HomeMy WebLinkAboutFY 2023-24 Adopted Operating & Capital Budget
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 1
City of Saratoga, California
Adopted Budget
Fiscal Year 2023-24
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 2
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CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
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FISCAL YEAR 2023-24
CITY COUNCIL ADOPTED BUDGET
CITY COUNCIL
Kookie Fitzsimmons, Mayor
Yan Zhao, Vice Mayor
Belal Aftab
Chuck Page
Tina Walia
APPOINTED OFFICIALS
James Lindsay, City Manager
Richard Taylor, City Attorney
EXECUTIVE TEAM
Leslie Arroyo, Assistant City Manager
John Cherbone, Public Works Director
Nick Pegueros, Administrative Services Director
Bryan Swanson, Community Development Director
BUDGET PREPARATION TEAM
Frances Reed, Administrative Analyst
Shaheen Sarwari, Administrative Analyst
Gina Scott, Administrative Analyst
CONTACT INFORMATION
City of Saratoga · Administrative Services Director
13777 Fruitvale Avenue · Saratoga, California 95070 · www.saratoga.ca.us
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 4
TABLE OF CONTENTS
2023-24 City Manager’s Adopted Budget
INTRODUCTORY PAGE
City Manager’s Budget Message
Transmittal letter 7
2022-23 Major Accomplishments 10
2023-24 Major Initiatives 11
Organization Chart 13
City Overview
Mission Statement 17
Location 18
History 19
Demographics 22
Resident Services 23
Governance 26
Strategic Goals & Objectives 28
Fiscal Stewardship 30
Annual Budget Process 35
Budget Discussion
General Fund Overview 39
General Fund Revenues 40
General Fund Expenditures 44
Table of Contents
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 5
OPERATING PROGRAMS PAGE
City Council Programs 49
City Manager’s Department Programs 55
Administrative Services Programs 67
Community Development Programs 89
Public Works Programs 107
Community Services Programs 129
Public Safety Programs 141
Non-Departmental Programs 149
CAPITAL IMPROVEMENT PROGRAM
Introduction 159
Streets Capital Program 161
Parks & Trails Capital Program 193
Facilities Capital Program 213
Administrative & Technology Capital Program 223
American Rescue Plan Act State and Local Fiscal Relief Fund (ARPA SLFRF)239
SUPPLEMENTAL SECTION
Accounting and Budgetary Structure 249
Financial Planning 259
Employee Compensation 265
Glossary 273
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
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City Manager’s Budget Message
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
7
June 2, 2023
Honorable Mayor and City Council Members,
I am honored to present to you and the Saratoga community the City's budget for the fiscal year
beginning July 1, 2023. This budget represents a balanced spending plan that maintains current
service levels while addressing various challenges, including high inflation rates impacting
salaries and wages for City staff and contract personnel and the loss of solid waste franchise fee
revenue. To achieve a balanced budget, we have implemented several strategies, including
increased cost recovery fee revenue, reimagining our facility rentals service delivery model, and
a reduced additional payment to the City's unfunded pension liability payment by $0.3 million.
The process of achieving a balanced budget for 2023-24 began with City staff presenting a budget
deficit forecast of $1.7 million at the City Council meeting on January 4th. The largest component
of the deficit forecast is the impact of the California State Supreme Court's ruling in Zolly v. City
of Oakland, which led the West Valley Solid Waste Management Authority to remove solid waste
franchise fees from the latest solid waste hauler contract. The 2023-24 budget accounts for a
partial-year loss of the solid waste franchise fee revenue to the City, with the full revenue loss of
$1.3 million annually expected to start in 2024-25. Additionally, the inflationary impact on goods,
City personnel costs, and contract services has been a significant factor, with a 5.6 percent
increase in the San Francisco region Consumer Price Index (CPI-U) from January to December
2022, as reported by the US Bureau of Labor Statistics.
During the City Council's annual goals and priority-setting meeting, "retreat," on February 10th,
discussions were focused on addressing the significant budget deficit forecast. City staff updated
the baseline revenue forecast to include mid-year property tax receipts and an allowance for
increased user fee revenue based on the 2022 Comprehensive User Fee Study results.
Expenditure considerations included a cost savings opportunity, by reimagining facility rentals,
resulting from the retirement of the City staff member responsible for managing facility rentals.
The Council also provided preliminary guidance on the 2023-24 Capital Improvement Program
(CIP), considering project requests totaling $5.1 million, primarily funded through the General
Fund's Future Capital Reserve, projected to have a balance of $3.5 million by June 30, 2023.
These requests encompass funding for priority and dedicated revenue projects and additional
funding for existing CIP projects.
The most significant budget direction provided at the retreat is using one-time monies and
reductions in non-operating expenditures as a budget balancing strategy for 2023-24. City Council
directed that 2023-24 may be balanced, to the extent necessary, using one-time funds from the
General Fund's Working Capital Reserve. Additionally, the City Council expressed a willingness
to reduce the non-operating expenditure of making an additional payment to the unfunded
pension liability (UAL) if necessary to balance the budget, should the Working Capital Reserve
funds be insufficient or unavailable.
In the months of March through May, the City Council took several actions to implement the
direction provided at the February retreat, focusing on key areas such as capital improvements,
user fees, partnership expansion, and labor agreements.
Overview
City Manager’s Budget Message
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 8
Incorporating the direction from the retreat and City Council's February through April Capital
Improvement Program (CIP) prioritization process, the 2023-24 budget includes a total CIP of
$6.2 million, with $3.3 million funding from the General Fund's Future Capital Reserve and the
remainder from dedicated CIP revenues. Notably, there is a one-time increase of $1.3 million from
the General Fund's Future Capital Reserve to accelerate work in the Pavement Management
Program (PMP) CIP, demonstrating the continued investment in City roads to smooth future
replacement costs. It's important to recognize that this will be the last fiscal year with significant
additional funding available for the PMP through the General Fund, emphasizing the ongoing
need to address structural funding options for City roadways.
In March, the City Council addressed the deficit by amending the 2022-23 mid-year budget to
account for increased investment income revenue. The City's unencumbered cash is invested in
the Local Agency Investment Fund (LAIF), which experienced higher interest payments due to
increased yields on government securities. While the investment income is projected to remain
steady until the end of calendar year 2024, it is essential to note that federal monetary policy
drives LAIF yields.
The City Council reviewed the results of the 2022 Comprehensive User Fee Study in April, which
identified a General Fund subsidy of fee services in Community Development totaling $0.8 million.
After carefully considering the policy implications of fee increases, the Council directed that fees
for Community Development's planning and building services achieve an overall cost recovery of
75% and 90%, respectively. This decision increased user fees to achieve full cost recovery in
certain areas while maintaining highly subsidized rates in others. The results increase 2023-24
revenue by $0.4 million.
The City Council received an April report outlining $1.55 million in estimated expenditures from
the January and March 2023 extreme weather emergencies. Due to the significant extent of the
damages and the delay in receiving federal and state disaster relief funds, it has become
necessary to encumber the City's Working Capital Reserve fully. The Working Capital Reserve is
unavailable as a budget-balancing strategy for the fiscal year 2023-24. Consequently, a reduction
of the non-operating additional UAL payment by $0.3 million is necessary to balance the budget.
Once the federal and state disaster relief funds are received, the City Council can reconsider this
reduction and utilize the Working Capital Reserve funds if available to offset the decrease in the
additional UAL payment.
During May, the City Council approved an expansion of the existing partnership with Los Gatos-
Saratoga Community Education and Recreation (LGS-Rec) to include facility and field rental
management and administration starting in October 2023. The expanded LGS partnership will
reduce 1.0 full-time equivalent personnel, generating partial-year savings of approximately $0.08
million in 2023-24 and an annual structural savings of $0.14 million in 2024-25.
The City successfully negotiated successor labor agreements with its two employee bargaining
groups in May and June. These agreements include a cost-of-living adjustment of 5.6 percent in
2023-24 and 2.39 percent in 2024-25, partially offset by a reduction in City-paid furlough days.
The agreements also involve adjustments to benefits for the largest employee bargaining group,
limiting the annual increase in the City's medical premium contribution over the two-year labor
agreement.
City Manager’s Budget Message
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
9
Our work to ensure the City's future financial stability continues even after adopting the 2023 -24
budget as the structural deficit is expected to increase in 2024-25. We will continue working with
the Santa Clara County Sheriff’s Office, the City of Cupertino, and the Town of Los Altos Hills to
find opportunities to stabilize the City's second-largest expenditure, our law enforcement contract
with the Sheriff's Office, to find a viable long-term solution that allows the Sheriff's Office to
continue delivering reliable, responsive, and high-quality services to our community.
Furthermore, it is crucial to acknowledge that the budget does not include a contingency for future
extreme weather events. Our experiences with reimbursement requests for the January and
March 2023 storm events call into question our ability to rely on federal and state disaster financial
support. Without a contingency, external emergency funding is necessary for the City's extreme
weather event response. Consequently, City staff will continue to monitor opportunities for federal,
state, and regional funding avenues to provide relief for the City’s infrastructure. If funding is
unavailable, future action may be necessary to explore service level reductions or modify the goal
of making additional UAL payments.
I want to express my sincere appreciation to the City Council and City staff for their exceptional
partnership during this period of significant economic uncertainty. The Council took important first
steps towards reducing structural expenditures while strategically expediting underfunded
roadway repairs. City staff demonstrated their unwavering commitment by identifying
opportunities for cost savings while maintaining services such as reimagining facility rentals. Our
employee bargaining units also collaborated with the City to establish multi-year agreements
acknowledging persistent economic uncertainty. While work is ongoing, I am confident we will
continue to navigate these challenges together and work towards a financially sustainable future
for Saratoga.
Respectfully submitted,
James Lindsay
City Manager
Overview
City Manager’s Budget Message
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 10
2022-23 Major Accomplishments
Housing Element Update
The California Housing Element Law
requires cities and counties to update their
housing element every 8 years and this
planning document is subject to review and
approval by the Department of Housing and
Community Development. In July 2022, the
City submitted the initial draft of the Housing
Element to HCD for their review. The City
received the State’s comment letter in
October and a revised draft was resubmitted
in January 2023. On March 17, 2023 the
City Council approved the responses to
HCD’s comments and a new draft was
submitted to the State on May 30, 2023 for
third round of review.
Extreme Weather Response
City maintenance and engineering staff
responded to hundreds of storm related
damages resulting from two extreme
weather events. California’s 2022-23 winter
was one of the wettest in recent records with
atmospheric rivers and bomb cyclones
damaging roads, paths, and powerlines.
That followed a prolonged drought which
was one of the wettest and windiest winters
in recent years. Tree failures, mudslides, and
debris removal resulted in hundreds of extra
staff hours by City crews to ensure the safety
of the community both during and after the
storm events.
2022 Comprehensive User Fee Study
The City completed a review of all fee-based
services which identified the full cost of
providing each service. The study found that
general tax revenues subsidize Community
Development services by approximately $0.8
million with minor subsidies in business
license procession, code enforcement and
public works.
Distinguished Budget Award & Certificate
of Achievement for Excellence in
Financial Reporting
In 2022, the Government Finance Officers
Association awarded the City of Saratoga the
Distinguished Budget Award for the twelfth
year in a row, and the Certificate of
Achievement for Excellence in Financial
Reporting for the twenty-eighth year in a row.
These significant awards represent the City’s
thoughtful budget development to enhance
the quality of life in the community while
ensuring financial transparency and stability
in present and future years.
Landscape & Lighting District (LLD)
Funded Automated License Plate
Readers (ALPRs)
Council expanded the list of eligible LLD
expenditures to include ALPRs to support
districts interested in funding ALPR
installations. The LLD funded ALPRs will
expand the existing Flock Safety system
currently under pilot by the City at key City
entry points.
City Manager’s Budget Message
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
11
2023-24 Major Initiatives
ARPA Capital Improvement Plan Projects
Public Works will make significant progress
on Capital Improvement Plan projects
funded by the American Rescue Plan Act’s
(ARPA) $7.2 million allocation to Saratoga;
project descriptions begin on page 221. The
Saratoga Village Water Quality Improvement
project design will wrap up later in 2023, and
construction will commence in April 2024.
The project makes significant stormwater
management improvements to runoff from
the Village parking districts into Saratoga
Creek and advances Clean Water initiatives.
The Prospect Road Green Infrastructure and
the Stormwater Pollution Prevention
Program Compliance projects will also wrap
up in the first half of the fiscal year.
Electronic Plan and Permit Processing
Saratoga continues to refine and promote
online services using the Camino portal
which provides web-based planning and
building division submittals. In 2023-24, the
City will implement a new online rooftop solar
permitting program.
Reimagining Facility Rentals
The City entered into a strategic partnership
with Los Gatos-Saratoga Community Health
and Recreation (LGS-Rec) to assume
management and administration of City
facility and park rentals effective October 1,
2023. City staff will assist in facilitating the
transition to LGS-Rec for existing customers
that regularly use the facility. The transition
results in structural savings of approximately
$0.14 million per year.
Pavement Management Program
City Council expanded funding for the
Pavement Management Program CIP
allocating $1.337 million from the General
Fund’s Capital Reserve to ensure Saratoga
roadways are resurfaced and maintained as
needed.
Business System Improvements The
City’s business systems continue to evolve
where services are provided with greater
reliance on paperless and electronic
systems. The City continues to manage
immediate and long-term business system
improvements through a combination of
administrative policy updates, optimization of
existing technologies, and training on new
systems. Improvements include
implementation of a budgeting and
forecasting database and a financial system
upgrade.
Overview
City Manager’s Budget Message
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 12
ADOPTED BUDGET SUMMARY
Fund
July 1, 2023
Beginning
Balances Revenues Expenditures
Net Revenue
(Expenditure)
June 30, 2024
Ending
Balances
General Fund 15,091,428 28,273,852 31,507,539 (3,233,687) 11,857,741
Special Revenue Funds
Federal Grants/ FEMA 229,264 - - - 229,264
Lighting Districts 24,426 6,998 10,524 (3,526) 20,900
Landscape Districts 915,922 324,980 476,122 (151,142) 764,780
Landscape & Lighting Districts 360,735 183,447 210,284 (26,837) 333,898
ALPR L&L Districts - 88,205 88,205 - -
Storm Drain Districts 138,293 12,498 28,490 (15,992) 122,301
Special Revenue Funds Total 1,668,640 616,128 813,625 (197,497) 1,471,143
Debt Service Funds
General Obligation Bonds 907,672 846,385 844,385 2,000 909,672
Community Facility District Bonds 189,228 108,935 115,693 (6,758) 182,470
Debt Service Funds Total 1,096,900 955,320 960,078 (4,758) 1,092,142
Capital Improvement Funds
Streets Capital 3,658,568 5,392,000 5,392,000 - 3,658,568
Parks Capital 2,040,228 375,000 375,000 - 2,040,228
Facility Capital 473,638 35,000 35,000 - 473,638
Administrative & Technology Capital 1,273,702 125,000 125,000 - 1,273,702
ARPA/SLFRF Capital 6,536,264 - - - 6,536,264
Capital Improvement Funds Total 13,982,400 5,927,000 5,927,000 - 13,982,400
Internal Service Funds
Liability & Workers' Comp.807,030 1,555,421 1,485,690 69,731 876,761
Information Technology 1,622,954 1,094,054 1,195,719 (101,665) 1,521,289
Vehicles & Equipment 1,042,520 424,820 476,446 (51,626) 990,894
Buildings 1,717,064 1,396,640 1,510,393 (113,753) 1,603,311
Internal Service Funds Total 5,189,568 4,470,935 4,668,248 (197,313) 4,992,255
All Fund Total 37,028,936 40,243,235 43,876,490 (3,633,255) 33,395,681
2023-24 Adopted Budget
Funds Summary
Residents of Saratoga
2023 Estimated Population: 30,567
City Council
Kookie Fitzsimmons, Mayor
Yan Zhao, Vice Mayor
Belal Aftab
Chuck Page
Tina Walia
City Manager
James Lindsay
City-wide Totals
$37.94 million Operating Budget
$5.93 million Capital Budget
56.5 FTEs*
City Attorney
Richard Taylor
Shute, Mihaley & Weinberger
LLP
City Council
Appointed
Commissions &
Committees
Administrative
Services Department
Programs
Administrative Services
Finance
Human Resources
Information Technology
IT Equipment/
Replacement
Office Support
Non-Departmental
Risk Management
Workers Compensation
City Manager
and
Community Services
Departments
Programs
City Manager's Office
City Clerk's Office
Public Information Office
Public Safety/
Emergency Preparedness
Recreation
Facility Rentals
Community Engagement
City Funded Events
Community Events Grants
Community Support
Services
Community
Development
Department
Programs
Development Services
Advanced Planning
Code Compliance
Building Inspection
Facility Maintenance
Furniture, Fixtures, &
Equipment
Public Works
Department
Programs
General Engineering
Development
Engineering
Environmental Services
Streets & Storm Drains
Parks & Landscape
Maintenance
Vehicle & Equipment
Maintenance
Lighting & Landscape
Districts
Capital Improvement
Program
*FTE = full time equvalent personnel; 2080 hours per year per 1.0 FTE
Overview
City Manager’s Budget Message
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 14
AUTHORIZED PERSONNEL
Department/ Program 2019-20 2020-21 2021-22 2022-23 2023-24
City Manager's Department
City Manager's Office 2.30 2.30 2.30 2.30 2.35
City Clerk 1.10 1.10 1.10 1.10 1.10
Public Information Office 1.10 1.10 1.10 1.10 1.10
Total 4.50 4.50 4.50 4.50 4.55
Administrative Services
Administrative Services 1.00 1.00 1.10 1.10 1.10
Finance 4.95 4.95 5.25 5.25 5.25
Human Resources 1.65 1.65 1.65 1.65 1.65
Information Technology 2.30 2.30 2.25 2.25 2.25
Risk Management 0.30 0.30 0.30 0.30 0.30
Workers' Compensation 0.20 0.20 0.20 0.20 0.20
Total 10.40 10.40 10.75 10.75 10.75
Commuinity Development
Development Services 4.65 4.65 4.65 4.65 4.65
Advanced Planning 0.80 0.80 0.80 0.80 0.80
Code Compliance 1.55 1.55 1.55 1.55 1.55
Building Inspection 6.00 6.00 6.00 6.00 6.00
Facilities Maintenance 2.50 2.50 2.50 2.50 3.25
Total 15.50 15.50 15.50 15.50 16.25
Public Works
General Engineering 4.35 4.20 4.75 5.00 5.00
Development Engineering 1.25 0.95 0.40 0.40 0.40
Environmental Services 1.25 1.70 1.70 1.70 1.70
Streets 7.55 7.55 7.55 7.30 7.30
Parks 8.35 8.35 8.35 8.35 8.35
Vehicle & Equipment Maint 0.75 0.75 0.75 0.75 0.75
Total 23.50 23.50 23.50 23.50 23.50
Community Services
Recreation 0.05 0.05 0.05 0.05 0.05
Facility Rentals 1.55 1.55 1.55 1.55 -
Community Engagement 1.15 1.15 1.15 1.15 1.15
Total 2.75 2.75 2.75 2.75 1.20
Public Safety
Emergency Preparedness 0.25 0.25 0.25 0.25 0.25
Total 0.25 0.25 0.25 0.25 0.25
All Programs Total 56.90 56.90 57.25 57.25 56.50
1.0 FTE = 2,080 hours per year
City Manager’s Budget Message
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
15
The Government Finance Officers Association (GFOA) established the Distinguished Budget
Presentation Awards in 1984 to recognize state and local government budgets that incorporate
National Advisory Council on State and Local Budgeting guidelines and the GFOA's best practices
on budgeting. The 2023-24 Adopted Budget presentation and content reflects several of GFOA's
suggestions to further the City's application of industry best practices.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Saratoga
California
For the Fiscal Year Beginning
July 01, 2022
Executive Director
Overview City Manager’s Budget Message
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 16
ENABLING RESOLUTIONS
Presented in the order of budgetary impact
Resolution No. 23-061 – 2023-24 Budget Adoption
Resolution No. 23-072 – Amended Salary Schedule Updated Salary Schedule Effective July 1, 2023
Resolution No. 23-035 – Master Fee Schedule Effective July 1, 2023
Resolution No. 23-058 – Library Series 2011 General Obligation Bonds Debt Service 2023-24 Tax Levy
Resolution No. 23-059 – Arrowhead Community Facility District Bond Debt Service 2022-23 Tax Levy
Resolution No. 23-043 – Zone 41 – Saratoga Woods Tax Levy
Resolution No. 23-044 – Zone 42 – Gardiner Park Tax Levy
Resolution No. 23-045 – Zone 43 – Lower Pierce Tax Levy
Resolution No. 23-046 – Zone 44 – Golden Triangle Tax Levy
Resolution No. 23-047 – Zone 45 – Burgundy Tax Levy
Resolution No. 23-048 – Zone 46 – Austin Bainter Tax Levy
Resolution No. 23-057 – 2023-24 Appropriations Limit
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 17
City Overview
STATEMENT OF VALUES
The City of Saratoga strives to maintain a
high quality of life for its residents through
careful planning and infrastructure
maintenance, through activities to build
community, and by providing opportunities
for extensive citizen participation in
community issues. Succinctly, the statement
of values for our City is that:
Saratoga is a Community….
Where the common good prevails;
Where diversity and inclusivity are
celebrated;
Where the community values, respects,
and actively supports the well-being of
seniors, families, and people of all abilities;
Where neighbors and community members
work together for the common good;
Where the natural beauty of the City and its
hillsides is preserved;
Where historic assets are preserved and
promoted;
Where value is placed on an attractive, well
maintained and well-planned community,
with a small town, residential atmosphere;
Where homes and neighborhoods are safe
and peaceful;
Where local businesses provide a vibrant
presence in the Village and the other
commercial areas;
Where desirable recreational and leisure
opportunities are provided;
Where quality education is provided and
valued;
Where the arts and cultural activities which
serve the community and the region are
promoted;
Where government provides high quality,
basic services in a cost-effective manner;
Where government values community
involvement;
Where leadership reflects community
goals; and
Where, because of the forgoing, the
citizens and the families of Saratoga can
genuinely enjoy being a part of and proud of
this special community.
MISSION STATEMENT
Provide essential services which protect health, safety and welfare, and
satisfy the community’s desires to maintain its quality of while practicing
fiscal responsibility.
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 18
Located in the foothills of the
Santa Cruz Mountains,
approximately 26 miles east of
the Pacific Coast, 10 miles
southwest of San Jose, and 50
miles south of San Francisco,
the City of Saratoga runs along
the western edge of Santa
Clara County. The City of
Saratoga is an attractive,
affluent residential community
with a small-town vibe in the
midst of the world-famous
Silicon Valley. It is the gateway
to several distinctive
destinations:
The Village, Saratoga’s historic
downtown district, is filled with
unique shops and fine dining
establishments.
saratoga.ca.us/276/Saratoga-
Village
Hakone Gardens, the oldest
Japanese-style residential
Westerngardens in the
Hemisphere.
https://www.hakone.com/
Villa Montalvo, former home of
Senator James Duval Phelan, is
host to an art gallery, an artist-
in-residence program, concert
series, and 175 acres of park
grounds and hiking trails.
montalvoarts.org
The Mountain Winery, a popular winery and
event venue that is host to weddings, wine
tastings, and world class concerts in the
spring and summer. mountainwinery.com
LOCATION
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 19
City Overview
It began with a sawmill
Although the incorporated City of Saratoga
dates back only to 1956, the town had its
beginning more than a century earlier when
William Campbell began building a sawmill
operation here in 1847 about two and one-
half miles above the present downtown
village, along what is now State Highway 9.
Having spent the winter of 1846/47 in the
abandoned adobe buildings of Mission Santa
Clara, Campbell correctly surmised that the
settlers who were beginning to come to the
Santa Clara Valley would want to build sturdy
wood houses, reminiscent of the homes they
had left in the East. William Campbell saw
opportunity in the Santa Cruz Mountain
timber, and the settlement that would later
become Saratoga owes its start and early
development to that vision.
William Campbell’s sawmill operation was
delayed however after another millwright
constructing a sawmill at the western base of
the Sierra mountains, a hundred and fifty
miles northeast, found gold flakes in the
American River, touching off the 1849
California Gold Rush. In 1850, a young
Irishman named Martin McCarty leased the
sawmill Campbell had started and set about
to improve its access by building a road to
the site. To recoup his investment, McCarty
erected a tollgate near the present
intersection of Third Street and Big Basin
Way and charged a fee for the use of the
road.
It was common practice in those early days
for roads to be built on a private-enterprise
basis, then after a period of time, counties
would take them over and maintain them as
public thoroughfares. In McCarty's case,
although the tollgate was only used for about
a year, it was sufficient for the settlement to
be known as Tollgate for some years
afterward.
Due to the natural resources in the area, the
town had a brief industrial era. With the
settlement situated on a stream and an
abundance of lumber products, a furniture
factory, a tannery where harness and leather
goods were manufactured, and paper mills
were all built along the stream. And, with
Santa Clara Valley’s growing wheat
production, several flour mills were also built.
Due to the collection of mills, the settlement
was known for a short time as Bank Mills.
HISTORY
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 20
During the 1850’s local mineral springs with
a chemical content similar to that of
Congress Spring at Saratoga Springs, New
York was discovered below where the
sawmill was located, in a small canyon off
what is now known as Saratoga Creek. The
property was owned by a group of financiers
headed by Darius Ogden Mills, and
eventually a resort was built in the grand
manner of the famous eastern spa.
The elaborate resort hotel Pacific Congress
Springs flourished for almost forty years until
it was destroyed by fire in 1903. The
mountain setting and mild climate had made
Saratoga a popular resort area, and the
resort image lingered through succeeding
years, even as agriculture became the
dominant industry in Saratoga and the Santa
Clara Valley. And while Campbell’s Gap,
Tollgate, McCartysville, and Bank Mills were
at various times used as settlement names,
the community eventually settled on
‘Saratoga’ in 1865.
In the latter part of the 1800’s, the area's
fertile soil and available land developed into
another industry - agriculture. Apricots,
cherries and French prunes were particularly
well-suited to Saratoga's soil and climate.
Starting in the late 1860’s, the planting of
deciduous fruit trees increased until it
became the chief means of livelihood for the
whole region.
During the late 1880’s, the hillsides were
found to be amenable to viticulture and many
wineries were established. In 1890,
Saratoga became the home of the world-
renowned Paul Masson Winery. Convinced
that the rich California soil could produce
grapes for champagnes comparable to those
of France, the French immigrant Masson
brought grape cuttings from his native land to
plant on the hillsides.
Over time, Saratoga had developed into a
pleasant village and became the trading
center for the surrounding vineyards and
fruit-growing farms. During the early 1900's,
Saratoga had an enviable reputation as a
highly desirable place to live. The Interurban
Rapid Transit of the day began service which
connected Saratoga with the rest of the
Santa Clara Valley and beyond. Saratoga
soon became a haven for wealthy San
Franciscans who came to build elegant
hillside homes overlooking the lush valley.
One of these was the palatial Mediterranean-
style home of the United States Senator
James Phelan. His Villa Montalvo is now a
center for the cultural arts.
After World War II, the valley’s rapid
urbanization changed the character of
Saratoga from agricultural to suburban. As
space technology and the defense and
electronics industries were established in
nearby communities, Saratoga's open land
soon became more valuable for homes for
CITY OF SARATOGA, CALIFORNIA
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City Overview
the rapidly growing population, than it was for
vineyards and fruit orchards, although some
vineyards and a few scattered orchards do
remain as a reminder of the bygone era. The
City of Saratoga strives to maintain these
elements of its natural beauty and colorful
past through careful zoning policies and
historic preservation.
Public interest was stirred to new heights in
the mid-1950s when, with orchards giving
way to subdivisions, the annexation designs
of the City of San Jose became obvious. As
a result of this concern, Saratogans voted to
incorporate in 1956 and to establish their
own city government.
Saratoga Today
The City of Saratoga, as it exists today, is an
attractive residential community of 30,546
(January 1, 2021) known for its excellent
schools and prestigious neighborhoods. The
community’s historic downtown district,
known as "The Village", has distinctive
dining, unique shops, and numerous
buildings dating back to the late 1800’s and
early 1900’s. Saratoga residents place an
emphasis on historical preservation, and on
retaining the quality of the city’s semi-rural
ambiance.
The City also is home to Villa Montalvo, the
beautiful and palatial former home of Senator
James Duval Phelan which now hosts an art
gallery, an artist in residence program,
concert performances, park trails and
grounds. It serves as a desirable wedding
venue, and reservations must be made a
year in advance.
Another local gem adjacent to City limits is
the former Paul Masson homestead and
winery in the Saratoga foothills, now known
as the “Mountain Winery”. This high-end
event venue features world-class concerts
each spring and summer and is known for
its stunning open-air backdrop and both
hillside and valley views. Hakone Gardens,
the oldest Japanese-style residential
garden in the Western Hemisphere, is
another beautiful park and desirable
wedding venue. The garden lies just
outside of the Village and is maintained and
run by the Hakone Foundation. The
Foundation offers classes, festivals,
Japanese culture, and peaceful,
contemplative walks as one strolls through
the finely manicured gardens.
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
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DEMOGRAPHICS
11,064 households 1
•$201,046 median household income
•$2,000,000+ median value of owner-
occupied house units
•2.79 persons per household
•92.6% residents living the same house,
1 year or more
30,163 residents 1
•2.0% persons under 5 years of age
•20.1% persons under 18 years of age
•23.9% persons 65 years of age and over
•50.4% female persons
•77.9% Bachelor’s degree or higher
Race 1
•49.6% Asian
•43.5% White non-Hispanic or Latino
•3.8% Two or more races
•2.5% Hispanic or Latino
•0.4% American Indian and Alaska Native
•0.2% Black or African American
Source: 1 2020 US Census
2 California Employment Development Department, 2022
14,800 Total City Employment 2
Top 5 employers:
•West Valley Community College
•Saratoga Union School District
•Saratoga Retirement Community
•Our Lady of Fatima Villa
•Saratoga Pediatric Sub-Acute Hospital
CITY OF SARATOGA, CALIFORNIA
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City Overview
The City of Saratoga’s budget includes
appropriations for a limited portfolio of public
services as detailed below. In addition,
community members are served by several
other governmental and for-profit companies
including fire, utilities, and schools.
CITY SERVICES
https://www.saratoga.ca.us/31/Residents
Community Development
Community Development guides the
physical growth of the City and preserves the
community’s quality of life by administering
zoning regulations, providing building
inspection services, code enforcement,
arborist services, and ongoing advanced
planning activities that maintain the City’s
General Plan. The department also supports
the City’s business community through
participation and funding of economic
development activities.
https://www.saratoga.ca.us/150/Community-
Development
Public Works
Public Works oversees engineering and
capital project functions; reviews the public’s
development plans for engineering and
geological oversight; maintains the City’s
parks, trails, medians, right-of-way, grounds,
bridges, and landscape districts; repairs and
maintains the roadways system including
streets, traffic and pedestrian signals,
lighting, and storm drains; provides vehicle
maintenance oversight and minor
maintenance; and ensures the City’s
environmental responsibilities are fulfilled,
including externally-driven responsibilities
under the Clean Water Act and solid waste
mandates.
https://www.saratoga.ca.us/190/Public-
Works
City infrastructure projects page:
https://www.saratoga.ca.us/191/City-
Infrastructure-Projects
Public Safety
The City of Saratoga contracts for law
enforcement services with the Santa Clara
County Sheriff’s Office. Services include
traffic, patrol, and general law enforcement,
as well as ancillary programs to educate the
community on crime prevention, traffic
safety, and emergency response. Animal
control services, including licensing, animal
control, and field and shelter services, are
provided on contract by the City of San Jose
Animal Care and Services Division (SJACS).
Sheriff’s Office:
https://www.saratoga.ca.us/195/Sheriffs-
Office
Animal Control Services (SJACS):
https://www.sanjoseca.gov/your-
government/departments-offices/animal-
care-services/services/animal-control
The City’s Emergency Preparedness
Program is coordinated by City staff to
support both City and community emergency
response efforts in the event of a significant
earthquake, fire, or other natural or man-
made disasters, and coordinates with
various emergency services agencies and
RESIDENT SERVICES
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
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utilities to prepare residents for self-
sufficiency and proper response to
emergency events.
https://www.saratoga.ca.us/224/Emergency-
Preparedness-and-CERT
General Administration
The City Manager’s Department supports the
Council’s legislative and policy interests,
provides management and leadership, and
direction for the City organization. The City
Manager’s Department also supports
Commissions, interacts with community
groups, fosters community relationships, and
provides public awareness of municipal
programs, services, and goals through
effective community outreach, using
avenues including the City website, media
relations, social media, and various
publications.
https://www.saratoga.ca.us/234/City-
Managers-Department
Administrative Services provides internal
support including finance, human resources,
and information technology services to all
City departments and operations.
https://www.saratoga.ca.us/180/Administrati
ve-Services
OTHER RESIDENT SERVICES
Saratoga residents are served by several
other public agencies and organizations to
complete the portfolio of resident services.
Fire
The Saratoga Fire Protection District and
Santa Clara County Fire District (SCCFD)
provide fire services to the Saratoga
community. Both Districts are operated by
the Santa Clara County Fire Department.
The SCCFD serves Santa Clara County and
the communities of Campbell, Cupertino, Los
Altos, Los Altos Hills, Los Gatos, Monte
Sereno and Saratoga.
https://www.sccfd.org/
Library
The Santa Clara County Library District
serves the cities of Campbell, Cupertino,
Gilroy, Los Altos, Los Altos Hills, Milpitas,
Monte Sereno, Morgan Hill, Saratoga, and
the unincorporated areas of the County.
https://sccl.bibliocommons.com/locations/S
A
Recreation Programs, Facility & Field
Rentals
Saratoga contracts with Los Gatos Saratoga
Recreation (LGS Recreation) for recreation
services. https://www.lgsrecreation.org/
Schools
Saratoga students are served by six school
districts in and around the City of Saratoga.
Depending on where you live in the city, the
CITY OF SARATOGA, CALIFORNIA
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City Overview
public school your children attend may be
located nearby, but outside the City limits.
Saratoga Union School District
https://www.saratogausd.org/
Los Gatos-Saratoga High School District
https://www.lgsuhsd.org/
Cupertino Union School District
https://www.cusdk8.org/
Campbell Union High School District
https://www.cuhsd.org/
Fremont Union High School District
https://www.fuhsd.org/
Campbell Union School District
https://www.campbellusd.org/
UTILITIES
Electricity and Natural Gas
Pacific Gas and Electricity (PG&E) provides
electric and natural gas to the Saratoga
community. On February 2, 2016, the
Saratoga City Council approved joining a
countywide Community Choice Energy
partnership, Silicon Valley Clean Energy
(SVCE), which provides an option for
residents to purchase 100 percent clean
energy.
PG&E https://www.pge.com/
SVCE https://www.svcleanenergy.org/
Garbage and Recycling
West Valley Collection & Recycling is the
exclusive recycling, green waste and
garbage hauler for Campbell, Los Gatos,
Monte Sereno, and Saratoga. https://
westvalleyrecycles.com/
Sewer
West Valley Sanitation District provides
wastewater collection and disposal services
for the cities of Campbell, Monte Sereno, Los
Gatos, much of Saratoga, and some
unincorporated areas of the county within the
district boundary. Cupertino Sanitary District
provides sewer service to customers within
the communities of Cupertino, portions of
Saratoga, Sunnyvale, Los Altos, and
unincorporated areas within Santa Clara
County. https://www.westvalleysan.org/
Water
Founded in 1866, San Jose Water is an
investor-owned utility, and is one of the
largest and most technically sophisticated
urban water systems in the United States.
https://www.sjwater.com/
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
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CITY COUNCIL
The City of Saratoga was incorporated in
1956 and operates under a Council/Manager
form of government. City Councilmembers
are elected to staggered four-year terms and
annually select a member of City Council to
serve as mayor and vice-mayor. City Council
appoints two City officials: City Manager and
City Attorney. City Council also appoints
members to the Planning Commission and
several advisory bodies.
https://www.saratoga.ca.us/241/City-Council
City Council Bodies
Finance Committee – The Finance
Committee (previous formats included the
Finance Advisory Committee and the
Finance Commission) was originally formed
in 1981 to advise the City Council on financial
matters pertaining to the governing of the
City, as well as on the use of fiscal resources
and the development of technology for the
City. In 2007, the Council reconstituted the
Finance Commission as a Finance
Committee to review financial matters with
the City's Administrative Services Director in
preparation for the City Council meetings. In
2016-17, the Council restructured the
Committee as a “Committee of the Whole” to
allow all Council Members to attend Finance
Committee meetings and comment if they so
desire, although only the two appointed
members may vote on recommendations
and decisions. The two appointed Council
members each serve one-year terms of
office; meetings are held monthly or on an
as-needed basis.
https://www.saratoga.ca.us/359/Finance-
Committee
Disaster Council – The Disaster Council is
comprised of the Mayor, City Manager,
Assistant Director of Emergency Services,
and representatives of the Sheriff’s Office
and County Fire. The primary responsibility
of the Disaster Council is to develop the
City’s Emergency Operations Plan and
recommend changes to the Plan for City
Council consideration as needed.
https://www.saratoga.ca.us/365/Disaster-
Council
City Council Appointed Commissions
and Committees
Planning Commission – The seven (7)
member Planning Commission advises
Council on land use matters such as the
General Plan and specific plans, zoning and
subdivisions. The Commission plans for the
future orderly physical development of the
City and informs and educates the public on
current land use and urban planning issues.
In many areas, the Planning Commission
also acts as a legislative body in making
determinations within the framework of
applicable State laws and City ordinances.
Ultimate decisions on land use reside with
the City Council. Members are required by
State law to file an annual statement of
economic interests.
https://www.saratoga.ca.us/357/Planning-
Commission
Heritage Preservation Commission – The
Heritage Preservation Commission,
comprised of seven (7) members, functions
as a liaison working in conjunction with the
Council, the Planning Commission, and the
agencies and departments of the City to
implement the City's Heritage Preservation
Ordinance. The Commission's scope
includes property surveys within the
boundaries of the City of Saratoga for the
purpose of establishing an official inventory
of heritage resources and recommending to
the City Council specific proposals for
designation as a historic landmark, heritage
lane or historic district. One member is
nominated by the Saratoga Historical
Foundation and two members must be
trained and experienced in the field of
construction and structural rehabilitation,
such as a licensed architect, engineer,
contractor, or urban planner.
https://www.saratoga.ca.us/285/Heritage-
Preservation-Commission
CITY OF SARATOGA, CALIFORNIA
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City Overview
Library & Community Engagement
Commission – The five (5) member Library
& Community Engagement Commission
serves as an advisory body on library
policies, budgets, plans and procedures to
the City Council, City staff, the Santa Clara
County Library staff, and the Saratoga
Library Supervisor. The Commission has no
administrative authority over the library's
operations but does participate in the general
planning for library operation and library-
related programs and policies. One member
is nominated by the City of Monte Sereno.
https://www.saratoga.ca.us/330/Library-
Commission
Parks and Recreation Commission – The
Parks and Recreation Commission,
consisting of five (5) members, advises the
Council on matters that relate to parks and
recreation. Principally, the commission
serves as a conduit between the public and
the Council, assesses public input, collects
information, and makes recommendations to
the Saratoga City Council.
https://www.saratoga.ca.us/364/Parks-
Recreation-Commission
Pedestrian, Equestrian, and Bicycle Trails
Advisory Committee – It is the mission of
the Pedestrian, Equestrian, and Bicycle
Trails Advisory Committee to advise the city
regarding the planning, acquisition, and
development of trails and sidewalks and to
maintain the trails network to enhance the
quality of life in Saratoga. The number of
committee members vary over time,
depending on interest.
https://www.saratoga.ca.us/350/PEBTAC-
Trails-Advisory-Committee
Public Art Commission – The Commission
provides counsel and recommendations on
public art policies, budgets, plans, and
procedures to the Saratoga City Council. As
directed by the City Council, the five (5)
member Commission will evaluate and
assess public art projects or programs and
perform such other activities as may be
directed by the Saratoga City Council.
https://www.saratoga.ca.us/510/Public-Art-
Commission
Traffic Safety Commission – The Traffic
Safety Commission investigates, reviews,
and analyzes traffic safety issues raised by
the Community members and Public Safety
Agencies. The five (5) members meet on a
bi-monthly basis to provide a venue for the
public to express concerns regarding traffic
safety matters. The Commission makes
recommendations to the City regarding traffic
safety.
https://www.saratoga.ca.us/329/Traffic-
Safety-Commission
Youth Commission – The Youth
Commission is comprised of eleven (11)
middle and high school students appointed
by the City Council for two-year terms. The
rotating appointments ensure both first- and
second-year members are on the
commission. Commissioners participate in
community activities and serve as a liaison
between the teen community and the City
Council.
https://www.saratoga.ca.us/337/Youth-
Commission
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
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Strategic Goals and Objectives support the City’s vision, and mission, and represent the
foundation on which City Council makes decisions. The below list of goals and objectives are
considered overall long-term guidance upon which shorter-term departmental objectives and
general direction is developed and implemented within the City’s budget workplan.
STRATEGIC GOALS & OBJECTIVES
Ensure fiscal responsibility
and transparency, proactively
seeking opportunities for
improvements:
•Strengthen the City’s
fiscal health and stability
•Preserve essential
services
•Effectively manage
revenue streams
•Expend and use fiscal
resources responsibly
•Maintain fund balance
reserves
•Nurture an environment
which attracts, retains,
and expands economic
opportunities
•Support externally funded
community infrastructure
improvements
II. Fiscal Stewardship
Provide a proactive,
responsible, inclusive,
respectful, transparent, and
trustworthy government
dedicated to delivering
effective high-quality
leadership for the community:
•Responsive and
accountable to the
community
•Effective City leadership
•Organization
performance
management
•Transparent government
•Civic engagement
•Community partnerships
I.City Leadership
Provide for a safe and secure
community:
•Preservation of life and
property
•Crime prevention
•Wildfire prevention
•Emergency preparedness
III. Public Safety
Maintain the City's facilities
and public infrastructure in a
safe and sustainable manner
to address the functional
needs of our residents in a
cost-effective manner:
•Excellent street system
•Safe, well-functioning,
and beautiful roadway
Infrastructure
•Well-maintained, safe
parks
•Useful and safe trails and
open space
•Clean, safe, and pleasant
City facilities
•Well-maintained vehicles
and equipment
IV.Facilities &
Infrastructure
CITY OF SARATOGA, CALIFORNIA
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City Overview
Honor Saratoga's heritage by
preserving significant historic
assets:
•Enhance policies to
maintain the City's
historic heritage
•Enhance standards to
maintain architectural
attractiveness
•Protect Saratoga's natural
beauty
V. Community Heritage
Proactively support
environmental sustainability
efforts:
•Protect and optimize the
City's natural resources
and environment through
sustainable practices
•Establish and implement
comprehensive, long-
range environmental
sustainability goals and
policies
•Embrace environmentally
friendly practices
•Educate the community
on environmental issues
•Reduce the City’s carbon
footprint
VII. Environmental
Sustainability
Foster a culturally enriched and
diverse culture and engaged
community:
•Enhance community
vibrancy and engagement
•Enhance and promote
quality of life in the
community
•Promote health as a
community value
•Cultivate organizational
and leadership potential in
the community
•Foster a business-friendly
environment
•Strengthen Saratoga as an
age friendly city
VI. Community
Enrichment
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
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The City of Saratoga strives to achieve fiscal sustainability and has adopted several policies
included in the Reference Section of this document. The following narrative summarizes the City
Council adopted fiscal stewardship policies with notation of the first page of the full policy
documents, if available.
MAJOR RESERVES
The following summarizes the City Council’s adopted fiscal sustainability policies that support the
City’s approach to balancing the need for quality services to today’s community members while
planning for anticipated and unanticipated financial needs that may impair the City’s ability to
continue service to the community.
Reserve Purpose and Funding Policy Annual
Funding
Goal
Est. Balance 7/1/23
Hillside
Stability
Reserve
To provided funding for emergency
or extraordinary costs related to
hillside degradation inclusive of slide
prevention and mitigation, slide
repair, and associated drainage and
roadwork that must commence
before the end of the fiscal year.
$100,000, if
balance falls
below $1
million.
$1.00 million
Road &
Facility
Replacement
Reserve
To accrue funding for the major
rehabilitation or replacement of City-
owned roads, buildings, and
structures.
$500,000 $3.70 million
Future Capital
Improvement
Program
Reserve
To accrue funding for future Capital
Improvement Program (CIP)
projects using General Fund
operating surplus remaining after
other funding goals.
n/a $0.22
million
Fiscal
Stabilization
Reserve
To accrue funds for temporary
budget stabilization caused by fiscal
downturns, natural disasters,
legislative action, claim loss.
$100,000, if
operating
surplus is
more than $1
million.
$3.15 million
FISCAL STEWARDSHIP
CITY OF SARATOGA, CALIFORNIA
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City Overview
OPERATIONAL RESERVES
Operational reserves are distinguished from Major Reserves in that the reserves are intended to
fulfill commitments arising out of City operations. City Council establishes a threshold level based
on operation.
FINANCIAL POLICIES
The City Council of Saratoga has established
detailed financial policies to guide daily
operations and future planning. Here are
summaries of several significant policies:
ASSETS
Cash and Investments – The City follows a
Council-approved Investment Policy that
aims for fiscal security and sets investment
risk levels within the City's defined security
restrictions and investment objectives. The
Investment Policy is reviewed and adopted
by the Council annually, aligning with the
State's California Debt and Investment
Advisory Commission (CDIAC) guidelines.
Fund reserves and excess operational
funding requirements are deposited in the
California State Treasurers’ Local Agency
Investment Fund (LAIF), unless explicitly
approved by the City Council to invest in
other vehicles as allowed by the Investment
Policy. Administrative Services oversees
Treasury functions and provides monthly
Treasurer's Reports on City funds,
investments, and interest earnings.
Fixed Assets & 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
included in the capitalization schedules.
Reserve Purpose and Funding
Policy
Annual
Funding Goal Est. Balance, 7/1/23
Carryforward
Reserve
To provide funding for year-
end purchases that will record
as a transaction in the next
fiscal year and cannot be
accrued to the prior year.
As necessary
at year end.
$0.10 million
Working Capital
Reserve
To accrue sufficient funds to
meet General Fund
obligations for sixty (60) days
and avoid use of short-term
borrowing for cashflow
management.
As necessary
to maintain a
$1 million
balance at
year-end.
This Reserve is fully
encumbered to meet
cash flow requirements
until receipt of federal
and state disaster relief
funds for the 2023
Storm emergencies
Compensated
Absences
Reserve
To accrue funds to smooth
expenditure fluctuations
resulting from the payout of
accrued leave to employees
at their separation from city
employment.
One-third (1/3)
of the liability
as calculated
each June 30.
$0.30 million
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
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Repairs and maintenance of infrastructure
assets are typically not capitalized unless
they extend the asset's useful life. The City
maintains a long-term fiscal perspective
through a five-year Capital Improvement
Program, which focuses on maintaining the
quality of City infrastructure. Internal Service
Fund programs are also utilized to maintain
and replace operational infrastructure, such
as City buildings, fixtures, equipment,
vehicles, public works equipment, and
technology-related equipment. Asset
information is retained to facilitate the
preparation of financial statements in
accordance with Generally Accepted
Accounting Principles (GAAP)and
compliance with Governmental Accounting
Standards Board (GASB) Statement No. 34
requirements.
LIABILITIES
Pension Liabilities – In pursuit of prudent
fiscal practices and long-term financial
sustainability, the City employs various
strategies to mitigate the overall cost of
pension benefits and prior-year liabilities.
These strategies include offering lower-tier
pension benefits for new employees, making
lump sum prepayments, and accelerating
unfunded pension liability payments.
Long-Term Debt – Saratoga's debt policy
adheres to State regulations and accounting
standards. The City does not typically incur
debt for operational or capital improvements.
In exceptional circumstances, the City may
seek voter approval for bonded debt, either
city-wide or through Community Facility
Districts.
FUND BALANCE
The City reserves a portion of its funds for
future use to maintain fiscal stability, ensure
orderly government operations, provide
services to residents, and mitigate current
and future risks. The City Council determines
when and whether to appropriate available
funds to and from a reserve account based
on specific directions in the annual budget or
separate City Council actions, unless
otherwise specified by policy. Adequate
reserves are maintained for all known
liabilities and established City Council and
community-directed initiatives, reflecting
responsible fiscal stewardship.
REVENUES
Cost Recovery (User Fees) – Saratoga's
Fee Schedule catalogs fees charged for
services to the community, with varying
levels of general taxpayer support. Planning
and building services provided by the
Community Development department aim for
full cost recovery for certain land uses and
improvements that primarily benefit the
property owner. However, other services
provided by Community Development offer
greater community-wide benefits, and the
City Council policy sets a lower cost recovery
for those services, such as code compliance
and event permits. The most recent
comprehensive review of user fees and the
cost of services was completed in 2022 and
reflected in the City Council-adopted fee
schedule effective from July 1, 2023. The
new fee schedule establishes fees in
Community Development to achieve an
overall cost recovery for planning and
building services of 75% and 90%,
respectively. Annual escalators may be
considered by the City Council to ensure that
fees remain reasonably current with
underlying personnel costs.
Grants and Donations - The City
recognizes the value of grants and donations
in extending existing services, introducing
new initiatives, enhancing artistic and
cultural infrastructure, implementing
technological advances, and subsidizing
programmatic staffing for various purposes
such as public safety, recreational activities,
development support, social services,
homeland security, and economic efforts.
Saratoga actively pursues federal, state,
local, foundation, business, and private
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 33
City Overview
grants that align with the City's priorities and
provide a benefit, considering grant
requirements.
EXPENDITURES
Expenditure Budget Management -
Expenditures must adhere to the City's
purchasing policy, travel policy, credit card
policy, contract policy, public contract code,
state or federal law, and other applicable
guidelines or regulations. Expenditure
management occurs at the program level.
The City Manager has the authority to
transfer appropriations within a fund in the
adopted budget, while the City Council
retains authority for appropriation increases
and decreases, transfers between funds,
and scope and funding changes to Capital
Improvement Program (CIP) projects.
Capital Improvement Program - The City
maintains five Capital Improvement Program
(CIP) project areas that are comprised of
multiple discrete projects. Unspent project
funds carryover automatically from year to
year, restricted to the project receiving the
original appropriations unless directed
otherwise by City Council through a formal
budget amendment. In the case of some
projects, the City may appropriate funds over
serval years sufficient to accumulate the
necessary amount to complete a project.
The City Council has established a policy
that allocates all revenue received in the
budget year with a roadway nexus to fund the
Pavement Management Program. For the
2023-24 fiscal year, the total revenue from
various sources with a roadway nexus
amounts to $2.6 million. This includes
revenue generated from State Gas Taxes
and the Roadway Rehabilitation Fund (SB1),
the City's Refuse Vehicle Impact Fee, and
Santa Clara County Measure B Sales
Taxes.
In addition to funding the Annual Pavement
Management Program, the City Council has
set a funding goal of $900,000 for six priority
projects within the Capital Improvement
Program. These priority projects receive
special attention and resources to address
their specific needs and importance to the
City.
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 34
CAPITAL IMPROVEMENT PROGRAM FUNDING PRIORITIES
Project Name Annual Funding Goal 2023-24
Funded Level
Project
Description
Page
Annual Pavement
Management Program
100% dedicated PMP
revenues: Gas Taxes,
Roadway Rehabilitation
Fund (SB1), Refuse
Vehicle Impact Fee,
Santa Clara County
Measure B Sales Taxes
100% dedicated
revenues plus
one-time
funding:
$2.6 million and
$1.3 million
General Fund
Future Capital
Reserve
164
Annual Sidewalk, Storm
Drains, Curb & Gutter, and
Bridge Infrastructure
$250,000 100%173
Annual Retaining Wall
Infrastructure
$200,000 100%189
Annual Parks, Trails, Grounds
and Medians Infrastructure
$250,000 100%196
Annual Roadway Safety and
Traffic Calming Infrastructure
$150,000 100%166
Annual Public Art
Infrastructure
$25,000 100%231
Annual Hakone Gardens
Infrastructure
$25,000 100%198
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 35
City Overview
PURPOSE
The budget serves multiple purposes and
functions as a comprehensive financial plan
for each fiscal year beginning July 1st. It is
not only a document outlining the City's
financial activities for a specific fiscal year,
but also serves as a policy document, a tool
for communication, and a guide to City
operations.
The budget focus is on long-term financial
stewardship, sustainability, service delivery,
and program management. It plays a crucial
role in articulating the City's annual strategic
plan by connecting the overall goals and
objectives to the specific services and
projects that the City intends to accomplish.
It also highlights the resources allocated for
these endeavors.
To facilitate this linkage, the program-based
budget presents programs as organized
under a main department. The program
budgets identify the purpose of each
program, outlines key projects, and sets
workplan goals in relation to revenue and
expenditure appropriations. Programs
evolve year-over-year and can move
between department umbrellas as
operations change.This ensures
transparency and accountability in the
allocation and utilization of funds.
The City adopts an annual budget that
includes appropriations for both operating
and capital improvement program
expenditures for the upcoming fiscal year.
The budget is presented as a summary level
budget document that reflects the City's
financial statements and follows industry
standards and best practices.
BASIS OF BUDGETING AND
ACCOUNTING
The budget is developed on a program basis
with fund level authority, representing the
services and functions provided by the City
in alignment with the allocated resources for
the fiscal year. The Capital Improvement
Program (CIP) is funded and defined by its
approved projects, and any ongoing or
incomplete projects are re-appropriated into
the following fiscal year.
The Basis of Accounting and Budget refers
to the timing factor concept in recognizing
transactions. This basis plays a crucial role
in the overall financial system as the budget
determines the accounting system used. For
example, if the budget anticipates revenues
on a cash basis, only cash revenues are
recorded as receipts in the accounting
system. Similarly, if the budget uses an
accrual basis, the accounting system follows
suit. This consistency is also reflected in the
City's Annual Comprehensive Financial
Report (ACFR), the State Controller's Annual
Cities Transactions Report, and all other
report documents.
Government budgets and accounting employ
a mix of accounting methods. A hybrid cash
and accrual accounting system known as
"Modified Accrual Basis" is used, which
recognizes revenues when measurable and
available.
Saratoga adopts the modified accrual basis,
and the basis of budgeting is identical to the
basis of accounting. The City considers all
revenues reported in the governmental funds
to be available if they are collected within 45
days after the fiscal year-end. Revenues
such as licenses, property taxes, and
taxpayer-assessed tax revenues (e.g.,
franchise taxes, sales taxes, and transient
ANNUAL BUDGET PROCESS
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 36
occupancy tax) are considered susceptible
to accrual and recognized as revenues in the
period earned/collected. Revenues from
grants and donations are recognized in the
fiscal year when all eligibility requirements
have been satisfied. Expenditures are
recorded when the liability is incurred.
Claims, judgments, compensated absences,
and principal and interest on general long-
term debt are recognized as expenditures to
the extent that they have matured.
The Modified Accrual Basis is used for
governmental funds, while the full accrual
basis accounting method is used for
proprietary funds. Governmental Funds
consist of the General Fund, Special
Revenue Funds, Debt Service Funds, and
Capital Project Funds. Under this basis,
revenues are estimated for the period if they
are susceptible to accrual, meaning that the
amounts can be determined and will be
collected within the current period. Principal
and interest on general long-term debt are
budgeted as expenditures when due, while
other expenditures are budgeted for liabilities
expected to be incurred during the current
period.
Proprietary fund budgets are adopted using
the full accrual basis of accounting. Revenue
budget projections are developed by
recognizing revenues expected to be earned
during the period, and expenditures are
developed for expenses anticipated to be
incurred in the fiscal year. The City maintains
one type of proprietary fund: Internal Service
Funds.
While not currently heavily utilized in
Saratoga, Fiduciary Funds are also
budgeted using the modified accrual basis.
This includes Trust Funds, which are subject
to trust agreement guidelines, and Agency
Funds, which are held in a custodial capacity
involving only the receipt, temporary
investment, and remittance of resources.
BUDGET PROCESS
The City conducts a team-based budgeting
approach, where the City Manager and
Administrative Services Director guide the
process, but program budgets and
workplans are developed under the oversight
and expertise of each department's director
or program manager. This approach allows
for hands-on planning and ensures a clear
understanding of program goals and
functions to be accomplished in the next
budget year. Saratoga's City Code, Section
2-20.050(i), mandates the City Manager to
prepare and submit an annual budget to the
City Council.
The general budget development calendar
follows the outlined timeline, but it may vary
based on operational and policy needs:
January - The budget development process
begins with the City Manager working with
the City Council to develop and refine
initiatives and directives for the upcoming
budget year. Concurrently, a multi-year
financial forecast is developed and
presented for Council review during the
annual Council Retreat. This forecast
provides an overview of service level
operations and helps guide the discussion on
upcoming budget direction. The Capital
Improvement Program (CIP) is also reviewed
to determine funding capabilities, project
priorities, and refine project workplans. CIP
projects have a significant impact on the
City's ongoing operations and are therefore
a crucial part of financial planning.
February – The budget preparation process
kicks off in earnest. Budget assumptions,
directives, and initiatives are provided to
establish the City's overall objectives and
goals. Over the next few months, staff
identifies and analyzes program revenue and
expenditure projections. CIP projects
undergo assessment and refinement, and
CIP funding and appropriation requirements
are finalized. The community has an
opportunity to attend Finance Committee,
Planning Commission, and City Council
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 37
City Overview
meetings to provide input on the budget
process.
March through May - Staff assembles the
proposed budgets through rounds of
briefings and revisions. Financial summary
information is finalized, and the proposed
budget document is prepared for City
Council review. In accordance with Section
65401 of the State Government Code, the
City's Planning Commission reviews the
proposed Capital Improvement Program and
reports back to the City Council regarding its
conformity with the City's Adopted General
Plan.
June – The City Council considers final
budget adoption through a two-step process.
First, a public hearing is conducted, with
notice of the hearing published in a local
newspaper at least ten days prior to the
hearing date. The public is invited to
participate, and copies of the proposed
budgets are made available for review on the
City's website, in the City Manager's Office,
and at the budget hearing. Final revisions
directed by the Council are incorporated into
the proposed budget, and the budget
documents are resubmitted for adoption in a
publicly announced meeting before the start
of the fiscal year.
BUDGET AMENDMENT AUTHORITY
During the fiscal year, it is possible for
economic factors, changes in workplans, or
unforeseen needs to arise, requiring
adjustments to the adopted budgets. In such
cases, the City Manager is authorized to
make transfers of appropriations between
categories, departments, projects, and
programs within a fund, as outlined in the
adopted budget.
However, the City Council retains discretion
over fund-level and Capital Improvement
Program CIP project appropriation changes,
as well as transfers between funds. This
ensures that significant changes to City
operations are reviewed and approved by
the governing body. By granting the City
Manager the authority for intra-fund budget
transfers and reserving certain decisions for
the City Council, the budgeting process
maintains a balance between operational
flexibility and the need for oversight and
accountability in managing public funds.
Overview City Overview
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 38
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Budget Discussion
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 39
OVERVIEW
This budget represents a balanced spending plan that maintains current service levels while
addressing various challenges, including high inflation rates impacting salaries and wages for City
staff and contract personnel and the loss of solid waste franchise fee revenue. To achieve a
balanced budget, several strategies have been implemented, including increased cost recovery
fee revenue, reimagining our facility rentals service delivery model, and a reduced additional
payment to the City's unfunded pension liability payment by $0.3 million. While the 2023-24
budget is balanced, it relies on one-time solutions. The trend of expenditures growing faster than
revenues will continue to erode the City’s ability to balance its budget as demonstrated in the
chart below.
This section provides a summary of the most impactful drivers of the General Fund’s finances.
FY19
Actuals
FY20
Actuals
FY21
Actuals
FY22
Actuals
FY23
Estimated
FY24
Adopted
Revenues 24,115,949 23,508,912 26,405,189 26,873,597 27,359,559 28,273,852
Expenditures 22,708,212 21,422,728 23,238,768 23,724,585 25,623,673 28,218,539
Net Operating Revenue 1,407,737 2,086,185 3,166,421 3,149,012 1,735,886 55,313
$0
$5
$10
$15
$20
$25
$30
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General Fund Net Revenue/ (Expenditure)
Overview Budget Discussion
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 40
GENERAL FUND REVENUES
General Fund Revenues
Five revenue sources make up 90 percent of Saratoga’s resources available for General Fund
operations: 1) Property Tax 2) Franchise Fees, 3) Charge for Services, 4) Fees, Licenses &
Permits, and 5) Sales Tax. Other revenue categories, such as rental income, transient occupancy
tax, and construction tax, are also important to the overall revenue picture, but fluctuations in
these revenues do not individually impact the City’s fiscal sustainability.
Property Taxes
The property taxes in Saratoga play a crucial
role in funding essential services such as law
enforcement, public works, and general
administration. The property tax system in
California underwent significant changes
with the passage of Proposition 13 in 1978.
At that time, Saratoga was a no/low property
tax city, meaning it had relatively low
property tax rates compared to other cities.
In Saratoga, a resident's property taxes
allocated to support city services are limited
to a minimum amount required by law, which
ranges from $0.055 to $0.075 per $1 of base
property taxes, depending on tax rate area.
For example, assuming the City received
$0.07 per $1 of base property tax and a
property has a Prop 13 assessed value of
$2,000,000, the base property tax bill would
be $20,000 per year. Out of that amount, the
city would receive $1,400 to fund essential
services. The remaining portion of property
taxes goes to other districts such as schools,
fire departments, community colleges, and
the County of Santa Clara to support
services provided by those entities.
Changes in Saratoga's base property tax
revenue stem from three factors. Prop 13
allows for a maximum 2.0 percent increase
in assessed values based on the California
411 - Property Taxes
$18,636,124 66%
413 - Other Taxes
$2,677,000 10%
416 - Franchises &
Surcharges
$1,918,500 7%
420 - Intergovernmental
$303,000 1%
440 - Charges for services
$3,164,892 11%
450 - Fines & penalties
$47,300 0%
460 - Use of money & property
$1,527,036 5%
2023-24 General Fund Revenues by Type
$28.27 million
Budget Discussion
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 41
Consumer Price Index. Additionally, when a
property undergoes a change in ownership,
its Prop 13 assessed value adjusts to 100
percent of its market valuation, which can
lead to significant increases compared to
previous assessments. Finally, Prop 13
assessed values can increase by 100
percent of building improvements, such as
new construction, major remodeling, or
additions.
Property tax revenues in California are
further complicated by state actions that
redirected funds away from cities to fulfill
obligations to schools and reduce motor
vehicle license fees. The Educational
Revenue Augmentation Fund (ERAF)
transfers property taxes that were previously
allocated directly to local agencies, including
cities and fire districts, to meet the state's
education funding requirements statewide. In
Santa Clara County and several other
counties in California, the amount of ERAF
withheld from cities exceeds the amount
required by state funding formulas. As a
result, cities receive a refund of the excess
ERAF, which amounts to approximately $0.8
million in 2023-24. The calculation and
distribution of excess ERAF are monitored
by the Santa Clara County Controller's
Office, as any changes in laws or legal cases
could impact this amount.
FY19
Actuals
FY20
Actuals
FY21
Actuals
FY22
Actuals
FY23
Estimated
FY24
Adopted
460 - Use of money & property $1,360,159 $998,463 $1,683,685 $439,864 $1,333,722 $1,527,036
450 - Fines & penalties $193,502 $104,829 $81,323 $95,697 $47,464 $47,300
440 - Charges for services $3,277,088 $2,506,170 $3,101,095 $3,216,059 $2,792,843 $3,164,892
420 - Intergovernmental $533,058 $586,289 $975,943 $595,747 $328,085 $303,000
416 - Franchises & Surcharges $2,382,074 $2,318,019 $2,391,830 $2,567,923 $2,279,000 $1,918,500
413 - Other Taxes $2,203,891 $1,964,085 $1,894,110 $2,548,441 $2,567,000 $2,677,000
411 - Property Taxes $14,166,178 $15,031,057 $16,277,201 $17,409,865 $18,011,445 $18,636,124
Total Revenues $24,115,949 $23,508,912 $26,405,189 $26,873,597 $27,359,559 $28,273,852
$24.12 $23.51
$26.41 $26.87 $27.36 $28.27
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
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General Fund Revenues by Type
Overview Budget Discussion
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 42
Another component of the city's property
taxes is known as "property tax in-lieu of
vehicle license fees." This component
compensates cities for the loss of vehicle
license fees due to changes in state tax
policies in the early 2000s. City staff is
monitoring developments of legislative
actions that would limit allocations of
property tax in-lieu of vehicle license fees to
cities in San Mateo County.
The 2023-24 budget includes a 5.36 percent
increase in base property taxes with no
assumed growth in Excess ERAF and
transfer taxes which have decreased from
previous years due to a low supply of
properties available for sale.
FY19
Actuals
FY20
Actuals
FY21
Actuals
FY22
Actuals
FY23
Estimated
FY24
Adopted
Non-Departmental $19,435,778 $19,932,393 $22,208,084 $22,180,286 $23,780,298 $24,531,960
Public Safety $561,400 $411,477 $486,442 $734,418 $334,500 $324,000
Community Services $736,058 $239,575 $136,203 $281,529 $328,659 $97,000
Public Works $1,482,546 $1,105,890 $1,357,120 $1,495,108 $769,092 $814,382
Community Development $1,822,175 $1,765,851 $2,140,135 $2,127,779 $2,057,975 $2,441,110
Administrative Services $59,962 $54,499 $54,104 $54,477 $66,590 $64,700
City Manager's Department $15,630 $(1,374)$22,500 $-$21,830 $-
Council & Commissions $2,400 $600 $600 $-$615 $700
Total $24,115,949 $23,508,912 $26,405,189 $26,873,597 $27,359,559 $28,273,852
$24.12 $23.51
$26.41 $26.87 $27.36 $28.27
$-
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
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General Fund Revenue by Department
Budget Discussion
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 43
Franchise Fees
Franchise fees in California are charges
imposed on utilities such as electricity, gas,
telecommunications, and solid waste
services. These fees help local agencies
offset the costs of maintaining the
infrastructure necessary for these utilities to
operate within a city. The largest franchise
fee in Saratoga is related to solid waste
services provided by the West Valley Solid
Waste Management Authority (WVSWMA),
amounting to approximately $1.3 million in
2022-23.
However, a recent ruling by the California
Supreme Court in the case of Zolly v. City of
Oakland has invalidated the City of
Oakland’s solid waste franchise fee. This
ruling has caused solid waste providers and
cities across the state to reconsider the
viability of such franchise fees. As a result,
the 2023-24 budget includes a partial loss of
the franchise fee, with a full loss expected in
2024-25. The loss of the solid waste
franchise fee has a significant impact on the
city's ability to meet its financial obligations in
future years.
Fees, Licenses, and Permits and Charges
for Services
The category of Fees, Licenses, and Permits
includes revenue generated from
development activity and encroachment
permit fees for utility company construction
work. The 2023-24 budget includes revenue
estimates that reflect higher fees as a result
of City Council policy direction to achieve
overall cost recovery in Community
Development’s planning services of 75% and
90% overall cost recovery in the
department’s building services.
To arrive at revenue estimates, City staff
review current and past activity. Past activity
has shown that in general, during times of
economic prosperity, property values grow
and both new home buyers and long-term
homeowners undertake remodeling projects.
During economic downturns, property values
decline or become stagnant, and remodeling
activity also decreases. Construction activity
cannot be projected by trend lines, due to the
fluctuations from year-to-year.
Sales Tax & Transient Occupancy Tax
Both taxes have maintained their recovery
from the devastating impacts of the
pandemic. For 2023-24, the budget assumes
no growth over the 2022-23 estimated actual
revenue.
Overview Budget Discussion
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 44
GENERAL FUND EXPENDITURES
The 2023-24 General Fund budgeted expenditures show a $1.9 million increase compared to the
estimated actual expenditures for 2022-23. Salaries and benefits constitute 37 percent of the
budgeted expenditures in the 2023-24 budget. However, when including the UAL payments, this
category accounts for 39 percent of the total budget.
Public Safety contract services represents
the next largest portion of the budget,
comprising 29 percent. Internal Service Fund
charges make up 15 percent of the budget
and serve as the City's reimbursement for
insurance premiums, support services, and
fixed asset and infrastructure replacement
costs.
Contract Services, excluding public safety
contracts, make up 7 percent of the budget
this fiscal year, covering various support
services like parks and facilities
maintenance. Professional services,
including legal, planning, and engineering,
amount to 3 percent of the total General
Fund budget.
For year-over-year comparison, it is
important to note that the budget is typically
based on maintaining the same level of
service as the prior year, with adjustments
made for expected growth or decline in costs.
Certain areas, such as Sheriff Services or
staff salary and benefit costs, have
contractual obligations in place. Reducing
these areas would necessitate personnel
reductions and could impact the City's ability
to provide services or maintain public safety
levels.
500 - Salaries &
Benefits $10,143,442
36%
529 - UAL Payoff
$1,256,000 4%
610 - Operating
Expenses $1,913,043
7%
640 - Contract Services
$1,885,000 7%
648 - Public Safety
Contract Services
$8,192,000 29%
650 - Professional
Services $795,500 3%
790 - Internal Services
$4,033,554 14%
2023-24 General Fund Expenditures by Type
$28.22 million
Budget Discussion
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 45
Salaries and Benefits
The The General Fund's personnel budget,
which comprises salaries and benefits,
assumes full staffing throughout the year,
meaning that there are no salary savings
resulting from vacancies. In the past, the City
has filled vacancies using contract staff, and
no budget amendment is processed unless
the backfill requires a net increase to the
overall General Fund budget.
The estimated actual expenditures for 2022-
23 include salary savings from various
vacant positions that occurred during the
year, particularly in the City Manager's and
Administrative Services Department. The
year-over-year salary increases observed in
these departments, therefore, do not reflect
an increase in full-time equivalent personnel
but rather reflect the City's practice of
assuming no vacancies during the budgeting
process.
The 2023-24 personnel budget accounts for
cost increases due to contractually obligated
salary increases, rises in CalPERS
contributions, and a partial year of estimated
increases in health and welfare benefit costs.
The budget also incorporates a mid-year
reduction of 1.0 full-time equivalent (FTE)
personnel resulting from the reimagining
facility rentals partnership with LGS-
Recreation, as discussed in the City
Manager's budget message.
FY19
Actuals
FY20
Actuals
FY21
Actuals
FY22
Actuals
FY23
Estimated
FY24
Adopted
790 - Internal Services $2,591,332 $2,629,225 $3,075,859 $3,254,203 $3,206,081 $4,033,554
650 - Professional Services $473,374 $734,786 $536,346 $444,801 $732,721 $795,500
648 - Public Safety Contract Services $5,879,322 $6,277,351 $6,640,019 $7,063,303 $7,613,054 $8,192,000
640 - Contract Services $1,798,120 $1,240,962 $1,528,690 $1,624,885 $1,817,107 $1,885,000
610 - Operating Expenses $1,455,517 $1,451,363 $1,881,541 $1,540,220 $1,729,024 $1,913,043
529 - UAL Payoff $1,052,631 $1,041,098 $1,013,779 $1,013,932 $950,000 $1,256,000
500 - Salaries & Benefits $7,617,050 $8,047,943 $8,562,534 $8,783,240 $9,575,686 $10,143,442
Total Expenditures $20,867,346 $21,422,728 $23,238,768 $23,724,585 $25,623,673 $28,218,539
$20.87 $21.42
$23.24 $23.72
$25.62
$28.22
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
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Overview
Budget Discussion
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
46
Unfunded Pension Liability Payment
As of June 30, 2021, the most recent UAL
valuation date available, the City's unfunded
accrued liability (UAL) for post-retirement
benefits owed to City employees amounts to
$3.7 million. This translates to a funded ratio
of 93.7%, which includes an extraordinary
investment gain of 21.3% for the fiscal year
that ended on June 30, 2021. In comparison,
the UAL in the prior year (2020) was $9.9
million, with a funded ratio of 82.0%, which
was similar to the funded level in the previous
two valuations conducted in 2018 and 2019.
However, the significant reduction in UAL
from 2020 to 2021 is outdated information,
as it does not reflect the considerable
investment losses experienced by CalPERS
for the year that ended on June 30, 2022.
The 2022 valuation is still pending, and City
staff anticipate receiving the report in Fall
2023.
Until the updated valuation is available, City
staff recommends assuming that the City's
UAL is approximately $8 to $9 million in fiscal
year 2022-23 and 2023-24, with the losses
incurred in 2022 negating the gains reflected
in previous valuations. As of the April 30,
2023 CalPERS investment portfolio report,
the portfolio has decreased by approximately
$13 billion compared to the June 30, 2022
ending asset value.
Contract Services
The City has made a strategic decision to
rely heavily on contract services rather than
grow employee headcount to trim trees,
parks, landscape and median maintenance,
and supplemental staff in cost recovery
programs such as Community Development.
The 2023-24 budget maintains the level of
effort required in 2022-23. In the Parks and
Landscape Maintenance program, the
budget includes a contingency of between 10
and 25 percent for contract services in 2023-
24. The contingency arises out of the yet-
unknown bidding process which will
establish new contracts in the face of high
inflationary pressures. The contract results
will be known after the budget public hearing
and any required budget amendments will
occur after the beginning of the new fiscal
year.
Public Safety Contract Services
Public safety remains a top priority for
Saratoga City Council members and
residents. Since the city's incorporation in
1956, the City has contracted with the Santa
Clara County Sheriff's Office for public safety
services, which has proven to be a beneficial
partnership in various ways. As a small city,
Saratoga saves millions of dollars annually
by contracting public safety services instead
of maintaining an in-house police
department, which would be more costly.
The City also contracts with the City of San
Jose for animal control services.
The Santa Clara County Sheriff's Office is a
large organization with 1,300 sworn officers
and the ability to allocate resources to
contract cities as needed. This provides
flexibility for times when additional resources
are required, while keeping services at a
minimum during most periods. The Sheriff's
Office offers all the services that an internal
police department would provide, including
patrol, traffic enforcement, investigations,
crime analysts, technology services, public
outreach, canines, and other valuable law
enforcement services. The Sheriff's Office
contract provides 20,060 general law
enforcement service hours, 4,195 traffic
enforcement hours, 2,400 investigative
hours, 68 reserve activity hours, and a full-
time School Resource Officer.
In the 2023-24 budget, the Public Safety
contract services accounts for 30 percent of
the City's General Fund budget. This is
favorable compared to other Santa Clara
County municipalities that allocate upwards
of 40 percent or more of their General Fund
budgets for in-house police services.
Saratoga's cost for Sheriff Services per
Budget Discussion
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
47
resident is one of the lowest, or very near the
lowest, among all Santa Clara County cities
each year.
In addition to cost savings, the City benefits
from low crime rates due to its partnership
with the Santa Clara County Office of the
Sheriff. Being part of a larger law
enforcement organization allows deputies to
be aware of criminal activity throughout the
county, not just within Saratoga. This
broader communication reach enables
deputies and crime analysts to identify
targeted areas, criminal patterns, crime
activity connections, and suspects. Year
after year, Saratoga is recognized for its low
crime rate at both state and national levels
by various public safety organizations.
Fixed Assets
In the 2023-24 General Fund budget, no new
fixed assets are included. Whenever there
are new fixed assets needed, funding is
sourced from the department's operating
budget. Once purchased, funding for
replacing these fixed assets is allocated to
the "owners" over the asset's projected
lifetime, with the aim of building up
accumulated funding in the relevant
replacement fund. The applicable
replacement funds are the IT Replacement
Fund, the Vehicle & Equipment Replacement
Fund, and the Furniture, Fixtures &
Equipment Replacement Fund.
Internal Service Funds
The City employs Internal Service Funds
(ISF) to establish centralized cost centers for
shared expenses and services, allowing for
efficient cost tracking and resource
management. Costs are allocated back to
operational programs based on usage,
ensuring that program expenditures reflect
the fully burdened cost of service. These
charges are treated as expenses in the
General Fund programs and revenues in the
ISFs.
There are nine ISFs: two Insurance funds
(Risk Management and Workers
Compensation), four Service/Support funds
(Office Support, IT Services, Vehicle &
Equipment Maintenance, and Facility
Maintenance Funds), and the three Asset
Replacement funds mentioned in the Fixed
Assets section above. With the exception of
the Office Support Fund, which serves as a
centralized cost center for copy and mail
machines as well as centralized purchases
of paper and related supplies, the service-
based ISF funds have dedicated staff
assigned to the programs. Ongoing
increases in salary and benefits, along with
other operational costs, contribute to rising
expenditures in these funds each year.
As part of the efforts to balance the 2022-23
budget, the ISF charges to programs were
maintained at their 2021-22 levels despite
increasing costs. Since the 2021-22
allocations to programs were established,
internal service costs have experienced
significant increases, particularly in liability,
property, and workers' compensation
insurances, which have risen by
approximately 50 percent over the two-year
period. For the 2023-24 budget, the internal
service fund allocations will increase by 25
percent to catch up with the cost increases
incurred since the 2021-22 allocations were
set.
Overview
Budget Discussion
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City Council Program Budgets
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Department Overview
The City Council and Commissions Department budget captures the revenue and expenditures of the
governing body, City Council, and the City Council’s appointed Planning Commission and advisory
bodies. The City Council establishes City policy and serves as the decision-making body. City Council
acts upon recommendations from advisory bodies and City staff, and then provides direction to the City
Manager for implementation. Both the City Council and City Commissions play a key role in the
implementation of the Council’s Strategic Goals.
City Council Programs Net Revenue/ (Expenditure)
General Fund Programs
Program 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
City Council (213,966) (172,903) (161,502) (232,649) (174,081) (255,743)
Commissions (35,551) (25,380) (55,451) (58,654) (34,801) (72,731)
General Fund Total (249,517) (198,283) (216,953) (291,303) (208,882) (328,474)
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City Council
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
1101 - City Council
440 - Charges for services 600 600 - 600 615 700
500 - Salaries & Benefits (18,130) (15,989) (16,338) (16,300) (16,300) (16,300)
610 - Operating Expenses (121,538) (68,612) (44,917) (116,445) (63,892) (115,000)
650 - Professional Services (6,400) - (8,700) (10,000) (4,000) (8,000)
790 - Internal Services (68,499) (88,901) (91,548) (90,504) (90,504) (117,143)
1101 - City Council Total (213,966) (172,903) (161,502) (232,649) (174,081) (255,743)
The City Council establishes City policy and
serves as the decision-making body. City
Council acts upon recommendations from
advisory bodies and City staff, and then provides
direction to the City Manager for implementation.
Both the City Council and City Commissions play
a key role in the implementation of the Council’s
Strategic Goals. Key services include:
• Represent the residents and community of
Saratoga.
• Provide community leadership as the
legislative and policy-making body.
• Effectively represent the City of Saratoga in
coordination with other local, county, state,
and federal agencies.
• Oversee the City’s Commissions and provide
support to community organizations on
emergent issues.
• Work with the community to identify needs
and issues in the City.
• Manage City finances in a fiscally
conservative and forward-thinking manner.
2023-24 Notable Budget Changes
• Actual expenditures in 2022-23 show a
moderate return to pre-pandemic operational
levels.
• The 2023-24 expenditure budget reflects an
increase due to higher insurance internal
services fund costs.
2023-24 Work Plan and Priorities
• Fiscal Responsibility – Continue to closely
monitor economic conditions to ensure that
City finances can be adjusted as needed and
essential services remain operational and
enable the City to proactively seek
opportunities to improve the strength of the
City’s finances.
• Community Engagement – Continue to
strengthen the sense of community, increase
inclusiveness, and celebrate Saratoga’s
diversity.
• Local Economy – Encourage the
improvement and stability of the local
economy and enhance business
development by creating an environment
that supports the City’s business community.
• Sustainability – Continue to monitor water
consumption, energy use, and carbon
emissions to identify and realize
opportunities to make Saratoga a more
sustainable community.
• City Ordinance Updates – Initiate the City’s
planning process to revise and update key
City ordinances to ensure the City Code
reflects Saratoga’s regulatory needs and can
be easily enforced.
• Long Term Planning – Continue long term
planning efforts to maintain Saratoga’s
excellent quality of life and guide the City’s
future development.
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Commissions and Committees
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
1201 - Commissions
500 - Salaries & Benefits (13,403) (12,272) (12,595) (13,500) (13,500) (13,500)
610 - Operating Expenses (15,791) (4,601) (32,751) (35,059) (11,206) (44,100)
790 - Internal Services (6,358) (8,507) (10,104) (10,095) (10,095) (15,131)
1201 - Commissions Total (35,551) (25,380) (55,451) (58,654) (34,801) (72,731)
Commissions and City Committees are
designated bodies that provide specialized
advice or other assistance to the City Council
and City staff. Commissioners apply for and are
appointed by the City Council to serve four-year
terms. Youth Commissioners are appointed to
two-year terms. At least one City staff member
is assigned to each Commission to provide
general support and ensure that agenda
preparation, posting, minutes, and other meeting
elements are fulfilled as required under the
Brown Act. Currently, there are eight active
Commissions and two Committees to advise the
City Council on specific issues: Heritage
Preservation Commission, Library & Community
Engagement Commission, Parks & Recreation
Commission, Planning Commission, Public Art
Commission, Traffic Safety Commission, Youth
Commission, Council Finance Committee, and
Disaster Council. Key services include:
• Provide specialized advice and assistance to
Council.
• Broaden policy and decision making by
providing additional forums for the public to
provide input and testify at public hearings.
• Work with City staff in researching issues,
collecting information, and providing
recommendations to the Council.
2023-24 Work Plan and Priorities
• Community Engagement –
Commissions support efforts of the City
Council to create an inclusive community by
seeking input and involvement of residents in
City matters and building a greater sense of
connection between the City and its
residents.
• City Council Support – Commissions serve
the City Council in an advisory capacity on
designated subject matters.
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City Manager’s Department Program Budgets
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Department Overview
The City Manager’s Department is comprised of the City
Manager’s Office, the City Clerk’s Office, and the Public
Information Office. The City Manager’s Department
supports the Council’s legislative and policy interests,
provides management and leadership, and direction for
the City organization. The City Manager’s Department also
supports Commissions, interacts with community groups,
fosters community relationships, and provides public
awareness of municipal programs, services, and goals
through effective community outreach, using avenues
including the City website, media relations, social media,
and various publications. In addition, the City Manager’s
Department liaises with other local agencies that provide
services to the City of Saratoga through contract or other
means, such as public safety and emergency
preparedness.
City Manager’s Department Programs Net Revenue/ (Expenditure)
General Fund Programs
Program 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
City Manager’s Office (620,400) (671,920) (668,273) (747,315) (793,079) (798,009)
City Clerk’s Office (298,256) (436,408) (389,103) (521,856) (478,151) (416,228)
Public Information Office (259,738) (336,284) (304,649) (392,398) (335,467) (366,580)
General Fund Total (1,178,393) (1,444,612) (1,362,025) (1,661,569) (1,606,697) (1,580,817)
City Manager
James Lindsay
Assistant City Manager
Leslie Arroyo
City Clerk
Britt Avritt
Public Information Officer
Lauren Bloom
City Manager's OfficeCouncil support, organizational management and leadership
City Clerk's Office
Meets legal requirements related to City records and conducting City business
Public Information Office
Responsible for community outreach
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Department Overview
The City Manager’s Department is comprised of the City
Manager’s Office, the City Clerk’s Office, and the Public
Information Office. The City Manager’s Department
supports the Council’s legislative and policy interests,
provides management and leadership, and direction for
the City organization. The City Manager’s Department also
supports Commissions, interacts with community groups,
fosters community relationships, and provides public
awareness of municipal programs, services, and goals
through effective community outreach, using avenues
including the City website, media relations, social media,
and various publications. In addition, the City Manager’s
Department liaises with other local agencies that provide
services to the City of Saratoga through contract or other
means, such as public safety and emergency
preparedness.
City Manager’s Department Programs Net Revenue/ (Expenditure)
General Fund Programs
Program 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
City Manager’s Office (620,400) (671,920) (668,273) (747,315) (793,079) (798,009)
City Clerk’s Office (298,256) (436,408) (389,103) (521,856) (478,151) (416,228)
Public Information Office (259,738) (336,284) (304,649) (392,398) (335,467) (366,580)
General Fund Total (1,178,393) (1,444,612) (1,362,025) (1,661,569) (1,606,697) (1,580,817)
City Manager City Manager's OfficeCouncil support, organizational management and leadership
City Clerk's Office
Meets legal requirements related to City records and conducting City business
Public Information Office
Responsible for community outreach
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City Manager’s Office
Program Net Revenue/ (Expenditure)
Program
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Expenditures
500 - Salaries & Benefits (547,459) (590,319) (579,943) (652,900) (616,900) (688,625)
610 - Operating Expenses (13,070) (9,559) (15,375) (22,736) (14,500) (20,500)
650 - Professional Services - - - - (90,000) -
790 - Internal Services (59,871) (72,042) (72,954) (71,679) (71,679) (88,884)
2101 - City Manager's Office Total (620,400) (671,920) (668,273) (747,315) (793,079) (798,009)
The City Manager’s Office provides leadership,
oversight, and direction for City functions;
supports City Council and appointed advisory
bodies; nurtures community and
intergovernmental relations; and cultivates
public awareness of City services, programs,
and activities. The Office also oversees the City
Clerk and Public Information Office, and
coordinates with external agencies that provide
Public Safety and Emergency Preparedness
services to the City. Key services include:
• Provide comprehensive information, policy
analysis, and support to the City Council.
• Provide oversight, leadership, and direction
to City functions.
• Monitor state and federal legislation and
effectively communicate the City’s position
on legislative proposals affecting Saratoga.
• Facilitate strong community and
intergovernmental relations.
• Cultivate public awareness of municipal
services, programs, and activities.
• Present a balanced budget to City Council
each fiscal year which reflects the most
accurate revenue estimates and economic
conditions at the time.
• Assure that City services are performed in
accordance with City Council priorities and
within the capabilities of the City’s resources.
• Inform the City Council, in a timely manner,
of the City’s financial condition and the future
needs of the City on an ongoing basis.
2023-24 Notable Budget Changes
Funding for training-related conferences
returned to pre-pandemic levels as most training
conferences have returned to in-person events.
2023-24 Work Plan and Priorities
• Annual Budget – The City Manager’s Office
oversees the City’s annual budget for the
City Council and the community, ensuring
City finances, services, and projects are
properly presented and budgeted.
• Management and Council Retreats –
Organize and facilitate an annual retreat to
address organizational development, and to
prepare for the annual City Council retreat.
Organize an annual City Council retreat to
facilitate policy and issue development,
resulting in the generation of the City’s
annual work plan and, subsequently, the
operating and capital budgets.
• Public Safety – In 2022, the City Council
authorized a one-year Automated License
Plate Reader (ALPR) pilot program with the
deployment of 7 Flock Safety cameras. The
ALPR system captures images of vehicle
license plates then compares the plates
against law enforcement databases. If a
plate matches a listing for a stolen vehicle or
person of interest, the system will alert the
Sheriff’s Office so that a deputy can be
deployed to investigate. The Council will
evaluate the pilot program in the fall/winter of
2023.
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City Manager’s Department Program Budgets
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City Clerk’s Office
Program Net Revenue/ (Expenditure)
Program
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Revenues
440 - Charges for services (1,374) 22,500 - 23,235 21,830 -
Expenditures
500 - Salaries & Benefits (179,560) (209,602) (248,260) (247,000) (230,140) (251,092)
610 - Operating Expenses (17,968) (116,784) (11,366) (163,070) (137,820) (14,950)
640 - Contract Services (21,839) (28,207) (29,943) (35,745) (32,745) (33,500)
790 - Internal Services (77,516) (104,315) (99,535) (99,276) (99,276) (116,686)
2201 - City Clerk Total (298,256) (436,408) (389,103) (521,856) (478,151) (416,228)
The City Clerk is responsible for meeting the
legal requirements related to maintaining City
records and conducting City business, as set
forth in the State of California Government Code
and City Municipal Code. The City Clerk
prepares City Council agendas and minutes,
ensures the timely indexing of resolutions,
ordinances, and agreements, and maintains an
accurate record of all Council proceedings. The
City Clerk also works with the Santa Clara
County Registrar of Voters to conduct local
elections in a fair and impartial manner; and
receives petitions and subpoenas on behalf of
the City. Key services include:
• Meet legal requirements as set forth in the
State of California Government Code and
City Municipal Code.
• Maintain City records through timely indexing
of resolutions, ordinances, and agreements.
• Prepare City Council agendas and minutes.
• Maintain an accurate record of Council
proceedings.
• Maintain custody of the City Seal.
• Administer Oaths and Affirmations.
• Prepare and publish legal notices.
• Maintain the Saratoga Municipal Code.
• Ensure Fair Political Practices Commission
filings are made on a timely basis.
• Ensure that all elected officials, appointed
officials, and required staff meet mandatory
AB 1234 biennial training requirements.
• Administer recruitment process for
Commission and Outside Agency Council
appointments.
2023-24 Notable Budget Changes
• The City holds a General Municipal Election
every two years for positions on the City
Council. The most recent election occurred
in November 2022 and the next election will
be held in November 2024. As a result, there
are no revenue and expenditure costs
associated with elections in the 2023-24
budget.
• The 2022-23 operating budget included
funding to update the City’s retention
schedule, develop a trusted system for
electronic records retention, and review and
enhance the organization of the City’s
electronic record repository for easier use by
staff and the public.
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2023-24 Work Plan and Priorities
• Records Management – Work with a
consultant to update the Records
Management schedule and City retention
policy. The City Clerk’s office will continue to
manage the City’s records, including
converting paper documents into electronic
format, adding electronic documents to the
City’s document management system,
identifying records for final disposition, and
preparing documents to be archived.
• Open Government – Continue
implementing open government efforts,
including the Brown Act, Political Reform Act,
Public Records Act, and other laws or
policies that promote transparent
governance. Broaden the number of public
records accessible online to the public
through the Laserfiche Weblink Repository.
• City Contracts – Continue use of contract
routing software and research of electronic
signature options.
• Agenda Workflow and Video Streaming –
Identify opportunities to improve the new
agenda workflow program that allows for
review and approval of staff reports for City
Council and Planning Commission meetings.
Provide continued staff training on the
agenda workflow program. Continue video
streaming of City Council and Planning
Commission meetings and archiving videos
in high definition.
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City Clerk's Office
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Percentage of time in compliance with Brown Act requirements for
noticing City Council meetings:
100%100%100%100%100%
b.City Clerk or designee in attendance and recording actions at
Regular City Council meetings:
100%100%100%100%100%
c.Percentage of Regular City Council Meeting Minutes prepared and
submitted to City Manager in time to be scheduled for approval on
next Council agenda:
98%98%98%100%100%
2.
a.Documents scanned into electronic repository:20,616 7,778 41,550 2,500 20,000
b.Provide efficient and effective Records Management by annually
reviewing documents for retention and preparation for destruction:
100%100%100%100%100%
3.
a.Percentage of Form 700 filed on time:86%74%90%85%90%
b.Percentage of Public Record Requests fulfilled within 10 days:95%95%100%100%100%
4.
a.18 16 14 15 15
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.25 28 29 29 23
2.63 56 58 30 90
3.68 90 63 85 80
4.7 11 11 7 9
Promote transparency of City operations with scheduled noticing,
recording, and prompt reporting of City Council meetings and
actions.
Voluntarily comply with Public Records and Brown Act
requirements.
Promote resident participation in leadership roles by overseeing
recruitment for positions on City Commissions and Committees.
Maintain City documents and records to promote open government
efforts, and in accordance with State law and City ordinances.
Number of boxes of City records processed for disposal:
Number of resolutions:
Number of ordinances:
Number of City Council minutes prepared per year:
Number of Commission recruitments and appointments processed:
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Public Information Office
Program Net Revenue/ (Expenditure)
Program 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Expenditures
500 - Salaries & Benefits (172,885) (213,119) (205,618) (254,900) (234,997) (241,785)
610 - Operating Expenses (5,099) (6,639) (2,499) (9,128) (3,400) (6,250)
640 - Contract Services (54,206) (81,656) (68,519) (100,500) (69,200) (84,000)
650 - Professional Services (7,000) (7,280) - - - -
790 - Internal Services (20,549) (27,590) (28,013) (27,870) (27,870) (34,545)
2401 - Public Information
Office Total (259,738) (336,284) (304,649) (392,398) (335,467) (366,580)
The Public Information Office is responsible for
community outreach to ensure that residents
have access to timely, useful, and important
information. The Public Information Office
oversees and maintains many of the City’s lines
of communication with residents, including the
City’s website, Median Banner Program, social
media accounts, monthly e-newsletter, annual
Saratogan, email services, videos, surveys,
event tabling, flyers, and press releases. The
Public Information Office also acts as a liaison
between various City departments and the
community when it comes to communicating
information about projects and events. Key
services include:
• Serve as the communications link between
the City and residents.
• Ensure that the community has easy access
to important information through various
forms of media including print, online, and
video.
• Build community pride and positive
identification with the City among residents.
• Increase interest and participation in City
services, projects, and activities.
• Promote City Council and departmental
goals, initiatives, programs, and services.
• Assist in creating better internal and external
communication.
• Enhance the City’s relationship with the
news media.
2023-24 Notable Budget Changes
• Funding levels for printing services remains
strong in anticipation of outreach to Village
business owners for the start of the parking
lot reconstruction project.
2023-24 Work Plan and Priorities
• Community Outreach – The Public
Information Office will continue the City’s
efforts to improve communications through
the use of social media (Facebook,
Instagram, Nextdoor, Twitter), online
services (email newsletters), as well as
through the City’s website and tabling at
events. This outreach will enhance the City’s
engagement with the community by
informing the public of important City-related
matters, such as meetings, events, and
significant infrastructure projects.
• Photo/Video Library – Photographs and
videos have become increasingly important
in community outreach particularly since the
City launched its Instagram account.
City Manager’s Department Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 64
Public Information Office
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Produce City Newsletters, annual Saratogan, and monthly Saratoga
Source:
14 22 49 49 49
b.Provide information about City news and activities on the City
website, Facebook page, and Nextdoor site:
Yes Yes Yes Yes Yes
c.Send e-mail notifications for Council agendas, Commission meeting
agenda/minutes, publication of Saratogan, weekly Sheriff's Office
updates and community events updates:
100%100%100%100%100%
d.Produce outreach materials, such as the Saratogan, that provide an
overview on City operations:
Yes Yes Yes Yes Yes
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.2000 2431 2600 2722 2825
2.29 12 43 30 40
3.78 79 271 165 200
4 13 12 10 10 10
Inform residents through proactive communications efforts,
including media relations, social media, and other methods of
communication.
Number of Median Banner Program reservations:
Number of banners displayed through Median Banner Program:
Events hosted by City:
City of Saratoga Facebook Followers:
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
65
Department Overview
The Administrative Services Department
oversees and administers the City’s financial,
budget, human resources, administrative,
insurance, and technology operations. As the
department’s Finance, Human Resources and
Administrative Services programs are
centralized, general functions providing
administrative, financial, and legally required
comprehensive support of citywide operations
are included within the General Fund. The
program provides centralized and user-specific
technology support at varying service levels as
requested or required by City departments and
is therefore an Internal Service Fund program to
better track program costs. Liability and
Workers Compensation programs act as cost
centers for citywide insurance. Two equipment
usage and replacement funds, (Information
Technology Equipment Replacement and Office
Support) provide technology-related support
and hardware for both department and citywide
purposes.
Administrative Services Programs Net Revenue/ (Expenditure)
General Fund Programs*
Program 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Administrative Services (240,973) (262,089) (356,708) (308,027) (298,831) (321,644)
Finance (854,446) (976,159) (984,434) (1,197,473) (1,140,635) (1,230,587)
Human Resources (437,109) (440,207) (443,961) (520,483) (459,382) (504,838)
General Fund Total (1,532,528) (1,678,455) (1,785,103) (2,025,983) (1,898,848) (2,057,069)
*Information Technology, Office Support, Risk Management, and Workers’ Compensation Internal Service Funds
are self-supporting and excluded from the General Fund presentation.
Administrative Services Administrative ServicesBudget, investments, policy development, business systems improvements
FinanceFinancial reporting, accounts payable, payroll, accounts receivable
Human Resources
Labor & employee relations, benefits
administration, recruitment, and retention
Information Technology Internal Service
Cybersecurity, network, hardware, software,
audio visual management and support
Office Support Internal Service
Office equipment leases, copy supplies,
postage and centralized records
management
Risk Management Internal Service
Insurance for general, auto and property
risk management services
Workers Compensation Internal Service
Insurance related coverage or work-related
illnesses and/or injuries
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 66
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Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
67
Administrative Services
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
3401 - Administrative Services
Expenditures
500 - Salaries & Benefits (207,380) (231,146) (307,772) (255,500) (246,110) (262,430)
610 - Operating Expenses (4,517) (2,808) (3,472) (5,318) (5,206) (6,455)
640 - Contract Services (7,673) (440) (18,074) (19,980) (20,286) (20,000)
790 - Internal Services (21,404) (27,695) (27,391) (27,229) (27,229) (32,759)
3401 - Administrative Services
Total (240,973) (262,089) (356,708) (308,027) (298,831) (321,644)
The Administrative Services program focuses on
policy and procedural development, long-range
forecasting and financial communication,
strategic and financial planning, coordination
and development of the City’s annual budgets,
records management and documentation,
development and implementation of
administration management tools and
technology related process improvements, and
professional and technical assistance and
support to other departments relative to financial
and administrative matters.
Fiscal Year 2023-24 Work Plan and Priorities
• Business System Improvements – The
City’s business systems continue to evolve
where services are provided with greater
reliance on paperless and electronic
systems. The program continues to manage
immediate and long-term business system
improvements through a combination of
administrative policy updates, optimization of
existing technologies, and training on new
systems. Improvements include
implementation of a budgeting and
forecasting database and a financial system
upgrade.
• Cloud-Based Microsoft Office 365 –
Continue to expand the use of cloud-based
software for all documents. This transition
will allow access to all documentation, both
historical and current, and ensure that staff
can fully work from remote locations, if
needed, especially in the event of a disaster.
• Assessment of Structural Revenues and
Expenditures – The City’s 2022-23 budget
was the first indication that expenditures
were growing faster than revenue and careful
planning for future services was necessary
as several significant contracts are expiring.
The assessment included the cost of
services study, and updates to the budgeting
system which will include tracking of assets.
• Disaster Recovery Planning – In the event
of a disaster and cost recovery process, the
City’s administrative and financial policies
would be subject to a highly critical and
restrictive review. These policies are the
foundation upon which cost recovery
decisions are made. Workload priorities
include the development and revision of high
priority policies to prepare for this rigorous
process should it occur. As cost recovery
planning and preparations are extensive, this
activity will continue to be a high priority
function for many years.
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 68
• Purchasing Policies & Procedures –
Revise the Purchasing policies and
procedures to provide a comprehensive
document for purchasing goods and services
for the City.
Department Administration
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Provide Council and City Management with long-range fiscal
planning tools in preparation of annual budget preparation and
review processes:
Yes Yes Yes Yes Yes
b.Keep abreast of fiscal and administrative impacts to the City
and communicate pertinent information to City management:
Yes Yes Yes Yes Yes
c.Protect the City's assets from authorized use through
establishing and updating policies and practices that regulate
expenditures, review fiscal activities, and secure facilities,
vehicles & equipment, and information systems:
Yes Yes Yes Yes Yes
2.
a.Percent of time actual expenditures do not exceed a fund's
approved budget appropriations:
97%92%90%100%100%
b.Governmental Finance Officer Association (GFOA) 'Certificate
of Achievement of Excellence in Budgeting' awarded to the City:
Yes Yes Yes Yes Yes
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.Yes Yes N/A Yes Yes
2.Yes No N/A Yes Yes
3.Yes Yes Yes Yes Yes
4.Yes Yes Yes Yes Yes
Deliver fiscal and administrative support to assist Council with
understanding and keeping current on the City's financial and
operational health in the effort to preserve essential services,
maintain City infrastructure, and achieve other Council goals.
Present Mid-year Budget Review at annual Council Retreat:
Present Five Year forecast at annual Council Retreat:
Update fiscal and administrative policies:
Research and inform City Management of notable fiscal or
administrative matters:
Prepare accurate budget workplans in compliance with standard
budgeting practices.
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
69
Finance
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
3101 - Finance
Revenues
440 - Charges for services 51,325 50,380 50,523 60,400 64,251 62,400
450 - Fines & penalties 3,174 3,704 3,954 4,000 2,339 2,300
Expenditures
500 - Salaries & Benefits (733,689) (816,932) (801,496) (934,900) (911,410) (972,780)
610 - Operating Expenses (18,192) (21,835) (27,686) (44,103) (30,634) (43,550)
640 - Contract Services (5,125) (5,600) (16,866) (82,300) (64,611) (46,100)
650 - Professional Services (34,517) (33,030) (43,000) (52,000) (52,000) (52,000)
790 - Internal Services (117,421) (152,845) (149,863) (148,570) (148,570) (180,857)
3101 - Finance Total (854,446) (976,159) (984,434) (1,197,473) (1,140,635) (1,230,587)
The Finance program functions to assure both
legal and fiscal accountability to the public
through responsible, sustainable, and
enforceable fiscal policies and practices. Key
services include:
• Monitor the City’s revenue and expenditures
to ensure compliance with the annual
operating and capital budget appropriations
in accordance with best practices and
standards.
• Coordinate the annual audit of the City’s
financial statements and preparation of the
Annual Comprehensive Financial Report.
• Maintain the City’s financial information
system for record-keeping and reporting of
all financial transactions.
• Provide Accounts Payable and Payroll
disbursement and reporting services;
Accounts Receivable invoicing, revenue
collection, and cash reconciliation; and
Business License Tax processing and
auditing services.
• Provide accounting, arbitrage reporting, and
claim reimbursement services for bond
issues.
• Provide oversight of procurement functions
including purchase order processing,
financial tracking of contracts, vendor
resolution issues, and proper accounting
allocations.
Fiscal Year 2023-24 Notable Budget Changes
• Budgeted salary and benefit expenditure
growth reflects cost of living, and step
increases.
• Budgeted financial audit expense was
sustained at an increased level to provide
audit and compliance requirements for
federal grants, specifically the $7.2 million
award from the American Rescue Plan Act’s
and Coronavirus State and Local Fiscal
Recovery Funds (ARPA/SLFRF.)
Fiscal Year 203-24 Work Plan and Priorities
• Transition to a New Professional Auditor.
The City Council selected a new independent
auditor for the fiscal year ending June 30,
2022. Transition to the auditor in the first year
typically results in a higher level of effort for
both the auditor and client as the auditor
documents the client’s practices. Work is
scheduled to begin at the end of June 2023
and continue throughout 2023-24.
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 70
• Financial Software Enhancements–
Finance continues its software upgrade to
the latest version of the City’s Enterprise
Resource Planning system, eFinancePlus a
CentralSquare product. A focus in 2023-24
will include integration with CentralSquare’s
land management software TRAK-iT which
the City currently uses and has potential to
improve efficiencies if fully integrated with
eFinancePlus.
• Comprehensive Fee Schedule Update City
staff will implement the rates from the
comprehensive and extensive cost of
services study that was completed in 2022-
23. Updated fees will be effective July 1,
2023.
• Financial Records Management – Finalize
the conversion of historical and permanent
paper financial records into digital format and
organize existing digital format files into a
readily accessible directory library structure
in the City’s Laserfiche program.
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
71
Finance
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Annual Financial Statements receive an 'Unmodified Opinion' from
the City's independent auditor:
Yes Yes Yes Yes Yes
b.City's Comprehensive Annual Finance Report meets the
Governmental Finance Officer Association (GFOA) 'Certificate of
Achievement of Excellence in Financial Reporting' program
standards and receives award:
Yes Yes Yes Yes Yes
2.
a.Ratio of State and County regulatory and financial reports
completed and filed by deadlines:
20 of 20 20 of 20 20 of 20 20 of 20 20 of 20
b.Percent of time department revenue and expenditure reports are
completed within 30 days of month-end:
100%100%100%100%100%
3.
a.Percentage of Accounts Payable invoices processed accurately
and on-time:
100%100%100%100%100%
b.Percentage of Payroll checks paid accurately and on-time:100%100%100%100%100%
c.Percent of time bank statements are reconciled to general ledger
within 45 days of month-end:
100%100%100%100%100%
4.
a.Uphold (Moody's) highest bond credit rating of Aaa:Yes Yes Yes Yes Yes
b.Amount contributed to pay down CalPERS Unfunded Accrued
Liability per City's accelerated payment plan:
$ 1,000,000 $ 1,000,000 $ 1,013,932 $ 950,000 $ 650,000
c.Meet and maintain Fund Balance Reserves fiscal policy
requirements:
Yes Yes Yes Yes Yes
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1 876 916 843 586 650
2 2,182 1,863 1,894 2,130 2,000
3 7,165 6,956 6,404 6,842 6,840
4 46 44 39 38 42
5 0 1 3 1 1
6 11 20 15 35 14
7 1,863 1,871 1,899 1,840 1,872
Number of Business Licenses issued annually:
Average number of Accounts Payable checks issued weekly:
Number of payroll checks, paycheck vouchers, and stipends issued
annually:
Number of voided checks - due to lost/destroyed checks, printer error,
or incorrect invoice information:
Number of voided checks - due to processing errors:
Number of invoices entered into Accounts Payable system:
Number of Cash Receipt batches processed annually:
Proactively manage the City's finances to maintain excellent fiscal
status.
Assure legal and fiscal accountability to the public, in compliance
with established accounting standards.
Provide financial oversight and administer accounting functions
for City funds and accounts.
Provide timely and accurate financial reporting within specified
deadlines.
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 72
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Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
73
Human Resources
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
3301 - Human Resources
Expenditures
500 - Salaries & Benefits (325,097) (367,703) (373,282) (399,300) (354,920) (381,500)
610 - Operating Expenses (16,326) (7,516) (12,183) (23,689) (14,701) (16,715)
640 - Contract Services (8,837) (9,147) (9,358) (17,750) (10,937) (18,350)
650 - Professional Services (51,886) (10,365) (4,195) (35,150) (34,230) (34,500)
790 - Internal Services (34,964) (45,497) (44,943) (44,594) (44,594) (53,773)
3301 - Human Resources
Total (437,109) (440,207) (443,961) (520,483) (459,382) (504,838)
The Human Resources program offers
comprehensive professional, technical, and
support services. It also oversees various City
programs, including Employee Recognition,
Volunteering, Risk Management, Worker’s
Compensation, Safety and Wellness, Custodian
of Records Department of Justice, and the
Department of Motor Vehicles’ Employee Pull
Notice (EPN) program. Other key services
include:
• Implementing a hiring process that attracts,
retains, and develops a skilled and dedicated
workforce, focused on delivering exceptional
internal and external customer service.
• Promoting workplace safety through training
initiatives and the implementation of best
practices to minimize worker’s compensation
claims.
• Engaging in negotiations and bargaining
Memorandums of Understanding (MOUs)
with the represented groups.
• Ensure compliance with employment and
labor laws and regulations, including the
establishment and monitoring of personnel
practices and policies in alignment with
updated employment laws.
Fiscal Year 2023-24 Notable Budget Changes
• Budgeted salary and benefit expenditure
growth reflects cost of living increases.
• A reduction in HR consulting fees due to an
off year for bargaining with employee
Memorandums of Understanding (MOUs).
Fiscal Year 2023-24 Work Plan and Priorities
• Recruitment and Selection – Efficiently
execute recruitment and selection
procedures, adhering to predetermined
target dates for diverse positions, including
regular benefited positions, at-will benefited
positions, and temporary at-will non
benefited positions.
• Staff Training – Efficiently organize and
coordinate mandatory training, along with
management and supervision workshops, in
partnership with LCW consortium.
Furthermore, provide a diverse array of
professional development training programs
to support the continued growth and
development of the City’s workforce.
• Employee Policies and Procedures –
Effectively create new policies and
procedures or make appropriate revisions to
existing ones, ensuring compliance with all
relevant legal requirements.
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 74
• Volunteer Program – Boost the visibility and
promotion endeavors of the City’s volunteer
program, placing particular emphasis on
strengthening outreach initiatives to local
schools.
• Labor Relations – Proficiently manage and
monitor the current employee
memorandums of understanding (MOUs),
ensuring full compliance with all applicable
requirements.
Human Resources
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Percent of time the Human Resources Division provides reports to
outside agencies on or before the deadline:
100%100%100%100%100%
2.
a.Manage contracts to ensure compliance with current laws,
memoranda of understanding, and City policies and procedures:
100%100%100%100%100%
b.Regularly review contracts to ensure cost-effective insurances and
benefits that meet the needs of the organization are provided:
100%100%100%100%100%
3.
a.Percent of time personnel policies are available on the City's
website:
100%100%100%100%100%
b. City personnel policies are updated regularly:Yes Yes Yes Yes Yes
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.8 5 7 9 6
2.237 70 122 245 120
3.62 65 68 66 65
4.266 221 220 177 250
5.$74,000 $61,400 $65,300 $64,400 $71,000
6.160 100 200 520 150
7.56 56 56 56 56
Provide fair and proper administrative and personnel decisions
that foster a proactive, responsible, and transparent government.
Support transparency in government activities through providing
timely reporting and/or responses to outside agencies.
Provide effective and efficient employee benefit contract
administration.
Number of meet and confer process hours:
Number of training hours offered to employees:
Number of recruitments conducted for regular, benefited positions:
Number of employment applications received and processed:
Total number of employees (benefited, non-benefited, and temporary,
part-time and full-time):
Value of volunteer hours:
Number of participants in Volunteer Saratoga program:
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 75
Information Technology Services
The Information Technology Services Program
supports the delivery of technology-based
services throughout the City’s operations. Core
services include the maintenance and support
for the City’s information systems, including all
aspects associated with desktop computers,
network maintenance and support,
infrastructure, and system implementation and
upgrade support. Other core duties include
maintaining the City’s various communication
systems, including support for the streaming
video technology system, internet, landline, and
wireless communication systems, including
voicemail, email, and the archiving of
communication records. Key program services
include:
•Maintain and support the City’s information
software systems, including the financial
system, development permitting system,
rental registration system, Laserfiche
document management system, agenda
management system, video streaming, traffic
light systems, digital plan checking, EV
charging stations, cloud-hosted City
systems, and other specialty systems.
•Maintain, support, repair, and upgrade
servers.
•Maintain and support video streaming,
internet, voicemail, wireless and
telecommunication systems, and AM radio
station.
•Maintain, support, repair, upgrade, assist,
and educate staff on system usage, desktop
computers, laptops, mobile devices, printers,
and technology accessories.
•Provide ongoing network maintenance,
security, and support.
•Ensure business continuity and
sustainability.
•Oversee technology upgrades as well as
lead new information technology initiatives.
Fiscal Year 2023-24 Notable Budget Changes
The budget includes funding for network
equipment upgrades which will enhance network
data connectivity and improve network security
throughout the City’s data network infrastructure.
Additional funding will be allocated toward cloud-
based licensing and applications to provide
scalable solutions that will benefit city services.
The City’s fiber optic infrastructure will also be
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
IT Services
Revenue
460 - Use of money & property 13,866 9,744 10,866 - - -
480 - Internal Service Charges 575,000 850,000 800,000 794,948 794,948 882,814
488 - Other - - - 7,552 - -
Revenue Total 588,866 859,744 810,866 802,500 794,948 882,814
Expenditure
500 - Salaries & Benefits (351,987) (394,681) (412,081) (471,600) (407,720) (453,010)
610 - Operating Expenses (29,558) (36,974) (37,962) (58,159) (44,150) (52,550)
640 - Contract Services (141,747) (142,451) (212,497) (291,303) (208,454) (294,400)
790 - Internal Services (75,275) (76,331) (78,598) (78,150) (78,150) (86,259)
Expenditure Total (598,568) (650,436) (741,138) (899,212) (738,474) (886,219)
IT Services Total (9,701) 209,308 69,728 (96,712) 56,474 (3,405)
Internal Service Fund Net Revenue/ (Expenditure)
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 76
upgraded to accommodate overall network traffic
stability.
Fiscal Year 2023-24 Work Plan and Priorities
• Network Security Assessment –Network
security assessments are conducted on a
semi-annual basis to ensure the security of
the City’s data systems, and to conform to
the Payment Card Industry (PCI) Data
Security Standards (DSS) and pass
compliance audits. The identification of
potential security vulnerabilities on City’s
data network are addressed on an ongoing
basis.
• Streamline Services – IT is enhancing
online services to include increased
capabilities for processing permit
applications, scheduling inspections, and
making payments.
• Cloud Intranet Implementation – Finalize
the development of an online cloud
Intranet. This new system will provide
internal users with a centralized information
and form center using cloud capabilities to
improve remote operational accessibility and
communication efficiency.
• Staff Cyber Security Training – Continue
providing training videos and quizzes that
increase security awareness and allow staff
to be more knowledgeable in identifying
potential cybersecurity incidents.
• Technology & Equipment Management –
IT continues to keep abreast of emerging
technology information to ensure the City is
addressing concerns, issues, and
opportunities, and maintaining equipment at
appropriate levels to ensure infrastructure is
up-to-date, cost-effective, and secure from
cyber threats.
• Data Network Upgrade – IT staff to enhance
and improve the City’s network and data
infrastructure from increased network traffic,
integration of cloud-based solutions, security
standards, and provide additional bandwidth
and significant reliability for business
continuity.
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
77
IT Services
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Percent of time online services are available to the public through
the City's website and resource links:
99%99%99%99%99%
b.Percent of time network remains available during normal business
hours:
99%99%99%99%99%
c.Percent of time IT responds/resolves support requests within one
working day:
99%99%99%99%99%
d.Percent of time IT responds to technology system emergency
events:
100%100%100%100%100%
2.
a.Number of system upgrades or modifications for which IT staff
provided project management support:
8 7 9 11 11
b.Number of new technology systems or equipment for which
oversight and support was provided by IT staff:
10 10 11 8 13
3.
a. Staff has current knowledge of cybersecurity alerts and product
vulnerabilities:
Yes Yes Yes Yes Yes
b.Number of times per year firewall tested for security:3 2 2 2 2
c.Security standards meet PCI Compliance Requirements:Ongoing Ongoing Ongoing Ongoing Ongoing
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.75 70 77 75 74
2.56 60 66 65 65
3.32 33 32 33 33
4.57 58 54 48 46
5.44 52 52 57 53
6.22 21 29 27 28
7.72 69 67 63 63
8.26 24 24 20 19Number of cell phones serviced and maintained:
Number of network servers maintained:
Number of network copiers, printers, plotters, scanners, fax machines,
and postage machines maintained:
Number of system users supported:
Support the delivery of technology services to citizens, residents,
businesses, other governmental agencies, and internal City
departments.
Provide technology solution oversight and project management
support to improve citywide functions.
Number of IT software applications monitored and maintained:
Number of laptop/tablet systems maintained:
Number of landlines serviced and maintained:
Protect the City's technology assets from unauthorized use.
Number of desktop systems maintained:
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 78
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Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 79
IT Equipment Replacement
The Information Technology Equipment
Replacement Fund Program provides for a
consistent level of funding, based on a City IT
replacement schedule, for the replacement of
desktop computers and monitors, servers,
laptops, printers, and various other technology
equipment on an ongoing basis. The schedule is
used to calculate the annual funding contribution
requirement to smooth operating expenses over
the years, as well as provide a more accurate
cost of operations on an ongoing basis. Key
services include:
•Accumulate and provide annual funding for
technology asset replacement.
•Continually assess IT equipment for proper
replacement timing.
•Identify and procure best solution
equipment.
Fiscal Year 2023-24 Notable Budget Changes
Per Council’s direction, the IT Replacement
Fund incorporates all technology systems into
the replacement program along with all IT
infrastructure and fixed assets. This
comprehensive accounting provides a level of
detail to more accurately account for all IT
operational costs and accumulates replacement
funding during the lifetime of the asset while also
creating a master IT replacement plan.
The service chargeback is $150,000 per
year. Allocation charges to each program are
calculated by tracking citywide equipment costs
and lifespan, and a weighted average cost
determines how much is to be set aside each
year to have funding available for replacements
at the time the equipment’s lifespan is over.
Planned replacements for the 2023-24 budget
year total $252,650 and are listed in the following
IT Equipment Replacement Schedule.
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
IT Equipment Replacement Fund
Revenue
480 - Internal Service Charges 150,000 150,000 150,000 149,053 149,053 150,120
488 - Other - - - 947 - -
Revenue Total 150,000 150,000 150,000 150,000 149,053 150,120
Expenditure
610 - Operating Expenses (36,641) (17,344) (87,362) (252,650) (99,200) (248,500)
Expenditure Total (36,641) (17,344) (87,362) (252,650) (99,200) (248,500)
IT Equipment Replacement Fund Total 113,359 132,656 62,638 (102,650) 49,853 (98,380)
Internal Service Fund Net Revenue/ (Expenditure)
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 80
2023-24 Equipment Replacement Schedule
IT EQUIPMENT 2023-24
Scheduled
Tablets 500
Laptop Computers 10,500
Desktop Computers 23,000
Network Servers 80,000
Computer Monitors 6,650
Specialty Printers /Equip 1,500
UPS Battery/Desktop 2,000
UPS Battery/Servers 5,000
Network Equipment 123,500
TOTAL IT EQUIPMENT REPLACEMENT BUDGET 252,650
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 81
Office Support
The Office Support Program accounts for
various multi-function equipment leases,
postage machine lease, copy supplies, city
letterhead, forms and cards, and postage and
related fees on a centralized basis. Usage
expenses are allocated back to the appropriate
department for services and supplies utilized, on
a quarterly basis. As this program functions
primarily as a centralized funding mechanism,
personnel are not assigned to this program. Key
services include:
•Provide postage and photocopy equipment,
as well as other small office equipment,
supplies, and services for citywide use.
•Monitor service levels and performance of
copier and postage machines, maintaining
and replacing equipment as needed.
•Centralized record management system and
services.
Fiscal Year 2023-24 Work Plan and Priorities
The City’s Multi-Functional Devices (MFD),
consisting of photocopying, scanning, and
printing functions, are typically leased rather
than purchased by the City based on the cost
effectiveness of service contracts versus the
cost of purchasing equipment. Although leasing
does include built-in financing costs, the heavy
usage MFDs sustain daily coupled with rapidly
advancing technology improvements and cost
and value reductions in these types of machines,
leasing provides the City with cost efficiency and
better ongoing quality over the long
term. Additionally, the potential for repeated
breakdowns, the cost-of-service contracts and
quality issues with older machines makes “lease
and replace” a better option than “purchase and
retain.”
With the expiration of the MFD lease agreement
in late 2018, the City entered a new lease
effective July 1, 2019. As expected, the new
machines are more advanced: they provide
higher quality prints, have increased functionality
and reliability, and are faster – while lease and
service costs decreased.
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Office Support
Revenue
440 - Charges for services 8,963 7,762 9,150 - - -
480 - Internal Service Charges 40,000 40,000 35,000 - - -
488 - Other - - - 43,725 33,885 61,120
Revenue Total 48,963 47,762 44,150 43,725 33,885 61,120
Expenditure
610 - Operating Expenses (33,014) (37,329) (31,999) (46,900) (50,000) (48,500)
640 - Contract Services (534) (2,060) (874) - (1,500) (2,500)
650 - Professional Services - - - (45,000) (45,000) (10,000)
770 - Fixed Assets - - - - - -
Expenditure Total (33,548) (39,389) (32,873) (91,900) (96,500) (61,000)
Office Stores Total 15,415 8,374 11,277 (48,175) (62,615) 120
Internal Service Fund Net Revenue/ (Expenditure)
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 82
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Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 83
Risk Management
The City of Saratoga is insured through a Joint
Powers Authority (JPA). PLAN JPA, which
consists of Bay Area cities, began operations
July 1, 2018 as a pooled city entity to provide
insurance coverage to its 28 members agencies.
PLAN JPA contracts with a risk management
consultant to procure and manage general
liability, auto, and property insurance as directed
by the JPA Board of Directors which is
comprised of one representative of each
member agency. The risk management
consultant provides PLAN JPA members with
policy guidance to effectively identify, analyze,
and minimize risks, training to promote best
practices, and grant incentives for safety
programs. The City of Saratoga’s substantial
annual premium reflects a low self-coverage
retention level (deductible) of $25,000 per
occurrence. The City submits claim information
to the third-party administrator (TPA), Sedgwick
Insurance Services Group. Sedgwick’s staff
follows up with other parties and insurance firms,
acting as the City’s insurance agent. Key
services include:
•Facilitate implementation of risk
management best practices to increase
public and staff’s safety and reduce the City’s
liabilities.
•Facilitate claim processing and
reimbursements for the City, in coordination
with the staff, the City Manager, and the City
Attorney.
Fiscal Year 2023-24 Notable Budget Changes
Insurance premiums continue to climb as
coverage becomes more and more expensive,
particularly due to the deteriorating market for
public entity insurance. Premiums are also
dependent on, and reactive to, both the City’s
and the entire JPA’s claim loss activity and, with
the City’s recent claim loss history, the City is
assessed the maximum increase of 30%. The
Plan JPA is discussing, with the magnitude with
which premiums are increasing, whether a
maximum of 30% is adequate or fair. Those
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Liability/Risk Management
Revenue
420 - Intergovernmental 2,323 - 1,956 - - -
460 - Use of money & property 8,532 14,291 11,946 - - -
480 - Internal Service Charges 400,000 600,004 750,000 745,264 745,264 1,158,729
488 - Other - - - 66,236 61,500 61,500
Revenue Total 410,855 614,295 763,902 811,500 806,764 1,220,229
Expenditure
500 - Salaries & Benefits (70,083) (78,238) (80,126) (85,900) (81,210) (86,540)
610 - Operating Expenses (131,581) 16,163 (204,355) (161,735) (61,705) (161,705)
640 - Contract Services - - - - - -
650 - Professional Services (278,830) (360,859) (516,860) (660,200) (756,507) (901,502)
790 - Internal Services (5,824) (8,195) (8,144) (8,140) (8,140) (9,981)
Expenditure Total (486,318) (431,129) (809,485) (915,974) (907,562) (1,159,728)
Liability/Risk Management Fund Total (75,463) 183,166 (45,583) (104,474) (100,798) 60,501
Internal Service Fund Net Revenue/ (Expenditure)
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 84
entities without significant losses are having to
assume a larger share of the increase just to pay
the premium, whereas those entities who have
incurred losses are helped by not exceeding the
30% maximum cap. This cap is expected to
continue to be adjusted upward in the next few
years.
Fiscal Year 2023-24 Work Plan and Priorities
• Risk Management – Convene annual
meetings with the Risk Management
Committee to facilitate a collaborative effort
in identifying and mitigating hazards through
the City. These meetings will also include
conducting a comprehensive claims review
to effectively minimize potential losses.
Additionally, conduct quarterly Safety
Meetings to proactively identify and address
safety concerns, thereby promoting a culture
of heightened safety awareness.
• PLAN JPA Grant Management – Utilize
PLAN JPA program grants to attend public
agency risk management training and
implement best practice safety standards
throughout the City. Training opportunities in
risk management included conferences such
as the Public Administration Risk
Management Association [PARMA]
conference; the California Joint Powers
Association (CAJPA) conference, the Public
Risk Management Association [PRIMA]
conference, and the training offered by the
National Playground Safety Institute (NPSI).
Risk Management / Liability
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Contracts reviewed for compliance with Liability Insurance
requirements within 48 hours of receipt:
100%100%100%100%100%
b.Liability Claims processed within 48 hours of receipt:100%100%100%100%100%
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.4 3 4 4 1
2.10 4 0 1 4
3.7 4 1 7 5
4.4 3 1 1 3
Number of adverse claims submitted:
Provide timely, comprehensive Risk Management services to the
City to reduce liability and claims costs.
Number of liability claims received:
Number of adverse claims resolved:
Number of liability claims resolved:
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 85
Workers Compensation
The City is a member of the Shared Risk Pool
(SHARP) Joint Powers Association, a self-
funded public agency insurance pool providing
workers compensation coverage for four public
entities that are too small to self-insure
independently. SHARP is liable for City of
Saratoga claims up to a per occurrence self-
insurance retention (SIR) of $250,000. SHARP
members jointly purchase excess insurance to
cover claims exceeding the SIR through the
Local Agency Workers’ Compensation Excess
(LAWCX) Joint Powers Authority.
The Human Resources program manages the
workers compensation processes according to
the California State Department of Industrial
Relations (DIR) regulations, serves as the liaison
between the City and SHARP’s third-party
administrator (TPA) Sedgwick Insurance
Services Group, monitoring performance, and
providing guidance and direction on behalf of the
City, to the TPA. Human Resources staff works
with the injured worker in developing a return-to-
work plan thereby holding down the workers’
compensation costs.
There are three major categories of workers
compensation claims: 1) Medical only claims are
claims that involve little or no time lost from work
(3 days or less) and no disability payments; 2)
Indemnity claims, which tend to be more serious
injuries, and thus provide payments for lost
wages for three or more days lost from work until
full recovery after an injury; and 3) Indemnity
claims which involve permanent disabilities.
Permanent disability benefits (either permanent
total disability or permanent partial disability) are
paid to workers who never recover their full
functions after an injury. The TPA investigates,
accepts, or denies claims. Claims are paid
based on the payment criteria for the claim. TPA
issued payments are funded through SHARP.
Key services include:
•Minimize the City’s exposure to losses
through employee work safety, wellness, and
ergonomic training programs.
•Manage the workers compensation
processes according to the California State
DIR regulations.
•Serve on the SHARP Board and provide
oversight of the TPA.
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Workers Compensation
Revenue
420 - Intergovernmental 8,998 6,020 9,072 - - -
480 - Internal Service Charges 175,000 200,000 250,000 248,421 248,421 325,192
488 - Other - - - 11,579 10,000 10,000
Revenue Total 183,998 206,020 259,072 260,000 258,421 335,192
Expenditure
500 - Salaries & Benefits (35,641) (40,030) (41,007) (43,200) (48,640) (52,630)
610 - Operating Expenses (9,110) (6,144) (9,197) (10,255) (10,225) (10,250)
640 - Contract Services (1,274) - (2,101) (1,000) (450) (1,000)
650 - Professional Services (155,444) (175,885) (194,900) (215,000) (202,604) (253,255)
790 - Internal Services (5,434) (7,605) (7,406) (7,401) (7,401) (8,827)
Expenditure Total (206,903) (229,665) (254,610) (276,855) (269,320) (325,962)
Workers Compensation Fund Total (22,905) (23,645) 4,462 (16,855) (10,899) 9,230
Internal Service Fund Net Revenue/ (Expenditure)
Administrative Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 86
• Provide mandatory reporting of injury and
illness records (OSHA log 300) and
recordkeeping.
• Review injury and illness trends.
• Communicate workplace safety and health
practices and ensure workplace incidences
(injuries, exposures, or illnesses) are
reported, investigated, and that corrective
actions are taken promptly.
Fiscal Year 2023-24 Notable Budget Changes
The annual revenue appropriation for this fund is
comprised of internal service chargeback fees
and SHARP grants. SHARP grants promote and
enhance worker health and safety. In 2023-24,
a $10,000 Wellness and Safety Grant will
continue to be used for wellness promotion and
training, and for safety training specifically
related to the Illness and Injury Prevention
Program (IIPP), such as the development of
safety standards and compliance audit
programs.
Fiscal Year 2023-24 Work Plan and Priorities
• Wellness Program Initiative - Continue
Wellness Program Initiative (funded by
SHARP Grant) to successfully minimize the
exposure to incidents which may cause loss
to the City or injury to its employees.
• Return to Work, Modified Duty Program –
To the extent possible and as needed, HR,
department directors, managers, and line
supervisors will actively identify appropriate
light-duty assignments for injured
employees, considering any anticipated
restrictions recommended by employee’s
physician.
• Injury and Illness Prevention Program
(IIPP) – Revise the Injury and Illness
Prevention Program (IIPP) and coordinate
employee training sessions.
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
89
Department Overview
The Community Development Department guides
the physical growth of the City and preserves the
community’s quality of life by administrating zoning
regulations, providing building and inspection
services, code enforcement, arborist services, and
ongoing advanced planning activities that maintain
the City’s General Plan. The Department also
supports the City’s business environment through
participation and funding of economic development
activities and supports community participation
through development review services, commission
meeting preparation and support, and public
hearings.
The Facilities Maintenance Services Program and
the Furniture, Fixture and Equipment (FFE)
Replacement programs together, are another
division within the Community Development
Department. Both programs are separate Internal
Service Funds. The Facilities Maintenance Division
provides city-wide facility custodial and maintenance
services to ensure City facilities are safe, clean and
usable for employees and general public use. The
FFE Replacement program supports Facilities
Maintenance activities through the funding
replacements of building assets as needed.
Community Development Programs Net Revenue/ (Expenditure)
General Fund Programs*
Program 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Development Services (549,776) (502,352) (443,905) (714,169) (667,735) (646,271)
Advanced Planning (77,283) (34,651) (39,221) (357,376) (441,778) (323,003)
Code Compliance (268,094) (273,012) (278,717) (320,150) (316,339) (346,590)
Building Inspection 116,270 67,733 872 (171,634) 151,743 245,303
General Fund Total (778,883) (742,282) (760,971) (1,563,329) (1,274,109) (1,070,561)
*Facilities Maintenance and Furniture, Fixtures & Equipment Internal Service Funds are self-supporting and
excluded from the General Fund presentation.
Community Development Development Services
Guides the physical growth of the
City and preserves the community's
quality of life
Advanced Planning
Guides physical development of the
City and developes and updates the
City's General Plan
Code Compliance
Promotes community health, safety,
and welfare through zoning, licensing
& other regulations as reflected in the
City's Municipal Code
Building Inspection
A regulatory function that protects
the community's safety, health, and
property rights by ensuring minimum
building and zoning standards are
met
Facilities Maintenance
Ensures City facilities are clean, safe
and functional for the general public
and employee use
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 90
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Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
91
Development Services
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
4101 - Development Review
Revenues
440 - Charges for services 365,017 508,873 562,601 401,000 457,845 565,740
460 - Use of money &
property 723 609 1,711 600 20 500
Expenditures
500 - Salaries & Benefits (725,407) (762,220) (741,204) (834,800) (854,985) (891,702)
610 - Operating Expenses (29,889) (24,093) (26,532) (26,797) (17,693) (25,095)
640 - Contract Services (5,431) (8,921) (10,894) (24,450) (23,200) (23,750)
650 - Professional Services (900) (21,571) (33,310) (35,000) (35,000) (35,000)
790 - Internal Services (153,888) (195,029) (196,276) (194,722) (194,722) (236,964)
4101 - Development Review
Total (549,776) (502,352) (443,905) (714,169) (667,735) (646,271)
Applicants for building and other development
permits are required to comply with City codes,
plans, and policies, in order to obtain the
Planning Division’s approval of their projects. To
help facilitate development projects,
Development Services assists applicants by
reviewing, analyzing, and processing their
applications. The process involves an
assessment of a project’s consistency and
compliance with the City’s Municipal Code,
General Plan, and regulations, followed by plan
checks and inspections. Depending on the
project, more extensive historical, arboricultural,
environmental, or geological reviews and
assessments may also be required. Key
services include:
Planning Services
• Provide on-demand services at front counter,
via telephone, and through email requests.
• Provide support to the Planning Commission,
Heritage Preservation Commission, and City
Council.
• Provide staff support to Public Works
Department for City construction projects
and CIP environmental assessments.
• Assist public with private land development
questions and information.
Review and process the following types of
applications:
• General Plan and Code Amendments
• Architecture and Site, Residential
Development, and Subdivisions
• Environmental, Variances, Rezoning, and
Planned Developments
• Certificates of Use and Occupancy
• Sign, Banner, and Conditional Use Permits
• Tree removal and “After the Fact” tree
removal permits
Arborist Services
• Assist planners with review of project
designs with respect to trees.
• Provide specifications to residents and
contractors so that trees are protected during
construction.
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 92
•Inspect projects prior to, during, and
following construction to ensure adequate
protection of trees.
•Provide information to the public through
phone and email for general information on
tree pruning, selection, care, protection, and
tree removal criteria.
Fiscal Year 2023-24 Notable Budget Changes
Contract Planning Services funding will continue
to be utilized to coordinate complex projects and
specialty software will be implemented for online
project application and permit processing. As
forecasted, Development activity is expected to
remain constant from previous year.
Nearly all of the development processes in
Community Development are now completed
online. Increased overall cost for specialty
software and credit card processing fees have
been incorporated into the departmental
operating budget.
Fiscal Year 23-24 Work Plan and Priorities
•Saratoga Retirement Community – Work
continues on the application for Design
Review and Planned Combined (PC) District
to construct three new buildings containing
52 senior living units on the 37-acre
property.
•House Family Vineyards Conditional Use
Permit – House Family Vineyards applied for
a Conditional Use Permit to operate a winery
at their property located at the end of Old
Oak Way. The proposed project also
includes construction of a subterranean
(underground) wine cave and fire access
road, Design Review for a tasting deck, and
an open space easement exchange.
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
93
Development Services
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Review planning applications and provide written comments
deeming them complete or incomplete, within 30 days:
100%100%100%100%100%
b.Review all zone clearances from the Building Division within 2
weeks:
100%97%100%100%100%
2.
a.100%100%100%100%100%
b.1%1%1%1%1%
c.Percentage of applications appealed to the Planning
Commission or City Council:
1%1%1%1%1%
d.100%100%100%100%100%
3.
a.Percent of notices sent within 10 days of Planning Commission
meetings:
100%100%100%100%100%
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.358 567 582 597 580
2.413 490 465 549 470
3.60 105 103 119 100
4.12 11 12 11 12
5.3 4 5 2 3
6.9 7 16 10 3
7.9 9 8 4 5
8.Development applications requiring geological review:20 37 43 39 40
Number of Planning Commission Study Sessions:
Number of public input meetings for citywide programs:
Number of complex projects (General Plan, amendments/ rezonings,
planned developments, environmental review):
Number of planning projects processed:
Number of tree removal permits processed:
Number of Arborist plan reviews:
Number of Planning Commission Hearings:
Facilitate the development of land and structure consistent with City
codes, plans, and policies.
Percentage of applications continued at the request of the
Planning Commission:
Percentage of applications upheld by the City Council:
Analyze and process development applications efficiently and
effectively.
Process applications to Planning Commission within an average
of 4 weeks of deeming the application complete:
Enhance community awareness of land use projects.
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 94
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Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
95
Advanced Planning
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
4102 – Advanced Planning
Revenues
440 – Charges for services 87,936 146,348 151,452 100,000 - -
Expenditures
500 – Salaries & Benefits (143,833) (155,160) (164,621) (179,900) (164,420) (184,313)
610 – Operating Expenses (2,020) (440) (490) (2,118) (2,000) (2,000)
640 – Contract Services - - - - - -
650 – Professional
Services - - - - - (105,000)
790 – Internal Services (19,365) (25,399) (25,562) (25,358) (25,358) (31,690)
900 – Transfer to Capital
Program - - - (250,000) (250,000) -
4102 – Advanced Planning
Total (77,283) (34,651) (39,221) (357,376) (441,778) (323,003)
Advanced Planning Services focus on guiding
the physical development of the City by
developing and updating the City’s standards,
regulations, Specific Plans, and General
Plan. The City’s General Plan is an adopted
statement of policy for the physical development
of the community. As such, it includes the
following elements: Land Use, Housing,
Circulation, Safety, Noise, Open Space, and
Conservation. The City also establishes specific
plans to provide additional guidance for future
land use development in the plan area, with
aspects such as detailed land use, design
guidelines, and implementation strategies. In
order to keep the plans current, at a minimum,
one element of the General Plan and/or a
Specific Plan is to be updated each year. Key
services include:
• Coordinate preparation of General Plan
Element Updates.
• Complete the 2023-2031 Housing Element
Update.
• Maintain and apply General Plan and
Specific Plan updates to development
processes.
• Develop administrative policies, plans, and
ordinances in coordination with Advanced
Planning updates.
• Prepare for the Department of Housing and
Community Development annual progress
report on Housing Element implementation.
Fiscal Year 2023-24 Notable Changes
Staff workplan activities in 2023-24 will continue
to focus on completing the General Plan and
Housing Element Updates. Staff will continue to
assist the Heritage Preservation Commission to
update the Heritage Resource Inventory.
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 96
Fiscal Year 2023-24 Work Plan and Priorities
•Housing Element Update – Every eight
years, California municipalities must update
their Housing Element, which is a required
component of the General Plan. The City will
submit a draft Housing Element to the State
for review with a deadline for adoption by
January 2024.
•General Plan Update - Due to the
substantial increase in the number of
housing units that Saratoga will be required
to plan for in RHNA 6, the schedule of the
General Plan 2040 update was revised to
align with the Housing Element. The
General Plan update is expected to be
completed this year, concurrent with the
Housing Element update.
•Mixed Use Districts Regulations and
Multifamily Objective Design Standards -
The City will be creating new Mixed Use
zoning districts as part of the Housing
Element Update. The rezoning program will
consist of three new zoning districts: Mixed
Use” (MU), “Mixed Use High Density”
(MU/HD), and “Mixed Use Very High
Density” (MU/VHD). The City Code will be
amended to include new development
standards for the MU zoning districts. In
addition, Senate Bill 35 created a
streamlined and ministerial approval process
for qualifying housing projects and requires
local jurisdictions to provide objective
standards for the expedited review and
approval of eligible projects. In addition, the
City will be creating Mixed Use zoning
districts as part of the Housing Element
Update so the Objective Design Standards
will provide applicants with a clear set of
requirements for mixed-use and multi-family
residential project design.
•Accessory Dwelling Units (ADU)
Ordinance - The State legislature recently
amended laws (SB 897 and AB 2221) to
reduce barrier and further promote the
development of Accessory Dwelling Units
(ADU) and Junior Accessory Dwelling Units
(JADU). Staff will bring forth proposed
amendments to the City Code to comply with
state law.
•Heritage Preservation Commission –As
liaison to the Heritage Preservation
Commission, staff will continue to assist the
HPC to implement their programs including
the Heritage Resource Inventory, the
Saratoga Avenue (Heritage Lane) Inventory,
Public Outreach and the Point of Interest
Markers program.
•Annual Code Updates – Each year, staff
identifies sections of the City Code that need
updating to remove inconsistences, code
which is difficult to interpret, or code requiring
revisions to reflect changes in state law (e.g.
zoning definitions).
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
97
Advanced Planning
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Five of seven General Plan were updated within last eight years:Yes Yes Yes Yes Yes
b.Annual review of Housing Element submitted to State by
deadline:
Yes Yes Yes Yes Yes
2.
a.Housing Element:Yes Yes Yes Yes Yes
b.Land Use Element:Yes Yes Yes Yes Yes
c.Circulation and Transportation Element:Yes Yes Yes Yes Yes
d.Conservation Element:Yes Yes Yes Yes Yes
e.Open Space Element:Yes Yes Yes Yes Yes
f.Noise Element:Yes Yes Yes Yes Yes
g.Safety Element:Yes Yes Yes Yes Yes
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.5 1 3 0 1
2.0 0 0 0 5
3.0 0 0 0 0
4.1 0 0 0 0
Number of ordinances completed (multiple section updates):
General Plan Elements updated:
Number of General Plan amendments requested:
Annexation applications in process:
General Plan complies with State of California requirements.
General Plan elements are updated within the last eight years in
order to administer and enforce development policies, and thereby
maintain a high quality of life for the community.
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 98
PAGE LEFT BLANK INTENTIONALLY
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
99
Code Compliance
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
4103 - Code Compliance
Revenues
440 - Charges for services 6,375 5,560 10,325 6,300 7,110 7,400
450 - Fines & penalties 12,069 25,243 (1,068) - - -
Expenditures
500 - Salaries & Benefits (224,268) (244,373) (243,205) (274,200) (278,578) (289,202)
610 - Operating Expenses (1,281) (2,065) (1,624) (2,318) (1,939) (2,700)
640 - Contract Services - - - - - -
650 - Professional Services (30,429) (16,566) - (7,000) - (7,000)
790 - Internal Services (30,561) (40,811) (43,145) (42,932) (42,932) (55,088)
4103 - Code Compliance
Total (268,094) (273,012) (278,717) (320,150) (316,339) (346,590)
The City’s Code Compliance Program supports
community health, safety, and welfare through
zoning, planning, business licensing, and other
regulations as reflected in the City’s Municipal
Code. Compliance is achieved through
education, voluntary compliance, or direct
enforcement of laws and municipal codes. The
Code Compliance Officer investigates reported
violations, conducts field inspections, gathers
supporting evidence, maintains case files and,
as necessary, prepares reports regarding
violations.
For code compliance cases which are not
resolved through staff efforts or mediation, and a
fine or enforcement action is issued, the City may
need to utilize the services of a Hearing Officer,
a contract attorney compensated for hours of
service, who will conduct a hearing if an appeal
is requested for a code enforcement action
issued by the City. The attorney is an impartial
judge and does not have any other connection or
working relationship with the City. Other key
services in this division include:
• Issue Special Event and Noise Exception
Permits.
• Administer masseuse and solicitor permit
programs.
• Enforce the City Municipal Code and
continue with outreach and education efforts
to increase the awareness of residents,
businesses, and property owners about the
City’s Municipal Code regulations.
• Receive and maintain status on all violation
complaints. Respond to, investigate, and
abate legitimate complaints.
• Resolve complex code and zoning violations
and administer citation appeals.
• Administer the Weed and Brush Abatement
Program.
• Assist the Building Division with un-permitted
construction in progress and other Building
Code violations.
• Assist all other City Departments, the County
Fire Department and the Sheriff’s Office.
Fiscal Year 2023-24 Notable Budget Changes
Expenditures for the County’s weed abatement
program is no longer needed, as effective
September 2022, this program is managed
internally by the Code Compliance Officer.
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 100
Code Compliance revenues are limited to fees
from the administration of various special activity
permits while the expenditures consist of staff
time, a minimal amount of operation funding for
materials and supplies, and contract service
funding for the Hearing Officer, and backup
services. Beginning July 1, 2023 Code
Compliance/Building Division will assess
addition permit fees for unpermitted construction
code enforcement cases.
Fiscal Year 2023-24 Work Plan and Priorities
• Abatement Priorities – Staff will continue to
provide enforcement of the Temporary Off-
Site Sign program and the Leaf Blower
ordinance. Efforts to prioritize responses to
code compliance cases will be based on the
Council’s adopted priorities and
procedures.
• Program Priorities – Development of new
code compliance procedures to streamline
work processes and improve workflow
between Building, Planning and Code
Compliance divisions.
• Weed and Brush Abatement Program –
The Code Compliance Officer will manage
the Program and continue to issue notices,
inspect properties for compliance, and follow
up with enforcement to abate overgrown
vegetation, and assess costs and penalties
against non-compliant property owners.
Code Compliance
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a. Percentage of complaints receiving a response within 48 hours
of receipt:
90%90%90%90%90%
b. Average open to close cycle time for formal complaints:4 weeks 4 weeks 4 weeks 4 weeks 4 weeks
c.Percent of violations resolved through voluntary compliance:90%90%90%90%85%
2.
a.Annual number of Solicitor Permits issued:0 0 0 1 0
b.Annual number of Noise Exemption permits issued:23 11 47 35 45
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.240 260 218 141 200
2.1 0 0 0 3
3.0 3 1 0 2
4.230 178 186 109 150
Cases requiring City Attorney review:
Total number of Administrative Citations:
Ensure code compliance staff is responsive and accountable to the
community.
Ensure compliance with City regulations for permitted activities.
Annual number of new code enforcement cases:
Annual number of Code Enforcement cases investigated or
mitigated/closed:
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
101
Building and Inspection
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
4201 - Building Inspection
Revenues
420 - Intergovernmental 10,000 4,343 - - - -
440 - Charges for services 1,283,732 1,449,159 1,402,759 1,528,250 1,593,000 1,867,470
Expenditures
500 - Salaries & Benefits (909,836) (979,258) (1,000,026) (1,127,500) (1,012,447) (1,100,722)
610 - Operating Expenses (58,273) (57,259) (65,746) (87,444) (84,790) (88,090)
640 - Contract Services (36,277) (127,697) (88,649) (239,170) (98,250) (98,500)
790 - Internal Services (173,076) (221,553) (247,467) (245,770) (245,770) (334,855)
4201 - Building Inspection
Total 116,270 67,733 872 (171,634) 151,743 245,303
The Building & Inspection Services Division is a
regulatory function that protects the community’s
safety, health, and property rights by ensuring
minimum building and zoning standards are
met. The City’s development ordinances and
standards regulate the design, construction,
quality of materials, use and occupancy of
buildings, as well as the location and
maintenance of all buildings within the City of
Saratoga. Staff assists applicants with
information concerning building regulations,
disability access regulations, and other state and
local ordinances, and provides plan check
services in compliance with Uniform Building
Codes. Staff also maintains permit tracking and
plan check systems, inspects commercial and
residential buildings under construction, and
reviews grading plans and performs grading
inspections for construction projects with
significant earthwork activity. The ability to
expedite plan check response time and issue
over-the-counter permits improve customer
service; therefore, the Division has implemented
improvements that focus on utilizing
technologies, standardizing processes, training
staff, and attaining certifications. Key services
include:
Counter Services
• Provide construction and zoning code
information to developers, contractors,
architects, engineers, homeowners, and the
general public.
• Maintain permit tracking and building permit
system information.
• Provide business license information and
process new licenses and existing license
renewals.
Plan Check Services
• Perform residential and commercial building,
structural, and site plan reviews under
California Building Code guidelines, State
regulations, and City ordinances.
• Provide building code information to
applicants.
Inspection Services
• Perform on-site inspections of buildings and
structures under construction.
• Investigate housing code violations.
• Coordinate building permit applications with
other departments and agencies.
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 102
On-line Services
• Provide step-by-step processes for obtaining
the majority of City permits.
• Allow residents and contractors the ability to
apply for and pay for permits online.
• Provide a means for uploading applications,
plans, and supporting documents.
• Provide construction and zoning code
information to developers, contractors,
architects, engineers, homeowners, and the
general public via the Camino portal.
Fiscal Year 2023-24 Notable Budget Changes
The Building Division is expecting revenue
activity to remain constant with the previous year
while expenditures for Inspection Services were
increased to a more realistic level to cover
contract workers that fill in during staff absences.
SB 379, the Solar Access Act, requires cities and
counties to streamline the solar permitting
process to help reduce overall project times and
costs for new solar rooftop installations. The City
received a $40,000 grant from the California
Energy Commission to help implement the new
online rooftop Solar Permitting app that would
integrate with TRAKiT, CDD’s permit software,
along with staff training. The solar app is
expected to be operational by September 30,
2024.
Fiscal Year 2023-24 Work Plan and Priorities
• Electronic Plan and Permit Processing –
Refine and promote online services using the
Camino portal which provides web-based
planning and building Division submittals.
• SB 379 Solar Access Act – Implement the
new online rooftop solar permitting program.
Building & Inspection
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Percentage of inspections delivered within 2 business days of
request:
99%99%99%99%99%
b.Percentage of initial plan checks completed within 45 days of
receipt:
99%96%99%99%99%
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1 1,858 1,881 2,320 1,937 1,850
2.450 400 450 450 450
3.6,027 6,899 7,156 8,029 7,000
4.610 560 498 988 700
5.$80 $103 $113 $191 $115Dollar value of construction permitted (in $Millions):
Maintain staff's responsiveness and accountability to the
community.
Number of Building Division permits issued:
Number of Over-the-Counter Plan Checks for Remodels:
Number of inspections requested:
Number of building plan checks completed:
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
103
Facility Maintenance
The Facility Maintenance Division is a citywide
support function for custodial, maintenance,
repair services, and building improvements for
all facilities at the Civic Center, Prospect Center,
and Museum Park, and supports the needs of
the tenants of City leased buildings as defined in
lease agreements (e.g., Senior Center).
The Facility Maintenance staff ensures the City’s
facilities are in a clean, safe, and usable
condition at all times for employees and the
general public. Regular preventative
maintenance services are on a schedule, which
include items such as painting, roof
maintenance, pest control, emergency generator
testing and upkeep, HVAC, and alarm
servicing. Other maintenance repair services
such as electrical and plumbing repairs are
contractually provided on an as-needed
basis. The Facility Maintenance program also
funds citywide facility expenses such as water,
sewer, electricity and natural gas utilities,
maintenance, and janitorial supplies and
manages all city owned building security and
access (keys and access cards).
Facility Maintenance is accounted for as an
Internal Service Fund program, with cost
allocations based on service/support
levels. Internal service charges represent costs
associated for custodial and building
maintenance. Internal Service Funds recognize
costs on an ongoing basis through stabilized
annual charges based on long-term operational
and asset replacement costs. This averaging of
costs helps to maintain fiscal sustainability.
Due to building size and public use factors, the
majority of the Facility Program’s service/support
costs and functions focus on non-staff buildings
such as the Civic Theater, Community and
Senior Centers, Saratoga Prospect Center, and
Museum Park buildings. The Facility
Maintenance’s program cost to support janitorial,
repair, and maintenance functions is allocated to
operational programs based primarily on square
footage percentages the program uses, with the
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Facility Maintenance
Revenue
460 - Use of money & property 2,199 - 1,959 - - -
480 - Internal Service Charges 925,000 900,000 950,000 916,476 916,476 1,196,640
488 - Other - - - 13,324 - -
Revenue Total 927,199 900,000 951,959 929,800 916,476 1,196,640
Expenditure
500 - Salaries & Benefits (397,338) (423,066) (415,182) (456,700) (442,790) (598,270)
610 - Operating Expenses (184,436) (137,336) (164,986) (212,884) (189,805) (228,125)
640 - Contract Services (160,810) (133,890) (139,960) (220,000) (181,800) (220,500)
650 - Professional Services - - - - (1,000) -
790 - Internal Services (126,536) (141,961) (151,858) (151,435) (151,435) (182,888)
Expenditure Total (869,121) (836,254) (871,987) (1,041,019) (966,830) (1,229,783)
Facility Maintenance Total 58,079 63,746 79,972 (111,219) (50,354) (33,143)
Internal Service Fund Net Revenue/ (Expenditure)
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 104
public common area usage charged to the Non-
Departmental Section’s General Administration
Program. Key services include:
• Provide facilities that are clean, safe, and
usable for the public and City employees.
• Follow environmentally friendly purchasing
policies, sustainability, and green building
practices.
• Maintain facilities on a regular schedule to
provide efficient and cost-effective
maintenance.
Fiscal Year 2023-24 Notable Budget Changes
LED lights will continue to be installed
throughout the City buildings when lighting
replacement is needed. This project will be
ongoing until all lights are updated with LED
technology.
Fiscal Year 2023-24 Work Plan and Priorities
• Facility and Infrastructure Project
Management – Facility staff will oversee
planned facility improvement projects to
ensure City facilities are clean, safe, and
maintained according to best practices.
• Environmental Sustainability - Staff will
continue ongoing environmentally friendly
and energy savings projects such as
installing energy saving HVAC units in City
buildings and maintaining EV charging
stations in the City.
Facility Maintenance
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Percentage of surveyed visitors who agreed the facilities are
clean, comfortable, and safe:
100%100%100%100%100%
2.
a.Quarterly preventative maintenance of all City HVAC systems:100%100%100%100%100%
b.Six-days per week cleaning of all City facilities including
emptying trash, vacuuming, mopping, and cleaning windows,
etc.:
100%100%100%100%100%
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.3,500 3,500 3,500 3,500 3,500
2.11 11 11 11 11
3.4 4 4 4 4
4.34 15 7 20 36
Number of work orders completed:
Setup and takedown of Council Chamber dias:
Maintain AED units on a monthly basis:
Refinish wood floors annually:
Provide safe, functional, and attractive City buildings for the
enjoyment of the public and to house the provision of City services.
Provide safe and functional, City buildings using environmentally
sensitive and cost-effective practices.
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
105
Furniture, Fixtures & Equipment
The Facility FFE Replacement Internal Service
Fund (ISF) Program was added in recognition
that the replacement of facility components is
ongoing and should be treated similarly to how
the City plans for technology equipment and
vehicle replacements. The use of a steady
annual charge helps to smooth the irregular cost
and timing of large facility equipment purchases
over the years, as well as provide a more
accurate cost of operations on an ongoing
basis.
The two direct General Fund allocations are in
recognition of the program’s functions – Facility
Rental charges are related to rent producing
assets, and non-departmental charges are for
general city-wide use that is not specific to City
services. The ISF Facility Maintenance program
receives an allocation that is subsequently
reallocated out to the General Fund operational
programs through the Building Maintenance
allocation.
Initially, furniture, fixtures, and equipment are
purchased through a requesting department’s
budget, or as part of a capital project for general
citywide assets. If the facility asset will be
replaced on an ongoing basis, the new
equipment is added to the department’s
replacement schedule list. The addition of the
FFE replacement program stabilizes funding
requirements by accumulating funds annually
over an asset’s lifespan to both ensure funding
is available when needed, and to more fully
recognize appropriate overhead costs. This
practice allows the City to replace facility FFEs
on a scheduled basis, with built-in flexibility for
unexpected timeframes or costs. Key services
include:
•Identify and track facility furniture, fixtures,
and equipment.
•Accumulate and provide annual funding for
asset replacements.
•Assess condition of furniture, fixtures, and
equipment for proper replacement timing.
•Identify and procure best solution
equipment.
Fiscal Year 2023-24 Notable Budget
Changes
The annual funding charge-backs are set at
$200,000 with the expectation that this level of
funding will provide adequate resources to
purchase and replace identified facility assets for
many years. The long-term replacement plan is
reassessed each year to include re-assessed
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Facility FFE Replacement
Revenue
480 - Internal Service Charges 200,000 200,000 200,000 198,737 198,737 200,000
488 - Other - - - 1,263 - -
Revenue Total 200,000 200,000 200,000 200,000 198,737 200,000
Expenditure
770 - Fixed Assets (50,924) (30,735) (18,824) (270,130) (103,457) (280,610)
790 - Internal Services - - (41,639) - --
Expenditure Total (50,924) (30,735) (60,463) (270,130) (103,457) (280,610)
Facility FFE Replacement Fund Total 149,076 169,265 139,537 (70,130) 95,280 (80,610)
Internal Service Fund Net Revenue/ (Expenditure)
Community Development Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 106
replacement cost values, delays or expedited
replacements, newly identified assets, or the
addition of new assets. Planned replacements
for the 2023-24 budget year total $280,610 and
are listed in the following FFE Equipment
Replacement Schedule.
FURNITURE, FIXTURES & EQUIPMENT
2023-24 REPLACEMENT SCHEDULE
Location Asset
Est.
Useful
Life
Est. Cost
City Hall
HVAC (IT) HVAC Unit 7A-IT 15
6,720
Linda Callon Conf. Room HD Projector System 10
16,900
City Hall Fire Alarms 25
26,700
Civic Theater/Council Chambers
Theater/Council Chambers Restrooms (2 Ladies/Men) 60
16,000
Theater/Council Chambers Fire Alarm System 20
40,000
Theater/Council Chambers Unit #1 25
43,750
Theater/Council Chambers Condensing Unit#1 25
67,500
Corporation Yard
Security Camera System Security Camera 10
10,640
Prospect Center
Friendship Hall Prospect Ctr Projector System 10
16,900
Portables
Senior Portable Flooring 25 13,500
Senior Portable HVAC Unit#1 23 11,000
Senior Portable HVAC Unit#2 23 11,000
Total FFE Replacement Funding $280,610
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
107
Department Overview
The Public Works Department oversees engineering
and capital project functions; reviews the public’s
development plans for impacts to roadways and
public right of ways; maintains the City’s parks, trails,
medians, right-of-ways, grounds, bridges, and
landscape districts; repairs and maintains the
roadway systems, including streets, traffic and
pedestrian signals, lighting, and storm drains;
provides vehicle maintenance oversight and minor
maintenance; and ensures the City’s environmental
responsibilities are fulfilled, including externally-
driven responsibilities under the Clean Water and
Solid Waste programs. The Public Works
Department also supports the Traffic Safety
Commission, the Pedestrian, Equestrian, Bicycle
and Trails Advisory Committee, and facilitates
community volunteer efforts such as the Village
Gardeners and various Scout projects.
Public Works consists of five main operational
programs that provide information and outreach to
the City’s residents, businesses, and the public
regarding the department’s activities and
infrastructure projects that may affect them and
provides resources that are available to the
community. Additionally, the department oversees
two internal support programs: Equipment
Maintenance and Equipment Replacement; and 26
separately funded Landscape and Lighting
Assessment Zones.
Public Works General Engineering
Provides oversight for the City's
engineering activities not related to
private development
Development Engineering
Provides services for private
development projects to ensure
accordance with City Standards
Environmental Services
Oversees City's solid waste programs
and promotes environmental services
Streets & Stormdrains
Provides ongoing mtc to City's public
infrastructure including roadways
Parks & Landscape Maintenance
Provides well maintained landscape
& turf to City Parks and open spaces
Equipment Maintenance
Ensures all vehicles and equipment
are safe and function well
Landscape & Lighting Districts
26 districts
Capital Improvement Progam
City prioritized workplan for capital
projects
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 108
Public Works Programs Net Revenue/ (Expenditure)
General Fund Programs*
Program 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
General Engineering (549,942) (491,964) (339,510) (844,568) (814,874) (972,526)
Development
Engineering (160,533) (68,160) (76,818) (161,245) (156,808) (183,443)
Environmental Services (619,303) (699,940) (695,312) (784,425) (909,556) (915,447)
Streets and Storm
Drains (1,501,604) (1,563,605) (1,727,532) (1,915,616) (1,991,185) (2,209,035)
Parks & Landscape
Maintenance (2,375,513) (2,696,509) (2,761,665) (2,964,007) (2,834,731) (3,173,230)
General Fund Total (5,206,895) (5,520,178) (5,600,837) (6,669,861) (6,707,154) (7,453,681)
* Vehicle & Equipment Maintenance and Vehicle & Equipment Replacement Internal Service Funds and Lighting
and Landscape Districts are self-supporting and excluded from the General Fund presentation.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
109
General Engineering
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
5101 - General Engineering
Revenues
440 - Charges for services 417,952 680,429 807,996 500,000 500,325 500,250
Expenditures
500 - Salaries & Benefits (712,488) (891,332) (888,346) (1,031,400) (1,015,870) (1,115,650)
610 - Operating Expenses (34,544) (34,162) (36,909) (41,484) (38,745) (42,160)
640 - Contract Services (8,709) (14,006) (8,776) (28,250) (24,250) (38,950)
650 - Professional Services (110,423) (115,157) (95,436) (127,100) (120,000) (127,000)
790 - Internal Services (101,730) (117,735) (118,040) (116,334) (116,334) (149,016)
5101 - General Engineering
Total (549,942) (491,964) (339,510) (844,568) (814,874) (972,526)
The General Engineering Program provides
oversight for the City’s engineering activities not
related to private development. This includes
the design, management, and administration of
the Capital Improvement Plan to improve the
City’s public infrastructure (e.g. streets, storm
drains, sidewalks, signalized intersections,
parks, and medians) with an emphasis on
delivering capital projects within planned
schedules and budgets and department staff
applying for annual grant opportunities. General
Engineering operations also include traffic
management, the development of Geographic
Information System (GIS) data to manage the
City’s infrastructure, and processing annexation
requests, right-of-way, and property boundary
issues. Key services include:
• Provide assistance and information to the
public regarding engineering services.
• Provide administrative and engineering
support services for capital improvement
projects including preparing bids and
contracts.
• Perform traffic engineering analyses and
manage traffic concerns.
• Maintain current statistics on traffic
accidents, traffic volumes, speeds, and street
mileage, and prepare annual reports to state
and local agencies, as required.
• Review requests and issue encroachment
permits to residents and utility companies.
• Review and issue oversize load permits.
• Process document imaging of department
documents.
2023-24 Notable Budget Changes
The revenue stream in 2023-24 is expected to
decrease due to reduced activity in utility
company work. The expenditure budget was
increased for City Traffic Engineering Services.
2023-24 Work Plan and Priorities
• Capital Improvement Program Oversight
– Provide plans, specifications, estimates
and right-of-way documents, coordinate
consultants, and administer contracts. Fiscal
Year 2023-24 CIP Project oversight includes
Quito Road Bridges replacement, the El
Quito Park Pickleball Courts, the Citywide
Stormdrain Masterplan, the Quito Road
Sidewalk Improvements, and the Annual
Pavement Management Program.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 110
• Traffic Management – Receive resident
traffic safety concerns and investigate by
means of the city’s Traffic Engineer and
Traffic Safety Commission as needed. With
approximately 1,800 deputy hours focused
on traffic control services, the Sheriff works
with the City’s schools and the Traffic Safety
Committee to improve traffic management
around school activity. Future traffic
management projects for the upcoming year
will include roadway markings for traffic
calming on various streets by direction of the
Commission. Larger projects include the
installation of bike lanes on Saratoga Avenue
and Allendale Avenue, and a new speed
hump on Reid Lane.
• Laserfiche Document Management
Project – Staff will continue to prepare the
backlog of Public Works documents for
scanning services, and when returned, will
assess the quality of the files to ensure they
are legible, complete, and correctly scanned
and indexed.
General Engineering
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Respond to traffic safety concerns from residents:100%100%100%100%100%
b. Utilize traffic engineer experts to identify solutions to potential
roadway hazards:
Yes Yes Yes Yes yes
2.
a.Issue encroachment permits for residential projects within 3
weeks of receipt of application:
100%100%100%100%100%
b.Maintain average pavement condition index at a rating of 70 or
above:
Yes No No No No
c. Establish best practices roadway maintenance plans, such as for
resurfacing, pothole repairs, tree pruning, and weed control:
Yes Yes Yes Yes yes
d.Respond to road hazard complaints within 48 hours of
notification:
100%100%100%100%100%
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.24 40 30 35 30
2.300 430 468 513 400
3.4 5 7 5 5
4.49 140 110 145 100
Increase roadway safety through effective traffic management
practices.
Number of traffic concerns investigated and reviewed by Traffic
Safety Committee:
Number of encroachment permits issued:
Number of contracts executed:
Number of bids issued:
Maintain safe, well-functioning roadway infrastructure.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
111
Development Engineering
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
5102 – Engineering
Development
Revenues
440 - Charges for services 60,247 85,732 78,450 - - -
Expenditures
500 - Salaries & Benefits (167,725) (87,736) (86,833) (93,200) (89,030) (98,360)
610 - Operating Expenses (1,021) (475) (304) (1,045) (750) (750)
640 - Contract Services - - (289) (200) (228) (250)
650 - Professional Services (2,500) (2,390) (2,670) (2,500) (2,500) (2,500)
790 - Internal Services (49,534) (63,292) (65,171) (64,300) (64,300) (81,583)
5102 - Engineering
Development Total (160,533) (68,160) (76,818) (161,245) (156,808) (183,443)
The Development Engineering Program, in
coordination with the City’s Community
Development Department, provides services for
private development projects to ensure they are
constructed in accordance with City
standards. Development Engineering Services
includes reviewing engineering plans and
specifications, subdivision maps, and lot line
adjustments; issuing certificates of compliance;
and controlling encroachments in the public
right-of-way connected to private developments
ensuring compliance with the City’s NPDES
permit. This program seeks to fully recover the
costs associated with development
services. Key services include:
• Review and comment on Design Reviews
and Tentative Map applications.
• Review initial improvement plan submittals.
• Issue encroachment permits for single family
developments.
2023-24 Notable Budget Changes
Fiscal Year 2023-24 revenues are based on a
small amount of development projects. This is
due to the City of Saratoga being mostly built-
out. Fiscal Year 20223-24 budgeted
expenditures reflect a shift of staff time from
development oversight to general engineering
program work. With Community Development
staff providing more of the development
services, engineering staff is now freed up to
focus on City infrastructure projects. The
remainder of program expenditures reflect
minimal operational costs other than staff salary
and internal service charges. Operational
expenses include a small amount of office
supplies and external civil engineering services.
2023-24 Work Plan and Priorities
• Development Review – Review
applications for compliance with City, State
and Federal laws for public improvements in
the city’s right-of-way. Process subdivision
development plans, reviewing for traffic
impacts.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 112
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
113
Environmental Services
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
5103 – Environmental
Services
Revenues
413 - Other Taxes 100,000 100,000 100,000 100,000 59,000 59,000
416 - Franchises &
Surcharges 73,701 127,593 149,086 159,470 65,000 65,000
420 - Intergovernmental 31,616 31,646 28,257 20,000 13,000 13,000
Expenditures
500 - Salaries & Benefits (204,129) (291,867) (311,347) (318,600) (315,180) (342,490)
610 - Operating Expenses (321,017) (374,060) (389,409) (423,645) (419,735) (434,583)
640 - Contract Services (240,900) (244,721) (239,825) (285,000) (275,000) (230,000)
650 - Professional Services (33,406) (17,344) - (5,000) (4,991) (5,000)
790 - Internal Services (25,168) (31,187) (32,076) (31,650) (31,650) (40,374)
5103 - Environmental
Services Total (619,303) (699,940) (695,312) (784,425) (909,556) (915,447)
The City of Saratoga’s Environmental Services
Program supports an Environmental Program in
the Public Works Department that oversees the
following three areas relating to sustainability:
solid waste management; clean water
compliance; and clean energy. The level of
service delivery to community members and
agency compliance for these three areas are
mostly guided by state laws and regional
requirements. Key services include:
• Provide street sweeping services for the
City’s streets and parking lots.
• Provide storm drain cleaning.
• Manage the City’s Clean Water Program to
fulfill the City’s requirements of the NPDES
permit.
• Manage the City’s agreements with the West
Valley solid waste Joint Powers Authority
and the hauler to ensure that community
members are receiving quality integrated
waste management collection services and
paying reasonable service rates.
• Monitor sustainability programs that are
offered in other cities to ensure that the same
programs are offered to Saratoga community
members.
2023-24 Notable Budget Changes
Saratoga’s share of the Solid Waste JPA
assessment will increase by approximately
$193,208 this fiscal year. The increase is due to
additional general services costs for
implementation of the City’s Mandatory Organic
Waste Disposal Reduction Ordinance mandated
by SB 1383, Collection Contract Implementation,
Franchise Fee Study, C&D Program
Development, Street Sweeping Program, and for
Development and Grant Administration.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 114
2023-24 Work Plan and Priorities
• Clean Water Program –Continue to work
with West Valley Clean Water Program
Authority (WVCWPA) staff to meet
regulations resulting from the National
Pollution Discharge Elimination System
(NPDES) and their Municipal Regional
Permit (MRP). The MRP regulates regional
stormwater regulations for activities related
to construction sites, industrial sites, illegal
discharges and illicit connections, new
development and municipal operations.
Cities must renew their MRP every 5 years
and during that period of time, the state has
the ability to tighten regulation regional
requirements. Changes in state
requirements most directly impact the City’s
General Fund.
• Hazardous Household Waste – Continue
efforts to inform Saratoga residents of the
HHW program and the proper disposal of
hazardous substances. The goal is to
increase participation levels.
• Solid Waste Management – Continue to
work with the West Valley Solid Waste
Management Authority and residents to
provide quality solid waste and recycling
services to Saratoga community members
and remain in compliance with state
mandated programs. Most recently, the state
passed Senate Bill 1383 (SB1383) in 2016 to
reduce organic waste disposal by 75% and
increase edible food recovery by 20% by
2025. Under this law, jurisdictions must
provide organics recycling services to nearly
all residents and businesses. Jurisdictions
must also develop or expand existing organic
collection systems in all sectors and plan for
adequate organic processing. The City
adopted its Mandatory Organic Waste
Disposal Reduction Ordinance in November
2021 to comply with the SB 1383
requirements. Additionally, jurisdictions
must implement other requirements, such as
contamination monitoring, record keeping,
and reporting and enforcement. The City will
experience an increase in spending to
comply with SB 1383 and the expenses will
be paid by the City’s operating budget.
• Clean Energy Program – Continue to meet
the goals of the Saratoga Climate Action
Plan 2030 and work with local and regional
agencies to support sustainable best
practices. Over the past few years, the City
has been increasing energy efficiency in
buildings, electrifying buildings and
appliances, accelerating zero emission
vehicle adoption, and using clean, renewable
energy sources. The City works in
partnership with Silicon Valley Clean Energy
(SCVE) since 2016 to reduce greenhouse
gas emissions within the Saratoga
community. In 2017, the City began
purchasing 100% renewable electricity from
SVCE for all municipal facilities. In 2019, the
City adopted a green building reach code
that requires all new buildings to use electric
heat pump technology for their space and
water heating. Additionally, in the area of low
carbon transportation, the City’s reach code
also requires new one and two-family homes
and townhouses with attached garages to
install two EV charger outlets, with one outlet
located on the exterior of the building.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
115
Environmental Services
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Tons of solid waste collected in Saratoga:27,618 28,900 22,000 9,743 10,000
b.Tons of solid waste diverted from landfills:15,218 15,750 12,000 14,269 12,000
c.Meet State requirements for garbage diversion:Yes Yes Yes Yes yes
2.
a.Percentage of regional meetings attended:100%100%100%100%100%
b. Percentage of required reports completed and submitted by
deadline:
100%100%100%100%100%
3
a.Percentage of regional meetings attended:100%100%100%100%100%
b. Respond to reports of illicit and illegal discharges :100%100%100%100%100%
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.629 1126 1182 836 836
2.Miles of streets swept per month:550 550 550 550 550
3.0 1 1 1 6
Number of Saratoga residents participating in Countywide
Household Hazardous Waste Program:
Number of bags of garbage collected at creek clean-up events:
Provide effective oversight of waste collection and recycling
programs.
Meet requirements of the Non-Point Source Pollution Prevention
Permit specified for City staff:
Protect Saratoga's natural environment through participation in the
West Valley Clean Water Program.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 116
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Public Works Program Budgets
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117
Streets and Storm Drains
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
5201 - Streets & Storm
drains
Revenues
420 - Intergovernmental 210,458 199,107 186,722 200,000 - -
440 - Charges for services 1,843 140 1,521 - - -
Expenditures
500 - Salaries & Benefits (1,166,696) (1,078,886) (1,080,951) (1,247,550) (1,112,705) (1,184,945)
610 - Operating Expenses (58,311) (99,113) (103,980) (107,376) (114,790) (130,040)
640 - Contract Services (126,860) (156,517) (248,052) (280,000) (283,000) (283,000)
790 - Internal Services (362,038) (428,336) (482,792) (480,690) (480,690) (611,050)
5201 - Streets & Storm
drains Total (1,501,604) (1,563,605) (1,727,532) (1,915,616) (1,991,185) (2,209,035)
The Streets and Storm Drains Program provides
for ongoing maintenance and minor repairs to
the City’s roadways, storm drains, asphalt
pathways, bridges, curbs, gutters, and concrete
sidewalks to ensure the City’s public
infrastructure is maintained in a safe,
sustainable, and cost-effective manner.
Program activities include small street repair
projects, filling of potholes, maintenance of
roadway signs, traffic markings (paint), signals,
streetlights, and debris removal. Streets
program staff coordinate program work with the
General Engineering Program for traffic and
roadway projects, and with the Parks Program
for weed control and storm drain work. Auxiliary
duties include storm preparation and cleanup,
risk management/damage prevention activities,
responding to public requests, and emergency
preparedness functions. Other key services
include:
• Maintain roadway infrastructure with minor
repairs, provide roadside weed control, and
conduct litter pickup and bicycle lane
sweeping along arterial streets and school
sites.
• Remove illegal signage from public right-of-
ways.
• Resolve sight distance, obstruction, and
encroachment complaints.
• Respond to graffiti removal requests.
• Inspect open channel drainage facilities to
ensure blockages do not impede drainage
flows.
• Respond to emergencies impacting
roadways, drainage, and other City facilities.
• Assist with community events, such as the
Chamber of Commerce’s Village events, the
Blossom Festival, the 4th of July event, and
the Annual Village Tree Lighting.
• Report PG&E owned streetlight outages to
PG&E.
• Repair City owned streetlights.
2023-24 Notable Changes
The City expects approximately $200,000 per
year from a voter approved $10 Vehicle
Registration Fee surcharge which is used to help
support this program’s maintenance activities.
While roadway resurfacing contracts and related
expenses are funded in the Capital Improvement
Plan, staffing costs for contract oversight and
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 118
roadway maintenance services are provided
through this General Fund Street and Storm
Drain Maintenance Operating Budget program,
through both staff and contract service
efforts. Other expenditures in this budget
include funding for traffic light repair services,
street tree maintenance, minor tools, supplies,
equipment, and training for staff to carry out this
work, as well as internal service charges to
support the program.
2023-24 Work Plan and Priorities
• Pavement Management – Street Program
staff will manage various street capital
projects and all maintenance work on City
roadways (145 miles), storm drains (45
miles), sidewalks (15 miles), bridges (20), as
well as maintain approximately 15,000 signs
and street restriping as needed. Council
Policy, effective 2016-17, set a goal of $2
million of funding be designated for Street
Resurfacing in the Capital Budget. Funding
from the VTA Measure B program, Gas Tax,
General Fund allocations, and various grants
provides the remainder of CIP Street project
funding while Street staff time and regular
maintenance work is budgeted in the
Operating Budget. In 2023-24 the budget will
be $4.187 million, which represents additional
revenue from PMP dedicated revenues and
Gas Tax and an allocation of $1.337million
from the General Fund’s Capital Reserve.
• Infrastructure Maintenance & Repairs –
Projects administered under the Roadway
Infrastructure Maintenance & Repairs capital
project are supported by Streets and Storm
Drain program staff, with supplies or contract
services funded by the CIP.
• Retaining Wall Maintenance – Projects
administered under the CIP for Retaining Wall
repair projects are funded through the CIP but
supported by Streets and Storm Drain
program staff in the operating budget. Minor
retaining wall maintenance expenses will
continue to be funded through the operating
budget.
Streets & Storm Drains
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Maintain Pavement Condition Index average above 70 (out of
100 total points):
69 67 65 68 68
b.Percentage of potholes repaired within 24 hours of notification:100%100%100%100%100%
2.
a.Storm drains cleaned and maintained to function properly and
avert damage from major storm events:
1,050 1,050 1,050 1,050 1,050
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.700 750 1,200 172 250
2.$1,098,511 $1,749,600 $0 $0 $0
To provide safe and functional roadway systems throughout the
City.
Maintain safe, well-functioning infrastructure.
Number of signs installed and replaced:
Amount of grant funding the City received for street resurfacing:
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
119
Parks & Landscape Maintenance
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
5301 - Parks & Landscape
Services
Revenues
440 - Charges for services 200,522 127,503 128,787 129,167 129,767 146,432
460 - Use of money &
property 9,552 4,970 14,288 5,000 2,000 30,700
Expenditures
500 - Salaries & Benefits (1,084,535) (1,121,146) (1,157,457) (1,294,600) (1,184,120) (1,274,960)
610 - Operating Expenses (416,451) (487,312) (485,241) (460,521) (457,525) (508,325)
640 - Contract Services (711,859) (818,033) (820,487) (903,600) (885,400) (1,003,600)
770 - Fixed Assets (13,511) - - - - -
790 - Internal Services (359,231) (402,490) (441,555) (439,453) (439,453) (563,477)
5301 - Parks & Landscape
Services Total (2,375,513) (2,696,509) (2,761,665) (2,964,007) (2,834,731) (3,173,230)
The focus of the Parks & Landscape
Maintenance Program is to provide attractive,
well maintained, water efficient landscaping and
turf through the management and maintenance
of the City’s parks, trails, open spaces and facility
grounds, as well as the landscaped medians and
islands in the roadways.
Facilities within the City’s parks, trails, and open
spaces such as bathrooms, pedestrian lighting,
walkways, playground and other recreation
facilities are safe, clean, and well-maintained for
residents and visitors. The Parks & Landscape
Maintenance Program is responsible for
maintaining 87 acres of parkland in 14 parks, and
250 acres of trails and open space areas
throughout the City. The City-owned Hakone
Gardens Park Japanese Garden areas are
tended by a separate non-profit foundation;
however, the City continues to maintain the
facility’s infrastructure. Key services include:
• Maintain all parks, trails, and open space
areas in a safe, usable, and attractive
condition.
• Foster community awareness and support of
the City’s parks and open space resources.
• Coordinate and assist sport groups with use
and care of recreational facilities.
• Provide assistance with community events,
such as the Chamber of Commerce’s Art &
Wine Festival, the Blossom Festival, the 4th
of July event, the Annual Village Tree
Lighting, Arbor Day, Movie Night and the
Heritage Orchard Community Harvest.
• Provide for attractive, well maintained
landscaped areas with plant maintenance
and functioning irrigation systems.
• Maintain trash receptacles throughout the
City.
• Provide management and oversight of the
City’s Landscape & Lighting District contract
maintenance work.
• Conduct monthly playground inspections to
maintain safety standards.
• Maintain pedestrian lighting fixtures
throughout City parks, properties, and
Landscaping and Lighting Districts.
Fiscal Year 2023-24 Notable Budget Changes
Contract services for tree work and maintenance
will continue to increase. Additional funding has
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 120
been added for a Citywide Tree Inventory
project. The Park & Landscape Maintenance
expenditure budget includes funding for
landscaping materials, supplies, equipment, and
services. Annual funding is included to replenish
playground fiber at the various parks and
additional tree work. The cost of water continues
to play an important role in Parks & Landscape
operations, making drought tolerant planting a
focus. The remainder of the expenditure budget
is for staffing and internal service charges.
Fiscal Year 2023-24 Work Plan and Priorities
• Water Efficiency – The Parks and
Landscape Maintenance Program will
continue to monitor the City’s irrigation
system to reduce water use through plant
selection, soil management, and irrigation
methods. Turf areas will continue to be
investigated as potential conversion sites
into native landscape, hardscape or mulched
areas to reduce water usage.
• Playground Safety Improvements – Staff
continues to oversee the safety and
structural integrity of playground equipment
at all parks. Improvements include
converting sand surfaces to engineered
wood fiber material as mandated by the “Fall
Zone/Impact Attenuation Guidelines.” In
2023-24, Beauchamps Park was improved
with updated designs of playground
equipment and all rubber surfacing.
• Playground Monitoring – Monitor
playgrounds on an on-going basis in
accordance with a 15 to 25-year replacement
schedule. Replacement criteria is based on
major equipment wear and tear and changes
in safety regulations on outdated
structures.
• Parks, Trails, Grounds & Medians (PTGM)
Fixed Asset Oversight – Staff will manage
PTGM fixed asset replacements in
accordance with funding availability in the
PTGM capital project, assessing and revising
replacements schedules as necessary. New
pickleball courts will be completed in 2023-
24.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
121
Parks & Landscape Maintenance
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Percentage of parks with playground equipment inspected
monthly:
100%100%100%100%100%
2.
a.Percentage of reports of needed park maintenance receiving
response within 48 hours:
100%100%100%100%100%
b.Percentage of reports of needed trail maintenance receiving
response within 48 hours:
100%100%100%100%100%
3.
a.Staff Maintenance workers maintaining pesticide licenses:100%100%100%100%100%
b.Improved irrigation controllers installed to increase water
efficiency:
0 1 3 1 23
c.Turf removed and converted to landscape or hardscape for
water conservation (in square feet):1,000 6,707 15,088 0 1,000
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.191 191 191 191 191
2.18 55 10 7 10
3.6 4 6 5 6
Total number of new trees planted in City parks:
Parks and Recreation Commission Meetings:
Maintain safety standards in parks and playgrounds.
Protect Saratoga's natural beauty by maintaining parks and open
space.
Protect the environment through sustainable practices.
Total acres of City parks maintained:
Public Works Program Budgets
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2023-24 Adopted Budget
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2023-24 Adopted Budget
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Vehicle & Equipment Maintenance
The Vehicle & Equipment Maintenance Fund
Program is operated as an Internal Service Fund
and ensures that all vehicles and equipment are
safe and function well. Staff maintains the
repair, ownership, warranty, and maintenance
records of vehicle and equipment inventory and
performs monthly operational tests of
emergency generators. Mechanical and body
work repairs are provided through auto and
equipment shops and services. Key services
include:
•Provide preventative maintenance and
repairs for all City owned vehicles and
equipment. \
•Comply with State and County air quality
requirements.
•Maintain the City’s fueling system and
equipment.
•Perform routine safety inspections to ensure
safe operation of fleet.
Fiscal Year 2023-24 Notable Budget Changes
Revenues from this program reflect allocated
charges to departments with assigned vehicles
for the cost of providing maintenance and repair
services and fueling vehicles and
equipment. The Internal Service Fund
chargeback again remains steady at $275,000.
A new aerator was purchased in 2022-23.
Increases in the cost of fuel is offset in part by
the transition to more electric vehicles in the
fleet.
The Vehicle & Maintenance program
chargeback is set approximately equal to
operating expenditures. At year-end, any net
operations savings help to increase fund balance
reserves in line with Council policy. Overall, this
budget supports Council’s objective to maintain
vehicles and equipment in a safe, secure,
sustainable, and cost-effective manner.
Fiscal Year 2023-24 Work Plan and Priorities
•Fleet Maintenance – The Vehicle &
Equipment Maintenance program tracks
vehicle and equipment repair and
maintenance history. Staff will continue to
refine maintenance schedules and
recordkeeping activities to ensure all City
vehicles & equipment are included in
replacement schedules.
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Vehicle & Equipment Maintenance
Revenue
480 - Internal Service Charges 275,000 275,000 275,000 273,263 273,263 274,770
488 - Other - - - 1,737 - -
Revenue Total 275,000 275,000 275,000 275,000 273,263 274,770
Expenditure
500 - Salaries & Benefits (108,320) (103,125) (114,295) (115,000) (118,595) (128,820)
610 - Operating Expenses (46,060) (63,658) (77,982) (68,100) (68,100) (68,100)
640 - Contract Services (38,337) (51,834) (46,617) (50,000) (55,000) (60,000)
790 - Internal Services (47,706) (55,053) (59,794) (57,894) (57,894) (77,926)
Expenditure Total (240,423) (273,670) (298,688) (290,994) (299,589) (334,846)
Vehicle & Equipment Maintenance Total 34,577 1,330 (23,688) (15,994) (26,326) (60,076)
Internal Service Fund Net Revenue/ (Expenditure)
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 124
Vehicle & Equipment Maintenance
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Percentage of fleet vehicles receiving annual safety inspections:100%100%100%100%100%
b.Percentage of fleet vehicles receiving annual preventative
maintenance:
100%100%100%100%100%
2.
a.Percentage of City vehicle fleet using alternate fuels (including
hybrid vehicles):
25%25%25%20%25%
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.25 25 25 30 30
2.54 52 52 27 30
3.6 3 6 1 3
Number of vehicles maintained:
Provide safe and functional vehicles and equipment for City use.
Number of oil changes performed per year:
Number of required smog checks performed per year:
Protect natural resources through sustainable practices.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 125
Vehicle & Equipment Replacement
The Equipment Replacement Fund Program
provides a consistent level of funding for the
replacement of vehicle and equipment assets at
the end of their life span. With the high level of
care and maintenance staff puts into the City’s
vehicles, the replacement schedules reflect a
longer than average life span than other
agencies use. The City uses ten years for most
vehicles and trucks, whereas other cities use
five-seven years for general purpose vehicles. A
vehicle or equipment’s life span could be shorter
or longer than expected, but with a replacement
fund, adjustments can be made without
significantly impacting the ongoing operating
budget. Key services include:
•Accumulate and provide annual funding for
asset replacement.
•Assess vehicles and equipment for proper
replacement timing.
•Prepare cost effectiveness study for asset
replacement program.
Fiscal Year 2023-24 Notable Budget Changes
Three vehicles and several pieces of equipment
are scheduled for replacement in2023-24. At
present, the annual $150,000 per year
chargeback amount is expected to maintain
asset replacement for the next several
years. Operating expenditures for this program
are limited to replacement costs only. New
assets must first be purchased through the
owning department’s Operating Budget per
approval by Council. Once purchased, the
assets are added to the replacement fund list,
and then the cost to replace the asset is charged
over the life of the asset, so that the funds are
there when needed. Scheduled replacements
are assessed and may be delayed on a year-by-
year basis to ensure adequate funding levels are
in place.
Fiscal Year 2023-24 Work Plan and Priorities
• Vehicle Replacement –Purchase
replacement vehicles and equipment in
accordance with the 2023-24 replacement
schedule.
•Alternative Vehicle Assessment –
Continue program assessment of available
fuel alternative vehicles to determine
usability, advantages, and cost-effectiveness
in the City’s fleet.
The full list of replacements assets scheduled for
2023-24 are identified in the following Equipment
Replacement Schedule.
2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Vehicle & Equip Replacement
Revenue
480 - Internal Service Charges 150,000 150,000 150,000 149,053 149,053 150,050
488 - Other - - - 947 - -
Revenue Total 150,000 150,000 150,000 150,000 149,053 150,050
Expenditure
610 - Operating Expenses (8,394) - - - --
770 - Fixed Assets (80,860) (8,507) (5,089) (338,600) (114,500) (141,600)
790 - Internal Services - - (141,385) - --
Expenditure Total (89,254) (8,507) (146,474) (338,600) (114,500) (141,600)
Vehicle & Equip Replacement Fund Total 60,746 141,493 3,526 (188,600) 34,553 8,450
Internal Service Fund Net Revenue/ (Expenditure)
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 126
Current Yr Current Asset Replacement Replacement
Type/Program Asset #Purch Vehicle/ Equipment Life Purpose Cost
Streets Equipment
PW Streets E015 2001 Sase Scarifier (Grinder)20 Trip Hazard/Striping Removal 13,200
PW Streets E045 2007 MyTana Sewer Pipe Camera 15 Storm Drain Inspections 12,000
PW Streets N/A Gas Pumps 38 Corp Yard Gas Pumps 21,400
Parks Equipment
PW Parks E038 2001 PTO - Aerator-Ryan 22 John Deere Attachment 20,000
PW Parks E056 2014 Jacobsen Reel Mower 11 Mower 75,000
TOTAL REPLACEMENT FUNDING 141,600$
2023-24 VEHICLE & EQUIPMENT REPLACEMENT SCHEDULE
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
127
Lighting and Landscape Districts
The City’s Landscape and Lighting District
comprises 26 landscape and/or lighting zones,
as well as two storm drain maintenance zones
located throughout the City. These zones are
created when a majority of property owners
residing along or within the boundaries of the
zones choose to establish a legal entity that
authorizes the City to collect a parcel
assessment and maintain the zone on their
behalf. Funding for these zones is obtained
through property tax assessments or benefit
assessments approved by the property owners.
Benefit assessment-based zones are exempt
from the requirements of Proposition 218, which
mandates a 2/3 majority approval, unless there
is a request to increase the approved
assessment rates. According to Section 5 of
Proposition 218, assessments existing as of
November 1996 are not subject to the measure
if they were initially imposed based on a petition
signed by all the parcel owners subject to the
assessment at that time. Consequently, the City
is not obligated to conduct an election among the
property owners unless there is a proposal to
raise the annual assessment beyond the limits
defined in the existing agreement.
Since the passage of Proposition 218, the City
has ensured that annual increases are
incorporated into the assessment agreements to
allow for up to 5% assessment increases. As
operational costs continue to rise each year,
these built-in annual escalation allowances
enable the City to maintain the same level of
services consistently. Only two of the zones
established prior to the enactment of Proposition
218 currently lack this provision for annual
increases in their agreements.
Fiscal Year 2023-24 Notable Budget Changes
Each year there are moderate increase in
assessments due to increases in electricity,
water, landscaping services and contract
maintenance services. There is also a pro-rated
administrative fee for staffing administration and
oversight, legal fees, and engineering
services. The Landscape & Lighting District
administrative service fee expense is, in turn, a
revenue to the Parks & Landscape Maintenance
program.
In compliance with Regional Water Control
Board permit requirements, the City creates
Clean Water Assessment Zones for private
developments that meet the threshold of
mitigation. Currently, there are two zones of this
kind for the City. Six new zones are anticipated
for this fiscal year. The new zones will provide
the funding to install automatic license plate
readers.
Fiscal Year 2023-24 Work Plan and Priorities
• District Zone Assessments – Staff will
continue to closely monitor all Landscape &
Lighting Assessment District Zones for
appropriate service and funding levels and to
assess whether assessment increases are
needed for several of the districts with low
fund balances.
• Clean Water Assessment Zones – The
Regional Water Control Board conditions
development projects of a certain size to
contain storm water infrastructure to protect
water ways. These conditions require the
City to ensure that inspections, maintenance,
and capital expenditures are conducted into
the future. To fund these expenditures, the
City creates assessment zones to manage
property tax assessments and
expenditures. Staff oversees these storm
water activities and will continue to create
and maintain additional storm water
assessment zones as required.
Public Works Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 128
Fund Number of Parcel Total Total
No.Assessment Zones Parcels Assessment Assessment Property Tax
Lighting Zones
233 Sarahills Lighting 64 104 6,648 -
Landscape Zones
241 Arroyo de Saratoga Landscape 250 73 18,285 -
242 Bonnet Way Landscape 41 127 5,207 -
243 Carnelian Glen Landscape 20 294 5,875 -
244 Cunningham/Glasgow Landscape 31 379 11,746 -
245 Fredericksburg Landscape 85 158 13,414 1,064
246 Greenbriar Landscape 176 108 18,997 7,678
247 Kerwin Ranch Landscape 16 1,122 17,957 -
248 Leutar Court Landscape 9 651 5,855 -
249 Manor Drive Landscape 29 94 2,725 5,345
251 McCartysville Landscape 48 528 25,355 -
252 Prides Crossing Landscape 863 122 105,533 -
253 Saratoga Legends Landscape 15 856 12,838 -
254 Sunland Park Landscape 200 135 27,021 -
255 Tricia Woods Landscape 9 285 2,568 -
256 Allendale Landscape 43 102 4,379 -
Landscape & Lighting Zones
257 Covina Landscape & Lighting 192 120 23,003
271 Beauchamps Landscape & Lighting 55 281 15,471 -
272 Bellgrove Landscape & Lighting 94 972 91,413 -
273 Gateway Landscape & Lighting 34 - 14,089 -
274 Horseshoe Landscape & Lighting 53 338 17,935 -
276 Tollgate Landscape & Lighting 61 175 10,676 -
278 Westbrook Landscape & Lighting 92 66 6,115 -
279 Brookview Landscape & Lighting 326 78 25,331 -
Storm Drain Zones
291 Hill Ave Storm Water 5 466 2,328 -
292 Paramount Court Storm Drain 7 1,167 8,170 -
26 Assessment Zones 4,577 8,802$ 498,935$ 14,086$
Annual Zone Assessments
FY 2023-24
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
129
Department Overview
The primary goal of the Community Services
Department is to strengthen the City’s relationships
with residents, provide community recreation
services, engage the diverse populations of
Saratoga, and build community.
Community Services Net Revenue/ (Expenditure)
General Fund Programs
Program 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Recreation Services (81,739) (76,653) (81,059) (92,559) (93,109) (123,306)
Facility Rentals (246,850) (338,200) (233,834) (282,045) (184,994) (146,053)
Community
Engagement
(164,870) (191,539) (213,328) (231,858) (251,234) (300,510)
City Events (32,635) (17,519) (22,270) (63,400) (44,127) (52,500)
Community Event
Grants
(43,278) (16,813) (19,443) (41,500) (41,500) (60,900)
Community Support
Services
(152,852) (195,175) (179,820) (203,354) (185,239) (191,500)
General Fund Total (722,224) (835,899) (749,754) (914,716) (800,203) (874,769)
Community Services Recreation Services
Provides recreation services to
Saratoga residents
Facility Rentals
Manages the City facility rental
program
Community Engagement
Strengthens relationships between
the City and its residents
City Events
Hosts City events that bring the
community together
Community Event Grants
Allows event organizers to seek
funding in support of Community
funding
Community Support Services
Grants provide grant support to
outside agencies
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 130
Recreation
In April 2019, the City Council authorized a two-
year agreement with the Los Gatos Saratoga
(LGS) Recreation to provide recreation services
in the City of Saratoga. Per the agreement, LGS
Recreation offers a variety of classes and
activities at the Joan Pisani Community Center
and Saratoga Prospect Center. Recreation
services provide health, wellness, arts, and
enrichment programs for all ages. The lease has
been extended through June 30, 2025.
The program budget captures remaining City
costs to administer the Recreation program most
specifically staff time for contract administration
and internal services charges for facility
maintenance.
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
6101 - Recreation
Revenues
440 - Charges for services 6,400 - - - - -
460 - Use of money &
property - 14,500 14,500 - - -
Expenditures
500 - Salaries & Benefits (11,571) (13,459) (14,429) (15,000) (15,550) (21,962)
610 - Operating Expenses (39) (39) (39) - - -
790 - Internal Services (76,529) (77,655) (81,092) (77,559) (77,559) (101,344)
6101 - Recreation Total (81,739) (76,653) (81,059) (92,559) (93,109) (123,306)
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
131
Facility Rentals
The Facility Rentals Program manages the City’s
rental program for private individuals, non-profit,
or for-profit-based groups to use for receptions,
parties, events, meetings, memorials,
workshops, or other community
activities. Rental facilities include rooms of
various sizes and uses in the Community Center
and auxiliary buildings, the Warner Hutton
House, the Saratoga Prospect Center complex,
the Civic Theater, and numerous City park
facilities. Key services include:
• Provide clean, safe, and affordable space to
the community for social, religious,
educational, family and community groups
and for key City services (e.g. meetings).
• Support tenant needs in the rented
buildings.
• Enforce environmentally friendly purchasing
and sustainability policies.
• Provide affordable venues for community
use.
2023-24 Notable Budget Changes
During the Council Retreat in February, Council
approved a strategy of reimagining delivery of
facility and park rentals as a contract service
upon the retirement of the Facilities
Administrator. The service delivery model will
save the Facility Rental Program approximately
$87,000 during 2023-24 and $123,000 in
subsequent years.
2023-24 Work Plan and Priorities
• Facility Rentals Transition – City staff will
transition facilities rentals to Los Gatos
Saratoga (LGS) Recreation to continue the
City’s tradition of providing high quality, safe,
affordable, clean, and enjoyable facilities that
are convenient to residents for meetings,
parties, receptions, and gatherings in a safe,
sustainable, and cost-effective manner.
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
6201 - Facility Rentals
Revenues
440 - Charges for services 6,215 - - - - -
460 - Use of money &
property 224,057 120,273 265,422 255,500 328,059 96,500
Expenditures
500 - Salaries & Benefits (241,327) (219,566) (240,368) (287,900) (277,976) -
610 - Operating Expenses (9,555) (2,131) (9,654) (8,068) - -
640 - Contract Services (5,559) (5,725) (5,897) (6,500) - -
790 - Internal Services (220,681) (231,050) (243,337) (235,077) (235,077) (242,553)
6201 - Facility Rentals
Total (246,850) (338,200) (233,834) (282,045) (184,994) (146,053)
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 132
Facility Rentals
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.According to facility rental survey, the percentage of visitors who
felt their visit to the facility was clean, comfortable, and safe:
100%100%100%100%100%
b.Percentage of customers which agreed facilities met or exceeded
expectations:
100%100%100%100%100%
2.
a.Percentage of surveyed visitors which agreed the facility was
clean, comfortable, and safe:
100%100%100%100%100%
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.320 0 250 500 50
2.2,000 2,000 2,000 2,000 500
3.$350 $500 $250 $450 $500
Provide safe, functional, and attractive City buildings for
community use and enjoyment of the public.
Provide safe, functional, and attractive City buildings for the
provision of City services.
Number of fee-based and no-charge (for City meetings, events, etc.)
facility rental hours for public use:
Average dollars per receipt:
Number of facility rental applications processed:
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
133
Community Engagement
The Community Engagement Program seeks to
strengthen relationships between the City and its
residents, build community and civic pride, and
create a more inclusive and welcoming
environment for all segments of the
community. This program includes youth and
school engagement efforts, engagement of
individuals with disabilities, seeks to engage
older adults and support Age-Friendly
Community efforts, and more. Key services
include:
• Build community and sense of civic pride.
• Increase partnerships and opportunities for
collaboration with local organizations that
serve Saratoga residents.
• Engage all segments of the Saratoga
community, including those at the greatest
risk for isolation.
2023-24 Notable Budget Changes
Division revenues are limited and consist
primarily of donations and nominal participation
fees for programs like Youth in Government and
expenditures, other than staff, are for materials
and supplies to support the programs. No
notable budget changes this fiscal year.
2023-24 Work Plan and Priorities
• School Partnerships – Continue and
strengthen partnerships with Saratoga-area
schools.
• Age-Friendly Community Efforts – Identify
ways to better serve individuals of all ages
and provide a more welcoming environment
for all segments of the Saratoga
community.
• Community Partners – Increase
connections with the various community
organizations that serve residents of
Saratoga to create greater awareness of
services available in the City and leverage
resources where appropriate.
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
6301 - Community
Engagement
Services
Revenues
440 - Charges for services 1,427 2,706 1,515 2,000 600 500
460 - Use of money &
property 1,475 (1,275) 92 200 - -
Expenditures
500 - Salaries & Benefits (138,733) (161,158) (183,431) (195,700) (219,740) (258,962)
610 - Operating Expenses (11,611) (8,039) (6,973) (12,986) (7,722) (10,580)
640 - Contract Services (660) - - (1,000) - -
790 - Internal Services (16,769) (23,772) (24,532) (24,372) (24,372) (31,468)
6301 - Community
Engagement Services
Total
(164,870) (191,539) (213,328) (231,858) (251,234) (300,510)
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 134
Community Engagement
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Percentage of time Community Services staff member attends
Youth Commission meetings:
100%100%100%100%100%
b. Provide a teen internship program in local government:Yes Yes Yes Yes Yes
2.
a.Provide community activities to build stronger community
relationships:
Yes Yes Yes Yes Yes
3.Develop and broaden services for underserved populations.
a.Develop and provide services and events for individuals with
Special Needs:
Yes Yes Yes No Yes
b.Provide opportunities for individuals with Special Needs to engage
with the City:
Yes Yes Yes Yes Yes
c.Strengthen relationships with community-based organizations that
serve target populations, such as older adults and at-risk groups:
Yes Yes Yes Yes Yes
4.Enhance culture and community through Public Art:
a.Provide opportunities for community engagement in public art: Yes Yes Yes Yes Yes
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23
Actuals Actuals Actuals Actuals Budget
1.2100 880 600 800 800
2.60 11 21 25 25
3.5 3 0 0 3
4.16 15 8 15 12
Number of teen-age volunteers:
Number of Community Event Grant Programs funded:
Partner with the community to improve the quality of life for teens.
Promote healthy lifestyles and personal growth through organized
recreation activities.
Number of teen-age volunteer service hours offered:
Number of utility boxes painted through Paint the City:
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
135
City Funded Events
The City of Saratoga recognizes the value of
community events and their role in bringing
residents together, building community, and
establishing an identity for the City. The City
Funded Events program covers a variety of City-
hosted events. These include groundbreakings
and grand openings, as well as annual events,
such as the Tree Lighting Ceremony, Arbor Day,
and the summer outdoor movie series among
others. Key services include:
• Build community and sense of civic pride.
• Increase partnerships and opportunities for
collaboration with local organizations that
serve Saratoga residents.
2023-24 Notable Budget Changes
Budgeted event expenditures were restored to
normal levels in 2022-23, with the elimination of
funding for a 2nd street closure event. Revenue
is not collected for these events.
2023-24 Work Plan and Priorities
• Community Partners – The City’s
engagement efforts also include
strengthening partnerships with
organizations in the community through
sharing resources and partnering on various
community events.
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
6302 - City Events
Expenditures
610 - Operating Expenses (32,635) (17,519) (22,270) (63,400) (44,127) (52,500)
6302 - City Events Total (32,635) (17,519) (22,270) (63,400) (44,127) (52,500)
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 136
2019-20 2020-21 2021-22 2022-23
Actuals Actuals Actuals Adopted
2022-23 2023-24
Estimated Adopted
City Celebrations
Roadway Improvement Events - - - 200 - -
Parks, Trails, Open Space Events 65 - - 200 - -
State of the City Event 4,966 5,691 4,565 6,000 5,939 6,000
Village Celebrations
Village Tree Lighting Event 1,500 - 2,058 2,500 475 2,000
Car Show Street Closure 16,599 - - 22,000 24,866 22,000
Celebration of Light 2,590 412 2,119 3,000 547 2,500
Community Events
Outdoor Movie Nights 4,266 6,403 8,116 7,500 7,500 7,500
Arbor Day Celebration 558 62 574 500 350 500
Public Safety Events 706 - - 5,000 450 5,000
Dance & Special Events 1,353 1,463 650 5,000 - 1,500
Color Dash 33 3,488 4,188 3,500 3,000 3,500
Community Harvest - - - 8,000 1,000 2,000
Total Community Event Funding 32,636 17,519 22,270 63,400 44,127 52,500
CITY SPONSORED EVENTS SCHEDULE
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
137
Community Events Grants
Community events help bring people together,
foster a sense of pride, and can define the
identity of a city. In recognition of the value of
events and the City’s limited ability to host
events, the City Council established a
Community Event Grant Program to allow event
organizers to seek funding to support community
events in Saratoga.
In recent years, the event grant program has
evolved to include secured and competitive
funding allocations. The City Council has
identified several cornerstone events that now
receive secured grant funding. The organizers of
these events do not have to go through a formal
application process to receive grant funding.
Those seeking competitive grant funding may
apply during the annual application process. All
event grants, including secured and unsecured
grants, must meet the following criteria:
• Must be a volunteer-led event held in
Saratoga
• Event is free and open to everyone
• Event concentrates on Saratoga’s character,
diversity, or history
• Event celebrates the community as a whole,
and is not limited to a small group, such as
reunions
Additionally, allocations of unsecured grant
funds are now capped at $2,000, secured grant
recipients may not participate in the annual
application process, and event organizers must
obtain a minimum $1 million in liability coverage
for the event.
2023-24 Notable Budget Changes
Competitive funding for community events
grants was restored in 2022-23. The event
grants awarded by the City Council help
community groups pay for expenses associated
with coordinating events, including City-related
fees (i.e., permits, park attendants, renting parks
or facilities), security, entertainment, signage,
event materials and food. A total of $5,400 has
been allocated for 2023-24 competitive funding
community event grants.
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
6303 - Community Event
Grants
Expenditures
610 - Operating Expenses (43,278) (16,813) (19,443) (41,500) (41,500) (60,900)
6303 - Community Event
Grants Total (43,278) (16,813) (19,443) (41,500) (41,500) (60,900)
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 138
2019-20 2020-21 2021-22 2022-23 2023-24
Actuals Actuals Actuals Estimated Adopted
Chamber of Commerce Events
Misc Chamber Festivals 9,500 9,500 10,000 15,000 15,000
Community Celebrations
Month of the Child Celebration - - - 2,000 -
Montalvo Celebrations 2,000 - - - -
Blossom Festival 163 - 5,083 5,000 5,000
Girl Scout Crafts - Blossom Festival - - - 500 500
Sacred Heart Community Carnival 2,000 - - - -
Saratoga Community Band 950 - 795 1,000 1,000
Sister City Celebration - - - 2,000
Mural, Mural on the Wall - - - - 1,700
Saratoga, My Home' Public Art Contest - - - - 1,200
Day of Social Action/Helping Others - 2,000 - - -
Cultural Celebrations
Hakone Matsuri 5,000 5,000 - 4,900 5,000
Dragon Boat Festival - - - 2,000 2,000
Holiday Celebrations
MLK Jr. Day Celebration - - - - 2,000
Memorial Day Event 86 - 339 1,000 1,000
Odd Fellows Easter Event 389 - - 1,500 -
Fourth of July Event 1,976 - 2,500 2,500 2,500
Healthy City Events
SASCC Health Fair 5,000 - - - -
Saratoga Village Events
Saratoga Village Dev Council Events 674 313 725 2,000 2,000
Classic Car Show 4,040 - - - 22,000
Total Community Event Funding 43,278 16,813 19,443 39,400 60,900
COMMUNITY EVENT GRANTS SCHEDULE
Community Services Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
139
Community Support Services
The Community Grants program consolidates
the City’s grant support to outside agencies into
one program, thereby retaining historical funding
information. The City allocates grant funding to
local organizations to support the services these
groups provide to the Saratoga community,
including: the Saratoga Chamber of Commerce
for business support; West Valley Community
Services for housing and food services; Catholic
Charities Ombudsmen to support the poor and
vulnerable; and the Saratoga Area Senior
Coordinating Council (SASCC) for operational
support of the Senior Center.
The City also contributes in-kind services, such
as building space and utilities to the Saratoga
Area Senior program as the Senior Center is
located in the City’s Community Center
facilities. This non-profit organization provides a
variety of health services – such as blood
pressure checks, flu shots, vision screening,
hearing tests, and senior nutrition programs, as
well as social and support services – such as tax
return assistance and Fifty-Five Alive driving
program. Recreational games and classes,
including ping-pong, card games, and karaoke
are popular, and the curriculum continues to
expand to other non-cost-recovery services the
senior population finds valuable.
Grant amounts listed reflect City funding
provided to service groups and non-profit
organizations. Non-monetary support, such as
staff assistance, rental and permit waivers, law
enforcement services, and street sweeping
provided to various community groups is
considered part of normal City operations and
therefore not accounted for in the budget. Key
services include:
• Build community and sense of civic pride.
• Provide critical services to vulnerable
Saratoga populations.
• Create a vibrant and thriving business
community.
• Prevent and prepare for wildfire risk.
• Encourage volunteerism.
2023-24 Notable Budget Changes
The budget reflects a modest increase, net of a
small project grant that will not require funding
for 2023-24 and an increase in Neighborhood
Watch Grant funding.
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
6304 - Community
Support Services
Expenditures
500 - Salaries & Benefits - - - (5,300) (5,500) (5,500)
610 - Operating Expenses (152,852) (195,175) (179,820) (198,054) (179,739) (186,000)
6304 - Community Support
Services Total (152,852) (195,175) (179,820) (203,354) (185,239) (191,500)
Community Services
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 140
2019-20 2020-21 2021-22 2022-23 2022-23 2023-24
Actuals Actuals Actuals Adopted Estimated Adopted
Community Services Support
SASCC Senior Services 42,729 43,797 44,892 46,015 46,100 46,100
Adult Care Support 23,114 23,692 24,282 24,891 24,891 24,900
Chamber of Commerce 11,769 20,086 12,487 17,148 17,148 18,000
West Valley Community Services 28,000 28,000 28,000 28,000 28,000 28,000
United Way 211 Funding 2,000 2,000 2,000 2,000 2,000 2,000
Catholic Charities Ombudsmen Funding 5,000 5,000 5,000 5,000 5,000 5,000
Volunteer Project Funding 1,767 10,140 1,290 10,000 600 -
SCC FireSafe Council - Fuel Reduction Services25,000 50,000 50,000 50,000 50,000 50,000
Neighborhood Watch Grant 13,474 12,460 11,870 15,000 6,000 12,000
Total Community Support Services Grants152,852 195,175 179,820 198,054 179,739 186,000
COMMUNITY SUPPORT SERVICES GRANTS SCHEDULE
Public Safety Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
141
Department Overview
The Public Safety Department is comprised of
two safety-oriented programs: the Public Safety
Services Program, which provides for day-to-day
law enforcement services; and the Emergency
Preparedness Program which prepares the City
for infrequent large-scale disaster and
emergency occurrences. The assorted Public
Safety functions are delivered through a number
of external agencies and joint efforts.
The City of Saratoga contracts for law
enforcement services with the Santa Clara
County Sheriff’s Office. Services include traffic,
patrol, and general law enforcement, as well as
ancillary programs to educate the community on
crime prevention, traffic safety, and emergency
response. Animal control services, including
licensing, animal control, and field and shelter
services, are provided on contract by the City of
San Jose Animal Care and Services Division
(SJACS). Fire protection services are provided
to Saratoga residents by Santa Clara County
Fire District (SCCFD) as a separate tax-funded
district. As part of the SCCFD’s emergency
oversight function, they also provide the cities
with staff support for coordinating city-based
emergency response services.
Saratoga is a member of the Silicon Valley
Regional Interoperability Authority
(SVRIA). This local agency coalition task force
has undertaken the mission to design and
implement a comprehensive public safety radio
communications system to improve countywide
communication. In past years, the funding
formula billed the cities directly.
The Emergency Preparedness Program
supports the preparation of both City and
community emergency response efforts in the
event of a significant earthquake, fire, or other
natural or man-made disasters, and coordinates
with various emergency services agencies and
utilities to prepare residents for self-sufficiency
and proper response to emergency events. The
City plans and trains for various situations in the
effort to employ best practices; determine
outstanding needs; create awareness; and
educate City staff about their emergency
response duties. The Emergency Preparedness
Program receives additional support from SCC
Fire and SCC Office of Emergency Services unit
through grants, staff oversight assistance, and
Community Emergency Response Team
(CERT) training courses. The CERT programs
train the Saratoga community in Emergency
Preparedness through the planning and
supervision of drills and exercises.
Public Safety Programs Net Revenue/ (Expenditure)
General Fund Programs
Program 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
Public Safety (5,871,135) (6,157,512) (6,333,993) (7,233,897) (7,261,954) (7,767,400)
Emergency
Preparedness (72,820) (90,649) (128,638) (230,475) (143,785) (237,265)
General Fund Total (5,943,955) (6,248,161) (6,462,631) (7,464,372) (7,405,739) (8,004,665)
Public Safety Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 142
Public Safety
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
7101 - Public Safety
Revenues
420 - Intergovernmental 290,890 303,521 333,912 267,515 272,000 265,000
440 - Charges for services 17,908 21,090 20,116 20,000 17,500 14,000
450 - Fines & penalties 89,437 52,302 92,536 77,000 45,000 45,000
460 - Use of money & property 13,243 109,530 287,854 - - -
Expenditures
610 - Operating Expenses (5,261) (3,935) (5,108) (5,400) (3,400) (4,400)
648 - Public Safety
Contract Services (6,277,351) (6,640,019) (7,063,303) (7,593,012) (7,593,054) (8,087,000)
7101 - Public Safety Total (5,871,135) (6,157,512) (6,333,993) (7,233,897) (7,261,954) (7,767,400)
Since the City’s incorporation in 1956, the City
has contracted for public safety services with the
Santa Clara County Sheriff’s Office rather than
employ in-house police services. The City has
found this option very satisfactory as the Sheriff
provides a full range of services and
competencies associated with a large police
department without the full large-city
expense. This is evidenced by the City being
lauded in numerous “safest cities” lists every
year. For example, in 2013, Saratoga was
ranked as “the safest city in California” and in
2014, the “12th safest city in the nation.” Key
services include:
• Law enforcement services include traffic
management, patrol and code enforcement,
and response to calls for service and traffic
incidents.
• Public education and participation in
community, school, and neighborhood
groups.
• Crime prevention, deputy response,
investigation, resolution of criminal cases,
and subsequent participation in the
prosecution of offenders.
• Records management functions including
processing deputy reports and citations,
criminal and traffic warrants, and
fingerprinting services.
• Coordination of Emergency Response
activities with SCC Fire District and City
staff.
2023-24 Notable Budget Changes
The 2023-24 Sheriff Office services contract
increased by $473,946 from the prior year due to
personnel cost increases. General Fund
revenue is the primary funding source for Public
Safety, but the City also receives external
funding support from public safety related
operational activities and state funding.
The City’s current 10-year contract for Public
Safety services with the Santa Clara County
Sheriff’s Office (7/1/2014-6/30/2024) calls for
annual increases based on the lesser of either
compensation increases, or CPI plus 2% for
each individual year, with the increase in
CalPERS rates added on to this base increase.
Additional budget appropriations in the Public
Safety Program support animal-related services
through a contract with the City of San
Jose. The Animal Control Services 20-year
contract became effective on July 1, 2004
Public Safety Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
143
(expiring June 30, 2024) with an initial annual fee
of $155,000 for the first three years. The
contract allows for an increase every third year,
based on a formula using the lesser of either, 1)
the total of the Urban Wages and Clerical
Workers for the San Francisco-Oakland-San
Jose CPI increases for each of the prior three
years plus 1.5% per year; or, 2) the total of the
rise in San Jose Animal Control Officers salary
for the prior three years. The contract’s final
annual rate increase was $235,958.31, which
became effective July 1, 2022.
2023-24 Work Plan and Priorities
• Crime Prevention/Neighborhood Watch -
The Sheriff’s burglary suppression efforts
include identifying crime hot spots and
engaging in saturation patrols in high
frequency areas. The crime analyst’s crime
mapping and predictive policing techniques,
and the detective’s investigations and follow-
up efforts have resulted in identifying and
arresting suspects committing burglaries and
preventing further burglaries. Community
outreach and relationship building, along
with public safety presentations to educate
the community on safety awareness and
crime prevention will also continue. The
Sheriff’s Office support the facilitation of
Neighborhood Watch groups, with the goal of
encouraging citizens to report any suspicious
activity immediately, ultimately bettering the
quality of life for all residents.
• Patrol Division – The Sheriff’s Office
West Valley Patrol Division added a bicycle
unit to patrol operations. Deputies assigned
to bicycle patrol focus their enforcement
efforts primarily in the business districts.
Goals include maintaining a visible presence
in busy shopping areas as well as building a
stronger working relationship with City
business partners.
• School Resource Officer – School
Resource Officers are active at the schools,
acting as mentors to students, and
conducting numerous presentations and
drills with students, faculty and parents on
topics including active shooter protocol,
stranger danger, internet and digital media
safety, bullying and suicide awareness,
among others.
• Community Academies – The annual teen
academy provides high school students with
a new perspective of law enforcement,
raising their awareness of issues that may
impact them currently and in their future.
• Automatic License Plate Reader (APLRs)
In 2022, the City implemented a 1-year
Automated License Plate Reader (ALPR)
pilot program. The ALPR system captures
images of vehicle license plates, then
compares license plate numbers against law
enforcement databases which track vehicles
of interest to law enforcement. Examples
may include a stolen vehicle, an Amber or
Silver Alert, etc. If a plate matches a listing
on a database, the system alerts the Sheriff’s
Office so a deputy can be deployed to
investigate. Funding for the ALPR was
included in the 2022-23 operating budget
and will also be included in the 2023-24
operating budget. Several lighting and
landscape districts have also chosen to take
part in this safety program beginning in fiscal
year 2023 with the cost of those installations
paid by the requesting Lighting and
Landscaping funds.
Public Safety Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 144
Public Safety
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Priority I calls (serious emergency and public hazard):21 13 42 59 34
b.Priority II calls ( immediate response, but non-emergency):2,652 1,807 2,468 2,865 2,448
c.Priority III calls (non-emergency):2,185 1,853 1,480 1,482 1,750
2.
a.Average response to Priority I calls for service:3.88 min 5.38 min 4.91 min 5.26 min 4.86 min
b.Average response to Priority II calls for service:6.74 min 6.72 min 7.22 min 8.32 min 7.25 min
c.Average response to Priority III calls for service:12.41 min 11.05 min 11.46 min 13.11 min 12.01 min
3.
a.Prepare and provide city staff with weekly reports of crime activity in
the city:
100%100%100%100%100%
b.Provide community with crime prevention tips and weekly reports on
city website:
100%100%100%100%100%
c. Educate residents through participation in community events and
Neighborhood Watch meetings:
45 18 28 39 33
4.
a.Processing of criminal reports:3 days 3 days 3 days 3 days 3 days
b.Processing of collision reports for involved parties:7 days 7 days 7 days 7 days 7 days
c.Processing of collision reports for insurance companies:7 days 7 days 7 days 7 days 7 days
5.
a. Number of Emergency Operation Plan trainings, drills, or activities to
enhance Emergency Preparedness skills:
25 6 62 72 41
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.14,212 11,601 12,115 11,615 12,386
2.988 643 680 710 755
3.187 130 152 187 164
4.1,175 773 832 897 919
For effective protection of life and property, ensure a safe and
secure community through diligent enforcement of regulations, codes
and law.
Develop Sheriff's Office Emergency Preparedness to provide public
safety leadership in the event of emergency situations.
Provide Public Safety service response in a timely, professional
manner. Meet or exceed service goals.
Promote Crime Prevention awareness and educate community in the
protection of their neighborhood and property.
Ensure Sheriff's Office responsiveness to community needs by
documenting and providing response turnaround time to responsible
parties.
Radio calls for service received in the city:
Total number of crime reports taken:
Total number of collision reports taken:
Total number of cases assigned to Detectives:
Public Safety Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
145
Emergency Preparedness
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
7102 - Emergency
Preparedness
Expenditures
500 - Salaries & Benefits (57,856) (67,294) (72,139) (77,000) (77,540) (109,662)
610 - Operating Expenses (6,739) (12,759) (10,943) (17,940) (5,710) (9,900)
640 - Contract Services - - (34,965) (30,000) (30,000) (30,000)
648 - Public Safety Contract
Services - - - (95,000) (20,000) (75,000)
790 - Internal Services (8,225) (10,597) (10,591) (10,535) (10,535) (12,703)
7102 - Emergency
Preparedness Total (72,820) (90,649) (128,638) (230,475) (143,785) (237,265)
The City of Saratoga is responsible for
coordinating emergency response and recovery
efforts in the event of a significant earthquake,
fire, or other natural or man-made disaster. To
prepare for this responsibility, City staff work in
conjunction with the Sheriff’s Office, Santa Clara
County Fire Department (SCCFD), and the
Santa Clara Office of Emergency Management
(OEM) to plan and prepare for emergency
situations.
The City of Saratoga has a robust Community
Emergency Response Team (CERT) and is
fortunate to have a dedicated crew of Ham radio
operators organized under the Saratoga
Amateur Radio Association (SARA) that can
step in to assist with emergency
communications. These two organizations meet
regularly to hone skills, orient members, and
conduct exercises so that they can assist in
disaster response efforts if needed. The
members of these organizations also learn about
preparing themselves and their households for
emergencies. Key services include:
• Prepare and update Emergency Operations
Plan Annexes.
• Train City staff and community members on
emergency preparedness.
• Maintain EOC, equipment, and technology to
ensure Saratoga is in compliance with
Federal, State, and County standards and
requirements.
• Plan and supervise emergency drills and
exercises.
• Oversee Emergency Management grants as
available.
• Oversee Community Emergency Response
Team.
• Develop and implement disaster event
preparation practices for proper cost
recovery documentation purposes.
2023-24 Notable Budget Changes
Funding for an emergency preparedness
consultant has been included in the budget in
anticipation of hiring a consultant to prepare
annexes to the Emergency Operations Plan and
other emergency preparedness planning
documents.
Public Safety Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 146
2023-24 Work Plan and Priorities
• Fuel Reduction –Funding for fuel reduction
is included again in the budget. Evacuation
routes in the City’s Wildland Urban Interface
area, which is the part of the City considered
at the greatest risk for wildfire, will be the
priority for fuel reduction efforts. Clearing dry
and dead weeds, brush, and low hanging
limbs along these critical roads helps prevent
spread of fire and can help keep flames
further away from vehicles using evacuation
routes during a disaster.
• Emergency Preparedness Consultant –
The Emergency Operations Plan is
comprised of general procedures for disaster
and emergency response, and individual
topic specific plan annexes. This Plan was
updated in 2018-19. Hazard specific and
function specific annexes to the plan are
under development, such as a Wildfire
Annex and Crisis Communication
Plan. Funding is also included in the budget
to allow for development of other emergency
planning documents.
Public Safety Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
147
Public Safety Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 148
PAGE LEFT BLANK INTENTIONALLY
Non-Departmental Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 149
Non-Departmental
The General Administration program represents
revenues and expenditures that are generated
as a result of being a governmental entity rather
than from departmental operations. Tax
Revenues, Intergovernmental Revenues,
Interest, and Rental Income are the primary
nonservice-based revenue sources for the City,
and account for approximately 80% of the City’s
Total General Fund Operating Revenues each
year. General Administration expenditures are
minimal in comparison, as program operations
are limited to funding citywide general expenses
and internal service charges for general use
areas or non-departmental functions.
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
8101 - Non-Departmental
Revenues
411 - Property Taxes 16,218,404 16,783,251 17,409,865 17,837,600 18,011,445 18,636,124
413 - Other Taxes 1,864,085 1,794,110 2,448,441 2,421,900 2,508,000 2,618,000
416 - Franchises &
Surcharges 2,244,318 2,264,237 2,418,836 2,026,400 2,214,000 1,853,500
420 - Intergovernmental 43,325 30,336 40,832 30,500 36,585 25,000
440 - Charges for services - - 15 20,000 - -
450 - Fines & penalties 150 75 275 300 125 -
460 - Use of money &
property 749,413 1,435,059 (144,003) 598,800 1,003,643 1,399,336
Expenditures
500 - Salaries & Benefits (28,254) (31,997) (35,807) (43,700) (327,768) (437,000)
529 - UAL Payoff (1,041,098) (1,013,779) (1,013,932) (950,000) (950,000) (1,256,000)
610 - Operating Expenses (39,992) (56,303) (14,453) (87,600) (21,000) (87,500)
640 - Contract Services (3,121) (978)(1,890) (5,000) -(5,000)
650 - Professional
Services (11,847) -- - - -
790 - Internal Services (625,850) (679,560) (718,218) (697,512) (697,512) (901,611)
900 - Transfer to Capital
Program (3,505,000) (2,885,500) (2,960,131) (2,509,000) (2,509,000) (3,289,000)
8101 - Non-Departmental
Total 15,864,533 17,638,952 17,429,832 18,642,688 19,268,518 18,555,849
Non-Departmental Department Budget
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 150
PAGE LEFT BLANK INTENTIONALLY
Non-Departmental Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 151
Legal Services
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
8201 - Legal Services
Expenditures
650 - Professional Services (445,650) (312,568) (257,490) (390,000) (390,000) (419,500)
8201 - Legal Services Total (445,650) (312,568) (257,490) (390,250) (390,000) (419,500)
The City of Saratoga contracts with the firm
Shute, Mihaly & Weinberger LLP (Shute Mihaly)
to provide City Attorney services, advice, and
representation on legal matters to ensure City
actions and activities are legally sound. Shute
Mihaly in turn, utilizes Wittwer & Parkins, LLP for
land use/development attorney services on an
as-needed basis. The City Attorney also
oversees the City’s use of Mouser Law Firm
legal services for employment law, and
occasionally other legal firms for specialized
services.
The City Attorney manages the City’s pursuit or
defense in litigation matters as directed by the
City Council, supervises litigation costs, and
provides the City with a monthly status report of
all outstanding litigation, case updates, and
potential lawsuits. In addition, the City Attorney:
reviews all proposed ordinances and resolutions
requiring City Council action to ensure proper
format and content; reviews staff reports for
reasoned and sound commentary; identifies
policy options and alternatives; and provides
direction, recommendations, and appropriate
summaries consistent with Council
requirements. Additional contract city attorney
services include review and recommendations
on legislative issues, recommendations on
environmental review requirements and
preparation of environmental review documents,
review of bid requests, vendor contract
documents, purchase and sale agreements,
code enforcement matters, and the preparation
and/or review of contractual agreements with
other agencies. Employment Law services
include policy development, human resources
oversight, and negotiation services as
needed. The City Attorney attends the bi-
monthly City Council meetings, and special City
Council sessions as needed.
Overall, Legal Services provides support to the
City Council’s Strategic Goals for a transparent
and ethical City government, in conformance
with and abiding by the rule of law. Key
services include:
•Provides sound legal advice for the City and
represents the City regarding litigation
matters.
•Attends City Council meetings to provide
legal guidance.
•Drafts and/or reviews staff reports,
resolutions, and proposed ordinances.
•Prepares and/or reviews contractual
agreements with other agencies.
•Reviews and makes recommendations on
legislative issues.
•Reviews bid requests, vendor contract
documents, and purchase and sale
agreements.
•Provides legal advice on code enforcement
matters.
•Provides legal advice on employment law
matters.
•Makes recommendations on environmental
review requirements and preparation of
environmental review documents.
Non-Departmental Department Budget
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 152
2023-24 Notable Budget Changes
The legal program does not typically include
budgeted revenues; however, services
reimbursements may occur during the course of
the year if the City provides legal representation,
such as in development lawsuits.
2023-24 Work Plan Priorities
•Risk Management – Work with staff to
improve and implement Best Practices to
mitigate risk in City operations and provide
guidance in the administration of claims as
needed.
•City Codes and Ordinances – Research
and prepare ordinances as necessary to
implement City Council priorities. Work with
staff on the annual code update to reflect
changes in State law and lessons learned in
ordinance implementation.
•Community Development – Work with
Community Development Department staff
on reviews of complex projects.
•General Plan Update – Provide a legal
review of General Plan Update efforts to
ensure language and changes are compliant
with legal requirements.
•Public Works – Work with Public Works
department staff on environmental review,
regulatory compliance, contracts and real
property matters for major public works
projects such as Quito Road Bridges and the
Saratoga-to-the-Sea Trail.
•Code Enforcement – Work with Code
Enforcement staff to develop systems and
procedures to minimize the need for City
Attorney involvement in day-to-day code
enforcement proceedings. Advise the City in
connection with complex code enforcement
matters and continue to manage prosecution
of citations issued by the Sheriff’s office for
violations of the City Code.
Legal
Performance Objectives and Measures
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.
a.Number of staff reports and resolutions drafted or reviewed:44 68 38 66 70
b.Number of ordinances drafted or reviewed:12 7 13 6 10
2.
a.Number of agreements/contracts using standard forms reviewed:89 142 161 116 120
b.Number of agreements/contracts using non-standard forms prepared
or reviewed:
8 7 11 8 8
Activity and Workload Highlights
2019/20 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals Actuals Budget
1.21 28 27 24 24
2.4 8 4 4 4
Review staff reports, resolutions, and proposed ordinances to ensure
City is in compliance with legal requirements and applicable laws,
and performing in a transparent and ethical manner.
Ensure legal documents protect the City's interests and are in
compliance with Federal, State, and City requirements.
Number of City Council meetings or study sessions attended:
Number of multi-agency agreements prepared:
Non-Departmental Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 153
Disaster Recovery
Program Net Revenue/ (Expenditure)
Category 2019-20
Actuals
2020-21
Actuals
2021-22
Actuals
2022-23
Budget
2022-23
Est. Act.
2023-24
Adopted
8902 - Federal Grants
Revenues
420 - Intergovernmental -383,132 (776)-- -
Expenditures
500 - Salaries & Benefits (33,680) -(17,775)-- -
610 - Operating Expenses (13,877) (244,792) (4,234)-- -
640 - Contract Services (3,908) (27,041) (22,401)-- -
8902 - Federal Grants Total (51,465) 111,299 (45,186) - - -
The City of Saratoga’s operating budget plans
for normal operations, using conservative
estimates for revenues, and expenditure
budgets that allow for minor
contingencies. When unusual weather patterns
or natural disasters occur that cause resources
to be expended at unexpected levels in
response, and those expenditures fall outside of
normal operating budget resources, staff will
bring the related expenditures to the Council
both for their awareness, and to approve budget
funding adjustment requests to address the
unexpected needs. These unplanned
expenditures are accounted for in the Disaster
Recovery program.
Under extraordinary circumstances, Federal,
State, and local governments may declare a
State of Emergency. When these emergency
declarations occur, Federal and State funding is
made available to assist impacted agencies with
the unexpected expenditures. The City may
then submit claims to request reimbursement,
per Federal Emergency Management Agency
(FEMA) or California’s Office of Emergency
Services (CalOES) guidelines. For
transparency, both the emergency claim
expenditures and emergency operations
reimbursement claim revenues will be
accounted for in this program.
In past years, this budget accounted for
emergency relief to public agencies for the
impacts of the COVID-19 Pandemic proclaimed
disaster.
2023-24 Notable Budget Changes
None. City staff is working with FEMA and the
CalOES to ascertain eligibility for reimbursement
from the 2023 Storm Emergencies. Once
eligibility and reimbursement are confirmed, City
staff will request an amendment to the 2023-24
budget.
Non-Departmental Department Budget
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 154
PAGE LEFT BLANK INTENTIONALLY
Non-Departmental Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
155
General Obligation Bond Debt Service Fund
2001 Saratoga Community Library General
Obligation Bond
More than two-thirds of the electors of the City
voting at a general municipal election held on
March 7, 2000 approved the issuance of $15
million of General Obligation Bonds to improve,
renovate, and expand the Saratoga Community
Library. The Series 2001 General Obligation
Bonds were subsequently issued by the City of
Saratoga pursuant to Chapter 4 of Division 4 of
Title 4 of the California Government Code, and a
resolution of the Saratoga City Council
authorizing the issuance of the Bonds.
Bonds constitute general obligations of the City,
and the vote to approve the bond authorized the
establishment of a property tax levy to fund debt
service payments. The property tax levy is
added to Saratoga property owner’s annual
property tax bill, collected by the County
Assessor, and subsequently remitted to the
City. The 2001 GO Bond’s principal and interest
on the bonds was established to be payable on
February 1 and August 1 of each year,
commencing February 1, 2002, and ending
August 1, 2031. With interest rates falling to
historic lows in the fall of 2010, Council
requested the 2001 GO Bonds be refunded.
2011 Saratoga Community Library General
Obligation Bond
The refunding was completed with the refunding
effective date held until the ten-year anniversary
date, August 1, 2011 to eliminate the premium
penalty. As with the 2001 GO Bonds, principal
and interest for the new 2011 GO Bonds are
payable on February 1 and August 1 of each
year, commencing February 1, 2012 and ending
August 1, 2031. The refunding will save
Saratoga taxpayers approximately $2.7 million
over twenty years.
In 2011, as part of the refunding process, the
City obtained an updated credit rating. The City
of Saratoga was awarded a AAA issuer credit
rating by Standard and Poor’s, one of the
nation’s top-ranked independent credit rating
agencies. Saratoga’s solid tax base and low
debt burden, high property values and personal
income levels, and the expectation of continued
strong financial operations by the City supported
this high rating and resulted in lower debt costs
and savings to the Saratoga
community. Subsequent reviews have
continued to award the City a AAA rating.
2023-24 Notable Budget Changes
None. The Bank of New York Mellon acts as
Saratoga’s fiscal agent to administer the debt
servicing of the bonds. To ensure compliance
with IRS Code and US Treasury Obligations,
NBS Government Services provides services
related to arbitrage rebate calculations and
consulting services. NBS will also assist in
compliance with the annual disclosure
regulations of the SEC continuing disclosure
Rule 15c.2-12.
Non-Departmental Department Budget
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 156
August August February Fiscal Year Bond
Fiscal Interest Annual Interest Interest Annual Debt Principal
Year Rate Principal Payment Payment Interest Service Balance @ YE
- -
2011/12 2.000%- - 228,211 228,211 228,211 11,995,000
2012/13 2.000%455,000 208,518 203,968 412,485 867,485 11,540,000
2013/14 2.000%485,000 203,968 199,118 403,085 888,085 11,055,000
2014/15 2.000%495,000 199,118 194,168 393,285 888,285 10,560,000
2015/16 2.000%500,000 194,168 189,168 383,335 883,335 10,060,000
2016/17 3.000%475,000 189,168 182,043 371,210 846,210 9,585,000
2017/18 3.000%485,000 182,043 174,768 356,810 841,810 9,100,000
2018/19 4.000%500,000 174,768 164,768 339,535 839,535 8,600,000
2019/20 4.000%525,000 164,768 154,268 319,035 844,035 8,075,000
2020/21 4.000%545,000 154,268 143,368 297,635 842,635 7,530,000
2021/22 3.000%565,000 143,368 134,893 278,260 843,260 6,965,000
2022/23 4.000%580,000 134,893 123,293 258,185 838,185 6,385,000
2023/24 4.000%610,000 123,293 111,093 234,385 844,385 5,775,000
2024/25 4.000%630,000 111,093 98,493 209,585 839,585 5,145,000
2025/26 3.500%655,000 98,493 87,030 185,523 840,523 4,490,000
2026/27 3.500%685,000 87,030 75,043 162,073 847,073 3,805,000
2027/28 3.700%705,000 75,043 62,000 137,043 842,043 3,100,000
2028/29 4.000%730,000 62,000 47,400 109,400 839,400 2,370,000
2029/30 4.000%760,000 47,400 32,200 79,600 839,600 1,610,000
2030/31 4.000%790,000 32,200 16,400 48,600 838,600 820,000
2031/32 4.000%820,000 16,400 - 16,400 836,400 -
TOTALS 11,995,000 2,601,993 2,621,686 5,223,678 17,218,678
Total Bond Principal 11,995,000$
Total Bond Interest 5,223,678
Total Cost of Bond 17,218,678$
City of Saratoga
2011 Series General Obligation Bonds
Debt Schedule
Bond Refunding Date - August 1, 2011
11,995,000$
Non-Departmental Program Budgets
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL
157
Arrowhead CFD Bond Debt Service
Arrowhead Cooperative Company, Inc. (ACCI) is
a private water company that was formed in
1951 to serve six homes in a neighborhood
located between Rolling Hills Road and Blue
Hills Lane along Prospect Road. Over the years,
the Arrowhead Water Cooperative grew to serve
a total of 39 homes, but the infrastructure
became outdated, making the water supply
tenuous and fire safety an ominous concern.
The homeowners sought to transition over to
San Jose Water Company to ensure a reliable
water supply, however before San Jose Water
Company would accept the 39 homes into their
system, they required ACCI to improve the
existing water infrastructure.
As the cost for the improvements grew to nearly
$4 million, the neighborhood petitioned the City
of Saratoga to help them issue a bond to finance
the improvements. The issuance of such a bond
required ACCI property owners to form a
Community Facility District (CFD) upon which a
special assessment would be levied to collect
the necessary funds to pay the Bond’s debt
service payments.
Subsequently, on December 21, 2016, the City
Council approved the formation of the
Arrowhead Community Facility District
(CFD). On May 2, 2017, the CFD’s 39
residential parcel owners unanimously approved
Measure L, which allowed for the assessment of
a special tax levy to finance a
bond. Concurrently, City staff began working
with a bond financing team to issue the CFD’s
Special Tax Assessment Bond, but construction
delays put the bond issuance on hold. When
construction was rescheduled for late 2018, the
bond issuance process began again, and was
finally issued on December 10, 2018 as a private
sale bond.
Fifteen of the 39 ACCI property owners chose to
pre-pay their share of the construction costs; the
remaining 24 property owners chose to
participate in the bond issuance. The Bond
Issuance totaled $2,498,848, which was
combined with the $1,500,000 contributed to the
funding account by the pre-paid property owners
for the total funded cost of the project.
Bond terms are 30 years at 6.05% interest. This
interest rate was slightly higher than a negotiated
bond sale was expected to be, but had the
advantage of locking in the interest rate during a
volatile rate timeframe, and the total bond
amount was reduced due to a lower reserve
requirement under the private sale. The bond’s
debt service payment schedule is at the end of
this section. These payment amounts may
change over time if bond holders choose to pay
off their share of the debt instead of following the
bond’s payment schedule.
This Debt Service program reflects the
accounting for the Bond’s Debt Service
functions, including tax assessment receipts, the
bond’s debt interest and principal payments,
earned interest, and bond administration service
fees. The full amount of the project funds from
both the bond sale and the contributed funds are
accounted for in the Arrowhead CFD Project
Agency Fund.
Non-Departmental Department Budget
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 158
August August February Fiscal Year
Less
Approx Bond
Fiscal Interest Annual Interest Interest Annual Debt
Bond
Debt
Payoff Principal
Year Rate Principal Payment Payment Interest Service Balance @ YE
- -
2018/19 6.05%- - 33,176 33,176 33,176 - 2,498,848
2019/20 6.05%89,531 75,590 69,845 145,435 234,966 100,388 2,308,929
2020/21 6.05%31,090 69,845 53,332 123,177 154,267 514,797 1,763,042
2021/22 6.05%25,520 53,332 45,393 98,725 124,245 236,934 1,500,588
2022/23 6.05%23,374 45,393 42,449 87,842 111,216 73,931 1,403,283
2023/24 6.05%24,787 42,449 41,700 84,149 108,936 - 1,378,496
2024/25 6.05%26,287 41,700 40,904 82,604 108,891 - 1,352,209
2025/26 6.05%27,878 40,904 40,061 80,965 108,843 - 1,324,331
2026/27 6.05%34,232 40,061 39,025 79,087 113,319 - 1,290,099
2027/28 6.05%36,303 39,025 37,927 76,953 113,256 - 1,253,796
2028/29 6.05%38,500 37,927 36,763 74,690 113,190 - 1,215,296
2029/30 6.05%40,829 36,763 35,528 72,290 113,119 - 1,174,467
2030/31 6.05%43,299 35,528 34,218 69,745 113,044 - 1,131,168
2031/32 6.05%45,919 34,218 32,829 67,047 112,966 - 1,085,249
2032/33 6.05%48,696 32,829 31,356 64,185 112,881 - 1,036,553
2033/34 6.05%51,643 31,356 29,794 61,149 112,792 - 984,910
2034/35 6.05%54,767 29,794 28,137 57,930 112,697 - 930,143
2035/36 6.05%58,080 28,137 26,380 54,517 112,597 - 872,063
2036/37 6.05%61,594 26,380 24,517 50,897 112,491 - 810,469
2037/38 6.05%65,321 24,517 22,541 47,057 112,378 - 745,148
2038/39 6.05%69,273 22,541 20,445 42,986 112,259 - 675,875
2039/40 6.05%73,463 20,445 18,223 38,668 112,131 - 602,412
2040/41 6.05%77,908 18,223 15,866 34,089 111,997 - 524,504
2041/42 6.05%82,622 15,866 13,367 29,233 111,855 - 441,882
2042/43 6.05%87,620 13,367 10,716 24,083 111,703 - 354,262
2043/44 6.05%92,921 10,716 7,906 18,622 111,543 - 261,341
2044/45 6.05%98,543 7,906 4,925 12,830 111,373 - 162,798
2045/46 6.05%104,505 4,925 1,763 6,688 111,193 - 58,293
2046/47 6.05%110,828 1,763 -1,589 174 111,002 - -52,535
2047/48 6.05%117,532 -1,589 -5,145 -6,734 110,798 - -170,067
2048/49 6.05%124,642 -5,145 -8,915 -14,059 110,583 - -294,709
TOTALS 1,867,507 874,765 823,436 1,698,201 3,565,708 926,050
Total Bond Principal $2,793,557
Total Bond Interest 1,698,201
Total Cost of Bond $4,491,758
$2,498,848
City of Saratoga
2018 Arrowhead Community Facility District Bond
Debt Schedule
Bond Issue Date: December 1, 2018
Capital Improvement Program Introduction
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 159
Introduction
The Capital Improvement Program (CIP)
endeavours to identify all funded capital
improvements planned for completion within the
next five years, with cost estimates based on
current year dollars. Project estimates are
updated each year based upon current design
specifications and bid prices. Equipment,
operation, and maintenance costs incurred as an
outcome of CIP projects are to be identified and
included in the operating budget. As a city is
comprised of diverse infrastructure, CIP projects
are categorized by infrastructure type: streets;
parks and trails, and facilities.
The City of Saratoga’s fiscal year 2023-24 CIP
represents 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, facilities,
and other infrastructure.
For 2022-23, a new infrastructure section was
included in the budget document to capture
Saratoga’s $7.2 million allocation from the 2021
American Rescue Plan Act’s State and Local
Fiscal Recovery Program Fund (ARPA SLFRF)
and the related CIP appropriation for Stormwater
Management Projects.
Program Areas
The CIP is divided into five discrete program
areas as described below. Each program area’s
classifications are then grouped by sub-
classifications of projects the City is undertaking,
and the tracking of resources expended for these
purposes. The five programs are structured as
follows:
Streets
Projects which develop and maintain the City’s
roadway system to provide safe and efficient
traffic flows while minimizing traffic movement
and noise through residential neighborhoods;
street lighting for traffic safety at intersections
and throughout public streets; infrastructure
development and maintenance of street
surfaces, storm drain systems, curbs, gutters
and sidewalks; bridges and retaining walls; and
roadway landscaping to maintain the quality
streetscapes of the Saratoga community.
Gas Tax revenues, Road Maintenance and
Rehabilitation Account funds (SB1), Refuse
Impact Fees, and Santa Clara County Measure
B are dedicated funding sources for the Streets
Program, with total revenues of approximately
$2.6 million per year. Funding for projects may
also come from prior year General Fund savings,
from development projects requiring mitigation
of impacts, from partnerships with other
jurisdictions, or from federal, state, and local
grants as either part of statewide initiatives or
through grant applications based on specific City
projects.
Parks & Trails
Projects to develop and improve parks and sport
fields, park structures, trails, the city plaza park,
and various citywide tree planting and
maintenance. Dedicated funding for the Parks
Program includes a Park Development Fee
collected when a development project
subdivides property, and from Tree Fines
collected from un-permitted tree removals.
Funding may also come from prior year General
Fund savings, from grants and park bond funds,
and from donations. Park projects may, on
occasion, include community volunteer services
for minor construction and clean-up projects.
American Rescue Plan Act’s State and Local
Fiscal Recovery Fund (ARPA SLFRF)
In March 2021, the American Rescue Plan Act of
2021 (ARPA) was signed into law with $350
billion made available through the State and
Local Fiscal Recovery Funds (SLFRF) to assist
state and local governments with pandemic
related response and recovery efforts.
Saratoga’s ARPA/SLFRF funding allocation is
approximately $7.2 million, released directly to
Capital Improvement Program Introduction
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 160
Saratoga in June/July of 2021 and 2022. Funds
must be spent in accordance with the US
Department of Treasury guidance with
commitment of funds by December 31, 2024,
and expenditure by December 31, 2026.
Facilities
Projects for purchasing, constructing, or making
capital repairs to City buildings, structures, and
equipment. City buildings include the Civic
Center and Chamber/Theater Building, the
Senior/Community Center and auxiliary
structures, the Corporation Yard and structures,
the North Campus, the Historical Buildings
including the Saratoga Museum, the McWilliams
House, and the Book-Go-Round. Funding is not
specifically designated for this capital program;
allocations generally come from General Fund
prior year savings or grant funds applied to
qualified improvements such as Community
Development Block Grant funds for ADA
improvements.
Administrative & Technology Improvements
Projects which provide operational efficiencies
and improvements in the administration of City
services. Administrative & Technology
Improvement Projects typically include major
expenditures for new systems or system
upgrades, new technology equipment or
services, and one-time and/or multi-year
administrative projects such as converting a
decades-long accumulation of microfiches,
building plans, and legal documents; the
development of business and community
incentives; the implementation of risk
management programs, and for non-recurring
operational improvement projects. Revenue
for administrative projects may come from the
City’s Internal Service Replacement Funds, from
grants, or from prior year General Fund savings.
Capital Planning Guidelines and Process
The standard definition of a CIP project is for
construction, acquisition, rehabilitation, or non-
routine maintenance work that generally costs
$25,000 or more with a minimum useful life of 5
years at a fixed location. The City also includes
projects under $25,000 in the CIP if they qualify
as staged or ongoing improvement projects, or if
they are significant multi-year projects.
Additionally, non-infrastructure projects may be
included in the CIP under the Administrative &
Technology programs if they are one-time,
operational efficiency, technology, or multi-
faceted administrative projects.
Under direction from the City Manager, Public
Works takes the lead in the preparation of most
street and parks CIP projects and Facilities takes
the lead in most facility-related CIP projects.
Administrative & Technology CIP projects are
typically recommended by the City Manager,
Administrative Services, or Community
Development departments as they represent
non-infrastructure projects. The CIP Procedure
Process Policy establishes the guidelines to
move proposed projects through the proposal
preparation and capital project review process.
This includes a review by the Planning
Commission to ensure projects are consistent
with the City’s General Plan prior to Council’s
final budget review.
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 161
Streets Capital Improvement Program
STREET REPAIR AND RESURFACING PROJECTS PAGE
9111-003 Pavement Management Program (PMP) 164
ROADWAY SAFETY PROJECTS
9121-001 Annual Roadway Safety & Traffic Calming 166
9121-006 Local Roadway Safety Plan 167
9121-007 Traffic Signal Controller Upgrades 168
9121-008 Safe Routes to School Implementation 169
9122-006 Prospect Road Improvements 170
STREET LANDSCAPE & BEAUTIFICATION PROJECTS
9132-006 Village Clock/ Saratoga Village Beautification 172
SIDEWALK, CURBS & STORM DRAIN PROJECTS
9141-005
Annual Sidewalks, Curbs & Gutters, Storm drains, Bridges Maintenance
and Repair 173
9141-007 Guava Court Curb & Gutter Replacement 174
9141-009 Annual Corrugated Pipe Rehabilitation Project 175
9142-005 Saratoga Avenue Sidewalks 176
9142-019 Saratoga Village Crosswalk & Sidewalk Rehabilitation 179
9142-020
9142-023
9142-030
Quito Road Sidewalk Improvements Design Phases 1, 2, 3
180
9142-021 Saratoga / Sunnyvale Road Sidewalks 182
9142-022
Saratoga/ Sunnyvale Road Pathway Rehabilitation Cox Avenue to Railroad
Crossing 183
BRIDGE AND RETAINING WALLS
9152-001 Fourth Street Bridge Widening 184
9152-002
9152-004 Quito Road Bridges – Preliminary Engineering, ROW Engineering 186
9152-005 Bridge Rehabilitation Project Phase 1 188
9153-003 Annual Retaining Wall Maintenance & Repairs 189
9153-005 Mt. Eden Erosion Repair 190
9153-007 Pierce Road Retaining Wall 191
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 162
Program Area Descriptions
The Capital Improvement Program’s Street Improvements Program provides for a safe and functional
roadway and pedestrian street system. Projects within the Street Program are classified by their primary
scope of work into five project categories:
• Street Resurfacing, Repair & Maintenance Projects
• Roadway Safety Improvements
• Street Landscape & Beautification Improvements
• Sidewalks, Curbs & Storm Drain Improvements
• Bridge & Hillside Support Projects
Street Resurfacing, Repair & Maintenance Projects consist of projects that primarily repave and
improve roadway surfaces. Projects include resurfacing for neighborhood, collector, and arterial streets
on a priority basis. Funding is added to the ongoing street resurfacing project each year as available.
Individual Street Repair & Resurfacing projects may be established when grants are provided for
specifically identified sections of roadway.
Roadway Safety Improvements consist of projects that improve roadway safety factors. Roadway
safety improvement projects include small site-specific improvement items that include signs, striping,
and curbs as directed by the Traffic Safety Commission; ADA projects for accessibility enhancements,
such as curb ramps and audible signals; refuge lanes for traffic merging; railroad crossing improvements;
radar feedback signs; and larger safety projects, such as the bicycle and pedestrian safety improvements
made to Highway 9.
Street Landscape & Beautification Improvements consist of projects that improve the visual
component of streets. This includes median landscape improvements, city entrance signs, tree lighting,
sidewalk furniture, and accessories such as trash receptacles and news rack stands.
Sidewalk, Curbs, Gutters & Storm Drains consist of sidewalk improvement and repair projects; curb,
gutter, and storm drain improvements; and pedestrian safety improvement projects. These projects are
both general and specific, depending on funding sources.
Bridge & Hillside Support Projects consist of projects that repair, replace, or rehabilitate deficient
bridge structures or provide support for hillside roadways. Bridge structures fall under the guidance of
federal and state regulations, and are often funded by these regulatory agencies, such as Caltrans or the
Federal Highway Bridge Replacement and Rehabilitation Program (HBBR). Hillside Support projects are
generally funded through transfers from the General Fund.
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 163
Funding Summary by Project
Streets Capital Improvement Program
Project Category & Project Name
Budget Est. Actual Est.
Carryover
Approved
Additions
Est. Total
Budget
Street Repair & Resurfacing Projects
9111-003 - Pavement Management Program (PMP) 4,748,694 4,618,405 130,289 4,187,000 4,317,289
Street Repair & Resurfacing Projects Total 4,748,694 4,618,405 130,289 4,187,000 4,317,289
Roadway Safety Projects
9121-001 - Annual Roadway Safety & Traffic Calming 297,119 126,837 170,282 150,000 320,282
9121-004 - Traffic Signal Battery Backup 30,000 28,898
9121-006 - Local Roadway Safety Plan 9,861 3,626 6,235 - 6,235
9121-007 - Traffic Signal Controller Upgrades 80,000 58,587 21,413 - 21,413
9121-008 - Safe Routes to School Phase 1 Implementation 160,000 1,245 158,755 160,000 318,755
9122-006 - Prospect Road Improvements 1,414,441 12,461 1,401,980 - 1,401,980
Roadway Safety Projects Total 1,991,421 231,653 1,758,665 310,000 2,068,665
Street Landscape & Beautification Projects
9132-006 - Village Clock/ Saratoga Village Beautification 8,626 6,066 2,560 - 2,560
9132-007 - Big Basin Way/Blaney Trash Can Replacement 50,802 44,730
Street Landscape & Beautification Projects Total 59,428 50,796 2,560 - 2,560
Sidewalk, Curbs & Storm Drain Projects
9141-005 - Annual Sidewalks, Curbs & Gutters, Storm drains,
Bridges Maintenance and Repair
291,431 271,143 20,288 250,000 270,288
9141-007 - Guava Court Curb & Gutter Replacement 280,000 27,500 252,500 - 252,500
9142-005 - Saratoga Avenue Sidewalks 417 - 417 - 417
9142-019 - Saratoga Village Crosswalk & Sidewalk Rehabilitation 385,159 22,363 362,796 - 362,796
9142-020 - Quito Road Sidewalk Improvements Design 43,370 - 43,370 - 43,370
9142-021 - Saratoga / Sunnyvale Road Sidewalks 92,158 - 92,158 - 92,158
9142-022 - Saratoga/ Sunnyvale Road Pathway Rehabilitation Cox
Avenue to Railroad Crossing
50,000 - 50,000 - 50,000
9142-023 - Quito Road Sidewalk Gap Closure Phase 1 182,609 26,030 156,579 - 156,579
9142-030 - Quito Road Sidewalk Rehabilitation Gap Closure Phase
2
300,000 - 300,000 - 300,000
9142-NEW - Annual Corrugated Pipe Rehabilitation Project - - - 300,000 300,000
Sidewalk, Curbs & Storm Drain Projects Total 1,625,145 347,037 1,278,108 550,000 1,828,108
Bridge and Retaining Wall Projects
9152-001 - Fourth Street Bridge Widening 575,449 43,810 531,639 42,000 573,639
9152-002 - Quito Road Bridges – Preliminary Engineering 157,876 17,136 140,740 - 140,740
9152-004 - Quito Road Bridge – Right of Way (ROW) Acquisition 13,073 12,763 310 - 310
9152-005 - Bridge Rehabilitation Project Phase 1 350,000 - 350,000 350,000 700,000
9153-003 - Annual Retaining Wall Maintenance & Repairs 365,270 134,604 230,666 200,000 430,666
9153-005 - Mt. Eden Erosion Repair 59,621 59,497 124 - 124
9153-007 - Pierce Road Retaining Wall 357,470 320,589 36,881 - 36,881
Bridge and Retaining Wall Projects Total 1,878,760 588,400 1,290,360 592,000 1,882,360
Total Streets CIP 10,303,447 5,836,291 4,459,982 5,639,000 10,098,982
2023-242022-23
Expenditures
CLOSED
CLOSED
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 164
Pavement Management Program (PMP)
Project No. 9111-003
Project Manager – Emma Burkhalter, Associate Civil Engineer
The City has a comprehensive annual Pavement
Management Program (PMP) that includes road
resurfacing and maintenance to keep the City's
single largest piece of infrastructure in good
condition. The PMP combines regular maintenance
of roadways to prevent road conditions from rapidly
deteriorating and significant repairs for streets with
the highest need. Resurfacing City streets regularly
extends the lifetime of the roadways and minimizes
the need for larger and more costly projects in the
future. Keeping streets in good condition also
reduces liability risks and staff time required for
minor repair work.
An engineering consultant assesses City roads
using the Paving Condition Index (PCI) every two to
three years. PCI measures average road conditions on a scale
of 0 to 100, which, when combined, then provides an overall
score of City roads. A zero (0) PCI indicates that a road has
failed, and a PCI of 100 indicates that a road is in excellent
condition. The following PCI brackets communicate the relative
significance of a PCI score in ranges:
In the most recent assessment in 2019, the City’s overall PCI was calculated to be 67.
The annual PMP project scope identifies streets based on several factors, including PCI, maintenance
recommendations, and budgetary constraints. This information, combined with the City Engineer's
observations and residents' input, determines which streets to include in the annual PMP.
According to a 2021 study, an annual PMP project of $4 million would maintain the current PCI of 67,
and a project of $7 million increases the PCI. Saratoga does not have a structural funding source to fill
the gap of $1.4 to $4.4 million necessary to maintain or improve the current PCI.
Each year, approximately $200,000 is used for improvements such as signage installations, engineering
studies, roadway striping, curb and gutter repair, materials purchases, and other miscellaneous repairs
within the City rights-of-way.
Project Milestones
Identified/proposed
Approved/funded 2016-17
Design/Construction ongoing
Completion n/a
Excellent Very good Good Poor Very Poor
90 to 100 70 to 89 50 to 69 25 to 49 0 to 24
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 165
Funding Source: 2023-24 revenue dedicated to the PMP totals an estimated $2.6, with 61 percent from
the State and 26 percent from the County. Only 13 percent of the structural revenue for the PMP
originates from a City source, the refuse impact fee. The 2023-24 budget includes $1.34 million in
additional project fund from the General Fund’s Future Capital Reserve.
Pavement Management Program (PMP) (continued)
Project No. 9111-003
Expenditure Budget
2022-23 2023-24
Category Budget Est. Actual Est.
Carryover
Adopted
Additions Est. Total Budget
8114 - Engineering & Design - 55,408 (55,408) - (55,408)
8115 - Supplies, Materials, Other - 102,737 (102,737) - (102,737)
8116 - Construction 4,748,694 4,460,260 288,434 4,187,000 4,475,434
Total 4,748,694 4,618,405 130,289 4,187,000 4,317,289
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement X
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 166
Annual Roadway Safety & Traffic Calming
Project No. 9121-001
Project Manager – Emma Burkhalter, Associate Civil Engineer
In conjunction with the Traffic Safety Commission (TSC), this
project funds safety and traffic calming improvements. The
Traffic Safety Commission (TSC) and staff meet on a bi-
monthly basis to review and assess traffic safety matters
throughout the City. As part of this review, the TSC
periodically recommends improvements to enhance safety
and/or calm traffic.
Most improvements are small and fall within the scope of the
operating budget. Occasionally, more costly remediation is
warranted, and Roadway Safety and Traffic Calming funds
are used. Examples include speed humps, radar signs,
median chockers, bulb-outs, and enhanced crosswalks.
Additionally, the TSC reviews the Unfunded CIP traffic projects
each year and prioritizes according to safety and proximity to
schools.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -8,701 (8,701)-(8,701)
8116 - Construction 297,119 118,136 178,983 150,000 328,983
Total 297,119 126,837 170,282 150,000 320,282
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement X Federal or State mandate X
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2008
Approved/funded 2020-21
Design/Construction ongoing
Completion n/a
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 167
Local Roadway Safety Plan
Project No. 9121-006
Project Manager - Emma Burkhalter, Associate Civil Engineer
This project will develop a Local Roadway Safety Plan
(LRSP). This project applies to the Health and Safety Issues,
Efficiencies and Business or Community Support Priority
Factors.
The City of Saratoga’s goal is to develop a Local Roadway
Safety Plan (LSRP) to improve the safety conditions of its
roadways for all modes of transportation. Given the City’s
suburban context and its unique roadway characteristics such
as wide and winding residential roads with lack of adequate
continuous sidewalks and biking facilities, it is important to
develop a safety plan to enhance the safety conditions for all
road users. To achieve this goal, the City will consider a safe
system approach, prioritizing high collision areas. This
proactive approach will identify the most critical safety risks
based on the patterns in these areas and will highlight other
areas of high risk that may not have yet experienced a high
volume of collisions.
City staff and a consultant will undertake the following tasks in developing the Local Roadway Safety
Plan. A comprehensive safety analysis on public roads in the City of Saratoga will be conducted to
produce a Local Roadway Safety Plan consistent with Caltrans requirements and to position the City to
be strategic and competitive for HSIP and other funding sources. Tasks include safety data analysis,
selection of emphasis areas, community engagement, and drafting the LRSP Document.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -3,626 (3,626)-(3,626)
8116 - Construction 9,861 -9,861 -9,861
Total 9,861 3,626 6,235 -6,235
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship x Health and safety issue
Public Safety x Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost of
replacement
Community Heritage Availability of external funding source
Community Engagement x Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2021-22
Design/Construction
Completion 2022-23
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 168
Traffic Signal Controller Upgrades
Project No. 9121-007
Project Manager - Macedonio Nunez, Engineering Services Manager
There are a total of 15 traffic signalized intersections in
Saratoga. During the completed city-wide Citywide Signal
Upgrade Project - Phase II upgraded traffic signal adaptive
systems for the 6 signalized intersections on Saratoga
Avenue, the City’s most traveled street. This completed
project upgraded old traffic controllers with the required new
controllers and software for coordination between traffic
signalized intersections.
This new project will upgrade the remaining 9 traffic signal
intersection controllers. The City utilizes the Smart City
Signals traffic management system to provide citywide traffic
signal monitoring capabilities over cellular and cloud-based
solutions. The system also serves as the network for traffic
signal adaptive operations along the Saratoga Avenue-
Fruitvale Avenue corridors. This proposed CIP will allow the
City additional traffic surveillance opportunities. The new
equipment will be viewable by City and Emergency Operations
staff over the Smart City Signals cloud-based platform that in
conjunction with recently installed battery-back up systems at traffic signals will allow for remote
monitoring during power outages, incidents, and natural disaster events.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8115 - Supplies, Materials, Other -58,587 (58,587)-(58,587)
8116 - Construction 80,000 -80,000 -80,000
Total 80,000 58,587 21,413 -21,413
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety x Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2022-23
Approved/funded 2022-23
Design/Construction 2022-23
Completion 2023-24
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 169
Safe Routes to School Implementation Plan
Project No. 9443-003
Project Manager - Mainini Cabute, Environmental Programs Manager
This project implements the Safe Routes to School (SRTS)
Masterplan and the SRTS Need Assessment CIP.
Improves pedestrian and student safety around schools.
Visit https://www.saratoga.ca.us/509/Safe-Routes-to-
School for more information on the SRTS Masterplan.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -1,245 (1,245)-(1,245)
8116 - Construction 160,000 -160,000 160,000 320,000
Total 160,000 1,245 158,755 160,000 318,755
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety x Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement x Federal or State mandate x
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2022-23
Design/Construction 2022-23
Completion 2023-24
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 170
Prospect Road Improvements
Project No. 9122-006
Project Manager - Macedonio Nunez, Engineering Services Manager
This project will improve the Prospect Avenue corridor
through the addition of roadway medians and a variety of
pedestrian and bicycle improvements. Project work will
occur along a 1.9-mile section of Prospect Road between
Saratoga-Sunnyvale Road and Lawrence Expressway.
Phase 1: This phase was completed in July 2019, which
installed roadway medians, sidewalks, bicycle loops, and
accessible ramps to improve the safety of Prospect Road
in Saratoga. This phase physically reduced the width of the
road, channeling vehicles into defined turn lanes, reducing
the threat of vehicles crossing the center lane, and creating
safer pedestrian crossings. Improvements to existing
pedestrian, bicycle and VTA bus stop facilities, will
enhance pedestrian accessibility and provide a safe and
convenient walking and bicycling experience.
Phase 2: This phase consists of improvements such as new
irrigation and landscaping to 3 existing medians on Prospect
Rd. between Titus Ave. and English Dr. that had not been worked on during the Phase 1 contract. On
Saratoga Ave. & Cox Ave. signalized intersection improvements will improve safety and the Level of
Service. This will include installing new traffic signal light poles, adding a second westbound left turn lane
from Cox Ave. to southbound Saratoga Ave. which will require modification to the existing eastbound Cox
Ave. number one lane from a combo through and left turn lane to an only left turn lane. The improvements
will remove the pedestrian island on the south/west corner and install a bulb-out extension concrete
corner. Also, at all the corners, the improvements will include new ADA ramps.
Funding Source: General Fund & Grant Funds
Project Milestones
Identified/proposed
Approved/funded 2013-14
Design/Construction 2022-23
Completion 2023-24
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 171
Prospect Road Improvements (continued)
Project No. 9122-006
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -12,461 (12,461)-(12,461)
8116 - Construction 1,414,441 -1,414,441 -1,414,441
Total 1,414,441 12,461 1,401,980 -1,401,980
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 172
Village Clock/ Saratoga Village Beautification
Project No. 9132-006
Project Manager - John Cherbone, Public Works Director
This project will add a clock in Saratoga Village and fund
additional Village beautification projects with any remaining
funds.
The Village, Saratoga’s historic downtown, is located on Big
Basin way off Saratoga-Los Gatos Road. The Village is a
destination for those looking for unique shops, fine dining,
wine tasting, spa experiences and more. The lovely
downtown atmosphere with hanging flower baskets, floral
displays meticulously maintained by volunteers, and the
iconic Memorial Arch helped make Saratoga a top contender
in the 2015, 2016, and 2017 America in Bloom competitions.
This project added a clock in the Village near its entry at
Saratoga-Los Gatos Road and Big Basin Way. The clock will
serve to further enhance the aesthetics of Saratoga’s
Village.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8115 - Supplies, Materials, Other -6,066 (6,066)-(6,066)
8116 - Construction 8,626 -8,626 -8,626
Total 8,626 6,066 2,560 -2,560
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage X Availability of external funding source X
Community Engagement X Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2020-21
Design/Construction ongoing
Completion n/a
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 173
Annual Sidewalks, Curbs & Gutters, Storm drains,
Bridges Maintenance and Repair
Project No. 9141-005
Project Manager - Rick Torres, Public Works Manager
This project is one of the capital projects that the City council
has designated as a priority for capital funding, as it helps
preserve and maintain critical City infrastructure on an
ongoing basis.
Sidewalks: There are approximately 17 linear miles of
sidewalk in Saratoga. Sidewalk repairs ensure that the City’s
sidewalks are maintained in good condition, minimizing
tripping hazards, reducing liability risk, and preventing larger
and more costly improvement projects in the future.
Approximately 35,000 square feet of sidewalk is repaired
each year.
Curbs and Gutters: Ongoing repairs to curbs and gutters
prevent flooding through improved water runoff. Additionally,
well maintained curbs and gutters improve pedestrian and
bicycle safety by reducing tripping hazards. Damage to curbs
and gutters is most frequently caused by tree roots or impact
from a heavy vehicle.
Storm drains: Storm drains are inspected to identify failures,
or potential failures. Sections of storm drains that have failed, which often results in flooding, are either
replaced or repaired.
Bridges: Each year Caltrans inspects all bridges in the state, including locally owned bridges, provides
repair recommendations, determines the safe load capacity of all bridges, and assists in specifications
and estimates for bridge maintenance projects.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -9,320 (9,320)-(9,320)
8116 - Construction 291,431 261,823 29,608 250,000 279,608
Total 291,431 271,143 20,288 250,000 270,288
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate X
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2016-17
Design/Construction ongoing
Completion n/a
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 174
Guava Court Curb & Gutter Replacement
Project No. 9141-007
Project Manager - John Cherbone, Public Works Director
This project will remove and replace approximately 630 linear
feet of vertical curb. The project also includes removing
approximately 5025 square feet of roadway and replacing it
with a landscape strip for beautification.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 280,000 27,500 252,500 -252,500
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement X
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability X Other: Business/Community Support X
Project Milestones
Identified/proposed
Approved/funded 2022-23
Design/Construction 2022-23
Completion 2023-24
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 175
Annual Corrugated Metal Pipe Rehabilitation
Project No. 9141-009
Project Manager - Macedonio Nunez, Engineering Services Manager
This Project will fund the ongoing rehabilitation of existing
deteriorating corrugated metal pipe (CMP) that is used for the
storm drain system throughout the City. The aging CMP, once
it is deteriorated and compromised, will cause an underground
cavity which can collapse and cause underground soil erosion
that results in sinkhole incidents.
In January 2023, two major storm drain failures occurred
during the storms due to the failed CMP. The first occurred in
Parker Ranch adjacent to a city trail. The storm drain CMP
failed, causing severe erosion to the storm drain outfall and
trail. The trail segment has been temporary closed until repairs
are completed. Parker Ranch embankment is scheduled to be
repaired late February. The second failure occurred to a culvert
CMP underneath Pierce Road near Pike Road. The failure
caused severe erosion to the roadway embankment. This
incident was deemed an emergency repair to save Pierce
Road from complete failure. Pierce Road roadway
embankment repair work was completed on January 27th.
Both these locations will require CMP replacement soon.
The City Storm Drain Master Plan, which is currently under development by Sandis Engineering, calls
out future repair work to CMPs. This will require expenditures in the hundreds of thousands of dollars.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction ---300,000 300,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system X
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement X
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2023-24
Approved/funded 2024-25
Design/Construction
Completion
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 176
Saratoga Avenue Sidewalks
Project No. 9142-005
Project Manager – Macedonio Nunez, Engineering Services Manager
Since 1992, the City has been adding new sections of sidewalk
along Saratoga Avenue, using Transit Development Act (TDA)
funds to create a continuous sidewalk between the Village and
Quito Road. The City generally allows these funds to
accumulate over several years and identifies the pathway
sections to be completed along Saratoga Avenue.
Sidewalks provide a safe path for pedestrians away from the
roadway. The sidewalk also allows residents in wheelchairs or
other wheeled devices to travel in the City. Furthermore,
extension of the City’s sidewalk system increases the City’s
walkability and adds to the recreational opportunities available
to residents.
This project has been ongoing since 1992 and will continue
until all sidewalk gaps are closed. To date, this CIP had
completed Pedestrian Safety Improvements along Saratoga
Ave at the following locations:
•Reconstruction of deteriorating existing asphalt
concrete pathway between Shadow Oaks and Heritage Oak
•Crestbrook Drive bulbout ramp/crosswalk improvement
•Herriman Avenue bulbout ramp/crosswalk improvement
•La Paloma Avenue intersections bulbout ramp/crosswalk improvement
•Bus Stop locations near the intersection of Highway 9
•Sidewalk and ADA ramps at the frontage of the Old Post Office to Park Place
•Handicap ramp between Juniper Lane and Douglass Ln (just south of Douglass Ln on the
southbound direction)
•Upgrade deteriorating handicap ramps along Saratoga Ave between Lutheria Way to Scotland
Dr.
Funding Source: General Fund & Grant Funds
Project Milestones
Identified/proposed 1992
Approved/funded 2008-09
Design/Construction ongoing
Completion n/a
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 177
Saratoga Avenue Sidewalks (continued)
Project No. 9142-005
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 417 -417 -417
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate X
Environmental Sustainability Other:
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 178
PAGE LEFT BLANK INTENTIONALLY
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 179
Saratoga Village Crosswalk & Sidewalk
Rehabilitation
Project No. 9142-019
Project Manager - Macedonio Nunez, Engineering Services Manager
This project is located on Big Basin Way between 5th Street
and 6th Street. The Village, Saratoga’s historical downtown,
offers shops, restaurants, salons, and office space. The City
has been making a series of improvements to the Village to
make it a more walkable destination, including installation of
pedestrian bulb-outs and enhanced crosswalks to make
pedestrians more visible, as well as installation of benches,
bike racks, aesthetic improvements, and a renovation of
Blaney Plaza to make the Village a more desirable place to
gather.
This project will improve the crosswalks at Big Basin Way and
5th Street, as well as the crosswalk in front of Rose’s Market.
These improvements will include installation bulb-outs,
enhanced crosswalks, decorative landscaping, and benches.
This project has been delayed due to Caltrans scheduling.
Funding Source: General Fund & Grant Funds
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -22,363 (22,363)-(22,363)
8116 - Construction 385,159 -385,159 -385,159
Total 385,159 22,363 362,796 -362,796
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate X
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2020-21
Design/Construction
Completion
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 180
Quito Road Sidewalk Improvements Design
Project Nos. 9142-020, 9142-023, 9142-030, 9142-TBD
Project Manager - Macedonio Nunez, Engineering Services Manager
Quito Road travels from Lawrence Expressway to Highway
9.The road serves as a connection to several local schools
in Saratoga and nearby cities. Currently, there are some
sections of sidewalk along the east side of Quito. However,
the street lacks a continuous stretch of sidewalk. The Traffic
Safety Commission (TSC) received numerous complaints
from residents who felt unsafe walking along Quito
Road. Subsequently, the TSC assessed Quito Road and
recommended filling sidewalk gaps.
Design (Project No. 9142-020): The project will include the
design of new segments of sidewalk on Quito Road and
reconstruction of existing facilities to improve pedestrian
safety and access in the area. This phase covered costs
associated with initial planning, including topographical work of
the stretch of Quito Road from State Route 85 to Allendale
Avenue.
Phase 1 (Project No. 9142-023): This phase funds the design
and construction to upgrade existing walkways and fill in gaps
on the Southbound side of Quito Road, from Allendale Avenue to Marshall Lane.
Phase 2 (Project No. 9142-030): This phase funds the sidewalk gap closure and handicap ramp
installation along the northbound lane from Pollard Road to Allendale Avenue.
Phase 3 (Project No. tbd): Phase 3 includes both northbound and southbound sides of the road from
Allendale Avenue to Highway 85.
Funding Source: General Fund
Project Milestones
Identified/proposed
Approved/funded 2021-22
Design/Construction 2022-23 &
2023-24
Completion 2023-24
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 181
Quito Road Sidewalk Improvements Design (continued)
Project Nos. 9142-020, 9142-023, 9142-030, 9142-TBD
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
9142-020-8116 - Construction 43,370 -43,370 -43,370
9142-023-8116 - Construction 182,609 26,030 156,579 -156,579
9142-030-8116 - Construction 300,000 -300,000 -300,000
Total 525,979 26,030 499,949 -499,949
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate X
Environmental Sustainability Other:
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 182
Saratoga - Sunnyvale Road Sidewalks
Project No. 9142-021
Project Manager - Macedonio Nunez, Engineering Services Manager
In April 2017, the City Council voted to allow a homeowner
to purchase a 19-foot wide portion of Saratoga-Sunnyvale
Road that lies along the property’s boundary, which the City
was not using for roadway purposes, for $92,183. The
proceeds from the sale were assigned to be used for
pedestrian improvements along Saratoga-Sunnyvale Road.
As part of the 2020-21 Capital Improvement Program, the
City Council adopted the staff recommendation that the
funds be used to design a walkway on Saratoga-Sunnyvale
Road from Reid Lane to Big Basin Way.
Funding Source: General Fund & Grant Funds
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 92,158 -92,158 -92,158
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate X
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2017
Approved/funded 2019-20
Design/Construction 2023-24
Completion 2023-24
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 183
Saratoga-Sunnyvale Road Pathway Rehabilitation
Cox Avenue to Railroad Crossing
Project No. 9142-022
Project Manager - Rick Torres, Public Works Manager
This project will repair the uplifted section of pathway from
Cox Avenue to the railroad crossing. Over time, the condition
of the pathway along Saratoga-Sunnyvale Road has
deteriorated. Age and tree-root damage have broken up the
pathway. This project will remove and replace uplifted
sections of pathway on Saratoga-Sunnyvale Road from Cox
Avenue to the Railroad Crossing. It also includes repair and
adjustment to PG&E gas valves located along the pathway
being replaced.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 – Construction 50,000 -50,000 -50,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2020-21
Design/Construction 2022-23
Completion 2022-23
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 184
Fourth Street Bridge Widening
Project No. 9152-001
Project Manager – Macedonio Nunez, Engineering Services Manager
The 4th Street Bridge was constructed in 1939 and crosses
Saratoga Creek near the entrance to Wildwood Park. This
project will widen the bridge to accommodate a sidewalk for
pedestrian traffic, as well as make structural improvements to
bring the bridge in compliance with current standards. A
California Department of Transportation review of Saratoga
bridges in 2004 listed the 4th Street Bridge as being in
“generally good condition.” There are 20 bridges located in
the City with 9 of these bridges passing over Saratoga Creek.
This project will be completed in three phases;
•Phase 1: Preliminary engineering and environmental,
right-of-way acquisition, and construction with a total
estimated cost of $1.41 million. The Preliminary
Engineering and Environmental phase will include
survey work, constraint analysis, environmental review
and design with an estimated cost of $455,000.
•Phase 2: The Right-of-way acquisition phase will
include the acquisition or obtaining rights to access
property needed to widen the bridge, with an estimated
cost of $10,000.
•Phase 3: The construction phase will include work on widening the bridge with an estimated cost
of $945,000.
The project has sufficient funding for the preliminary engineering, environmental, and right-of-way
acquisition. Additional funding will be needed to complete the construction phase of this project.
Funding Source: General Fund & Grant Funds
Project Milestones
Identified/proposed
Approved/funded 2008-09
Design/Construction 2023-4 &
2024-25
Completion 2025-26
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 185
Fourth Street Bridge Widening (continued)
Project No. 9152-001
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -31,276 (31,276)-(31,276)
8115 - Supplies, Materials, Other -12,533 (12,533)-(12,533)
8116 - Construction 575,449 -575,449 42,000 617,449
Total 575,449 43,810 531,639 42,000 573,639
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement X
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 186
Quito Road Bridges – Preliminary Engineering, ROW
Engineering
Project Nos. 9152-002, 9152-004, 9152-TBD
Project Manager - Macedonio Nunez, Engineering Services Manager
Periodically, the California Department of Transportation
(Caltrans) conducts assessments of bridges in Saratoga.
Caltrans rated the two bridges on Quito Road between Sobey
Road and Vessing Road as needing replacement. Additionally,
the bridges are not wide enough to meet current CalTrans
standards for roadway size. This project will rebuild the bridges,
bringing the width of the Quito Road bridges in compliance with
State roadway standards, which will ultimately increase safety
for people using Quito Road.
Both bridges pass over San Tomas Creek, which flows through
Saratoga, Campbell, Los Gatos, Monte Sereno, San Jose, and
Santa Clara. As these two bridges fall along the city limit lines
of Saratoga and Los Gatos and along the San Tomas Creek,
Los Gatos, Saratoga, and the Santa Clara Valley Water District
all share in the boundaries and responsibilities. As Saratoga
holds the primary share of allocated responsibility, the City
agreed to manage this bridge replacement project. A
cooperative agreement between the three agencies has been executed with Saratoga named as the lead
agency.
•Preliminary Engineering Phase (Project No. 9152-002): Preliminary design work for the bridge
replacement was completed as part of this phase. Staff anticipates updates to the design will be
required prior to start of construction in order to bring the designs up to current Caltrans standards.
•Right of Way Acquisition Phase (Project no. 9152-004): Replacement and widening of the two
bridges requires the acquisition of 4,532 square feet of easements from three privately owned
parcels adjoining the existing right of way. This Phase funds the right-of-way acquisition needed
to build the bridges.
•Construction Phase (Project No. tbd): This phase will fund the reconstruction of the 2 bridges.
Funding Source: General Fund & Grant Funds
Project Milestones
Identified/proposed
Approved/funded 2008-09
Design/Construction 2023-24
Completion 2024-25
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 187
Quito Road Bridges – Preliminary Engineering, ROW
Engineering (continued)
Project Nos. 9152-002, 9152-004, 9152-TBD
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system X
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate X
Environmental Sustainability Other:
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
9152-002-8116 - Construction 157,876 17,136 140,740 - 140,740
9152-004-8116 - Construction 13,073 12,763 310 - 310
Total 170,949 29,899 141,050 - 141,050
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 188
Bridge Rehabilitation Project
Project Nos. 9152-005, 9152-TBD
Project Manager - Poh Yee, Civil Engineer
Caltrans issues annual bridge inspection reports to the City
for bridges within the City’s jurisdiction, Recent reports have
identified deficiencies in 6 City bridges the require repair
work. This project will address those deficiencies by repairing
bridge abutments, scouring, deck rehabilitation and railings.
If not completed, bridges will continue to deteriorate and the
costs to make the repairs will increase substantially. The
project requires review and permits from Santa Clara Valley
Water District, Regional Water Control Board, Fish & Wildlife,
and Army Corps of Engineers.
•Phase 1 (Project No. 9152-005): This phase mitigates
deficiencies at 3 of 6 bridge locations called out in the
Caltrans inspection reports.
•Phase 2 (Project No. 9152-xxx): This phase mitigates
deficiencies at the remaining 3 of 6 bridge locations
called out in the Caltrans inspection reports which were
not addressed in Phase 1.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 350,000 -350,000 350,000 700,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system X
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate X
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2023-24
Approved/funded
Design/Construction
Completion
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 189
Annual Retaining Wall Maintenance & Repairs
Project No. 9153-003
Project Manager - Poh Yee, Civil Engineer
The City is responsible for retaining walls throughout the City.
These retaining walls help prevent soil erosion, provide
stability for hillsides, and prevent surface runoff from
obstructing roadways. In 2016-17, winter storms caused
damage to retaining walls in various locations in the City.
Rather than funding projects individually, the City Council
created the Annual Retaining Wall Maintenance & Repairs
capital project to maintain existing retaining walls, monitoring
them for signs of failure, and make repairs as needed. This
project is one of several capital projects identified as a priority
by the City Council and receives $200,000 each year,
depending on funding availability.
Retaining walls with active failures on Pierce Road, Mount
Eden Road, Palomino Way, Continental Circle, Bohlman and
Prospect Road and Saratoga Heights will be monitored and
prioritized during the 2022-23.
Funding Source: General Fund
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system X
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2016-17
Approved/funded 2017-18
Design/Construction ongoing
Completion n/a
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -82,058 (82,058)-(82,058)
8116 - Construction 365,270 52,546 312,724 200,000 512,724
Total 365,270 134,604 230,666 200,000 430,666
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 190
Mt. Eden Erosion Repair
Project No. 9153-005
Project Manager - Poh Yee, Civil Engineer
This project stabilized the portion of the Mt. Eden Rd shoulder
where it had been eroded by Calabazas Creek. An external
consultant evaluated the erosion and prepared a design to
stabilize the roadway. The construction required the City to
obtain State permits, as it takes place along the edge of the
creek. Construction began in 2021 and was completed in
2021-22. State permit requirements for 5-year follow-up
monitoring will keep the project open through 2027-28.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 59,621 59,497 124 -124
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system X
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability X Other:
Project Milestones
Identified/proposed
Approved/funded 2019-20
Design/Construction 2020-21 &
2021-22
Completion 2027-28
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 191
Pierce Road Retaining Wall
Project No. 9153-007
Project Manager - Poh Yee, Civil Engineer
Erosion of the steep embankment above Calabazas Creek is
threating failure of the retaining wall that supports a section of
Pierce Road near Chalet Clotilde. The retaining wall was
inspected by the City Geologist who recommends repair as
soon as possible.
Pierce Road is very narrow at this location which means it will
be necessary to temporarily close the road during
construction. Notices will be mailed to residents near the work
and message signs will be placed at strategic locations to
notice drivers.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 357,470 320,589 36,881 -36,881
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system X
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2020-21
Design/Construction 2022-23
Completion 2022-23
Streets Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 192
PAGE LEFT BLANK INTENTIONALLY
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 193
Park & Trail Capital Improvement Program
CITYWIDE PROJECTS PAGE
9211-001 Annual Parks, Trails, Grounds, & Medians Infrastructure 196
9211-002 City-wide Tree Replanting Program 197
PARK PROJECTS
9222-004 Hakone Gardens Infrastructure Improvements 198
9222-008 Hakone Gardens Pond Renovation – Phase I 199
9222-009 Hakone Gardens Neighbor Wood Fence Replacement 200
TRAILS & OPEN SPACE PROJECTS
9226-005 Quarry Park Maintenance Building Utility Project 201
9252-003 El Quito Park Pickleball Courts 203
9274-002 Blue Hills Elementary Pedestrian Crossing at Union Pacific Railroad
(UPRR)
204
9274-003,
9274-004
Joe’s Trail Phase 2 & Phase 3 207
9277-004 Saratoga Village to Quarry Park Walkway 208
9277-005 Village Oaks Bridge Reconstruction and Erosion Control 210
9277-006 Hakone Gardens to Quarry Park Trail Gap Closure Phase 1
Design & Acquisition
211
9281-005 Park and Trail Fire Mitigation 212
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 194
Program Area Descriptions
The Parks & Trails Program provides for capital improvements to the City of Saratoga’s neighborhood
and city parks and plaza, sports fields, bike and pedestrian trails, and open space areas throughout the
city. Projects within the Parks & Trails Program are classified as General/Citywide Park Improvements,
City Park Projects, Neighborhood Park Projects, Sport Park Projects, or Trail and Open Space Projects.
Within the project classification, the projects are sub-classified by site. This structure allows for the
tracking of resources by individual park, trail, or open space area, and by specific project work completed.
General Repairs & Maintenance
General and citywide park and trail repair projects provide minor projects that are not specified bodies of
work to an individual site, and for citywide projects that apply to multiple sites. Projects could include
fence repairs or improvements, tree removals, park furniture and equipment, lighting or irrigation
enhancements, structure repairs, or various minor projects that arise to improve the infrastructure. This
category also includes the Citywide Tree Replanting project which is primarily funded through tree fines
and used for tree planting and irrigation throughout the City. A third subcategory is funding projects for
open space contributions.
City Parks
Projects which improve the larger parks which draw the entire community. These include Quarry Park,
Wildwood Park, Hakone Gardens, Heritage Orchard Park, Blaney Plaza and the Village Historical Park.
City Parks generally have features and attractions in addition to playground equipment, picnic areas, and
ball courts.
Neighborhood Parks
Projects for the City’s smaller parks located within neighborhoods. These include Azule Park,
Beauchamps Park, Bellgrove Park, Brookglen Park, Foothill Park, Gardiner Park, Kevin Moran Park, and
Ravenswood Park.
Sport Parks & Facilities Projects
Improvement projects at the City’s sport field type parks. These sites include Congress Springs Park, El
Quito Park, and West Valley Soccer Fields.
Trails & Open Space Projects
Joe’s Trail at Saratoga De Anza, Saratoga Village to Quarry Park Walkway and Saratoga-to-the-Sea
Trail.
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 195
Funding Summary by Project
Park & Trail Capital Improvement Program
Project Category & Project Name
Budget Est. Actual Est.
Carryover
Approved
Additions
Est. Total
Budget
Citywide Park & Trail Projects
9211-001 - Annual Parks, Trails, Grounds, & Medians
Infrastructure
282,872 125,759 157,112 250,000 407,112
9211-002 - City-wide Tree Replanting Program 9,180 - 9,180 - 9,180
Citywide Park & Trail Projects Total 292,051 125,759 166,292 250,000 416,292
Park Projects
9221-002 - Orchard Irrigation & Tree Replacement 40,948 40,048
9222-004 - Hakone Gardens Infrastructure Improvements 124,019 58,461 65,557 25,000 90,557
9222-008 - Hakone Gardens Pond Renovation – Phase I 300,000 - 300,000 - 300,000
9222-009 - Hakone Gardens Neighbor Wood Fence
Replacement
75,000 - 75,000 - 75,000
9226-005 - Quarry Park Maintenance Building Utility Project 35,000 - 35,000 - 35,000
9252-002 - Beauchamps Park Playground Replacement 296,051 295,996
9252-003 - El Quito Park Pickleball Courts 154,299 129,673 24,626 - 24,626
9281-005 - Park and Trail Fire Mitigation 100,000 - 100,000 100,000 200,000
Park Projects Total 1,125,316 524,177 600,184 125,000 725,184
Trail & Open Space Projects
9274-002 - Blue Hills Elementary Pedestrian Crossing at Union
Pacific Railroad (UPRR)
235,970 235,970 - - -
9274-003 - Joe’s Trail Phase 2 & Phase 3 132,000 1,245 130,755 - 130,755
9274-004 - Joe’s Trail Phase 2 & Phase 3 264,000 - 264,000 - 264,000
9275-002 - Trail Pet Stations 25,000 - CLOSED - -
9277-004 - Saratoga Village to Quarry Park Walkway 452,800 73,811 378,989 - 378,989
9277-005 - Village Oaks Bridge Reconstruction and Erosion
Control
30,000 - 30,000 - 30,000
9277-006 - Hakone Gardens to Quarry Park Trail Gap Closure
Phase 1 Design & Acquisition
50,000 - 50,000 - 50,000
Trail & Open Space Projects Total 1,189,770 311,026 853,744 - 853,744
Total Park & Trail CIP 2,607,137 960,962 1,620,220 375,000 1,995,220
CLOSED
CLOSED
2023-242022-23
Expenditures
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 196
Annual Parks, Trails, Grounds, & Medians
Infrastructure
Project No. 9211-001
Project Manager – Shawn Gardner, Public Works Manager
This project annually funds infrastructure maintenance and
replacement related to parks, trails, grounds, and medians to
keep them beautiful and functioning properly for the enjoyment of
Saratoga residents. This project is one of the priority projects
identified by the City Council and receives an annual transfer of
$250,000 from the General Fund, as funding permits. In 2021-
22, the City Council increased the priority project funding goal
from $125,000 to $250,000.
•Parks: Infrastructure at parks includes, but is not limited
to, playground equipment, restroom and concessions
buildings, fencing, tennis and basketball courts,
playfields, drinking fountains, pathways, and parking
lots.
•Trails: Trail infrastructure includes pathways, signage,
irrigation systems, ramps & parking lots.
•Grounds: Grounds infrastructure is located at
properties including the Civic Center, Saratoga-
Prospect Center, Library, and Blaney Plaza.
•Medians: Median infrastructure includes irrigation systems located at medians throughout the
City.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8115 - Supplies, Materials, Other -3,304 (3,304)-(3,304)
8116 - Construction 282,872 122,455 160,416 250,000 410,416
Total 282,872 125,759 157,112 250,000 407,112
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship X Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement X
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2011-12
Approved/funded 2011-12
Design/Construction ongoing
Completion n/a
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 197
Citywide Tree Replanting Program
Project No. 9211-002
Project Manager - Shawn Gardner, Public Works Manager
This ongoing project provides for the upkeep of the City’s urban
forest through the planting of City trees and shrubbery,
installation of irrigation for new plantings, tree maintenance, and
removal of damaged trees on City property. To mitigate the loss
of the urban forest, the City assesses fines for unpermitted tree
removal and related violations, and then uses these funds to
reforest the City. Fines provide the funding for the cost to plant
new trees and shrubbery and if needed, to install irrigation to
sustain the new plantings on public property. Staff sometimes
complete citywide tree replanting work; however, larger-scale
projects may be contracted out to tree and landscape
contractors.
The Citywide Tree Replanting Program offsets tree planting
and related maintenance expenses that are funded through the
City’s operating budget. Additionally, maintaining the City’s
urban tree canopy adds to Saratoga’s attractiveness and
increases its desirability. To some degree, this helps to
generate higher property values and consequently higher property tax revenues received by the City.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 9,180 -9,180 -9,180
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship x Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost of
replacement
Community Heritage Availability of external funding source
Community Engagement x Federal or State mandate
Environmental Sustainability x Other:
Project Milestones
Identified/proposed
Approved/funded 2008-09
Design/Construction ongoing
Completion n/a
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 198
Annual Hakone Gardens Infrastructure
Improvements
Project No. 9222-004
Project Manager - Poh Yee, Civil Engineer
Hakone Gardens, a city-owned eighteen-acre park nestled in the
foothills just outside of Saratoga Village, is maintained and
operated by the Hakone Foundation, a non-profit organization
that seeks to promote a deeper understanding of Japanese and
general Asian culture through the preservation of the oldest
Japanese-style residential garden in the Western Hemisphere.
In May 2016, the City Council approved the Hakone Gardens
Master Plan. During the development of the Plan a number of
deferred maintenance projects that required more than simple
maintenance or repairs were identified. Project examples
include well pump replacement, wood damage mitigation, pest
control, and garden, electrical, and lighting improvements.
Initial funding for this project came from a $125,000 allocation
from the CIP reserve. These funds have been used for the
replacement of railings, lighting and fixtures, painting or public
restrooms, and other repairs. Past improvements included the replacement of the Cultural Center deck
railings. Planned improvements include the reconstruction of the Upper Wisteria Pavilion and
maintenance projects identified in the master plan.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -5,428 (5,428)-(5,428)
8115 - Supplies, Materials, Other -53,034 (53,034)-(53,034)
8116 - Construction 124,019 -124,019 25,000 149,019
Total 124,019 58,461 65,557 25,000 90,557
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage X Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2008-09
Design/Construction ongoing
Completion n/a
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 199
Hakone Gardens Pond Renovation – Phase I
Project No. 9222-008
Project Manager - John Cherbone, Public Works Director
This project would fund renovation of the Hakone Gardens Koi Pond.
Hakone Gardens, a city-owned eighteen-acre park nestled in the
foothills just outside of Saratoga Village, is maintained and operated
by the Hakone Foundation, a non-profit organization that seeks to
promote a deeper understanding of Japanese and general Asian
culture through the preservation of the oldest Japanese-style
residential garden in the Western Hemisphere.
The project would include site clearing and demolition, excavating
and grading, shotcrete preparation work, shotcrete with fibers,
sealing, boulder work, accent stone materials, ADA
accessibility, plumbing, drainage, irrigation, planting, wood
structures, survey staking, and geotechnical inspections. The
total cost for the Koi Pond is estimated to be $4.2 million.
Phase 1 is estimated to cost $2.1 million. The City will pursue
grant funding from intergovernmental and private sources.
Funding Source: Park In-Lieu
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 300,000 -300,000 -300,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety x Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost
of replacement
Community Heritage x Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2022-23
Design/Construction 2022-23
Completion 2023-24
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 200
Hakone Gardens Neighbor Wood Fence
Replacement
Project No. 9222-009
Project Manager - Shawn Gardner, Public Works Manager
This project will replace the existing rotting wood fence with a
safe fence along the parking lot. If not done it will result in
sporadic costly repairs and present safety concerns.
Funding Source: Park In-Lieu
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 75,000 -75,000 -75,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage X Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2022-23
Approved/funded 2022-23
Design/Construction 2022-23
Completion 2022-23
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 201
Quarry Park Maintenance Building Utility Project
Project No. 9226-005
Project Manager - Shawn Gardner, Public Works Manager
This project will fund the installation of electricity and water to
the Quarry Park maintenance building. Provides for additional
operational services as well as lighting for security and worker
safety.
Funding Source: Park In-Lieu
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 35,000 -35,000 -35,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2022-23
Approved/funded 2022-23
Design/Construction 2022-23
Completion 2022-23
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 202
PAGE LEFT BLANK INTENTIONALLY
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 203
El Quito Park Pickleball Courts
Project No. 9252-003
Project Manager - Shawn Gardner, Public Works Manager
This project creates two pickleball courts in El Quito Park in
light of the high demand communicated to the Parks and
Recreation Commission. The existing tennis courts were
considered for dual use but were removed from consideration
following resident feedback.
Funding Source: Park In-Lieu
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design -12,322 (12,322)-(12,322)
8116 - Construction 154,299 117,351 36,948 -36,948
Total 154,299 129,673 24,626 -24,626
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement X Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2022-23
Approved/funded 2022-23
Design/Construction 2022-23
Completion 2023
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 204
Blue Hills Elementary Pedestrian Crossing at Union
Pacific Railroad
Project No. 9274-002
Project Manager - Mainini Cabute, Environmental Programs Manager
This project (formally named Guava/Fredericksburg Entrance &
Railroad Crossing) funds the removal of the Guava Court barrier
allowing access from Guava Ct. to Fredericksburg Dr. (Access)
near Joe’s Trail.
In 2007, the pedestrian crossings connecting Fredericksburg
Drive and Guava Court were declared unsafe by the California
Public Utilities Commission (CPUC) and were closed. Since that
time, the City of Saratoga has developed Joe’s Trail at Saratoga
De Anza. In September 2012, residents living near the
Fredericksburg and Guava Court access points expressed
interest in reopening the crossing. After making improvements
to resolve safety issues cited by the CPUC, the City reopened
the Fredericksburg entrance to connect to Joe’s Trail. The
Guava Court entrance on the other side of the railroad tracks
was not reopened, as it requires an easement as well as
pathway and safety improvements. Neighbors believe that
reopening the access point at Guava Court would eliminate the
need to travel along an arterial street and thereby provide a
safer option for pedestrians and bicyclists.
The City reached out to Union Pacific Railroad (UPRR) and the CPUC to start the process of reopening
the Guava Court access. After working with UPRR and CPUC, the City submitted a formal application in
April 2017 to CPUC to open a pedestrian/ bicycle crossing. In June, the City received a response that
our application met CPUC requirements and would be reviewed by an Administrative Law Judge within
an 18-month review period, which was subsequently extended for an additional four months. The CPUC
approved the application in February 2019 for project completion by March 2022, and now extended to
January 31, 2025.
The estimated project cost is $1.5 million including design ($227,000), construction ($1,190,000) and
citywide railroad crossing mitigation improvements required by Union Pacific Railroad ($262,000). The
City Council approved $50,000 in 2019-20 and $250,000 in 2020-21 to augment grant application scoring.
Funding may be allocated as the matching funds for the Saratoga Village to Quarry Park Walkway project
if such a grant is awarded.
Funding Source: General Fund
Project Milestones
Identified/proposed
Approved/funded 2013-14
Design/Construction 2023-24 &
2024-25
Completion 2024-25
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 205
Blue Hills Elementary Pedestrian Crossing at Union
Pacific Railroad (continued)
Project No. 9274-002
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design - 235,970 (235,970) - (235,970)
8116 - Construction 235,970 - 235,970 - 235,970
Total 235,970 235,970 0 - 0
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship X Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement X Federal or State mandate X
Environmental Sustainability Other:
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 206
PAGE LEFT BLANK INTENTIONALLY
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 207
Joe’s Trail Phases 2 & 3
Project Nos. 9274-003, 9274-004
Project Manager – Macedonio Nunez, Engineering Services Manager
Phase 2: (9274-003) Joe’s Trail extends the trail from Saratoga-
Sunnyvale Road to Arroyo de Arguello. The project implements
the Trails Master Plan and connectivity with the continuation of
Joe’s Trail at Saratoga De Anza. The project requires PG&E
review and PG&E right-of-way (ROW) acquisition.
Phase 3: (9274-004) Joe’s Trail extends the trail from Saratoga
Avenue to Quito Road. The project implements the Trails Master
Plan and connectivity with the continuation of Joe’s Trail at
Saratoga De Anza. The project requires Caltrans review and
Caltrans Right of way (ROW) acquisition.
Funding Source: General Fund & Grant Funds
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
9274-003-8116 - Construction 132,000 1,245 130,755 -130,755
9274-004-8116 - Construction 264,000 -264,000 -264,000
Total 398,000 1,245 394,755 -394,755
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate X
Environmental Sustainability Other:
Project Milestones
Identified/proposed 1992
Approved/funded 2008-09
Design/Construction ongoing
Completion n/a
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 208
Saratoga Village to Quarry Park Walkway
Project No. 9277-004
Project Manager - John Cherbone, Public Works Director
This project will fund the design, environmental review and construction
of a walkway from Saratoga Village to Hakone Gardens and Quarry
Park. When complete, this project will result in construction of a
walkway from Saratoga Village, past Hakone Gardens, to Quarry Park.
The project will be implemented over several phases. Phase I of the
project will begin with a pathway between the Village and Hakone
Gardens, phase II will extend the walkway to the Quarry Park East
Entrance, and the third and final stage will continue the trail to the
Quarry Park Main Entrance. Currently, only the design of phase 1 is
funded.
Developing a pedestrian connection from the Village to Hakone
Gardens and Quarry Park will enhance and enliven Saratoga Village,
as the project would help to bring foot traffic to the Village, Hakone
Gardens and Quarry Park. Additionally, the project will provide a
safer path of travel for pedestrians who are currently walking along
the highway when the parking lot at Hakone Gardens is full.
The path will also serve as a critical starting point for the Saratoga-
to-Sea Trail that is part of the Santa Clara County Trail Master Plan. The Saratoga -to-Sea Trail is to begin in
Saratoga Village, travel up to Hakone Gardens and Quarry Park, through the existing Sanborn-Skyline and Skyline-
to-the-Sea trail systems to the Pacific Ocean.
In 2016-17, $50,000 was allocated from the CIP reserve and 2017-18 Council authorized an additional allocation
of $100,000 from Park Development fees to fund the design of phase I of this project. Construction costs for phase
I are estimated at $1.9 million. The City Council allocated $175,000 in 2019-20, $25,000 in 2020-21, and $150,000
in 2022-23, if approved, from the CIP reserve towards construction to serve as the City’s 20 percent local match
should grant funding become available. Recent Federal legislation awarded $1.52 million to support this project.
Funding Source: General Fund & Grant Funds
Project Milestones
Identified/proposed
Approved/funded 2017-18
Design/Construction tbd
Completion tbd
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 209
Saratoga Village to Quarry Park Walkway (continued)
Project No. 9277-004
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design - 73,811 (73,811) - (73,811)
8116 - Construction 452,800 - 452,800 - 452,800
Total 452,800 73,811 378,989 - 378,989
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 210
Village Oaks Pedestrian Bridge Reconstruction and
Erosion Control
Project Nos. 9277-005
Project Manager - Shawn Gardner, Public Works Manager
Trail washes out each winter and is impassible and hazardous
for trail users. The project will implement erosion control,
construct a new pedestrian bridge and improve the trail.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 30,000 -30,000 -30,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety X Imminent failure of structure/system X
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2022-23
Approved/funded 2022-23
Design/Construction 2022-23
Completion 2022-23
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 211
Hakone Gardens to Quarry Park Trail Gap Closure
Phase 1 Design & Acquisition
Project No. 9277-006
Project Manager - Emma Burkhalter, Associate Civil Engineer
New trail segment in Hakone Gardens that will begin at the
bottom of the Hakone Gardens driveway on Highway 9 and end
at Quarry Park. See Segment 59 and 60 of the Trails and
Walkways Master Plan, updated December 2021. Phase I of the
project will complete design of the trail and acquisition of a
required trail easement necessary to provide a pedestrian
connection between two City parks, as requested by Saratoga’s
Pedestrian, Equestrian and Bicycle Trails Advisory Committee.
Funding Source: General Fund & Grant Funds
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 50,000 -50,000 -50,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage X Availability of external funding source X
Community Engagement X Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2022-23
Approved/funded 2022-23
Design/Construction 2024-25 &
2025-26
Completion 2026-27
Park & Trail Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 212
Park and Trail Fire Mitigation
Project No. 9281-005
Project Manager - Shawn Gardner, Public Works Manager
Drought conditions have created high fire danger within the City
Wildland Urban Interface (WUI) area.
The project removes brush and dead trees to create defensible
space between City land and private property. Creating this
defensible space will improve safety. If not completed
residential areas adjacent to City properties will be subject to
increased fire danger.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 100,000 -100,000 100,000 200,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship X Health and safety issue
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement X Federal or State mandate
Environmental Sustainability X Other:
Project Milestones
Identified/proposed
Approved/funded 2022-23
Design/Construction ongoing
Completion n/a
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
City Manager’s Proposed 2023-24 Budget
2023-06-07 Public Hearing
213
Facilities Capital Improvement Program
CIVIC CENTER IMPROVEMENT PAGE
9321-017 Open Work Space/Office Conversion Feasibility & Design 216
9322-001 Civic Theater Annual Improvements 217
9322-013 PEG Projects 218
COMMUNITY CENTER
9333-008 Community Center Improvement Program 219
9333-009 Senior Center/ Community Center Generator & EV Charging Stations 220
LIBRARY BUILDING
9372-001 Saratoga Library Building Exterior Maintenance 221
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 214
Program Area Descriptions
The Capital Improvement Program’s Facility Improvement Program provides for capital maintenance and
improvements of the City of Saratoga’s buildings and structures. Projects in the Facility Program are
classified by site, to capture both funding resources and site improvement information. There are further
sub-classifications by building within these sites. In summary, the Facility Improvement Program
categories are:
• Citywide Projects
• Civic Center
• Community Center
• Corporation Yard
• Saratoga-Prospect Center
• Village Historical Buildings
• Library Building
Civic Center – located at 13777 Fruitvale Avenue, this site classification includes the Administration and
Community Development/ Engineering buildings, Theater/ Chamber Building, and the Warner Hutton
House.
Community Center – located at 19655 Allendale Avenue, this site includes the Senior Center, the Adult
Care Center, the Recreation Center, and the associated portables.
Corporation Yard – located at 19700 Allendale Avenue, the Corporation Yard Offices, associated open
bays, and the entire fenced-in parking lot complex comprise this site.
Saratoga Prospect Center – located at 19848 Prospect Avenue, this site is comprised of the Grace
Building and the Friendship Hall. The parking lot and grounds surrounding the buildings are also part of
the site.
Village Historical Park – located at 20450 Saratoga- Los Gatos Road, the Historical Park represents a
collection of older City owned buildings in the village. This includes the Saratoga Historical Museum, the
Book-Go-Round, and the McWilliams House. All three buildings are occupied under long-term leases by
community-based organizations; however, the City bears some external building maintenance
responsibilities.
Library Building – located at 13650 Saratoga Avenue, near the corner of Saratoga Avenue and Fruitvale
Avenue, and adjacent to the Heritage Orchard Park. The building is leased to the Santa Clara County
Library Joint Powers Authority on a 30 year lease (effective July 2003) for use as a branch library. The
City retains responsibility for the parking lot. Exterior maintenance of the building is funded through an
annual allocation of $5,000 from Santa Clara County.
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
City Manager’s Proposed 2023-24 Budget
2023-06-07 Public Hearing
215
Funding Summary by Project
Facilities Capital Improvement Program
Project Category & Project Name
Budget Est. Actual Est.
Carryover
Approved
Additions
Est. Total
Budget
Civic Center Projects
9321-017 - Open Work Space/Office Conversion Feasibility &
Design
80,000 4,800 75,200 - 75,200
9322-001 - Civic Theater Annual Improvements 35,000 3,615 31,385 35,000 66,385
9322-013 - PEG Projects 195,915 - 195,915 - 195,915
Civic Center Projects Total 310,915 8,415 302,500 35,000 337,500
Community Center Projects
9333-008 - Community Center Improvement Program 24,512 5,029 19,483 - 19,483
9333-009 - Senior Center/ Community Center Generator & EV
Charging Stations
395,311 384,210 11,101 - 11,101
Community Center Projects Total 419,823 389,239 30,585 - 30,585
Library Projects
9372-001 - Saratoga Library Building Exterior Maintenance 15,000 - 15,000 - 15,000
Library Projects Total 15,000 - 15,000 - 15,000
Total Facilities CIP 745,739 397,654 348,085 35,000 383,085
2023-242022-23
Expenditures
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 216
Open Work Space/ Office Conversion Feasibility &
Design
Project No. 9321-017
Project Manager – Thomas Scott, Facilities Manager
This project would convert cubicles to offices at the City Hall
buildings. This project applies to the Health and Safety
Issues, Efficiencies and Business or Community Support
Priority Factors.
Staff offices line the perimeters of the City Hall buildings
leaving the areas in the middle of each building open.
Cubicles have been constructed to help eliminate noise and
provide suitable workstations for employees working in those
areas. At times, impromptu meetings occur in the center of
the room to collaborate on various projects making it difficult
for others not included in the meeting to talk to residents on the
phone or concentrate on other assignments.
Individual offices will allow staff to work independently on
projects and converse with residents over the phone or talk to
staff, while still having a small open area for impromptu group
discussions. Design work will be done with input from the staff to ensure that all upgrades will benefit the
work areas. A cost study will be completed based on the final scope of work.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 80,000 4,800 75,200 - 75,200
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2021-22
Design/Construction
Completion
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
City Manager’s Proposed 2023-24 Budget
2023-06-07 Public Hearing
217
Civic Theater Annual Improvements
Project No. 9322-001
Project Manager – Thomas Scott, Facilities Manager
The Theater groups and other local groups lease the Civic
Theater for rehearsals and performances. The main two
Theater groups both have three productions per year that
have shows lasting approximately six weeks each. The usage
by other groups are for various amounts of days.
To keep the Theater in optimal operating condition and offset
maintenance expenses resulting from the usage of the
Theater for performances, a $2.55 per ticket surcharge is
collected on each ticket sold and is then subsequently remitted
to the City to fund improvements. The surcharge totals
approximately $30,000 to $40,000 per year. Each year, the
two groups that primarily use the Civic Theater work with staff
to identify improvement priorities. Improvements are made on
an ongoing basis and in the past have included the installation of new LED lights throughout the Theater,
a new lighting control system, fully accessible seating, new acoustic treatments, Lobby upgrades and
stage flooring replacement.
Regular improvements to the Civic Theater ensure that it remains an attractive venue for audiences and
Theater groups. The productions of the Theater groups draw visitors to Saratoga, which helps to support
the local economy, as audience members often visit Saratoga restaurants and shops before or after
attending shows. Most Theater improvements are performed by contractors and supervised by staff.
Funding Source: Fee revenue
Expenditures
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 35,000 3,615 31,385 35,000 66,385
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement X Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2008-09
Design/Construction ongoing
Completion n/a
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 218
PEG Projects
Project No. 9322-013
Project Manager - Thomas Scott, Facilities Manager
Pursuant to Section 611 of the Communications Act, The City
of Saratoga requires cable operators to set aside channels for
public, educational, or governmental ("PEG") use and provide
funds for equipment for local studios for these channels and
operating funds to cover the expenses of operating the studios.
The City receives approximately $80,000 each year in PEG
funds from various cable operators. As of the end of FY
2018/19, the balance of PEG fees is estimated to be $260,800.
The City has partnered with the local Saratoga Community
Access Television station (KSAR) to use the funds for
improvement of the local television equipment. However, the
funds have accumulated to a position which may allow the City
to move forward on a major project that will augment the City’s
local broadcasting abilities. This project will account for the
PEG funds and subsequent use if the Council identifies and
approves an appropriate project at a future time.
Funding Source: Fee revenue
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 195,915 - 195,915 - 195,915
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost of
replacement
Community Heritage Availability of external funding source X
Community Engagement X Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2019-20
Design/Construction ongoing
Completion n/a
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
City Manager’s Proposed 2023-24 Budget
2023-06-07 Public Hearing
219
Community Center Improvement Program
Project No. 9333-008
Project Manager - Thomas Scott, Facilities Manager
This project will fund priority interior improvements to the Joan
Pisani Community Center, as well as a master plan to identify
interior improvement needs. The Joan Pisani Community
Center was originally constructed in 1968. For many years,
the building has been used jointly by the Saratoga Recreation
Division and the Saratoga Area Senior Coordinating Council
(SASCC). The Recreation side of the building is 10,217
square feet and includes several rooms that are used for
classes and programs now overseen by Los Gatos Saratoga
Recreation and can also be rented by the public.
While routine maintenance is performed on the interior of the
Community Center, the building has not had any major
improvements in recent years and much of the interior has
become dated and worn. The Multipurpose Room receives
very high usage. In addition to being used for classes, the
Multipurpose Room is booked almost every Saturday for
events, except when closed one week a year for maintenance
and repairs.
This project would fund several priority interior improvements to the Joan Pisani Community Center
building to refresh the building and make it a more desirable location for both classes and rentals.
Additionally, the project would fund development of a master plan to identify potential interior upgrades
for the future, such as improvements to the Patio Room the Lobby and the Arts and Crafts Room.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8115 - Supplies, Materials, Other - 741 (741) - (741)
8116 - Construction 24,512 4,288 20,224 - 20,224
Total 24,512 5,029 19,483 - 19,483
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement x Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2019-20
Design/Construction
Completion
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 220
Senior Center/ Community Center Generator & EV
Charging Stations
Project No. 9333-009
Project Manager - Thomas Scott, Facilities Manager
This project will fund a generator for the Joan Pisani
Community Center building and install the infrastructure for
two dual-head Level 2 EV charging stations in the parking lot.
The Saratoga Senior Center in the Joan Pisani Community
Center building serves the community members that rely on
power for medical purposes, such as powered wheelchairs
and medication that must be kept refrigerated. The entire
Joan Pisani Community Center also serves as a cooling and
heating location during extreme weather events. During the
recent PG&E Public Safety Power Shutoff events, the
Community Center also served as a charging location for
residents. Currently, the building cannot be connected to a
backup generator and is without power during outages, which
impacts the services to the community.
This project would add a backup generator that would
automatically power the Senior Center, the Adult Care Center
and the Recreation Center during an outage. This would
enable the Community Center to continue operations and allow the Senior Center to provide their services
to vulnerable community members. The conduits for the future EV Charging stations will be added under
the parking lot when the parking lot is opened up for the conduits needed to install the generator. The
Recreation and Senior portable building units obtain power from other buildings and will not be serviced
by this project. For 2020-21, City Council appropriated $500,000 from the General Fund to fund this
project.
Funding Source: General Fund Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design - 4,800 (4,800) - (4,800)
8116 - Construction 395,311 379,410 15,901 - 15,901
Total 395,311 384,210 11,101 - 11,101
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability X Other:
Project Milestones
Identified/proposed
Approved/funded 2020-21
Design/Construction
Completion
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
City Manager’s Proposed 2023-24 Budget
2023-06-07 Public Hearing
221
Saratoga Library Building Exterior Maintenance
Project No. 9372-001
Project Manager - Thomas Scott, Facilities Manager
This project funds improvements to the exterior of the
Saratoga Library. The Saratoga Library is a City owned
property leased by the Santa Clara County Library Joint
Powers Authority. Under the current 30-year lease (effective
2003), the County is responsible for maintaining the interior
of the building. However, the County agreed to pay the City
$5,000 on an annual basis to oversee and perform certain
maintenance work to ensure the building’s exterior is
maintained in accordance with City standards. Every year
these funds are used to repair and re-paint the exterior walls
of the Library building under the direction of the Facilities
Department. The unexpended funds are capped at $25,000.
The exterior maintenance work is primarily performed by
contractors and managed by staff. Performing on-going
maintenance to the exterior of the Saratoga Library keeps the
building in good operating condition and prevents higher costs
associated with deferred maintenance. Exterior maintenance
projects range from siding repairs and re-painting. In 2010-11, the southern exposure of the library was
re-painted, and in 2012-13, the entire exterior was re-painted. In 2017-18, repairs and re-painting of the
north and east facing walls were completed.
Funding Source: Outside agency
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 15,000 - 15,000 - 15,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure X Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source X
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded
Design/Construction ongoing
Completion
Facilities Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 222
PAGE LEFT BLANK INTENTIONALLY
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 223
Administrative & Technology Capital Improvement
Program
INFORMATION TECHNOLOGY PROJECTS PAGE
9415-001 Community Development Document Management Project 226
9415-004 Software Technology Management 227
COMMUNITY ENHANCEMENT PROJECTS
9442-001 Landscape & Lighting District Initiation Match Program 228
9442-002 Horseshoe Landscape & Lighting District Beautification 229
9443-002 ADA Transition Plan Implementation 230
9443-003 Annual Public Art Infrastructure 231
9443-004 Safe Routes to School Needs Assessment 232
9443-005 El Quito Neighborhood Improvements 233
9443-008 ADA Self-assessment & Transition Plan 235
DEVELOPMENT IMPROVEMENT PROJECTS
9451-002 General Plan and Advanced Planning Update 236
SAFETY IMPROVEMENT PROJECTS
9461-002 Wildfire Mitigation Program 238
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 224
Program Area Descriptions
The Capital Improvement Program’s Administrative & Technology Improvements Program provides for
major capital expenditures to improve or enhance administrative, technological, and operational systems,
processes, or functions. At this point, with few projects active at one time, the Administrative &
Technology Improvement Program is limited to four categories:
• Information Technology Projects
• Community Enhancement Programs
• City Development Projects & Programs
• Administrative Projects
In the future, Administrative & Technology Improvements projects may also include projects for
operational assessments, community surveys, or emergency operations projects. Currently, all projects
and programs fall within the following category descriptions:
Information Technology Projects – are comprised of projects that increase operational efficiencies
through software or hardware improvements. Currently, projects in this category include the Financial
System Upgrade and several document imaging projects.
Communication System Projects – include projects which acquire or upgrade communication
infrastructure. No projects are currently planned.
Community Enhancement Programs – consist of projects that fund infrastructure or policy updates that
have long-term impacts. This category includes the Secondhand Smoke Prevention Program.
City Development Projects & Programs – include projects and programs which provide funding for
quality of life enhancements, business incentives, and beautification efforts.
Administrative Projects & Programs – include projects and programs which improve administrative
operations or act as a funding placeholder and are not appropriately placed in a different category.
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 225
Funding Summary by Project
Administrative & Technology Capital Improvement Program
Project Category & Project Name
Budget Est. Actual Est.
Carryover
Approved
Additions
Est. Total
Budget
Information Technology Projects
9415-001 - Community Development Document Management
Project
193,091 52,614 140,477 - 140,477
9415-004 - Software Technology Management 108,138 - 108,138 - 108,138
Information Technology Projects Total 301,229 52,614 248,615 - 248,615
Community Enhancement Projects
9442-001 - Landscape & Lighting District Initiation Match
Program
25,000 24,108 892 - 892
9442-002 - Horseshoe Landscape & Lighting District
Beautification
13,295 4,544 8,751 - 8,751
9442-003 - Business Renewal Program 6,643 2,345 CLOSED - -
9443-002 - ADA Transition Plan Implementation 128,067 111,472 16,595 100,000 116,595
9443-003 - Annual Public Art Infrastructure 78,669 - 78,669 25,000 103,669
9443-004 - Safe Routes to School Needs Assessment 95,261 - 95,261 - 95,261
9443-005 - El Quito Neighborhood Improvements 134,507 - 134,507 - 134,507
9443-008 - ADA Self-assessment & Transition Plan 325,000 2,250 322,750 - 322,750
Community Enhancement Projects Total 806,441 144,718 657,425 125,000 782,425
Development Improvement Projects
9451-002 - General Plan and Advanced Planning Update 738,593 641,340 97,252 - 97,252
Development Improvement Projects Total 738,593 641,340 97,252 - 97,252
Safety Improvement Projects
9461-002 - Wildfire Mitigation Program 4,067 - 4,067 - 4,067
Safety Improvement Projects Total 4,067 - 4,067 - 4,067
Total Administrative & Technology CIP 1,850,330 838,672 1,007,359 125,000 1,132,359
2023-242022-23
Expenditures
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 226
Community Development Document Management
Project No. 9415-001
Project Manager – Bryan Swanson, Community Development Director
This project (formally called Community Development
Technology Management) accounts for technology fee
revenues and expenditures in support of converting,
managing, and maintaining development documents. The
project is implemented primarily at City Hall. Some
technology services are performed offsite at contract service
locations. In 2008, the Community Development Department
initiated a Document Scanning Fee to offset costs associated
with converting development documents into a digitized
format and maintaining them in perpetuity, with the assistance
of software and document management systems. As this
effort developed over time, it became clear that technology
fees and expenses should be more clearly identified and
tracked to ensure proper funding is assessed. For that
purpose, the current fee and expenditure structure shifted from
the operating budget to the capital budget to isolate the
functions, clarify the nexus, and track dedicated revenues for
multi-year operational expenses. In 2020-21, a separate
technology fee was implemented and accounted for in the
Software Technology Management project. This project remains for document management related
revenues and expenditures.
Funding Source: Fee revenue
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8115 - Supplies, Materials, Other - 52,614 (52,614) - (52,614)
8116 - Construction 193,091 - 193,091 - 193,091
Total 193,091 52,614 - 140,477 - 140,477
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source ×
Community Engagement Federal or State mandate
Environmental Sustainability × Other:
Project Milestones
Identified/proposed 2008
Approved/funded 2014-15
Design/Construction ongoing
Completion ongoing
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 227
Software Technology Management
Project No. 9415-004
Project Manager – Bryan Swanson, Community Development Director
This project accounts for technology fee
revenues and expenditures in support
of development software technology.
The current fee and expenditure
structure shifted from the operating
budget to the capital budget to isolate
the functions, clarify the nexus, and
track dedicated revenues for multi-year
operational expenses. In 2020-21, a
separate technology fee was
implemented and accounted for in the
Software Technology Management
project. This project remains for
document management related
revenues and expenditures.
Funding Source: Fee revenue
Expenditures
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 108,138 - 108,138 - 108,138
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source ×
Community Engagement Federal or State mandate
Environmental Sustainability × Other:
Project Milestones
Identified/proposed 2008
Approved/funded 2020-21
Design/Construction ongoing
Completion n/a
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 228
Landscape & Lighting District Initiation Match
Program
Project No. 9442-001
Project Manager - John Cherbone, Public Works Director
This project provides matching funds for initial landscaping
improvements to encourage neighborhood associations to enter
into a Landscape and Lighting District arrangement with the City.
The LLD Initiation Match Program is available for new districts
formed within the City of Saratoga. Improvements are typically
made along City arterials leading into a neighborhood, thereby
providing a beautiful gateway entrance. District assessments will
fund the subsequent upkeep of the improvements, including
water, lighting, and landscape maintenance costs.
This project represents a $50,000 contribution of City funds to
be provided to new Landscape and Lighting Districts (LLD) on
a 50 percent match basis, up to $25,000, toward initial
improvements to be completed at the onset of the new LLD.
The program is intended to encourage residents to form a
neighborhood assessment district by matching the district’s
initial assessment with funds from the City, thereby enabling the quick implementation of landscape
and/or lighting improvements within a newly formed district.
Grant funding matches of up to a maximum of $25,000 per district initiation will be transferred to a new
LLD upon district agreement and receipt of initial assessments. LLD expenditures will not be accounted
for directly in this project. To date, the program has supported the development of the following new
districts; Allendale, Covina, and Brookglen. Improvements included entryway beautification, landscaping,
signage, lighting, and irrigation.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 25,000 24,108 892 - 892
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship x Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure × Short-term cost of repair vs. long-term cost of
replacement
Community Heritage Availability of external funding source
Community Engagement x Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2016-17
Design/Construction ongoing
Completion n/a
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 229
Horseshoe Landscape & Lighting District
Beautification Project
Project No. 9442-002
Project Manager - John Cherbone, Public Works Director
This project funds minor beautification projects within the
Horseshoe Lighting and Landscaping District. During
Fiscal Year 2014/15, the City received payment from a
cellular service provider as a result of the installation of
a cell phone tower within the Horseshoe Landscaping
and Lighting District. The provider made initial
improvements, including planting trees to screen the
cellular site equipment, and agreed to pay the City for
landscape maintenance. This project is funded by a
contribution from a cellular service provider in the
amount of $25,000.
Funding Source: One-time private funds
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8115 - Supplies, Materials, Other - 1,064 (1,064) - (1,064)
8116 - Construction 13,295 3,480 9,815 - 9,815
Total 13,295 4,544 8,751 - 8,751
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship x Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source x
Community Engagement x Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2015-16
Design/Construction ongoing
Completion n/a
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 230
ADA Transition Plan Implementation
Project No. 9443-002
Project Manager - John Cherbone, Public Works Director
This project (formally named Citywide Accessibility Needs
Assessment) would assess compliance with accessibility
requirements for City parking areas and traffic signals. There
are a number of regulations that help ensure people with
disabilities can access buildings, parks, parking, and other
facilities. For example, there are specifications establishing
minimum ratios of accessible parking spaces in parking lots
and requirements for minimum width for parking spaces and
access aisles to provide individuals in wheelchairs or with
mobility limitations with sufficient room to exit or enter
vehicles.
This project would assess the City’s compliance with
accessibility requirements across City parking lots, including
those owned or leased by the City, and traffic signals.
Additionally, the project would outline implementation
strategies to bring the City into compliance with accessibility
requirements, if necessary.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design - 6,379 (6,379) - (6,379)
8116 - Construction 128,067 105,093 22,974 100,000 122,974
Total 128,067 111,472 16,595 100,000 116,595
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship x Health and safety issue
Public Safety x Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2018-19
Design/Construction 2022-23 &
2023-24
Completion 2023-24
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 231
Annual Public Art Infrastructure
Project No. 9443-003
Project Manager - James Lindsay, City Manager
This priority capital project would fund various public art
projects in the City. In 2016, the City Council established a
public art committee to make recommendations related to the
City’s public art efforts. Since then, the Committee was
suspended and the Public Art Commission was formed to
advise the City Council on public art policies, budgets, plans,
procedures, and projects, including major efforts that could be
funded through the Annual Public Art Infrastructure project.
This capital project will fund a variety of public art initiatives
and any public art proposals that may arise. The project
receives an annual allocation of $25,000 as a priority project.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 78,669 - 78,669 25,000 103,669
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement x Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2019
Approved/funded 2019-20
Design/Construction Ongoing
Completion n/a
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 232
Safe Routes to School Needs Assessment
Project No. 9443-004
Project Manager - Mainini Cabute, Environmental Programs Manager
This project will fund a traffic engineering plan which
would include several elements aimed to promote
bicycling and walking as the preferred travel modes to
school.
Project elements for this design plan include:
• Conceptual plan drawings of traffic safety
improvements near schools, prioritize based on
safety, to promote pedestrian and bike travel.
• School maps, developed for each school, to show
the distribution of students around the community,
identifying corridors that should be improved.
• An enforcement evaluation that reviews and
improves signage and/or markings to allow for
effective enforcement.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 78,312 - 78,312 - 78,312
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship x Health and safety issue
Public Safety x Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement x Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2021-22
Approved/funded 2021-22
Design/Construction 2022-23
Completion 2022-23
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 233
El Quito Neighborhood Improvements
Project No. 9443-005
Project Manager - John Cherbone, Public Works Director
This project will fund future projects within the El
Quito Neighborhood in the City of Saratoga. In 2019-
20, the City dissolved the El Quito Landscape &
Lightning District and incorporated the
neighborhood’s maintenance within the City’s
normal operations. A portion of the funds in the
district is set aside in this project for future projects
within this area.
Funding Source: One-time funds from the El Quito
Landscape & Lightning District dissolution
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 134,507 - 134,507 - 134,507
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship x Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure x Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement x Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2019-20
Approved/funded 2019-20
Design/Construction Ongoing
Completion n/a
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 234
PAGE LEFT BLANK INTENTIONALLY
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 235
ADA Self-assessment & Transition Plan
Project No. 9443-008
Project Manager - James Lindsay, City Manager
This project would provide funding for a consultant
to prepare and update the ADA Self-Evaluation and
Transition Plan for the City. This project applies to
the Health and Safety Issues, Short-term Cost of
Repair vs. Long-term Cost of Replacement, Federal
or State Mandates and Business or Community
Support Priority Factors.
Under the 1990 Americans with Disabilities Act, all public
entities subject to Title II must conduct a self-evaluation to
identify accessibility barriers, and entities with 50 or more
employees must also have a transition plan in place to address
structural changes necessary to achieve program and service
accessibility. The vehicle to implement this compliance is called an ADA Self-Evaluation and Transition
Plan. The City prepared its first ADA Self-Evaluation and Transition Plan in 1993. An update was
prepared in 2010.
This project would allow the City to hire a consultant to prepare an updated ADA Self-Evaluation and
Transition Plan. The Plan will identify barriers to accessibility, ways to improve access, establish costs
and a timeline for how to remove these barriers. The ADA Self-Evaluation and Transition Plan will provide
a strategic approach and tools for continued access improvements as the City implements its ADA Self -
Evaluation and Transition Plan in the coming years.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 325,000 2,250 322,750 - 322,750
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue x
Public Safety x Imminent failure of structure/system
Facilities & Infrastructure Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2021-22
Design/Construction
Completion June 2024
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 236
General Plan & Advance Planning Update
Project No. 9451-002
Project Manager – Bryan Swanson, Community Development
Director
The General Plan and Advanced Planning policy document
contains approved long-range policies of acceptable land uses for
the city. Each city adopts and periodically updates its General
Plan and Advanced Planning policy documents to guide the long-
term growth and land development of the community. The General
Plan and Advanced Planning policy documents are the foundation
for establishing goals, purpose, zoning and activities to ensure
compatibility and continuity throughout the city.
As the legislature requires a city’s zoning and subdivision
approvals be consistent with their adopted General Plan,
updates to the General Plan must be made in conjunction with
development related code changes. Development fees are
collected to provide the funding needed to meet this
requirement as a result of changing land uses in the community.
Government code dictates that the General Plan contain seven mandatory elements: land use,
circulation, housing, conservation, open space, noise, and safety. As each of these elements require
technical expertise, consultants and attorneys are retained to assist with the updates. Additionally, the
State Planning Law also allows for specific plans to serve as “mini-General Plans” for predesignated and
defined planning areas such as the City’s Hillsides or The Village. Most communities update their Specific
Plans overtime in conjunction with periodic updates of their General Plan and sub-elements.
Updates to the Circulation, Open Space/Conservation, and Land Use Elements are scheduled to be
completed by 2019. On December 20, 2017, The City Council allocated an additional $57,909 to the
project to fund the costs associated with these updates. The update to the Housing Element is scheduled
to be completed in 2023. On December 21, 2022, City Council allocated an additional $65,000 to
complete the Housing Element Update project and General Plan Amendment Environmental Impact
Report.
Funding Source: Fee revenue
Project Milestones
Identified/proposed
Approved/funded 2014-15
Design/Construction
Completion
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 237
General Plan & Advance Planning Update (continued)
Project No. 9451-002
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design - 641,340 (641,340) - (641,340)
8116 - Construction 738,593 - 738,593 - 738,593
Total 738,953 641,340 97,253 - 97,253
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate x
Environmental Sustainability Other:
Administrative & Technology Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 238
Wildfire Mitigation Program
Project No. 9461-002
Project Manager - James Lindsay, City Manager
This project will be used as needed for any project or program
that may arise that helps to reduce the risk of wildfire in the
City of Saratoga.
One of the strategies in the Wildfire Task Force’s work plan
includes making funding available for fuel reduction. On April
6, 2020, the Wildfire Task Force discussed this strategy in the
work plan and recommended that the City Council create a
$50,000 Wildfire Risk Mitigation Program as part of the 2020-
21 budget with a fund balance that is carried over into future
fiscal years. The Task Force proposed that the fund could be
used as needed for any project or program that may arise that
helps reduce the risk of a wildfire in Saratoga.
Examples of how the fund could be used include a fuel break
project or a defensible space incentive program. Once the
funds from this program are exhausted, future related work will
be funded from the operating budget.
Funding Source: General Fund
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 4,067 - 4,067 - 4,067
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue x
Public Safety x Imminent failure of structure/system
Facilities & Infrastructure Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed
Approved/funded 2020-21
Design/Construction
Completion
ARPA SLFRF Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 239
ARPA SLFRF Capital Improvement Program
STORMWATER AND STORMDRAIN PROJECTS PAGE
9142-024 Park Sewer Lateral Replacements and Upgrades 242
9142-025 Stormdrain Master Plan 243
9142-027 Prospect Road Green Infrastructure 244
9142-028 Stormwater Pollution Prevention Program Compliance (SWPPP) 245
9142-029 Saratoga Village Water Quality Improvement Plan 246
ARPA SLFRF Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 240
PAGE LEFT BLANK INTENTIONALLY
ARPA SLFRF Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 241
Funding Summary by Project
ARPA SLFRF Capital Improvement Program
Project Category & Project Name
Budget Est. Actual Est.
Carryover
Approved
Additions
Est. Total
Budget
ARPA/ SLFRF Projects
9142-024 - Park Sewer Lateral Replacement and Upgrade 252,052 44,181 207,871 - 207,871
9142-025 - Storm drain Master Plan 457,613 457,613 - - -
9142-027 - Prospect Road Green Infrastructure 370,000 - 370,000 - 370,000
9142-028 - Stormwater Pollution Prevention Program
Compliance (SWPPP)
150,000 46,000 104,000 - 104,000
9142-029 - Saratoga Village Water Quality Improvement Plan 5,897,924 642,196 5,255,728 - 5,255,728
ARPA/SLFRF Projects Total 7,127,590 1,189,990 5,937,599 - 5,937,599
2023-242022-23
Expenditures
ARPA SLFRF Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 242
Park Sewer Lateral Replacements and Upgrades
Project No. 9142-024
Project Manager - Shawn Gardner, Public Works Manager
This project will provide proper sewage treatment and water
savings during a drought. Revenue sources include federal
funds advanced by the Department of Treasury under the
State and Local Fiscal Recovery Funds (SLFRF/ARPA) in
2021-22 and 2022-23 and the General Fund for City staff
project management, as necessary. The funding required is
$300,000. The Park Sewer Later Replacements and
Upgrades project is one of five phased and integrated
stormwater infrastructure projects totaling $7.2 million.
Funds may be reallocated between phases, as necessary,
based on project design and bids.
Funding Source: American Rescue Plan Act’s State and
Local Fiscal Relief Fund (ARPA/SLFRF)
Expenditures
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 252,052 44,181 207,871 - 207,871
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue ×
Public Safety × Imminent failure of structure/system ×
Facilities & Infrastructure × Short-term cost of repair vs. long-term cost
of replacement ×
Community Heritage Availability of external funding source ×
Community Engagement Federal or State mandate
Environmental Sustainability × Other:
Project Milestones
Identified/proposed 2021-22
Approved/funded 2021-22
Construction 2021-22 &
2023-24
Completion 2023-24
ARPA SLFRF Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 243
Stormdrain Master Plan
Project No. 9142-025
Project Manager - Emma Burkhalter, Associate Engineer
Stormwater infrastructure is located throughout
the City. This project updates the Stormwater
Infrastructure Master Plan by determining the
condition, age, type, and accurate location of all
storm drains, drain inlets, outfalls, and other
storm drain facilities operated and maintained
by the City. Most of the City’s stormwater
infrastructure is between 50 and 100 years old.
The Stormwater Master Plan provides accurate
information to manage the system’s operational
integrity through a proactive infrastructure
program. Revenue sources include federal
funds advanced by the Department of Treasury under the State
and Local Fiscal Recovery Funds (SLFRF/ARPA) in 2021-22
and 2022-23 and the General Fund for City staff project
management, as necessary. The funding required is $482,000.
The Stormwater Master Plan Project is one of five phased and
integrated stormwater infrastructure projects totaling $7.2
million. Funds may be reallocated between phases, as necessary, based on project design and bids.
Funding Source: American Rescue Plan Act’s State and Local Fiscal Relief Fund (ARPA/SLFRF)
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design - 457,613 (457,613) - (457,613)
8116 - Construction 457,613 - 457,613 - 457,613
Total 457,613 457,613 - - -
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure × Short-term cost of repair vs. long-term cost
of replacement ×
Community Heritage Availability of external funding source ×
Community Engagement Federal or State mandate
Environmental Sustainability Other:
Project Milestones
Identified/proposed 2021-22
Approved/funded 2021-22
Design/Construction
Completion 2022-23
ARPA SLFRF Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 244
Prospect Road Green Infrastructure
Project No. 9142-027
Project Manager - Macedonio Nunez, City Engineer
This project will install bioswale to filtrate
runoff water from Prospect Road. The
bioswale replaces existing stormwater
infrastructure that drains into the
watershed. This project will improve
water quality in Saratoga and fulfill State
mandates. If not completed, the City
would be out of compliance with State
Water permit requirements. Stormwater
treatment through bioswale green
infrastructure also benefits regional water
quality for approximately 8 miles across the Santa Clara Valley,
including through the cities of San Jose and Santa Clara,
before entering the San Francisco Bay. Revenue sources
include federal funds advanced by the Department of Treasury
under the State and Local Fiscal Recovery Funds
(SLFRF/ARPA) in 2021-22 and 2022-23 and the General Fund
for City staff project management, as necessary. The funding
required is $370,000. Funds may be reallocated between phases, as necessary, based on project design
and bids.
Funding Source: American Rescue Plan Act’s State and Local Fiscal Relief Fund (ARPA/SLFRF)
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 370,000 - 370,000 - 370,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship x Health and safety issue x
Public Safety Imminent failure of structure/system
Facilities & Infrastructure × Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source ×
Community Engagement Federal or State mandate x
Environmental Sustainability x Other:
Project Milestones
Identified/proposed 2021-22
Approved/funded 2021-22
Design/Construction 2022-23 &
2023-24
Completion 2023-24
ARPA SLFRF Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 245
Stormwater Pollution Prevention Program
Compliance (SWPPP)
Project No. 9142-028
Project Manager - Rick Torres, Public Works Manager
This project will upgrade Corporation Yard
facilities to meet National Pollution Discharge
Elimination System (NPDES) standards for
clean water objectives. Upgrades include a
new tractor wash area, trash area
improvements including shelters, and sewer
connection. Improvements will keep
contaminants from entering the watershed as
mandated by the California Regional Water
Quality Control for the San Francisco Bay
Municipal Regional Stormwater NPDES Permit.
Anticipated Revenue sources include federal funds advanced
by the Department of Treasury under the State and Local
Fiscal Recovery Funds (SLFRF/ARPA) in 2021-22 and 2022-
23 and the General Fund for City staff project management, as
necessary. The funding required is $150,000. Funds may be
reallocated between phases, as necessary, based on project
design and bids.
Funding Source: American Rescue Plan Act’s State and Local Fiscal Relief Fund (ARPA/SLFRF)
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8116 - Construction 150,000 46,000 104,000 - 104,000
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship x Health and safety issue
Public Safety Imminent failure of structure/system
Facilities & Infrastructure × Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source
Community Engagement Federal or State mandate x
Environmental Sustainability x Other:
Project Milestones
Identified/proposed 2021-22
Approved/funded 2021-22
Design/Construction 2022-23 &
2023-24
Completion 2023-24
ARPA SLFRF Capital Improvement Program
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 246
Saratoga Village Water Quality Improvement Plan
Project No. 9142-029
Project Manager - Mainini Cabute, Environmental Programs Manager
This project will repair, resize, remove, and
replace storm sewers, and additional types of
stormwater infrastructure improvements to the
City’s stormwater collection and treatment
systems in the Village to reduce parking district
surface contaminants in stormwater runoff that
discharges into Saratoga Creek. This project will
improve water quality in Saratoga and will fulfill
State mandates. If not completed, the City
would be out of compliance with State Water
permit requirements. Stormwater treatment in
the Village Parking districts also benefit regional water quality
for approximately 8 miles across the Santa Clara Valley,
including through the cities of San Jose and Santa Clara,
before entering the San Francisco Bay. Anticipated revenue
sources include SLFRF/ARPA and the General Fund for City
staff project management, as necessary. The funding required is $5,911,239. The Saratoga Village Water
Quality Improvement Plan is one of five phased and integrated stormwater infrastructure projects totaling
$7.2 million. Funds may be reallocated between phases, as necessary, based on project design and
bids.
Funding Source: American Rescue Plan Act’s State and Local Fiscal Relief Fund (ARPA/SLFRF)
Expenditure Budget
2022-23 2023-24
Category Budget Est.
Actual Est. Carryover Adopted
Additions Est. Total Budget
8114 - Engineering & Design - 642,196 (642,196) - (642,196)
8116 - Construction 5,897,924 - 5,897,924 - 5,897,924
Total 5,897,924 642,196 5,255,728 - 5,255,728
City Council Adopted Strategic Goals & Priorities CIP Priority Factors
City Leadership & Fiscal Stewardship Health and safety issue x
Public Safety X Imminent failure of structure/system
Facilities & Infrastructure × Short-term cost of repair vs. long-term cost
of replacement
Community Heritage Availability of external funding source x
Community Engagement Federal or State mandate x
Environmental Sustainability x Other:
Project Milestones
Identified/proposed 2021-22
Approved/funded 2021-22
Design/Construction tbd
Completion tbd
Supplementary Budget Information
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 247
INTRODUCTION
The Supplementary Section of the budget includes information that enhances the usability of the budget
document as a policy document, financial plan, operating guide, and communications device.
In 2022-23, City staff initiated a budget document refresh to embrace recent trends in budget documents
to improve access to an understanding of city finances for those less familiar with government operations
or accounting. While work began in the 2022-23 budget, we strive for continuous improvement and work to
improve this document in the following areas:
Greater utilization of hyperlinks. The document includes several links to web pages that provide direct
access to resources. Hyperlinks have the benefit of minimizing page count while giving the reader an option
of accessing additional information on a topic of interest. The electronic document also contains internal
links to navigate the electronic document. While electronic documents benefit from reduced use of
resources, it should be noted that users of printed documents do not benefit from the internal links and their
navigation advantages. As City staff continues to incorporate best practices in budget communication, we
will focus on opportunities to address the needs of paper and electronic document users.
Expanded use of visuals to communicate the City’s finances . The 2023-24 budget document builds on
the past success of communicating the budget using charts and tables with updated views and formatting.
The budget also incorporates photographs, where appropriate, to further demonstrate the City’s services
with current and compelling images. The images also showcase Saratoga’s uniqueness.
Supplementary Budget Information
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
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CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
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Accounting and Budgetary Structure
ACCOUNTING AND BUDGETARY STRUCTURE
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
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Accounting and Budgetary Structure
FUND DESCRIPTIONS
The basic accounting and reporting entity for the City of Saratoga is a fund. A fund is a fiscal and accounting
entity used to record all financial transactions related to the specific purpose for which the fund was created.
Funds are established for the purpose of carrying on specific activities or attaining certain objectives in
accordance with special regulations, restrictions, or limitations.
Funds used in government are classified into three broad categories: governmental, proprietary and
fiduciary. Governmental funds include activities usually associated with a typical state or local government's
operations (public safety, general government activities, etc.) Proprietary funds are used in governments
to account for activities often found in the private sector (utilities, stadiums and golf courses are prime
examples). Trust and Agency funds are utilized in situations where the government is acting in a fiduciary
capacity as a trustee or agent. The various funds are grouped in fund types and categories as follows:
GOVERNMENTAL FUNDS
Includes activities usually associated with governmental entity operations, including public safety, planning
and building services, parks and public works, and general administrative functions.
General Fund
The General Fund serves as the City’s chief operating fund. All general tax revenues and other receipts
not allocated by law or some other contractual agreement to other funds are accounted for in the General
Fund. Expenditures of this fund include the general operating expenses traditionally associated with
governments such as city administration, development services, public works, and public safety.
Special Revenue Funds
Special Revenue Funds are used to account for revenues that are legally restricted to expenditures for
specific purposes. The City of Saratoga has the following type of Special Revenue Funds:
Special Assessment District Funds – Saratoga currently has 32 special assessment districts which voted
to have the City provide oversight and maintenance of trees, landscaping, irrigation systems, and lighting
systems in neighborhood and commercial areas. Separate funds are established to account for each
district.
Debt Service Funds
Debt Service Funds are used to account for the acquisition of resources and the payment of long -term debt
on City obligations.
• 2001 Series General Obligation Bond Fund – established to account for the obligation incurred under
the citizen approved 2001 General Obligation Bond debt for the Library remodel.
• 2018 Arrowhead Community Facility District (CFD) Bond Fund – established to account for the
obligation incurred by the Arrowhead CFD to fund water infrastructure improvements for the 39
properties within the District.
Capital Project Funds
Capital Project Funds are used to account for the acquisition, construction, and improvement of capital
infrastructure. The City budgets and accounts for capital projects in:
• Capital Project Funds – established to provide resources for capital projects funded from accumulated
reserves and designated capital revenues.
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
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Accounting and Budgetary Structure
• Development Impact Funds – accounts for revenues restricted for specific capital project uses.
• Grant Project Funds – budgets and accounts for projects funded in whole or in part by grant revenues.
• Gas Tax Fund – budgets and accounts for revenues and expenditures pertaining to the maintenance
and construction of City Streets.
PROPRIETARY FUNDS
Proprietary funds are structured to impose fees or charges upon those who use their services. There are
two classifications of proprietary funds: Enterprise Funds, and Internal Service Funds.
• Enterprise Funds – are used to account for activities that are operated in a manner similar to a private
business enterprise, where the costs of the goods are to be financed or recovered primarily through
external user charges. The City of Saratoga does not currently provide services or activities (e.g. golf
course or utility service) which would be accounted for through Enterprise Funds.
• Internal Service Funds – represent services provided to internal users and functions as a cost -
reimbursement device. Internal Service Funds account for operational support activities for the
purpose of recovering the cost from the user, and for the user to identify its full cost of operations.
Internal Service Funds
Used to account for services provided to departmental programs by City -wide administered programs and
staff. The City has several of these types of funds:
• Liability/Risk Management Insurance Fund – Accounts for insurance premiums, self-insured portion
of claims, and administrative costs associated with settling claims. Charges are allocated to programs
based upon liability risk and claim occurrence history.
• Worker's Compensation Insurance Fund - Accounts for insurance premiums, self-insured portion of
claims, and administrative costs associated with settling claims. Charges made to operating
departments are based on liability risk and claim occurrence history.
• Office Support Services Fund – Photocopy equipment, postage and bulk mail meter expenses are
controlled at one source point and expended to the departments as goods or services are utilized.
• IT Services Fund – Information Technology Services supports the delivery of technology -based
services and infrastructure, including desktop support, network systems, technology upgrades and
initiatives, communication systems, and associated IT equipment.
• Vehicle & Equipment Maintenance Fund - Accounts for the cost of operating and maintaining
vehicles and equipment used for service operations in various City departments.
• Facility Maintenance Fund – Accounts for operational costs associated with building maintenance.
Includes custodial supplies and services, maintenance and repair, utilities, and staffing costs.
• Vehicle & Equipment Replacement Fund – Established to accumulate funding for the replacement
of vehicles and equipment. Replacement costs are charged to departments over the asset’s life span,
reflective of usage.
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
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Accounting and Budgetary Structure
• IT (Information Technology)Equipment Replacement Fund – Established to accumulate funding for
the replacement of information technology equipment. Replacement costs are charged to departments
over the asset’s lifespan, reflective of usage.
• FFE (Furniture, Fixtures and Equipment Replacement Fund – Established to accumulate funding
for the replacement of facility furniture, fixtures, and equipment. Replacement costs are charged to
departments over the asset’s lifespan, reflective of usage.
FIDUCIARY FUNDS
Fiduciary Funds are used to account for assets held by the City acting in a fiduciary capacity for other
entities and individuals. Such funds are operated to carry out the specific actions of trust agreements,
ordinances and other governing regulations. There are two categories of fiduciary funds: Trust, and
Agency.
Trust Funds
Trust Funds account for assets held by the City in a trustee capacity where the City oversees the use of
resources in accordance with formal trust agreements. The City does not currently administer this fund
type.
Agency Funds
Agency funds account for assets held in the capacity of an agent for individuals, governmental entities, and
non-public organizations. The City does not direct fiscal or operational activities, just receives and
disburses funds per direction from the entity’s management. For this reason, these funds are not included
in the City budget document but may be included in the City’s Annual Comprehensive Financial Report at
the direction of the City’s Auditors.
• West Valley Clean Water Program Authority – Beginning July 1, 2018, the City is acting as the fiscal
agent for the West Valley Clean Water Program Authority. This is an ongoing arrangement to support
the JPA formed by the Town of Los Gatos and the Cities of Campbell, Monte Sereno and Saratoga to
collectively manage the Clean Water Program and the Non-Point Pollution Control Program efforts.
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
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Accounting and Budgetary Structure
BUDGETARY FUND STRUCTURE
LIST OF PROGRAMS
PROPRIETARY
FUNDS
FIDUCIARY
FUNDS
DEPARTMENTS
General
Fund
Special
Revenue
Capital
Improvement
Debt
Service
Internal
Service Funds Trust / Agency
Council & Commissions P
City Manager P P
Administrative Services P P P P
Community Development P P P
Public Works P P P P
Community Services P P
Public Safety P
Non-Departmental P P
GOVERNMENTAL FUNDS
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 254
Accounting and Budgetary Structure
General Fund
(Major Fund )Special Revenue Funds Debt Service
Fund
Capital Funds
(Major Fund)
Primary Operating Fund Landscape & Lighting
District Funds Bond Repayment Fund Capital Improvement
Programs
111 General Fund 311 GO Bond Debt Street Improvements
411 City Funded CIP
431 Grant Funded CIP
481 Gas Tax Funded CIP
Park Improvements
412 City Funded CIP
432 Grant Funded CIP
421 Tree Fine Funded CIP
422 Park In Lieu Fund CIP
Facility Improvements
413 City Funded CIP
433 Grant Funded CIP
Admin & Technology
414 City Funded CIP
434 Grant Funded CIP
ARPA
435 Grant Funded CIP
Internal Service Funds Enterprise
Funds Trust Funds Agency Funds
None None
Insurance Funds
611 Risk Management
612 Workers Comp
Operation & Maintenance
621 Office Support
622 IT Services
623 Vehicle & Equip Mtc
624 Facility Maint
Asset Replacement Funds
631 Veh & Equip Rplcmt
632 IT Equip Rplcmt
633 Facility FFE Rplcmt
Joint Powers Authority
713 West Valley Clean
Water Authority Agency
Fund is not included in
the City budget document
GOVERNMENTAL FUNDS
26 Assessment District
Funds
Fiscal Agent Programs
361 Community Facility
District Bond Debt
Operational and Asset
Funding Programs
PROPRIETARY FUNDS FIDUCIARY FUNDS
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 255
Accounting and Budgetary Structure
LIST OF FUNDS
GENERAL FUND .......................................................................................................................................... 111
SPECIAL REVENUE FUNDS
LIGHTING DISTRICT
Sarahills Lighting ................................................................................................................................ 233
LANDSCAPE DISTRICTS
Arroyo de Saratoga Landscape .......................................................................................................... 241
Bonnet Way Landscape ..................................................................................................................... 242
Carnelian Glen Landscape ................................................................................................................. 243
Cunningham/Glasgow Landscape...................................................................................................... 244
Fredericksburg Landscape ................................................................................................................. 245
Greenbriar Landscape ........................................................................................................................ 246
Kerwin Ranch Landscape ................................................................................................................... 247
Leutar Court Landscape ..................................................................................................................... 248
Manor Drive Landscape ..................................................................................................................... 249
McCartysville Landscape .................................................................................................................... 251
Prides Crossing Landscape ................................................................................................................ 252
Saratoga Legends Landscape ............................................................................................................ 253
Sunland Park Landscape ................................................................................................................... 254
Tricia Woods Landscape .................................................................................................................... 255
Allendale Landscape .......................................................................................................................... 256
Covina Landscape .............................................................................................................................. 257
LANDSCAPE & LIGHTING DISTRICTS
Beauchamps Landscape & Lighting ................................................................................................... 271
Bellgrove Landscape & Lighting ......................................................................................................... 272
Gateway Landscape & Lighting .......................................................................................................... 273
Horseshoe Landscape & Lighting....................................................................................................... 274
Tollgate Landscape & Lighting ........................................................................................................... 276
Westbrook Landscape & Lighting ....................................................................................................... 278
Brookview Landscape & Lighting ............................................................................................... 279
Automatic License Plate Reader (ALPR) Districts
Saratoga Woods .................................................................................................................................. 280
Gardiner Park ....................................................................................................................................... 281
Lower Pierce ........................................................................................................................................ 282
Golden Triangle ................................................................................................................................... 283
Burgundy .............................................................................................................................................. 284
Austin Bainter ....................................................................................................................................... 285
STORM WATER MAINTENANCE DISTRICTS
Hill Avenue Storm Water District ........................................................................................................ 291
Paramount Court Storm Water District ............................................................................................... 292
INTERNAL SERVICE FUNDS
Risk Management / Liability Fund ...................................................................................................... 611
Workers Compensation Fund ............................................................................................................. 612
Office Support Services Fund ............................................................................................................. 621
Information Technology Services Fund .............................................................................................. 622
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 256
Accounting and Budgetary Structure
Vehicle & Equipment Maintenance Fund ........................................................................................... 623
Facility Maintenance Fund .................................................................................................................. 624
Vehicle & Equipment Replacement Fund ........................................................................................... 631
IT Equipment Replacement Fund ....................................................................................................... 632
Facility Furniture, Fixture, Equipment (FFE) Replacement Fund ....................................................... 633
DEBT SERVICE FUNDS
2011 Series G.O. Bonds Debt Service Fund ...................................................................................... 311
2018 Arrowhead CFD Bond Debt Service Fund ................................................................................ 361
CAPITAL PROJECT FUNDS
Capital Improvement Fund – Streets Projects .................................................................................... 411
Capital Improvement Fund – Park and Trail Projects ......................................................................... 412
Capital Improvement Fund – Facility Improvement Projects .............................................................. 413
Capital Improvement Fund – Administrative & Tech Projects ............................................................ 414
Tree Fund ........................................................................................................................................... 421
Park-in-Lieu Fund ............................................................................................................................... 422
Streets Grant Fund ............................................................................................................................. 431
Park & Trail Grant Fund ...................................................................................................................... 432
Facility Improvements Grant Fund ..................................................................................................... 433
Administrative & Technology Grant Fund ........................................................................................... 434
American Rescue Plan Act (ARPA SLFRF) Capital Fund.................................................................. 435
Gas Tax Fund .................................................................................................................................... 481
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 257
Accounting and Budgetary Structure
LIST OF PROGRAMS
GENERAL FUND
Council & Commissions
City Council ....................................................................................................................................... 1101
Commissions .................................................................................................................................... 1201
City Manager’s Departments
City Manager’s Office ....................................................................................................................... 2101
City Clerk .......................................................................................................................................... 2201
Public Information Office .................................................................................................................. 2401
Administrative Services Department
Finance ............................................................................................................................................. 3101
Human Resources ............................................................................................................................ 3301
Administrative Services .................................................................................................................... 3401
Community Development Department
Development Services ...................................................................................................................... 4101
Advanced Planning ........................................................................................................................... 4102
Code Compliance ............................................................................................................................. 4103
Building & Inspection Services ......................................................................................................... 4201
Public Works Department
General Engineering ........................................................................................................................ 5101
Development Engineering ................................................................................................................ 5102
Environmental Services .................................................................................................................... 5103
Streets & Storm Drains ..................................................................................................................... 5201
Parks & Landscape Maintenance ..................................................................................................... 5301
Community Services Department
Recreation Services ......................................................................................................................... 6101
Facility Rentals ................................................................................................................................. 6201
Community Engagement .................................................................................................................. 6103
City Events ........................................................................................................................................ 6301
Community Grants ............................................................................................................................ 6302
Community Events............................................................................................................................ 6303
Public Safety
Public Safety Services ...................................................................................................................... 7101
Emergency Preparedness ................................................................................................................ 7102
Non-Departmental
General Administration ..................................................................................................................... 8101
Legal Services .................................................................................................................................. 8202
Emergency Operation Claims ........................................................................................................... 8901
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 258
Accounting and Budgetary Structure
INTERNAL SERVICE PROGRAMS
Administrative Services Department
Office Support ................................................................................................................................... 3102
Information Technology Services ..................................................................................................... 3201
IT Equipment Replacement .............................................................................................................. 3202
Risk Management / Liability .............................................................................................................. 3501
Workers Compensation .................................................................................................................... 3601
Community Development Department
Facility Maintenance ......................................................................................................................... 4401
Facility (Furniture, Fixture, and Equipment) FFE ............................................................................. 4402
Public Works
Vehicle & Equipment Maintenance................................................................................................... 5202
Vehicle & Equipment Replacement .................................................................................................. 5203
SPECIAL REVENUE FUNDS
Public Works
Assessment Districts ........................................................................................................................ 5302
DEBT SERVICE FUNDS
Non-Departmental
2011 Series G.O. Bonds Debt Service ............................................................................................. 8601
2018 Arrowhead CFD Bond Debt Service ........................................................................................ 8602
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 259
Financial Planning
FINANCIAL PLANNING
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 260
Financial Planning
Overview
City staff provide City Council and the community with a near -term financial forecast as part of the annual
budget kickoff. The following section summarizes the methodology employed in the annual long range plan
development.
This first section of the forecast is limited to the General Fund, the primary operating fund. The following
forecast sections will focus on the other funds separately to provide clarity to the individual components
and operating basis of the City’s financial structure. This includes Internal Service Funds, Special Revenue
Funds, Debt Service Funds, and Capital Improvement Funds.
General Fund
The 2023-24 budget process continued a multi-year approach to addressing a shrinking difference between
revenues and expenditures sparked primarily by extraordinary increases in the cost of goods and services .
To facilitate budget development, City staff provided an updated multi-year forecast as discussed below.
The multi-year General Fund Forecast looks forward three to five years, typically under static assumptions,
using prior year actuals, trends, and the current year’s adopted budget as the base. The forecast does not
project future operational changes as those are the prerogative of City Council and management.
Therefore, the forecast provides revenue and expenditure data based on trend analysis, new data that
impact trends, and relatively conservative forward-looking assumptions.
The three-year forecast developed for the 2023-24 budget cycle proved especially challenging with the
confluence of several factors yielding no historical insight to prepare a meaningful multi -year forecast. The
pandemic rendered trend analysis unreliable with recent year revenues demonstrating previously unseen
fluctuations. The unknown impact of 40-year high inflation on both revenues and expenditures complicates
longer-term forecasts.
Operationally, the objective of any forecast is to act as a bell-weather to identify anticipated financial
challenges requiring attention in the near future. For instance, a negative net revenue amount in an out-
year does not reflect what will happen, but rather is a warning that projected revenue is not keeping pace
with projected expenditure growth, and that operational adjustments are required.
The General Fund receives tax revenues, fees and service charges, and other receipts not allocated by law
or contractual agreement to other funds. Expenditures of this fund include operating expenses traditionally
associated with governments such as city administration, legal oversight, development services, public
works maintenance, and public safety. Overall, the General Fund accounts for and represents the main
operational activities of the City and is of primary importance for long-term planning. Other funds have
focused specific purposes and are therefore not included in this forecast. In accordance with GFOA
requirements, a summary level forecast for these other funds now is included separately , following the
General Fund forecast, in the hopes to maintain clarity in the City’s main operational functions.
General Fund Revenue Assumptions
Property Taxes
A 1 percent ad valorem tax based on a property owner’s taxable value – is slow to react to economic
changes. This is due to the time period in which property assessment values are set, to when the tax
payments are made about a year later. It takes a significant downturn trend to occur countywide before a
property’s assessment value is reassessed lower. Hence, the City’s property tax revenue stream is not
impacted until at minimum a year later, and often two. This also works in reverse with revenues taki ng
longer to reflect economic recovery.
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At the same time, related property tax revenues such as Transfer Tax and Supplemental Tax are
immediately reactive to economic shifts and can differ significantly year to year. This combination of slow
and fast reactions helps to mitigate Property Tax revenue swings and allows for some lead time to prepare
for revenue decreases.
For the forecast, years of steady housing price increases had stabilized the revenue stream. With the
pandemics shelter-in-place orders and conversions to work from home, demand for more living space and
home improvements sent the housing market into a frenzy, and drove housing prices up rapidly, and
building fees soared. These revenues increased so much that they offset losses in other revenue streams.
For the forecast years, the overall General Fund revenues are expected to increase due to higher
assessments values from the turnover and continued home improvement demand, as well as some
economic recovery in other revenues.
Though, to be prudent, Property Tax forecast projections are based on broader economic data as Saratoga
data is heavily weighted toward higher-end homes that may not accurately reflect the wider economic view
for the future of property values. That said, the Saratoga housing market is strong as buyers fight for a
small pool of inventory for recently remodeled homes in the City’s top-rated school districts. While this
phenomenon is expected to slow, the property tax base will increase based on pa st purchases.
2023-24 secured property tax budget reflects an 5.36 percent increase over prior year due to the recent
turnover, with the forecast for future years set at a more conservative 3 percent rate. With these recent
valuation gains, ownership changes will noticeably increase the taxable value, and any new construction
and remodeling improvements will also increase a home’s value. These will both contribute to property
assessment increases during the upcoming years as the economy settles.
A number of Property Tax accounts make up the broadly termed ‘Property Tax Revenue’ but only two of
the taxes make up the majority of the revenue. The 1 percent ad valorem tax (Secured Property Tax)
typically accounts for 60-65 percent, while Property Tax In-Lieu-of-VLF accounts for about 25 percent of
the revenue. Property-Tax-In-Lieu-of VLF is budgeted conservatively as payments are estimates based on
prior year information rather than current year growth. If the prior year’s estimates were low, a posi tive
true-up payment is paid with the following year’s revenues – and a negative true-up if payments were too
high. Therefore, In-Lieu Property Tax Revenue growth trends loosely mirror Secured Property Tax revenue
growth, with variation caused by the true-ups. Property Transfer Tax and Supplemental Tax receipts will
fluctuate with housing sales as Supplemental Tax revenue comes from mid -year assessed valuation
increases, and Transfer Tax revenues from the preparation of document fees. Increases and decre ases in
these revenues indicate growth in Secured Property Tax the following year. Santa Clara County provides
the City with updated assessment roll information on a monthly basis, which is used to further refine the
estimate throughout the year.
Since the end of the recession in 2012, rapid property tax growth resulted in excess ERAF distributions to
Santa Clara County cities, and in turn, to revenue growth. While this revenue stream was unpredictable in
the past, the State recently came to terms with Counties over how ERAF is allocated to Counties and in
turn, to Cities. Hence, ERAF revenue is now considered reliable, and going forth is included in the current
budget and five forecast.
Sales Tax
Sales Tax revenue distributions from the State are impacted by economic conditions and more quickly
reflect economic trends. This revenue is distributed in several ways, with estimated payments, true -ups,
and allocation corrections, making revenue projections unreliable. And because the City’s small revenue
base can unexpectedly fluctuate by more than 10 percent year to year, the City depends upon our Sales
Tax Consultants to closely monitor receipts and provide us with reasonable estimates.
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Transient Occupancy Tax (TOT)
Saratoga’s TOT reacts quickly to economic changes, as illustrated in the 2008 economic downturn and the
2021 pandemic, where revenues in this category contracted suddenly and sharply. The pandemic shut
down travel overnight, and all jurisdictions experienced an immediate loss of TOT reven ue. As public health
mandates eased, TOT rebounded, with domestic travel and staycations fueling the early recovery. TOT
recovered in 2021-22, and the TOT forecasts assume relatively flat growth.
Business License Tax
Business License Tax revenue comprises two revenue streams: 1) the actual license portion and 2) for
contractors, a supplemental tax that is a percentage of any building permit’s valuation they pull during the
year. The license portion of the Business License Tax can fluctuate by 10 percent year over year with
normal business growth and decline. Still, over the long term, Business License Fee revenue typically holds
steady. The license fee applies to a fixed universe of retail and out-of-town businesses, meaning that any
growth is from home-based businesses. 2023-24 and future year business license forecasts assume
relatively flat growth again due to the broadly anticipated recession.
The Supplemental Business License Tax portion has different trends as revenues depend not only on the
building level but also on the type and value of building permits. While valuations continue to increase as
the cost of building increases, projections reflect a decrease with the expectation that construction activity
will slow down from the high of last year as construction cost rose significantly.
Construction Tax
This revenue represents a City enacted tax charged on additional square footage as part of a building
permit fee. At this point, building activity is expected to remain steady in 2023-24.
Franchise Fees
Franchise Fees are an alternative to Business License Taxes for those businesses exempt from the tax,
including utilities (PG&E and San Jose Water Company), and cable providers. Gas, electric, and water
utility franchise fees are unpredictable yearly as consumption habits fluctuate. The forecast includes an
assumed growth rate equal to 2 percent.
In 2022-23, the City received approximately $1.3 million in solid waste franchise fees. However, the
California State Supreme Court ruling in Zolly v. the City of Oakland has resulted in the solid waste joints
powers authority that covers Saratoga suspending collection of the franchise fee pending further analysis.
The 2023-24 budget reflects a partial-year reduction in revenue. The forecast assumes a complete loss of
the $1.3 million solid waste franchise fee revenue in 2024-25 with no restoration in future years.
Development Revenues
The projected growth rate for Community Development revenues is low, with the unknown impact of return -
to-office impacts on remodels and the impact of inflation and stock market volatility on home investments.
Forecast projections will change as uncertain economic impacts settle out. For now, each of the planning
and building revenues is assessed individually, with most projections ranging from 0 percent to 2 percent
annual growth.
The 2022 Comprehensive Cost of Services (User Fee) Study identified approximately $0.8 million in
General Fund subsidy of fee services. In response, the City Council established an updated cost recovery
target for building services at 90 percent and planning at 75 percent in acknowledgment that some fees
require a subsidy to advance the City’s policy objectives for protecting life, property, and environment. Fees
increased effective July 1, 2023, to incorporate City Council’s updated direction on cost recov ery, reducing
the subsidy by approximately $0.5 million. The forecast assumes future year increases to offset the City’s
personnel cost increases, including the cost of living adjustments and benefit cost increases contained in
negotiated Memoranda of Understanding.
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Rental Income
Cell tower lease revenue has been flat with the consolidation of cell phone service providers over the last
five years. Effective October 1, 2023, expanded its existing partnership with Los Gatos Saratoga
Recreation (LGS Rec) for recreation programs to include facility rentals. The agreement provides the City
a net cost savings through the reduction of 1.0 full time equivalent personnel by attrition. The agreement is
in place for two years at which time the City will confirm the cost benefit of the expanded partnership.
Interest Income
The rates for Local Agency Investment Fund (L AIF), the State’s investment fund that the City uses, has
steadily increased as federal monetary policy boost interest rates paid on fixed income securities. The
2023-24 budget includes a $1 million increase in interest income which substantially offsets impacts of the
forecast structural deficit. The forecast continues to rely on favorable interest rate s in the LAIF portfolio as
their investment lag the market by several months. Interest income will decline as the City draws down on
the American Rescue Plan Act’s State and Local Government Fiscal Recovery Fund allocation to Saratoga,
$7.3 million. The funds are appropriated for capital projects and must be fully expended by 2025.
GENERAL FUND EXPENDITURE ASSUMPTIONS
Salary
Labor cost increases in 2023-24 incorporate a 5.6 percent cost-of-living increase (COLA) as negotiated
under the two-year labor contract effective July 1, 2023. Forecasted salary & benefit expenditures reflect
maximum MOU increases for current staff levels, promotional increases, and a zero-vacancy factor,
whereas prior year amounts are actual costs. The impact of this assumption is that the forecast years are
typically much higher than actuals. Another consideration in salary projections is the anticipated turnover
of a large number of long-term staff expected to retire over the next five years. Service model changes and
tighter restrictions on overtime and temporary help would help to contain salary increases, but projections
use a 3.5 to 4.5 percent annual increase depending on employee group.
Benefits
The largest share of employee benefit costs arise from the City’s retirement plan contract with the California
Public Employees’ Retirement System (CalPERS). For 2023-24, the City’s contribution rates range from 8
to 13.3 percent of eligible salary, depending on the employee’s benefit plan. The second largest benefit
cost is the City’s contribution to medical premiums which are capped by contract with employees and the
unrepresented employee salary benefits plan. Miscellaneous benefits are also provided based on the
employee’s group however the costs of those benefits less volatile.
Pension Unfunded Accrued Liability
In 2014, CalPERS separated the “Normal Cost” for current year pension costs from the prior year’s liability,
known as the “Unfunded Accrued Liability” (UAL). The Normal Cost is a rate applied on the current payroll
and represents the cost to provide the CalPERS pension benefit.
For UAL, agencies are paying their allocated share of prior year liabilities accrued due to CalPERS
investment losses and assumption changes over a long-term payment plan. Similar to a mortgage, this will
result in significantly higher overall costs due to the time factor of interest costs. Saratoga’s City Council
established a policy to make annual UAL payments more elevated than the required contribution level to
reduce the outstanding liability quicker, reduce the overall cost, and stabilize the yearly p ayment amount
into the future.
The City decisions to reduce the UAL results in a budgeted additional UAL payment, above the minimum
required by CalPERS, of $650,000. Reduction in the additional UAL payment is a budget balance measure
in the forecast.
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Operating Expenditures
Level of service and available budget drive materials and supplies, fees, contract services, and consultants
with operating expenditures held to maintain services. Much of the spending in this category is subject to
inflationary pressures, and the extent to which those pressures influence future costs remains unknown.
The uncertainty in this category renders the near-term forecast a challenge, and staff will provide an update
to City Council at their annual retreat.
Public Safety
Under the Sherriff’s service contract, annual increases are either 1) the change in personnel costs or 2)
CPI plus 2 percent, whichever is less. Due to the high inflation rate in 2022, the contract will increase by 7
percent or approximately $450,000 yearly. The agreement provides service level flexibility, allowing for
service or hour increases or decreases each year. The standard service level is brought forward for the
forecast with an estimated increase of 7.0 percent.
Community Grants
Future year grants grow slightly higher to reflect the Council’s practice of gradually increasing support over
time as costs to provide services increase and additional community grant funding requests are received.
Internal Service Funds (ISF)
ISF functions growth factors vary by fund driven primarily by contract services outside the City's direct
control. These funds have stable funding charges that are adequate to improve resource management
funding, transparency, and management over a 20-year long-term projection. Liability Risk premiums are
escalating quickly over the next few years as the marketplace tightens severely. Workers Comp is also
increasing but at a slower pace. Vehicle Maintenance, IT Services, and Building Maintenance ISF programs
also grow yearly due to ongoing labor and service level cost increases. Replacement ISF programs include
a Vehicle & Equipment replacement program, a Facility Furniture, Fixture, & Equipment (FFE) program,
and a more comprehensive IT Replacement program. These funds maintain a flat rate into the forecasted
years.
GENERAL FUND FISCAL SUSTAINABILITY
Overall, the City’s General Fund forecast projections illustrate that revenues are not keeping pace with
expenditures. Operational reductions, or possibly structural changes will be needed to align revenue and
expenditure growth in the out years.
Further, changes in technology and communication have increased resident expectations, and because of
that, the City’s goal to provide a high level of services has expanded at a pace over the last decade that is
exceeding funding resources currently available to the City, and under the forecast projections, not
attainable in the future.
Additionally, the bigger picture of maintaining city infrastructure into the future puts another level of funding
needs on the table that cannot be addressed through current revenue streams. Staff has developed and
implemented some infrastructure maintenance funding through the budget process for streets and park and
facility infrastructure, but much more needs to be done to create a comprehensive business plan to
adequately address the full breadth of city infrastructure. As time and resources allow, inf rastructure
replacement master plans will be developed for categories including streets, parking lots, streetlights, signal
lights, storm drains, and city facilities.
While the development of citywide infrastructure Master Plans and potential funding sources are expected
to take decades, it is on City management’s radar. Current practice has some revenues dedicated to
Capital Improvement Programs, such as pavement management. Additionally, the City uses net revenue
to add to reserves established by City Council.
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EMPLOYEE COMPENSATION
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PERSONNEL COSTS
The City of Saratoga’s total salary and benefit expenditures include labor increases from cost-of-living-
adjustments (COLA), employee step increases, pension cost increases , fringe benefit cost increases, and
additional payments to the City’s unfunded pension liability. While the City is the fiduciary agent for the
West Valley Clean Water Program, their budget is not included in the City’s budgetary information as the
City only assists them with their financial transactions.
2023-24 NOTABLE CHANGES
The budget reflects reduced authorized full-time equivalent personnel (FTEs) of 0.75 resulting from the
expanded partnership with Los Gatos Saratoga Recreation, an independent district, to assume
management of facility rentals. The expanded partnership allows the City to eliminate 1.0 FTE through
attrition, effective October 1, 2023. An additional 0.25 FTE reduction will occur in 2024-25.
The budget also includes salary and benefit increases negotiated with the City’s two organized labor
groups, and City Council adopted the unrepresented compensation plan effective July 2023. The contract
provides a 5.6 percent and 2.39 percent salary adjustment in July 2023 and July 2024, respectively. The
new benefits packages also reflect a modification in the medical benefits cost share for most City
employees, which caps the City’s contribution.
STAFFING STRATEGY
Saratoga’s fiscal health has benefited from a staffing strategy with three components: regular benefited
employees, temporary un-benefited employees, and contract services to provide services responsive to
community needs.
Contract Services
The strategy provides the City with flexibility to meet fluctuating demand for services while ensuring stability
in core public services such as planning and public works. Contract services are typically utilized for
landscape maintenance, janitorial, development and building, and attorney services.
The City also finds that the contract arrangement with the Santa Clara County Sheriff’s Office provides a
cost-effective service with a higher level of police services than could be attained by in -house City-funded
resources. Dedicated Sheriff Deputies and staff are assigned to the City, although personnel and services
can easily adjust as circumstances warrant. This beneficial arrangement provides for expertise in
management, administrative, technical, and operational duties, as well as equipment, and communication
resources integrated into the smaller city service level on a day -to-day basis.
PERSONNEL BUDGETING
Labor cost projections are prepared using known data on current employees, current MOU provisions, and
California Public Employees’ Retirement System (CalPERS), medical, dental, vision, long-term disability,
and life insurance premiums. In some years, these projections are predictable, and in others there is
fluctuation, such as when MOUs expire, and new MOU provisions have not yet been finalized. The City
does not use a vacancy factor in salary projections as typically there is very little turnover due t o successful
retention strategies. When there is turnover or retirements, most positions require temporary backfill or a
quick recruitment process due to the City’s limited staffing model. With strong retention, the City has many
long-term staff that are at the top salary step, but that ratio is expected to change as long-term staff are
beginning to age out of the City’s workforce in growing numbers .
A payroll expense buffer is built into budgeted salary to fund unplanned cost impacts that may occur during
the fiscal year, such as turnover or disability backfill, PTO payouts, excess overtime, and to fund the
Compensated Absences Reserve in compliance with policy, if needed at year-end.
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Health and dental insurance benefits are calculated at the employee’s current coverage status under their
chosen health insurance plan to provide accuracy in budgeted benefit costs. The difference in premiums
between Single, Plus One, and Family rate is significant and tracked closely. Other insurance benefit
coverage costs are stable and not based on coverage status. Because an employee’s insurance coverage
status may change during the course of the year, there is a slight buffer built into budgeted benefit costs.
Adopted salary and benefit schedules are available online at:
https://www.saratoga.ca.us/177/Salary-Benefits
TERMS OF EMPLOYMENT
Government Code Section 3505, commonly referred to as the Meyers-Milias-Brown Act (MMBA) governs
the City’s relationship with all employees. The MMBA authorizes creation of collective bargaining units
(employee unions or associations) and requires the City to “meet -and-confer” over “…wages, hours, and
other terms and conditions of employment.”
Most regular employees are represented by one of two bargaining units: 1) the Saratoga Employees
Association (SEA) with 32 benefited full and part-time employees, and 2) the United Brotherhood of
Carpenters and Joiners of America Local Union No 2236 (UNION) for the 13 Public Work’s Corporation
Yard staff. Thirteen City employees, primarily management, are classified as unrepresented. The City
Manager, while also unrepresented, has a negotiated contract. Hourly (non-benefited, temporary) staff are
not represented and only receive benefits prescribed by law such as the Affordable Care Act and State paid
time off requirements for part-time employees.
Salaries and benefits for regular employees are enumerated in two bargaining unit Memoranda of
Understanding (MOUs). Unrepresented employees receive substantially similar benefits with several
exceptions as outlined in City Council Resolution. Employee salaries are posted to the City’s website
incompliance with State law regarding publicly available pay schedules. Terms of employment, including
the above-mentioned contracts, are available online at: https://www.saratoga.ca.us/178/Employee-Terms-
of-Employment
COMPENSATION
Salaries are adjusted annually as defined by the MOUs or resolution, and typically provide cost -of-living
adjustments (COLA) based on the annual average for the 12-month period running from January 1 to
December 31 of the U.S. Department of Labor, Bureau of Labor Statistics, “All Urban Consumers (CPI-U)”
for the San Francisco-Oakland-San Jose region. Per State law, the City Manager’s annual cost of living
adjustment increase is capped at the California Department of Industrial Relations (DIR) rather than the US
Bureau of Labor Statistics.
PENSION BENEFITS
Saratoga’s benefited employees are enrolled in one of three pension benefits, all based on date of hire and
State law. The City pays a variable annual cost as a percentage of payroll for active employees plus a flat
unfunded liability cost. Employees pay a fixed contribution to the pension benefit, based on their tier,
ranging from 7.0 percent to 7.25 percent. Employees enrolled in CalPERS pension are not eligible to
participate in Social Security therefore neither the City nor employee contribute to the So cial Security
system. Medicare participation is required for all employees hired after March 31, 1986.
•Tier 1 employees were hired before May 12, 2012 and receive the “2.0% @ 55” benefit. The benefit
provides 2 percent of the employee’s highest 12-month eligible compensation for each year of service
to the City of Saratoga when the employee is age 55. The benefit increases annually to a maximum of
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2.413 percent for each year of service if the employee retires at 63. The 2% @ 55 benefit schedule is
available at:
https://www.calpers.ca.gov/docs/forms-publications/benefit-factors-local-misc-2-at-55.pdf
•Tier 2 employees are those hired on or after May 12, 2012 and were an active employee for another
CalPERS agency before May 12, 2012, receive the “2.0% @ 60” benefit. The benefit provides 2 percent
of the employee’s highest 36-month eligible compensation for each year of service to the City of
Saratoga when the employee is age 60. The benefit increases annually to a maximum of 2.413 percent
for each year of service if the employee retires at 63. The 2% @ 60 benefit schedule is available at:
https://www.calpers.ca.gov/docs/forms-publications/benefit-factors-local-misc-2-at-60.pdf
•Tier 3 employees receive the “2.0% @ 62” benefit formula and are those hired after January 1, 2013
and otherwise ineligible for Tier 2 benefits. Tier 3 employees are also referred to as “PEPRA” after the
Public Employee’s Pension Reform Act of 2013 (PEPRA) which mandated the creation of “2.0% @ 62”
benefit for all CalPERS employers. The benefit provides 2 percent of the employee’s highest 36-month
eligible compensation for each year of service to the City of Saratoga when the employee is age 62.
The benefit increases annually to 2.413 percent for each year of service if the
•employee retires at 67. Unlike Tier 1 and Tier 2, Tier 3 pension benefit is capped at approximately
$162,000. The 2% @ 62 benefit schedule is available at:
https://www.calpers.ca.gov/docs/forms-publications/benefit-factors-local-misc-2-at-62.pdf
Note: Vacant headcount reported as Tier 3
Fiscal Year
Saratoga’s Headcount and CalPERS Contribution Rate
by Fiscal Year and Benefit Tier
(Rate is Percentage of Eligible Payroll)
Unfunded
Liability (UAL)
Minimum
Payment
Tier 1
2.0% @ 55
Tier 2
2.0% @ 60
Tier 3
2.0% @ 62
Headcount City
Contrib.Headcount City
Contrib.Headcount City
Contrib.
2012-13 53 11.040%-8.552%-6.700%
2013-14 50 11.603%3 8.768%4 6.700%
2014-15 48 12.330%4 8.715%5 6.700%
2015-16 58,896 44 9.353%7 7.510%5 6.730%
2016-17 101,604 41 9.558%9 7.809%7 6.930%
2017-18 183,002 38 9.599%10 7.850%10 6.908%
2018-19 286,594 37 10.152%8 8.346%13 7.266%
2019-20 416,921 36 10.868%8 8.668%14 7.072%
2020-21 502,729 35 11.746%7 9.442%16 7.874%
2021-22 598,945 32 11.600%7 9.300%19 7.730%
2022-23 725,952 29 11.600%8 9.300%21 7.700%
2023-24 605,938 27 13.260%9 10.870%26 8.000%
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City of Saratoga Council Members have the option to join the City’s CalPERS pension plan, with four of the
five members currently electing to do so. Public safety services are contracted through Santa Clara County
Sheriff’s Office, meaning all Sheriff Office personnel belong to the County’s pension account and their
benefit costs are paid by the County. The County recovers salary and benefit costs through the contractual
service fees.
Pension Benefit Costs
The City’s CalPERS Contribution payments are comprised of employee and employer contributions. The
Employee Contribution Rates under the 2% @55, and the 2% @60 benefit plans is constant at 7 percent.
Under the PEPRA 2% @62 plan rate, the Employee Contribution Rates are determined each year through
an actuarial valuation, with the employee responsible for approximately 50 percent of the cost. The
following chart shows a history of Saratoga’s contribution rates and the number of active employees
enrolled in the various pension benefit Tiers.
Pension Costs Drivers
Employer rates are based on actuarial studies performed as of June 30th using several assumptions
including but not limited to: investment return assumptions, rate smoothing policies, and demographics .
Various agency-based factors such as covered payroll changes including increases and decreases in
employee headcount or wages. A guide to CalPERS funding is available at:
https://www.calpers.ca.gov/page/about/organization/facts-at-a-glance/pension-buck
CalPERS actuarial assumptions are established based on the concept that the value of its stock, bonds
and other holdings generate income over an employee’s lifetime to fund the majority of the pension costs.
In the early 1990s, with record high interest rates bringing in large returns, the actuarial Investment Rate of
Return (IRR) rate had risen to a high of 8.75 percent. By 2003, CalPERS had adjusted the income growth
rate down to 7.75 percent as the longer-term annualized IRR was only slightly higher. After the economic
downturn began in 2008, returns heavily diminished for many of the following fiscal years and CalPERS
staff repeatedly requested the IRR be adjusted further downward. In 2012, the CalPERS Board agreed to
reduce the IRR to 7.5 percent, to be phased in over two years.
This IRR change impacted Miscellaneous Employer Contribution Rates by increases of around 1 percent,
and up to 2 percent of payroll while most Public Safety Plan’s Employer Contribution Rate increased by 3
percent of payroll. Saratoga’s rate increase was 0.6 percent in 2013-14, and another 0.73 percent in 2014-
15. The increases were lower than most other cities due to having stayed with the original 2 % @ 55 benefit
plan, while some agencies increased their benefits to 2.5 or 2.7% at 55 before the Great Recession.
Rate Smoothing Policies
The severity of the economic downturn that began in 2008 severely impacted CalPERS portfolio’s actuarial
value of assets, which in turn prompted actuarial staff to adjust their existing methodology. Initially the
remedy was a widening of the corridor through a smoothing policy that spread investment return impacts
over a rolling 15-year period, and Experience Study (actuarial assumption changes) gains and losses over
a rolling 30-year period. This methodology led to stabilized rates, but CalPERS staff quickly came to
understand this policy would understate risk due to the slow progress to full funding. The impact from rolling
the smoothing and amortization periods would lead to unknown rate peaks and a lack of transparency.
With Governmental Accounting Standards Board’s issuance of a new accounting standard that required 1)
the reporting of actual pension liability, not just pension funding, and 2) favored closed periods without
smoothing, CalPERS approved a further change in their amortization and smoothing policy in April of 2013.
This new policy had employers paying for annual gains and losses over a fixed 30-year period, with the
increases or decreases in the direct rate spread over a 5-year period – the rates would then plateau for
twenty years, and then ramp back down over the final 5 years.
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This methodology was intended to improve the funded status in the long term and significantly reduce the
probability of employer contribution rates increasing by more than 5 percent of payroll in a single year. In
addition, CalPERS separated the pension costs for current year liabilities (called the normal cost) from the
actuarial assumption changes and prior year liabilities, (known as the UAL). This change was to provide
better rate stability, and payment option for cities.
However, with the severe devaluing of CalPERS investments during the recession, CalPERS actuarial staff
continued to state the IRR decrease was insufficient and asked for a further decrease to 7.25 percent. In
2015-16, the CalPERS Board agreed to lower the rate over a long-term plan that would allow very small
decreases only in positive investment years. In FY 2016/17, CalPERS staff convinced the Board that this
slowly decreasing IRR Rate plan was not enough to ensure CalPERS would remain sustainable.
Subsequently, the Board agreed to lower the rate applied to new fiscal year UAL bases to 7 percent over a
three-step phase-in (7.375 percent, 7.25 percent and 7.0 percent), with each step having a five-year phase
in period – meaning the total phase in period would take seven years. The Board understood that the
impact of the IRR change would be both financially substantial and detrimental to CalPERS agencies and
offered this incremental change plan so agencies would have time to adjust to the increases. The
downside to this phase-in policy is that the ramp-up period postpones payment and thereby incurs
negative amortization, resulting in increased cost over the long-term. CalPERS also conceded that the
IRR rate would need to continue to be decreased, down to 6.5 percent in the future. Meaning, that after
the 7 percent phase-in is complete, CalPERS plans to make small, incremental decreases only in
positive investment years to reduce financial impacts. In fiscal year 2022-23, the discount rate reduced to
6.8 percent. More information about CalPERS’ smoothing policies are available at:
https://www.calpers.ca.gov/docs/board-agendas/201802/financeadmin/item-7a-03_a.pdf
In 2017-18, CalPERS announced another actuarial modification. The Board agreed that going forward, the
annual Experience Study gains and losses would no longer be factored in over 30 years with a five-year
phase-in. Their new plan factored in all new future year gains and losses over 20-years, with a five-year
phase-in period. Together, these actions are expected to bring the pension plans up to a safe and
sustainable funding level within a shorter time frame. CalPERS updated their Experience Study in 2021
and is accessible at:
https://www.calpers.ca.gov/docs/forms-publications/calpers-experience-study-2021.pdf
Actuarial Assumptions
As part of CalPERS’ ongoing actuarial analysis, the various demographic assumptions are reassessed on
a rotating basis. A review was conducted in 2013 and again in 2016 that revealed mortality, retirement
age, and wage increase factors changed considerably, thereby impacting benefit costs. CalPERS standard
practice is to amortize the Assumption Changes over 20 years rather than the 30 years they had used for
investment impacts. As it stands now with the recent modification, all future year impacts will be amortized
over 20 years.
Even though the economic downturn and demographic updates have negatively impacted pension rates,
the “Miscellaneous 2% at 55 Risk Pool” suffered less because the plan design was based on actuarially
sound principles and experience data. Whereas the enhanced plans (2.5% @ 55, 2.7% @ 55 for
miscellaneous, 3% @ 50 or 55 for Public Safety) were based on short-term assumptions that used
estimated – not realized factors. The higher benefit plans ultimately proved to be fiscally unsustainable,
and as a result, will experience much larger PERS rate increases in the coming years. Over time, all
CalPERS defined contribution plans other than the new PEPRA plans will be phased out as “Classic”
employees leave the workforce.
With the new amortization and smoothing policies and ever-changing actuarial assumptions, Saratoga’s
pension costs will continue to increase in the upcoming years. However, because the City took proactive
measures to pay a large portion of the Unfunded Accrued Liability and has continued to pay more than the
annual required contribution UAL payment each year, the City’s susceptibility to rate volatility is
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significantly decreased, and the overall cost reduced. This fiscally responsible approach allows the City
to better plan for and endure economic impacts during inevitable future economic downturns and has
contributed toward the City’s efforts to operate under a financially sustainable strategy.
The actuarial valuation reports for all public agencies participating in CalPERS area available online at:
https://www.calpers.ca.gov/page/employers/actuarial-resources/public-agency-actuarial-valuation-reports
Note: Search “Saratoga City” in the name field and click the plus sign to the left of the Employer ID Number to open the list of
available reports. Reports are issued once per year in the August timeframe and lag approximately 12 full months from the asset
and liability measurement date. For example, the valuation report dated July 2022 uses a measurement date of June 30, 2021.
Pension costs and unfunded pension liabilities resulting from the June 30, 2021 valuation date impact City costs beginning July 1,
2023; 24 months following the measurement date.
Summary of Cost Containment Measures
•Effective with the 2011 MOUs, employees began paying the full 7 percent CalPERS employee
contribution from their wages.
•Effective May 12, 2012, Tier II was implemented for new employees .
•Effective January 1, 2013, all new CalPERS members were assigned to the PEPRA pension plan .
•Annual savings equals the total difference between what a Tier I pension factor would cost for employees
less the actual cost incurred for Tier II and PEPRA employee pension costs.
•The City makes additional payments to the Unfunded Accrued Liability (UAL) as funder permit.
DEFERRED COMPENSATION EMPLOYER MATCH
Under the MOUs effective July 1, 2023, the City provides employees with a $50 per month contribution to
an IRS Section 457 deferred compensation plan, plus an additional match contribution, up to $100 per
month, for a total employer contribution of $150 to their retirement savings plan, in addition to their pension.
For at-will employees (Directors and City Manager) the City provides a match contribution up to $250 per
month.
CAFETERIA PLAN AND MEDICAL BENEFITS
The City offers employees a Cafeteria Plan allowance to purchase or opt out of purchasing medical
insurance for themselves and their dependents. Saratoga contracts with the CalPERS medical insurance
pool as authorized in the Public Employees’ Medical and Hospital Care Act (PEMHCA), which offers a
variety of different HMO and PPO medical options. As a contract agency through PEMHCA, the City is
required to make a minimum contribution (referred to as the PEMHCA minimum) for active and retired
employees to purchase medical insurance through PEMHCA. More information about CalPERS medical
insurance plan options is available online at:
https://www.calpers.ca.gov/page/active-members/health-benefits/plans-and-rates
Although CalPERS has substantial negotiating powers, medical insurance premiums typically continue to
increase each year. In 2015, MOU negotiations resulted in a change to the medical insurance benefits
from employer paid coverage, to a base contribution of $800 for Single Employees, $1600 for Employee +
One plans, and $2,080 for Employee + Family plans, beginning calendar year 2016. Under the MOU, the
City’s base increases by 50 percent of the average medical premium increase each future year, and
employees pay the remainder of the insurance premium.
Section 22892 of the Public Employees’ Medical and Hospital Care Act (PEMHCA), establishes a minimum
monthly employer premium contribution assessed on participating agencies who do not provide retiree
health insurance but have City retirees that choose to continue their participation in CalPERS health plans.
The employer contribution is adjusted annually by the board to reflect changes in the medical care
component of the CPI-U. The minimum employer contribution is $1,812 for calendar year 2023. The City
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includes this amount in the operating budget as an ongoing retiree cost, which currently amounts to
approximately $38,000 per year for an estimated 20 to 22 participating retirees next fiscal year.
Effective
January 1st
Annualized Saratoga Cafeteria Plan Contributions
with Kaiser Permanente Premiums for Reference
Employee Only Employee + 1 Employee + 2/More
City Cap Kaiser City Cap Kaiser City Cap Kaiser
2016 $9,600 $8,958 $19,200 $17,915 $24,960 $23,290
2017 9,684 8,801 19,368 17,601 25,176 22,882
2018 9,792 9,358 19,584 18,717 25,464 24,332
2019 9,792 9,219 19,584 18,438 25,464 23,969
2020 10,044 9,222 20,076 18,444 26,112 23,977
2021 10,428 9,764 20,868 19,527 27,120 25,386
2022 10,644 10,285 21,288 20,569 27,672 26,740
2023 11,013 10,965 22,029 21,930 28,638 28,509
2024 11,625 12,257 23,262 24,514 30,246 31,868
Summary of Cost Containment Measures
Medical insurance is the second largest benefit cost. The City has implemented various cost containment
measures over the past decade to address the impacts of premium increases. Like many other service
costs, from 2023 to 2024, premium increases for the most popular plan, Kaiser, is 11.9 percent year -over-
year. Previous year increases were anywhere from 50 to 75 percent lower.
For 2025, the City's agreement with the largest employee group and the benefits plan provided to the
unrepresented employees caps the year-over-year increase in the employer's contribution to medical at
2.39 percent. Benefit costs beyond 2025 for the largest employee group are subject to future
negotiations.
OTHER WELLNESS BENEFITS
The City contracts for its dental insurance and with Principal for Life and Disability (AD&D) Insurance.
Dental insurance premiums and Life and AD&D premiums are paid 100 percent by the City. Employees
may elect to enhance their AD&D coverage through the group plan, at their own cost.
Currently, the City self-funds short-term disability coverage for 75 percent of wages after an employee’s
paid time-off is exhausted, up until long-term coverage activates at six months. Employees have the option
to enhance their long-term disability and life insurance plans, and to obtain vision care coverage through a
group plan, again at their own cost.
OVERALL EMPLOYEE COMPENSATION SUMMARY
In summary, personnel costs are comprised of salaries for full and part-time personnel, inclusive of holidays
and paid time off and benefits which includes health, life and disability insurances, and retirement
contributions. Annual wage increases and benefit adjustments are negotiated under each bargaining unit’s
Memorandum of Understanding (MOU).
https://www.saratoga.ca.us/178/Employee-Terms-of-Employment
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GLOSSARY
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Acronyms and Abbreviations
Following is a list of acronyms common to local government terminology:
AB Assembly Bill
ABAG Association of Bay Area Governments
ACFR Annual Comprehensive Financial Report
ADA American Disabilities Act
ARPA American Rescue Plan Act
ARS Automated Reporting System
BMP Below Market Price (Housing)
CalPERS California Public Employee’s Retirement System
CARES Act Coronavirus Aid, Relief and Economic Security Act
CDBG Community Development Block Grant
CEQA California Environmental Quality Act
CERT Community Emergency Response Team
CFD Community Facility District
CIP Capital Improvement Program
COP Certificates of Participation
CPI Consumer Price Index
CSMFO California Society of Municipal Finance Officers
CY Current Year
DART Disaster Aid Response Team
DOJ Department of Justice
EOC Emergency Operations Center
ERAF Educational Revenue Augmentation Fund
FEMA Federal Emergency Management Agency
FFE Furniture, Fixtures & Equipment (IS)
FTE Full-Time Equivalent (2080 annual work hours)
FY Fiscal Year
GAAP General Accepted Accounting Principals
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
GIS Geographical Information System
G.O.General Obligation (Bond)
HAZMAT Hazardous Materials
HHW Household Hazardous Waste
HUD Housing & Urban Development
HVAC Heating/Ventilation Air Conditioning
ISF Internal Service Fund
IT Information Technology
JPA Joint Powers Authority
LAIF Local Agency Investment Fund
LLD Landscape and Lighting District
LT Long-Term (as in Long-Term Notes Receivable)
MIS Management Information Systems
MOU Memorandum of Understanding
MVLF Motor Vehicle in Lieu Fee (See also VLF)
NPDES National Pollutant Discharge Elimination System
OCJP Office of Criminal Justice Planning
OEM Office of Emergency Manufacturer
OES Office of Emergency Services
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PC Personal Computer
PCI Pavement Condition Index
PERS Public Employees Retirement System
POA Police Officers Association
PW Public Works Department
PY Prior Year
RDA Redevelopment Agency
ROW Right-of-Way
SB Senate Bill
SCC Santa Clara County
SLESF Supplemental Law Enforcement Services Fund Grant
SLFRF State and Local Fiscal Recovery Funds
TDA Transportation Development Act
TEA Tax Equity Allocation
TFCA Transportation Fund for Clean Air
TOT Transient Occupancy Tax
VLF Motor Vehicles In Lieu Fee (see also MVLF)
VTA Valley Transportation Agency
WVCWP West Valley Clean Water Program
WVSD West Valley Sanitation District
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TERMS
Accounting System - The set of records and procedures that are used to record, classify, and report
information on the financial status and operations of the City.
Accrual Basis Accounting –An accounting method in which transactions are recognized at the time they
are incurred, regardless of the timing of related cash receipt and/or disbursement.
Ad Valorem Taxes - Latin for “in proportion to the value”. This classification refers to real and personal
property taxes levied on the basis of the property’s value. These rates are applied to the secured,
unsecured, supplemental, and other miscellaneous tax rolls. General Obligation (G.O.) Bond assessments
are also included in this classification.
Adoption – A formal determination by the City Council, which approves an action, such as the Budget
Adoption sets the spending limits for the fiscal year. Some adoptions, such as the City's budget, are
adopted by Council resolution.
Agency Fund – A fund used to account for assets held by the City in the capacity of Fiscal Agent for
individuals, organizations, or other governmental entities.
ARPA (American Rescue Plan Act) – Federal legislation enacted in 2021 to address the economic and
social impacts of the of 2020 Coronavirus (COVID-19) pandemic. The Act created the Coronavirus State
and Local Fiscal Recovery Funds (SLFRF) which provides state, local, and Tribal governments direct
allocations disbursed in two tranches: July 2021 and July 2022. Use of the funds is overseen by the United
Stated Department of Treasury and requires annual reporting to disclose their uses. Saratoga received
$7.2 million in funding and allocated the funds to the capital improvement program for needed regional
clean water infrastructure improvements in 2021-22.
Amortization - The gradual elimination of an asset or liability, such as a bond premium, over a specified
period of time.
Annual Budget - A budget applicable to a single fiscal year.
Annual Comprehensive Financial Report (ACFR) - The official financial report of the City. The ACFR
includes an audit opinion as well as basic financial statements and supporting schedules necessary to
demonstrate compliance with finance-related legal and contractual provisions.
Appropriation - An authorization made by the City Council, which permits officials to incur obligations
against and to make expenditures of government resources. Appropriations are typically granted for a one-
year period.
Assessed Valuation - A value established for real property for use as a basis in levying property taxes.
For all agencies in the State of California, the County for the secured and unsecured property tax rolls
establishes assessed value; the utility property tax roll is valued by the State Board of Equalization. Under
Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978), properties are
assessed at 100 percent of full value. Proposition 13 also modified the value o f real taxable property for
fiscal 1979 by rolling back values to fiscal 1976 levels. From this base of assessment, subsequent annual
increases in valuation are limited to a maximum of 2 percent. However, increases to full value are allowed
for property improvements or upon change of ownership. Personal property is excluded from these
limitations and is subject to annual reappraisal.
Assessment Fund –A fund used to account for special levies made against certain properties to defray
part or all of the costs of a specific improvement or service deemed to primarily benefit those parties.
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Glossary
Audit - Prepared by an independent Certified Public Accountant (CPA), the primary objective of an audit is
to determine if the City's Financial Statements present fairly the City's financial position and results of
operations in conformity with generally accepted accounting principles. In conjunction with their
performance of an audit, it is customary for an independent auditor to issue a Management Letter stating
the adequacy of the City's internal controls as well as recommending improvements to the City 's financial
management practices.
Balanced Budget – Refers to a budget funding plan in which total funding sources exceed total funding
uses. Total funding sources would include revenues, transfers in from other funds, use of fund balance,
and other sources such as grants, loans, or bond proceeds. Total funding uses would include expenditures,
transfers out to other funds, and retention of funds to fund balance.
Bi-Annual Budget – A budget plan that is applicable to two fiscal years.
Bonds - A bond is a written promise to pay a specified sum of money (called the face value or principle
amount) at a specified date or dates in the future (called the maturity date) together with period interest at
a specified rate. Bonds are typically used to finance capital facilities.
Budget - As the City's financial operating plan for the fiscal year, the budget displays the estimated
expenditures (costs) for providing services and the estimated sources of revenue (income) to pay for them.
Once the City Council adopts the budget, the total becomes the maximum spending limit. Saratoga’s
budget encompasses fiscal year (July 1 through June 30).
Budget Amendment - The Council has the sole responsibility for adopting the City budget, and may amend
or supplement the budget at any time after adoption. The City Manager has the authority to approve
administrative adjustments to the budget as outlined in the Financial and Administrative Policies set by
Council.
Budgetary Basis – This refers to the basis of accounting used to estimate financing sources and uses in
the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.
Budget Calendar - The schedule of key dates which the City follows in the preparation and adoption of the
budget.
Budget Document - The official financial spending and resource plan submitted by the City Manager and
adopted by the City Council explaining the approved budget to the public and City Council.
Budget Message - Included in the opening section of the budget, the Budget Message provides the Council
and the Public with a general summary of the most important aspects of the budget, comparative data from
previous fiscal years, goals and objectives, and the views and recommendations of the City Manager.
Budget Overview – A department or program section in which the operational focus in the upcoming year
is discussed. Significant fiscal data and impacts of budgetary changes are included in the discussion.
Budget Policies - General and specific guidelines adopted by the Council that govern the financial plan's
preparation and administration.
Building Permit - Fee required for new construction or for any alteration or addition to a residence or
commercial building. The fee is based on square footage and valuation. Electrical or plumbing/mechanical
work will require a similar permit.
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Glossary
Business License Tax – A tax imposed on those conducting business within the City limits. Business
License Tax is a non-regulatory tax implemented for the purpose of raising revenue to support General
Fund activities.
California Public Employee's Retirement System (CalPERS) – A State of California administered
pension plan provided to State and Local Government employees, with contributions paid by both the City
and the employees.
CARES Act –Coronavirus Aid, Relief and Economic Security Act A stimulus bill passed in response to the
economic fallout of the COVID-19 pandemic in the United States.
Capital Assets - Assets exceeding $10,000 and having a useful life of several years. Capital assets are
also called ‘Fixed Assets’ and include land, buildings, machinery, and equipment.
Capital Expenditures – Funds spent for the construction, improvement, or rehabilitation of City
infrastructure.
Capital Improvement Plan (CIP) - The workplan or collection of schedules for the major construction of
roads, sidewalks, City facilities and/or park improvements and for the purchase of equipment. The first
year of the capital budget appropriations are adopted along with the operating budget, and the overall 5-
year capital workplan.
Capital Projects - Expenditures that have a value of $25,000 or more which result in the acquisition of,
construction of, rehabilitation of or additions to, infrastructure and fixed assets with a useful life of at least
5 years at a fixed location.
Capital Projects Fund - In governmental accounting, a fund that accounts for financial resources to be
used for the acquisition or construction of capital facilities. The total cost of a capital project is accumulated
in a single expenditure account which accumulates until the project is completed, at which time the fund
ceases to exist.
Capital Reserve – A fund balance account used to segregate a portion of funds set aside for capital
program expenditures. These funds are subsequently used to fund future capital acquisitions or
infrastructure construction.
Carryforward/Carryover – Funds used during a financial year which are transferred to the budget for the
following year.
Cash Basis Accounting - A basis of accounting under which transactions are recognized only when cash
is received or disbursed.
City Code – The City’s listing of City Council approved ordinances currently in effect. The code defines
City policy with respect to areas such as planning and land use regulations, business regulations, etc.
Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise
budgeted.
Contingent Liabilities - Items which may become liabilities of the City but are undetermined at a given
date, such as pending lawsuits, unsettled disputed claims, unfilled purchase orders and uncompleted
contracts.
Contract Services - Services provided to the City from the private sector or other public agencies.
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Glossary
Debt Service - Payment of the principal and interest on an obligation resulting from the issuance of bonds,
notes, or Certificates of Participation (COPs).
Debt Service Fund - A fund established to account for the accumulation of resources for, and the payment
of, general long-term debt principal and interest.
Deficit - The excess of liabilities over assets.
Department - A major organizational unit of the City, which has been assigned overall management
responsibility for an operation, or a group of related operations within a functional area. In Saratoga ,
Department Heads are the chief administrators within a department.
Depreciation – The prorated expense of a fixed asset, less any salvage value, charged as an expenditure
over the estimated service life of the asset.
Encumbrances - Commitments against an approved budget for unperformed (executory) contracts for
goods or services. They cease to be encumbrances when the obligations are paid or otherwise terminated.
Enterprise Funds - Established to account for the financing of self-supporting activities of governmental
units, which render services on a user charge basis to the general public.
Equipment Replacement Fund – This fund is used to account for the replacement of existing fixed assets
as equipment, machinery or building improvements become unserviceable or obsolete.
Expenditure -The outflow of funds paid or to be paid for an asset obtained or goods and services obtained.
Note: An encumbrance is not expenditure; an encumbrance reserves funds to be expended. (See
encumbrances.)
Fiduciary Funds – Used to account for assets held by the City acting in a fiduciary capacity for other
entities and individuals. Such funds are operated to carry out the specific actions of trust agreements,
ordinances and other governing regulations. There are two categories of fiduciary funds: Trust and Agency.
Fiscal Year - A 12-month period to which the annual operating budget applies and at the end of which the
City determines its financial position and results of its operations. The City’s fiscal year runs from July 1 st
to June 30th.
Fixed Assets - Non-consumable assets of long-term nature such as land, buildings, machinery, furniture,
and other equipment. The City has defined such assets as those with an expected life in excess of one
year and value in excess of $10,000.
Franchise Fees - Imposed on utility companies for the privilege of doing business in the City. Fees are
usually based upon a percentage of gross revenue derived from business conducted in the City.
Full-time Equivalents (FTE) - The amount of time a position has been budgeted for in terms of the amount
of time a regular, full-time employee normally works in a year. Full-time employees are paid for 2,080 hours
in a year equating 1.0 FTE. Correspondingly, a part-time employee who worked 1,040 hours would equate
to 0.5 FTE.
Fund - An independent fiscal and accounting entity with a self -balancing set of accounts in which cities
record financial transactions relating to revenues, expenditures, assets and liabilities. Each fund type
typically has a unique funding source and purpose. Establishing funds enables the City to account for the
use of restricted revenue sources and carry on specific activities or pursue specific objectives.
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Glossary
Fund Accounting - System used by non-profit organizations, particularly governments. Since there is no
profit motive, accountability is measured instead of profitability. The main purpose is stewardship of financial
resources received and expended in compliance with legal requirements.
Fund Balance - Also known as the net financial position in a governmental fund, fund balance is the excess
of current assets over current liabilities and represents the cumulative effect of revenues and other financing
sources over expenditure and other financing uses.
Fund Equity – represents the net financial position in a non-governmental fund. See Fund Balance
definition above.
GAAP (Generally Accepted Accounting Principles) - Uniform minimum standards for financial
accounting and reporting. They govern the form and content of the basic financial statements of the City.
Gann Appropriation Limit – This is the common name of Proposition 4, approved by voters on November
6, 1979, which mandated an appropriation limit on the amount of tax revenues that government jurisdictions
may appropriate within a fiscal year. This bill was named after Paul Gann, who was a co-sponsor of the
famous Proposition 13 initiative enacted by the voters of California on June 6, 1978, which resulted in a
cap on property taxes in the state, and a prominent author and advocate of this subsequent spen ding
limitation bill.
Gas Fund Tax - The Gas Fund Tax is used to account for revenues and expenditures apportioned under
the Streets and Highways Code of the State of California. Expenditures may be made for any street related
purpose in the City’s system of streets.
General Fund - In governmental accounting, this is the primary fund used to account for assets and
liabilities of a non-profit entity, except for those items specifically assigned for other purposes in another
more specialized fund.
General Government – City Council, City Manager, City Clerk, City Attorney, Human Resources, Finance,
Community Development, Public Works, Recreation, and Public Safety.
General Liability Self Insurance Fund - The General Liability Self Insurance Fund is used to provide the
City with liability and property insurance. Coverage is provided through participation in a joint powers
agreement (PLAN JPA) that consists of 28 Bay Area Cities.
General Obligation Bond – A municipal bond backed by the credit and "taxing power" of the issuing
jurisdiction rather than the revenue from a given project. General obligation bonds are issued with the belief
that a municipality will be able to repay its debt obligation through taxation or revenue from projects. No
assets are used as collateral.
Government Finance Officers Association (GFOA) – GFOA is the professional association of
state/provincial and local finance officers in the United States and Canada, and has served the public
finance profession since 1906. Approximately 16,000 GFOA members are dedicated to the sound
management of government financial resources.
Governmental Funds – the fund used to account for all assets and liabilities of a government agency,
except those particularly assigned for other purposes in another more specialized fund. There are five
different types of governmental funds: the general fund (which is the primary operating fund), special
revenue funds, debt service funds, capital project funds, and permanent funds.
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Glossary
Grant - External contributions, and/or gifts of cash, or other assets typically from another governmental
entity to be used or expended for a specific purpose, activity, or facility. An example is Community
Development Block grant funding from the Federal Government.
Infrastructure – The basic facilities, services, and installations needed for the functioning of a community
or society, such as streets and roads, sidewalks, bridges, communications systems, water and power lines,
and public institutions including schools, police stations, libraries, and post offices.
Interest Income – The prudent investment of idle funds. The types of investments that can be made are
limited by the Government Code to protect the safety of taxpayers' money.
Intergovernmental Revenue – Revenue received from other governmental agencies and municipalities,
such as grants from the State or Federal government.
Internal Services Fund –The Internal Service Funds are used to finance and account for special activities
and services performed by a designated City department for other departments on a cost reimbursement
basis.
Inter-Fund Transfers – When the City moves money between its various funds, it makes an inter -fund
transfer, referred to as transfers-in and transfers-out. In aggregate, transfers in and out offset each other
for the fiscal year.
Landscape and Lighting Fund – The City forms landscape and lighting zone funds within the City, via
majority consent of the property owners, to manage the landscape, storm water, or lighting services for the
property owners
Levy – To impose taxes, special assessments or service charges for the support of governmental activities.
The total amount of taxes, special assessments or service charges imposed by Santa Clara County levying
property taxes.
Licenses and Permits – Revenues earned by the issuance of licenses or permits levied in accordance
with the benefits conferred by the license or permit.
Limited Obligation Bond - A bond sold by a municipality to finance projects which are secured by the
revenue generated by those projects.
Line-Item Budget – A detail level budget that lists individual expenditures (staff time, paid -time-off,
insurance, pension, office supplies, small tools, membership dues, water, electricity, janitorial services, etc.)
Modified Accrual Basis – An accounting method used by governmental agencies that is in part accrual
basis, and in part cash basis. Under modified accrual, revenues are recognized when they become both
measurable and available to finance expenditures of the current period. Expenditures are recognized when
the related fund liability is incurred – with exceptions for prepayments, accumulated employee leave and
long-term debt. Governmental Funds and Expendable Trust Funds are accounted for using the modified
accrual basis of accounting.
Motor Vehicle in Lieu Fee – A State fee charged for the privilege of operating a vehicle on public streets.
A VLF is levied annually against the market value of a motor vehicle and is imposed by the State “in lieu”
of local property taxes.
Net Operations – Term used to define the positive or negative residual between sources (revenues,
transfers-in) and uses (expenditures, transfers out, ) in an income statement type of schedule.
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Glossary
Non-Departmental – This program has the sole purpose of accounting for all expenditures that the City
cannot specifically designate to any operating department within the General Fund.
Net Revenue – The balance after the expenditures are subtracted from the revenue.
Objective - A statement of specific direction, purpose, or intent based on the needs of the community and
the goals established for a specific program or service level.
Ordinance - A formal legislative enactment by the City Council. It has the full force and effect of law within
City boundaries unless pre-empted by a higher form of law. An Ordinance has a higher legal standing than
a Resolution and is typically codified in a City's municipal code.
Operating Budget - The operating budget is the primary means by which most of the financing of
acquisition, spending and service delivery activities of a government are controlled. The use of annual
operating budgets is required by law.
Other Revenues - Revenues from sources other than those specifically identified that are too immaterial
in amount to justify the creation of new revenue account line items.
Performance Measure - Sets forth a performance objective and a goal for achieving the objective.
Personnel Benefits - Those benefits paid by the City as conditions of employment.
Personnel – In the context of this document, refers to City employees.
Present Value - The amount that a future sum of money is worth today, given a specified rate of return.
Proposition 218 - A statewide initiative passed by the voters of California on November 5, 1996 that
provides California voters with the right to vote on new taxes.
Program - As subdivisions of departments, programs are budgetary or organizational units of government
with limited sets of work responsibilities within their respective departments. Programs also serve to
increase budgetary accountability. Saratoga's budget is compiled on a program basis.
Property Tax - Imposed on real property (land and permanently attached improvements). The tax is based
upon the assessed value of such property. The tax rate may not exceed 1 percent of assessed value.
Proprietary Funds – Funds that focus on the determination of operating income, changes in net assets (or
cost recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
Reserve - An account used to indicate that a portion of fund equity is legally restricted for a specific purpose.
Resolution - A special order of the City Council which has a lower legal standing than an ordinance.
Resources - Total amounts available for appropriation including estimated revenues, inter -fund transfers,
and beginning fund balances.
Revenue - Sources of income, which the City receives during a fiscal year. Examples of revenue include
taxes, intergovernmental grants, service charges, fees, permits, rental and lease income, interest income,
and other financing sources such as the proceeds derived from the sale of fixed assets.
CITY OF SARATOGA, CALIFORNIA
2023-24 Adopted Budget
2023-08-11 FINAL 284
Glossary
Sales Tax – The consumer goods tax that includes a designated 1 percent that is returned to the local
agency by the State Board of Equalization on a monthly direct deposit basis.
Special Assessment Bonds - Bonds payable from the proceeds of special assessment.
Special Revenue Fund - In governmental accounting, fund used to account for the proceeds of special
revenue sources (other than special assessments, expandable trusts, or for major capital projects) that are
legally restricted to expenditure for a specified purpose.
Service Charge - Charges for specific services rendered.
Services and Supplies - Expenditures for services and supplies which are directly related to a
department's primary service activities.
SLFRF (State and Local Fiscal Recovery Funds) Provision of the American Rescue Plan Act (ARPA) to
provide funding to state, local, and Tribal governments with the resources needed to respond to the
pandemic and its economic effects. Saratoga received $7.2 million in funding and allocated the funds to the
capital improvement program for needed regional clean water infrastructure improvements in 2021 -22.
Summary Budget – A budget that provides a tabular listing of revenues by source and expenditures by
fund and by department within each fund for the budget year.
Supplies - An expenditure classification for articles and commodities purchased for consumption or resale.
Tax Equity Allocation (TEA) – State of California property tax law requires the auditor of each county with
qualifying cities to make property tax revenue allocations as defined in Section 98 of the Revenue and
Taxation Code. TEA typically refers to the minimum 7 percent allocation established by legislation in
Proposition 13 clean-up bills.
Taxes - Compulsory charges levied by the City, County and State for the purpose of financing services
performed for the common benefit.
Transient Occupancy Tax - Imposed on hotels, motels, inns or other lodging facilities. The rate in
Saratoga is 10 percent.
Transfers In/Out – Money transferred from one City fund to another. Differs from revenue and expense in
that it is a reallocation from one category to another, such as General Fund money that is transferred for
use in the Capital Improvement program is neither an expense of the General Fund, nor a revenue of a
Capital Project Fund.
VLF – See MVLF.
Working Capital – The difference between current assets and current liabilities in Enterprise Funds (versus
Net Operations in Governmental Funds). Measures the relatively liquid portion of total Enterprise Fund
capital.