,085 0.98 17.33 18.31
Palo Alto $47,110,074 $670 13 89 1,993 2,082 1.36 30.49 31.85
Saratoga2 $6,408,958 $205 66 18 244 262 0.60 8.09 8.69
Santa Clara $77,593,819 $571 9 221 4,766 4,987 1.70 36.56 38.26
San Jose $455,188,814 $532 15 4,633 25,592 30,225 4.53 25.05 29.58
Los Altos $12,836,225 $383 55 23 314 337 0.76 10.44 11.20
Monte Sereno3 $1,020,157 $274 N/A N/A N/A N/A N/A N/A N/A
Mountain View $46,152,014 $529 13 169 2,474 2,643 2.04 29.90 31.94
Sunnyvale4 $114,306,055 $222 22 266 3,401 3,667 1.74 22.27 24.01
Milpitas $38,367,020 $453 17 106 2,204 2,310 1.26 26.18 27.44
Los Gatos $17,587,825 $552 43 16 423 439 0.53 14.00 14.53
Campbell $20,229,929 $676 11 91 1,362 1,453 2.18 32.59 34.77
Morgan Hill $17,697,892 $377 36 54 709 763 1.18 15.43 16.61
Gilroy $25,380,854 $407 15 254 1,488 1,742 4.30 25.21 29.51
California 174,331 921,114 1,095,445 4.41 23.31 27.72
United States 1,245,410 6,925,677 8,171,087 3.80 21.11 24.91
1 US Census estimates on 3/24/21 at "http://www.census.gov/quickfacts"
2 Law enforcement services in Cupertino, Los Altos Hills, and Saratoga are provided under contract by the Santa Clara County Sheriff's Office.
3 Monte Sereno's contract for police services is for 105 hours per week only. The police budget noted above is the flat rate for 105 hours.
4 The City of Sunnyvale includes both police and fire protection costs in the department's public safety budget.
75
Page | 15
Contract Costing Model
The Sheriff’s Office (SO), Fiscal Division annually develops a cost estimate for the contracting cities based
upon the Contract Costing Model. The model has been developed in-house and takes into account a
variety of cost factors, which are updated annually. It is important to note that not all cost factors in use
within the costing model are developed by the SO. Some of the cost factors are dictated by other County
departments to the SO, and the cost is just passed along to the contracting agencies. The following points
outline the overall approach utilized to calculate the baseline estimates for the contracted cities.
1. Salaries and Benefits – based on Countywide salary table, applicable benefit rates developed by
County Office of Budget and Analysis, and annual salary increases and allowances specified by
labor agreements.
The salaries and benefits section of the contract is where the costs are captured for not only the
direct staff that are assigned to each city, but also the regional and shared staff among the
contracted cities.
2. Services and Supplies – the direct services and supplies include the projected expenditures for
any supplies, materials, or services associated with the direct or shared staff.
3. Indirect Costs
For all services provided, there are direct costs associated (salaries, benefits, services, and
supplies) and indirect costs such as training, countywide support, divisional overhead, and
departmental overhead. To truly capture the full cost of any service, both direct and indirect cost
components must be captured. SO captures all indirect costs associated with the provision of its
law enforcement services.
• Overhead is calculated on a per position and is developed by taking the costs associated
with those services that primarily provide support to the entire SO. The overhead
calculation consists of the Personnel and Training Division, Information Systems Division,
Records and Fiscal Division. For each of these areas, the cost per employee is generated
by estimating the total administrative costs related to these activities and divided it by
the total number of employees that are supported by those activities. The costs are then
allocated to the division providing contract services based on number of staff assigned to
the contract services or annual percentage of time spent on the activities (Records) . The
total costs for these divisions included the applicable division’s share of the Countywide
overhead.
76
Page | 16
Cost Calculation Methodology
77
Page | 17
Fiscal Year 2021-2022 Proposed Hours
Cupertino Los Altos Hills Saratoga
Unincorporated
Areas
General Law Enforcement Services
Proposed Hours 41,881 7,256 * 20,060 14,696
Supplemental Services - Traffic Enforcement - Day
Enforcement Vehicle 3,639 ** - - -
Motorcycle 7,212 1,860 4,195 -
Proposed Hours 10,851 1,860 4,195 -
Investigative Services
Proposed Hours 7,200 600 2,400 -
Supplemental Reserve Services
Proposed Hours 1,650 22 340 -
Total Proposed Hours 61,582 9,738 26,995 14,696
School Resources Officer (SRO)
Number of SRO 2 - 1 -
* Includes additional hours equivalent to productive hours of one full-time deputy
** Includes 1 Traffic Sergeant
78
Page | 18
Fiscal Year 2021-2022 Summary of Proposed Costs
Cupertino Los Altos Hills Saratoga
Unincorporated
Areas
General Law Enforcement Services
Proposed Costs $10,168,707 $1,761,757 $4,870,568 $3,568,189
Supplemental Services - Traffic Enforcement - Day
Enforcement Vehicle* $918,336 $0 $0 $0
Motorcycle $1,718,475 $443,082 $999,668 $0
Proposed Costs $2,636,811 $443,082 $999,668 $0
Investigative Services
Proposed Costs $1,742,544 $145,212 $580,848 $0
Supplemental Reserve Services
Proposed Costs $107,778 $1,437 $22,209 $0
School Resources Officer (SRO)
Proposed Costs $574,732 $0 $251,445 $0
Operating Costs Of West Valley Substation
Proposed Costs $254,915 $44,068 $117,252 $71,043
Total Proposed Costs $15,485,487 $2,395,556 $6,841,990 $3,639,232
Total Capped Costs** $15,485,487 $2,395,556 $6,841,990
Amount Over/(Below) Capped Costs $0 $0 $0
* Includes 1 Traffic Sergeant
** Increase in costs capped at CPI + 2% (3.53%) and PERS Increase
79
Page | 19
Fiscal Years 2020-2021 and 2021-2022 Costs Comparison
Cupe rtino Los Altos Hill s
Gene ra l law Enforce ment Services
Budget e d Costs FY 2020-2021 $9,734,401 $1,26Q003
Pro posed Costs FY 2021-2022 $10,168,707 $1,761,757
Ch a nge ($) $4 34,306 $501,754
Ch a nge (%) 4 .5% 39.8%.
Suppleme ntal Services-Traffic Enforce ment-Day
Budgeted Costs FY 2020-2021 $2,307,678 $421,190
Pro posed Costs FY 2021-2022 $2,636,8 11 $443,082
Ch a n ee (S) $329,133 $2 1.892
Ch a nge (%) 14.3% .. 5.2%
lnve.stigativ e Services
Budgeted Costs FY 2020-2021 $1,653,4 80 $137,790
Pro posed Costs FY 2021-2022 $1,7 42,5 44 $145,2 12
Ch a nge ($) $83,064 $7,422
Ch a nge (%) 5 .4% 5.4%
Suppleme ntal Reserve Services
Budgeted Costs FY 2020-2021 $108,4 88 $1,380
Pro posed Costs FY 2021-2022 $107,778 $1,437
Ch a nge ($) $4,2 90 $57
Ch a nge (%) 4 .1% 4.1%
Sl:l nHJI 1\oouu.:t:.::.. O((i t.:t:t (SRO)
Budgeted Costs FY 2020-2021 $5 42,2 90 $0
Pro posed Costs FY 2021-2022 $574,732 $0
Ch a nge ($) $32,442 $0
Ch a nge (%) 6 .0% 0%
Operating Costs Of W e.st Va lley Substation• u •
Budgeted Costs FY 2020-2021 $2 49,4 93 $35,692
Pro posed Costs FY 2021-2022 $254,9 15 $44,068
Ch a nge ($) $5,4 22 $8,376
Ch a nge (%) 2 .2% 23.5%
To ta l Budgeted Costs FY 2020-2021 $14,59Q830 $1,856,0 55
TotJ I Proposed Costs FY 2021-2022 $15,485,487 $2,395,556
Ch a nge ($) $894,657 •• $539,5 01
Ch a nge (%) 6 .1% 29.1%
• ln <ludes aclcl i tion al hours equival ent to productive hou ~of one fu ll -t im e deputy
•• I nc ludes cost adj ustment for T r aff ic Sergeant
••• l n cl udescost adjustment fo r School Resou r ces Officer
•
Uni ncorporate d
Saratoga Are a-s
$4,662,546 $3,415,791
$4,870,568 $3,568,189
$208,022 $15 2,398
4 .5% 4 .5%
$955,02 9 $0
$999,668 $0
$44,639 so
4 .7% 0%
$551,16 0 $0
$580,848 $0
$29,688 $0
5 .4% 0%
$21,325 $0
$22,209 $0
$884 $0
4 .1% 0%
$100,000 $0
$251,445 $0
$15 1,445 $0
15 1.4% ... 0%
$118,898 $72,040
$117 ,252 $71,043
($1,646) ($997)
-1.4% -1.4%
$6,408,958 $3,4 87,831
$6,841,990 $3,639,232
$4 33,082 ••• $15 1,401
6 .8% 4 .3%
•••• Costs f or operati rc: th e W est V all ey Substation v ar ie s each month dependent upon Gener al la\v En forcem:nt H ours and
Sup5=l emental Hou r s u sed b y each city.
80
Page | 20
Fiscal Year 2021-2022 Proposed Hourly Rates
General Law Enforcement Services - Deputy
Sheriff
Supplemental Services - Day - Motorcycle Unit
FY 2021-2022 $242.80
FY 2021-2022 $238.28 FY 2020-2021 $232.43
FY 2020-2021 $226.48 Increase $10.37 4.4616%
Increase $11.80 5.2102%
Supplemental Services - Day - Patrol Car FY 2021-2022 $239.49
FY 2021-2022 $246.38 FY 2020-2021 $227.64
FY 2020-2021 $233.76 Increase $11.85 5.2056%
Increase $12.62 5.3987%
Supplemental Services - Swing - Patrol Car FY 2021-2022 $243.19
FY 2021-2022 $242.02 FY 2020-2021 $234.92
FY 2020-2021 $229.65 Increase $8.27 3.5203%
Increase $12.37 5.3865%
Supplemental Services - Night - Patrol Car
FY 2021-2022 $246.38
FY 2021-2022 $65.32 FY 2020-2021 $234.92
FY 2020-2021 $62.72 Increase $11.46 4.8783%
Increase $2.60 4.1454%
Supplemental Services - Traffic Sergeant
FY 2021-2022 $265.07
FY 2021-2022 $195.70 FY 2020-2021 $251.63
FY 2020-2021 $185.35 Increase $13.44 5.3412%
Increase $10.35 5.5840%
81
Page | 21
Proposed and Capped Rate Comparison
For FY 2020-2021 and FY 2021-2022
a b c = a - b d e f = e + d g
Rate Category FY22 Rates FY21 Rates
Increase/
(Decrease)
PERS
Increase
FY21 Rate
w/Increase
of 3.53%
FY22 CAP at
FY21 +
3.53% (=
CPI + 2%) +
PERS
FY22
Proposed
Rates
General Law Enforcement Services - Deputy Sheriff $242.80 $232.43 $10.37 $3.89 $240.63 $244.52 $242.80
Supplemental Services - Day - Patrol Car $239.99 $227.64 $12.35 $3.81 $235.68 $239.49 $239.49
Supplemental Services - Swing - Patrol Car $243.19 $234.92 $8.27 $3.90 $243.21 $247.11 $243.19
Supplemental Services - Night - Patrol Car $246.38 $234.92 $11.46 $3.98 $243.21 $247.19 $246.38
Supplemental Services - Traffic Sergeant $268.09 $251.63 $16.46 $4.56 $260.51 $265.07 $265.07
Supplemental Services - Day - Motorcycle Unit $245.41 $226.48 $18.93 $3.81 $234.47 $238.28 $238.28
Supplemental Services - Swing - Motorcycle Unit $248.61 $233.76 $14.85 $3.90 $242.01 $245.91 $245.91
Supplemental Services - Night - Motorcycle Unit $251.80 $233.76 $18.04 $3.98 $242.01 $245.99 $245.99
Law Enforcement Services - Detective $259.98 $229.65 $30.33 $4.26 $237.76 $242.02 $242.02
Supplemental Reserve Services $80.34 $62.72 $17.62 $0.39 $64.93 $65.32 $65.32
School Resources Officer $196.11 $185.35 $10.76 $3.81 $191.89 $195.70 $195.70
82
Page | 22
Contract Cities’ Statistical Data
2020
Arrests
Totals and Averages
66
Total
Number
Average Per
Deputy
262 3.97
312 4.73
63 0.95
248 3.76
885 13.41
Misdemeanor On View Arrests
Felony Warrant Arrests
Misdemeanor Warrant Arrests (Includes Cite & Release)
Total Arrests
Number of Field Enforcement Deputies
Assigned to West Valley Patrol Division
Felony On View Arrests
83
Page | 23
2020
Citations
Totals and Averages
66
780 11.82
1296 19.64
3706 56.15
5782 87.61
Speeding Citations
Moving Violation Citations
Number of Field Enforcement Deputies
Assigned to West Valley Patrol Division
All Other Traffic Citations
Total Citations
84
Page | 24
2020
Reports
Totals and Averages
66
3203 48.53
450 6.82
3653 55.35
Number of Field Enforcement Deputies
Assigned to West Valley Patrol Division
Reports (Felony / Misdemeanor / Other)
Accident Reports
Total Reports
85
Page | 25
2020
Calls
Totals and Averages
66
29288 443.76
94807 1436.47
124095 1880.23
Number of Field Enforcement Deputies
Assigned to West Valley Patrol Division
Self-Initiated Calls
Total Incidents / Contacts
Radio Generated Calls
86
Page | 26
2020
Priority Calls by District
Totals
Priority Level C H L S W
1 37 1 1 15 4
2 3244 229 634 1996 364
3 4431 406 647 2065 461
C = Cupertino S = Saratoga
H = Unincorporated Santa Cruz Mountains W = Unincorporated West Valley
L = Los Altos Hills
87
Page | 27
Statistical Data - City of Saratoga
City o f Saratoga
Selected Crimes
Code Year J an Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
Robbery 2110 2115 2018 0 0 0 0 1 1 0 2 0 0 1 0 5
2019 0 0 1 0 0 0 1 0 0 0 0 0 2
2020 0 0 0 1 0 1 0 0 1 0 0 0 3
Year J an Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
Burglary, 2018 5 10 8 3 4 0 3 5 10 4 8 12 7 2
Residential 4590 10 5 7 2 13 7 2 5 7 2 8 10 78 2019
2020 8 11 4 0 2 2 1 3 5 6 1 6 49
Year J an Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
Burglary, 4591 4592 2018 1 1 0 0 1 1 4 1 3 3 2 0 17
Commercial 2019 3 3 2 2 1 2 0 1 4 0 1 2 21
2020 2 1 1 1 3 2 2 0 1 2 1 1 17
Year J an Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
Burglary, 4593 2018 2 0 2 2 2 3 1 7 5 6 1 3 3 4
Vehicle 2019 3 0 2 1 0 5 3 1 8 2 4 5 34
2020 3 1 1 0 1 2 7 2 2 1 0 2 22
Year J an Feb Mar Apr May J lil J ul Aug Sep Oct Nov Dec TOTAL
Grand Theft 4870 2018 1 0 3 2 2 1 3 2 3 3 0 3 23
2019 0 9 3 2 2 1 2 1 6 3 1 1 3 1
2020 2 2 3 2 2 6 2 1 2 8 4 10 44
Year J an Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
Auto The ft 4703 2018 1 0 0 0 1 3 2 3 2 2 0 0 14
2019 2 0 4 0 0 2 1 1 2 3 3 2 20
2020 0 0 4 3 3 3 4 2 1 2 3 1 2 6
Year J an Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
Vandalism 5940 5941 2018 4 1 1 0 0 3 1 0 4 6 0 0 20
2019 1 2 3 1 3 2 5 0 3 2 3 2 27
2020 2 0 3 1 1 5 6 3 2 0 3 4 30
Identity Theft Year J an Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
2018 4 6 6 6 3 8 12 3 7 5 8 8 76 Forgery 4700 4702 2019 15 11 12 2 6 4 4 2 4 1 1 5 6 7
Fraud 2020 5 8 7 5 12 6 3 5 7 10 3 5 76
Year J an Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
Domestic 2018 1 1 2 1 1 2 1 4 3 0 2 3 21
Violence
2430 2730 1 1 2 2 4 2 4 1 2 2 2 2 2 5 2019
2020 2 5 0 3 2 3 2 0 1 2 0 1 21
Simple& Year J an Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
2400 2401 2018 1 0 2 0 0 1 0 1 0 2 0 0 7 Aggravated 2402 2403 2 0 0 0 0 1 1 1 1 0 3 1 1 0
Assaults 2404 2405 2019
2020 2 2 1 0 0 2 0 0 1 0 3 3 14
Year Jan Feb Mar Apr May J oo J ul Aug Sep Oct Nov Dec TOTAL
2610 2615 2018 0 0 1 0 3 1 2 0 1 2 0 0 1 0 Sex Crimes 2880 2885
2890 2895 2019 2 1 1 2 3 0 1 0 1 3 0 0 14
2020 0 2 0 1 0 0 1 0 0 1 0 0 5
88
Page | 28
Saratoga Crime Totals 2018-2020
5
Robbery Iii 2
liiil 3 r ~
t 72
Residential Burglary 78
49
I I
17
Commercial Burglary 21
17
I I
t--j 34
Vehicle Burglary 34
22
I I
-J 23
Grand Theft 31
44
I I -I 14
Auto Theft 20
26
I I
I j 20
Vandalism 27
30
I I !
J 76
ID Theft, Forgery Fra ud 67
76
I I I
J 21
Domestic Violence 25
21
b 7
Assault 10
14
r
J 10
Sex Crimes 14
iiiiiil s
0 10 20 30 40 50 60 70 80 90
"2018 11 2019 11 2020
89
Page | 29
Saratoga Crime Index
2019-2020 VARIANCES
2019 2020 % Difference
Commercial Burglary 21 17 -19% Jl
Residential Burglary 78 49 -37% l
Vehicle Burglary 34 22 -35% Jl
Auto Theft 20 26 30% t
Grand Theft 31 44 42% t
Identity Theft 67 76 13% t
Robbery 2 3 SO % t
Assaults 10 14 40% t
Domestic Violence 25 21 -16% i
Sex Crimes 14 5 -64% l
90
Page | 30
In 15 of the reported cases, known time frame of burglary occurred over course
of multiple days, day of week unknown.
SARATOGA RESIDENTIAL BURGLARIES
91
Page | 31
SARATOGA AUTO THEFT
51 52 53 54 55 56 57 58
2011 2012 2013 2014
59
2015 2016 2017
~ 50% -Key was left l inside/with the vehicle
)
42%-Vehicle was left
unlocked
27%-Vehicle stolen from
contractor, landscaper or
other service provider during
scope of employment
2018 2019 2020
92
Page | 32
SARATOGA GRAND THEFT
r--
ED
--
-----
-
---
:
1-
-r--r--
-E1 E1 E\ -I I I I
51 52 53 54 55 56 57 58 59 • Cat a lytic Converter • Other
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
93
Page | 33
City of Saratoga
Traffic Related Activity-Patrol and Traffic Units Combined
Code Year Ja n Feb Ma r Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
Moving 2018 124 102 80 120 90 103 84 103 88 105 109 8 1 1189 8 300
Violations 2019 102 81 67 62 68 80 93 131 123 113 73 52 104 5
2020 66 69 38 8 14 9 29 10 23 27 23 21 337
Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
Speeding 2018 25 55 40 42 44 52 56 36 45 42 19 6 462
Citations 8305
2019 14 27 13 23 14 13 25 22 12 34 24 14 2 3 5
2020 4 9 8 3 11 9 11 8 10 25 14 16 128
Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
Other 83 10 831 5 83 20 2018 89 134 127 144 85 204 140 117 110 157 153 128 1588
Citations 8325 8330 8335 2019 199 157 139 162 123 134 185 197 135 242 166 133 1972
2020 219 234 184 so 115 42 51 42 43 74 68 80 1202
Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
2018 0 3 6 1 5 2 2 1 2 0 3 4 29 DUis 8500 8505 85 10
2019 2 4 3 0 4 4 1 2 1 3 0 1 25
2020 0 1 1 0 0 0 0 1 0 0 0 0 3
Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
Accidents, 8000 8 00 5 80 30 2018 6 4 2 4 3 4 5 2 4 9 3 2 48
Injury 8 035 2019 3 3 6 2 3 1 3 5 4 5 7 3 45
2020 2 6 0 2 7 3 2 5 2 6 2 5 42
Accidents, Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
Property 8010 8015 8020 2018 9 14 17 12 16 9 12 11 10 13 9 7 1 3 9
8025 8 04 0 8045 2019 16 7 10 11 7 4 14 8 10 10 8 7 112 Damage 2020 12 8 8 5 8 7 3 7 7 12 5 5 87
Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
Accidents, DUI 8050 8055 8060
2018 0 0 0 1 1 0 0 1 0 0 0 0 3
2 019 0 0 0 0 1 1 0 0 0 0 0 0 2
2020 0 0 0 0 2 0 0 1 0 0 0 0 3
Citations
2500
2 000
1500
1000
500
0
2016 2017 2018 2019 2020
• M oving Vi o latio n • Speed i ng Citat ions • Ot her Citations
94
Page | 34
Saratoga Accidents 2020
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec TOTAL
Injury (8000, 8005)2 6 0 2 7 3 2 5 2 6 2 5 42
Property Damage (8010)10 5 6 4 6 5 2 5 6 8 3 3 63
Accident, No Details (8015)0 0 0 0 0 0 0 1 0 0 0 0 1
Bike / Pedestrian (8020, 8025)0 1 0 0 0 2 0 1 0 2 2 0 8
Hit & Run - Injury (8030, 8035)0 0 0 0 0 0 0 0 0 0 0 0 0
Hit & Run - Property Damage (8040)2 4 2 1 2 0 1 0 1 2 0 2 17
Hit & Run - No Details (8045)0 0 0 0 0 0 0 0 0 0 0 0 0
DUI - Injury (8050, 8055)0 0 0 0 0 0 0 0 0 0 0 0 0
DUI - Property Damage (8060)0 0 0 0 2 0 0 1 0 0 0 0 3
TOTAL ACCIDENTS 14 16 8 7 17 10 5 13 9 18 7 10 134
11.2
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SARATOGA CITY COUNCIL
MEETING DATE: April 27, 2021
DEPARTMENT:Finance & Administrative Services
PREPARED BY:Mary Furey, Administrative Services Director
SUBJECT: Financial Policy Update Review
RECOMMENDED ACTION:
Receive staff report and provide direction on Financial Policy Statement Updates.
REPORT SUMMARY:
Financial Policies are the foundation of Council’s budgetary and finance-related decisions and provide a
measure of fiscal transparency for the Saratoga community. To keep policies current, the financial policies
are reviewed, refined, and modified through ongoing annual updates. Proposed changes are vetted through
the Finance Committee then recommended changes are brought forth to the Council for final review and
discussion at the Budget Study Session. Approved revisions are included in the budget document at the
Proposed Budget Hearing. Updated policies are subsequently adopted as part of the budget process and
become effective as of July 1 each fiscal year.
Financial Policy Statements are presented by topic category in alphabetical order. This year’s changes reflect
the ongoing demand for transparency and remote access to complete forms and obtain information, as well as
additions to both document and enhance financial policy information.
Attachment A is the FY 2020/21 Adopted Fiscal Policy Statements with redline changes to illustrate
proposed changes as recommended by the Finance Committee. Attachment B is a clean version of the
modified Fiscal Policy Statements for readability.
ATTACHMENTS PROVIDED:
A.FY 2020/21 Draft Proposed Fiscal Policy Statements – Red Line Version
B.FY 2020/21 Draft Proposed Fiscal Policy Statements – Clean Version
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FISCAL MANAGEMENT POLICY STATEMENTS
The City of Saratoga practices fiscal responsibility through conservative financial management, and cautious,
sustainable, and enforceable fiscal policies and internal controls to ensure prudent and efficient use of resources.
Policies and controls represent long-standing accounting, budgeting, debt, investment, and reserve principles and
practices, and are the foundation upon which the City prepares its Long-Term Financial Plan.
Saratoga’s general fiscal management policy statements provide a summary overview of financial, operational, and
budgetary management, in one comprehensive centralized format to act a s guidelines and to assist elected officials
and staff with understanding the City’s financial practices for fiscal operations. Detail level fiscal policies are
administrative in nature and therefore not included in the budget document. However, fiscal p olicies that rise to
Council review and impact budgetary decision making are incorporated into the budget document for annual adoption
by Council. Currently this includes the Fund Balance Reserve Policy and the Capital Project Process Policy which
follows this section. Other Council defined policies will be added as directed.
The Summary Fiscal Management Policy Statements in this document are organized into the following categories:
• General Financial Principles
• Appropriations and Budgetary Control
• Auditing and Financial Reporting
• Capital Improvement Planning
• Development Related Financial Policies
• Expenditures and Purchasing
• Fixed Assets and Infrastructure
• Grants & Donations
• Internal Service Funds
• Investments
• Long-Term Debt
• Long-Term Financial Planning
• Pension Funding
• Revenues
• Risk Management
• Treasury Management
• Trust & Agency Policies
• User Fees
GENERAL FINANCIAL PRINCIPLES
• The City shall ensure prudent financial practices are incorporated into operational procedures to ensure fiscal
integrity and safeguard the City’s assets.
• The City’s fiscal policies are structured to ensure fiscal responsibi lity, accountability, transparency, and efficient
use of resources. Fiscal policies are to be reviewed, updated, and refined as necessary, with general policy level
decisions brought to City Council for review and approval as Council Policies, and administrative and operational
level functions approved by the City Manager as Administrative Policies.
• Proposed revisions to the Fiscal Management Policy Statements and Council Policies are reviewed by the Finance
Committee and then provided to the entire City Council at the annual Council Retreat or Budget Study Session.
Council members are asked to provide comments or suggestions for revisions to the Administrative Services
Director at least two weeks prior to the budget study session to clarify or include on the agenda. with the final
draft made available for review by the entire Council prior to adoption.
• The City’s primary long-term financial goals seek to maintain the City’s fiscal health, preserve essential services,
reduce financial risk, and support short and long -term administrative, financial, and operational goals in a
financially judicious manner. Long -term financial and infrastructure planning and the annual adoption of a
structurally balanced budget provides the foundation to these long -term financial goals. The City shall promote
and implement strong internal financial controls to manage risks and monitor the reliability and integrity of
financial transactions and operational activities.
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• Financial information shall be provided in a relevant, thorough, and timely manner, to effectively communicate
the City’s financial status to the Council, citizensresidents, employees, and all other interested parties.
• Financial stability goals and judicious responsiveness shall be the foundation upon which proactive and
advantageous financial decisions are made, and which guide the City’s response to local, regional, and broader
economic changes through the years.
• The City shall undertake, adopt, and integrate new initiatives or programs in a cautious, well planned manner to
support the City’s long-term ability to maintain essential services and infrastructure at the level and quality
required by its residentscitizens.
• The City Council’s financial, operational, and community goals, objectives, and policies are incorporated into
and implemented with the development and adoption of the City’s Operating and Capital Budgets.
• Efforts will be coordinated with other governmental agencies and joint power associations to achieve common
policy objectives, create beneficial opportunities and services for the community, share the cost of providing
governmental services, and support legislation favora ble to cities at the state and federal level.
• The City will seek out, apply for, and effectively administer federal, state, local, foundation, business, and private
grants which address the City’s current priorities and policy objectives.
• The City shall develop and incorporate long-term financial planning tools to promote strategic analysis and
prioritization of financial resources in decision making.
• Replacement plans shall be maintained for fixed assets, such as vehicles, equipment, park infrastructure, building
fixtures and equipment, and technology infrastructure.
• Efficient major infrastructure funding requires comprehensive and long -term Master Plans. The City shall
endeavor to develop major infrastructure maintenance and replacement p lans for roadways, bridges, retaining
walls, storm drains, streetlights, and similar infrastructure.
APPROPRIATIONS AND BUDGETARY CONTROL
• The City Council shall adopt an annual balanced operating budget and the first year of an integrated five -year
capital improvement plan budget by June 30th of each year, to be effective for the following fiscal year running
from July 1st through June 30th. Balanced budgets present budgeted sources in excess of budgeted uses. Budgeted
“Sources” include Revenues, Transfers In, and Appropriated Uses of Fund Balance. Budgeted “Uses” include
Expenditures and Transfers Out. Operating and Capital Budgets are to align with the City’s long -term financial
goals.
• Each year, Finance & Administrative Services Department staff provides; a short recap of the prior-year budget;
a mid-year budget status report; and an updated five-year financial forecast to the City Council, typically at the
Annual Council Retreat (scheduled in late January or early February ). This annual review to assists Council
with formulating direction for long-range fiscal planning, Operating Budget development, and capital project
funding appropriations.
• Budgets are prepared on the same basis of accounting used for financial 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 (Custodial Funds) are budgeted under the accrual
basis of accounting.
• The Operating Budget is primarily funded with current year revenues. Dedicated fund balance reserves, such as
the Carryforward or Fiscal Stabilization Reserves represent prior - year savings designated for specific uses, which
may be used to fund current year operational expenses, in accordance with their purpose, upon Council approval.
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• Additionally, a minimal base amount of $500,000 remain s in the Unassigned Fund Balance Reserve at year -end
to provide the first layer of fiscal protection for unanticipated operational shortfalls or unforeseen needs in the
following fiscal year.
• The Capital Budget is funded with both prior -year surplus funding and dedicated capital funding resources.
Dedicated funding sources include Gas Tax (HUTA) revenu es, VTA Measure B funding, road impact assessment
revenues; project revenues and reimbursements; community benefit assessments; and federal, state, local, and
private grants.
• In practice, budgeted revenues are conservatively stated, and budgeted expendit ures are funded at the full level
required to meet annual operational and capital improvement goals. With effectively managed revenue streams
and efficient use of resources, fiscal year -end operational budget surpluses are typically available to fund future
capital improvement projects and contribute to the City’s fiscally responsible reserve accounts.
• 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 majority approval. Operating Budget
appropriations lapse at the end of each fiscal year unless specifically carried forward by appropriation in the
following fiscal year’s budget. Capital Budget appropriations are structu red as a multi-year workplan; therefore,
project expenditure balances are automatically carried forward to the following fiscal year as part of the annual
budget adoption until funding is exhausted, modified, or the project is completed.
• The City’s adopted budget shall comply with State law that limits annual budget expenditures to the appropriation
limit calculated in accordance with Article XIIIB of the Constitution of the State of California . Known as the
Gann Limit, the City Council adopt an annual resolution to this effect.
• The City Manager is authorized to implement the City’s workplan as approved in the adopted budget. Within a
specific fund, the City Manager has the discretion to adjust appropriations between categories, departments,
programs, and projects as needed to effectively operate, provided the fund’s total appropriation amount is not
changed. An example would be to backfill a vacant salaried position with a contract service, therefore shifting
budgeted funds from wage and benefit appropriations to an operating expense expenditure within the Operating
Expense appropriations. The City Manager also has the authority to withhold filling the position for a time if
conditions warrant a delay.
• Generally, recurring expenditures are funded with recurring revenues, or with revenues specifically designated
for operational use. One-time expenditures may be funded with one-time revenues or fund balances reserves.
Fund balance reserves are to be used for non-recurring one-time expenditures and capital projects.
• In compliance with Council’s Fiscal Stewardship goal, fiscal stability and sustainability principles are
incorporated into budget planning. Appropriating adequate funds on an annual basis for the replacement and
maintenance of assets through Internal Service Funds, prioritizing infrastructure maintenance and repair in the
capital budget, and institutionalizing prudent payment strategies for long -term liabilities are foundational
strategies of fiscal stability and sustainability.
• The City Council appropriates $50,000 annually to a ‘Council Discretionary account’ to provide Council with
funding for unplanned expenditures. Council direction and consensus approval is required to utilize these funds.
Unexpended Council Discretionary appropriations are carried forward into the following fiscal year.
AUDITING AND FINANCIAL REPORTING
• California State statutes require an annual financial audit of the City’s financial records and transactions by
independent Certified Public Accountants. The City shall comply with Generally Accepted Accounting
Principles (GAAP) and produce annual financial reports pursuant to Governmental Accounting, Auditing, and
Financial Reporting (GAAFR) guidelines. The independent auditor will issue an audit opinion to be included in
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the City’s Comprehensive Annual Financial Report (CAFR) testifying to the financial report’s conformance with
accounting principles.
• Additional financial reports issued by the Auditor’s may include: Singe Audit Report (an nual report of federal
grant expenditures if in excess of the federal single audit limit is expended in a fiscal year), a Transportation
Development Act (TDA) report (annual report of TDA fund expenditures), an Appropriations Limit review
report (to establish tax revenue appropriation limit), and a Management report on the City’s Internal Controls.
• The City shall submit the CAFR to the Governmental Finance Officers Association (GFOA) Financial Reporting
Program each year for review, and if in compliance with the program’s requirements, apply to receive an award
for meeting GFOA’s financial reporting standards.
• Regularly scheduled external Financial Reports include the following:
State required Annual Cities Report and Annual Streets Report completed in con junction with the year-
end close.
State required Annual Debt Transparency Report for any debt issued after January 21, 2017.
California Debt and Investment Advisory Commission’s (CDIAC) Mello-Roos Community Facilities
District (CFD) Fiscal Status Report fo r CFD bond debt.
Quarterly SMIP (Seismic Motion) fee reconciliation reports; CASp (ADA Accessibility) reconciliation
reports: and California Building Standard Commission (green building standards) reconciliation reports .
Quarterly Use Tax Reports to remit uncollected sales tax to the State Board of Equalization .
SB90 Mandated Cost reports for claims to comply with State regulated legislation .
Annual UST Certification report to show fiscal responsibility for the City’s underground storage tanks .
Annual Possessory Interest Report submitted to the County’s Assessor’s Office to report City -owned
leased property.
• Regularly scheduled internal Financial Reports include the following:
Weekly check registers and monthly Cash and Investment Treasurer Reports are submitted for review
and approval at City Council meetings.
Quarterly financial reports provide a status update on General Fund revenues and expenditures for the
first, second, and third quarters.
A mid-year budget status report is presented to City Council in February each year to provide a
comprehensive financial overview of the current year’s budget and to propose recommended budget
adjustments as appropriate.
A year-end financial recap is provided after the City’s annual financial audit is completed.
CAPITAL IMPROVEMENT PLANNING
• The Capital Improvement Plan is an ongoing process through which the City identifies, prioritizes, and develops
a multi-year workplan for major capital expenditures and their associated funding sources, in the effort to
improve and maintain the City of Saratoga’s roadways, parks, and facility infrastructure. Non-infrastructure
projects may also be included in the CIP under the Administrative & Technology programs if they are one-time,
operational efficiency, technology, or multi-faceted administrative projects.
• Generally, CIP improvements are major expenditures that have a multi -year life span and result in becoming
City assets. The City’s standard definition of a Capital Improvement Plan project is for the construction,
acquisition, rehabilitation or non-routine maintenance work that generally costs $25,000 or more, with a useful
life of at least 5 years at a fixed location. The City also includes projects under $25,000 if they include staged
or ongoing improvement projects, or if they are significant multi -year projects.
• Capital Planning is developed and prioritized through infrastructure and operational assessments of asset
maintenance plans, urgent mitigation needs to prevent structure or system failures, health and safety issues,
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federal or state mandates, availability of city and external funding, efficiencies, impacts if project not completed,
business or community input/demand, and short-term vs long term cost of replacement considerations.
• The Capital Improvement Plan includes funded capital improvement projects , typically scheduled planned for
completion within the next five year plan timelines, with cost estimates based on current year dollars. Project
estimates are updated as needed, due to price changes, design specifications, or project scope adjustments.
• Departmental staff research and prepare project proposals for review by Department Directors. Directors meet
with the City Manager to identify and collaborate on approved proposals. Additionally, City Council members
may propose projects for which staff will also research and prepare project proposals. Finalized project proposals
are brought to Council for review. Council then collectively directs which project proposals are to be funded
and included in the following year’s Pproposed Capital Improvement Plan Bbudget in accordance with available
funding. Council also determines what if a proposed projects shall be included is put on the Unfunded Project
List for future consideration. and brought back the next year for consideration, or if a project is rejected.
• TheA five-year Capital Improvement Plan (CIP) is updated annually in conjunction with the operating budget.
While tThe CIP reflects the current and changing needs of the community as well as enhancements to improve
the quality of the community, Council prioritizes the maintenance of City infrastructure to safeguard the public’s
safety and reduce maintenance costs over the long-term. The first year of CIP funding is adopted annually to
authorize current year appropriations, which includes any remaining funds appropriated in the prior year’s CIP.
• The CIP is categorized into programs by project type. The four programs include: Street Improvements, Park
& Trail Improvements, Facility Improvements, and Administrative & Technology Improvements.
• All projects within the CIP programs are appropriated, managed, and tracked as separate funding entities, with
each project’s financial status reported on a monthly basis in the Treasurers Report.
• Project updates are recorded in the annual Capital Budget, with narrative, timeline, and financial summary
information updated with each published budget document.
• Capital improvements that specifically benefit a select group of users and/or are fee -for-service based are to be
financed through user fees, service charges, special assessments and taxes, or development impact fees.
• The City shall identify and dedicate capital improvement related funding directly to the CIP and to maximize the
use of grant funding for capital improvement projects.
• Grants, insurance, or other reimbursement funding is to be returned to the expenditure’s funding source, unless
otherwise directed by Council. For instance, Hillside Reserve funded projects that receive insurance
reimbursement payments are to be returned to the Hillside Reserve, and grant reimbursements for projects funded
through the CIP Reserve are to be returned to the CIP Reserve when payment is received.
• After completion of the prior year’s audit and the General Fund’s priority funding re quirements are met, the
remaining net operations are moved into the Capital Project Reserve at year end. Proposed Uuses for the Capital
Project Reserve fund is reviewed byat Council’s Annual Retreat in late January/early February, with preliminary
allocation direction voted upon by Council at the a follow-up Budget Study Session in March or April. This
direction is presented at the Proposed Budget Hearing in late May or early June, with Final CIP funding direction
determined by Council with Budget Adoption in June.
• Council has designated the following capital projects as fundamental to maintaining City infrastructure on an
ongoing basis, and shall therefore have priority status for available Capital Improvement Reserve funding: The
below funding allocations are guidelines to be reviewed by Council for budget direction each fiscal year:
$250,000 – AnnualRoadway Infrastructure Maintenance & Repairs (for Sidewalk , Storm Drains, Curb
& Gutter, and Bridge Maintenance)
$200,000 – Annual Retaining Wall Maintenance & Repairs
$125,000 – Annual Parks, Trails, Grounds & Median Replacement Funding
$ 75,000 – Roadway Safety and Traffic Calming
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$ 25,000 – PublicCity Art Infrastructure Project Program
$ 25,000 – Hakone Improvements
• The Annual Roadway Maintenance and Repair (ARM&R) CIP project is the primary CIP project funded in
support of Council’s goal to maintain Saratoga city streets at an average 70 PCI rating. On occasion, separate
street specific resurfacing projects are established that also contribute toward this goal. In FY 2016/17, Council
established a $2 million minimum annual funding goal. Funding comes primarily from dedicated Gas Tax
Revenue and from Vehicle Impact Fees assessed on the Solid Waste Services contract provider. This CIP project
encompass roadway repairs, resurfacing, and rehabilitation projects, traffic light, curb and gutter, and other
miscellaneous repairs, striping and signage, and assorted street materials and suppl ies.
DEVELOPMENT RELATED FINANCIAL POLICIES
• Most planning and building services are provided for business and individual benefit rather than for the general
community’s benefit. As such, the Community Development Department planning application and building
permit fees are established at rates to recover the full cost of the service provided. However, a number of services
provided by the department are not fee based (code compliance, event pe rmits, etc.), hence the department is not
full-cost recovery based overall.
• The Williamson Act, also known as the California Land Conservation Act, was passed by the California
Legislature in 1965 to encourage rural & agricultural land -owners to keep their land undeveloped. When land-
owners enter into a contract under the act, they benefit from lower property taxes, which are based on the property’s
current use, rather than paying market value-based tax rates. In exchange, the property is to remain undeveloped
and continue to function in the same manner for the duration of the contract. Contracts are valid for 10 years and
are automatically renewed unless the farmer or rancher cancels it. The City does not limit the number of
Williamson Act contracts entered into each year.
• The Mills Act is State-sponsored legislation granting local governments the authority to enter into an agreement
with property owners to allow reduced property tax payments in return for the restoration and continued
maintenance of their historic property. The property must be privately owned and on a local, state, or national
register of historic places. After the initial 10-year contract expires, the contract may extend one year annually
unless either party elects to non-renew.
Since the agreement reduces the property tax assessment, the City receives a smaller share of property tax revenue
in comparison to a property that is assessed at market value. Per State law, the County Assessor is required to
recalculate each individual property’s tax assessment each year, based upon a variety of stated market factors.
This results in reductions that are specific to each property, with some benefiting more than others. The City will
allow approval of up to three Mills Act Contracts per year.
EXPENDITURES AND PURCHASING
• All expenditures shall be in accordance with the City’s purchasing policy, travel policy, credit card policy,
contract policy and public contract code, state or federal law, or any other applicable guidelines or regulations.
• 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, service reductions, or with
Council approval, budget adjustments to increase the program budget.
• The City’s current purchasing policy establishes purchasing authority lev els, purchasing procedures, and
procedural requirements, for the procurement of supplies, equipment, and services, in conformance with Federal
and State codes and regulations, and City Ordinance No. 2 -45.
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• Public Work projects 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, w hile providing all qualified vendors an equal
opportunity to do business with the City.
• Services and supplies purchases that exceed $5,000 require written quotes and must be approved by the
Purchasing Officer or designee, typically through the Purchase O rder process. Documentation is to be retained
by the department in accordance with the Record Retention Policy and schedule.
• Services, supplies, and fixed asset purchases exceeding $25,000 must be authorized by the City Council, unless
purchase is specifically identified as approved in the adopted budget or excluded under the Purchasing Policy.
• City departments shall conduct quarterly program and capital project reviews to determine if projected operating
revenues and expenditures meet budgeted expectati ons. If an operating deficit is projected to occur at year-end,
the departments shall evaluate and implement corrective actions as needed and notify Council before services
will be impacted.
FIXED ASSETS AND INFRASTRUCTURE
• Tangible assets with a cost equal to or greater than $10,000 and a useful life of more than one year are considered
fixed assets and added to the capitalization schedules. Repairs and maintenance of infrastructure assets will
generally not be subject to capitalization unless the expense 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, and through Internal Service Fund programs to both
maintain and replace operational infrastructure, such as City buildings, fixtures, and equipment, vehicles and
public works equipment, and technology related equipment on an ongoing basis.
• A Capital Asset system will be maintained to identify all City assets, their condition, historical and estimated
replacement costs, and useful life. Asset information is retained to provide information for preparation of
financial statements in accordance with GAAP and compliance with GASB 34 requirements.
• Infrastructure management systems are to be developed and maintained to provide long -term financial and
operational planning. These shall include various roadway system management programs, storm drain system
management plans, bridge replacements, street signal system replacements, and all other infrastructure categories
that require significant financial resources to fund eventual replacement needs.
• Information Technology software, hardware, and auxiliary equipment and system assets are tracked and funded
through the Operating Budget’s Internal Service Replacement Fund, whereas annual appropriations in the
Information Technology Services program budget funds most ongoing license, maintenance, and security costs.
GRANTS & DONATIONS
• The City will seek out, apply for, and effectively administer federal, state, local, foundation, business, and private
grants which address the City’s current priorities and policy objectives.
• The City recognizes the value of grants and donations to extend pre-existing services, introduce new initiatives,
add artistic and cultural infrastructure, implement technological advances, and subsidize programmatic staffing
for public safety, recreational activities, development support, social services, homeland security, and economic
efforts.
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• City will seek to obtain and effectively administer federal, state, local, foundation, business, and private grants
that support the City’s priorities and provide a benefit to the City, with grant requirements taken into
consideration.
• City staff shall notify City Manager of grant proposals prior to submitting a grant application. If approved to
pursue, requesting department’s staff are responsible for all aspects of the grant process, including preparing and
submitting grant proposals, preparing staff reports, ordinances and resolutions if needed, developing grant
implementation plans, managing the grant program, preparing and submit ting reports to grantors, and properly
closing out grant projects. Staff shall work with Finance staff to track grant funding and expenses, and to generate
grant payment requests.
• The acceptance of grant funding will be assessed for both immediate and long-term costs and benefits to the City.
For example, a grant to construct infrastructure would incur future ongoing maintenance costs. These costs shall
be disclosed with the grant application and/or pre-award notice.
• All accepted grants and donations are to have assigned staff, known as the Grant/Donation Administrator, who is
responsible for grant/donation oversight to ensure rigorous adherence to the grant or donation’s related activity,
ensure accountability for financial and ethical administration, and is consistent with the City’s strategic priorities.
• to assess immediate and long-term costs and benefits to the City. Infrastructure related addition or improvement
gGrants in excess of $10,000 shall be are brought to the Council for review and approval.
• Operating Services grants, such as funding for health and safety programs that primarily utilize staff or contract
service’s, or pay for material and supplies time to accomplish the grant objectives may be approved by the City
Manager up to the City Manager’s current purchasing limit of $25,000.
• Art-related grant/donationswith a value of up to $10,000 shall be submitted to the Art Committee for approval.
Art grant/donations in excess of $10,000 in value shall be submitted to the City Council for approval. Art
Grant/Donation Policy Statement to be updated to reflect City Council direction.
• Donations may be accepted in accordance with the City of Saratoga Donation Policy most recently approved by
the City Council. Under the current policy, unrestricted donations of $5,000 or less may be accepted or declined
by the City Manager. Restricted donations of $500 or less may be accepted or declined by the City Manager.
Unrestricted donations of more than $5,000 and restricted donations of more than $500 must be brought to the
City Council for consideration. The City Manager may choose to request City Council consideration of any
donation, regardless of value.
INTERNAL SERVICE FUNDS
• Internal Services Funds are established to both equitably allocate operating costs to departments for support and
maintenance services, and to stabilize and spread the City’s replacement and operational costs over fiscal years
for the purpose of providing an accurate and balanced long -range fiscal perspective of the use of services and
assets.
• Vehicles, Equipment, and Building asset replacement and maintenance types of Internal Service Funds are
structured to provide a consistent level of funding for asset and equipment replacement, and to ensure sufficient
funding is available for the regular maintenance, repair, and replacement of the City’s vehicles, equipment, and
building fixtures in an ongoing manner.
• Technology and Office Equipment replacement and maintenance Internal Service Funds are structured to provide
a consistent level of funding for the replacement of assets and projects, and to appropriately distribute support
and maintenance costs to City departments.
• The Liability and Workers Compensation Insurance Internal Service Funds shall maintain adequate reserves to
pay all valid self-insured claims and insurance deductibles, including those incurred but not reported, in order to
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keep the insurance funds actuarially sound. Additionally, funding is used to maintain required safety related
documents, such as the City’s ADA Transition Plan, and the Industrial Injury Prevention Plan (IIPP).
• Each Internal Service Fund will set recovery charges at rates sufficient to meet all operating expenses,
depreciation, and fund balance reserve policy objectives.
INVESTMENTS
• The City maintains a detail-level Council approved I nvestment Policy that outlines the goals of fiscal security
and investment risk levels allowed to achieve the City’s stated security restrictions and investment objectives.
The Investment Policy is brought to Council for review and adoption each year, just prior to the beginning of the
fiscal year.
• The policy shall comply with the State’s California Debt and Investment Advisory Commission (CDIAC)
guidelines for the practice of public finance.
• Fund Reserves and excess operational funding reside in the State managed Local Agency Investment Fund (LAIF)
unless expressly approved by the City Council’s Finance Committee to invest in other vehicles approved in the
City’s Investment Policy.
• The City’s Finance & Administrative Services Department shall oversee Treasury functions and submit a monthly
Treasurer’s Report to report on City funds, investments, and interest earnings.
LONG-TERM DEBT
• The City maintains a Council approved Debt Policy to provide clear di rection on debt issuance. Existing debt
shall comply with all legal and reporting requirements to ensure the City is in compliance with State regulations,
GASB guidelines, and transparency efforts.
• The City shall seek to maintain a high credit ratin g through sound financial practices as a foundational financial
objective, in order to obtain the lowest possible borrowing cost, and maintain financial responsibility.
• The City does not incur debt for operation al purposes or capital improvements as a standard practice. Under
extraordinary circumstances, the City may seek voter approval for General Obligation (GO) Bond Debt for city-
wide major infrastructure rehabilitation , or through Community Facility District Bonds for specific community
desired infrastructure improvements.
• Long-term Financing Debt is typically incurred for capital improvements or special projects that cannot be
financed from current or dedicated revenues, or for large liabilities resulting in signific ant financial impacts. In
principle, long-term debt is 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.
• Through City Council approval, the City may function as a bonding conduit for special districts. This may occur
when a neighborhood or distinct area is seeking to improve private or cooperatively owned infrastructure, such
as private roads or water system cooperatives. A special district may also be established to improve publicly
owned infrastructure, such as a neighborhood park or a parking lot.
• For special district debt offerings, t he City shall require full liability protection and cost recovery as necessary
to protect the City and mitigate the cost associated with such actions.
• The term for repayment of long-term financing shall not exceed the expected useful life of the project or extend
beyond functionally appropriate payment terms. Additionally, financing payment terms must be established at
a manageable funding level or reasonable assessment level.
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• The City shall monitor all forms of debt in conjunction with budget development throughout the year and will
report concerns and remedies to the City Council if needed.
• The City will ensure compliance with bond covenants, providing financial information to reporting parties as
required under the terms of the contract or State law.
• The City will comply with Government Code Section 43605 limitations on debt, which limits general obligatio n
indebtedness to an aggregate 15% of the assessed value of all real and personal property of the City.
LONG-TERM FINANCIAL PLANNING
• City policy is to develop, build upon, and incorporate long-term financial planning processes into a
comprehensive plan that provides Council, staff, and the public with the resources to understand issues impacting
the City’s financial condition, and the tools with which to make informed decisions.
• The City’s Long-Term Financial Plan (LTFP) shall include various analyses and documents that support financial
planning efforts, including a financial forecast and analysis, fiscal policies, revenue descriptions and trend
analysis, an annual pension review, the City’s Strategic Plan, the Cap ital Improvement Plan and funding analysis,
Information Technology Strategic Plan, and numerous asset and infrastructure master plans. While the financial
trend analysis and forecast is the foundation of the LTFP, the entirety of the various documents pr ovide a
comprehensive outlook on many operational fronts.
• Long-Term Financial Planning is an ongoing event that begins at the Council Retreat to review Strategic Plan
goals and the current financial situation at the mid -year point, and as the starting point for the following years
budget process. Trends, critical or concerning issues, policy changes, new initiatives and priorities, new resource
requirements, and potential impacts and opportunities are reviewed in conjunction with financial projections for
the future. Direction is compiled into the following year’s budgets, and plans are updated throughout the year, as
needed.
• Council shall review a General Fund revenue, expenditure, and financial position f orecast of at least five-years,
to garner a longer-term perspective of current fiscal expectations and fairly -reliable projected fiscal impacts in
the effort to anticipate or mitigate operational changes for the near future. Because funds other than the General
Fund are both specific and limited in nature, they are not currently included in the annual review. However, staff
shall assess the funds and incorporate any items of concern into the forecast discussion.
• Revenues shall be described, documented, and properly classified with historical trend analysis and known
upcoming impacts built into forecast projections. Projections should be conservative, with those revenues of a
more volatile nature projected with a greater conservative weight than those known to be consistent and
dependable. Additional factors, such as unsustainable growth, shall also be identified and folded into the
projections with caution.
• Expenditures are classified by category in summary but forecast by individual programs application in detail.
This methodology allows for greater specificity and accuracy in workplan expectations, while providing a broader
view of trends. These trends are utilized for longer perspectives in the forecast analysis, st rategic planning, asset
management, capital prioritization and funding decisions, and funding gap analyses within the LTFP.
• A Reserve Analysis is conducted to review and recommends appropriate levels of reserves per the needs of the
reserve purpose, the priority of the reserve over other needs, and compliance with GFOA recommendations and
legal requirements.
PENSION FUNDING
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• In the pursuit of prudent fiscal practices and long -term financial sustainability, the City seeks to mitigate the
overall cost of pension benefits, and prior year liabilities. Several strategies are utilized, which includes lower
tier pension benefits, lump sum prepayments, and accelerated payments.
• The City has three Miscellaneous Employee Pension Plan tiers:
Tier I for employees hired prior to May 12, 2012
Tier II for employees hired on/after May 12, 2012, and “Classic” employees hired on/after January 1, 2013
Tier III/PEPRA, for employees entering into the CalPERS pension plan system on/after January 1, 2013
Tier I provides a 2% at 55 pension benefit. Tier II provides a 2% at 60 pension benefit. Tier III/PEPRA provides
a 2% at 62 pension benefit.
• In FY 2014/15, with CalPERS change to their pension funding methodology, Council paid off a large portion of
the UAL liability and then established an alternative to CalPERS 30-year repayment policy to contribute an annual
amount approximately equal to double the minimum Annual Required Contribution (ARC) due at the five-year
mark. The intent was to lower the overall cost of the liability, but also to shorten the payment period to 15 years
and maintain fiscal stability by establishing a set payment amoun t. Detailed information is provided in the
Financial Summaries Staffing Information section.
• Council also established a practice to pay Tier II and Tier III UAL amounts in full each year, to eliminate future
unfunded liabilities for the growing segments of employees. This amount is minimal each year as the actuarial
determined rates are in line with current actuarial factors, until actuarial factors are modified.
• The City’s goal is to fund pension liabilities near or at 100% to reduce unfunded liability payments to minimal
payments each year. Currently, Tier II and III unfunded accrued liability payments are minimal, if any, and paid
in full each year in alignment with this policy, however the Tier I pension unfunded accrued liability is understood
to be a long-term goal.
• A review of the City’s Unfunded Accrued Liability and CalPERS annual actuarial report will be brought to the
Finance Committee for review and analysis each year, along with CalPERS Pension liability projection tools as
they become available.
• In addition to the City’s policy to reduce the Tier I UAL through additional discretionary payments each year, a
115 Trust may be established to prefund future year’s CalPERS liability payments as an alternative to depositing
UAL payment funds directly with CalPERS . A 115 Trust is used to hold dedicated reserve funding in a higher
investment-return vehicle, while also setting aside the funds that are designated for recession planning. Council
direction determines when to use these funds, either as part of the annual budget adoption process, or during the
course of the fiscal year, if needed.
RECESSION PREPARATIONS
• The City shall incorporate preparations for the inevitable future recession in its fiscal and operational practices.
This includes prudent and cautious assessment of expansions in ongoing services, diligence in maintaining cost
recovery for user services, aggressive funding of fund balance reserves to healthy levels in strong economies,
conservative budgeting practices, fiscal frugality, alignment of one-time funding sources and uses, and a
continued practice of long-term financial planning.
• Education of City finances is vital to knowledgeable financial decision making. Finance staff remain available
to all Council Members for one-on-one training sessions and to answer specific finance and budget questions
throughout their tenure on the Council, either spontaneously or scheduled, in person, by phone, or email.
• Council’s identification of priority operational services, and Council Priorities as a whole are defined in the
Strategic Plan, which is adopted as part of the overall budget plan each year. The Strategic Plan helps to drive
long-term planning and operations and provides guidance in recession decision making when needed.
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• Recession fiscal decisions will ultimately be specific to the unique time period, recessionary causes, and economic
environment, but a basic assumption is that recessions will impact the City’s main revenue category of Property
Tax. Fortunately, this impact is delayed d ue to the nature of tax assessments occurring before severe impacts are
felt, and the subsequent distribution of funding, providing the City time to prepare. More immediate impacts
come from development-related services fees, Sales Tax, and Hotel Tax revenue reductions. The advantage of
having impacts hit City finances in phases allows for preliminary mitigation steps, and time to plan if more severe
mitigation steps are needed. However, this delay also plays out in reverse as a time lag occurs before th e City’s
finances return to normal. Hence, recession impacts will last a minimum of two years if minor, and (typically)
three to five years if more severe.
• Overall, financial resources funded during good economic periods are recommended for initial recess ionary
reductions, such as 1) the delay or reduction of funding for Internal Service Fund operations, 2) use of one -time
revenue resources, such as an unexpected payment or excessive net operation funding held for future use, and 3)
the reduction of expenditures included in the budget each year that are not essential to providing services, such
as staff conferences or optional consultant and contract services.
REVENUES
• General Revenue funding such as taxes, intergovernmental revenues, and interest provide the funding for
services conducted for city-wide benefit, such as public safety, infrastructure maintenance, and city
administration. Services provided upon request, such as for planning services and building permits, are financed
through user fees, service charges, and assessments directly linked to the level of services provided.
• To provide the Saratoga community with services and to maintain infrastructure, the City conducts ongoing
reviews of operations to assess revenue leakage. If applicable, assessments or charges are assessed, and user
fees are implemented for cost recovery.
• 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 contractual agreement to other funds are accounted for in the
General Fund. Funds dedicated for specific capital improvements are accounted for in the appropriate Capital
Improvement Plan fund, within a designated project. An example is VTA Measure B Sales Tax deposited
directly to the Annual Roadway Improvement Project in the Street CIP Fund.
• Categories of Revenues include Taxes, Intergovernmental, Fees/Licenses/Permits, Charge for Services, Interest
Income, Rental Income, Other Sources such as grants, donations, sales of copies or maps, and over/short
adjustments, Internal Service Fund charges, and Capital Improvement Revenues.
• While a diversification of revenue fundin g is desired, the City only pursues additional funding streams that are
in alignment with the City’s overall goal to support and protect the Saratoga community. The City does not enter
into profit-making enterprises that service select user groups, but ra ther seeks to engage in cost -recovery
activities or taxpayer-funded services that maintain or enhance the Saratoga community as a whole.
• Tax revenues are reliable funding streams, with most tax revenues steadily increasing at a slow but steady pace.
Over the last decade, Almost 80% of tax revenue comes from Property Tax revenue increased at a much faster
pace than other tax revenues, due to rapidly increasing housing prices and the State’s agreement to bring the
allocation percentage up to the full 7% minimum rate. As a result, Property Tax now makes up about 80 % of
all tax revenues,, with Sales Tax, Franchise Fees, Transient Occupancy Tax, Business License Tax, and
Construction Tax making up the remainder. By itself, Property Tax compr ises about one-half 44% of Total
Operating Revenue, meaning there is a significant dependency on this one revenue categorystream. Hence, the
City tracks Property Tax these revenues closely, and makes revenue and expenditure budgetary projections and
adjustments in line with Property Tax anticipated fluctuations. With this revenue growth expected to increase
slowly now that full allocation has been attained, decrease in future years, the City expenditure budgets will
mirror this revenue increases conservatively to help restrained expenditure growth.
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• The City follows a vigilant policy of collecting local taxes and revenues due to the City through persistent follow -
up procedures. Efficiency of collections is paramount, and external resources are used as needed. An example
of this practice is the City’s Business License audit engagement where a consultant is utilized to both educate
and ensure companies doing businesses within Saratoga are paying their business license tax.
RISK MANAGEMENT POLICY
• The City is insured for up to $30 million of general liability, auto, and property damage claims through a Bay
Area Joint Powers Association insurance cooperative (PLAN JPA). Claim coverage consists of up to $5 million
from the JPA, and $25 million from an excess insurance provider. The City is self-insured for the first $25,000
for general liability and auto claims; property damage up to $5,000 and third party auto claims up to $10,000.
• Workers Compensation claims are insured for the first $250,000 of coverage through the City’s participation in
a Workers Compensation risk pool. After the $250,000 limit is met, an excess insurance coverage policy is
activated. The excess coverage provides an employer liability limit of $5 million per occurrence, and workers’
comp per occurrence limit of $100 million. Workers' Compensation cla ims are managed by the PLAN JPA as a
third-party administrator (TPA).
• The City’s role in managing both Risk Management and Workers Comp programs is preventative in nature,
which is accomplished through careful monitoring of losses, working closely with the third -party administrator,
participating in training, proactively addressing infrastructure maintenance and potential risks, and by designing
and implementing safety programs to minimize risk and reduce losses.
• Claims against the City are submitted to the City’s pooled liability JPA administrator in a timely matter. Adverse
claims in which City property is damaged, are also pursued for restitution. Repair cost for dam ages, and staff
time for attending to the accident/incident, cleanup, and repair time is billed to the other party. The JPA
Administrator follows up on these matters also.
TREASURY MANAGEMENT
• The City’s Investment Policy shall be brought to the Financ e Committee and City Council for review, discussion,
direction, and adoption on an annual basis. California Government Code Section 53600 and City of Saratoga
Municipal Code Section 2-20.035 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.
• Finance staff shall exercise due diligence to comply with the Investment Policy. The City currently practices
conservative and cautious investment practices by limiting its investments to the State’s Local Agency Investment
Fund (LAIF). Certificates of Deposits and high -grade investment vehicles may also be utilized under the
Investment Policy, however the Finance Committee will provide oversight, review, and direction on any decisions
to move a portion of the City’s available funds into these other permitted investments. The Administrative Services
Department’s Finance Division shall prepare a monthly report to the City Council that has sufficient detail to
present the financial condition of the City at month end, the cash and investments balance by fund, and fund
balances by fund type.
TRUST & AGENCY FUNDS
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• The City may serve as a Fiscal Agent for an agency organization only if the purpose of the agency is related to
City operations and is in the best interest of the City.
• A legal agreement governing the Trust or Agency relationship is approved by the City Council.
• The Trust or Agency organization remains a separate entity from the City and shall not represent itself as a
component of the City.
• As the Fiscal Agent, the City may hold funds provided by the agency organization in a separate and clearly
designated fund. The fund may earn interest at the City’s investment rate.
• Depending on the level of services provided to the agency organization, the City may charge for the cost of any
and all fiscal services provided.
• Depending on the agreement, the City may purchase goods or services on behalf of the agency organization, and/
or disburse funds as directed and permitted by the agency’s by -laws and purpose. However, the City is not liable
for any of the agency organization’s debts, liabilities, or actions.
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USER FEES
• The City allows for discretion in the use of general taxes to meet the cost of services that provide a larger public
benefit, such as code enforcement, and to recover the full or partial cost of services that largely or solely benefit
individuals, such as a building permit.
• In some cases, fees are established with a goal to discourage the use of a service, such as a false alarm fee that
results in the dispatch of a public safety officer. The fee may be structured to accelerate with usage but allows
for a level of leniency initially for this service with the understanding that cost recovery goals are not met.
• A master schedule of User Fees is reviewed and presented to Council on an annual basis to allow for the
adjustment of discretionary service and ren tal fees. If an adjustment is needed, a request to increase or decrease
the fee is brought to Council as a Public Hearing and becomes effective 60 days (or later if stated) following
approval of the fee adjustment. Typically, fee adjustments are brought to Council in late April for a July 1st
effective date, however a stand-alone fee adjustment may be brought to Council at any time throughout the year.
• The City’s overall goal is to establish user charges and fees at levels that fully recover the direct and indirect
activity cost of providing a service or product. However, market rates and charges levied by other municipalities
(of similar size) for like services are taken into consideration when establishing rates, fees, and charges. As some
services have partial cost recovery objectives, cost recovery ratios will vary in accordance with policy objectives.
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FUND BALANCE RESERVE POLICIES
Prudent financial management dictates that the City reserve a portion of its funds for future use to maintain fiscal
stability; ensure the continued orderly operation of government and provision of services to residents; and to mitigate
current and future risks.
As a general budget precept, the City Council decides when and whether to appropriate available funds to and from a
reserve account. Use of reserve funds must be authorized by either specific direction in the annual budget, or by a
separate City Council action – unless specifically directed by policy. Responsible fiscal stewardship also requires
adequate reserves be maintained for all known liabilities and established City Council and community directed
initiatives.
In the following Fund Balance/Reserve Policy guidelines, the descriptions include identification of the fund type and
classification, the purpose of the reserve, minimum and maximum funding goals if appropriate, appropriate utilization
of the reserve and by what authority, and the procedure for funding the reserve initially; on an ongoing basis, or after
utilization.
FUND BALANCE AND NET POSITION
In 2009, Governmental Accounting Standards Board (“GASB”) Statement No. 54 revised fund balance classifications
for “Governmental Funds” into five specific classifications of fund balance with the intent to identify the extent to
which a specific fund balance reserve is available for appropriation and therefore spendable, or whether the fund
balance reserve is constrained by special restrictions. Government Funds for which these new rules apply include:
General Fund, Special Revenue Funds, Capital Project Funds, and Debt Service Funds.
For “Non-Governmental Funds” equity classifications are classified as “Net Position” wi th sub-classifications of
Restricted or Unrestricted Net Position. A third component of a Non -Governmental Fund’s equity is “Net Investment
in Capital Assets,” which for Saratoga refers to the non -monetary portion of equity such as vehicles and equipment,
net of depreciation. Non-Governmental Fund types include Proprietary Funds (Enterprise and Internal Service Funds)
and Fiduciary Funds.
GOVERNMENTAL FUND TYPE RESERVE CLASSIFICATIONS
The Governmental Reserve classifications are defined as follows, whic h includes the applicable reserves that fall into
the classification.
Non-Spendable Fund Balance
Represents resources that are inherently non -spendable from the vantage point of the current period. The City does
not presently hold Non-Spendable Reserve funds.
Restricted Fund Balance
Represents fund balance that is subject to external enforceable legal restrictions. The City maintains the following
restricted fund balances under this designation:
• General Fund: Environmental Services Fund Balance Reserve
• Special Revenue Funds: Landscape & Lighting Assessment Districts Fund Balances
• Debt Services Fund: Library General Obligation Bond Debt Service Fund
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• Capital Project Funds
a) Park in Lieu Funds
b) Highway User Tax Allocation Fund (Gas Tax)
c) Capital Project Grant Funds
Committed Fund Balance
Represents fund balance constrained by limitations the government imposes upon itself at its highest level of decision
making and remains binding unless removed in the same manner . The City maintains the following fund balances
under this designation:
• General Fund: Hillside Stability Reserve
• General Fund: Facility Replacement Reserve
• Capital Improvement Plan Funds: Capital Improvement Project Fund Balance Reserve
Assigned Fund Balance
Represents fund balance identified by Council for an intended use; however as no legal obligations exist, the funds
may be re-designated and utilized for another purpose if Council chooses. The City maintains the following General
Fund reserves under this designation:
• General Fund: Future Capital & Efficiency Project Reserve
• General Fund: Carryforward Reserve
Unassigned Fund Balance
Represents funding which may be held for specific types of uses or operational funding/stabilization purposes, but is
not yet directed to a specific purpose. Only General Fund reserves can be designated under the “Unassigned” fund
balance classification. Other fund types are by nature structured for specific purposes, hence the fund balances are
therefore considered “assigned” for that purpose.
• General Fund: Working Capital Reserve
• General Fund: Fiscal Stabilization Reserve
• General Fund: Other Unassigned Fund Balance Reserve
Fund Balance Ratios
To ensure the City maintains available working cash flo w and emergency funding at all times, the collective total of
the General Fund’s Assigned and Unassigned Reserves shall be sustained at a minimum of 20% of General Fund
expenditure appropriations, net of transfers out.
GENERAL FUND YEAR-END ALLOCATIONS
After the City’s financial records are finalized and audited, with legal obligations and liability reserves funded,
revenues in excess of expenditures are closed out to the Other Unassigned Fund Balance Reserve. A base amount of
funding, as set by budget p olicy, is to remain in the Other Unassigned Fund Balance Reserve, with the remainder
distributed in the following order:
1. Repayment of Fund Balance Reserve loans - back to established levels (e.g. borrowing from/usage of the Fiscal
Stabilization or Hillside Stability Reserves).
• For the Hillside Stability Reserve, loan repayment shall be repaid with year-end net operations if funding in
excess of the next year’s priority Capital Improvement Project is available. At a minimum, reimbursements
shall be made in annual contributions of $100,000 until reserve balance reaches the $1 million reserve goal.
• Fiscal Stabilization loan repayments shall be made as directed by Council.
2. Annual contribution of $500,000 shall be made to Facilities Replacement Reserve and Fiscal Stabilization
Reserve as directed by Council.
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3. Remaining funds are allocated to the Future Capital Improvement and Cost Efficiency Projects Reserve.
GENERAL FUND RESERVES
Environmental Services Reserve
Under the Restricted Fund Balance classification, the Environmental Services Reserve represents revenues collected
under a prior funding structure for environmental purposes, and is therefore restricted for use in funding environmental
program costs such as clean water programs, street sweeping, and storm drain cleaning services. Per policy, the
Environmental Service Reserve is being utilized through annual budget appropriations of $50,000.
The Environmental Services Reserve originated from a one -time funding structural change and therefore will not be
replenished when depleted.
Hillside Stability Reserve
Under the Committed Fund Balance classification, a Hillside Stability Reserve of $1 million is set aside to provide
funding for unanticipated or unforeseen emergency or extraordinary costs related to hillside degradation, inclusive of
slide prevention and mitigation, slide repair, and associated drainage and roadwork tohat must be commenced prior to
the next fiscal year’s CIP Project funding availability.
Use of the reserve requires an analysis be prepared and presented to Council for approval, or in the event of a landslide
requiring immediate emergency work, the Public Works Director may direct use of up to 10% of the reserve to make
emergency repairs and mitigate further damage until Council takes action. Reserve funding is to be used for
emergency work which exceeds operational funding provided for in the Operations Budget. Upon use, refunding of
the reserve shall be provided from year-end net operations, in full if funding is available, or at minimum in the amount
of $100,000 each fiscal year until the $1,000,000 reserv e cap is reached.
Facility Replacement Reserve
The Facility Replacement Reserve is established to accrue funding for the major rehabilitation or replacement of City
Facilities (buildings/structures). Eligible uses of this reserve include both direct fund ing of public facility
improvements, and the servicing of related debt. Small facility building replacements, major facility renovations, and
down payment contributions toward a large facility replacement in conjunction with bond measure funding are
examples of intended Facility Replacement Reserve uses.
An initial contribution of $300,000 was established in FY 2012/13 with Council’s recommendation to continue
funding at this level, as a priority use of year -end net operations funding. Effective FY 2016/17, Council’s direction
is to increase the annual year-end contribution amount to $500,000, as funding is available. Council has set a goal to
fund the Facility Replacement Reserve to a level equal to 1/3 of the City’s insured value over the next 20 yea rs (by
FY 2036/37) as a fiscally responsible practice to maintain city infrastructure In principle, Saratoga does not pursue
bond money to fund capital improvements, however, replacing high cost facility infrastructure requires a long -term
funding plan that may or may not be attainable through annual contributions. Therefore, the Facility Replacement
Reserve demonstrates both the City’s good faith funding effort and financial stewardship for future bond measures if
needed, as well as accumulating funding for a down payment on replacement infrastructure to minimize bond funding
needs.
A facility’s insured value represents the initial cost of the facility decreased each year over the facility’s estimated
lifespan. Therefore, insured value represents the remaining life of the facility’s purchase cost – it does not represent
the current cost to replace a facility. The City recognizes insured value is not sufficient to fund facility replacements,
therefore annual contributions will continue as an ongoing f unding obligation even after the 1/3 reserve goal is met.
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Changes in annual contributions and the reserve goal amount shall be determined by Council during the budget
process, in line with changes in the City’s economic situation. Utilization of the re serve shall be brought to Council
for discussion and consideration as needed.
Future Capital & Efficiency Projects Reserve
Under the Assigned Fund Balance classification, the Reserve for Future Capital Improvement & Efficiency Projects
shall reserve funding for as yet undefined capital and efficiency improvement projects. Reserve funding is derived
from General Fund accumulated net operations (as available) and is therefore considered a “one -time funding source”.
Funds are held in this reserve until Council reviews funding requests and approves a use or transfer to a capital project
fund.
Use of the reserve funding is at the Council’s discretion, but typically occurs in conjunction with the annual budget
adoption after Council conducts a comprehensive review of capital and efficiency improvement needs. Reserve
replenishment is dependent upon net operational savings in subs equent fiscal years.
Carryforward Reserve
Under the Assigned Fund Balance classification, the Reserve for Carryforwards represents funding held at the end of
each fiscal year for critical unexpended operating budget appropriations to be purchased in the following fiscal year,
and any remaining Council Contingency funding. The reserve is reconciled at the end of each fiscal year to both
release prior year carryforward funding and reserve current year carryforward funding into the following budget year.
Staff determines the year-end reserve amount after all fiscal year payments are finalized; the reserve amount is
conceptually appropriated by Council each year in the budget adoption resolution.
Working Capital Reserves
In accordance with the City’s cautious and conservative fiscal philosophy, the City’s general prevailing financial
policy holds that the City should fund daily operations with current resources in order to avoid use of short -term
borrowing for cash flow management.
To support this policy a Working Capital Reserve is maintained that meets cash flow requirements, and in turn, ensures
the continuance of services to the public while also preserving the City’s credit worthiness. To provide adequate
working capital in the case of extreme circumstances, the City shall maintain, in combination with the Fiscal
Stabilization Reserve, a minimum operational reserve of 60 days of the following year’s General Fund budgeted
expenditures (net of internal service charges and transfers out), up to a maximum operational reserve amount equal to
90 days of the following year's General Fund budgeted expenditures (again, net of internal service charges and
transfers out). This reserve falls under the Unassigned Fund Balance classification.
Effective Beginning with the FY 2016/17 budget, the Working Capital Reserve is maintained at $1 million (reduced
from $2 million), and the Fiscal Stabilization Reserve in maintained at $2.5 million (increased from $1.5 million). At
this time a Working Capital Reserve o f $1 million is sufficient for cash flow needs, however, the funding level will
be assessed on an annual basis to ensure $1 million is sufficient for cash flow needs. The $1 million funding shift to
the Fiscal Stabilization Reserve reflects a more realist ic reserve usage structure – the Working Capital Reserve’s
purpose is to ensure sufficient operating cash; the reserve has no defined fund uses, repayment terms, or authorization
requirements. On the other hand, the Fiscal Stabilization Reserve’s purpose is defined and may be called upon for
critical uses in the future. The overall 60 -day General Fund operational reserve minimum requirements shall continue
to be met.
Fiscal Stabilization Reserve
Under the Unassigned Fund Balance classification, the Fis cal Stabilization Reserve represents a funding set -aside to
provide temporary financing for budget stabilization caused by fiscal downturns, unanticipated extraordinary
expenditures related to a natural disaster or calamity, or from an unexpected liability or funding decrease created by a
legislative action. Effective July 1, 2016, the Fiscal Stabilization Reserve funding level increased by a $1 million
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transfer from the Working Capital Reserve, up to $2.5 million. As of FY 2018/19, the Development Servic es Reserve
of $650,000 was integrated into the Fiscal Stabilization Reserve to reflect the Council’s desire to review citywide
operational priorities and needs as a whole rather than segmented sections. This brought the Fiscal Stabilization
Reserve up to $3,150 million; approximately 15% of the General Fund’s budgeted operations. Together, these funding
shifts provide a focused but flexible reserve funding purpose and utilization structure.
Fiscal stabilization uses are defined and restricted to: 1) r evenue declines lasting more than one year and equal to more
than 5% of either property tax, the combined total of other taxes, or General Fund revenues in total; 2) an unanticipated
extraordinary operational increase of more than 5% such as from a natural disaster; or 3) an unexpected Federal, State,
County or CalPERS funding change.
Council may utilize funding at budget adoption, by adoption of a budget adjustment resolution during the course of
the year, or after a Federal, State, or locally declare d emergency. In the event a locally declared emergency takes
place, the City Manager has the authority to spend funds until such time as the City Council takes action. Reserve
appropriations are to be replenished from year -end net operations, as available, on a priority basis. The $32.150
million Fiscal Stabilization Reserve funding level will be assessed on an annual basis and may direct staff to increase
the reserve fund through the budget adoption or through a budget adjustment to ensure this funding level is sufficient
in light of operational reserve requirements and utilization needs.
The General Fund budget continues to increase each fiscal year, t he overall 60 day General Fund operational reserve
minimum requirement level is close to the current total of Working Capital and Fiscal Stabilization Reserve Fund
total. To assist the Fiscal Stabilization and Working Capital Reserves remain at minimum requirement level, $100,000
shall be allocated annually into the Fiscal Stabilization Reserve from Net Operations as part of the General Fund Year
End Close, effective FY 2021/22. This allocation shall only occur if General Fund Net Operations exceed a minimum
of $1,000,000 to ensure adequate funding is available for other necessary allocations .
Compensated Absences Reserve
Under the Unassigned Fund Balance classification, the Compensated Absences Reserve is established to smooth
expenditure fluctuations resulting from the payout of accrued leave to employees at service separation and distribution
payouts. Reserve funding equal to one-third of the compensated absences liability is established at year -end. Reserve
funding in excess of one-third of the liability is to be returned to the General Fund’s Other Unassigned Reserve.
Use of the reserve occurs when total annual compensated absences payouts exceed budgeted salary funds. Large
payouts decrease the compensated absences liability at year -end, thereby supporting the practice of utilizing the
reserve ifas needed. Year-end reconciling allocations to and from the reserve are approved though Council’s budget
resolution adoption each fiscal year, with the liability and resulting reserve amounts determin ed as part of the year-
end close process.
Council Discretionary Reserve
Under the Unassigned Fund Balance classification, the Council Discretionary Reserve represents unspent funds from
the Council’s annual appropriation. The reserve provides a mechanism to roll forward remaining Council
Discretionary Funds as reserve funds are immediately re -appropriated into the following fiscal year. This allows
Council the flexibility to take advantage of unforeseen opportunities or needs without the restric tion of fiscal year
boundaries. Use of the reserve funding requires Council majority approval. The reserve exists at year -end only when
there are remaining unspent Council Discretionary funds at the end of the fiscal year.
Other Unassigned Reserve
The ‘Other Unassigned Reserve’ represents accumulated net operations not yet allocated to other fund balance
reserves, and by definition, fall into the Unassigned Fund Balance classification.
General Fund vs Other Fund Reserves
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Other fFund’s accumulated net operations are typically accounted for in an undefined reserve account in the fund –
and typically titled ‘Fund Balance Reserve’ meaning they do not have reserve categories. This difference is because
As oother funds are structured for specific uses or commitments, hence the the fund balance, by its distinctiveness,
already has a directed function and fund balance is therefore committed for that purpose .purpose, Wwhereas, the
General Fund is used for multiple and variousgeneral operational purposes thereby requiring a distinction of purpose
for each reserve.
Council may utilize reserve funding at budget adoption or by adoption of a budget adjustment resolution during the
course of the year. Reserve funding is replenished from year-end net operations, as available.
SPECIAL REVENUE FUND RESERVES
Landscape & Lighting and Storm Water Assessment Zone District Funds
Assessment Zone District Funds are Special Revenue Funds, which is a type of governmental fund. As a governmental
fund, the Landscape &and Lighting and Storm Water Assessment ZoneDistrict Funds comply with GASB 54 fund
balance classifications, and by nature of the fund’s purpose, fund balance reserves are classified as restricted reserves.
Special Revenue Funds account for and report the proceeds of specific revenue sources that are restricted or committed
to specified purposes (other than for debt service or capital projects .) For Saratogathe City, Landscape & Lighting
Assessment Zone District Special Revenue Funds arewere established to account for each individual assessment zone
financial assets separatelydistrict; thereby each fund has its own separate fund balance reserve.
Each zonedistrict’s Ffund Bbalance Rreserve should be sufficient to provide working capital to cover operational
expenses through the first half of assessment receipts in FebruaryJanuary, therefore equitable to approximately one -
half of a district’s annual expenditure budget. The second half of receipts are received in late May or early June.
Some districts may include capital improvement projects in addition to ongoing regular maintenance . This requires
accumulating resulting in fund balance increasing over the years to generate accumulate sufficient resources for the
improvement projects. As each zonedistrict’s situation is different, a district’s maximum fund balance shall be
determined by the Public Works Director.
Requests for use of the reserve for special projects are approved by Council through budget adoption or by a Council
approved budget adjustment resolution throughout the year. RThe reserves are is replenished from the Fund’s net
operations in subsequent years.
DEBT SERVICE FUND RESERVES
Library General Obligation (GO) Bond Debt Fund
The Library General Obligation (GO) Bond Debt Fund is a Debt Service Fund established to account for the financi al
resources accumulated for principal, interest, and cost of issuance expenditures associated with the Library Bond Debt.
As Debt Service Funds are a governmental fund type, the fund reserves fall under the GASB 54 fund balance
classifications. Debt Service Fund reserves are classified as a Restricted Reserve with the funding only spent for
specific purposes as stipulated by the bond covenants.
The Library GO Bond Debt Fund ensures receipts are tracked separately, and that funding is available for the GO
Bond debt service requirements. At a minimum, the year -end fund balance reserve shall be sufficient to provide
working capital to cover the semi-annual principal and interest debt payment due on August 1 st as the GO Bond tax
receipts are received after the 1st debt payment is due. December receipts provide for the February payment. In
addition, as bond assessments are collected as a percentage of property values, reserves should provide sufficient
funding to compensate for tax fluctuations. The fund ’s reserve maximum is set at no more than one-year of budgeted
annual expenditures.
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The reserve balance is increased (or reduced) through establishing assessment rates at more (or less) than the semi -
annual payments and bond services require. Therefore , use or replenishment of the reserve is approved by Council
through budget adoption, and implemented through an increased or reduced assessment rate as a result of the fund’s
net operations.
Arrowhead Community Facility District Bond Debt Fund
In 2016, the City agreed to act as the fiduciary agent for the Arrowhead Community Facility District’s bond issuance
to fund the community’s water system infrastructure. The bond was finally issued in December 2018, and participants
in the bond issuance began assessment payments in FY 2018/19. The annual debt service assessment pays for is to
cover the cost of the bond’s principal and interest payments, and the associated administrative costs . FThe fund’s
reserves are comprised of assessments funds collected less bond costs. Assessments are established as As flat ddollar
amounts assessments are set rather than percentage rates, so the the CFD Bond Debt Reserve assessments does not
generate unexpected excess fund balance as does the GO Bond Debt Fund.
CAPITAL IMPROVEMENT PROJECT FUND RESERVES
Overview
Capital Improvement Project (CIP) Funds account for the acquisition and maintenance of major capital assets other
than those financed through special assessments or enterprise funds. Capital Project Funds are a type of governmental
fund and therefore comply with GASB 54 fund balance classifications. Because Council has directed the fund’s
appropriated funding be spent on specific capital improvement projects, the Capital Project Fund Balance Reserve is
classified as Committed Fund Balance.
Budgeted capital improvement project funding is determined by the scope of work approved by Council, and remains
assigned for that use until completed or reassigned by Council. Fund Balance amounts represent the total remaining
funds in the individual projects at year-end. As Fund Balance amounts are determined by the amount of project
completion at year-end, setting they cannot be standardized fora minimum or maximum amounts is not applicable.
Fund Balance is automatically re-appropriated to the budgeted capital projects in the following fiscal year for the
improvement work to be completed.
Street Improvement Projects Funds
Street Improvement Project Funds provide for a safe and functional roadway and pedestrian street system. Each Street
Improvement Fund (CIP Street Fund, CIP Grant Fund, and Gas Tax Fund) has multiple projects which roll up into the
overall fund balances, but remain designated for use by project.
The CIP Street Fund receives annual funding from designated fees, reimbursements, contributions, and transfers from
other funds. The CIP Grant Fund receives federal, state, and local grants which vary in source and amount from year-
to-year. On occasion, a private grant may be received. Typically, CIP Grant Funds have a negative fund balance as
project work is conducted before reimbursement is received. Gas Tax Funds represent annual Highway User Tax and
Transportation Congestion Relief revenue allocations that are to be accounted for separately and are subject to State
audits.
Park & Trail Improvement Project Funds
Park & Trail Improvement Project Funds provide for capital improvements to the City’s neighborho od and city parks
and plaza, the sport fields, bike and pedestrian trails, and open space areas throughout the City. Each of the Park &
Trail Improvement Funds (CIP Park & Trail Fund, CIP Tree Fund, and the CIP Park & Trail Grant Fund) have multiple
projects which roll up into the overall fund balances, but remain designated for use by project.
The CIP Park & Trail Fund receives annual funding from Park-In-Lieu fees, occasional subventions, reimbursements
and contributions, and transfers in from other funds. The Tree Fund receives revenue from tree fines and transfers
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from other funds upon Council direction. The CIP Grant Fund receives federal, state, local and occasional private
grants which vary in source and amount from year -to-year. Typically, CIP Grant Funds have a negative fund balance
as project work is conducted beforehand and then reimbursed from expenditure invoices.
Year- end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Facility Improvement Project Funds
Facility Improvement Project Funds provide for capital maintenance and improvements of the City-owned buildings
and structures throughout the City. Each of the Facility Improvement Funds (CIP Facilities Fund and the Facility
Grant Fund) have multiple projects which roll up into the overall fund balances, but remain designated for use by
project.
The CIP Facilities Fund receives annual funding from a General Fund transfer, from Theater Ticket Surcharge Fees,
and from reimbursements and contributions. The Facility Grant Fund receives revenue from grants that vary in amount
from year-to-year. Typically, CIP Grant Funds have a negative fund balance as project work is conducted beforehand
and then reimbursed from expenditure invoices.
Year- end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Administrative & Technology Improvement Funds
Administrative & Technology Improvement Project Funds provide for major capital expenditures to im prove or
enhance administrative, , operational, and or technology-based systems and p, processes. , or functions. Each of the
Administrative & Technology Improvement Funds (CIP Admin & Tech Improvement Fund and the Admin & Tech
Grant Fund) have multiple projects which roll up into the overall fund balances , but remain designated for use by
individual project.
The CIP Administrative & Technology Improvement Fund typically receives funding from a General Fund transfer .
as aAdministrative and technology improvement focused grants are limited , and typically limited to the Community
Development function for housing elements or development processes . If grants are received, projects typically have
a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices.
Year- end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
INTERNAL SERVICE FUND RESERVES
Overview
Internal Service Funds are established to provide centralized cost centers for shared expenses and services in order to
efficiently track costs and manage resources. Costs are then allocated back to the operational programs based on
usage to more accurately determine cost of services.
The City’s Internal Service Funds include the two iInsurance funds: Risk Management and Workers Compensation,
four sService/Ssupport funds: Office Support, IT Services, Vehicle & Equipment Maintenance, and Building
Maintenance Funds, and three eEquipment rReplacement funds: the Vehicle & Equipment Replacement Fund, the
Office Technology Equipment Replacement Fund, and the Building FF&E (Furnitur e, Fixture, & Equipment)
Replacement Fund.
Internal Service Funds are similar to the separate checking or savings accounts a person may use for different purposes.
And, as each fund is accounted for as a separate entity, operational revenues less expendi tures result in either a positive
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or negative net operations, with their own fund balance to offset operational losses if needed. at any given point in
time – Internal Service Funds are similar to the separate checking and saving accounts a person may use for different
purposes. At year end, each fund’s net balance is represented as the “Fund Balance Reserve”.
The intent of the Internal Service Funds Reserve s is to hold appropriate levels of reserves to support cash flow
throughout the fiscal yearneeds and to minimize interfund loans. Some of the Internal Service Funds do , not to
accumulate funds in excess of expected ongoing operational costs , but for the replacement funds, the purpose is to
accumulate a rolling balance to fund future replacement costs as needed. Individual fund reserve levels are explained
in more detail in the following fund sections. Reserve levels are determined by the specific operational needs of the
program, but typically will fall within 25 – 50% of annual budgeted expenditures.
Internal Service Funds are a type of Proprietary Fund; therefore GASB 54 fund balance classification (for
Governmental Fund types) does not apply. Instead, Internal Service Fund’s financial statement reports are presented
similar to private-sector businesses and use “Restricted” and “Unrestricted Net Position” to define net operational
balances (equity/fund balance reserves).
Unrestricted Net Position allows reserve funding to be used (with Council approval) within the general scope of the
fund’s purpose. Restricted Net Position reserves are limited to a specific use, narrower than the stated purpose of the
fund. For example, grant funding provided for a defined use, as in remaining funds from a Risk Management Training
Grant within the Liability/Risk Management Fund, must be used for qualified training purposes. Most Internal Service
Funds reserves are held in the Unrestricted Net Position category.
Liability /Risk Management Reserve Fund
The Liability/Risk Management Fund’s Unrestricted Net Position Rreserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
risk factors. Most claims are covered under the insurance risk pool JPA. The City is self -insured for up to $25,000
per General Liability and City Vehicle Auto Liability occurrence, and up to $5,000 for Property Damage and 3 rd Party
Auto Liability. Non-covered claims are paid fully by the City.
The Liability/Risk Management program receive s funding from allocations charged to covered departments, from
grant funding, and from claim reimbursements. On occasion, the City is obligated to pay a claim settlement. While
some funds are budgeted for miscellaneous claim expenses each year, large claims may need to utilize reserves. For
this reason, the Fund Balance Reserve goal is set at about 100% of annual budget to both fund operational activity and
for claim funding as needed. At year- end, unspent funding flows into Unrestricted Net Position or Restricted Net
Position for specific purposes. Requests for use of reserve balance are approved by Council through budget adoption
or by a Council approved budget adjustment resolution during th e year. If claim payments do utilize reserve funds,
tThe reserve is replenished from the Fund’s net operations in subsequent years.
Workers Compensation Fund
The Workers Compensation Fund’s Unrestricted Net Position Rreserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
risk factors. The purpose of the Workers' Compensation program is to provide insurance benefit coverage for
employee work-related illness and/or injuries through its membership in a shared risk pool. The risk pool provides
self-insurance coverage up to $250,000, and excess insurance provides coverage over this amount up to $10 million.
The Workers Compensation program receives funding from allocations charged to covered departments, from grant
funding, and from claim reimbursements. At year end, unspent funding flows into Unrestricted Net Position, or
Restricted Net Position for grant funding. Requests for use of the reserve balance are approved by Council through
budget adoption or by a Council approved budget adjustment resolution during the year , such as for an unexpected
large claim settlement. The reserve is replenished from the Fund’s net operations in subsequent years.
Office Services Fund
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The Office Services program provides a centralized cost center for administrative office support expenses, including
multifunctional photocopy copy machine leases, postage machines, various other shared office machines, and the
associated maintenance and repair services, as well as postage, paper, and copier supplies. For efficiency, shared
office support costs are managed collectively and charged back to departmental programs on a use -basis allocation.
Accumulated net operations are held in the Office Services Fund for working capital cash flow.
The reserve is funded from the allocations charged to covered departments. At year - end, unspent funding flows into
Unrestricted Net Position. Requests for use of excess reserve balance are approved by Council through budget
adoption or by a Council approved budget adjustment resolution during the year. Reserves are maintained at
approximately the 50% of budget level, however on occasion, excess Reserve funds are used for the replacement of
assets such as the mailing machine. The reserve is replenished from the Fund’s net operations in subsequent years.
Information Technology Services Fund
Information Technology Services provide for the delivery of technology -based services throughout the City’s
operations, including maintenance of the City’s information systems and infrastructure, program implementation,
streaming video, internet, landline, and wireless communications systems, cloud-based technology, and support of all
existing information technology as well as new technology initiatives. For technology oversight, security, and
efficiency, information technology costs are managed collectively and charged back to departmental programs on a
service-based allocation to fund the program.
Funding for the program comes from these allocations charged to covered departments. At year- end, unspent funding
flows into Unrestricted Net Position. Accumulated net operations are held in the Information Technology Services
Fund for working capital cash flow. Requests for use of the reserve are approved by Council through budget adoption
or by a Council approved budget adjustment resolution durin g the year. The reserve is replenished from the Fund’s
net operations in subsequent years.
Vehicle & Equipment Maintenance Fund
The Vehicle & Equipment Maintenance program provides for the fuel, maintenance, and servicing of the City’s fleet
and major equipment to ensure all vehicles and equipment comply with manufacturer’s recommendations and safety
requirements.
To fund the program, vehicle & equipment replacement costs are charged back to the departmental programs based
on assigned usage. Accumulated net operations are held in the Vehicle & Equipment Maintenance Fund for working
capital cash flow. At year- end, unspent funding flows into Unrestricted Net Position. Requests for use of the reserve
are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the
year. The reserve is replenished from the Fund’s net operations in subsequent years.
Facility Maintenance Fund
The Building Maintenance program provides for the custodial, maintenance, and non -major repairs and building
improvement services for all facilities at the Civic Center, Prospect Center, and Museum Park. Addit ionally, the
program supports the maintenance and repair needs for the tenants of City leased buildings as defined in the lease
agreements. To fund the program, total costs are allocated back to
departmental programs primarily based on building space usa ge. General and public use is allocated to the Non -
Departmental program.
Accumulated net operations are held in the Building Maintenance Fund for working capital cash flow. Funding comes
from the allocations charged to covered departments. At year- end, unspent funding flows into Unrestricted Net
Position. Requests for use of the reserve are approved by Council through budget adoption or by establishing
chargeback funding levels higher or lower than budgeted expenditures. The reserve is replenished fr om the Fund’s
net operations in subsequent years
Vehicle & Equipment Replacement Reserve
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The Vehicle and Equipment Replacement Fund Balance Reserve accounts for accumulated funding over an asset’s
lifespan, to be used for the replacement of the vehicle or equipment at the end of its useful
life. Initial purchases are paid for through a department’s operational budget. If the purchased item is for ongoing
use, the Vehicle & Equipment Replacement program appropriates an annual allocation for the replaceme nt of the
vehicles and equipment based on the asset’s cost and years of life. Final determination for replacement of the asset is
determined through an analysis of whether the cost of maintenance equals or exceeds the cost of replacing the asset.
The reserve is funded from allocations charged to covered departments and represents accumulated funding, less
amounts expended for asset replacement. At year - end, unspent funding is held in Unrestricted Net Position. The
reserve is to be maintained at a level sufficient to provide replacement funding of vehicles and equipment in
accordance with replacement schedules.
Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget
adjustment resolution throughout the year. The reserve is replenished from the Fund’s net operations in subsequent
years.
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Office Technology Equipment Replacement Fund
The Office Technology Equipment Replacement Fund accounts for accumulated funding over an asset’s lifespan to
be used for the replacement of office technology -based equipment such as desktop computers and monitors, laptops
and tablets, network infrastructu re, and various other related equipment. Replacement costs are charged back to the
departments based on assigned equipment costs. Initial purchases are paid for through a department’s operational
budget. If the purchased item is for ongoing use, the Off ice Equipment Replacement program appropriates an annual
allocation for the replacement of the equipment based on the asset’s cost and years of life.
The reserve represents accumulated funding, less amounts expended for replacements. The reserve shall be funded to
provide replacement funding in accordance with replacement schedules. Funding for the reserve comes from the
allocations charged to covered departments. Requests for use of the reserve are approved by Council through budget
adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the
Fund’s net operations in subsequent years.
Facility Furniture, Fixtures & Equipment (FFE) Replacement Fund
The Facility FF&E Fund accumulates funding ove r an asset’s lifespan to be used for the replacement of furniture –
such as tables, chairs, and cubicle partitions; for fixtures - such as kitchen appliances, sound equipment, lighting, for
equipment - such as HVAC units, boilers, and generators; and for facility infrastructure – such as roof, door, window,
and floor/carpeting replacement.
Initial purchases for new assets may be paid for through the Operating Budget or through the Capital Budget. Annual
replacement charges are charged-back to the supported department programs with full replacement funding to be
accumulated over the asset’s estimated lifetime. Final determination for replacement of the asset is determined
through an analysis of whether the cost of maintenance equals or exceeds the cost o f replacing the asset. The reserve
is intended to be maintained at a level sufficient to provide replacement funding in accordance with replacement
schedules.
Requests for use of the accumulated reserve funding are approved by Council through budget adoption, or if an
unplanned situation occurs, by a Council approved budget adjustment resolution during the fiscal year. The reserve
is replenished by replacement charge allocations in subsequent years.
TRUST & AGENCY FUND RESERVES
Overview
Trust and Agency Funds are created to enable City’s to assist associatedCity-related agencies with fund management
needs. Trust Funds are established to hold another entity’s funds and ensure the proper management of their money.
Agency Funds are established to receive and disburse another entity’s money, as directed by the associated e ntity.
The City does not currently have any Trust Funds but has one set up two Agency Fund;s: the West Valley Clean
Water Program. ; and the Arrowhead CFD Project Fund. Because the Agency Funds manage their own money, the
City of Saratoga does not develop Reserve Policies for Agency Funds.
SUMMARY
Fund Balance Reserve Use
Council may utilize reserve funding at budget adoption or by adoption of a budget adjustment resolution during the
course of the year if necessary. Reserve funding is replenished from year -end net operations, or if the fund has a
negative net operation, then Reserve funds would offset the net operation loss with the close of the fiscal year.
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CIP PROJECT PROCESS POLICY
This procedural policy defines how a project moves through the CIP Budget Funding process: from the initial project
idea, through project development, nomination, and project approval process, to the Council’s CIP Project Review
and if succCIP Budget Study Session meetings, and if successful, into the Capital Budget as a funded project.
The CIP project development stage of the policy takes different tracks, depending upon whether the project idea is
staff driven or Council nominated. These two paths are discussed separately b elow, until the tracks converge for CIP
Project Review Meeting. project assessment preparation.
STAFF PROJECT DEVELOPMENT
1. CIP Project Initiation
As a function of staff’s day-to-day work, infrastructure improvements, and large-scale repairs, and ongoing
maintenance and replacement projects are identified as potential capital improvement s projects. These are often
highly-visible and tangible public assets such as street repaving, retaining walls, or park and trail improvements.
However, many essential CIP projects are less noticeable, including facility roof repairs, tree planting,storm drain
repairs, electrical or irrigation upgrades, or ADA enhancements. Other pProjects are intangible may also be
administrative or technology improvements, and hence in most cases invisible to the general public, such as code
updates/revisions, software and process improvements, software implementations, or economic vitality programs.
Staff is to discusses the CIP project ideas with the appropriate Directorstaff or City Manager for feedback and
refinement. Ultimately, projects need clearly defined boundaries to identify project requirements, specifications,
and resources. While this is not always feasible in the initial stages of project development, the understanding
that a project will eventually require a clear and specific scope will encourage better preparation for discussing
the project idea and moving it through the approval nomination process. After receiving initial approval, staff
moves into the idea development stage.
2. Idea Development
To move the idea forward, staff will need to analyze and articulate the project’s scope, political impacts, priority
factors, resource requirements, and any other relevant considerations.
a. Project Scope – Scope may include the description, project size and location parameters, project purpose,
and goals or deliverables, such as products, services or results. Project justifications and assumptions should
support the project’s purpose and definition, and may include cost-benefit analysis, risk assessments, funding
availability, or even community desirability factors.
The scope should clearly state if a project is to be funded and/or completed in phases rather than as a singular
body of work. If a phased project, information regarding future phases and total costs should be included.
For instance, a design project should include information on the intended project’s construction phases and
total estimated cost.
If the project is ongoing infrastructure maintenance such as a roof replacement, or a program project such as
a General Plan element update, this too should also be clearly noted. In the scope description, constraints or
restrictions may help to identify project limitations. And inIn some cases, project scope may be
clarifieddefined by exclusions – statements about what the project will not accomplish or produce.
Additionally, constraints or restrictions may identify project limitations .
Project Scope defines a commitment to produce a body of work or end -product with the resources provided
under the stated assumptions. The written scope helps to manage expectations and provide clarity to the
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involved parties, reduce confusion and failure, prevent scope creep, and provide transparency to the
community.
b. Political Considerations - Knowledge of historical information, which attests to the necessity of
Council/staff communication is of vital importance in project development. Determine whether this project
has come up for consideration before, or why was it not completed previously. Have circumstances changed?
Or aAre there lessons to be learned from a past project proposal?
Another consideration includes knowing whether a project might be controversial. Is there a segment of the
community strongly opposed to, or strongly suppor tive of this specific project? Will this project prompt
demand for further funding or resources? Have similar projects been
completed in another part of the city? Determine why this project should be considered a priority over others,
and whether the project’s cost or benefits would be supported by the community.
c. Priority Factors - Project priority is an important consideration in the CIP approval decision factor.
Ultimately, Council wants to support those ’s role is to determine which projects that are of higher priority
than others since there will never be enough money or resources to do every project. Decision criteria may
include factors such as:
• Health and Safety Issues
• Imminent failure of structure/system
• Short-term cost of repair vs. long-term cost of replacement
• Availability of external or dedicated funding
• Efficiencies
• Federal or State mandates
• Business or community support
• Impacts if project is not undertaken completed
A pThe severity of a roject’s priority criteria is also considered in the decision making process. affected by
the severity of the criteria. For instance, a project that falls under the “Imminent Failure of Structure/System”
criteria is assessed to determine whether there are safety issues, or if may be an extremely dangerous situation
in need of immediate repairs, would provide significant replacement or maintenance savings. Another
consideration would occur with Federal or State mandated projects. There may be little impact as to whether
the mandate is met, or there may be severe fines or risk of lawsuits for lack of timely completion. As a result,
project priority is based on the overall assessment of the collective circumstances; many factors contribute
to priority decisions and Council cannot rely upon a clear hierarchical order upon which to base their
decisions.
d. Project Resources - In the City’s project development discussions, resources typically refer to financial
funding. However, resources may also refer to staff time, equipment and materials, community/stakeholder
participation or support, space requirements, information technology services, or some other type of support
or contribution needed for a project to be successful.
Funding plays a critical role in project development. In many cases, lower priority projects aremay be
approved ahead of higher priority projects simply because there is designated funding available for the lower
priority projects. The ability to leverage bring designated funding with (such as a grant awardfunding)
forwith a project proposal greatly increases the likelihood that thea proposed project will beis approved.
Overall, a projects that funded solely by request undesignated Capital Project Reserve money funding needs
to beare more competitive due to funding limitations and the number of projects competing for the same pot
of funds.
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An additional component of project resource considerations are the unstated resources (identified above)
required in project construction or implementation. For instance, staff time is limited, and time spent working
on one project prevents staff time being spent on another project. Project timing and staff time requirements
are therefore an important component of the number and types of project brought to that Council may wish
for to review.
e. Other Considerations - There are nNumerous other factors not mentioned above that are also taken into
consideration when assessing a project idea. For example :,
• Ccan the City afford the ongoing operating budget increases to maintain or implement the project?
• Or, dDoes the project provide operational efficiencies or cost savings?
• Does the project contribute toward economic vitality? Are there environmental concerns?
• Does it enhance the community’s art, education, or cultural resources?
• Does the project provide operational efficiencies or cost savings? Are there risk management or
legal liability issues? What impacts are there if Possibly the project requires development be staged
in phases?
• Are there risk management concerns, or legal liability issues?
• ? Is there strong community interest in this project?
• Does the project contribute toward economic vitality?
Each project will differ, meaning analysis is specific to the circumstances, and diligent research and thought
should be put into developing project scope and justification.
In summary, the overall goal of idea development is to identify, quantify, and assess thea project
comprehensively. This effort is intended to ensure that a proposed project is well -thought-out, developed,
and articulated thereby enabling the City Manager and Council to make educated and rational decisions.
3. City Manager Approval
Staff’s is to proposed the project ideas ultimately go to the City Manager for approval. If approved for
consideration, Staff will prepare written narratives with project scope, justification, fiscal impacts, cost estimates,
timelines, etc. as necessary for Council Retreat assessment package and Finance Staff will add the project to the
Proposed .
the project is moved onto the CIP Project Candidate List. Staff is to notify the Administrative Services Director
of the project’s approval and provide pertinent project information.
Staff will prepare written narratives with project scope, justification, fiscal impacts, cost estimates, timelines, etc.
as necessary for Council Retreat assessment package.
CITY COUNCIL PROJECT DEVELOPMENT
Council Members are often the recipients of residents’ suggestions and requests for capital improvementsproject
work. Depending on the topic, Council Members can take these opportunities to: 1) educate the residents on
why a project may not be feasible; or 2) provide residents with information on how to contact City staff with their
requests to determine feasibility; or 3) Council may support the project suggestion and decide to act as a proponent
for the project by guiding it through the Capital Project Nomination process:
1. Nomination
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To move a project idea onto the CIP Candidate List, a Council Member is to propos e the idea to fellow Council
Members at the end of a City Council Meeting during the Council Items session and request that it be put on the
CIP Candidate List for review during the next upcoming CIP budget cycle.
2. Idea Concurrence
A second Council Member must concur with the request to move the project idea onto the Capital Project
Candidate List.
3. Follow-up
A nomination to the Proposed Capital Project Candidate List is to be recorded in the City Council minutes, and
acted upon as a follow-up item. City Manager will notify Council Member of project nomination (to clarify/verify
understanding of project scope and then assign of the assignment to a staff to member. Staff member will
complete Proposed CIP Project Candidate List step requirements, including:including preparation of project
scope narrative and justification, fiscal impacts, cost estimates, timelines, etc.
Council nominated projects are automatically included as a proposed CIP project in the as required for Council
Retreat CIP Project Review assessment package.
CIP PROJECT ASSESSMENT REVIEW AND APPROVAL
1. CIP Project Review Assessment Package
In preparation for the annual Capital Project ReviewAssessment, Finance Staff will consolidate theProposed CIP
pProjects information, Candidates, along with proposed changes to current CIP projects, and the current year’s
CIP Unfunded Project List into a presentation and n assessment CIP Project Review package for Council’s review.
The CIPapital Project Assessment rReview meeting provides Council with a forum to have an in-depth discussion
on funding availability, assess project scopes, evaluate priority criteria and resources, and examine impacts of
other considerations assess alfor CIP l projects at one time. These CIP Review assessment package will include:
● AA review of available funding
● Current year Existing projects in the current year’s CIP projects
● Proposed changes to existing projects
● The current CIP Unfunded List
● Proposed changes to projects on the CIP Unfunded List
● Proposed new CIP projects
● New projects on the CIP Candidate List
● Proposed additions to the CIP Unfunded List
● Review of requests in conjunction with funding sources
2. Capital Project Review AssessmentMeeting
The City Council’s review of current and proposed funded and unfunded the Ccapital pProjects assessment
package is to be held annually, typically at the Council Retreat as part of early in the budget development cycle
initiation. , in late January or early February. In addition to reviewing the Capital Project Review assessment
package, the Council may request a will also review currently funded capital projects be reviewed that have
unencumbered funds to determine if the project shouldwill continue in the following fiscal year. If consensus
direction is given, staff will add the currently funded project into the Review package for discussion at the follow-
up CIP Budget Prioritization Meeting.
In their reviewing Capital Projects, Council may request revisions to a project’s scope, funding, or other
component. However, changes that redefine a proposed project must be Council’s consensus direction.
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At the conclusion of the CIP Project Review meeting, Council may retain the CIP Project Review Binder although
the documents will also be available on the City’s website. in the
3. CIP Budget Study Session
The CIP Budget Study Session agenda is to:
• Remind Council of the upcoming fiscal year’s Capital Project funding availability.
• Recap the Proposed CIP Projects Review Meeting proposals and associated priority issues.
• Inform Council of any changes or modifications since the CIP Project Review Meetings.
• Answer questions Council may have on proposed projects.
• Reach consensus on the Proposed CIP Funding Scenario and CIP Unfunded List.
Updated CIP funding availability and project revisions will be reviewed a final time with Council. Council will
conduct a final assessment and provide consensus direction to staff for CIP Project funding to be included
inclusion in the upcoming Proposed Budget Hearing to be held in May , and modifications to the CIP Unfunded
Project List, if any.
During the assessment review process, as projects are assessed, they are either:
● Rejected
● Accepted, or
● Modified and Accepted
At the conclusion of the assessment review, Council will prioritize accepted projects and designate project
funding. Projects placed on the Funded List will be brought forward to the upcoming Budget Study Session. The
remainder will be placed on the CIP Unfunded Project List.
NOTE: Rejected project ideas may be brought back in following years nominated for another attempt to become
an approved project in the following year(s), but must again go through the project development and assessment
process again.
3.1. Budget Study Session
Updated CIP funding availability and project revisions will be reviewed a final time with Council. Council will
conduct a final assessment and provide consensus direction to staff for inclusion in the upcoming Proposed Budget
Hearing to be held in May.
CIP PROJECT FUNDING
1. Proposed Budget Hearing
Staff will incorporate Council’s direction from the CIP Budget Study Session into the The final Proposed Capital
Budget with the recommended project funding will be brought to the City Council Budget Public Hearing that
occurs in late May or early June. Council is to provide any final comments or direction for budget adoption.
2. Budget Adoption
The Operating and Capital Budgets are brought to Council in June with all final direction incorporated into the
final summaries. Council is asked to adopt the budget at this time, with budget funding effective on July 1 st , the
start of the next fiscal at year.
3. Funding Process Follow-up
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Approved CIP projects that do not receive funding allocations arewill be assigned to the next budget year’s CIP
Unfunded List. The list will be included in the budget document, and assessed again during the following year’s
Capital Project Nomination and Assessment Process. The new CIP Unfunded List has a life span of one budget
cycle meaning the budget adoption keeps the Unfunded CIP Project for consideration as a potential project in the
following fiscal year CIP project discussions.
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FISCAL MANAGEMENT POLICY STATEMENTS
The City of Saratoga practices fiscal responsibility through conservative financial management, and cautious,
sustainable, and enforceable fiscal policies and internal controls to ensure prudent and efficient use of resources.
Policies and controls represent long-standing accounting, budgeting, debt, investment, and reserve principles and
practices, and are the foundation upon which the City prepares its Long-Term Financial Plan.
Saratoga’s general fiscal management policy statements provide a summary overview of financial, operational, and
budgetary management, in one comprehensive centralized format to act a s guidelines and to assist elected officials
and staff with understanding the City’s financial practices for fiscal operations. Detail level fiscal policies are
administrative in nature and therefore not included in the budget document. However, fiscal p olicies that rise to
Council review and impact budgetary decision making are incorporated into the budget document for annual adoption
by Council. Currently this includes the Fund Balance Reserve Policy and the Capital Project Process Policy which
follows this section. Other Council defined policies will be added as directed.
The Summary Fiscal Management Policy Statements in this document are organized into the following categories:
• General Financial Principles
• Appropriations and Budgetary Control
• Auditing and Financial Reporting
• Capital Improvement Planning
• Development Related Financial Policies
• Expenditures and Purchasing
• Fixed Assets and Infrastructure
• Grants & Donations
• Internal Service Funds
• Investments
• Long-Term Debt
• Long-Term Financial Planning
• Pension Funding
• Revenues
• Risk Management
• Treasury Management
• Trust & Agency Policies
• User Fees
GENERAL FINANCIAL PRINCIPLES
• The City shall ensure prudent financial practices are incorporated into operational procedures to ensure fiscal
integrity and safeguard the City’s assets.
• The City’s fiscal policies are structured to ensure fiscal responsibility, accountability, transparency, and efficient
use of resources. Fiscal policies are to be reviewed, updated, and refined as necessary, with general policy level
decisions brought to City Council for review and approval as Council Policies, and administrative and operational
level functions approved by the City Manager as Administrative Policies.
• Proposed revisions to the Fiscal Management Policy Statements and Council Policies are reviewed by the Finance
Committee and then provided to the entire City Council at the annual Council Retreat or Budget Study Session.
Council members are asked to provide comments or suggestions for revisions to the Administrative Services
Director with the final draft made available for review by the entire Council prior to adoption.
• The City’s primary long-term financial goals seek to maintain the City’s fiscal health, preserve essential services,
reduce financial risk, and support short and long-term administrative, financial, and operational goals in a
financially judicious manner. Long-term financial and infrastructure planning and the annual adoption of a
structurally balanced budget provides the foundation to these long -term financial goals. The City shall promote
and implement strong internal financial controls to manage risks and monitor the reliability and integrity of
financial transactions and operational activities.
• Financial information shall be provided in a relevant, thorough, and timely manner, to effectively communicate
the City’s financial status to the Council, residents, employees, and all other interested parties.
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• Financial stability goals and judicious responsiveness shall be the foundation upon which proactive and
advantageous financial decisions are made, and which guide the City’s response to local, regional, and broader
economic changes through the years.
• The City shall undertake, adopt, and integrate new initiatives or programs in a cautious, well planned manner to
support the City’s long-term ability to maintain essential services and infrastructure at the level and quality
required by its residents.
• The City Council’s financial, operational, and community goals, objectives, and policies are incorporated into
and implemented with the development and adoption of the City’s Operating and Capital Budgets.
• Efforts will be coordinated with other governmental agencies and joint power associations to achieve common
policy objectives, create beneficial opportunities and services for the community, share the cost of providing
governmental services, and support legislation favorable to cities at the state and federal level.
• The City shall develop and incorporate long-term financial planning tools to promote strategic analysis and
prioritization of financial resources in decision making.
• Replacement plans shall be maintained for fixed assets, such as vehicles, equipment, park infrastructure, building
fixtures and equipment, and technology infrastructure.
• Efficient major infrastructure funding requires comprehensive and long -term Master Plans. The City shall
endeavor to develop major infrastructure maintenance and replacement p lans for roadways, bridges, retaining
walls, storm drains, streetlights, and similar infrastructure.
APPROPRIATIONS AND BUDGETARY CONTROL
• The City Council shall adopt an annual balanced operating budget and the first year of an integrated five -year
capital improvement plan budget by June 30th of each year, to be effective for the following fiscal year running
from July 1st through June 30th. Balanced budgets present budgeted sources in excess of budgeted uses. Budgeted
“Sources” include Revenues, Transfers In, and Appropriated Uses of Fund Balance. Budgeted “Uses” include
Expenditures and Transfers Out. Operating and Capital Budgets are to align with the City’s long -term financial
goals.
• Each year, Finance & Administrative Services Department staff provides; a short recap of the prior-year budget;
a mid-year budget status report; and an updated five-year financial forecast to the City Council, typically at the
Annual Council Retreat (scheduled in late January or early February ). This annual review assists Council with
formulating direction for long-range fiscal planning, Operating Budget development, and capital project funding
appropriations.
• Budgets are prepared on the same basis of accounting used for financial 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 (Custodial Funds) are budgeted under the accrual
basis of accounting.
• The Operating Budget is primarily funded with current year revenues. Dedicated fund balance reserves, such as
the Carryforward or Fiscal Stabilization Reserves represent prior-year savings designated for specific uses, which
may be used to fund current year operational expenses in accordance with their purpose, upon Council approval.
• Additionally, a minimal base amount of $500,000 remains in the Unassigned Fund Balance Reserve at year-end
to provide the first layer of fiscal protection for unanticipated operational shortfalls or unforeseen needs in the
following fiscal year.
• The Capital Budget is funded with both prior-year surplus funding and dedicated capital funding resources.
Dedicated funding sources include Gas Tax (HUTA) revenues, VTA Measure B funding, road impact assessment
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revenues; project revenues and reimbursements; community benefit assessments; and federal, state, local, and
private grants.
• In practice, budgeted revenues are conservatively stated, and budgeted expenditures are funded at the full level
required to meet annual operational and capital improvement goals. With effectively managed revenue streams
and efficient use of resources, fiscal year-end operational budget surpluses are typically available to fund future
capital improvement projects and contribute to the City’s fiscally responsible reserve accounts.
• 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 majority approval. Operating Budget
appropriations lapse at the end of each fiscal year unless specifically carried forward by appropriation in the
following fiscal year’s budget. Capital Budget appropriations are structured as a multi-year workplan; therefore,
project expenditure balances are automatically carried forward to the following fiscal year as part of the annual
budget adoption until funding is exhausted, modified, or the project is completed.
• The City’s adopted budget shall comply with State law that limits annual budget expenditures to the appropriation
limit calculated in accordance with Article XIIIB of the Constitution of the State of California . Known as the
Gann Limit, the City Council adopt an annual resolution to this effect.
• The City Manager is authorized to implement the City’s workplan as approved in the adopted budget. Within a
specific fund, the City Manager has the discretion to adjust appropriations between categories, departments,
programs, and projects as needed to effectively operate, provided the fund’s total appropriation amount is not
changed. An example would be to backfill a vacant salaried position with a contract service, therefore shifting
budgeted funds from wage and benefit appropriations to an operating expense expenditure within the Operating
Expense appropriations. The City Manager also has the authority to withhold filling the position for a time if
conditions warrant a delay.
• Generally, recurring expenditures are funded with recurring revenues, or with revenues specifically designated
for operational use. One-time expenditures may be funded with one-time revenues or fund balances reserves.
Fund balance reserves are to be used for non -recurring one-time expenditures and capital projects.
• In compliance with Council’s Fiscal Stewardship goal, fiscal stability and sustainability principles are
incorporated into budget planning. Appropriating adequate funds on an annual basis for the replacement and
maintenance of assets through Internal Service Funds, prioritizing infrastructure maintenance and repair in the
capital budget, and institutionalizing prudent payment strategies for long -term liabilities are foundational
strategies of fiscal stability and sustainability.
• The City Council appropriates $50,000 annually to a ‘Council Discretionary account’ to provide Council with
funding for unplanned expenditures. Council direction and consensus approval is required to utilize these funds.
AUDITING AND FINANCIAL REPORTING
• California State statutes require an annual financial audit of the City’s financial records and transactions by
independent Certified Public Accountants. The City shall comply with Generally Accepted Accounting
Principles (GAAP) and produce annual financial reports pursuant to Governmental Accounting, Auditing, and
Financial Reporting (GAAFR) guidelines. The independent auditor will issue an audit opinion to be included in
the City’s Comprehensive Annual Financial Report (CAFR) testifying to the financial report’s conformance with
accounting principles.
• Additional financial reports issued by the Auditor’s may include: Singe Audit Report (an nual report of federal
grant expenditures if in excess of the federal single audit limit is expended in a fiscal year), a Transportation
Development Act (TDA) report (annual report of TDA fund expenditures), an Appropriations Limit review
report (to establish tax revenue appropriation limit), and a Management report on the City’s Internal Controls.
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• The City shall submit the CAFR to the Governmental Finance Officers Association (GFOA) Financial Reporting
Program each year for review, and if in compliance wit h the program’s requirements, apply to receive an award
for meeting GFOA’s financial reporting standards.
• Regularly scheduled external Financial Reports include the following:
State required Annual Cities Report and Annual Streets Report completed in con junction with the year-
end close.
State required Annual Debt Transparency Report for any debt issued after January 21, 2017.
California Debt and Investment Advisory Commission’s (CDIAC) Mello-Roos Community Facilities
District (CFD) Fiscal Status Report for CFD bond debt.
Quarterly SMIP (Seismic Motion) fee reconciliation reports; CASp (ADA Accessibility) reconciliation
reports: and California Building Standard Commission (green building standards) reconciliation reports .
Quarterly Use Tax Reports to remit uncollected sales tax to the State Board of Equalization.
SB90 Mandated Cost reports for claims to comply with State regulated legislation .
Annual UST Certification report to show fiscal responsibility for the City’s underground storage tanks .
Annual Possessory Interest Report submitted to the County’s Assessor’s Office to report City -owned
leased property.
• Regularly scheduled internal Financial Reports include the following:
Weekly check registers and monthly Cash and Investment Treasurer Reports are submitted for review
and approval at City Council meetings.
Quarterly financial reports provide a status update on General Fund revenues and expenditures for the
first, second, and third quarters.
A mid-year budget status report is presented to City Council in February each year to provide a
comprehensive financial overview of the current year’s budget and to propose recommended budget
adjustments as appropriate.
A year-end financial recap is provided after the City’s annual financial audit is completed.
CAPITAL IMPROVEMENT PLANNING
• The Capital Improvement Plan is an ongoing process through which the City identifies, prioritizes, and develops
a multi-year workplan for major capital expenditures and their associated funding sources, in the effort to
improve and maintain the City of Saratoga’s roadways, parks, and facility infrastructure. Non-infrastructure
projects may also be included in the CIP under the Administrative & Technology programs if they are one-time,
operational efficiency, technology, or multi-faceted administrative projects.
• Generally, CIP improvements are major expenditures that have a multi -year life span and result in becoming
City assets. The City’s standard definition of a Capital Improvement Plan project is for the construction,
acquisition, rehabilitation or non-routine maintenance work that generally costs $25,000 or more, with a useful
life of at least 5 years at a fixed location. The City also includes projects under $25,000 if they include staged
or ongoing improvement projects, or if they are significant multi-year projects.
• Capital Planning is developed and prioritized through infrastructure and operational assessments of asset
maintenance plans, urgent mitigation needs to prevent structure or system failures, health and safety issues,
federal or state mandates, availability of city and external funding, efficiencies, impacts if project not completed,
business or community input/demand, and short-term vs long term cost of replacement considerations.
• The Capital Improvement Plan includes funded capital improvement projects, typically scheduled for completion
within the five year plan timeline, with cost estimates based on current year dollars. Project estimates are updated
as needed, due to price changes, design specifications, or project scope adjustments.
• Departmental staff research and prepare project proposals for review by Department Directors. Directors meet
with the City Manager to identify and collaborate on approved proposals. Additionally, City Council members
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may propose projects for which staff will research and prepare project proposals. Finalized project proposals
are brought to Council for review. Council then collectively directs which project proposals are to be funded
and included in the following year’s Proposed Capital Improvement Plan Budget in accordance with available
funding. Council also determines what projects shall be included on the Unfunded Project List for future
consideration.
• The five-year Capital Improvement Plan (CIP) is updated annually in conjunction with the operating budget.
While the CIP reflects the current and changing needs of the community as well as enhancements to improve the
quality of the community, Council prioritizes the maintenance of City infrastructure to safeguard the public’s
safety and reduce maintenance costs over the long -term. The first year of CIP funding is adopted annually to
authorize current year appropriations, which includes any remaining funds appropriated in the prior year’s CIP.
• The CIP is categorized into programs by project type. The four programs include: Street Improvements, Park
& Trail Improvements, Facility Improvements, and Administrative & Tech nology Improvements.
• All projects within the CIP programs are appropriated, managed, and tracked as separate funding entities, with
each project’s financial status reported on a monthly basis in the Treasurers Report.
• Project updates are recorded in the annual Capital Budget, with narrative, timeline, and financial summary
information updated with each published budget document.
• Capital improvements that specifically benefit a select group of users and/or are fee-for-service based are to be
financed through user fees, service charges, special assessments and taxes, or development impact fees.
• The City shall identify and dedicate capital improvement related funding directly to the CIP and to maximize the
use of grant funding for capital improvement projects.
• Grants, insurance, or other reimbursement funding is to be returned to the expenditure’s funding source, unless
otherwise directed by Council. For instance, Hillside Reserve funded projects that receive insurance
reimbursement payments are to be returned to the Hillside Reserve, and grant reimbursements for projects funded
through the CIP Reserve are to be returned to the CIP Reserve when payment is received.
• After completion of the prior year’s audit and the General Fund’s priority funding re quirements are met, the
remaining net operations are moved into the Capital Project Reserve at year end. Proposed uses for the Capital
Project Reserve fund is reviewed by Council, with preliminary allocation direction voted upon by Council at the
Budget Study Session in April. This direction is presented at the Proposed Budget Hearing in late May or early
June, with Final CIP funding direction determined by Council with Budget Adoption in June.
• Council has designated the following capital projects as fundamental to maintaining City infrastructure on an
ongoing basis, and shall therefore have priority status for available Capital Improvement Reserve funding: The
below funding allocations are guidelines to be reviewed by Council for budget direction each fiscal year:
$250,000 – Roadway Infrastructure Maintenance & Repairs (for Sidewalk, Storm Drains, Curb & Gutter,
and Bridge Maintenance)
$200,000 – Retaining Wall Maintenance & Repairs
$125,000 – Parks, Trails, Grounds & Median Replacement Funding
$ 75,000 – Roadway Safety and Traffic Calming
$ 25,000 – Public Art Infrastructure Project
$ 25,000 – Hakone Improvements
• The Roadway Maintenance and Repair (RM&R) CIP project is the primary CIP project funded in support of
Council’s goal to maintain Saratoga city streets at an average 70 PCI rating. On occasion, separate street specific
resurfacing projects are established that also contribute toward this goal. In FY 2016/17, Council established a
$2 million minimum annual funding goal. Funding comes primarily from dedicated Gas Tax Revenue and from
Vehicle Impact Fees assessed on the Solid Waste Services contract provider. This CIP project encompass
roadway repairs, resurfacing, and rehabilitation projects, traffic light, curb and gutter, and other miscellaneous
repairs, striping and signage, and assorted street materials and suppl ies.
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DEVELOPMENT RELATED FINANCIAL POLICIES
• Most planning and building services are provided for business and individual benefit rather than for the general
community’s benefit. As such, the Community Development Department planning application and building
permit fees are established at rates to recover the full cost of the service provided. However, a number of services
provided by the department are not fee based (code compliance, event pe rmits, etc.), hence the department is not
full-cost recovery based overall.
• The Williamson Act, also known as the California Land Conservation Act, was passed by the California
Legislature in 1965 to encourage rural & agricultural land -owners to keep their land undeveloped. When land-
owners enter into a contract under the act, they benefit from lower property taxes, which are based on the property’s
current use, rather than paying market value-based tax rates. In exchange, the property is to remain undeveloped
and continue to function in the same manner for the duration of the contract. Contracts are valid for 10 years and
are automatically renewed unless the farmer or rancher cancels it. The City does not limit the number of
Williamson Act contracts entered into each year.
• The Mills Act is State-sponsored legislation granting local governments the authority to enter into an agreement
with property owners to allow reduced property tax payments in return for the restoration and continued
maintenance of their historic property. The property must be privately owned and on a local, state, or national
register of historic places. After the initial 10-year contract expires, the contract may extend one year annually
unless either party elects to non-renew.
Since the agreement reduces the property tax assessment, the City receives a smaller share of property tax revenue
in comparison to a property that is assessed at market value. Per State law, the County Assessor is required to
recalculate each individual property’s tax assessment each year, based upon a variety of stated market factors.
This results in reductions that are specific to each property, with some benefiting more than others. The City will
allow approval of up to three Mills Act Contracts per year.
EXPENDITURES AND PURCHASING
• All expenditures shall be in accordance with the City’s purchasing policy, travel policy, credit card policy,
contract policy and public contract code, state or federal law, or any other applicable guidelines or regulations.
• 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, service reductions, or with
Council approval, budget adjustments to increase the program budget.
• The City’s current purchasing policy establishes purchasing authority lev els, purchasing procedures, and
procedural 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 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, w hile providing all qualified vendors an equal
opportunity to do business with the City.
• Services and supplies purchases that exceed $5,000 require written quotes and must be approved by the
Purchasing Officer or designee, typically through the Purchase O rder process. Documentation is to be retained
by the department in accordance with the Record Retention Policy and schedule.
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• Services, supplies, and fixed asset purchases exceeding $25,000 must be authorized by the City Council, unless
purchase is specifically identified as approved in the adopted budget or excluded under the Purchasing Policy.
• City departments shall conduct quarterly program and capital project reviews to determine if projected operating
revenues and expenditures meet budgeted expectations. If an operating deficit is projected to occur at year-end,
the departments shall evaluate and implement corrective actions as needed and notify Council before services
will be impacted.
FIXED ASSETS AND INFRASTRUCTURE
• Tangible assets with a cost equal to or greater than $10,000 and a useful life of more than one year are considered
fixed assets and added to the capitalization schedules. Repairs and maintenance of infrastructure assets will
generally not be subject to capitalization unless the expense 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, and through Internal Service Fund programs to both
maintain and replace operational infrastructure, such as City buildings, fixtures, and equipment, vehicles and
public works equipment, and technology related equipment on an ongoing basis.
• A Capital Asset system will be maintained to identify all City assets, their condition, historical and estimated
replacement costs, and useful life. Asset information is retained to provide information for preparation of
financial statements in accordance with GAAP and compliance with GASB 34 requirements.
• Infrastructure management systems are to be developed and maintained to provide long -term financial and
operational planning. These shall include various roadway system management programs, storm drain system
management plans, bridge replacements, street signal system replacements, and all other infrastructure categories
that require significant financial resources to fund eventual replacement needs.
• Information Technology software, hardware, and auxiliary equipment and system assets are tracked and funded
through the Operating Budget’s Internal Service Replacement Fund, whereas annual appropriations in the
Information Technology Services program budget funds most ongoing license, maintenance, and security costs.
GRANTS & DONATIONS
• The City recognizes the value of grants and donations to extend pre-existing services, introduce new initiatives,
add artistic and cultural infrastructure, implement technological advances, and subsidize programmatic staffing
for public safety, recreational activities, development support, social services, homeland security, and economic
efforts.
• City will seek to obtain and effectively administer federal, state, local, foundation, business, and private grants
that support the City’s priorities and provide a benefit to the City, with grant requirements taken into
consideration.
• City staff shall notify City Manager of grant proposals prior to submitting a grant application. If approved to
pursue, requesting department’s staff are responsible for all aspects of the grant process, including preparing and
submitting grant proposals, preparing staff reports, ordinances and resolutions if needed, developing grant
implementation plans, managing the grant program, preparing and submit ting reports to grantors, and properly
closing out grant projects. Staff shall work with Finance staff to track grant funding and expenses, and to generate
grant payment requests.
• The acceptance of grant funding will be assessed for both immediate and long-term costs and benefits to the City.
For example, a grant to construct infrastructure would incur future ongoing maintenance costs. These costs shall
be disclosed with the grant application and/or pre-award notice.
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• All accepted grants and donations are to have assigned staff, known as the Grant/Donation Administrator, who is
responsible for grant/donation oversight to ensure rigorous adherence to the grant or donation’s related activity,
ensure accountability for financial and ethical administration, and is consistent with the City’s strategic priorities.
• Infrastructure addition or improvement grants in excess of $10,000 shall be brought to the Council for review and
approval.
• Operating Services grants, such as funding for health and safety programs that primarily utilize staff or contract
service, or pay for material and supplies to accomplish the grant objectives may be approved by the City Manager
up to the City Manager’s current purchasing limit of $25,000.
• Art Grant/Donation Policy Statement to be updated to reflect City Council direction.
• Donations may be accepted in accordance with the City of Saratoga Donation Policy most recently approved by
the City Council. Under the current policy, unrestricted donations of $5,000 or less may be accepted or declined
by the City Manager. Restricted donations of $500 or less may be accepted or declined by the City Manager.
Unrestricted donations of more than $5,000 and restricted donations of more than $500 must be brought to the
City Council for consideration. The City Manager may choose to request City Council consideration of any
donation, regardless of value.
INTERNAL SERVICE FUNDS
• Internal Services Funds are established to both equitably allocate operating costs to departments for support and
maintenance services, and to stabilize and spread the City’s replacement and operational costs over fiscal years
for the purpose of providing an accurate and balanced long -range fiscal perspective of the use of services and
assets.
• Vehicles, Equipment, and Building asset replacement and maintenance types of Internal Service Funds are
structured to provide a consistent level of funding for asset and equipment replacement, and to ensure sufficient
funding is available for the regular maintenance, repair, and replacement of the City’s vehicles, equipment, and
building fixtures in an ongoing manner.
• Technology and Office Equipment replacement and maintenance Internal Service Funds are structured to provide
a consistent level of funding for the replacement of assets and projects, and to appropriately distribute support
and maintenance costs to City departments.
• The Liability and Workers Compensation Insurance Internal Service Funds shall 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. Additionally, funding is used to maintain required safety related
documents, such as the City’s ADA Transition Plan, and the Industrial Injury Prevention Plan (IIPP).
• Each Internal Service Fund will set recovery charges at rates sufficient to meet all operating expenses,
depreciation, and fund balance reserve policy objectives.
INVESTMENTS
• The City maintains a detail-level Council approved Investment Policy that outlines the goals of fiscal security
and investment risk levels allowed to achieve the City’s stated security restrictions and investment objectives.
The Investment Policy is brought to Council for review and adoption each year, just prior to the beginning of the
fiscal year.
• The policy shall comply with the State’s California Debt and Investment Advisory Commission (CDIAC)
guidelines for the practice of public finance.
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• Fund Reserves and excess operational funding reside in the State managed Local Agency Investment Fund (LAIF)
unless expressly approved by the City Council’s Finance Committee to invest in other vehicles approved in the
City’s Investment Policy.
• The City’s Finance & Administrative Services Department shall oversee Treasury functions and submit a monthly
Treasurer’s Report to report on City funds, investments, and interest earnings.
LONG-TERM DEBT
• The City maintains a Council approved Debt Policy to provide clear di rection on debt issuance. Existing debt
shall comply with all legal and reporting requirements to ensure the City is in compliance with State regulations,
GASB guidelines, and transparency efforts.
• The City shall seek to maintain a high credit rating through sound financial practices as a foundational financial
objective, in order to obtain the lowest possible borrowing cost, and maintain financial responsibility.
• The City does not incur debt for operation al purposes or capital improvements as a standard practice. Under
extraordinary circumstances, the City may seek voter approval for General Obligation (GO) Bond Debt for city-
wide major infrastructure rehabilitation, or through Community Facility District Bonds for specific community
desired infrastructure improvements.
• Long-term Financing Debt is typically incurred for capital improvements or special projects that cannot be
financed from current or dedicated revenues, or for large liabilities resulting in signific ant financial impacts. In
principle, long-term debt is 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.
• Through City Council approval, the City may function as a bonding conduit for special districts. This may occur
when a neighborhood or distinct area is seeking to improve private or cooperatively owned infrastructure, such
as private roads or water system cooperatives. A special district may also be established to improve publicly
owned infrastructure, such as a neighborhood park or a parking lot.
• For special district debt offerings, the City shall require full liability protection and cost recovery as necessary
to protect the City and mitigate the cost associated with such actions.
• The term for repayment of long-term financing shall not exceed the expected useful life of the project or extend
beyond functionally appropriate payment terms. Additionally, financing payment terms must be established at
a manageable funding level or reasonable assessment level.
• The City shall monitor all forms of debt in conjunction with budget development throughout the year and will
report concerns and remedies to the City Council if needed.
• The City will ensure compliance with bond covenants, providing financial information to reporting parties as
required under the terms of the contract or State law .
• The City will comply with Government Code Section 43605 limitations on debt, which limits general obligatio n
indebtedness to an aggregate 15% of the assessed value of all real and personal property of the City.
LONG-TERM FINANCIAL PLANNING
• City policy is to develop, build upon, and incorporate long-term financial planning processes into a
comprehensive plan that provides Council, staff, and the public with the resources to understand issues impacting
the City’s financial condition, and the tools with which to make informed decisions.
• The City’s Long-Term Financial Plan (LTFP) shall include various analyses and documents that support financial
planning efforts, including a financial forecast and analysis, fiscal policies, revenue descriptions and trend
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analysis, an annual pension review, the City’s Strategic Plan, the Capital Improvement Plan and funding analysis,
Information Technology Strategic Plan, and numerous asset and infrastructure master plans. While the financial
trend analysis and forecast is the foundation of the LTFP, the entirety of the various documents pr ovide a
comprehensive outlook on many operational fronts.
• Long-Term Financial Planning is an ongoing event that begins at the Council Retreat to review Strategic Plan
goals and the current financial situation at the mid-year point, and as the starting point for the following years
budget process. Trends, critical or concerning issues, policy changes, new initiatives and priorities, new resource
requirements, and potential impacts and opportunities are reviewed in conjunction with financial projections for
the future. Direction is compiled into the following year’s budgets, and plans are updated throughout the year, as
needed.
• Council shall review a General Fund revenue, expenditure, and financial position f orecast of at least five-years,
to garner a longer-term perspective of current fiscal expectations and fairly -reliable projected fiscal impacts in
the effort to anticipate or mitigate operational changes for the near future. Because funds other than the General
Fund are both specific and limited in nature, they are not currently included in the annual review. However, staff
shall assess the funds and incorporate any items of concern into the forecast discussion.
• Revenues shall be described, documented, and properly classified with historical trend analysis and known
upcoming impacts built into forecast projections. Projections should be conservative, with those revenues of a
more volatile nature projected with a greater conservative weight than those known to be consistent and
dependable. Additional factors, such as unsustainable growth, shall also be identified and folded into the
projections with caution.
• Expenditures are classified by category in summary but forecast by individual programs application in detail.
This methodology allows for greater specificity and accuracy in workplan expectations, while providing a broader
view of trends. These trends are utilized for longer perspectives in the forecast analysis, st rategic planning, asset
management, capital prioritization and funding decisions, and funding gap analyses within the LTFP.
• A Reserve Analysis is conducted to review and recommends appropriate levels of reserves per the needs of the
reserve purpose, the priority of the reserve over other needs, and compliance with GFOA recommendations and
legal requirements.
PENSION FUNDING
• In the pursuit of prudent fiscal practices and long-term financial sustainability, the City seeks to mitigate the
overall cost of pension benefits, and prior year liabilities. Several strategies are utilized, which includes lower
tier pension benefits, lump sum prepayments, and accelerated payments.
• The City has three Miscellaneous Employee Pension Plan tiers:
Tier I for employees hired prior to May 12, 2012
Tier II for employees hired on/after May 12, 2012, and “Classic” employees hired on/after January 1, 2013
Tier III/PEPRA, for employees entering into the CalPERS pension plan system on/after January 1, 2013
Tier I provides a 2% at 55 pension benefit. Tier II provides a 2% at 60 pension benefit. Tier III/PEPRA provides
a 2% at 62 pension benefit.
• In FY 2014/15, with CalPERS change to their pension funding methodology, Council paid off a large portion of
the UAL liability and then established an alternative to CalPERS 30-year repayment policy to contribute an annual
amount approximately equal to double the minimum Annual Required Contribution (ARC) due at the five-year
mark. The intent was to lower the overall cost of the liability, but also to shorten the payment period to 15 years
and maintain fiscal stability by establishing a set payment amount. Detailed information is provided in the
Financial Summaries Staffing Information section.
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• Council also established a practice to pay Tier II and Tier III UAL amounts in full each year, to eliminate future
unfunded liabilities for the growing segments of employees. This amount is minimal each year as the actuarial
determined rates are in line with current actuarial factors, until actuarial factors are modified.
• The City’s goal is to fund pension liabilities near or at 100% to reduce unfunded liability payments to minimal
payments each year. Currently, Tier II and III unfunded accrued liability payments are minimal, if any, and paid
in full each year in alignment with this policy, however the Tier I pension unfunded accrued liability is understood
to be a long-term goal.
• A review of the City’s Unfunded Accrued Liability and CalPERS annual actuarial report will be brought to the
Finance Committee for review and analysis each year, along with CalPERS Pension liability projection tools as
they become available.
• In addition to the City’s policy to reduce the Tier I UAL through additional discretionary payments each year, a
115 Trust may be established to prefund future year’s CalPERS liability payments as an alternative to depositing
UAL payment funds directly with CalPERS . A 115 Trust is used to hold dedicated reserve funding in a higher
investment-return vehicle, while also setting aside the funds that are designated for recession planning. Council
direction determines when to use these funds, either as part of the annual budget adoption process, or during the
course of the fiscal year, if needed.
RECESSION PREPARATIONS
• The City shall incorporate preparations for the inevitable future recession in its fiscal and operational practices.
This includes prudent and cautious assessment of expansions in ongoing services, diligence in maintaining cost
recovery for user services, aggressive funding of fund balance reserves to healthy levels in strong economies,
conservative budgeting practices, fiscal frugality, alignment of one-time funding sources and uses, and a
continued practice of long-term financial planning.
• Education of City finances is vital to knowledgeable financial decision making. Finance staff remain available
to all Council Members for one-on-one training sessions and to answer specific finance and budget questions
throughout their tenure on the Council, either spontaneously or scheduled, in person, by phone, or email.
• Council’s identification of priority operational services, and Council Priorities as a whole are defined in the
Strategic Plan, which is adopted as part of the overall budget plan each year. The Strategic Plan helps to drive
long-term planning and operations and provides guidance in recession decision making when needed.
• Recession fiscal decisions will ultimately be specific to the unique time period, recessionary causes, and economic
environment, but a basic assumption is that recessions will impact the City’s main revenue category of Property
Tax. Fortunately, this impact is delayed due to the nature of tax assessments occurring before severe impacts are
felt, and the subsequent distribution of funding, providing the City time to prepare. More immediate impacts
come from development-related services fees, Sales Tax, and Hotel Tax revenue reductions. The advantage of
having impacts hit City finances in phases allows for preliminary mitigation steps, and time to plan if more severe
mitigation steps are needed. However, this delay also plays out in reverse as a time lag occurs before th e City’s
finances return to normal. Hence, recession impacts will last a minimum of two years if minor, and (typically)
three to five years if more severe.
• Overall, financial resources funded during good economic periods are recommended for initial recess ionary
reductions, such as 1) the delay or reduction of funding for Internal Service Fund operations, 2) use of one -time
revenue resources, such as an unexpected payment or excessive net operation funding held for future use, and 3)
the reduction of expenditures included in the budget each year that are not essential to providing services, such
as staff conferences or optional consultant and contract services.
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REVENUES
• General Revenue funding such as taxes, intergovernmental revenues, and interest provide the funding for
services conducted for city-wide benefit, such as public safety, infrastructure maintenance, and city
administration. Services provided upon request, such as for planning services and building permits, are financed
through user fees, service charges, and assessments directly linked to the level of services provided.
• To provide the Saratoga community with services and to maintain infrastructure, the City conducts ongoing
reviews of operations to assess revenue leakage. If applicable, assessments or charges are assessed, and user
fees are implemented for cost recovery.
• 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 contractual agreement to other funds are accounted for in the
General Fund. Funds dedicated for specific capital improvements are accounted for in the appropriate Capital
Improvement Plan fund, within a designated project. An example is VTA Measure B Sales Tax deposited
directly to the Annual Roadway Improvement Project in the Street CIP Fund.
• Categories of Revenues include Taxes, Intergovernmental, Fees/Licenses/Permits, Charge for Services, Interest
Income, Rental Income, Other Sources such as grants, donations, sales of copies or maps, and over/short
adjustments, Internal Service Fund charges, and Capital Improvement Revenues.
• While a diversification of revenue funding is desired, the City only pursues additional funding streams that are
in alignment with the City’s overall goal to support and protect the Saratoga community. The City does not enter
into profit-making enterprises that service select user groups, but rather seeks to engage in cost-recovery
activities or taxpayer-funded services that maintain or enhance the Saratoga community as a whole.
• Over the last decade, Property Tax revenue increased at a much faster pace than other tax revenues, due to rapidly
increasing housing prices and the State’s agreement to bring the allocation percentage up to the full 7% minimum
rate. As a result, Property Tax now makes up about 80% of all tax revenues, with Sales Tax, Franchise Fees,
Transient Occupancy Tax, Business License Tax, and Construction Tax making up the remainder. By itself,
Property Tax comprises about one-half of Total Operating Revenue, meaning there is a significant dependency
on this one revenue category. Hence, the City tracks Property Tax revenue closely and makes revenue and
expenditure budgetary projections and adjustments in line with anticipated fluctuations. With revenue growth
expected to increase slowly now that full allocation has been attained, City expenditure budgets will mirror this
restrained growth.
• The City follows a vigilant policy of collecting local taxes and revenues due to the City through persistent follow-
up procedures. Efficiency of collections is paramount, and external resources are used as needed. An example
of this practice is the City’s Business License audit engagement where a consultant is utilized to both educate
and ensure companies doing businesses within Saratoga are paying their business license tax.
RISK MANAGEMENT POLICY
• The City is insured for up to $30 million of general liability, auto, and property damage claims through a Bay
Area Joint Powers Association insurance cooperative (PLAN JPA). Claim coverage consists of up to $5 million
from the JPA, and $25 million from an excess insurance provider. The City is self-insured for the first $25,000
for general liability and auto claims; property damage up to $5,000 and third party auto claims up to $10,000.
• Workers Compensation claims are insured for the first $250,000 of coverage through the City’s participation in
a Workers Compensation risk pool. After the $250,000 limit is met, an excess insurance coverage policy is
activated. The excess coverage provides an employer liability limit of $5 million per occurrence, and workers’
comp per occurrence limit of $100 million. Workers' Compensation claims are managed by the PLAN JPA as a
third-party administrator (TPA).
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• The City’s role in managing both Risk Management and Workers Comp programs is preventative in nature,
which is accomplished through careful monitoring of losses, working closely with the third -party administrator,
participating in training, proactively addressing infrastructure maintenance and potential risks, and by designing
and implementing safety programs to minimize risk and reduce losses.
• Claims against the City are submitted to the City’s pooled liability JPA administrator in a timely matter. Adverse
claims in which City property is damaged, are also pursued for restitution. Repair cost for dam ages, and staff
time for attending to the accident/incident, cleanup, and repair time is billed to the other party. The JPA
Administrator follows up on these matters also.
TREASURY MANAGEMENT
• The City’s Investment Policy shall be brought to the Finance Committee and City Council for review, discussion,
direction, and adoption on an annual basis. California Government Code Section 53600 and City of Saratoga
Municipal Code Section 2-20.035 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.
• Finance staff shall exercise due diligence to comply with the Investment Policy. The City currently practices
conservative and cautious investment practices by limiting its investments to the State’s Local Agency Investment
Fund (LAIF). Certificates of Deposits and high -grade investment vehicles may also be utilized under the
Investment Policy, however the Finance Committee will provide oversight, review, and direction on any decisions
to move a portion of the City’s available funds into these other permitted investments. The Administrative Services
Department’s Finance Division shall prepare a monthly report to the City Council that has sufficient detail to
present the financial condition of the City at month end, the cash and investments balance by fund, and fund
balances by fund type.
TRUST & AGENCY FUNDS
• The City may serve as a Fiscal Agent for an agency organization only if the purpose of the agency is related to
City operations and is in the best interest of the City.
• A legal agreement governing the Trust or Agency relationship is approved by the City Council.
• The Trust or Agency organization remains a separate entity from the City and shall not represent itself as a
component of the City.
• As the Fiscal Agent, the City may hold funds provided by the agency organization in a separate and clearly
designated fund. The fund may earn interest at the City’s investment rate.
• Depending on the level of services provided to the agency organization, the City may charge for the cost of any
and all fiscal services provided.
• Depending on the agreement, the City may purchase goods or services on behalf of the agency organization, and/
or disburse funds as directed and permitted by the agency’s by-laws and purpose. However, the City is not liable
for any of the agency organization’s debts, liabilities, or actions.
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USER FEES
• The City allows for discretion in the use of general taxes to meet the cost of services that provide a larger public
benefit, such as code enforcement, and to recover the full or partial cost of services that largely or solely benefit
individuals, such as a building permit.
• In some cases, fees are established with a goal to discourage the use of a service, such as a false alarm fee that
results in the dispatch of a public safety officer. The fee may be structured to accelerate with usage but allows
for a level of leniency initially for this service with the understanding that cost recovery goals are not met.
• A master schedule of User Fees is reviewed and presented to Council on an annual basis to allow for the
adjustment of discretionary service and rental fees. If an adjustment is needed, a request to increase or decrease
the fee is brought to Council as a Public Hearing and becomes effective 60 days (or later if stated) following
approval of the fee adjustment. Typically, fee adjustments are brought to Council in late April for a July 1st
effective date, however a stand-alone fee adjustment may be brought to Council at any time throughout the year .
• The City’s overall goal is to establish user charges and fees at levels that fully recover the direct and indirect
activity cost of providing a service or product. However, market rates and charges levied by other municipalities
(of similar size) for like services are taken into consideration when establishing rates, fees, and charges. As some
services have partial cost recovery objectives, cost recovery ratios will vary in accordance with policy objectives.
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FUND BALANCE RESERVE POLICIES
Prudent financial management dictates that the City reserve a portion of its funds for future use to maintain fiscal
stability; ensure the continued orderly operation of government and provision of services to residents; and to mitigate
current and future risks.
As a general budget precept, the City Council decides when and whether to appropriate available funds to and from a
reserve account. Use of reserve funds must be authorized by either specific direction in the annual budget, or by a
separate City Council action – unless specifically directed by policy. Responsible fiscal stewardship also requires
adequate reserves be maintained for all known liabilities and established City Council and community directed
initiatives.
In the following Fund Balance/Reserve Policy guidelines, the descriptions include identification of the fund type and
classification, the purpose of the reserve, minimum and maximum funding goals if appropriate, appropriate utilization
of the reserve and by what authority, and the procedure for funding the reserve initially; on an ongoing basis, or after
utilization.
FUND BALANCE AND NET POSITION
In 2009, Governmental Accounting Standards Board (“GASB”) Statement No. 54 revised fund balance classifications
for “Governmental Funds” into five specific classifications of fund balance with the intent to identify the extent to
which a specific fund balance reserve is available for appropriation and therefore spendable, or whether the fund
balance reserve is constrained by special restrictions. Government Funds for which these new rules apply include:
General Fund, Special Revenue Funds, Capital Project Funds, and Debt Service Funds.
For “Non-Governmental Funds” equity classifications are classified as “Net Position” with sub-classifications of
Restricted or Unrestricted Net Position. A third component of a Non-Governmental Fund’s equity is “Net Investment
in Capital Assets,” which for Saratoga refers to the non-monetary portion of equity such as vehicles and equipment,
net of depreciation. Non-Governmental Fund types include Proprietary Funds (Enterprise and Internal Service Funds)
and Fiduciary Funds.
GOVERNMENTAL FUND TYPE RESERVE CLASSIFICATIONS
The Governmental Reserve classifications are defined as follows, which includes the applicable reserves that fall into
the classification.
Non-Spendable Fund Balance
Represents resources that are inherently non-spendable from the vantage point of the current period. The City does
not presently hold Non-Spendable Reserve funds.
Restricted Fund Balance
Represents fund balance that is subject to external enforceable legal restrictions. The City maintains the following
restricted fund balances under this designation:
• General Fund: Environmental Services Fund Balance Reserve
• Special Revenue Funds: Landscape & Lighting Assessment Districts Fund Balances
• Debt Services Fund: Library General Obligation Bond Debt Service Fund
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• Capital Project Funds
a) Park in Lieu Funds
b) Highway User Tax Allocation Fund (Gas Tax)
c) Capital Project Grant Funds
Committed Fund Balance
Represents fund balance constrained by limitations the government imposes upon itself at its highest level of decision
making and remains binding unless removed in the same manner . The City maintains the following fund balances
under this designation:
• General Fund: Hillside Stability Reserve
• General Fund: Facility Replacement Reserve
• Capital Improvement Plan Funds: Capital Improvement Project Fund Balance Reserve
Assigned Fund Balance
Represents fund balance identified by Council for an intended use; however as no legal obligations exist, the funds
may be re-designated and utilized for another purpose if Council chooses. The City maintains the following General
Fund reserves under this designation:
• General Fund: Future Capital & Efficiency Project Reserve
• General Fund: Carryforward Reserve
Unassigned Fund Balance
Represents funding which may be held for specific types of uses or operational funding/stabilization purposes, but is
not yet directed to a specific purpose. Only General Fund reserves can be designated under the “Unassigned” fund
balance classification. Other fund types are by nature structured for specific purposes, hence the fund balances are
therefore considered “assigned” for that purpose.
• General Fund: Working Capital Reserve
• General Fund: Fiscal Stabilization Reserve
• General Fund: Other Unassigned Fund Balance Reserve
Fund Balance Ratios
To ensure the City maintains available working cash flow and emergency funding at all times, the collective total of
the General Fund’s Assigned and Unassigned Reserves shall be sustained at a minimum of 20% of General Fund
expenditure appropriations, net of transfers out.
GENERAL FUND YEAR-END ALLOCATIONS
After the City’s financial records are finalized and audited, with legal obligations and liability reserves funded,
revenues in excess of expenditures are closed out to the Other Unassigned Fund Balance Reserve. A base amount of
funding, as set by budget policy, is to remain in the Other Unassigned Fund Balance Reserve, with the remainder
distributed in the following order:
1. Repayment of Fund Balance Reserve loans - back to established levels (e.g. borrowing from/usage of the Fiscal
Stabilization or Hillside Stability Reserves).
• For the Hillside Stability Reserve, loan repayment shall be repaid with year-end net operations if funding in
excess of the next year’s priority Capital Improvement Project is available. At a minimum, reimbursements
shall be made in annual contributions of $100,000 until reserve balance reaches the $1 million reserve goal.
• Fiscal Stabilization loan repayments shall be made as directed by Council.
2. Annual contribution shall be made to Facilities Replacement Reserve and Fiscal Stabilization Reserve as
directed by Council.
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3. Remaining funds are allocated to the Future Capital Improvement and Cost Efficiency Projects Reserve.
GENERAL FUND RESERVES
Environmental Services Reserve
Under the Restricted Fund Balance classification, the Environmental Services Reserve represents revenues collected
under a prior funding structure for environmental purposes, and is therefore restricted for use in funding environmental
program costs such as clean water programs, street sweeping, and storm drain cleaning services. Per policy, the
Environmental Service Reserve is being utilized through annual budget appropriations of $50,000.
The Environmental Services Reserve originated from a one-time funding structural change and therefore will not be
replenished when depleted.
Hillside Stability Reserve
Under the Committed Fund Balance classification, a Hillside Stability Reserve of $1 million is set aside to provide
funding for unanticipated or unforeseen emergency or extraordinary costs related to hillside degradation, inclusive of
slide prevention and mitigation, slide repair, and associated drainage and roadwork to must be commenced prior to
the next fiscal year’s CIP Project funding availability.
Use of the reserve requires an analysis be prepared and presented to Council for approval, or in the event of a landslide
requiring immediate emergency work, the Public Works Director may direct use of up to 10% of the reserve to make
emergency repairs and mitigate further damage until Council takes action. Reserve funding is to be used for
emergency work which exceeds operational funding provided for in the Operations Budget. Upon use, refunding of
the reserve shall be provided from year-end net operations, in full if funding is available, or at minimum in the amount
of $100,000 each fiscal year until the $1,000,000 reserve cap is reached.
Facility Replacement Reserve
The Facility Replacement Reserve is established to accrue funding for the major rehabilitation or replacement of City
Facilities (buildings/structures). Eligible uses of this reserve include both direct fund ing of public facility
improvements, and the servicing of related debt. Small facility building replacements, major facility renovations, and
down payment contributions toward a large facility replacement in conjunction with bond measure funding are
examples of intended Facility Replacement Reserve uses.
An initial contribution of $300,000 was established in FY 2012/13 with Council’s recommendation to continue
funding at this level, as a priority use of year-end net operations funding. Effective FY 201 6/17, Council’s direction
is to increase the annual year-end contribution amount to $500,000, as funding is available. Council has set a goal to
fund the Facility Replacement Reserve to a level equal to 1/3 of the City’s insured value over the next 20 yea rs (by
FY 2036/37) as a fiscally responsible practice to maintain city infrastructure In principle, Saratoga does not pursue
bond money to fund capital improvements, however, replacing high cost facility infrastructure requires a long -term
funding plan that may or may not be attainable through annual contributions. Therefore, the Facility Replacement
Reserve demonstrates both the City’s good faith funding effort and financial stewardship for future bond measures if
needed, as well as accumulating funding for a down payment on replacement infrastructure to minimize bond funding
needs.
A facility’s insured value represents the initial cost of the facility decreased each year over the facility’s estimated
lifespan. Therefore, insured value represents the remaining life of the facility’s purchase cost – it does not represent
the current cost to replace a facility. The City recognizes insured value is not sufficient to fund facility replacements,
therefore annual contributions will continue as an ongoing funding obligation even after the 1/3 reserve goal is met.
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Changes in annual contributions and the reserve goal amount shall be determined by Council during the budget
process, in line with changes in the City’s economic situation. Utilization of the re serve shall be brought to Council
for discussion and consideration as needed.
Future Capital & Efficiency Projects Reserve
Under the Assigned Fund Balance classification, the Reserve for Future Capital Improvement & Efficiency Projects
shall reserve funding for as yet undefined capital and efficiency improvement projects. Reserve funding is derived
from General Fund accumulated net operations (as available) and is therefore considered a “one-time funding source”.
Funds are held in this reserve until Council reviews funding requests and approves a use or transfer to a capital project
fund.
Use of the reserve funding is at the Council’s discretion, but typically occurs in conjunction with the annual budget
adoption after Council conducts a comprehensive review of capital and efficiency improvement needs. Reserve
replenishment is dependent upon net operational savings in subsequent fiscal years.
Carryforward Reserve
Under the Assigned Fund Balance classification, the Reserve for Carryforwards represents funding held at the end of
each fiscal year for critical unexpended operating budget appropriations to be purchased in the following fiscal year,
and any remaining Council Contingency funding. The reserve is reconciled at the end of each fiscal year to both
release prior year carryforward funding and reserve current year carryforward funding into the following budget year.
Staff determines the year-end reserve amount after all fiscal year payments are finalized; the reserve amount is
conceptually appropriated by Council each year in the budget adoption resolution.
Working Capital Reserves
In accordance with the City’s cautious and conservative fiscal philosophy, the City’s general prevailing financial
policy holds that the City should fund daily operations with current resources in order to avoid use of short -term
borrowing for cash flow management.
To support this policy a Working Capital Reserve is maintained that meets cash flow requirements, and in turn, ensures
the continuance of services to the public while also preserving the City’s credit worthiness. To provide adequate
working capital in the case of extreme circumstances, the City shall maintain, in combination with the Fiscal
Stabilization Reserve, a minimum operational reserve of 60 days of the following year’s General Fund budgeted
expenditures (net of internal service charges and transfers out), up to a maximum operational reserve amount equal to
90 days of the following year's General Fund budgeted expenditures (again, net of internal service charges and
transfers out). This reserve falls under the Unassigned Fund Balance classification.
Effective FY 2016/17, the Working Capital Reserve is maintained at $1 million (reduced from $2 million), and the
Fiscal Stabilization Reserve in maintained at $2.5 million (increased from $1.5 million). At this time a Working
Capital Reserve of $1 million is sufficient for cash flow needs, however, the funding level will be assessed on an
annual basis to ensure $1 million is sufficient for cash flow needs. The $1 million funding shift to the Fiscal
Stabilization Reserve reflects a more realistic reserve usage structure – the Working Capital Reserve’s purpose is to
ensure sufficient operating cash; the reserve has no defined fund uses, repayment terms, or authorization requirements.
On the other hand, the Fiscal Stabilization Reserve’s purpose is defined and may be called upon for critical uses in the
future. The overall 60-day General Fund operational reserve minimum requirements shall continue to be met.
Fiscal Stabilization Reserve
Under the Unassigned Fund Balance classification, the Fiscal Stabilization Reserve represents a funding set-aside to
provide temporary financing for budget stabilization caused by fiscal downturns, unanticipated extraordinary
expenditures related to a natural disaster or calamity, or from an unexpected liability or funding decrease created by a
legislative action. Effective July 1, 2016, the Fiscal Stabilization Reserve funding level increased by a $1 million
transfer from the Working Capital Reserve, up to $2.5 million. As of FY 2018/19, the Development Servic es Reserve
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of $650,000 was integrated into the Fiscal Stabilization Reserve to reflect the Council’s desire to review citywide
operational priorities and needs as a whole rather than segmented sections. This brought the Fiscal Stabilization
Reserve up to $3,150 million; approximately 15% of the General Fund’s budgeted operations. Together, these funding
shifts provide a focused but flexible reserve funding purpose and utilization structure.
Fiscal stabilization uses are defined and restricted to: 1) revenue declines lasting more than one year and equal to more
than 5% of either property tax, the combined total of other taxes, or General Fund revenues in total; 2) an unanticipated
extraordinary operational increase of more than 5% such as from a natural disaster; or 3) an unexpected Federal, State,
County or CalPERS funding change.
Council may utilize funding at budget adoption, by adoption of a budget adjustment resolution during the course of
the year, or after a Federal, State, or locally declare d emergency. In the event a locally declared emergency takes
place, the City Manager has the authority to spend funds until such time as the City Council takes action. Reserve
appropriations are to be replenished from year-end net operations, as available, on a priority basis. The Fiscal
Stabilization Reserve funding level will be assessed on an annual basis and may direct staff to increase the reserve
fund through the budget adoption or through a budget adjustment to ensure this funding level is sufficient in light of
operational reserve requirements and utilization needs.
The General Fund budget continues to increase each fiscal year, the overall 60 day General Fund operational reserve
minimum requirement level is close to the current total of Working Capital and Fiscal Stabilization Reserve Fund
total. To assist the Fiscal Stabilization and Working Capital Reserves remain at minimum requirement level, $100,000
shall be allocated annually into the Fiscal Stabilization Reserve from Net Operations as part of the General Fund Year
End Close, effective FY 2021/22. This allocation shall only occur if General Fund Net Operations exceed a minimum
of $1,000,000 to ensure adequate funding is available for other necessary allocations .
Compensated Absences Reserve
Under the Unassigned Fund Balance classification, the Compensated Absences Reserve is established to smooth
expenditure fluctuations resulting from the payout of accrued leave to employees at service separation and distribution
payouts. Reserve funding equal to one-third of the compensated absences liability is established at year-end. Reserve
funding in excess of one-third of the liability is to be returned to the General Fund’s Other Unassigned Reserve.
Use of the reserve occurs when total annual compensated absences payouts exceed budgeted salary funds. Large
payouts decrease the compensated absences liability at year-end, thereby supporting the practice of utilizing the
reserve if needed. Year-end reconciling allocations to and from the reserve are approved though Council’s budget
resolution adoption each fiscal year, with the liability and resulting reserve amounts determin ed as part of the year-
end close process.
Other Unassigned Reserve
The ‘Other Unassigned Reserve’ represents accumulated net operations not yet allocated to other fund balance
reserves, and by definition, fall into the Unassigned Fund Balance classification.
General Fund vs Other Fund Reserves
Other Fund’s accumulated net operations are typically accounted for in an undefined reserve account in the fund –
and typically titled ‘Fund Balance Reserve’ meaning they do not have reserve categories. This difference is because
other funds are structured for specific uses or commitments, hence the fund balance already has a directed function
and fund balance is therefore committed for that purpose. Whereas, the General Fund is used for multiple and various
operational purposes thereby requiring a distinction of purpose for each reserve.
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SPECIAL REVENUE FUND RESERVES
Landscape & Lighting and Storm Water Assessment Zone Funds
Assessment Zone Funds are Special Revenue Funds, which is a type of governmental fund. As a governmental fund,
the Landscape & Lighting and Storm Water Assessment Zone Funds comply with GASB 54 fund balance
classifications, and by nature of the fund’s purpose, fund balance reserves are classified as restricted reserves.
Special Revenue Funds account for and report the proceeds of specific revenue sources that are restricted or committed
to specified purposes (other than for debt service or capital projects.) For Saratoga, Assessment Zone Special Revenue
Funds are established to account for each individual assessment zone financial assets separately; thereby each fund
has its own separate fund balance reserve.
Each zone’s Fund Balance Reserve should be sufficient to provide working capital to cover operational expenses
through the first half of assessment receipts in February, therefore equitable to approximately one-half of a district’s
annual expenditure budget. The second half of receipts are received in late May or early June. Some districts may
include capital improvement projects in addition to ongoing regular maintenance . This requires accumulating fund
balance over the years to generate sufficient resources for the improvement projects. As each zone’s situation is
different, a maximum fund balance shall be determined by the Public Works Director.
Requests for use of the reserve for special projects are approved by Council through budget adoption or by a Council
approved budget adjustment resolution throughout the year. Reserves are replenished from the Fund’s net operations
in subsequent years.
DEBT SERVICE FUND RESERVES
Library General Obligation (GO) Bond Debt Fund
The Library General Obligation (GO) Bond Debt Fund is a Debt Service Fund established to account for the financi al
resources accumulated for principal, interest, and cost of issuance expenditures associated with the Library Bond Debt.
As Debt Service Funds are a governmental fund type, the fund reserves fall under the GASB 54 fund balance
classifications. Debt Service Fund reserves are classified as a Restricted Reserve with the funding only spent for
specific purposes as stipulated by the bond covenants.
The Library GO Bond Debt Fund ensures receipts are tracked separately, and that funding is available for the GO
Bond debt service requirements. At a minimum, the year-end fund balance reserve shall be sufficient to provide
working capital to cover the semi-annual principal and interest debt payment due on August 1st as the GO Bond tax
receipts are received after the 1st debt payment is due. December receipts provide for the February payment. In
addition, as bond assessments are collected as a percentage of property values, reserves should provide sufficient
funding to compensate for tax fluctuations. The fund ’s reserve maximum is set at no more than one-year of budgeted
annual expenditures.
The reserve balance is increased (or reduced) through establishing assessment rates at more (or less) than the semi -
annual payments and bond services require. Therefore , use or replenishment of the reserve is approved by Council
through budget adoption, and implemented through an increased or reduced assessment rate as a result of the fund’s
net operations.
Arrowhead Community Facility District Bond Debt Fund
In 2016, the City agreed to act as the fiduciary agent for the Arrowhead Community Facility District’s bond issuance
to fund the community’s water system infrastructure. The bond was issued in December 2018, and participants in the
bond issuance began assessment payments in FY 2018/19. The annual debt service assessment pays for the cost of
the bond’s principal and interest payments, and the associated administrative costs . Fund reserves are comprised of
assessments collected less bond costs. Assessments are established as dollar amounts rather than percentage rates, so
the CFD Bond Debt Reserve does not generate unexpected excess fund balance as does the GO Bond Debt Fund.
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CAPITAL IMPROVEMENT PROJECT FUND RESERVES
Overview
Capital Improvement Project (CIP) Funds account for the acquisition and maintenance of major capital assets other
than those financed through special assessments or enterprise funds. Capital Project Funds are a type of governmental
fund and therefore comply with GASB 54 fund balance classifications. Because Council has directed the fund’s
appropriated funding be spent on specific capital improvement projects, the Capital Project Fund Balance Reserve is
classified as Committed Fund Balance.
Budgeted capital improvement project funding is determined by the scope of work approved by Council, and remains
assigned for that use until completed or reassigned by Council. Fund Balance amounts represent the total remaining
funds in the individual projects at year-end. As Fund Balance amounts are determined by the amount of project
completion at year-end, setting a minimum or maximum amounts is not applicable. Fund Balance is automatically
re-appropriated to budgeted capital projects in the following fiscal year for the improvement work to be completed.
Street Improvement Projects Funds
Street Improvement Project Funds provide for a safe and functional roadway and pedestrian street system. Each Street
Improvement Fund (CIP Street Fund, CIP Grant Fund, and Gas Tax Fund) has multiple projects which roll up into the
overall fund balances, but remain designated for use by project.
The CIP Street Fund receives annual funding from designated fees, reimbursements, contributions, and transfers from
other funds. The CIP Grant Fund receives federal, state, and local grants which vary in source and amount from year-
to-year. On occasion, a private grant may be received. Typically, CIP Grant Funds have a negative fund balance as
project work is conducted before reimbursement is received. Gas Tax Funds represent annual Highway User Tax and
Transportation Congestion Relief revenue allocations that are to be accounted for separately and are subject to State
audits.
Park & Trail Improvement Project Funds
Park & Trail Improvement Project Funds provide for capital improvements to the City’s neighborho od and city parks
and plaza, the sport fields, bike and pedestrian trails, and open space areas throughout the City. Each of the Park &
Trail Improvement Funds (CIP Park & Trail Fund, CIP Tree Fund, and the CIP Park & Trail Grant Fund) have multiple
projects which roll up into the overall fund balances, but remain designated for use by project.
The CIP Park & Trail Fund receives annual funding from Park-In-Lieu fees, occasional subventions, reimbursements
and contributions, and transfers in from other funds. The Tree Fund receives revenue from tree fines and transfers
from other funds upon Council direction. The CIP Grant Fund receives federal, state, local and occasional private
grants which vary in source and amount from year-to-year. Typically, CIP Grant Funds have a negative fund balance
as project work is conducted beforehand and then reimbursed from expenditure invoices.
Year-end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Facility Improvement Project Funds
Facility Improvement Project Funds provide for capital maintenance and improvements of City-owned buildings and
structures throughout the City. Each of the Facility Improvement Funds (CIP Facilities Fund and the Facility Grant
Fund) have multiple projects which roll up into the overall fund balances, but remain designated for use by project.
The CIP Facilities Fund receives annual funding from a General Fund transfer, from Theater Ticket Surcharge Fees,
and from reimbursements and contributions. The Facility Grant Fund receives revenue from grants that vary in amount
from year-to-year. Typically, CIP Grant Funds have a negative fund balance as project work is conducted beforehand
and then reimbursed from expenditure invoices.
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Year-end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Administrative & Technology Improvement Funds
Administrative & Technology Improvement Project Funds provide for major capital expenditures to im prove or
enhance administrative, operational, and technology-based systems and processes. Each of the Administrative &
Technology Improvement Funds (CIP Admin & Tech Improvement Fund and the Admin & Tech Grant Fund) have
multiple projects which roll up into the overall fund balances but remain designated for use by individual project.
The CIP Administrative & Technology Improvement Fund typically receives funding from a General Fund transfer .
Administrative and technology improvement focused grants are limited, and typically limited to the Community
Development function for housing elements or development processes. If grants are received, projects typically have
a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices.
Year-end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
INTERNAL SERVICE FUND RESERVES
Overview
Internal Service Funds are established to provide centralized cost centers for shared expenses and services in order to
efficiently track costs and manage resources. Costs are then allocated back to operational programs based on usage
to more accurately determine cost of services.
The City’s Internal Service Funds include the two insurance funds: Risk Management and Workers Compensation,
four service/support funds: Office Support, IT Services, Vehicle & Equipment Maintenance, and Building
Maintenance Funds, and three equipment replacement funds: the Vehicle & Equipment Replacement Fund, the Office
Technology Equipment Replacement Fund, and the Building FF&E (Furnitur e, Fixture, & Equipment) Replacement
Fund.
Internal Service Funds are similar to the separate checking or savings accounts a person may use for different purposes.
And, as each fund is accounted for as a separate entity, operational revenues less expenditures result in either a positive
or negative net operations, with their own fund balance to offset operational losses if needed. At year end, each fund’s
net balance is represented as the “Fund Balance Reserve”.
The intent of the Internal Service Funds Reserves is to hold appropriate levels of reserves to support cash flow
throughout the fiscal year and to minimize interfund loans. Some of the Internal Service Funds do not accumulate
funds in excess of expected ongoing operational costs, but for the replacement funds, the purpose is to accumulate a
rolling balance to fund future replacement costs as needed. Individual fund reserve levels are explained in more detail
in the following fund sections.
Internal Service Funds are a type of Proprietary Fund; therefore GASB 54 fund balance classification (for
Governmental Fund types) does not apply. Instead, Internal Service Fund’s financial statement reports are presented
similar to private-sector businesses and use “Restricted” and “Unrestricted Net Position” to define net operational
balances (equity/fund balance reserves).
Unrestricted Net Position allows reserve funding to be used (with Council approval) within the general scope of the
fund’s purpose. Restricted Net Position reserves are limited to a specific use, narrower than the stated purpose of the
fund. For example, grant funding provided for a defined use, as in remaining funds from a Risk Management Training
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Grant within the Liability/Risk Management Fund, must be used for qualified training purposes. Most Internal Service
Funds reserves are held in the Unrestricted Net Position category.
Liability /Risk Management Reserve Fund
The Liability/Risk Management Fund’s Unrestricted Net Position Reserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
risk factors. Most claims are covered under the insurance risk pool JPA. The City is self -insured up to $25,000 per
General Liability and City Vehicle Auto Liability occurrence, and up to $5,000 for Property Damage and 3 rd Party
Auto Liability. Non-covered claims are paid fully by the City.
The Liability/Risk Management program receives funding from allocations charged to departments, from grant
funding, and from claim reimbursements. On occasion, the City is obligated to pay a claim settlement. While some
funds are budgeted for miscellaneous claim expenses each year, large claims may need to utilize reserves. For this
reason, the Fund Balance Reserve goal is set at about 100% of annual budget to both fund operational activity and for
claim funding as needed. At year-end, unspent funding flows into Unrestricted Net Position or Restricted Net Position
for specific purposes. Requests for use of reserve balance are approved by Council through budget adoption or by a
Council approved budget adjustment resolution during the year. If claim payments do utilize reserve funds, the reserve
is replenished from the Fund’s net operations in subsequent years.
Workers Compensation Fund
The Workers Compensation Fund’s Unrestricted Net Position Reserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
risk factors. The purpose of the Workers' Compensation program is to provide insurance benefit coverage for
employee work-related illness and/or injuries through its membership in a shared risk pool. The risk pool provides
self-insurance coverage up to $250,000, and excess insurance provides coverage over this amount up to $10 million.
The Workers Compensation program receives funding from allocations charged to departments, from grant funding,
and from claim reimbursements. At year end, unspent funding flows into Unrestricted Net Position, or Restricted Net
Position for grant funding. Requests for use of the reserve balance are approved by Council through budget adoption
or by a Council approved budget adjustment resolution during the year , such as for an unexpected large claim
settlement. The reserve is replenished from the Fund’s net operations in subsequent years.
Office Services Fund
The Office Services program provides a centralized cost center for administrative office support expenses, including
multifunctional copy machine leases, postage machines, various other office machines and associated maintenance
and repair services, as well as postage, paper, and copier supplies. For efficiency, shared office support costs are
managed collectively and charged back to departmental programs on a use-basis allocation. Accumulated net
operations are held in the Office Services Fund for working capital cash flow.
The reserve is funded from the allocations charged to covered departments. At year -end, unspent funding flows into
Unrestricted Net Position. Requests for use of excess reserve balance are approved by Council through budget
adoption or by a Council approved budget adjustment resolution during the year. Reserves are maintained at
approximately the 50% of budget level, however on occasion, excess Reserve funds are used for the replacement of
assets such as the mailing machine. The reserve is replenished from the Fund’s net operations in subsequent years.
Information Technology Services Fund
Information Technology Services provide for the delivery of technology -based services throughout the City’s
operations, including maintenance of the City’s information systems and infrastructure, program implementation,
streaming video, internet, landline, and wireless communications systems, cloud-based technology, and support of all
existing information technology as well as new technology initiatives. For technology oversight, security, and
efficiency, information technology costs are managed collectively and charged back to departmental programs on a
service-based allocation to fund the program.
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Funding for the program comes from these allocations charged to departments. At year-end, unspent funding flows
into Unrestricted Net Position. Accumulated net operations are held in the Information Technology Services Fund
for working capital cash flow. Requests for use of the reserve are approved by Council through budget adoption or
by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund’s net
operations in subsequent years.
Vehicle & Equipment Maintenance Fund
The Vehicle & Equipment Maintenance program provides for the fuel, maintenance, and servicing of the City’s fleet
and major equipment to ensure all vehicles and equipment comply with manufacturer’s recommendations and safety
requirements.
To fund the program, vehicle & equipment replacement costs are charged back to the departmental programs based
on assigned usage. Accumulated net operations are held in the Vehicle & Equipment Maintenance Fund for working
capital cash flow. At year-end, unspent funding flows into Unrestricted Net Position. Requests for use of the reserve
are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the
year. The reserve is replenished from the Fund’s net operations in subsequent years.
Facility Maintenance Fund
The Building Maintenance program provides for the custodial, maintenance, and non -major repairs and building
improvement services for all facilities at the Civic Center, Prospect Center, and Museum Park. Addit ionally, the
program supports the maintenance and repair needs for the tenants of City leased buildings as defined in the lease
agreements. To fund the program, total costs are allocated back to departmental programs primarily based on building
space usage. General and public use is allocated to the Non -Departmental program.
Accumulated net operations are held in the Building Maintenance Fund for working capital cash flow. Funding comes
from the allocations charged to covered departments. At year-end, unspent funding flows into Unrestricted Net
Position. Requests for use of the reserve are approved by Council through budget adoption or by establishing
chargeback funding levels higher or lower than budgeted expenditures. The reserve is replenished fr om the Fund’s
net operations in subsequent years
Vehicle & Equipment Replacement Reserve
The Vehicle and Equipment Replacement Fund Balance Reserve accounts for accumulated funding over an asset’s
lifespan, to be used for the replacement of the vehicle or equipment at the end of its useful life. Initial purchases are
paid for through a department’s operational budget. If the purchased item is for ongoing use, the Vehicle & Equipment
Replacement program appropriates an annual allocation for the replaceme nt of the vehicles and equipment based on
the asset’s cost and years of life. Final determination for replacement of the asset is determined through an analysis
of whether the cost of maintenance equals or exceeds the cost of replacing the asset.
The reserve is funded from allocations charged to departments and represents accumulated funding, less amounts
expended for asset replacement. At year-end, unspent funding is held in Unrestricted Net Position. The reserve is to
be maintained at a level sufficient to provide replacement funding of vehicles and equipment in accordance with
replacement schedules.
Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget
adjustment resolution throughout the year. The reserve is replenished from the Fund’s net operations in subsequent
years.
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Office Technology Equipment Replacement Fund
The Office Technology Equipment Replacement Fund accounts for accumulated funding over an asset’s lifespan to
be used for the replacement of office technology-based equipment such as desktop computers and monitors, laptops
and tablets, network infrastructure, and various other related equipment. Replacement costs are charged back to the
departments based on assigned equipment costs. Initial purchases are paid for through a department’s operational
budget. If the purchased item is for ongoing use, the Off ice Equipment Replacement program appropriates an annual
allocation for the replacement of the equipment based on the asset’s cost and years of life.
The reserve represents accumulated funding, less amounts expended for replacements. The reserve shall be funded to
provide replacement funding in accordance with replacement schedules. Funding for the reserve comes from the
allocations charged to covered departments. Requests for use of the reserve are approved by Council through budget
adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the
Fund’s net operations in subsequent years.
Facility Furniture, Fixtures & Equipment (FFE) Replacement Fund
The Facility FF&E Fund accumulates funding over an asset’s lifespan to be used for the replacement of furniture –
such as tables, chairs, and cubicle partitions; for fixtures - such as kitchen appliances, sound equipment, lighting, for
equipment - such as HVAC units, boilers, and generators; and for facility infrastructure – such as roof, door, window,
and floor/carpeting replacement.
Initial purchases for new assets may be paid for through the Operating Budget or through the Capital Budget. Annual
replacement charges are charged-back to the supported department programs with full replacement funding to be
accumulated over the asset’s estimated lifetime. Final determination for replacement of the asset is determined
through an analysis of whether the cost of maintenance equals or exceeds the cost o f replacing the asset. The reserve
is intended to be maintained at a level sufficient to provide replacement funding in accordance with replacement
schedules.
Requests for use of the accumulated reserve funding are approved by Council through budget adoption, or if an
unplanned situation occurs, by a Council approved budget adjustment resolution during the fiscal year. The reserve
is replenished by replacement charge allocations in subsequent years.
TRUST & AGENCY FUND RESERVES
Overview
Trust and Agency Funds are created to assist City-related agencies with fund management needs. Trust Funds hold
another entity’s funds and ensure the proper management of their money. Agency Funds are established to receive
and disburse another entity’s money, as directed by the associated e ntity.
The City does not currently have any Trust Funds but has one Agency Fund; the West Valley Clean Water Program.
Because Agency Funds manage their own money, the City of Saratoga does not dev elop Reserve Policies for Agency
Funds.
SUMMARY
Fund Balance Reserve Use
Council may utilize reserve funding at budget adoption or by adoption of a budget adjustment resolution during the
course of the year if necessary. Reserve funding is replenished from year-end net operations, or if the fund has a
negative net operation, then Reserve funds would offset the net operation loss with the close of the fiscal year.
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CIP PROJECT PROCESS POLICY
This procedural policy defines how a project moves through the CIP Budget Funding process: from the initial project
idea, through project development, to the Council’s CIP Project Review and CIP Budget Study Session meetings, and
if successful, into the Capital Budget as a funded project.
The CIP project development stage of the policy takes different tracks, depending upon whether the project idea is
staff driven or Council nominated. These two paths are discussed separately b elow, until the tracks converge for CIP
Project Review Meeting.
STAFF PROJECT DEVELOPMENT
1. CIP Project Initiation
As a function of staff’s day-to-day work, infrastructure improvements, large-scale repairs, and ongoing
maintenance and replacement projects are identified as potential capital improvements. These are often highly-
visible and tangible public assets such as street repaving, retaining walls, or park and trail improvements.
However, many essential CIP projects are less noticeable, including storm drain repairs, electrical or irrigation
upgrades, or ADA enhancements. Other projects are intangible administrative or technology improvements and
in most cases invisible to the general public, such as code updates/revisions, software and process improvements,
or economic vitality programs.
Staff discusses CIP project ideas with the appropriate Director or City Manager for feedback and refinement.
Ultimately, projects need clearly defined boundaries to identify project requirements, specifications, and
resources. While this is not always feasible in the initial stages of project development, the understanding that a
project will eventually require a clear and specific scope will encourage better preparation for discussing the
project idea and moving it through the approval process. After receiving initial approval, staff moves into the
idea development stage.
2. Idea Development
To move the idea forward, staff will analyze and articulate the project’s scope, political impacts, priority factors,
resource requirements, and any other relevant considerations.
a. Project Scope – Scope may include the description, project size and location parameters, project purpose,
and goals or deliverables, such as products, services or results. Project justifications and assumptions should
support the project’s purpose and definition, and may include cost-benefit analysis, risk assessments, funding
availability, or even community desirability factors.
The scope should clearly state if a project is to be funded and/or completed in phases rather than as a singular
body of work. If a phased project, information regarding future phases and total costs should be included.
For instance, a design project should include information on the intended project’s construction phases and
total estimated cost.
If the project is ongoing infrastructure maintenance such as a roof replacement, or a program project such as
a General Plan element update, this too should also be clearly noted. In the scope description, constraints or
restrictions may help to identify project limitations. And in some cases, project scope may be clarified by
exclusions – statements about what the project will not accomplish or produce.
Project Scope defines a commitment to produce a body of work or end-product with the resources provided
under the stated assumptions. The written scope helps to manage expectations and provide clarity to the
involved parties, reduce confusion and failure, prevent scope creep, and provide transparency to the
community.
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b. Political Considerations - Knowledge of historical information, which attests to the necessity of
Council/staff communication is of vital importance in project development. Determine whether this project
has come up for consideration before, or why was it not completed previously. Have circumstances changed?
Or are there lessons to be learned from a past project proposal?
Another consideration includes knowing whether a project might be controversial. Is there a segment of the
community strongly opposed to, or strongly supportive of this specific project? Will this project prompt
demand for further funding or resources? Have similar projects been completed in another part of the city?
Determine why this project should be considered a priority over others, and whether the p roject’s cost or
benefits would be supported by the community.
c. Priority Factors - Project priority is an important consideration in the CIP approval decision . Ultimately,
Council wants to support those projects that are of higher priority than others since there will never be enough
money or resources to do every project. Decision criteria may include factors such as:
• Health and Safety Issues
• Imminent failure of structure/system
• Short-term cost of repair vs. long-term cost of replacement
• Availability of external or dedicated funding
• Efficiencies
• Federal or State mandates
• Business or community support
• Impacts if project not undertaken
The severity of a priority criteria is considered in the decision making process. For instance, a project that
falls under the “Imminent Failure of Structure/System” criteria is assessed to determine whether there are
safety issues, or if immediate repairs would provide significant replacement or maintenance savings. Another
consideration would occur with Federal or State mandated projects. There may be little impact as to whether
the mandate is met, or there may be severe fines or risk of lawsuits for lack of timely completion. As a result,
project priority is based on the overall assessment of the collective circumstances; many factors contribute
to priority decisions and Council cannot rely upo n a clear hierarchical order upon which to base their
decisions.
d. Project Resources - In the City’s project development discussions, resources typically refer to financial
funding. However, resources may also refer to staff time, equipment and materials, community/stakeholder
participation or support, space requirements, information technology services, or some other type of support
or contribution needed for a project to be successful.
Funding plays a critical role in project development. In many cases, lower priority projects are approved
ahead of higher priority projects simply because there is designated funding available for the lower priority
projects. The ability to leverage designated funding with grant funding for a project proposal greatly
increases the likelihood a proposed project will be approved. Overall, a project funded solely by Capital
Project Reserve money needs to be more competitive due to funding limitations and the number of projects
competing for the same pot of funds.
An additional component of project resource considerations are the unstated resources (identified above)
required in project construction or implementation. For instance, staff time is limited, and time spent working
on one project prevents staff time being spent on another project. Project timing and staff time requirements
are therefore an important component of the number and types of project brought to Council for review.
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e. Other Considerations - Numerous other factors not mentioned above are also taken into consideration when
assessing a project idea. For example:
• Can the City afford the ongoing operating budget increases to maintain or implement the project?
• Or, does the project provide operational efficiencies or cost savings?
• Are there environmental concerns?
• Does it enhance the community’s art, education, or cultural resources?
• What impacts are there if the project requires development be staged in phases?
• Are there risk management concerns, or legal liability issues?
• Is there strong community interest in this project?
• Does the project contribute toward economic vitality?
Each project will differ, meaning analysis is specific to the circumstances, and diligent research and thought
should be put into developing project scope and justification.
In summary, the goal of idea development is to identify, quantify, and assess a project comprehensively. This
effort is intended to ensure that a proposed project is well thought-out, developed, and articulated thereby
enabling the City Manager and Council to make educated and rational decisions.
3. City Manager Approval
Staff’s proposed projects ultimately go to the City Manager. If approved for consideration, Staff will prepare
written narratives with project scope, justification, fiscal impacts, cost estimates, timelines, etc. as necessary for
Council Retreat assessment package and Finance Staff will add the project to the Proposed CIP Project List.
CITY COUNCIL PROJECT DEVELOPMENT
Council Members are often the recipients of residents’ suggestions and requests for capital improvements.
Depending on the topic, Council Members can take these opportunities to: 1) educate the residents on why a
project may not be feasible; or 2) provide residents with information on how to contact City staff with their
requests to determine feasibility; or 3) Council may support the project suggestion and decide to act as a proponent
for the project by guiding it through the Capital Project Nomination process:
1. Nomination
To move a project idea onto the CIP Candidate List, a Council Member is to propose the idea to fellow Council
Members at the end of a City Council Meeting during the Council Items session and request that it be put on the
CIP Candidate List for review during the next upcoming CIP budget cycle.
2. Idea Concurrence
A second Council Member must concur with the request to move the project idea onto the Capital Project
Candidate List.
3. Follow-up
A nomination to the Proposed Capital Project List is to be recorded in the City Council minutes and acted upon
as a follow-up item. City Manager will clarify/verify understanding of project scope and then assign staff to
complete Proposed CIP Project requirements, including preparation of project scope narrative and justification,
fiscal impacts, cost estimates, timelines, etc.
Council nominated projects are automatically included as a proposed CIP project in the CIP Project Review
package.
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CIP PROJECT REVIEW AND APPROVAL
1. CIP Project Review Package
In preparation for the annual Capital Project Review, Finance Staff will consolidate Proposed CIP projects
information, along with proposed changes to current CIP projects, and the current year’s CIP Unfunded Project
List into a presentation and CIP Project Review package for Council. The CIP Project Review meeting provides
Council with a forum to have an in-depth discussion on funding availability, assess project scopes, evaluate
priority criteria and resources, and examine impacts of other considerations for CIP projects at one time. The CIP
Review package will include:
● Available funding
● Current year CIP projects
● Proposed changes to existing projects
● The current CIP Unfunded List
● Proposed changes to projects on the CIP Unfunded List
● Proposed new CIP projects
● Proposed additions to the CIP Unfunded List
2. Capital Project Review Meeting
The City Council’s review of current and proposed funded and unfunded Capital Projects is held annually,
typically at the Council Retreat as part of the budget development cycle initiation. In addition to reviewing the
Capital Project Review package, the Council may request a currently funded capital project be reviewed to
determine if the project should continue in the following fiscal year. If consensus direction is given, staff will add
the currently funded project into the Review package for discussion at the follow-up CIP Budget Prioritization
Meeting.
In reviewing Capital Projects, Council may request revisions to a project’s scope, funding, or other component.
However, changes that redefine a proposed project must be Council’s consensus direction.
At the conclusion of the CIP Project Review meeting, Council may retain the CIP Project Review Binder although
the documents will also be available on the City’s website.
3. CIP Budget Study Session
The CIP Budget Study Session agenda is to:
• Remind Council of the upcoming fiscal year’s Capital Project funding availability.
• Recap the Proposed CIP Projects Review Meeting proposals and associated priority issues.
• Inform Council of any changes or modifications since the CIP Project Review Meetings.
• Answer questions Council may have on proposed projects.
• Reach consensus on the Proposed CIP Funding Scenario and CIP Unfunded List.
Council will conduct a final assessment and provide consensus direction to staff for CIP Project funding to be
included in the upcoming Proposed Budget Hearing to be held in May , and modifications to the CIP Unfunded
Project List, if any.
NOTE: Rejected project ideas may be brought back in following years for another attempt to become an approved
project, but must go through the project development process again.
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CIP PROJECT FUNDING
1. Proposed Budget Hearing
Staff will incorporate Council’s direction from the CIP Budget Study Session into the Proposed Capital Budget
brought to the City Council Budget Public Hearing that occurs in late May or early June. Council to provide any
final comments or direction for budget adoption.
2. Budget Adoption
The Operating and Capital Budgets are brought to Council in June with all final direction incorporated into the
final summaries. Council is asked to adopt the budget at this time, with budget funding effective on July 1 st , the
start of the next fiscal year.
3. Funding Process Follow-up
Approved CIP projects that do not receive funding allocations are assigned to the CIP Unfunded List. The CIP
Unfunded List has a life span of one budget cycle meaning the budget adoption keeps the Unfunded CIP Project
for consideration as a potential project in the following fiscal year CIP project discussions.
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