HomeMy WebLinkAboutFY 2019-20 Adopted Operating & Capital BudgetCity of Saratoga, California
Fiscal Year 2019/20
Operating & Capital Budget
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SARATOGA CITY COUNCIL
Manny Cappello
Mayor
Rishi Kumar
Council Member
Howard Miller
Vice Mayor
Mary -Lynne Bernald
Council Member
Operating & Capital
Summary Budget
for
Fiscal Year July 1, 2019 to June 30, 2020
Yan Zhao
Council Member
Prepared under the direction of
JamesLindsay........................................................................................................................................... City Manager
Mary Furey................................................................................................Finance & Administrative Services Director
13777 Fruitvale Avenue, Saratoga, CA 95070
www.sarato ag ca.us
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
TABLE OF CONTENTS
INTRODUCTION
CityManager's Budget Message.......................................................................................................................................
11
FY2018/19 Accomplishments...........................................................................................................................................
13
FY2019/20 Initiatives........................................................................................................................................................
14
FinancialOverview.............................................................................................................................................................
15
CapitalBudget Highlights..................................................................................................................................................26
Government Finance Officers Association Budget Award.................................................................................................
28
History& Culture of Saratoga............................................................................................................................................29
CityCommissions & Committees......................................................................................................................................
34
StrategicGoals & Objectives..............................................................................................................................................37
BudgetProcess Overview...................................................................................................................................................42
BudgetCalendar.................................................................................................................................................................
44
FundDescriptions...............................................................................................................................................................46
BudgetaryFund Structure...................................................................................................................................................49
Departmentto Fund Relationship.......................................................................................................................................
50
Listof Funds.......................................................................................................................................................................
51
Listof Programs.................................................................................................................................................................
52
Fiscal Management Policy Statements..............................................................................................................................
55
Fund Balance Reserve Policies...........................................................................................................................................64
CIPProject Process Policy.................................................................................................................................................
75
Gann Appropriation Limit and Resolution.........................................................................................................................
80
AnnualBudget Resolution..................................................................................................................................................
83
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
FINANCIAL SUMMARIES
Total Revenues and Expenditures
TotalFund Activity Summary ............................................................................................................................................ 89
TotalRevenues — by Fund.................................................................................................................................................. 90
TotalExpenditures — by Fund............................................................................................................................................. 92
TotalRevenues — by Category ............................................................................................................................................ 94
TotalExpenditure — by Category ........................................................................................................................................ 95
General Fund Revenues and Expenditures
GeneralFund Revenues — by Department.......................................................................................................................... 96
General Fund Expenditures — by Department..................................................................................................................... 97
General Fund Revenues — by Category.............................................................................................................................. 98
GeneralFund Expenditures — by Category ......................................................................................................................... 99
General Fund Tax Revenues per Capita — Cities of Santa Clara County.........................................................................100
General Fund Tax Revenues — 10 Year History of Key Tax Revenues............................................................................101
General Fund — Fund Balance Activity............................................................................................................................102
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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Operating Transfers
Schedule of Interfund Transfers.......................................................................................................................................103
Fund Balances — by Fund
Fund Balance Activity Summary - by Fund..................................................................................................................... 104
Fund Balance Reserves - 5 Year Comparative Balances................................................................................................. 106
Departmental Budgets
Department Revenues — by Program................................................................................................................................ 108
Department Expenditures — by Program........................................................................................................................... 110
SUPPLEMENTAL INFORMATION
Employee Information
Summary of Employee Salary & Benefits........................................................................................................................114
Total Funded Positions by Department............................................................................................................................121
Staffing by Department — Five Year History ....................................................................................................................124
Staffing by Fund — Five Year History ..............................................................................................................................125
Major Revenue Information
GeneralFund Revenues....................................................................................................................................................127
Non -General Fund Revenues............................................................................................................................................133
CapitalRevenues..............................................................................................................................................................134
Long Range Financial Planning
General Fund Five Year Forecast.....................................................................................................................................137
DEPARTMENTAL BUDGETS
OVERVIEW
Department/ Program List.............................................................................................................................................. 145
OrganizationChart ........................................................................................................................................................... 148
COUNCIL & COMMISSIONS
Council & Commissions Overview.................................................................................................................................. 149
CityCouncil...................................................................................................................................................................... 153
CityCommissions............................................................................................................................................................. 155
CITY MANAGER'S DEPARTMENT
City Manager's Department Overview.............................................................................................................................159
CityManager's Office......................................................................................................................................................165
CityClerk.........................................................................................................................................................................171
PublicInformation Office.................................................................................................................................................175
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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ADMINISTRATIVE SERVICES DEPARTMENT
Administrative Services Department Overview...............................................................................................................179
Finance.............................................................................................................................................................................185
HumanResources.............................................................................................................................................................189
AdministrativeServices....................................................................................................................................................193
OfficeSupport Services...................................................................................................................................................197
Information Technology Services.....................................................................................................................................199
ITEquipment Replacement.............................................................................................................................................203
Risk Management/Liability Insurance..............................................................................................................................207
Workers Compensation Insurance.................................................................................................................................... 211
COMMUNITY DEVELOPMENT DEPARTMENT
Community Development Department Overview............................................................................................................ 215
DevelopmentServices...................................................................................................................................................... 221
AdvancedPlanning...........................................................................................................................................................225
CodeCompliance............................................................................................................................................................229
Building& Inspection Services........................................................................................................................................233
FacilityMaintenance....................................................................................................................................................... 237
Facility Furniture, Fixtures & Equipment (FFE) Replacement....................................................................................... 241
PUBLIC WORKS DEPARTMENT
Public Works Department Overview................................................................................................................................245
GeneralEngineering.........................................................................................................................................................251
DevelopmentEngineering................................................................................................................................................
255
EnvironmentalServices....................................................................................................................................................259
Streets& Storm Drains.....................................................................................................................................................263
Parks & Landscape Maintenance......................................................................................................................................
267
Vehicle & Equipment Maintenance..................................................................................................................................
271
Vehicle& Equipment Replacement.................................................................................................................................275
Landscape& Lighting Districts........................................................................................................................................279
COMMUNITY SERVICES DEPARTMENT
Community Services Department Overview....................................................................................................................
283
RecreationServices..........................................................................................................................................................289
FacilityRentals.................................................................................................................................................................293
CommunityEngagement..................................................................................................................................................
297
CityEvents.......................................................................................................................................................................
301
CommunityEvent Grants.................................................................................................................................................
305
CommunitySupport Services Grants..............................................................................................................................309
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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PUBLIC SAFETY DEPARTMENT
Public Safety Department Overview................................................................................................................................ 313
PublicSafety Services...................................................................................................................................................... 317
EmergencyPreparedness.................................................................................................................................................. 323
NON -DEPARTMENTAL
Non -Departmental Overview............................................................................................................................................ 327
GeneralAdministration.................................................................................................................................................... 331
LegalServices..................................................................................................................................................................335
EmergencyOperation.......................................................................................................................................................339
2001 General Obligation Bond Debt Service................................................................................................................... 341
2018 CFD Arrowhead Bond Debt Service....................................................................................................................... 345
West Valley Clean Water Program................................................................................................................................... 349
ArrowheadCFD Project Funding.....................................................................................................................................351
CAPITAL IMPROVEMENT PLAN
CapitalImprovement Plan Overview............................................................................................................................... 355
StreetsProjects.................................................................................................................................................................363
Parks& Trails Projects.....................................................................................................................................................423
Facility Improvements Projects........................................................................................................................................455
Administrative & Technology Improvements Projects....................................................................................................485
REFERENCE SECTION
CityStatistics....................................................................................................................................................................517
Listof Acronyms.............................................................................................................................................................. 529
Glossary............................................................................................................................................................................ 531
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
CITY HALL
13777 FRUITVALE AVENUE
SARATOGA, CALIFORNIA 95070
(408) 868-1200
June 17, 2019
Honorable Mayor and Council Members,
It is my privilege to present to you the Proposed Operating and Capital Budgets for Fiscal Year (FY) 2019/20. The
preparation of these documents is a significant effort from our dedicated City staff, and I thank them for a job well
done.
The priorities for this budget year include the completion of a new City park, supporting the Wildfire Public Safety
Task Force, completing the annexation of the Mountain Winery, updating the Hakone Foundation lease agreement,
addressing long-term infrastructure maintenance funding plans, and completing key milestones for major capital
improvement projects such as the Saratoga -to -Sea Trail and the Village to Hakone Walkway.
The City of Saratoga has long identified as a minimum services city, focusing on essential municipal services, such
as maintaining roads and providing park space. However, shifts in the community, including changing demographics
and an aging population, have resulted in changing service demands. In addition to basic services, there is an
increasing interest in safety net services and creating a more cohesive, well-informed community. As the economy
has improved, the City has been able to expand services in a scalable manner while remaining under pre -recession
staffing levels.
Efforts to address the growing community demands in the Proposed Operating Budget for FY 2019/20 include a
reorganization of staff -provided services to further enable the City to strategically respond to new service needs in a
manner that is both fiscally responsible and consistent with community expectations. These responses include an
increased level of wildfire and public safety support including increased communications, review and assessment of
plans, strengthened partnerships with emergency responders, and training programs; increased level of community
engagement including Youth in Government training programs, dances for individuals with disabilities, and the
growth of public art; and the timely delivery of capital improvement projects through in-house land development
services, and capital project support.
As part of the reorganization, the City's recreation program services are now contracted out to a long-time community
partner; Los Gatos -Saratoga Community Education and Recreation (LGS Recreation). LGS Recreation was formed
in 1955 through a joint power agreement between local school districts and has provided recreation services to Los
Gatos, Monte Sereno, and Saratoga since 1955. In prior years, Saratoga's recreation classes were often joint offerings
or competing with LGS Recreation's offerings, and Saratoga residents could choose to take classes from either
provider.
When the City needed to quickly increase supervisory support within the Recreation department last year, the City
formalized its partnership with LGS Recreation through a services agreement. LGS Recreation was also able to
backfill several of the City's Recreation positions when they became vacant. The City's trial run with LGS Recreation
to both staff and manage Saratoga's recreation services last year provided the opportunity to assess if this type of
service model would continue to provide the community with a quality recreation program. With its success, the shift
to contract out services was fully incorporated into the City's budget and staff structure for FY 2019/20.
This allowed the City to shift staff resources to further respond to the service demands of the City Council and
community through the reallocation of vacant position and existing personnel. Changes included creation of a new
Community Engagement Coordinator, Land Development Engineer position in Community Development, analyst
positions in both Public Works and Finance and Administrative Services, and an Assistant City Manager position.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
This organizational shift has allowed the City to focus more on engaging the diverse Saratoga community and timely
implementation of capital projects without losing sight of core services and functions.
One of the City's core functions is the delivery of quality services to the community which requires a highly competent
workforce. As a result, it is no surprise that employee salaries and benefits continue to be the largest expense in the
operating budget. In the FY 2019/20 budget, salaries, and benefits account for almost 38.6% of the General Fund's
budgeted expenditures. Additionally, law enforcement services through contract with the Sheriff's Office amount to
26.5% of the General Fund budgeted expenditures.
Silicon Valley's thriving housing market and booming economy have resulted in high costs of living and competitive
wages in the region. The Council's efforts to retain employees through a variety of means, including competitive
wages have been successful. However, as living costs and wages increase, the City's costs associated with personnel
also increase.
Total General Fund budgeted operating expenditures increased by 3% from the prior year budget. The City saw a
7.2% increase from the prior year for Sheriff service costs in FY 2019/20. This area of growth is an additional long-
term concern but providing quality services and ensuring the safety of the community is among the City's top service
priorities. While salaries have increased in the FY 2019/20 budget, the decrease in Consultant and Contract Services
and Fees and Charges helped to offset overall budget impacts.
The City is also responsible for maintaining and building public infrastructure such as parks, streets, and storm drains
at levels that both meet the community's expectations and are fiscally prudent. In FY 2019/20, $2.62 million will be
moved into the Capital Improvement Program, which is among the City's largest transfers to support public
infrastructure. Much of the FY 2019/20 Capital Improvement Program funds development of new City infrastructure,
such as a newly completed park and additional trails to be completed next fiscal year. The addition of these community
resources does result in ongoing operational and maintenance costs that will need to be addressed in future years.
Balancing the growing services needs of the community and the increasing costs to maintain aging public
infrastructure has been manageable in recent years given the continued growth in property tax revenue. Property tax
is the City's most significant form of revenue making up 60% of total General Fund revenues. While property taxes
have grown extraordinarily fast, the Tax Equity Allocation (TEA) as well as additional Educational Revenue
Augmentation Fund (ERAF) allocations have contributed to this phenomenal revenue growth. The fourth of five TEA
true -ups to correct Saratoga's property tax allocation (approximately $220,000) and ERAF revenues ($532,000)
accounted for 62.5% of the $1.2 million growth in property tax revenue in FY 2018/19.
With FY 2019/20 the last year of the TEA allocation boost, future budget years will reflect much slower revenue
growth, coming only from increases in assessed valuation. Recognizing the large increases in revenue growth have
ended is as critical to the long-term fiscal health of the City as containing operating expenditure growth. As we move
into the new normal of slower property tax revenue growth, additional sources of revenue must be considered in the
future for the City to adjust to the changing needs in the community, retain a highly competent workforce, and maintain
aging public infrastructure.
Long term revenue measures are challenging and should be approached cautiously to ensure community support. The
Saratoga community values minimal land development, which is a major source of property tax growth in other
communities. As the City works to honor the community's values, it is also facing continued challenges from the State
of California, which has enacted legislation and regulations that limit the ability of cities to retain a low -density
residential character. In the coming year I look forward to working with the Council and the community on the long-
term revenue outlook while ensuring the community values are upheld.
Sincerely,
CL46�
J es Lindsay
ity Manager
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
Accomplishments FY 2018/19
A look back at notable achievements
Youth in Government
During the summer of 2018, 10 high school students who live in Saratoga
participated in the two -week Youth in Government program to learn about the
City, careers in local government, and how to get involved in their community.
The program included a mix of classroom style instruction, panel discussion,
and hands-on teaming. Students met their elected officials, representatives of
different government agencies, and local service providers, such as the County
Fire Department. The students also did in-depth policy analysis on several issues
that affect local governments and participated in mock City Council meetings to
gain perspective on the roles and obligations of elected officials, the public, and
City staff.
Safe Storage
The City Council adopted regulations for the safe storage
of firearms in fall 2018. The new law requires firearms to
be stored in a locked container or disabled with a safety
device when firearms are not in the owner's immediate
possession while in a Saratoga residence. The goal of the
law is to prevent firearm thefts and accidental injuries or
deaths that may result from improperly stored firearms.
Online Permitting
The City started accepting online application and
payment for tree removal permits, noise exception
pennits, and certain building permits. Building permits
that can now be issued online include chimney repairs,
electric vehicle charger installations, fireplace inserts,
furnace replacements, service panel upgrades, water
heater replacements, water lines, and water repipes.
Tobacco Regulations
In fall 2018, the City Council adopted new legislation to further prevent youth access to tobacco by prohibiting sale of
flavored tobacco (not including menthol), prohibiting pharmacies from selling tobacco, and increasing penalties for retailers
that violate requirements. As a result of this change and others adopted by the Council, the American Lung Association
awarded the City an A grade in its 2019 State of Tobacco Control report.
2020 by 2020 Tree Planting Challenge
In 2016, the City challenged residents to plant 2,020 trees
by the year 2020 after Saratoga lost a significant number
of trees due to the drought. Our City Forest and the City
collaborated to offer residents discounted trees. In March
2019, the City exceeded its goal by planting more than
2,100 trees in just 3 years.
Hakone Koi Pond Sustainability Project
The City celebrated the completion of improvements to
the koi pond at Hakone Gardens in November 2018. The
project included installation of a new pump house and
filtration system that have improved the quality of the
water and health of the koi. The County contributed a
matching grant of $100,000 towards the project.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
Initiatives FY 2019/20
A look forward at future priorities
New City Park
Construction of a new city park at the corner of Quito Road and Pollard Road,
commonly known as No Name Park, is expected to be complete during the 2019/20
Fiscal Year. The property is an excess right-of-way acquired by the City in 1979.
The new park, which is just over a half acre in size, will include native landscaping,
seating, new pathways, a bicycle rack, and a drinking fountain/bottle filling station.
Park plans were reviewed and approved by the City Council in spring 2019. The
Parks and Recreation Commission will submit a recommended park name to the
Council by early summer 2019.
Los Gatos -Saratoga Recreation Partnership
In April 2019, the City Council approved a two-year agreement with Los Gatos -Saratoga (LGS) Recreation to
provide recreation services on behalf of the City of Saratoga starting July 1, 2019. The transition of recreation
services comes with the retirement of the Recreation and Facilities Director and LGS Recreation successfully filling
vacant staff positions within the department. The partnership allows the City to maximize its resources to better meet
the needs of residents without a loss of services to the community.
Wildfire Public Safety Task Force
The City Council created a new Wildfire Public Safety Task Force in February 2019 to serve in an advisory capacity on
matters related to wildfire and emergency preparedness for a limited term ending in November 2020. The Task Force was
also specifically charged with providing recommended improvements and additions to the Community Wildfire Protection
Plan, identifying strategies to strengthen wildfire hazard mitigation and emergency preparedness, and serving as community
ambassadors on wildfire and emergency preparedness. The 6-member Task Force held its first meeting in May 2019 and
the majority of its work will take place during the 2019/20 Fiscal Year. The new Wildfire Task Force comes following a
recommendation of the original Public Safety Task Force, which ended November 30, 2018.
Saratoga -to -the -Sea Trail
Funding for the design and construction of the Saratoga -to -
the -Sea Trail has been included in the FY 2019/20 Capital
Budget. When complete, hikers will be able to travel from
Saratoga, starting in Quarry Park, through the Santa Cruz
Mountains to the ocean.
Roadway Safety & Traffic Calming
The City Council allocated an additional $25,000 annually
towards road safety and traffic mitigation projects as part
of the 2019/20 Capital Budget. The funds will be used for
a variety of safety projects, like enhanced crosswalks and
traffic calming devices.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
FINANCIAL OVERVIEW
GENERAL FUND NET OPERATIONS
FY 2019/20 General Fund budgeted funding sources exceeds budgeted funding uses by $305,821 after funding
planned operational functions and services with
dedicated taxes, program fees, service charges,
permits, and other `general' revenues sources. As
is standard practice, revenues are budgeted
conservatively to provide a hedge against
shortfalls and sudden economic declines, while
expenditures are budgeted at full anticipated cost
for planned services. The $305,821 year-end
amount, known as Net Operations, is the end -
result of these conservative budget practices.
Conservative budgeting practices typically result
in a much higher Net Operation than what is
budgeted. After the fiscal year closes, the Net
GENERAL FUND NEI' OPERATIONS
Revenues $
23,051,519
Use of Fund Balance
Carryforward Reserve
47,647
Environmental Reserve
50,000
Capital Project Reserve
2,620,000
Total Fundin Sources $
25,769,166
Expenditures
22,843,345
Fund Balance Transfer Out
Capital Project Reserve - to CIP Funds
2,620,000
Total Fundin Uses $
25,463,345
NEI' OPERATIONS $
305,821
Operation amount is then allocated to reserves per
the General Fund Reserve Policy's direction.
Subsequently, the amount allocated to the Capital
Project Reserve Fund is transferred to various capital projects as Council determines at the following year's Council
Retreat. The adjacent schedule reflects this practice, which includes the prior year's Capital Project Reserve shown as
the source of funds that will be transferred from the General Fund to projects in the CIP Funds.
Notable Operational Funding Increases
In the FY 2019/20 Operating Budget, there are many new or additional operational activities that support Council's
objective to enhance the quality of life in Saratoga through: public safety enhancements; fostering of community
engagement; responsiveness to citizen's needs; and promotion of government efficiency. Changes that impact
budgeted resources include:
• With the conclusion of the Public Safety Task Force advisory efforts in 2018 the Council formed a new advisory
board, the Wildfire Public Safety Task Force to develop recommendations for fire prevention/preparedness and
emergency preparedness efforts. This board will be active through November 2020. Staff will assist the effort
with preparations of videos, brochures, and safety tip reminder mailings as requested. The goal is to effectively
increase community awareness in the Wildfire safety and preparedness arena.
• The City's Emergency Operations Plan (EOP) was completed in 2019. Efforts will now focus on the development
of related EOP Annex Plans. $25,000 was included in the Emergency Preparedness budget to begin working with
a consultant on the development of the first annex, with additional plans to be completed in upcoming years.
• The City's Community Grant and Community Support Services Grant programs provides funding to various
community groups to assist with an assortment of community -wide events, such as the Classic Car Show, Blossom fu Festival, Fourth of July, Hakone Matsuri, Shushan County Fair, and others. The Council also provides nding
to Community Service groups that provide support services to the community. The Council continues to support
these grant programs, and enhances them a bit more each year to build community and support those in need.
• To this end, the FY 2019/20 budget includes a new Community Engagement Program that provides staffing and
resources to further enhance and grow community involvement. Expenditures include funding for various
engagement efforts, including dances for individuals with disabilities, and Youth in Government programs to
involve youth in their local government.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
To facilitate a high level of quality service to the community, a Land Development Engineer position will be
added to the CDD department. By consolidating work flow within the same department, project turnaround time,
coordination and prioritization will improve.
The economic boom in Silicon Valley has resulted in a more competitive employee recruitment and retention
marketplace. Efforts to ensure employees are compensated equitably and in line with both their job duties and
the market will be assessed through a planned Citywide classification and compensation study in FY 2019/20.
The City is now serving as the fiscal agent for both the West Valley Clean Water Program Authority (WVCWP)
and the Arrowhead CFD Project. The funds the City holds on their behalf are non -city funds that are dispensed
at the responsible entity's direction, but as fiscal agents, the revenues and expenditures are reflected in the City's
budget and financial statement documents. The WVCWP budgeted funds are approximately $1 million each
year, while the initial $4 million of Arrowhead CFD Project funds received in FY 2018/19 is expected to be spent
down to approximately $400,000 for FY 2019/20 budgeted expenditures.
Additional expenses in next year's budget reflect ongoing increases in staffing costs, services, fees, licenses and
support, materials, equipment, and the uptick in activity and services that has grown with the economy.
For a high-level summary perspective, the following graph depicts an economic -based historical view of General Fund
Revenues versus General Fund Expenditures — net of Capital Project transfers, to show the results of the City's
operational sustainability since FY 2007/08, the first year of the TEA partial funding restoration.
Note —The FY 2014115 expenditure spike reflects a one-time $3.3 million Unfunded Accrued Liability (UAL) payment that was funded from both
current year operational funds and reserves.
From FY 2007/08, the economy dropped into the beginning of the recession. As the graph shows, operational
expenditures were very close to revenues over the three -plus years of the financial downturn, yet the City successfully
managed to fund its way through the recession using operational revenue. FY 2011/12 shows the initial economic
turn -around with increases in property tax and development revenues bringing the City out from the slump. This
economic climb has continued through to the proposed budget year of FY 2019/20, both with increasing revenues and
increasing expenditures.
The FY 2014/15 expenditure spike is an anomaly caused by a $3.3 million -dollar payment to Ca1PERS to pay down
almost 43% (at that time) of the City's Unfunded Accrued Liability (UAL). To make this payment, $2.4 million of
Fund Balance Reserve was utilized, meaning true operational expenditures were $17.4 million rather than almost
$19.9 million. If the graph was adjusted for this anomaly, the trend line would appear as an almost straight line up to
next fiscal year's estimated expenditures. The narrowing of the gap shown in the FY 2019/20 Proposed Budget's
revenue and expenditure budget markers succinctly illustrates the City's practice of conservative budgeting.
REVENUES
The chart on the right shows the City's total revenue by fund type to illustrate the magnitude of General Fund revenues
in comparison to other fund types. General Fund Revenues are "general" in nature and provide funding for a majority
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
of the City's functions and services over a broad spectrum of activities. Because of the General Fund's importance in
City operations, budget discussions primarily focus on the General Fund, as does this financial overview.
Other fund types, by concept, are limited to specific purposes.
For example, Special Revenue Funds, set up for the City's
discrete Landscape and Lighting Zones, receive property
assessment revenues that must be used for lighting and/or
landscape maintenance services within the specific district's
boundaries. Internal Service Funds are set up to receive
charge -back fees from the City's operational units to provide
centralized funding for a specified type of service (such as IT
support), or to replace assets (such as maintenance
equipment), used in functional activities. The General
Obligation Bond Debt Service Fund receives property tax
assessment revenue to pay the 2001 Library Bond's and the
2018 Arrowhead CFD Bond's debt service obligations. The
Trust & Agency Funds, consisting of the West Valley Clean
Water Program Fund and the Arrowhead Project Fund
represent another entity's assets (money) and the expenditures made from these funds per the other entity's direction
and authority. The City's role is to act as a bank to safeguard their funds, not to oversee the entity's management.
Capital Improvement Program (CIP) Funds are comprised of projects with stated scopes of work that generally
improve infrastructure, but also fund intangible assets such as software improvements or policy documents such as
the General Plan Update. Dedicated revenues such as Gas Tax, Road Impact Fees, and grants, as well as General
Fund Capital Reserve transfers provide funding for capital improvement project work.
General Fund - In the General Fund, Property Tax revenues make up Saratoga's largest revenue source, followed by
2) Franchise Fees, 3) Charge for Services, 4) Fees, Licenses & Permits, and 5) Sales Tax. These top five revenue
sources comprise 90% of General Fund Revenue. Other revenue categories, such as rental income, transient
occupancy tax, and construction tax, are also important, but fluctuations in these revenues do not individually impact
the City's fiscal sustainability. With property taxes alone making up 60% of the General Fund Revenues, a clear
understanding of this revenue source is paramount.
Saratoga's Property Tax - Saratoga is a bedroom community with just over 30,000 residents. Residents enjoy their
quiet neighborhoods nestled against the Santa Cruz Mountain foothills, and their nearby commute to Silicon Valley
companies where many are employed. The City is well known for its safety, thousands of beautiful and affluent high -
end homes, quiet residential neighborhoods, richly landscaped roadways, finely manicured parks, and numerous
hiking trails that lead to spectacular overlook vistas. Housing prices are at a premium due to its highly ranked school
system, and the diversity of cultures makes Saratoga an interesting, lively, and welcoming community for all ages.
The quaint, historic downtown Village provides fine -dining establishments and wine -tasting shops, and is the gateway
to the historic Hakone Japanese Garden, the Montalvo Arts Center, the Mountain Winery entertainment venue, and
numerous open space trails within the Santa Cruz Mountains. The abundance of activities and positive characteristics
combine to make Saratoga a highly desirable place to live, and is reflected in Saratoga's housing prices, and
subsequently, its Property Taxes.
Santa Clara County oversees the property tax collection and distribution process on behalf of the State of California.
The County distributes the property taxes paid by Saratoga property owners to multiple agencies and funds. Due to
special legislation passed 30+ years ago, Saratoga and three other small Santa Clara County cities (Los Altos Hills,
Cupertino, and Monte Sereno) only received a portion of the minimum 7% tax allocation prescribed by State law.
When Proposition 13 was passed in 1978, the legislation held cities to the tax rates that were in place in the prior year.
Saratoga, along with the cities of Cupertino, Los Altos Hills, and Monte Sereno, were among the cities in Santa Clara
County that had no or very low property taxes. To mitigate this, legislation was passed in 1979 to bring no/low tax
cities up to the minimum property tax rate of 7%. However, the legislation provided an exception that allowed
Counties to retain the increase in property tax allocations if they choose to forego Trial Court funding. Because Santa
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
Clara County would receive more funding by retaining Property Tax from the four no/low tax cities, than from Trial
Court funding, they chose to retain the property tax, thereby limiting the amount of property taxes these four cities
were to receive to 55% of the 7%.
Throughout the years, the four cities launched collaborative
lobbying efforts to introduce and pass legislation that would
treat Saratoga, Cupertino, Los Altos Hills, and Monte Sereno
like all the other no/low tax cities, and receive the minimum
7% allocation of the property tax collected in the respective
cities. Efforts were in part successful in late 2006 as the full
7% was restored, however the amount restored was
burdened with the County's ERAF rate of 40+% rather than
the cities' much smaller ERAF rate of between
approximately 9 and 17%. The County ERAF rate was still
a significant impact to revenue, so the four cities continued
to press for the full reinstatement of the 7% TEA funding.
Fortunately, strong property tax revenue growth after the
recession brought a financial momentum that helped
convince State legislators they could afford to reinstate the
four cities' share of property tax revenue. Legislation was passed as part of the FY 2015/16 budget trailer bill to
restore the funding back to the cities at an incremental 20% per year over the next five-year period. When enacted,
the restoration was valued at an additional $660,000 of property tax revenue to the City each year when fully restored.
This amount grows each year with the increase in assessment values.
Property Tax Revenue Trends — Since the recession, property taxes have grown extraordinarily fast; between 6.2%
and 9.6% each year. TEA reinstatement funds as well as additional ERAF allocations have contributed to this
phenomenal revenue growth. In total, FY 2017/18 Property Tax revenue grew by $960,000,000 from the prior year,
due to the third 20% TEA allocation of approximately $170,000, and the one-time ERAF payment of $313,000. In
FY 2018/19, property tax revenue growth of $1.2 million is expected due continued property value growth, the fourth
20% TEA allocation, and ERAF revenues increasing to $532,000. While strong market demand is still in play, a drop
in Property Transfer or Construction Tax revenue will change this economic tide. As of the end of FY 2018/19,
indications show a slowing market but not a decline. With this, conservative forecast practices prompt us to budget
Transfer Tax and Supplemental Tax lower than current year receipts, and to limit Secured Property Tax Revenue
growth to 3%, (plus the addition of the last 20% ERAF allocation this year). Further, because ERAF property tax
funding is unreliable, this revenue stream is not included in budgeted Property Tax Revenue even though the
expectation is that the City will receive ERAF funding next year. As a result, total FY 2019/20 Property Tax Revenues
reflects a slight decrease overall from the prior fiscal year's estimated revenues.
Development Revenues- With this ongoing property value growth, many homeowners have undertaken remodeling
projects to upgrade their property. This connection is directly linked to the heightened level of activity in development
applications, plan checks, and building permits. Budget expectations are cautious however, as the high level of
development activity dropped in FY 2016/17, then increased again in FY 2017/18, then dropped again in FY 2018/19.
This volatility suggests that development revenues are near capacity and growth will be limited, if at all. As a result,
most development revenue is budgeted conservatively, with the exception of Engineering's Encroachment Fees that
grew as a result of a revised fee schedule. In general, FY 2019/20 revenue projections are being held to lower levels
to reflect more of an average level of activity.
Charge for Services Revenues — The City's Recreation program has struggled in recent years due to both external and
internal limitations that finally drove the City to consider adopting a better service model. In FY 2018/19, the City
entered into a test run with Los Gatos Saratoga (LGS) Recreation, where LGS took on the oversight of the City's
recreation programs. With a favorable result, the City moved forward with turning the entire Recreation Services
program over to LGS to run recreation classes under their own entity, effective July 1, 2019. With this change, all
Recreation Services revenues (classes and excursions) will go to LGS Recreation. The City will continue to support
the services through use of the City's facilities (the Community Center and various parks), utilities, and facility
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
maintenance services. This service delivery change will severely impact the City's `Charge for Services' revenue
stream but will be offset by reductions in expenditures for staff salaries and class instructors.
The following schedule provides a high-level categorical summary of General Fund Revenues and Transfers In.
Budgeted FY 2019/20 revenues are displayed in the far -right darker brown column. FY 2018/19 Adjusted Budget
and Estimated Revenues are the two lighter brown columns to the immediate left. Actual revenues for the three prior
fiscal years are the unshaded first, second, and third columns of numbers.
GENERAL FUND REVENUES & TRANSFERS IN
FY 2015/16
FY 2016/17
FY 2017/18
2018/19
2018/19
2019/20
Revenue Category
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Property Tax
$11,301,176
$12,003,942
$12,963,531
$13,189,900
$14,166,177
$14,009,000
Sales Tax
1,189,398
1,185,035
1,124,647
1,050,000
1,207,471
1,100,000
Transient Occupancy Tax
319,109
343,618
389,037
350,000
347,605
350,000
Business & Other Taxes
578,652
513,431
571,326
580,000
548,815
515,000
Franchise Fee Tax
2,235,514
2,356,539
2,338,794
2,462,000
2,482,074
2,382,000
Intergovernmental
547,075
584,480
557,026
487,500
533,058
515,000
Fees, Licenses & Permits
1,544,844
1,500,843
2,217,363
1,724,150
1,936,019
1,841,850
Charge for Services
2,079,939
1,666,164
1,671,955
1,531,698
1,416,278
1,184,442
Interest
79,341
102,787
270,929
254,500
639,154
510,000
Rental Income
527,596
494,176
445,161
410,606
432,595
399,250
Other Sources
379,952
361,396
420,339
256,222
406,703
244,977
Total Revenues
$ 20,782,596
$ 21,112,412
$ 22,970,107
$ 22,2969576
$ 249115,948
$ 23,051,519
Fund Transfers In
267,918
55,384
442,198
-
158,391
-
Total Revenues & Transfers
$ 219050,514
$ 21,167,796
$ 23,412,305
$ 2292969576
$ 24,274,339
$ 23,0519519
Use of Fund Balance Reserves:
Carryforward Reserve
176,560
-
7,246
5,264
5,264
47,647
Development Reserve
60,000
-
-
-
-
-
Environmental Reserve
50,000
50,000
50,000
50,000
50,000
50,000
CIP Reserve
1,777,896
1,410,648
1,872,909
1,765,000
1,840,866
2,620,000
Hillside Reserve
-
210,000
(210,000)
-
-
-
Fiscal Stability (Repayment)
(250,000)
(250,000)
-
-
-
-
Total Operating Sources
$ 22,864,970
$ 22,588,444
$ 25,132,460
$ 24,116,840
$ 26,1709468
$ 25,769,166
In comparing the next fiscal year's budget to the prior year's budget, it is useful to understand the following year's
budget is strongly guided by the current year's economic trends and year-end projections at the time of preparation,
unless unusual activity is known to have affected the amounts.
Notable revenue changes as shown on the above spreadsheet include:
• Property Tax revenues increased significantly in recent years due to the increase in TEA funding, a strong
housing market, and ERAF funds, as explained previously. Next year's budgeted amount reflects a more
conservative growth increase of 3% on secured property tax and VLF in -lieu property tax, plus the additional
20% of remaining TEA funding, but does not include ERAF funding as per budget practice. Supplemental
and Transfer Tax is budgeted lower than current year receipts due to an expectation that home sales will slow,
while the remaining taxes are budgeted at current year levels. Altogether, this provides a conservative budget
estimate that is slightly lower than the current year's receipts.
• Sales Tax revenues declined slightly in FY 2017/18 due to several business closures and a receipt timing
change. FY 2018/19 revenue shows an increase again due to the ongoing strong economy, and the favorable
Wayfair decision that will bring Saratoga more out-of-state retailers Sales Tax. FY 2019/20 receipts are
expected to remain near this higher amount but budgeted conservatively to be cautious.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
• Transient Occupancy Tax (TOT) appears to have leveled off at a lower amount in FY 2018/19. Due to the
quick volatility of this revenue stream, FY 2019/20 budgeted revenue is steady from the prior year.
• Business & Other Taxes also reflect a decrease from the prior year. Business License revenue took a mild
fall, along with the Contractor's supplemental business license tax that is based on permit valuation. While
construction costs are at an all-time high, a decrease in permit valuations and additional square footage
permits has impacted both the Supplemental Business License Tax and the Construction Tax. Speculation
suggests the high cost of construction and a shortage of available contractors has tempered remodel additions,
but it could also be a sign of a softening economy.
• Fees Licenses, and Permits reflects a budgeted amount that reflects the increase in the Encroachment Permit
fee structure, but a lower amount as development projects and utility work is expected to remain slow in the
next fiscal year.
• The decrease in Charge for Services revenue is primarily a result of the transition from in-house Recreation
Services to services provided by the Los Gatos Saratoga Recreation District. The District now receives class
revenue in turn for providing recreation services. Budgeted fees also reflect conservative development
projections in line with recent trends as Service revenue is volatile and reactive to economic hesitations.
• Interest is budgeted higher to reflect a higher interest rate, however not as high as the prior year due to the
expectation of decreasing interest rates through 2020.
The remainder of budgeted revenues reflect status quo or modest increases. As the economy continues to be steady,
budgeted revenues reflect a modest growth from the prior year's budget but are significantly lower than the prior
year's estimates due to conservative budgeting practices.
EXPENDITURES
The City's General Fund expenditure schedule on the following page provides a high-level categorical summary. The
FY 2019/20 budget is in the darker brown far right column, the FY 2018/19 Adjusted Budget and Actual Expenditures
are the two lighter brown columns to the immediate left, and actual expenditures for the three prior fiscal years are in
the first three unshaded columns of numbers.
In the FY 2019/20 budget, salaries and benefits account for 38.6% of budgeted expenditures. The Sheriff's contract
follows with 26.5% of the budget. Internal Service Fund charges account for 11.7% and represents the City's
reimbursement for support services and fixed asset and infrastructure replacement costs. This ranges from insurance
payments to Vehicle & Equipment replacement allocations, to Facility Maintenance charges. These expenditures are
reflected as revenues in the Internal Service Funds. Consultant and Contract Services comprise 12.2%, and represent
the compilation of many separate contract services, from attorney services to traffic engineering, to janitorial services.
For comparison purposes, it is useful to understand the budget as originally proposed, is based on the estimated prior
year's actuals and projected growth or decline for the next fiscal year. The prior year's adjusted budget (adopted
budget plus Council approved changes) provides the expenditure plan — and in total, represents the spending authority.
In certain areas, such as Salary & Benefits, the comparison against the prior budget year provides a more useful
assessment, as actual expenditures can differ significantly if vacancies occur during the year. Additionally, contingent
salary and benefit funding is included in the budget for termination or vacation pay -out amounts, which may or may
not be utilized. This built-in contingency results in higher budgeted salary and benefits than year-end actuals. The
unused funding contributes to year-end net operations.
Overall, General Fund budgeted expenditures reflect a 3.1% increase from the prior year's budget. While labor and
sheriff service costs are, as always, the cost drivers in the budget, a decrease in Consultant and Contract Services, and
Fees and Charges help to offset the rise in part. Overall the FY 2019/20 budget increased by $680,000, with the Salary
& Benefits increase of $462,000 reflecting salary survey adjustments, a higher than normal cost of living adjustment
(COLA), step increases, promotions, and position changes as a result of the City's reorganization. Sheriff Services
increased by $376,000. Salary and operational increases are explained in more detail in the following sections.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
GENERAL FUND EXPENDITURES & TRANSFERS OUT
FY 2015/16
FY 2016/17
FY 2017/18
2018/19
2018/19
2019/20
General Fund Expenditures
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Salary &Benefits
6,814,803
7,171,061
7,264,949
8,358,212
7,617,050
8,820,625
UAL Payment
500,000
500,000
750,000
1,050,000
1,052,631
1,050,000
Materials & Supplies
207,649
248,600
246,785
340,770
223,304
336,370
Fees & Charges
835,636
939,859
788,811
955,898
891,961
928,982
Consultant & Contract Svs
2,115,325
2,322,212
2,034,666
2,699,280
2,451,965
2,511,926
Sheriff Services
4,973,080
5,176,515
5,319,341
5,680,745
5,680,745
6,057,371
Meetings, Events & Training
59,431
87,606
105,621
181,290
115,690
180,210
Community Grants & Events
202,525
222,127
233,336
285,429
242,667
308,636
Operating Grant Expenditures
34,762
-
-
-
-
-
Fixed Assets
-
-
19,785
20,000
20,459
20,000
Internal Services Charges
2,455,758
2,535,472
2,626,497
2,591,332
2,591,332
2,629,224
Total Expenditures
18,198,969
19,203,452
19,389,791
22,162,955
20,887,806
$22,843,345
Streets CIP
1,099,000
1,305,000
1,319,000
962,000
1,037,866
675,000
Park & Trails CIP
295,000
75,000
420,000
100,000
100,000
1,495,000
Facilities CIP
233,896
190,648
-
653,000
653,000
375,000
Admin & Technology CIP
265,000
50,000
133,909
50,000
50,000
75,000
CIP Reserve Transfers
$ 1,892,896
$ 1,620,648
$ 1,872,909
$ 1,765,000
$ 1,840,866
$ 2,620,000
Developmt Reserve Transfer
60,000
-
-
-
-
-
General Fund Transfers
Transfer to Street CIP
64,760
-
Total General Fund Transfers
$ 64,760
$ -
$
$
$
$
Total Transfers Out 2,017,656 1,620,648 1,872,909 1,765,000 1,840,866 2,620,000
Total Expenditure & Transfers 20,216,625 20,824,100 21,262,700 23,927,955 22,728,672 25,463,345
Salary & Benefits
For Salary and Benefits, the General Fund budget grew by $462,000 for FY 2019/20. Salary increases support the
reorganizational changes to transition the City from staff run recreation services to our external partner, Los Gatos
Saratoga Recreation. Existing staff and vacant positions were reassigned to other areas of need in the support of City
services. The salary and benefit increase primarily comes from a higher than usual cost -of -living -adjustment (COLA)
per a new agreement, step and longevity increases, salary survey adjustments, and benefit and pension cost increases.
FTE Positions -Saratoga's practice is to keep employee count stagnant, utilizing contract staff and consultant services
to address minor ebbs and flows in the workload and economy. On occasion, significant growth in workload demands
force a reconsideration of staffing assignments, and personnel count. For FY 2019/20, a number of vacancies in the
Recreation program provided the opportunity to address workload needs through position changes: two temporary
staff positions were converted to regular staff, and a few vacancies were converted to address needs and initiatives.
Saratoga is able to keep its salary expenditure growth low as the City service structure incorporates contracting out
many of its services. While it does not work for all situations (i.e. for program development and oversight duties)
contracting out maintenance or specialized engineering and development services allows the City to increase and
decrease service levels as needed -either seasonally, during economic downturns, for special projects, or to backfill
positions when necessary. While contracting for services creates savings in employee and equipment expenses, the
price of contract services is directly tied to changes in fuel and consumer prices and therefore costs increase over time
- which collectively can be significant. The other downside is that the required skills are not always available, such
as Building Inspector backfill is scarce due to Northern California's post -wildfire rebuilding demand. The City works
diligently to manage costs and service levels, thereby controlling financial impacts.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
Unfunded Accrued Liabilities - Ca1PERS' 2014 Actuarial Report modified the way Ca1PERS assesses the employer's
portion of the pension benefit contribution. Ca1PERS separated the normal cost (the actual cost attributable to the
pension cost under current assumptions) from the unfunded liability, which was the result of all the prior years'
accumulated investment gains, losses, and assumption changes. Beginning with the FY 2014/15 pension rate
assessment, Ca1PERS identified and presented the employer's unfunded accrued liability portion as a separate dollar
amount, and then continued to assess the normal cost as a percentage rate of salary. With this change, Ca1PERS
presented a payment plan for employers to fund the liability: Agencies would pay the UAL off over a 30-year period.
The annual UAL payment amounts would increase for the first 5 years, stay level for 20 years, and then decrease in
the final 5 years.
The UAL represents a debt the City owes under their contract with Ca1PERS to provide pension benefits to employees.
The amount owed fluctuates as it adjusts for investment returns and actuarial assumptions. Each year, this liability is
reassessed. Unfunded liabilities increase if factors decrease the value of assets held, or increase the assumed liability.
Unfunded liabilities decrease when investments earn in excess of the discount rate, and by payments made by the City
toward the debt. Each year, a new UAL base amount is added to reflects the difference between investment returns
and the asset amounts required at the new date in time. Additionally, when actuarial assumptions are modified, a new
base is added for this new increase or decrease in liability.
Under Ca1PERS initial plan, the liability's 30-year payment schedule would in effect double the total cost of the
liability. To reduce the total cost, the City Council decided to make an immediate $3.3 million payment toward the
Ca1PERS Employers Unfunded Accrued Liability. This reduced the amount of liability outstanding and the overall
cost. This decision saved the City about $3.6 million in discount rate interest. In addition, the City Council opted to
shorten the 30-year payment schedule down to 15 years by paying a total of $500,000 per year toward the outstanding
UAL instead of the employer's required debt contribution.
In FYs 2015/16 and 2016/17, $500,000 payments were made as planned. Then, Ca1PERS changed the playing field.
A new actuarial study in 2014 identified many assumptions, such as life expectancy, length of service, retirement age,
future salary increases, and investment returns needed modification. Subsequent assumption adjustments led to an
additional pension liability base called Assumption Changes in the 6/30/2014 actuarial report.
By 2015, Ca1PERS determined that the 30-year rolling amortization repayment plan that Ca1PERS staff had just
implemented would not bring the plan to a sustainable level quickly enough. As a quick fix to this situation, the
Ca1PERS Board changed the rate smoothing amortization periods for experience gains and losses from a rolling 30-
year period to a fixed 30-year period, and determined actuarial assumptions would be amortized separately over a
shorter, 20-year period. Additionally, market rates would be used rather than actuarial rates. And most significantly,
the 7.5% discount rate (similar to a Return on Investment rate) was too high. Ca1PERS determined the discount rate
should be lowered to 7% in the short-term for the pension plans to remain sustainable, and to 6.5% over the long-term.
The 7% rate would be implemented over seven years. Then, when this reduction implementation change was
complete, PERS will continue to make small discount rate decreases, "when economic conditions were right," as part
of the process to reduce the rate down to 6.5% over a long-term timeframe.
In FY 2017/18, Ca1PERS determined further changes were needed to address concerns of negative amortization,
actuarial guidance, and inter -generational equity. Fiscal improvements from Ca1PERS present repayment policy was
calculated to be too slow. As the rate payments were currently structured, Ca1PERS would have to use capital to make
payments. Hence, in February 2018, the Ca1PERS Board adopted changes in the Actuarial Amortization Policy
effective with the June 30, 2019 Actuarial Valuation — for agency contributions beginning in fiscal year 2021/22. A
Ca1PERS April 26, 2018 Circular Letter stated the changes to the policy that will impact required contribution amounts
in the future:
1. Reduce the period over which actuarial gains and losses are amortized, from 30 years to 20 years. This
change applies only to new gains/losses established on or after June 30, 2019.
2. Set level dollar amortization payments for all UAL bases throughout the amortization period. This change
applies only to new UAL bases established on or after June 30, 2019.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
3. Eliminate the five-year ramp -up and ramp -down on UAL bases attributable to assumption changes and non -
investment gains/losses established on or after June 30, 2019.
4. Eliminate the five-year ramp -down on investment gains/losses established on or after June 30, 2019. The
five-year ramp up period will continue.
Near term, the impact to Saratoga's annual employer contributions from the policy changes is expected to be minimal
as Saratoga proactively pays down at a pace that effectively eliminates negative amortization. Long-term, the impact
will depend on investment gains or losses, or future changes to assumption policies.
The following Ca1PERS chart illustrates both the impact the discount rate changes are expected to bring and Saratoga's
payment policy effectiveness. The three color shades represent the discount rate's three -step phase -in over a five-year
period, meaning the third step is fully phased -in as of year 7. The blue bar represents Saratoga's payment plan strategy.
$1,000,000
$750,000
$500,000
Required Contribution Increase Impact for Three Added Bases
Vs. Saratoga's Accelerated Payment (blue line)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Amortization Year ( Starting 613012016)
■ Ramp 1-7.375% Discount Rate Added 6/3012016
❑ Ramp 2 - 7.250% Discount Rate Added 613012017
❑ Ramp 3 - 7.000% Discount Rate Added 613012018
7-Year Ramp -Up Period
For reference, FY 2019/20 is the fourth year of implementation. The blue line represents Saratoga's accelerated
payment scheduled to reduce the UAL's overall cost and payment length, and to stabilize payments. A cautionary
note; subsequent assumption changes and investment returns may impact this payment plan strategy in future years.
As the chart illustrates, the lowering of the discount rate will be phased -in with a three -step implementation. The
impact of this change to Saratoga is that employer pension costs will increase by about 40%. Saratoga's UAL liability
is expected to increase about 30-40%, and current year payroll -based contributions will also increase. The added costs
are a result of the sustainability changes made to lower the discount rate and shorten the payment period to 20 years.
Although liability details were not yet fully provided, Council addressed this impact immediately by increasing the
annual UAL payment to Ca1PERS up to $750,000 in FY 2017/18, thereby exceeding the required contribution of
$189,000 by $560,000. Effective with the FY 2018/19 budget, Council again increased the UAL contribution, up to
$1,000,000 when the Tier I required contribution was only $328,000. This and future excess payments will help to
reduce the annual required contribution amounts and the total overall cost of the pension liability.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
UAL Progress - Council's efforts to date to
reduce the City's pension liability have
resulted in significant savings over the long-
term and moved the City far along in its goal
to have fully funded pension liabilities. As
shown in the adjacent chart, UAL
contributions total more than $7.1 million, of
which almost $6.1 million are excess
contributions. While the primary focus is to
pay down Tier I pension liability, Council has
also directed that TIER II and PEPRA plan
UAL obligations are paid in full each year,
leaving only the Tier I UAL obligation
outstanding. The June 30, 2019 UAL (before
July 2019 UAL payment) is $8,645,756.
Operational Expenditures
Budgeted FY 2019/20 General Fund
operational expenditures include a number of
changes from the service reorganization,
including new costs, with offsets from the
elimination of other costs, but the primary
cost drivers for budget increases continue to
be ongoing annual increases in Sheriff
Services and staff s salary and benefit
increases. Budget variations are explained in
detail in the individual department and
program sections in the Departmental
Budgets sections beginning on page 147, but
for perspective, a short synopsis of some of
the operational increases and decreases are:
Required
Excess UAL
Total
TIER I
Contribution
Contribution
Payment
FY2014/15
-
3,294,619
3,294,619
FY2015/16
58,862
441,138
500,000
FY2016/17
101,510
398,490
500,000
FY2017/18
182,684
567,316
750,000
FY2018/19
283,029
716,971
1,000,000
FY2019/20
415,979
584,021
1,000,000
TOTAL TIER I CONTRIBUTIONS:
1,042,064
6,002,555
7,044,619
Required Excess UAL
Total
TIER II (effective 5/12/2012)
Contribution Contribution
Payment
FY 2014/ 15
-
-
FY 2015/ 16
34
34
FY2016/17
36 -
36
FY 2017/ 18
165 -
165
FY2018/19
3,565 37,121
40,686
FY 2019/20
942 -
942
TOTAL TIER II CONTRIBUTIONS:
4.742 37.121
41.863
Required
Excess UAL
Total
PEPRA (effective 1/1/2013)
Contribution Contribution
Payment
FY 2014/ 15
FY 2015/ 16
-
-
FY2016/17
58
-
58
FY 2017/ 18
153
14,243
14,396
FY2018/19
-
11,945
11,945
FY 2019/20
-
-
-
TOTAL PEPRA CONTRIBUTIONS:
211
26.188
26,399
I TOTAL ALL UAL CONTRIBUTIONS: l ,047,01'L 6.065.864 7.112.881
• Fees & Charges will decrease by $120,000 from the elimination of the bi-annual election fees and credit card
fees charged for recreation classes.
• The Sheriff Services contract increase of $377,000 incorporates higher salary, benefit and overhead, and a
step up in the County's UAL required contribution payment.
• The transition of Recreation Services to Los Gatos Saratoga Recreation resulted in the elimination of the
recreation class instructor payments and the contract with LGS to backfill vacancies during FY 2018/19,
thereby reducing Consultant and Contract services by $386,000.
• An additional $196,000 of Contract & Consultant expenses will come from a Climate Action Plan Study,
Emergency Operation Plan Annex consultants, a citywide Classification and Compensation assessment, an
increase in audit fees for additional Single Audit work, GIS and Development consultants, traffic engineering,
and street sweeping services.
• $30,000 was added for additional community engagement support, through City events, Community Grants,
and Community Support Grants. Additional funding was added to designate staff for community engagement
efforts, and is reflected in the Salary & Benefit costs.
Public Safety
Public safety continues to be a top priority for City Council members, residents, and the Santa Clara County Office of
the Sheriff. The City has contracted with the Sheriff s Office for public safety services since the City was incorporated
in 1956. This partnership has been rewarding in multiple ways. As a small city, Saratoga saves millions of dollars a
year by purchasing public safety services that can be provided at a lower overall cost, rather than employing an in-
house police department. The Santa Clara County Sheriff is a large organization with 1,300 sworn officers and the
ability to delegate resources to its contract cities on an as -needed basis. This provides flexibility for those times where
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
additional resources are needed, while keeping services minimal during the majority of the time. The Sheriff's Office
provides all the services that an internal police department would —patrol, traffic enforcement, and investigations —
but with the added benefit of crime analysts, technology services, public outreach, 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, 340 reserve activity hours, and a full-time School Resources Officer.
For FY 2019/20, the City will see a 7.2% cost increase from the prior year. The Sheriff Contract accounts for 26.5%
of the City's General Fund budget. This compares favorably to other Santa Clara County municipalities that dedicate
upwards of 40% or more of their General Fund budgets for police services. Saratoga's cost for Sheriff Services per
resident is the lowest, or near the lowest, of all the Santa Clara County cities each year.
Not only does the City see considerable cost savings through its agreement with the Santa Clara County Office of the
Sheriff, crime rates remain low compared with surrounding municipalities. In part this is due to being part of a broader
law enforcement organization. Deputies are aware of criminal activity occurring throughout the county, not just
Saratoga. A broader communication reach alerts deputies and crime analysts to targeted areas, criminal patterns, and
crime activity connections and suspects. Year after year, Saratoga is recognized for its low crime rate at both State
and National levels from various public safety organizations.
The impacts of the upcoming UAL changes are expected to affect the cost of the Sheriff s Office in greater proportions
due to their enhanced safety plans. Future cost increases are expected to be painful; a rough estimate puts Saratoga's
annual cost at $1.5 Million higher in just five years. Once more detailed information is known, the financial impacts
will be brought to Council for review.
Fixed Assets
Only one new fixed asset is planned for the FY 2019/20 General Fund budget. This is a $20,000 Utility Shed building
at Kevin Moran Park. New fixed assets are typically funded through a department's operating budget. Once
purchased, funding for the replacement of the fixed assets are charged to the "owners" over the asset's lifetime, to
build up accumulated funding for its eventual replacement in the applicable replacement fund: the IT Replacement
Fund, the Vehicle & Equipment Replacement Fund, or the Furniture, Fixtures & Equipment Replacement Fund.
Internal Service Funds
The City utilizes Internal Service Funds (ISF) to provide centralized cost centers for shared expenses and services in
order to efficiently track costs and manage resources. Costs are allocated back to operational programs based on usage
to more accurately determine cost of services. These charges are expenses in the General Fund programs, and revenues
in the Internal Service Funds.
The ISF include 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 noted above.
With the exception of the Office Support Fund, the service -based ISF funds have staff assigned to the programs.
Ongoing increases in salary & benefits, as well as all other operational costs contribute to increasing expenditures in
the funds each year. With the City's reserve policies calling for ISF reserves to be funded at a working capital levels,
the funds may require service charge -back adjustments to right -size the fund balances. At this time, most ISF funds
fulfill the working capital requirement, and current year funding levels are expected to reflect operational expenses.
General Fund Transfers Out
General Fund Transfers are generally limited to moving money from the General Fund into the Capital Improvement
Program. Typically, this money comes from prior year General Fund net operations that was moved into the Capital
Project Reserve. In FY 2019/20, $2.62 million of Capital Improvement Project Reserve funds will move into the CIP.
With the exception of transferring the General Fund Capital Project Reserve funds, the City has a practice of receiving
dedicated revenues directly into the capital improvement project fund in which it is used. This practice provides better
audit trails and transparency of City finances.
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INTRODUCTION SECTION
CAPITAL BUDGET HIGHLIGHTS
STREETS PROGRAM
PARKS AND TRAILS PROGRAM
Annual Roadway Improvements
The City has a comprehensive annual Pavement Management Program
(PMP) that is funded through the Annual Roadway Improvements project.
Resurfacing streets on a regular basis extends the lifetime of the roadways
and minimizes the need for larger and more costly projects in the future.
Keeping the streets in good condition also reduces liability risks and staff
time required for minor repair work. This project is funded by
Road/Refuse Impact Fees, Santa Clara County Measure B Sales Tax and
state funds from Road Repair and Maintenance fees and Gasoline Tax
proceeds. The total amount of funding estimated to be available for FY
2019/20 is $2,895,142.
Fruitvale Ave/Allendale Ave Intersection Improvements
This $250,000 project will fund improvements to the Fruitvale Avenue
and Allendale Avenue intersection. Improvements to include the removal
of the right -turn slip lane nearest the middle school, and the replacement
of the existing traffic signals. This project will improve safety by
increasing pedestrian visibility and reducing vehicle speeds creating safer
pedestrian crossings. A $250,000 transfer from the CIP Reserve will fund
this project.
Saratoga Village to Quarry Park Walkway
This $150,000 project will fund the construction of a pedestrian walkway
from Saratoga Village to Quarry Park through Hakone Gardens. The
connection will help to bring foot traffic to Saratoga Village and will
provide a safer path of travel along Highway 9 between the Village and
Quarry Park. The path will also serve as a critical starting point for the
Saratoga -to -the -Sea trail. A $50,000 transfer from the CIP Reserve and
$100,000 from Park Development fees will provide funding for this
proj ect.
Saratoga -to -the -Sea Trail
For years, the City has worked to connect Saratoga to the Pacific Ocean
via a hiking trail, referred to as the Saratoga -to -the -Sea Trail. This $2.9
million project funds the design, environmental review and construction
of a 0.5 long trail segment in Quarry Park that connects to Sanborn -
Skyline County Park. A Mid -Peninsula Open Space District trail from
Sanborn -Skyline County Park then connects to the Skyline -to -the -Sea
Trail. The Mid -Peninsula Regional Open Space District approved
funding in the total amount of $1,480,000. City Council approved an
allocation of the same amount from the CIP Reserve to fund the City's
portion.
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INTRODUCTION SECTION
FACILITY IMPROVEMENT PROGRAM
Community Development Lobby Remodel
This $315,000 project will renovate the appearance of the lobby to the
Community Development Department, as well as the Public Works
Engineering Division. Improvements will include a refresh to the
appearance of the lobby, including reconfiguring the counters to make
them fully accessible. Additionally, the project will expand the lobby area,
which gets very crowded during peak hours. The added space will also
allow installation of a self-help station to allow visitors to access public
information and submit applications for routine permits, such as water
heaters. This project is completely funded from the CIP Reserve fund.
Garden Patio Bocce Ball Courts
This project would install two bocce ball courts and seating in the patio
area shared by the Senior Center and Joan Pisani Community Center. The
bocce ball courts would provide visitors to the Senior Center with the
opportunity to engage in social interaction and participate in a light
physical activity that helps maintain mobility. Bocce ball also requires
strategic planning and promotes healthy competition. Community Center
renters will also have access to the two bocce ball courts. The Senior
Center has raised approximately $22,000 in support of this project, and a
total of $263,000 was transferred from the CIP Reserve Fund.
Community Center Improvement Program
This $185,000 project would fund several priority interior improvements
to the Recreation side of 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 and Arts and Crafts Room.
ADMINISTRATIVE & TECHNOLOGY PROGRAM
City Art Program
This capital project will fund a variety of public art initiatives, such as a
community sculpture program that the Public Art Committee and any
other public art proposals that may arise. The project will receive an
annual allocation of $25,000 as a priority project.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Saratoga
California
For the Fiscal Year Beginning
Judy 1, 2018
.� P -tom
Executive Director
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INTRODUCTION SECTION
HISTORY AND CULTURE OF SARATOGA
ocated in the foothills of the Santa Cruz Mountains,
approximately 26 miles east of the Pacific Coast, 10
miles southwest of San Jose, and 50 miles south of San
Francisco, the City of Saratoga runs along the western edge of
Santa Clara County. The City of Saratoga is an attractive,
affluent residential community with a small-town vibe in the
midst of the world-famous Silicon Valley. The Village,
Saratoga's historic downtown district, is filled with unique
shops and fine dining establishments. It is the gateway to
several distinctive destinations:
• Hakone Gardens, the oldest Japanese -style residential
gardens in the Western Hemisphere.
• 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.
• 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.
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.
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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.
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.
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.
In
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INTRODUCTION SECTION
After World War II, the valley's rapid
urbanization changed the character of Saratoga
from agricultural to suburban. As space
technology and the defense and electronics
industries were established in nearby
communities, Saratoga's open land soon became
more valuable for homes for the rapidly growing
population, than it was for 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 31,407 (January 1, 2019) 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 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. And Hakone
Gardens, as shown in the picture, is the oldest Japanese -style residential garden in the Western Hemisphere. The
garden is maintained and run by the Hakone Foundation, and lies just outside of the Village offering classes, festivals,
Japanese culture, and peaceful, contemplative walks as one strolls through the finely manicured gardens.
City Government
The City of Saratoga was incorporated in 1956 and operates under a Council/Manager form of government. As a
bedroom community with very little retail or commercial land use, the City government receives the majority of its
revenue from Property Tax assessments. Further, the City's share of property tax receipts had, through the end
of FY 2014/15, been only 5.45% of the 1% assessment Saratoga property owners pay, rather than the minimum 7%
allocation for "low tax cities" prescribed under State law. After years of negotiation, the State legislature revised the
municipal code that reduced property tax revenues for three cities in Santa Clara County. Hence, over a five-year
period beginning in FY 2015/16, Saratoga is to receive incremental increases until reaching the minimum 7% share
in FY 2019/20.
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INTRODUCTION SECTION
These revenue restraints have kept staffing low for a city this size, severely limiting the services the City can provide
to its residents. Many services are provided on contract, with service levels fluctuating over the years, in accordance
with available funding. Additionally, with the relatively late incorporation of the city after the community had
developed, many school districts and utility districts were already in place, meaning more than one pre-existing district
may serve within City of Saratoga boundaries. For instance, Santa Clara County Fire receives a large portion of the
tax assessment (about 11% of the 1%) to provide fire services, while the city pays the Santa Clara County Sheriffs
Office for public safety under a service contract. Animal control services are contracted for with the City of San Jose,
and recreation services are provided in part by Los Gatos -Saratoga Recreation District, with the City providing
services for the remainder of the community. Further, Saratoga is served by two different sanitation districts:
Cupertino Sanitation and West Valley Sanitation, and numerous school districts that cross city lines with our
neighboring cities.
Saratoga's city departments are structured by function, and include Public Works — which oversees infrastructure
maintenance and projects, Community Development — which guides the physical growth of the City through planning,
zoning, and building inspection, Recreation and Facilities — which provides recreation programs and maintains city
facilities, Administrative Services — which provides oversight and support for the City's financial, administrative, and
technology operations, and the City Manager's Department — which provides oversight and guidance for City
functions, as well as legislative and administrative support for the City Council and Commissions.
Transportation
Saratoga is part of a comprehensive transportation network that links the City to other Silicon Valley cities and beyond
through roadways, bikeways, and mass transit systems, including the bus and light rail systems, the CalTrain system,
and to the Mineta International Airport in San Jose. Bus routes provide inter -city transportation needs with access to
the Village, schools, the community college, and local office and shopping markets. Highway 85 runs through
Saratoga, providing linkage to other area freeways and major cities. San Francisco is 47 miles north, and Santa Cruz
is about 26 miles southwest. The tourist havens of Monterey and Carmel are approximately 65 and 73 miles south of
Saratoga, respectively.
Schools
The City of Saratoga is served by 6 different schools districts, which include Saratoga Union School District,
Cupertino Union School District, Campbell Union School District, Los Gatos -Saratoga High School District,
Campbell Union High School District, and Fremont Union High School District.
The schools in these districts that serve Saratoga residents are among the best in the nation. Saratoga High School
and Monte Vista High School have been ranked by U.S. News & World Report within the top 100 schools in the
country.
Additional City Information
Statistical data providing demographic, economic, population, and environmental information about the City of
Saratoga is located in the Reference Section of this budget book, beginning on page517. A list of commonly used
Acronyms and a Glossary to define government specific definitions is also included, beginning on page 529.
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CITY OF SARATOGA 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 the natural beauty of the City and its hillsides is preserved;
Where historic assets are preserved and promoted;
Where local commerce provides a vibrant presence in the Village and the other commercial areas;
Where the orientation is toward the family;
Where homes and neighborhoods are safe and peaceful;
Where government is inclusive and values community involvement;
Where desirable recreational and leisure opportunities are provided;
Where quality education is provided and valued;
Where value is placed on an attractive, well maintained and well -planned community;
Where government provides high quality, basic services in a cost-effective manner;
Where a small town, picturesque, residential atmosphere is retained;
Where the arts and cultural activities which serve the community and the region are promoted;
Where neighbors work together for the common good;
Where leadership reflects community goals; and
Where, because of the forgoing, the citizens and the families of Saratoga can genuinely enjoy
being a part of and proud of this special community.
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CITY COMMISSIONS & COMMITTEES
Finance Committee
The Finance Committee (previously termed the Finance Advisory Committee and the Finance Commission) was
originally formed in 1981 to advise the City Council on financial matters pertaining to the governing of the City, as
well as on the use of fiscal resources and the development of technology for the City. In 2007, the Council
reconstituted the Finance Commission as a Finance Committee to review financial matters with the City's
Administrative Services Director in preparation for the City Council meetings. In FY 2016/17, the Council
restructured the Committee as a "Committee of the Whole" to allow all Council Members to attend a Finance
Committee 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 as as -needed basis.
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.
Library Commission
The five (5) member Library 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 Library 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.
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.
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.
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.
Public Art Committee
The Public Art Committee is a standing City Council committee comprised of two (2) members of the City Council
and was formed in 2016 to advise the City Council on opportunities for public art in Saratoga. The Committee meets
as needed.
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Public Safety Task Force
The original Public Safety Task Force was formed in 2017 by the City Council to serve in an advisory capacity to the
City Council on public safety matters until November 2018. The Task Force's final recommendations included
formation of a new Task Force. The City Council formed a new Wildfire Public Safety Task Force comprised of six
(6) members in March 2019. The new Task Force will be active through November 2020 and has been charged with
developing recommendations to further enhance fire prevention/preparedness and emergency preparedness efforts.
The new Wildfire Public Safety Task Force meets every other month.
Traffic Safety Commission
The Traffic Safety Commission investigates, reviews, and analyzes traffic safety issues raised by the Community
members and Public Safety Agencies. The seven (7) 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.
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.
The Youth Commissioners participate in community activities and serve as a liaison between the teen community and
the City Council.
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N<sIFQR�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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STRATEGIC GOALS & OBJECTIVES
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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CITY COUNCIL'S
STRATEGIC GOALS & OBJECTIVES
The Saratoga City Council's Strategic Goals and Objectives support the City's vision, and mission, and represent the
foundation on which 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.
I City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy
government dedicated to delivering effective high -quality leadership for the community.
A. Responsive and accountable to the community
B. Effective City Leadership
C. Organization Performance Management
D. Transparent Government
E. Civic Engagement
F. Community Partnerships
II Fiscal Stewardship: Ensure fiscal responsibility and transparency, proactively seeking opportunities
for improvement.
A. Strengthen the City's Fiscal Health and Stability
B. Preserve Essential Services
C. Effectively manage revenue streams
D. Expend and use fiscal resources responsibly
E. Maintain fund balance reserves
F. Nurture an environment which attracts, retains, and expands economic opportunities
III Public Safety: Provide for a safe and secure community.
A. Preservation of life and property
B. Crime Prevention
C. Emergency Preparedness
IV Facility & Infrastructure: Maintain the City's facilities and public infrastructure in a safe, sustainable,
and cost-effective manner.
A. Excellent Street System
B. Safe, well -functioning, and beautiful roadway Infrastructure
C. Well -maintained, safe parks
D. Useful and safe trails and open space
E. Clean, safe, and pleasant City facilities
F. Well -maintained vehicles and equipment
G. Support externally funded community infrastructure improvements
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V Community Heritage: Honor Saratoga's heritage by preserving significant historic assets.
A. Enhance policies to maintain the City's historic heritage
B. Enhance standards to maintain architectural attractiveness
C. Protect Saratoga's natural beauty
VI Community Enrichment: Foster a community with an enriched and diverse culture and engaged
community.
A. Engaged and vibrant community
B. Enhance and promote quality of life in the community
C. Promote health as a community value
D. Cultivate organizational and leadership potential in the community
E. Foster a business -friendly environment
VII Environmental Sustainability: Proactively support environmental sustainability efforts.
A. Protect and optimize the City's natural resources and environment through sustainable practices
B. Establish and implement comprehensive, long-range environmental sustainability goals and
policies
C. Embrace environmentally friendly practices
D. Educate the community on environmental issues
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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BUDGET & FINANCIAL POLICY
INFORMATION
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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BUDGET PROCESS OVERVIEW
The City of Saratoga adopts an annual
Operating and Capital Budget and an annual budget
update of the five-year Capital Improvement Plan.
The budgets are prepared with detail revenue and
expenditure appropriations for the fiscal year
beginning July Pt and ending June 30', and is
presented as a summary level budget document.
Budget schedules are prepared on the same basis as the
City's financial statements, and in accordance with
generally accepted accounting principles (GAAP).
BUDGET PURPOSE
The Operating and Capital Summary Budget and the
Capital Improvement Plan serve as the City's financial
plan, as well as a policy document, a communications
tool, and an operations guide. Developed with an
emphasis on long term financial stewardship,
sustainability, service delivery, and program
management, a fundamental purpose of these
documents is to provide a linkage between the services
and projects the City intends to accomplish, and the
resources committed to get the work done. The format
of the budget facilitates this linkage by clearly
identifying program purpose, key projects, and
workplan goals, in relation to revenue and expenditure
appropriations.
BASIS OF BUDGETING AND ACCOUNTING
Developed on a program basis with fund level
authority, the operating budget represents services and
functions provided by the City in alignment with the
resources allocated during the fiscal year. The Capital
Budget is funded and defined by its' approved
projects, with ongoing or incomplete projects re -
appropriated into the following fiscal year.
Basis of Accounting and Budget refers to the timing
factor concept in recognizing transactions. This basis
is a key component of the overall financial system
because the budget determines the accounting system.
For example, if the budget anticipates revenues on a
cash basis, the accounting system must record only
cash revenues as receipts. If the budget uses an accrual
basis, accounting must do likewise. This consistency
is also reflected in the City's Comprehensive Annual
Financial Report (CAFR), the State Controller's
Annual Cities Report, and all other report documents.
Government budgets and accounting uses a mix of
accounting methods. A hybrid cash and accrual
accounting system known as `Modified Accrual Basis'
recognizes revenues when measurable and available.
The City considers all revenues reported in the
governmental funds to be available if the revenues are
collected within 45 days after fiscal year-end.
Licenses, property taxes and taxpayer assessed tax
revenues (e.g., franchise taxes, sales taxes, and
transient occupancy tax) are all considered susceptible
to accrual and so are recognized as revenues in the
period earned/collected. Revenues from grants and
donations are recognized in the fiscal year in which 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 they have
matured.
The Modified Accrual Basis is used for governmental
types of 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, e.g. amounts can be
determined and will be collected within the current
period. Principal and interest on general long-term
debt are budgeted as expenditures when due, whereas
other expenditures are budgeted for liabilities
expected to be incurred during the current period.
Proprietary fund budgets are adopted using the full
accrual basis of accounting whereby revenue budget
projections are developed recognizing revenues
expected to be earned during the period, and
expenditures are developed for expenses anticipated to
be incurred in the fiscal year. The City maintains one
type of proprietary fund: Internal Service Funds.
While not currently used 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
SUMMARY OF BUDGET DEVELOPMENT
The City develops budgets with a team -based
budgeting approach. The City Manager and
Administrative Services Director guides the process
through budget development; however, program
budgets and workplans are developed with each
department's director or program manager's oversight
and expertise. This approach allows for hands-on
planning and creates a clear understanding for both
management and staff of a program's goals and
functions to be accomplished in the next budget year.
THE DEVELOPMENT PROCESS
Typically, both the Operating and Capital Budget and
Capital Improvement Plan (CIP) annual development
processes begin in early January as the City Manager
works with the City Council to develop and refine
initiatives and directives for the upcoming budget
year. The Five -Year financial forecast is developed
concurrently and brought to the annual Council
Retreat for Council review. This forecast provides an
overview of service level operations and helps to guide
the discussion on upcoming budget direction. The CIP
is also reviewed during this time to determine funding
capabilities, project priorities, and to refine project
workplans. Although the CIP Budget is a stand-alone
body of work, CIP projects impact the City's ongoing
operations and are therefore incorporated into the
Operating and Capital Summary Budget document
through the resulting financial appropriations and
service level requirements.
In February, the budget preparation process begins in
earnest. Budget assumptions, directives and initiatives
are provided to set the City's overall objectives and
goals. Over the next several months, staff identifies
and analyzes program revenue and expenditure
projections in coordination with Finance/Budget staff
and City management. Capital improvement projects
are assessed and refined, and CIP funding and
appropriation requirements are finalized.
Through rounds of budget briefings and revisions,
operational and capital workplans are reviewed and
compiled, and staff finalizes the proposed program
and capital budgets. Financial summary information
is finalized, and the proposed budget document is
produced for City Council review. Finally, a summary
level Public Hearing presentation is prepared to
highlight the notable budget impacts in the
forthcoming year.
BUDGET ADOPTION
The City Council reviews the proposed Operating and
Capital Summary Budget, and the Capital
Improvement Plan for the five-year period in a public
hearing at the second Council meeting in May. Notice
of the hearing is published in a local newspaper at least
ten days prior to the Council's public hearing date.
The public is invited to participate, and copies of the
proposed budgets are available for review on the
City's website, in the City Manager's office and at the
budget hearing.
Under requirements established in Section 65401 of
the State Government Code, the City's Planning
Commission also reviews the proposed Capital
Improvement Plan and reports back to the City
Council as to the conformity of the plan with the City's
Adopted General Plan.
Final council -directed revisions to the proposed
budget are made and the budget documents are
resubmitted to the Council for adoption, again in a
publicized public hearing prior to the beginning of
the fiscal year.
Section 2-20.050(i) of Saratoga's City Code requires
the City Manager to prepare and submit an annual
budget to the City Council. This is accomplished in
June, when the final proposed budget is formally
submitted to the Council in the subsequent public
hearing. The approved resolutions to adopt the CIP
and operating budgets and the appropriation limitation
(Gann Limit) follow later in this section.
BUDGET AMENDMENTS
During the course of the fiscal year, economic and
workplan changes or unanticipated needs may
necessitate adjustments to the adopted budgets. The
City Manager is authorized to transfer appropriations
between categories, departments, projects, and
programs within a fund in the adopted Operating
Budget, whereas the City Council holds the authority
for Operating Budget appropriation increases and
decreases, and transfers between funds, and for both
scope and funding changes to capital projects in the
Capital Budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
BUDGET CALENDAR
December
January
February
March
Budget Office to prepare worksheets, gather information, and begin
development of financial forecast and budgets for following fiscal year,
including:
• Draft operating budget revenue and expenditure projections
• Prior fiscal year-end fund balance available for CIP
Budget Office to prepare Mid -Year Budget Report and Five -Year Financial
Forecast for Council review at annual retreat
For Operating Budget:
• Budget Office to provide budget information to staff on budget
assumptions, directives, initiatives, and goals
• Budget Office and Program Managers to prepare Internal Service and
Equipment Replacement Fund analyses and schedules, and finalize internal
service rates
• Budget Office to prepare operating budget worksheets for updates,
including departmental/program narratives, staffing and financial
worksheets, asset and staffing requests
For Capital Budget:
• Budget Office to prepare updated five-year CIP project worksheets
Budget Office and departments to review current User Fee Schedule for
appropriate changes in preparation of annual update process
For Operating Budget:
• Budget Office to finalize Internal Service Fund program workplans
• Budget Office to prepare budget worksheets for departments, including
staffing and internal service program costs
• Departments to prepare draft revenue and expenditure workplans
For Capital Budget:
• Project Managers to prepare funding, scope of work, and cost estimates for
new proposed projects
For Operating Budget:
• Departments to finalize budget work plans
• Review proposed budgets with City Manager
• Departments and Budget Office to finalize budget changes
For Capital Budget:
• Project Managers to determine year end CIP project estimates
• City Manager to finalize new proposed CIP projects
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
April
For Operating Budget:
• Departments to finalize program narratives and performance measures
• Budget Office to compile final program narratives, financial and
supplemental schedules, and financial budget summaries and charts for City
Council Budget Study Session
For Capital Budget:
• Project Managers to finalize new project information for CIP submittal
• Public Works Manager to bring new projects to Planning Commission
meeting for General Plan conformance review
City Council to hold Public Hearing for Annual User Fee Update
City Council to hold Budget Study Session
May
For Operating & Capital Budgets:
• Final budget briefing with City Manager
• Budget Office to incorporate Council directed changes into proposed
budgets and prepare final documents for Public Hearing presentation
City Council to hold Proposed Budget Hearing
June
For Operating & Capital Budgets:
• City Council revisions incorporated into budget documents
• City Council adoption of Operating and Capital Budget
• City Council adoption of Gann Appropriation Limit
• City Council adoption of Annual Investment Policy Update
• City Council adoption of GO Bond Tax Assessment Rate
July/
Finance to:
August/
. Finalize prior fiscal year revenue and expenditures
September
. Determine operating budget carryforwards
• Finalize capital project expenditures and roll-over amounts
Budget Office to:
• Finalize detail budgets and distribute to internal users
• Prepare final financial and supplemental schedules, charts, and
reference materials for budget documents
• Finalize the Adopted Operating & Capital Summary Budget
documents
• Post Adopted Operating and Capital Budget document on website
• Submit budget award application to GFOA
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
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
Special Revenue Funds
Debt Service Funds
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 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:
• Landscape & Lighting District Funds — Saratoga currently has 29 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 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
Capital Project Funds:
PROPRIETARY 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.
• 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 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
• 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.
• IT 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.
• Facility FFE 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
Agency 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 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 directions
from the entity's management.
• 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.
• Arrowhead Community Facility District Project Fund - Additionally, the
City is acting in a fiscal role for the Arrowhead Community Facility District
(CFD) to manage the CFD's water infrastructure project funds until the
project is completed.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
BUDGETARY FUND STRUCTURE
GOVERNNIF1vNTAL FUNDS
General
Debt Service
Capital Imem provent
Special Revenue Funds
Fund
Fund
Plan Funds
--------------------------
-------------------------
Landscape & Lighting
---------------- -----------
---
Capital Improvement
Primary Operating Fund
I
Bond Repayment Fund
District Funds
Programs
1 General Fund
30 Assessment District
1 GO Bond Debt
Street Improvements
Funds
1. City Funded CIP
1 Community Facility
2. Grant Funded CIP
District Bond Debt
3. Gas Tax Funded CIP
Park Improvements
4. City Funded CIP
5. Grant Funded CIP
6. Tree Fine Funded CIP
7. Park In Lieu Fund CIP
Facilti!provements
8. City Funded CIP
9. Grant Funded CIP
Admin & Technology
10. City Funded CIP
11. Grant Funded CIP
PROPRIETARY FUNDS FIDUCIARY FUNDS
Internal Service Funds Enterprise Funds
}►terpriseFunds Trust Funds Agency Funds
Operational and Asset j None None
Funding Programs
Insurance Funds
1. Risk Management
2. Workers Compensation
Operation & Maintenance
3. Office Support
4. IT Services
5. Vehicle & Equip M aint
6. Facility Maint
Asset Replacement Funds
7. Veh & Equip Rep lacemt
8. IT Equip Rep lacemt
9. Facility FFE Replacemt
Fiscal Agent Programs
Joint Powers Authority
1. West Valley Clean
Water Program
CFD Bond
1. 2018 CFD Project Fund
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
DEPARTMENTS
Council & Commissions
City Manager
Administrative Services
Community Development
Public Works
icommunityServices
Public Safety
Non -Departmental
DEPARTMENT TO FUND RELATIONSHIP
GOVERNMENTAL FUNDS
General
Fund
Special
Revenue
Capital Debt
Improvement Service
PROPRIETARY
FUNDS
Internal
Service Funds
FIDUCIARY
FUNDS
Trust / ency
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
LIST OF FUNDS
GENERALFUND......................................................................................................................................................... III
SPECIAL REVENUE FUNDS
Landscape & Lighting Assessment District Funds (multiple)............................................................................2xx
INTERNAL SERVICE FUNDS
Risk Management / Liability Fund.....................................................................................................................611
Workers Compensation Fund.............................................................................................................................
612
OfficeSupport Services Fund.............................................................................................................................621
Information Technology Services Fund.............................................................................................................
622
Vehicle & Equipment Maintenance Fund..........................................................................................................623
FacilityMaintenance Fund.................................................................................................................................
624
Vehicle & Equipment Replacement Fund..........................................................................................................
631
ITEquipment Replacement Fund.......................................................................................................................632
FacilityHE Replacement Fund.........................................................................................................................633
DEBT SERVICE FUNDS
2011 Series G.O. Bonds Debt Service Fund.......................................................................................................311
2018 Arrowhead CFD Bond Debt Service Fund......................................................................................................
TRUST AND AGENCY FUNDS
West Valley Clean Water Program.....................................................................................................................713
ArrowheadProject Fund..................................................................................................................................... 714
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
TreeFund...........................................................................................................................................................421
Park -in -Lieu Fund..............................................................................................................................................422
StreetsGrant Fund..............................................................................................................................................431
Park& Trail Grant Fund.....................................................................................................................................432
Facility Improvements Grant Fund.....................................................................................................................433
Administrative & Technology Grant Fund.........................................................................................................434
GasTax Fund....................................................................................................................................................481
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
LIST OF PROGRAMS
GENERAL FUND
Council & Commissions
CityCouncil.....................................................................................................................................................1101
Commissions....................................................................................................................................................1201
City Manager's Departments
CityManager's Office......................................................................................................................................2101
CityClerk......................................................................................................................................................... 2201
PublicInformation Office.................................................................................................................................2401
Administrative Services Department
Finance............................................................................................................................................................. 3101
HumanResources.............................................................................................................................................3301
AdministrativeServices....................................................................................................................................3401
Community Development Department
DevelopmentServices......................................................................................................................................4101
AdvancedPlanning...........................................................................................................................................4102
CodeCompliance.............................................................................................................................................4103
Building & Inspection Services........................................................................................................................4201
Public Works Department
GeneralEngineering........................................................................................................................................5101
DevelopmentEngineering................................................................................................................................
5102
EnvironmentalServices....................................................................................................................................5103
Streets& Storm Drains.....................................................................................................................................5201
Parks & Landscape Maintenance.....................................................................................................................5301
Community Services Department
RecreationServices..........................................................................................................................................
6101
FacilityRentals.................................................................................................................................................6201
CommunityEngagement..................................................................................................................................
6103
CityEvents.......................................................................................................................................................
6301
CommunityGrants...........................................................................................................................................6302
CommunityEvents...........................................................................................................................................
6303
Public Safety
PublicSafety Services......................................................................................................................................
7101
Emergency Preparedness..................................................................................................................................7102
Non Departmental
GeneralAdministration....................................................................................................................................
8101
LegalServices..................................................................................................................................................
8202
Emergency Operation Claims...........................................................................................................................
8901
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
INTERNAL SERVICE FUND PROGRAMS
Administrative Services Department
OfficeSupport Fund.........................................................................................................................................3102
Information Technology Services Fund........................................................................................................... 3201
ITEquipment Replacement Fund.....................................................................................................................3202
Risk Management / Liability Fund...................................................................................................................3501
Workers Compensation Fund...........................................................................................................................3601
Community Development Department
FacilityMaintenance Fund...............................................................................................................................4401
FacilityHE Fund.............................................................................................................................................4402
Public Works
Vehicle & Equipment Maintenance Fund........................................................................................................5202
Vehicle & Equipment Replacement Fund........................................................................................................ 5203
SPECIAL REVENUE FUNDS
Public Works
Landscape & Lighting Assessment District Funds...........................................................................................5302
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
N<sIFQR�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
FISCAL MANAGEMENT POLICY STATEMENTS
With both a general management philosophy and Council goal to practice fiscal responsibility, the City of Saratoga's
conservative and cautious financial management is achieved through responsible, sustainable, and enforceable fiscal
policies and internal controls to ensure prudent and efficient use of resources. These policies and controls represent
long-standing accounting, budgeting, debt, investment, and reserve principles and practices, and are the foundation
upon which the City maintains its fiscal stability.
Saratoga's general fiscal management policy statements provide a summary overview of financial, operational, and
budgetary management, in one comprehensive centralized format to act as guidelines and to assist elected officials
and staff with understanding the City's financial practices for fiscal operations. Detail level fiscal policies are
administrative in nature and therefore not included in the budget document. However, fiscal policies that rise to
Council review and approval standards at a more specific level are incorporated into the budget document for annual
adoption by Council. Currently this includes the Fund Balance Reserve Policy and the Capital Project Process Policy
which follows this section. Other Council defined policies will be added as directed/approved.
The Summary Fiscal Management Policy Statements in this document are organized into the following categories:
• General Financial Principles
• Appropriations and Budgetary Control
• Auditing and Financial Reporting
• Capital Improvement Plan
• Development Related Financial Policies
• Expenditures and Purchasing
GENERAL FINANCIAL PRINCIPLES
• Fixed Assets and Infrastructure
• Internal Service Funds
• Long -Term Debt
• Revenues
• Risk Management
• Treasury Management
• The City's fiscal policies are structured to ensure fiscal responsibility, accountability, transparency, and efficient
use of resources. Fiscal policies are to be reviewed, updated, and refined as necessary, with general policy level
decisions brought to City Council for review and approval, and administrative and operational level functions
approved by the City Manager.
• Proposed revisions to the Fiscal Management Policy Statements and Council Policies are provided to Council at
the annual Council Retreat. Council members are to provide comments and concerns regarding revisions to the
Mayor or City Manager at least two weeks prior to the budget study session to clarify or include on the agenda.
• The City's primary long-term financial goals are to maintain the City's fiscal health, preserve essential services,
reduce financial risk, and support short and long-term administrative, financial, and operational goals in a
financially judicious manner. Long-term financial and infrastructure planning and the annual adoption of a
structurally balanced budget provides the foundation to these long-term financial goals. The City shall promote
and implement strong internal financial controls to manage risks and monitor the reliability and integrity of
financial transactions and operational activities.
• Financial information shall be provided in a relevant, thorough, and timely manner, to effectively communicate
the City's financial status to the Council, citizens, employees, and all other interested parties.
• Financial stability goals and judicious responsiveness shall be the foundation upon which proactive and
advantageous financial decisions are made, and which guide the City's response to local, regional, and broader
economic changes through the years.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
• The City shall undertake, adopt, and integrate new initiatives or programs in a cautious, well planned manner to
support the City's long-term ability to maintain its essential services at the same level and quality required by its
citizens.
• The City Council's financial and community goals, objectives, and policies are incorporated into and
implemented with the development and adoption of the City's Operating and Capital Budgets.
• Efforts will be coordinated with other governmental agencies and joint power associations to achieve common
policy objectives, create beneficial opportunities and services for the community, share the cost of providing
governmental services, and support legislation favorable to cities at the state and federal level.
• The City will seek out, apply for, and effectively administer federal, state, local, foundation, business, and private
grants which address the City's current priorities and policy objectives.
APPROPRIATIONS AND BUDGETARY CONTROL
• The City Council shall adopt an annual balanced operating budget and the first year of an integrated five-year
capital improvement plan budget by June 30' of each year, to be effective for the following fiscal year running
from July I It through June 301. Balanced budgets present budgeted sources in excess of budgeted uses. Budgeted
"Sources" include Revenues, Transfers In, and Appropriated Uses of Fund Balance. Budgeted "Uses" include
Expenditures and Transfers Out. Operating and Capital Budgets are to align with the City's long-term financial
goals.
• Each year the Finance & Administrative Services Department provides a short recap of the prior -year budget, a
mid -year budget status report, and an updated five-year financial forecast to the City Council at the Annual
Council Retreat (scheduled in late January or early February) to assist Council with formulating direction for
long-range fiscal planning, Operating Budget development, and capital funding appropriations.
• Budgets are prepared on the same basis of accounting used for financial reporting: governmental fund types
(General, Special Revenue, and Debt Service) are budgeted according to the modified accrual basis of accounting;
proprietary funds (Internal Service Funds) and fiduciary funds are budgeted under the accrual basis of accounting.
• The Operating Budget is primarily funded with current year revenues. Dedicated fund balance reserves, such as
the Carryforward or Fiscal Stabilization Reserves represent prior year savings designated for specific uses, which
may be used to fund current year operational expenses, in accordance with their purpose, upon Council approval.
Council may also approve the use of long-term debt for operational liabilities if they deem it fiscally prudent.
• With funding for other committed reserves already in place, a minimal base amount of $500,000 is to remain in
the Unassigned Fund Balance Reserve at year-end to provide a buffer for unanticipated operational shortfalls and
unforeseen needs in the following fiscal year.
• The Capital Budget is funded with both prior year surplus funding and dedicated capital funding resources.
Dedicated funding sources include Gas Tax (HUTA) revenues, road impact assessment revenues; project
revenues and reimbursements; community benefit assessments; and federal, state, local, and private grants.
• In practice, budgeted revenues are conservatively stated, and budgeted expenditures are comprehensive allowing
for the annual operational and capital improvement goals to be completed. With effectively managed revenue
streams and efficient use of resources, fiscal year-end operational budget surpluses are available to fund future
capital improvement projects and contribute to the City's fiscally responsible reserve accounts.
• The City Council maintains budgetary control at the fund level; any changes in total fund appropriations during
the fiscal year must be submitted to the City Council for review and Council majority approval. Operating Budget
appropriations lapse at the end of each fiscal year unless specifically carried forward by appropriation in the
following fiscal year's budget. Capital Budget appropriations are structured as a multi -year workplan; therefore,
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
project expenditure balances are automatically carried forward to the following fiscal year as part of the annual
budget adoption until funding is exhausted, modified, or the project is completed.
The City budget shall comply with the annual determination of the City's appropriation limit calculated in
accordance with Article XIIIB of the Constitution of the State of California and adopt an annual resolution to this
effect.
The City Manager is authorized to implement the City's workplan as approved in the adopted budget. Within a
specific fund, the City Manager has the discretion to adjust appropriations between categories, departments,
programs, and projects as needed to implement the adopted budget, provided no change is made to the total
appropriation amount provided for any one fund. An example would be to backfill a vacant salaried position with
a contract service, therefore shifting funds from wage and benefit appropriations to an operating expense
expenditure within the General Fund appropriation. The City Manager also has the authority to withhold filling
the position for a time if conditions warrant a delay.
• Generally, recurring expenditures are funded with recurring revenues or revenues specifically designated for
operational use. One-time expenditures may be funded with one-time revenues or fund balances reserves. Fund
balance reserves are to be used for non -recurring one-time expenditures and capital projects.
In compliance with Council's Fiscal Stewardship goal, fiscal stability and sustainability principles are
incorporated into budget planning. Appropriating adequate funds on an annual basis for the replacement and
maintenance of assets through Internal Service Funds, prioritizing infrastructure maintenance and repair in the
capital budget, and institutionalizing prudent payment strategies for long-term liabilities are foundational
strategies of fiscal stability and sustainability.
• In FY 2014/15 Ca1PERS notified the City that the City's Unfunded Accrued Liability obligation of $7.7 million
(as of 6/30/2015) was to be repaid over a thirty (30) year payment plan. In accordance with the City's responsible
fiscal stewardship objective, approximately 43% of the outstanding liability was immediately paid from current
year net operations and expendable reserve funding to significantly reduce the financing portion of the obligation.
Council also established an alternative repayment policy to contribute an annual amount approximately equal to
the annual amount due at the five-year mark to both lower the overall total long-term cost of the liability and to
stabilize the annual payment. This is expected to shorten the payment period to approximately 15 years and
maintain fiscal stability into the future. Subsequently, Ca1PERS revised their UAL estimates significantly as a
result of actuarial changes and further investment losses. The City's UAL grew significantly necessitating an
increase in the annual UAL excess contribution amount from $500,000 to $750,000 effective FY 2017/18. Then,
as a result of Ca1PERS making further discount rate revisions, Council again increased the annual UAL
contribution amount effective FY 2018/19, bringing the total budgeted annual payment to $1,000,000 in the effort
to continue the accelerated payoff schedule.
• The City Council appropriates $50,000 annually to a `Council Discretionary account' to provide Council with
funding for unplanned expenditures. Council direction and consensus approval is required to utilize these funds.
Unexpended appropriations are carried forward into the following fiscal year.
• In recognition that many planning and building services are provided primarily for individual and monetary
benefit rather than for the community's benefit, the Community Development Department sets planning
application and building permit fees to recover full cost of the service provided. A number of services provided
by the department are not fee based, hence the department overall is not full -cost recovery based.
AUDITING AND FINANCIAL REPORTING
• California State statutes require an annual financial audit of the City's financial records and transactions by
independent Certified Public Accountants. The City shall comply with Generally Accepted Accounting
Principles (GAAP) and produce annual financial reports pursuant to Governmental Accounting, Auditing, and
Financial Reporting (GAAFR) guidelines. The independent auditor will issue an audit opinion to be included in
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the City's Comprehensive Annual Financial Report (CAFR) testifying to the financial reports conformance with
accounting principles.
• Additional financial reports issued by the Auditor's may include: Singe Audit Report (annual report of federal
grant expenditures if in excess of the federal single audit limit is expended in a fiscal year), a Transportation
Development Act (TDA) report (annual report of TDA fund expenditures), an Appropriations Limit review
report (to establish tax revenue appropriation limit), and a Management report on the City's Internal Controls.
The City shall submit the CAFR to the Governmental Finance Officers Association (GFOA) Financial Reporting
Program each year for review, and if in compliance with the program's requirements, to receive an award for
meeting GFOA's financial reporting standards.
• Regularly scheduled external Financial Reports include the following:
* State required Annual Cities Report and Annual Streets Report completed in conjunction with the year-
end close
* Quarterly SMIP (Seismic Motion) fee reconciliation reports; CASp (ADA Accessibility) reconciliation
reports: and California Building Standard Commission (green building standards) reconciliation reports
* Quarterly Use Tax Reports to remit uncollected sales tax to the State Board of Equalization
SB90 Mandated Cost reports for claims to comply with State regulated legislation
Annual UST Certification report to show fiscal responsibility for the City's underground storage tanks
* Annual Possessory Interest Report submitted to the County's Assessor's Office to report City owned
leased property
• Regularly scheduled internal Financial Reports include the following:
• Weekly check registers and monthly Cash and Investment Treasurer Reports are submitted for review
and approval at City Council meetings.
• Quarterly financial reports provide a status update on General Fund revenues and expenditures for the
first, second, and third quarters.
• A mid -year budget status report is presented to City Council in February each year to provide a
comprehensive financial overview of the current year's budget and to propose recommended budget
adjustments as appropriate.
• A year-end financial recap is provided after the City's annual financial audit is completed.
CAPITAL IMPROVEMENT PLAN
• A five-year Capital Improvement Plan (CIP) is updated annually in conjunction with the operating budget. The
CIP reflects the current and changing needs of the community as well as enhancements to improve the quality
of the community. The first year of the CIP is adopted to authorize appropriations.
• The CIP is categorized into programs by project type. The four programs are: Street Improvements, Park &
Trail Improvements, Facility Improvements, and Administrative & Technology Improvements.
• All projects within the CIP programs are appropriated, managed, and tracked separately, and each project's
financial status is reported on a monthly basis in the Treasurers Report.
• Project updates are recorded in the annual Capital Budget, with narrative, timeline, and financial summary
information updated with each published budget document.
• Capital improvements that specifically benefit a select group of users and/or are fee -for -service based are to be
financed through user fees, service charges, special assessments and taxes, or development impact fees.
• The City shall identify and dedicate capital improvement related funding directly to the CIP and to maximize the
use of grant funding for capital improvement projects.
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• Grants, insurance, or other reimbursement funding is to be returned to the expenditure's funding source, unless
otherwise directed by Council. For instance, Hillside Reserve funded projects that receive insurance
reimbursement payments are to be returned to the Hillside Reserve, and grant reimbursements for projects funded
through the CIP Reserve are to be returned to the CIP Reserve when payment is received.
• After completion of the prior year's audit and the General Fund's priority funding requirements are met, the
remaining net operations are moved into the Capital Project Reserve at year end. Use of the Capital Project
Reserve for the subsequent fiscal year is reviewed and preliminary direction given by consensus of the City
Council at the Annual Council Retreat. Final CIP funding direction is provided by Council at budget adoption.
• Council has designated the following capital projects as fundamental to maintaining City infrastructure on an
ongoing basis, and shall therefore have priority status for available Capital Improvement Reserve funding: The
below funding guidelines shall be reviewed by Council for final CIP Budget direction each fiscal year:
$200,000 — Annual Infrastructure Maintenance & Repairs (for Sidewalk, Storm Drains, Curb & Gutter,
and Bridge Maintenance)
* $100,000 — Parks, Trails, Grounds & Median Replacement Project
$ 50,000 — Roadway Safety and Traffic Calming
$ 50,000 — Risk Management and Mitigation Projects
$100,000 — Annual Parks, Trails, Grounds & Median Project
The Annual Roadway Maintenance and Repair (ARM&R) CIP project is the primary CIP project funded in
support of Council's goal to maintain Saratoga city streets at an average 70 PCI rating. On occasion, separate
street specific resurfacing projects are established due to funding requirements; they also contribute toward this
goal. The ARM&R project was originally established with a $1 million minimum annual funding goal from
dedicated Gas Tax Revenue and Solid Waste Services contract assessed Vehicle Impact Fees. However, after
decreases in the PCI, Council has established a new goal of $2 million annually with the FY 2016/17 budget.
Council is to consider this goal in conjunction with funding requests during the CIP budget discussion each year.
This project shall encompass roadway repairs, resurfacing, and rehabilitation projects, traffic light, curb and
gutter, and other miscellaneous repairs, striping and signage, and assorted street materials and supplies.
DEVELOPMENT RELATED FINANCIAL POLICIES
The Williamson Act, also known as the California Land Conservation Act, was passed by the California
Legislature in 1965 to encourage rural & agricultural land owners to keep their land undeveloped. When land
owners enter into a contract under the act, they benefit from lower property taxes, which are based on the property's
current use, rather than paying market value -based tax rates. In exchange, the property is to remain undeveloped
and continue to function in the same manner for the duration of the contract. Contracts run for 10 years and are
automatically renewed unless the farmer or rancher cancels it. The City does not limit the number of Williamson
Act contracts entered into each year.
• The Mills Act is State -sponsored legislation granting local governments the authority to enter into an agreement
with property owners to allow reduced property tax payments in return for the restoration and continued
maintenance of their historic property. Since the agreement reduces property tax assessment, the City receives a
smaller share of property tax revenue in comparison to a property that is assessed at market value. The City will
allow approval of up to three Mills Act Contracts per year.
EXPENDITURES AND PURCHASING
• All expenditures shall be in accordance with the City's purchasing policy, travel policy, credit card policy,
contract policy and public contract code, state or federal law, or any other applicable guidelines or regulations.
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• Expenditures are managed at the program level. Program managers are to ensure expenditures do not exceed the
budgeted workplan and must take immediate action if at any time during the fiscal year an operating deficit is
projected at year-end. Corrective actions may include expenditure reductions, or with Council approval, budget
adjustments, or service reductions.
• The City's current purchasing policy establishes purchasing authority levels, purchasing procedures, and
procedural requirements, for the procurement of supplies, equipment, and services, in conformance with Federal
and State codes and regulations, and City Ordinance No. 2-45.
• Public Work projects governed by the State's Public Contract Code are excluded from provisions of the City's
purchasing policy.
• Guidelines established by the City's Purchasing Policy directs the City's departments to purchase the best value
obtainable, securing the maximum benefit for funds expended, while providing all qualified vendors an equal
opportunity to do business with the City.
• Services and supplies purchases that exceed $5,000 require written quotes, and must be approved by the
Purchasing Officer or designee, typically through the Purchase Order process. Documentation is to be retained
by the department in accordance with the records retention policy and schedule.
• Services, supplies, and fixed asset purchases exceeding $25,000 must be authorized by the City Council, unless
purchase is specifically called out in the adopted budget or excluded under the Purchasing Policy.
• City departments shall conduct quarterly program and capital project reviews to determine if projected operating
revenues and expenditures meet budgeted expectations. If an operating deficit is projected to occur at year-end,
the departments shall evaluate and implement corrective actions as needed, and notify Council before services
will be impacted.
FIXED ASSETS AND INFRASTRUCTURE
• Tangible assets with a cost equal to or greater than $10,000 and a useful life of more than one year are considered
fixed assets and added to the capitalization schedules. Repairs and maintenance of infrastructure assets will
generally not be subject to capitalization unless the repair extends the useful life of the asset.
• The City will sustain a long-range fiscal perspective through the use of a five-year Capital Improvement Plan
designed to maintain the quality of City infrastructure, including streets, sidewalks, curbs and storm drains,
lighting, building, parks, and trees, and through Internal Service Fund programs to both maintain and replace
City building infrastructure, fixtures, and equipment, vehicles, and public works and technology equipment on
an ongoing basis
• A Capital Asset system will be maintained to identify all City assets, their condition, historical and estimated
replacement costs, and useful life. Asset information is retained to provide information for preparation of
financial statements in accordance with GAAP, with emphasis placed on completion of GASB 34 requirements.
• Infrastructure management systems are to be developed and maintained to provide long range financial and
operational planning. These shall include Roadway System management programs, Storm Drain System
management plans, Bridge replacements, Street Signal System replacements, and all other infrastructure
categories that require significant financial resources to fund the eventual replacement needs.
• Information Technology software, hardware, and auxiliary equipment and systems are to be maintained through
the Operating Budget's Internal Service Replacement Fund, whereas annual appropriations in the Information
Technology Services operating budget or departmental program budgets are to fund ongoing license,
maintenance, and security costs.
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INTERNAL SERVICE FUNDS
• Internal Services Funds are established to both equitably allocate operating costs to departments for support and
maintenance services, and to stabilize and spread the City's replacement and operational costs over fiscal years
for the purpose of providing an accurate and balanced long-range fiscal perspective of the use of services and
assets.
• Vehicles, Equipment, and Building asset replacement and maintenance types of Internal Service Funds are
structured to provide a consistent level of funding for asset and equipment replacement, and to ensure sufficient
funding is available for the regular maintenance, repair, and replacement of the City's vehicles, equipment, and
building fixtures in an ongoing manner.
• Technology and Office Equipment replacement and maintenance Internal Service Funds are structured to provide
a consistent level of funding for the replacement of assets and projects, and to appropriately distribute support
and maintenance costs to departments.
• The Liability and Workers Compensation Insurance Internal Service Funds shall maintain adequate reserves to
pay all valid self -insured claims and insurance deductibles, including those incurred but not reported, in order to
keep the insurance funds actuarially sound.
• Each Internal Service Fund will set recovery charges at rates sufficient to meet all operating expenses,
depreciation, and fund balance reserve policy objectives.
LONG-TERM DEBT
• The City shall seek to maintain a high credit rating through sound financial practices as a foundational financial
practice, and to maximize borrowing costs.
• The City does not incur debt for operations or capital improvements except under extraordinary circumstances
and with citizen support. Under these circumstances the City will seek voter approval for General Obligation
(GO) Bond Debt for major infrastructure rehabilitation.
• Long-term Financing Debt is typically incurred for capital improvements or special projects that cannot be
financed from current or dedicated revenues, or for large liabilities resulting in significant financial impacts. In
principal, long-term debt is to be used only if the debt service requirements do not negatively impact the City's
ability to meet future operating, capital, and cash reserve policy requirements.
• Through City Council approval, the City may function as a bonding conduit for special assessment districts.
This may occur when a neighborhood or area is seeking to improve private or cooperatively owned infrastructure,
such as private roads or water system cooperatives. The City shall require full liability protection and cost
recovery as necessary to protect the City and mitigate the cost associated with such actions.
• The term for repayment of long-term financing shall: not exceed the expected useful life of the project; include
financing payment terms at a manageable level; and, does not extend beyond functionally appropriate payment
terms.
• The City shall monitor all forms of debt in conjunction with budget development throughout the year, and will
report concerns and remedies if necessary to the City Council.
• The City will ensure compliance with bond covenants, providing financial information to reporting parties as
necessary.
• The City will comply with Government Code Section 43605 limitations on debt, which limits general obligation
indebtedness to an aggregate 15% of the assessed value of all real and personal property of the City.
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REVENUES
• Designated and legally restricted tax and revenue funding sources will be accounted for in the appropriate funds.
General taxes and revenues not allocated by law or some other contractual agreement to other funds are
accounted for in the General Fund. Dedicated Capital Project revenues are to be directly accounted for in the
appropriate capital project fund, within a designated project.
• A master schedule of User Fees is reviewed and presented to Council on an annual basis to adjust fees to an
appropriate level. Operating departments shall review services and the existing fees to ensure discretionary
services (not specifically waived or modified) reflect direct and reasonable indirect costs of providing such
services.
• The City typically establishes user charges and fees at levels that recover the direct and indirect activity cost of
providing a service or product. The City also considers market rates and charges levied by other municipalities
of similar size for like services in establishing rates, fees, and charges. As some services have partial cost
recovery objectives (such as development fees), cost recovery ratios will vary in accordance with policy
objectives.
• The City will follow an aggressive policy of collecting local taxes and revenues due to the City through persistent
follow-up procedures, and external resources as necessary.
• Donations may be accepted in accordance with the City of Saratoga Donation Policy most recently approved by
the City Council. Under the current policy, unrestricted donations of $5,000 or less may be accepted or declined
by the City Manager. Restricted donations of $500 or less may be accepted or declined by the City Manager.
Unrestricted donations of more than $5,000 and restricted donations of more than $500 must be brought to the
City Council for consideration. The City Manager may choose to request City Council consideration of any
donation, regardless of value.
RISK MANAGEMENT POLICY
• The City is insured for up to $25 million of general liability, auto, and property damage claims through a Joint
Powers Association insurance cooperative up to $5 million, and an excess insurance provider for claims in excess
of this, up to $20 million. The City is self -insured for the first $25,000 for general liability and auto claims;
property damage up to $5,000 and third party auto claims up to $10,000.
Workers Compensation claims are insured for the first $250,000 of coverage through the City's participation in
a Workers Compensation risk pool. After the $250,000 limit is met, an excess insurance coverage policy is
activated. The excess coverage provides an employer liability limit of $5 million per occurrence, and workers'
comp per occurrence limit of $100 million. Workers' Compensation claims are managed by a third -party
administrator.
• The City's role in managing both its risk management and workers comp programs is to be preventative in nature
which is accomplished through careful monitoring of losses, working closely with the third -party administrator,
proactively addressing infrastructure maintenance and potential risks, and by designing and implementing safety
programs to minimize risk and reduce losses.
TREASURY MANAGEMENT
The City's Investment Policy shall be brought to the Finance Committee and City Council for review, discussion,
direction, and adoption on an annual basis. California Government Code Section 53600 and City of Saratoga
Municipal Code Section 2-20.035 require the City Council to annually review and approve the City's Investment
Policy.
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• It is the policy of the City of Saratoga to invest public funds in a manner which will provide the maximum security
with the highest investment return, while meeting the daily cash flow demands of the City and conforming to all
state and local statutes governing the investment of funds.
Finance staff shall exercise due diligence to comply with the Investment Policy. The City currently practices
conservative and cautious investment practices by limiting its investments to the State's Local Agency Investment
Fund (LAIF). Certificates of Deposits and high-grade investment vehicles may also be utilized under the
Investment Policy, however the Finance Committee will provide oversight, review and direction on any decisions
to move a portion of the City's available funds into these other permitted investments. Administrative Services
Department's Finance Division shall prepare a monthly report to the City Council that has sufficient detail to
present the financial condition of the City at month end, the cash and investments balance by fund, and fund
balances by fund type.
TRUST & AGENCY FUNDS
• The City may serve as a Fiscal Agent for an agency organization only if the purpose of the agency is related to
City operations and is in the best interest of the City.
• A legal agreement governing the Trust or Agency relationship is approved by the City Council.
• The Trust or Agency organization remains a separate entity from the City and shall not represent itself as a
component of the City.
• As the Fiscal Agent, the City may hold funds provided by the agency organization in a separate and clearly
designated fund. The fund may earn interest at the City's investment rate.
• Depending on the level of services provided to the agency organization, the City may charge for the cost of any
and all fiscal services provided.
• Depending on the agreement, the City may purchase goods or services on behalf of the agency organization, and/
or disburse funds as directed and permitted by the agency's by-laws and purpose. However, the City is not liable
for any of the agency organization's debts, liabilities or actions.
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FUND BALANCE RESERVE POLICIES
Prudent financial management dictates that the City reserve a portion of its funds for future use to: maintain fiscal
stability; ensure the continued orderly operation of government and provision of services to residents; and to mitigate
current and future risks.
As a general budget precept, the City Council decides when and whether to appropriate available funds to and from a
reserve account. Use of reserve funds must be authorized by either specific direction in the annual budget, or by a
separate City Council action — unless specifically directed by policy. Responsible fiscal stewardship also requires
adequate reserves be maintained for all known liabilities and established City Council and community directed
initiatives.
In the following Fund Balance/Reserve Policy guidelines, the descriptions include identification of the fund type and
classification, the purpose of the reserve, minimum and maximum funding goals if appropriate, appropriate utilization
of the reserve and by what authority, and the procedure for funding the reserve initially; on an ongoing basis, or after
utilization.
FUND BALANCE AND NET POSITION
In 2009, Governmental Accounting Standards Board ("GASB") Statement No. 54 revised fund balance classifications
for "Governmental Funds" into five specific classifications of fund balance with the intent to identify the extent to
which a specific fund balance reserve is available for appropriation and therefore spendable, or whether the fund
balance reserve is constrained by special restrictions. Government Funds for which these new rules apply include:
the General Fund, Special Revenue Funds, Capital Project Funds, and Debt Service Funds.
For "Non -Governmental Funds", equity classifications are classified as "Net Position" with sub -classifications of
Restricted or Unrestricted Net Position. A third component of a Non -Governmental Fund's equity is "Net Investment
in Capital Assets," which for Saratoga refers to the non -monetary portion of equity such as vehicles and equipment,
net of depreciation. Non -Governmental Fund types include Proprietary Funds (Enterprise and Internal Service Funds)
and Fiduciary Funds.
GOVERNMENTAL FUND TYPE RESERVE CLASSIFICATIONS
The Governmental Reserve classifications are defined as follows, which includes the applicable reserves that fall into
the classification.
Non -Spendable Fund Balance
Represents resources that are inherently non -spendable from the vantage point of the current period. The City does
not presently hold Non -Spendable Reserve funds.
Restricted Fund Balance
Represents fund balance that is subject to external enforceable legal restrictions. The City maintains the following
restricted fund balances under this designation:
• General Fund: Environmental Services Fund Balance Reserve
• Special Revenue Funds: Landscape & Lighting Assessment Districts Fund Balances
• Debt Services Fund: Library General Obligation Bond Debt Service Fund
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• Capital Project Funds
a) Park in Lieu Funds
b) Highway User Tax Allocation Fund (Gas Tax)
c) Capital Project Grant Funds
Committed Fund Balance
Represents fund balance constrained by limitations the government imposes upon itself at its highest level of decision
making and remains binding unless removed in the same manner. The City maintains the following fund balances
under this designation:
• General Fund: Hillside Stability Reserve
• General Fund: Facility Replacement Reserve
• Capital Improvement Plan Funds: Capital Improvement Project Fund Balance Reserve
Assigned Fund Balance
Represents fund balance identified by Council for an intended use; however as no legal obligations exist, the funds
may be re -designated and utilized for another purpose if Council chooses. The City maintains the following General
Fund reserves under this designation:
• General Fund: Future Capital & Efficiency Project Reserve
• General Fund: Carryforward Reserve
Unassigned Fund Balance
Represents funding which may be held for specific types of uses or operational funding/stabilization purposes, but is
not yet directed to a specific purpose. Only General Fund reserves can be designated under the "Unassigned" fund
balance classification. Other fund types are by nature structured for specific purposes, hence the fund balances are
therefore considered "assigned" for that purpose.
• General Fund: Working Capital Reserve
• General Fund: Fiscal Stabilization Reserve
• General Fund: Other Unassigned Fund Balance Reserve
Fund Balance Ratios
To ensure the City maintains available working cash flow and emergency funding at all times, the collective total of
the General Fund's Assigned and Unassigned Reserves shall be sustained at a minimum of 20% of General Fund
expenditure appropriations, net of transfers out.
GENERAL FUND YEAR-END ALLOCATIONS
After the City's financial records are finalized and audited, with legal obligations and liability reserves funded,
revenues in excess of expenditures are closed out to the Other Unassigned Fund Balance Reserve. A base amount of
funding, as set by budget policy, is to remain in the Other Unassigned Fund Balance Reserve, with the remainder
distributed in the following order:
1. Repayment of Fund Balance Reserve loans - back to established levels (e.g. borrowing from/usage of the Fiscal
Stabilization or Hillside Stability Reserves).
• For the Hillside Stability Reserve, loan repayment shall be made in annual contributions of $100,000 until
reserve balance reaches the $1 million reserve goal.
• Fiscal Stabilization loan repayments shall be made as directed by Council.
2. Annual contribution of $500,000 to Facilities Replacement Reserve.
3. Remaining funds are allocated to the Future Capital Improvement and Cost Efficiency Projects Reserve.
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GENERAL FUND RESERVES
Environmental Services Reserve
Under the Restricted Fund Balance classification, the Environmental Services Reserve represents revenues collected
under a prior funding structure for environmental purposes, and is therefore restricted for use in funding environmental
program costs such as clean water programs, street sweeping, and storm drain cleaning services. Per policy, the
Environmental Service Reserve is being utilized through annual budget appropriations of $50,000.
The Environmental Services Reserve originated from a one-time funding structural change and therefore will not be
replenished when depleted.
Hillside Stability Reserve
Under the Committed Fund Balance classification, a Hillside Stability Reserve of $1 million is set aside to provide
funding for unanticipated or unforeseen emergency or extraordinary costs related to hillside degradation, inclusive of
slide prevention and mitigation, slide repair, and associated drainage and roadwork.
Use of the reserve requires an analysis be prepared and presented to Council for approval, or in the event of a landslide
requiring immediate emergency work, the Public Works Director may direct use of up to 10% of the reserve to make
emergency repairs and mitigate further damage until Council takes action. Reserve funding is to be used for
emergency work which exceeds operational funding provided for in the Operations Budget. Upon use, refunding of
the reserve shall be provided from year-end net operations in the amount of $100,000 each fiscal year until the
$1,000,000 reserve cap is reached.
Facility Replacement Reserve
The Facility Replacement Reserve is established to accrue funding for the major rehabilitation or replacement of City
Facilities (buildings/structures). Eligible uses of this reserve include both direct funding of public facility
improvements, and the servicing of related debt. Small facility building replacements, major facility renovations, and
down payment contributions toward a large facility replacement in conjunction with bond measure funding are
examples of intended Facility Replacement Reserve uses.
An initial contribution of $300,000 was established in FY 2012/13 with Council's recommendation to continue
funding at this level, as a priority use of year-end net operations funding. Effective FY 2016/17, Council's direction
is to increase the annual year-end contribution amount to $500,000, as funding is available. Council has set a goal to
fund the Facility Replacement Reserve to a level equal to 1/3 of the City's insured value over the next 20 years (by
FY 2036/37) as a fiscally responsible practice to maintain city infrastructure In principle, Saratoga does not pursue
bond money to fund capital improvements, however, replacing high cost facility infrastructure requires a long-term
funding plan that may or may not be attainable through annual contributions. Therefore, the Facility Replacement
Reserve demonstrates both the City's good faith funding effort and financial stewardship for future bond measures if
needed, as well as accumulating funding for a down payment on replacement infrastructure to minimize bond funding
needs.
A facility's insured value represents the initial cost of the facility decreased each year over the facility's estimated
lifespan. Therefore, insured value represents the remaining life of the facility's purchase cost —
it does not represent the current cost to replace a facility. The City recognizes insured value is not sufficient to fund
facility replacements, therefore annual contributions will continue as an ongoing funding obligation even after the 1/3
reserve goal is met.
Changes in annual contributions and the reserve goal amount shall be determined by Council during the budget
process, in line with changes in the City's economic situation. Utilization of the reserve shall be brought to Council
for discussion and consideration as needed.
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Future Capital & Efficiency Projects Reserve
Under the Assigned Fund Balance classification, the Reserve for Future Capital Improvement & Efficiency Projects
shall reserve funding for as yet undefined capital and efficiency improvement projects. Reserve funding is derived
from General Fund accumulated net operations (as available) and is therefore considered a "one-time funding source".
Funds are held in this reserve until Council reviews funding requests and approves a use or transfer to a capital project
fund.
Use of the reserve funding is at the Council's discretion, but typically occurs in conjunction with the annual budget
adoption after Council conducts a comprehensive review of capital and efficiency improvement needs. Reserve
replenishment is dependent upon net operational savings in subsequent fiscal years.
Carryforward Reserve
Under the Assigned Fund Balance classification, the Reserve for Carryforwards represents funding held at the end of
each fiscal year for critical unexpended operating budget appropriations to be purchased in the following fiscal year,
and any remaining Council Contingency funding. The reserve is reconciled at the end of each fiscal year to both
release prior year carryforward funding and reserve current year carryforward funding into the following budget year.
Staff determines the year-end reserve amount after all fiscal year payments are finalized; the reserve amount is
conceptually appropriated by Council each year in the budget adoption resolution.
Working Capital Reserves
In accordance with the City's cautious and conservative fiscal philosophy, the City's general prevailing financial
policy holds that the City should fund daily operations with current resources in order to avoid use of short-term
borrowing for cash flow management.
To support this policy a Working Capital Reserve is maintained that meets cash flow requirements, and in turn, ensures
the continuance of services to the public while also preserving the City's credit worthiness. To provide adequate
working capital in the case of extreme circumstances, the City shall maintain, in combination with the Fiscal
Stabilization Reserve, a minimum operational reserve of 60 days of the following year's General Fund budgeted
expenditures (net of internal service charges and transfers out), up to a maximum operational reserve amount equal to
90 days of the following year's General Fund budgeted expenditures (again, net of internal service charges and
transfers out). This reserve falls under the Unassigned Fund Balance classification.
Beginning with the FY 2016/17 budget, the Working Capital Reserve is maintained at $1 million (reduced from $2
million), and the Fiscal Stabilization Reserve in maintained at $2.5 million (increased from $1.5 million). At this time
a Working Capital Reserve of $1 million is sufficient for cash flow needs, however, the funding level will be assessed
on an annual basis to ensure $1 million is sufficient for cash flow needs. The $1 million funding shift to the Fiscal
Stabilization Reserve reflects a more realistic reserve usage structure — the Working Capital Reserve's purpose is to
ensure sufficient operating cash; the reserve has no defined fund uses, repayment terms, or authorization requirements.
On the other hand, the Fiscal Stabilization Reserve's purpose is defined and may be called upon for critical uses in the
future. The overall 60-day General Fund operational reserve minimum requirements shall continue to be met.
Fiscal Stabilization Reserve
Under the Unassigned Fund Balance classification, the Fiscal Stabilization Reserve represents a funding set -aside to
provide temporary financing for budget stabilization caused by fiscal downturns, unanticipated extraordinary
expenditures related to a natural disaster or calamity, or from an unexpected liability or funding decrease created by a
legislative action. Effective July 1, 2016, the Fiscal Stabilization Reserve funding level increased by a $1 million
transfer from the Working Capital Reserve, up to $2.5 million. As of FY 2018/19, the Development Services Reserve
of $650,000 was integrated into the Fiscal Stabilization Reserve to reflect the Council's desire to review citywide
operational priorities and needs as a whole rather than segmented sections. This brought the Fiscal Stabilization
Reserve up to $3,150 million; approximately 15% of the General Fund's budgeted operations. Together, these funding
shifts provide a focused but flexible reserve funding purpose and utilization structure.
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Fiscal stabilization uses are defined and restricted to: 1) revenue declines lasting more than one year and equal to more
than 5% of either property tax, the combined total of other taxes, or General Fund revenues in total; 2) an unanticipated
extraordinary operational increase of more than 5% such as from a natural disaster; or 3) an unexpected Federal, State,
County or Ca1PERS funding change.
Council may utilize funding at budget adoption, by adoption of a budget adjustment resolution during the course of
the year, or after a Federal, State, or locally declared emergency. In the event a locally declared emergency takes
place, the City Manager has the authority to spend funds until such time as the City Council takes action. Reserve
appropriations are to be replenished from year-end net operations, as available, on a priority basis. The $2.5 million
Fiscal Stabilization Reserve funding level will be assessed on an annual basis to ensure this funding level is sufficient
in light of operational reserves and utilization needs.
Compensated Absences Reserve
Under the Unassigned Fund Balance classification, the Compensated Absences Reserve is established to smooth
expenditure fluctuations resulting from the payout of accrued leave to employees at service separation and distribution
payouts. Reserve funding equal to one-third of the compensated absences liability is established at year-end. Reserve
funding in excess of one-third of the liability is to be returned to the General Fund's Other Unassigned Reserve.
Use of the reserve occurs when total annual compensated absences payouts exceed budgeted salary funds. Large
payouts decrease the compensated absences liability at year-end, thereby supporting the practice of utilizing the
reserve as needed. Year-end reconciling allocations to and from the reserve are approved though Council's budget
resolution adoption each fiscal year, with the liability and resulting reserve amounts determined as part of the year-
end close process.
Council Discretionary Reserve
Under the Unassigned Fund Balance classification, the Council Discretionary Reserve represents unspent funds from
the Council's annual appropriation. The reserve provides a mechanism to roll forward remaining Council
Discretionary Funds as reserve funds are immediately re -appropriated into the following fiscal year. This allows
Council the flexibility to take advantage of unforeseen opportunities or needs without the restriction of fiscal year
boundaries. Use of the reserve funding requires Council majority approval. The reserve exists at year-end only when
there are remaining unspent Council Discretionary funds at the end of the fiscal year.
Other Unassigned Reserve
The `Other Unassigned Reserve' represents accumulated net operations not yet allocated to other fund balance
reserves, and by definition, fall into the Unassigned Fund Balance classification.
Other fund's accumulated net operations are typically accounted for in an undefined reserve account in the fund — and
typically titled `Fund Balance Reserve'. As other funds are structured for specific uses or commitments, the fund
balance, by its distinctiveness, already has a directed purpose, whereas the General Fund is used for multiple and
general operational purposes thereby requiring a distinction of purpose for each reserve. Council may utilize reserve
funding at budget adoption or by adoption of a budget adjustment resolution during the course of the year. Reserve
funding is replenished from year-end net operations, as available.
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INTRODUCTION SECTION
SPECIAL REVENUE FUND RESERVES
Landscape & Lighting Assessment District Funds
Assessment District Funds are Special Revenue Funds, which is a type of governmental fund. As a governmental
fund, the Landscape and Lighting Assessment District Funds comply with GASB 54 fund balance classifications, and
by nature of the fund's purpose, fund balance reserves are classified as restricted reserves.
Special Revenue Funds account for and report the proceeds of specific revenue sources that are restricted or committed
to specified purposes (other than for debt service or capital projects.) For the City, Landscape & Lighting Assessment
District Special Revenue Funds were established to account for each individual assessment district; thereby each fund
has its own separate fund balance reserve.
Each district's fund balance reserve should be sufficient to provide working capital to cover operational expenses
through the first half of assessment receipts in January, therefore equitable to approximately one-half of a district's
annual expenditure budget. The second half of receipts are received in June. Some districts may include capital
improvement projects in addition to ongoing regular maintenance resulting in fund balance increasing over the years
to accumulate sufficient resources for the improvement projects. As each district's situation is different, a district's
maximum fund balance shall be determined by the Public Works Director.
Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget
adjustment resolution throughout the year. The reserve is replenished from the Fund's net operations in subsequent
years.
DEBT SERVICE FUND RESERVES
Library General Obligation (GO) Bond Debt Fund
The Library General Obligation (GO) Bond Debt Fund is a Debt Service Fund established to account for the financial
resources accumulated for principal, interest, and cost of issuance expenditures associated with the Library Bond Debt.
As Debt Service Funds are a governmental fund type, the fund reserves fall under the GASB 54 fund balance
classifications. Debt Service Fund reserves are classified as a Restricted Reserve with the funding only spent for
specific purposes as stipulated by the bond covenants.
The Library GO Bond Debt Fund ensures receipts are tracked separately, and that funding is available for the GO
Bond debt service requirements. At a minimum, the year-end fund balance reserve shall be sufficient to provide
working capital to cover the semi-annual principal and interest debt payment due on August 1 st as the GO Bond tax
receipts are received after the 11 debt payment is due. December receipts provide for the February payment. In
addition, as bond assessments are collected as a percentage of property values, reserves should provide sufficient
funding to compensate for tax fluctuations. The fund's reserve maximum is set at no more than one-year of budgeted
annual expenditures.
The reserve balance is increased (or reduced) through establishing assessment rates at more (or less) than the semi-
annual payments and bond services require. Therefore, use or replenishment of the reserve is approved by Council
through budget adoption, and implemented through an increased or reduced assessment rate as a result of the fund's
net operations.
Arrowhead Community Facility District Bond Debt Fund
In 2016, the City agreed to act as the fiduciary agent for the Arrowhead Community Facility District's bond issuance
to fund the community's water system infrastructure. The bond was finally issued in December 2018, and participants
in the bond issuance began assessment payments in FY 2018/19. The annual debt service assessment is to cover the
cost of the bond's principal and interest payments, and the associated administrative costs. The fund's reserves are
comprised of funds collected less bond costs. As flat dollar amount assessments are set rather than percentage rates,
the CFD Bond Debt assessments do not generate excess fund balance as does the GO Bond Debt Fund.
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CAPITAL IMPROVEMENT PROJECT FUND RESERVES
Overview
Capital Improvement Project (CIP) Funds account for the acquisition and maintenance of major capital assets other
than those financed through special assessments or enterprise funds. Capital Project Funds area type of governmental
fund and therefore comply with GASB 54 fund balance classifications. Because Council has directed the fund's
appropriated funding be spent on specific capital improvement projects, the Capital Project Fund Balance Reserve is
classified as Committed Fund Balance.
Budgeted capital improvement project funding is determined by the scope of work approved by Council, and remains
assigned for that use until completed or reassigned by Council. Fund Balance amounts represent the total remaining
funds in the individual projects at year-end. As Fund Balance amounts are determined by the amount of project
completion at year-end, they cannot be standardized for minimum or maximum amounts. Fund Balance is re -
appropriated to the capital projects in the following fiscal year for the work to be completed.
Street Improvement Projects Funds
Street Improvement Project Funds provide for a safe and functional roadway and pedestrian street system. Each Street
Improvement Fund (CIP Street Fund, CIP Grant Fund, and Gas Tax Fund) has multiple projects which roll up into the
overall fund balances, but remain designated for use by project.
The CIP Street Fund receives annual funding from designated fees, reimbursements, contributions, and transfers from
other funds. The CIP Grant Fund receives federal, state, and local grants which vary in source and amount from year-
to-year. On occasion, a private grant may be received. Typically, CIP Grant Funds
have a negative fund balance as project work is conducted before reimbursement is received. Gas Tax Funds represent
annual Highway User Tax and Transportation Congestion Relief revenue allocations that are to be accounted for
separately and are subject to State audits.
Park & Trail Improvement Project Funds
Park & Trail Improvement Project Funds provide for capital improvements to the City's neighborhood and city parks
and plaza, the sport fields, bike and pedestrian trails, and open space areas throughout the City. Each of the Park &
Trail Improvement Funds (CIP Park & Trail Fund, CIP Tree Fund, and the CIP Park & Trail Grant Fund) have multiple
projects which roll up into the overall fund balances, but remain designated for use by project.
The CIP Park & Trail Fund receives annual funding from Park -In -Lieu fees, occasional subventions, reimbursements
and contributions, and transfers in from other funds. The Tree Fund receives revenue from tree fines and transfers
from other funds upon Council direction. The CIP Grant Fund receives federal, state, local and occasional private
grants which vary in source and amount from year-to-year. Typically, CIP Grant Funds have a negative fund balance
as project work is conducted beforehand and then reimbursed from expenditure invoices.
Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re -appropriated by Council into the following budget year through budget adoption.
Facility Improvement Project Funds
Facility Improvement Project Funds provide for capital maintenance and improvements of the City -owned buildings
and structures throughout the City. Each of the Facility Improvement Funds (CIP Facilities Fund and the Facility
Grant Fund) have multiple projects which roll up into the overall fund balances, but remain designated for use by
project.
The CIP Facilities Fund receives annual funding from a General Fund transfer, from Theater Ticket Surcharge Fees,
and from reimbursements and contributions. The Facility Grant Fund receives revenue from grants that vary in amount
from year-to-year. Typically, CIP Grant Funds have a negative fund balance as project work is conducted beforehand
and then reimbursed from expenditure invoices.
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Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re -appropriated by Council into the following budget year through budget adoption.
Administrative & Technology Improvement Funds
Administrative & Technology Improvement Project Funds provide for major capital expenditures to improve or
enhance administrative, operational, or technology -based systems, processes, or functions. Each of the Administrative
& Technology Improvement Funds (CIP Admin & Tech Improvement Fund and the Admin & Tech Grant Fund) have
multiple projects which roll up into the overall fund balances, but remain designated for use by individual project.
The CIP Administrative & Technology Improvement Fund typically receives funding from a General Fund transfer
as administrative and technology improvement focused grants are limited. If grants are received, projects typically
have a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices.
Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re -appropriated by Council into the following budget year through budget adoption.
INTERNAL SERVICE FUND RESERVES
Overview
Internal Service Funds are established to provide centralized cost centers for shared expenses and services in order to
efficiently track costs and manage resources. Costs are then allocated back to the operational programs based on
usage to more accurately determine cost of services.
The City's Internal Service Funds include the two Insurance funds: Risk Management and Workers Compensation,
four Service/Support funds: Office Support, IT Services, Vehicle & Equipment Maintenance, and Building
Maintenance Funds, and three Equipment Replacement funds: the Vehicle & Equipment Replacement Fund, the
Office Technology Equipment Replacement Fund, and the Building FF&E (Furniture, Fixture, & Equipment)
Replacement Fund.
As each fund is accounted for as a separate entity, operational revenues less expenditures result in either a positive or
negative fund balance at any given point in time — Internal Service Funds are similar to the separate checking and
saving accounts a person may use for different purposes. At year end, each fund's net balance is represented as the
"Fund Balance Reserve".
The intent of the Internal Service Funds Reserves is to hold appropriate levels of reserves to support cash flow needs
and minimize interfund loans, not to accumulate funds in excess of expected ongoing operational costs. Reserve levels
are determined by the specific operational needs of the program, but typically will fall within 25 — 50% of annual
budgeted expenditures.
Internal Service Funds are a type of Proprietary Fund; therefore GASB 54 fund balance classification (for
Governmental Fund types) does not apply. Instead, Internal Service Fund's financial statement reports are presented
similar to private -sector businesses and use "Restricted" and "Unrestricted Net Position" to define net operational
balances (equity/fund balance reserves).
Unrestricted Net Position allows reserve funding to be used (with Council approval) within the general scope of the
fund's purpose. Restricted Net Position reserves are limited to a specific use, narrower than the stated purpose of the
fund. For example, grant funding provided for a defined use, as in remaining funds from a Risk Management Training
Grant within the Liability/Risk Management Fund, must be used for qualified training purposes. Most Internal Service
Funds reserves are held in the Unrestricted Net Position category.
Liability /Risk Management Reserve Fund
The Liability/Risk Management Fund's Unrestricted Net Position reserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
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risk factors. Most claims are covered under the insurance risk pool JPA. The City is self -insured for up to $25,000
per General Liability and City Vehicle Auto Liability occurrence, and up to $5,000 for Property Damage and 3rd Party
Auto Liability. Non -covered claims are paid fully by the City.
The Liability/Risk Management program receives funding from allocations charged to covered departments, from
grant funding, and from claim reimbursements. At year end, unspent funding flows into Unrestricted Net Position or
Restricted Net Position for specific purposes. Requests for use of reserve balance are approved by Council through
budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished
from the Fund's net operations in subsequent years.
Workers Compensation Fund
The Workers Compensation Fund's Unrestricted Net Position reserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
risk factors. The purpose of the Workers' Compensation program is to provide insurance benefit coverage for
employee work -related illness and/or injuries through its membership in a shared risk pool. The risk pool provides
coverage up to $250,000, and excess insurance provides coverage over this amount up to $10 million.
The Workers Compensation program receives funding from allocations charged to covered departments, from grant
funding, and from claim reimbursements. At year end, unspent funding flows into Unrestricted Net Position, or
Restricted Net Position for grant funding. Requests for use of the reserve balance are approved by Council through
budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished
from the Fund's net operations in subsequent years.
Office Support Fund
The Office Support program provides a centralized cost center for administrative office support expenses, including
photocopy machine leases, postage machines, shared office machines, and the associated maintenance and repair
services, postage, paper, and copier supplies. For efficiency, office support costs are managed collectively and charged
back to departmental programs on a use -basis allocation. Accumulated net operations are held in the Office Support
Fund for working capital cash flow.
The reserve is funded from the allocations charged to covered departments. At year end, unspent funding flows into
Unrestricted Net Position. Requests for use of excess reserve balance are approved by Council through budget
adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the
Fund's net operations in subsequent years.
Information Technology Services Fund
Information Technology Services provide for the delivery of technology -based services throughout the City's
operations, including maintenance of the City's information systems and infrastructure, program implementation,
streaming video, internet, landline, and wireless communications systems, cloud -based technology, and support of all
existing information technology as well as new technology initiatives. For technology oversight, security, and
efficiency, information technology costs are managed collectively and charged back to departmental programs on a
service -based allocation to fund the program.
Funding for the program comes from these allocations charged to covered departments. At year end, unspent funding
flows into Unrestricted Net Position. Accumulated net operations are held in the Information Technology Services
Fund for working capital cash flow. Requests for use of the reserve are approved by Council through budget adoption
or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's
net operations in subsequent years.
Vehicle & Equipment Maintenance Fund
The Vehicle & Equipment Maintenance program provides for the fuel, maintenance, and servicing of the City's fleet
and major equipment to ensure all vehicles and equipment comply with manufacturer's recommendations and safety
requirements.
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To fund the program, vehicle & equipment replacement costs are charged back to the departmental programs based
on assigned usage. Accumulated net operations are held in the Vehicle & Equipment Maintenance Fund for working
capital cash flow. At year end, unspent funding flows into Unrestricted Net Position. Requests for use of the reserve
are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the
year. The reserve is replenished from the Fund's net operations in subsequent years.
Facility Maintenance Fund
The Building Maintenance program provides for the custodial, maintenance, and non -major repairs and building
improvement services for all facilities at the Civic Center, Prospect Center, and Museum Park. Additionally, the
program supports the maintenance and repair needs for the tenants of City leased buildings as defined in the lease
agreements. To fund the program, total costs are allocated back to
departmental programs primarily based on building space usage. General and public use is allocated to the Non -
Departmental program.
Accumulated net operations are held in the Building Maintenance Fund for working capital cash flow. Funding comes
from the allocations charged to covered departments. At year end, unspent funding flows into Unrestricted Net
Position. Requests for use of the reserve are approved by Council through budget adoption or by establishing
chargeback funding levels higher or lower than budgeted expenditures. The reserve is replenished from the Fund's
net operations in subsequent years
Vehicle & Equipment Replacement Reserve
The Vehicle and Equipment Replacement Fund Balance Reserve accounts for accumulated funding over an asset's
lifespan, to be used for the replacement of the vehicle or equipment at the end of its useful
life. Initial purchases are paid for through a department's operational budget. If the purchased item is for ongoing
use, the Vehicle & Equipment Replacement program appropriates an annual allocation for the replacement of the
vehicles and equipment based on the asset's cost and years of life. Final determination for replacement of the asset is
determined through an analysis of whether the cost of maintenance equals or exceeds the cost of replacing the asset.
The reserve is funded from allocations charged to covered departments and represents accumulated funding, less
amounts expended for asset replacement. At year end, unspent funding is held in Unrestricted Net Position. The
reserve is to be maintained at a level sufficient to provide replacement funding of vehicles and equipment in
accordance with replacement schedules.
Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget
adjustment resolution throughout the year. The reserve is replenished from the Fund's net operations in subsequent
years.
Office Technology Equipment Replacement Fund
The Office Technology Equipment Replacement Fund accounts for accumulated funding over an asset's lifespan to
be used for the replacement of office technology -based equipment such as desktop computers and monitors, laptops
and tablets, network infrastructure, and various other related equipment. Replacement costs are charged back to the
departments based on assigned equipment costs. Initial purchases are paid for through a department's operational
budget. If the purchased item is for ongoing use, the Office Equipment Replacement program appropriates an annual
allocation for the replacement of the equipment based on the asset's cost and years of life.
The reserve represents accumulated funding, less amounts expended for replacements. The reserve shall be funded to
provide replacement funding in accordance with replacement schedules. Funding for the reserve comes from the
allocations charged to covered departments. Requests for use of the reserve are approved by Council through budget
adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the
Fund's net operations in subsequent years.
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Facility Furniture, Fixtures & Equipment (FFE) Replacement Fund
The Facility FF&E Fund accumulates funding over an asset's lifespan to be used for the replacement of furniture —
such as tables, chairs, and cubicle partitions; for fixtures - such as kitchen appliances, sound equipment, lighting, for
equipment - such as HVAC units, boilers, and generators; and for facility infrastructure — such as roof, door, window,
and floor/carpeting replacement.
Initial purchases for new assets may be paid for through the Operating Budget or through the Capital Budget. Annual
replacement charges are charged -back to the supported department programs with full replacement funding to be
accumulated over the asset's estimated lifetime. Final determination for replacement of the asset is determined
through an analysis of whether the cost of maintenance equals or exceeds the cost of replacing the asset. The reserve
is intended to be maintained at a level sufficient to provide replacement funding in accordance with replacement
schedules.
Requests for use of the accumulated reserve funding are approved by Council through budget adoption, or if an
unplanned situation occurs, by a Council approved budget adjustment resolution during the fiscal year. The reserve
is replenished by replacement charge allocations in subsequent years.
TRUST & AGENCY FUND RESERVES
Overview
Trust and Agency Funds are created to enable City's to assist associated agencies with fund management needs. Trust
Funds are established to hold another entity's funds and ensure the proper management of their money. Agency Funds
are established to receive and disburse another entity's money, as directed by the associated entity.
The City does not currently have any Trust Funds but has set up two Agency Funds: West Valley Clean Water
Program; and the Arrowhead CFD Project Fund. Because the Agency Funds manage their own money, the City of
Saratoga does not develop Reserve Policies for Agency Funds.
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CIP PROJECT PROCESS POLICY
This procedural policy defines how a project moves through the CIP Budget Funding process: from the initial project
idea, through project development, nomination, and project approval process, and if successful, into the Capital Budget
as a funded project.
The CIP project development stage of the policy takes different tracks, depending upon whether the project idea is
staff driven or Council nominated. These two paths are discussed separately below, until the tracks converge for CIP
project assessment preparation.
STAFF PROJECT DEVELOPMENT
1. CIP Project Initiation
As a function of staff s day-to-day work, infrastructure improvements and large-scale repairs and maintenance
are identified as potential capital improvement projects. These are often highly -visible tangible public assets such
as street repaving, or park and trail improvements. However, many CIP projects are less noticeable, including
facility roof repairs, tree planting, or ADA enhancements. Projects may also be administrative or technology
improvements, and hence invisible to the general public, such as code updates/revisions, process improvements,
software implementations, or economic vitality programs.
Staff is to discuss the CIP project idea with the appropriate staff or City Manager for feedback and refinement.
Ultimately, projects need clearly defined boundaries to identify project requirements, specifications, and
resources. While this is not always feasible in the initial stages of project development, the understanding that a
project will eventually require a clear and specific scope will encourage better preparation for discussing the
project idea and moving it through the nomination process. After receiving initial approval, staff moves into the
idea development stage.
2. Idea Development
To move the idea forward, staff will need to analyze and articulate the project's scope, political impacts, priority
factors, resource requirements, and any other relevant considerations.
a. Project Scope — Scope may include the description, project size and location parameters, project purpose,
and goals or deliverables, such as products, services or results. Project justifications and assumptions should
support the proj ect's purpose and definition, and may include cost -benefit analysis, risk assessments, funding
availability, or even community desirability factors.
The scope should clearly state if a project is to be funded and/or completed in phases rather than as a singular
body of work. If the project is ongoing infrastructure maintenance or a program project, this too should also
be clearly noted. In some cases, project scope may be defined by exclusions — statements about what the
project will not accomplish or produce. Additionally, constraints or restrictions may identify project
limitations.
Project Scope defines a commitment to produce a body of work or end -product with the resources provided
under the stated assumptions. The written scope helps to manage expectations and provide clarity to the
involved parties, reduce confusion and failure, prevent scope creep, and provide transparency to the
community.
b. Political Considerations - Knowledge of historical information, which attests to the necessity of
Council/staff communication is of vital importance in project development. Determine whether this project
has come up for consideration before, or why was it not completed previously. Are there lessons to be learned
from a past project proposal?
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Another consideration includes knowing whether a project might be controversial. Is there a segment of the
community strongly opposed to, or strongly supportive of this specific project? Will this project prompt
demand for further funding or resources? Have similar projects been
completed in another part of the city? Determine why this project should be considered a priority over others,
and whether the project's cost or benefits would be supported by the community.
c. Priority Factors - Project priority is an important consideration in the CIP approval decision factor.
Council's role is to determine which projects are of higher priority than others since there will never be
enough money or resources to do every project. Decision criteria may include factors such as:
• Health and Safety Issues
• Imminent failure of structure/system
• Short-term cost of repair vs. long-term cost of replacement
• Availability of external or dedicated funding
• Efficiencies
• Federal or State mandates
• Business or community support
• Impacts if project is not completed
A project's priority is also affected by the severity of the criteria. For instance, a project that falls under the
"Imminent Failure of Structure/System" criteria may be an extremely dangerous situation in need of
immediate repair, or low danger of minor importance and simply remedied by removal. Another example
would occur with Federal or State mandated projects. There may be little impact as to whether the mandate
is met, or there may be severe fines for lack of timely completion. As a result, project priority is based on
the overall assessment of the circumstances; many factors contribute to priority decisions and Council cannot
rely upon a clear hierarchical order upon which to base their decisions.
d. Project Resources - In the City's project development discussions, resources typically refer to financial
funding. However, resources may also refer to staff time, equipment and materials, community/stakeholder
participation or support, space requirements, information technology services, or some other type of support
or contribution.
Funding plays a critical role in project development. In many cases, lower priority projects maybe approved
ahead of higher priority projects simply because there is designated funding available for the lower priority
projects. The ability to bring designated funding (such as a grant award) with a project proposal greatly
increases the likelihood that the proposed project is approved. Overall, projects that request undesignated
Capital Project Reserve funding are more competitive due to funding limitations and the number of projects
competing for the same pot of funds.
An additional component of project resource considerations are the unstated resources (identified above)
required in project construction or implementation. For instance, staff time is limited, and time spent working
on one project prevents staff time being spent on another project. Project timing and staff time requirements
are therefore an important component of the project that Council may wish to review.
e. Other Considerations - There are numerous other factors not mentioned above that are also taken into
consideration when assessing a project idea. For example, can the City afford the ongoing operating budget
increases to maintain or implement the project? Does the project contribute toward economic vitality? Are
there environmental concerns? Does it enhance the community's art, education, or cultural resources? Does
the project provide operational efficiencies or cost savings? Are there risk management or legal liability
issues? Possibly the project requires development be staged in phases? Is there strong community interest
in this project? Each project will differ, meaning analysis is specific to the circumstances, and diligent
research and thought should be put into developing project scope and justification.
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In summary, the overall goal of idea development is to identify, quantify, and assess the project
comprehensively. This effort is intended to ensure that a proposed project is well -thought-out, developed,
and articulated thereby enabling the City Manager and Council to make educated and rational decisions.
3. City Manager Approval
Staff is to propose the project idea to the City Manager for approval. If approved, the project is moved onto the
CIP Project Candidate List. Staff is to notify the Administrative Services Director of the project's approval and
provide pertinent project information.
Staff will prepare written narratives with project scope, justification, fiscal impacts, cost estimates, timelines, etc.
as necessary for Council Retreat assessment package.
CITY COUNCIL PROJECT DEVELOPMENT
Council Members are often the recipients of residents' suggestions for capital project work. Depending on the
topic, Council Members can take these opportunities to: 1) educate the residents on why a project may not be
feasible; or 2) provide residents with information on how to contact City staff with their requests to determine
feasibility; or 3) Council may support the project suggestion and decide to act as a proponent for the project by
guiding it through the Capital Project Nomination process:
1. Nomination
To move a project idea onto the CIP Candidate List, a Council Member is to propose the idea to fellow Council
Members at the end of a City Council Meeting during the Council Items session and request that it be put on the
CIP Candidate List for review during the next upcoming CIP budget cycle.
2. Idea Concurrence
A second Council Member must concur with the request to move the project idea onto the Capital Project
Candidate List.
3. Follow-up
A nomination to the Capital Project Candidate List is to be recorded in the City Council minutes, and acted upon
as a follow-up item. City Manager will notify Council Member of project nomination (to clarify/verify
understanding of project scope and of the assignment to a staff member. Staff member will complete Candidate
List step requirements, including: preparation of project scope narrative and justification, fiscal impacts, cost
estimates, timelines, etc. as required for Council Retreat assessment package.
CIP PROJECT ASSESSMENT
1. Assessment Package
In preparation for the annual Capital Project Assessment, Finance will consolidate the CIP Project Candidates,
along with proposed changes to current CIP projects, and the current year's CIP Unfunded Project List into an
assessment package for Council's review. The Capital Project Assessment review provides a forum to assess all
projects at one time. These assessment package will include:
• A review of available funding
• Existing projects in the current year's CIP
• Proposed changes to existing projects
• The current CIP Unfunded List
• Proposed changes to projects on the CIP Unfunded List
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• New projects on the CIP Candidate List
• Review of requests in conjunction with funding sources
2. Capital Project Assessment
The City Council's review of the capital project assessment package is to be held annually, early in the budget
development cycle, in late January or early February. In addition to reviewing the assessment package, the
Council will also review currently funded capital projects that have unencumbered funds to determine if the
project will continue in the following fiscal year.
In their review, Council may request revisions to a project's scope, funding, or other component. However,
changes that redefine a proposed project must be Council's consensus direction. During the assessment review
process, as projects are assessed, they are either:
• Rejected
• Accepted, or
• Modified and Accepted
At the conclusion of the assessment review, Council will prioritize accepted projects and designate project
funding. Projects placed on the Funded List will be brought forward to the upcoming Budget Study Session. The
remainder will be placed on the CIP Unfunded Project List.
NOTE: Rejected project ideas may be nominated for another attempt to become an approved project in the
following year(s), but must again go through the project development and assessment process.
3. Budget Study Session
Updated CIP funding availability and project revisions will be reviewed a final time with Council. Council will
conduct a final assessment and provide consensus direction to staff for inclusion in the upcoming Proposed Budget
Hearing to be held in May.
CIP PROJECT FUNDING
1. Proposed Budget Hearing
The final Proposed Capital Budget with the recommended project funding will be brought to the City Council
Budget Public Hearing in May. Council is to provide any final comments or direction for budget adoption.
2. Budget Adoption
The Operating and Capital Budgets are brought to Council in June with all final direction incorporated into the
final summaries. Council is to adopt the budget at this time, with budget funding effective on July 1 It of that year.
3. Funding Process Follow-up
Approved CIP projects that do not receive funding allocations will be assigned to the next budget year's CIP
Unfunded List. The list will be included in the budget document, and assessed again during the following year's
Capital Project Nomination and Assessment Process. The new CIP Unfunded List has a life span of one budget
cycle.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
GANN APPROPRIATION LIMIT
BUDGET RESOLUTIONS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
GANN APPROPRIATION LIMIT
On November 6, 1979 California voters approved Proposition 4, commonly known as the Gann Spending Limitation
Initiative, establishing Article XIIIB of the State Constitution. This proposition, which became effective in Fiscal
Year 1980/81, mandated an appropriations (spending) limit on the amount of tax revenues the State and most local
government jurisdictions may appropriate within a fiscal year. This limit grows annually by a population and cost -
of -living factor.
The State Appropriation Limit was subsequently modified by two initiatives - Proposition 98 in 1988 and Proposition
111 in 1990. Proposition 98 established that tax revenues exceeding appropriation limit levels would be returned to
the State or citizens through a process of refunds, rebates, or other means. Proposition I I I allowed more flexibility
in the appropriation calculation factors.
Only tax proceeds are subject to this limit. Charges for services, fees, grants, loans, donations and other non -tax
proceeds are excluded. Exemptions are also made for voter -approved debt, debt which existed prior to January 1,
1979, and for the cost of compliance with court or Federal government mandates.
The City Council adopts an annual resolution establishing an appropriations limit for the following fiscal year using
population and per capita personal income data provided by the State of California's Department of Finance. Each
year's limit is based on the amount of tax proceeds that were authorized to be spent in fiscal year 1978/79, with
inflationary adjustments made annually to reflect increases (or decreases) in population and the cost of living. This
State Appropriation Limit is thence established as the maximum amount of funds that can be appropriated from tax
proceeds for that fiscal year.
APPROPRIATION LIMIT CALCULATION
With per capital income expected to increase next year coupled with a slight population increase, the appropriation
factor is positive
for FY 2019/20.
The following schedule reflects
historical appropriations for the prior ten fiscal
years, and the
calculation for the next budgeted fiscal year:
APPROPRIATION LIMIT FACTORS
For
Beginning
County
City
California
Ending
%
YE
Appropriation Population
Population
Per Capita
Appropriation
Limit
June 30
Limit
Factor
Factor
Income A
Limit
Increase
2010
30,592,104
1.0156
1.0070
1.0062
31,261,971
2.19%
2011
31,261,971
1.0126
1.0100
0.9746
30,851,813
-1.31%
2012
30,851,813
1.0089
1.0091
1.0251
31,907,666
3.42%
2013
31,907,666
1.0124
1.0070
1.0377
33,521,156
5.06%
2014
33,521,156
1.0157
1.0129
1.0512
35,790,667
6.77%
2015
35,790,667
1.0150
1.0066
0.9977
36,243,974
1.27%
2016
36,243,974
1.0113
1.0000
1.0382
38,053,696
4.99%
2017
38,053,696
1.0126
1.0053
1.0537
40,602,404
6.70%
2018
40,602,404
1.0081
1.0023
1.0369
42,441,648
4.53%
2019
42,441,648
1.0099
1.0052
1.0367
44,434,849
4.70%
2020
44,434,849
1.0033
1.0003
1.0385
46,297,871
_
From the above information, the City
of Saratoga's appropriation limit
for fiscal year
2019/20 is calculated as
follows:
FY2019/20 Calculation
% Increase in
California
2018/19
2019/20
County
Per Capita
Appropriation
Appropriation
Appropriation
Population
Income A
Factor
Lint
Limit
1.0033 X
1.0385
= 1.0419 X
$ 44,434,849
= $ 46,297,871
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
Percentage of Annroariation
2019/20
2019/20
Percentage
Tax
Appropriation
of
Revenues
Limit
Limit
16,114,000
/ $ 46,297,871 =
35%
As illustrated in the above calculation, the total amount of tax revenues appropriated to the City in FY 2019/20 is not
to exceed $46,297,871. The FY 2019/20 budget anticipates $16,0114,000 in Gann designated tax revenues which
equates to $30,213,871 less than, or approximately 35% of the appropriation limit. Therefore, the City's tax revenues
fall substantially below the appropriation limit.
APPROPRIATION TREND
The City of Saratoga is an affluent suburb community, known for its excellent schools, beautiful neighborhoods, and
is home to many Silicon Valley executives and professionals. As a very desirable place to live comprised of high -
value homes, property values have grown significantly over the past few decades, and is now one of the most expensive
places to live in the nation. However, Saratoga was established as a low -tax city, meaning the City's property tax
dollar growth has increased at a slower pace than either population or per capita personal income growth rate since
the Gann calculation was established in 1979.
Both the low -tax status and limited development growth has contributed to a large margin between tax revenues
received and the revenue limitation established under the Gann Proposition. Over the last 10 years, the tax growth
rate has moved higher than in past historical trends due to the restoration of the City's full tax allocation during this
time frame. However, even with a 5.2% long-term appropriation growth trend (based on a 40-year average), the
significantly wide margin between tax revenues and the appropriations limit will continue to provide a safe buffer
long into the future.
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
TAx REVENUES TO APPROPRIATIONS LIMIT
10 YEAR TREND
2014/15 2015/16 2016/17 2017/18 2018/19 201920 2020/21 2021/22 2022/23 2023/24
Actuals Actuals Actuals
2014/15 2015/16 2016/17
Actuals
2017/18
Estimated
2018/19
Budget
2019/20
Projected
2020/21
Projected
2021/22
Projected
2022/23
Projected
2023/24
Tax Revenues 12,658,159 13,501,351 14,148,528
15,172,721
16,449,714
16,114,000
16,916,455
17,758,872
18,643,240
19,571,648
Appropriation Limit 36,243,974 38,053,696 40,602,404
42,441,648
44,434,849
46,297,871
48,362,751
50,519,723
52,772,897
55,126,562
Revenue to Limit % 35%
37 %
35%
35% .
35% ■
35%
36%
APPROPRIATION LIMIT ADOPTION
The resolution to revise the appropriation limit to $46,297,871 for FY 2019/20 was brought
to Council for approval
on June 19, 2019.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
GANN APPROPRIATION LIMIT RESOLUTION
RESOLUTION NO. 19-034
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA
ESTABLISHING THE FISCAL YEAR 2019120 GANN LIMIT
APPROPRIATION FOR THE CITY OF SARATOGA
W+HERFAS, the City of Saratoga has established its Basu Ycar Appropriation Limit as S5,961,747 in Fiscal Year
1978f79; and
WHEREAS, the cumulative changes to population and to the California per capita personal income since the Base
Year established the revised Proposition 1 I I Fiscal Year 199-6197 Appropriation Limit as S16,1 S3,314; and
WHEREAS, to the best of the City's knowledge and belief, the Statc Department of Finance figures provided to
the City in response to Proposition 11 1 passed by the voters in June t990, reflects the appropriate statistics relevant
to the calculailon of the Fiscal Year 20191RO Appropriation Limit, which includes:
• County population adjustments for the year ended December 31, 2t718 equal io 0.33%, and
• City population adjusnneiit for the year ended December 31, 2018 equal to 0,03%, and
+ Change in California per capita c❑stof living For Fiscal Year 21319/20 equal to 3.85%
NOW, THEREFORE, the City Council of the City of Saratoga hereby resolves that, based on the Foregoing
Figures and the provisions of Article MKI of the Constitution of the State of California, the Following figures
accurately represent the Fiscal Year2019120 Appropriation Limit for the City of Saratoga at $46,297,871,
The above and farcgoing resolution was passed and adopted at a rcgular meeting of the Saratoga City Council held
on the 19th day of June 20t9 by the following vote:
AYES: Mayor L Manny Cappello, Vice Mayor Howard Miller, Council Members RMi Kumar, Mary -
Lynne 3ernald, Yan Zhao
NOES:
ABSENT:
ABSTAIN:
ppelb
ay❑r, City of Saratoga
A
hbie Bretschneider, Cate:
City Clerk, City of Saratoga
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
ANNUAL BUDGET RESOLUTION
"SOLUTION 19-038
A RESOLUTION OF
TH E CTI'Y COUNCIL OF TILE CITY OF SARATOGA
TO ADOPT THE FISCAL YEAR 2019)20 OPERATING & CAPITAL BUDGET
WHEREAS, Sectiad12-20.050(i) of the Code of the City of Saratoga requires the Ciry MamageT ki
prcpars and submit the pfgxmcd annual bndgcl to the City Coancil for its approval., and
WHEREAS, on V1ay e, ttie plaual3rg Commission conducted an armtkal mview of proposed new
capital projects and determined that all proposed new capital. projects are consistent with ilia City's General
Plan; and
VVMRIEAS, the City ManE
AND BE IT FURTHER RM)LVED, Ihm the City Council hereby directs that any ahanps or
201 W20 to the City Counci I at a pLkbl
Impacts =tl lting from: Ccuncl l mpprovaE of any mitt and confer promsea or rnawgement 4-, llperh-alum
plan; from clQ55iricaki❑n adjustntcnis or miscellaneous "rWivps; For changes due iu more rcfintxl
V4WIRIFA% the (Jity Coun
cslitrum, grunt approvals, c18im reinihursements, budget carir*rwLkrds, or added revenue and
budgets for FY 2011l20, and if but
expenditures; firm develuptnent fee based pass -through budget sppnapriations; -or from further City
dire-,tioo for changes to thu Pn* mmcd
Council crmsensusdirection received on June 19.2019, be iwmporated within 1hefinal Fiscal Year 2019t20
Operating &. Capital Budgets;
WHEREAS, stati-will inco
cstimalrs,cuiTGGtians, adjustments,
AND BE IT FURTHER RESOLVED, that ide Finance & Administrative Services Director Is
directed to record these changes into the Cily`5 aCGPL1174ing records in accordance +viEh appropriate
final Fiscal Fear 2019J20 {}peraiing,
accounting practises,
NOW THERFFORF,1tT:
11w 86pVe and fnregtring resoluiholl was passed and adopted &.t a rpSltlr+r meeting of the SaralOga City
adopts (Ike Fiscal Year 2019M Oper
CaumciI held oil the 10' day o€gone 2019, bythe follvwiing vote:
in the staff fepart t+eoatrnnending ad
AYES- Mayor E Manny Cappello, Vice Mayor Howard Miller, Council hlenlhtns Rishi Kumar.
AND BE IT FURTHER R
Mary -Lynne Berra Id, Van fh,w
refinements, corrections, and rcvisi
NOES:
idGntiFted funding for specified oxN
ABSENT:
FuQward fwm the prior year withi
Bnturnbrxnt:cs my, of J une 30, 2.019;
ABSTAIN.
AND BE IT FURTIIF.R
included in the FY 2ti69{20 Capita
E, or or the City❑,
May -or or the City of Saratoga
mviromncnt and arc catcgoricaily cm
project; involve msintcnance, repair.
1), replacement a mc.onstruatian of
ATTEST-
small sire and are identified by 12110
{x r
3), minor ahcrations to land (§ L5304CW,
Bretschneider, Datc
City Cle k ofthe C ity of Saratoga
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INTRODUCTION SECTION
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES
SUPPLEMENTAL INFORMATION
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
300
250
200
150
100
50
FINANCIAL SUMMARIES
TOTAL FUND REVENUES AND EXPENDITURES
Summary schedules which provide a high-level overview of the entire operating budget, in a fund -type summary,
as well as by fund -specific and category -specific summary levels.
TotalFund Activity Summary ..............................................................................................................................89
TotalRevenues — by Fund....................................................................................................................................90
TotalExpenditures — by Fund..............................................................................................................................92
TotalRevenues — by Category ............................................................................................................................. 94
TotalExpenditures — by Category ........................................................................................................................95
GENERAL FUND REVENUES AND EXPENDITURES
Summary schedules which identify the General Fund operating sources and uses at the department and category
levels. The Fund Balance Activity summarizes the General Fund sources and uses which impact the ending fund
balance.
General Fund Revenues — by Department........................................................................................................... 96
General Fund Expenditures — by Department...................................................................................................... 97
General Fund Revenues — by Category ................................................................................................................ 98
General Fund Expenditures — by Category ........................................................................................................... 99
General Fund Tax Revenues per Capita — Cities of Santa Clara County..........................................................100
General Fund Tax Revenues — 10 Year History of Key Tax Revenues............................................................101
General Fund — Fund Balance Reserve Activity................................................................................................102
TRANSFERS
A schedule summarizing activity by fund, of estimated fund transfers for the prior year and budgeted for the
adopted fiscal year.
Schedule of Interfund Transfers.........................................................................................................................103
FUND BALANCE
Fund Balance schedules, one which summarizes activity and ending fund balances to provide a quick look at the
ongoing status of the individual funds, and another which provides a 5-year trend.
Total Fund Balance Activity Summary — by Fund............................................................................................104
Fund Balance Reserve — 5-Year Comparative History .......................................................................................106
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
DEPARTMENTAL BUDGETS
Department level schedules which provide an overview of funding source and expenditure use by each program within the
department.
Department Revenues — by Program..................................................................................................................................... 108
Department Expenditures — by Program............................................................................................................................... 110
SUPPLEMENTAL INFORMATION
EMPLOYEE INFORMATION
Staffing schedules which provide a summary level view of operational staffing assignments, funding, and trend over the prior
five years.
Summary of Employee Salary & Benefits............................................................................................................................ 112
Positionsby Department...................................................................................................................................................... 121
Staffingby Department........................................................................................................................................................ 124
Staffingby Fund.................................................................................................................................................................. 125
MAJOR REVENUE INFORMATION
Descriptions and schedules which provide a five-year historical view of the City's major revenue sources, and the forces
which impact these revenues.
General Fund Major Revenues............................................................................................................................................. 127
Non -General Fund Major Revenues.................................................................................................................................... 133
CapitalRevenues................................................................................................................................................................. 134
LONG-RANGE FINANCIAL FORECAST
Summary level schedule ofprojected General Fund revenues and expenditures forecasted over the next five years — consistent
with current assumptions and organizational structure.
General Fund Five Year Financial Projection....................................................................................................................... 137
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL FUND BUDGET ACTIVITY SUMMARY
FY 2019/20
Revenues
Expenditures
Source (Use)
Estimated
Fund Balance &
&
of
Fund Balance
Fund Category
July 1, 2019 Transfers In
Transfers Out
Fund Balance
June 30, 2020
Operating Funds
General Fund Reserves
Environmental Services
$ 163,182 $
$
$ (50,000)
$ 113,182
Hillside Stability
1,000,000
-
1,000,000
Capital Projects
2,651,287
(2,620,000)
2,717,847
2,749,134
Facility Reserve
2,700,000
500,000
3,200,000
Carryforwards
47,647
(47,647)
-
WorkingCapital
1,000,000
-
1,000,000
Fiscal Stabilization
3,150,000
-
3,150,000
Compensated Absences
249,620
-
249,620
Other Unassigned
3,717,847 23,051,519
(22,843,345)
(3,120,200)
805,821
Total General Fund Reserves
$ 14,679,583 $ 23,051,519
$ (25,463,345)
$ -
$ 12,267,757
Special Revenue Funds
Landscape & Lighting Districts
$ 1,621,946
753,387
(779,042)
-
1,596,291
Total Special Revenue Reserves
$ 1,621,946
$
753,387
$
(779,042)
$
- $
1,596,291
Internal Service Funds
Liability/RiskManagement
$ 579,283
461,362
(618,616)
-
422,029
Workers Compensation
274,917
185,000
(216,279)
-
243,638
Office Support Services
120,378
50,000
(73,750)
-
96,628
IT Services
391,824
585,000
(685,337)
-
291,487
Vehicle & Equipment Maintenance
266,099
275,000
(275,980)
-
265,119
Facility Maintenance
562,504
925,000
(987,031)
-
500,473
Vehicle & Equipment Replacement
476,586
150,000
(211,250)
-
415,336
IT Equipment Replacement
489,683
150,000
(228,750)
-
410,933
Facility FFE Replacement
379,556
200,000
(399,500)
-
180,056
Total Internal Service Reserves
$ 3,540,830
$
2,981,362
$
(3,696,494)
$
- $
2,825,698
Total Operating Funds
$ 19,842,359
$
26,786,268
$
(29,938,880)
$
- $
16,689,747
Debt Service Funds
2001 Series GO Bond
$ 932,880
672,616
(846,035)
-
759,461
2018 Arrowhead CFD Bond
689,341
165,400
(618,116)
236,624
Total Debt Service Funds
$ 1,622,221
$
838,016
$
(1,464,151)
$
- $
996,085
Trust & Agency Funds
West Valley Clean Water JPA
500,552
988,827
(1,035,748)
453,631
Arrowhead Project Fund
-
375,513
(375,513)
-
Total Trust & Agency Funds
$ 500,552
S 1,364,340
$ (1,411,261) S
- S 453,631
Total Operating Budget
$ 21,965,132
$ 28,988,624
$ (32,814,293) $
- $ 18,139,463
Capital Improvement Funds
Street Projects
1,236,504
7,778,707
(9,015,211)
- -
Park & Trail Projects
810,758
2,625,000
(3,420,363)
- 15,395
Facility Projects
694,065
777,789
(1,436,855)
- 35,000
Administrative & Tech Projects
510,729
205,000
(715,729)
- -
Total Capital Improvement Funds
3,252,056
11,386,496
(14,588,157)
- 50,395
Total Operating & Capital Budget
$ 25,217,188
$ 40,375,121
i (47,402,450) $
18,189,858
Capital Improvement Funds - Beginning Fund Balance represents previously budgeted but unspent capital funds. Budgeted revenue,
grants, and Transfers -In are shown in the second column. Together these funds are budgeted in full for capital project expenditures (with
a couple of exceptions). While not all capital funding is expended during a fiscal year, the full amount of available funds are appropriated
to allow for multi -year contracts, project encumbrances that cross fiscal years, and for project timing uncertainties and changes. At year-
end, the remaining project balances carry forward into the project's next fiscal year's beginning fund balance budgeted amount.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL REVENUES & TRANSFERS IN - BY FUND
FOUR YEARS PLUS BUDGET
FY 2015/16
FY 2016/17
FY 2017/18
FY 2018/19
FY 2018/19
FY 2019/20
Revenues By Fund
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
General Fund
General Fund
$ 20,782,596
$ 21,112,412
$ 22,970,107
$ 22,296,576
$ 24,115,948
$ 23,051,519
Total General Fund
$ 20,782,596
$ 21,1129412
$ 22,970,107
$ 22,2969576
$ 24,1159948
$ 239051,519
Special Revenue Funds
Landscape& Lighting Districts
599,827
658,256
756,946
684,251
774,435
753,387
Total Special Revenue Funds
$ 5999827
$ 6589256
$ 7569946
$ 684,251
$ 7749435
$ 753,387
Internal Service Funds
Liability / Risk Management Ins
343,808
392,699
359,587
411,362
351,831
461,362
Workers Compensation Ins
185,000
179,954
185,934
185,000
184,979
185,000
Office Support Services
65,703
59,868
58,248
50,000
49,629
50,000
Information Technology Services
481,485
531,058
588,530
585,000
591,549
585,000
Vehicle & Equipment Maintenance
275,003
275,000
275,000
275,000
275,000
275,000
Facility Maintenance
906,440
934,424
930,759
925,000
928,029
925,000
Vehicle & Equipment Replacement
163,565
125,000
177,531
150,000
182,155
150,000
IT Equipment Replacement
125,000
125,000
150,000
150,000
150,000
150,000
Facility FFE Replacement
200,000
200,000
200,000
200,000
200,000
200,000
Total Internal Service Funds
$ 2,746,004
$ 2,823,002
$ 2,925,588
$ 2,931,362
$ 2,913,171
$ 2,981,362
Debt Service Funds
2001 Series GO Bond
2018 Arrowhead CFD Bond
Total Debt Service Funds
Trust & Agency Funds
West Valley Clean Water JPA
ACCI Project Fund
Total Trust Funds
Capital Improvement Program Funds
Street Projects
Park & Trail Projects
Facility Projects
Administrative Projects
Total Capital Improvement Program
901,362
$ 901,362
884,255 885,169 725,039 776,334 672,616
3,998,848 4,225,566 165,400
$ 884,255 $ 885,169 $ 4,723,887 $ 5,001,900 $ 838,016
1,409,217 1,409,217 988,827
$ 1,409,217 $ 1,409,217 $ 988,827
1,206,299
1,868,961
1,407,099
8,933,773
5,128,333
7,103,707
493,047
23,685
138,170
421,015
204,810
1,130,000
40,371
224,530
81,702
62,000
44,338
402,789
138,552
137,115
141,412
130,000
138,215
130,000
$ 1,878,270
$ 2,254,291
$ 1,768,384
$ 9,546,788
$ 5,5159696
$ 8,766,496
Total Revenues $26,908,058 $27,732,217 $29,306,195 $41,592,083 $39,730,367 $37,379,607
Operating Transfers In
General Fund
$ 267,918
$ 55,384
$ 442,198
$ -
$ 158,391
$
Landscape & Lighting Fund
-
-
-
25,000
25,000
FFE Replacement Fund
180,000
-
-
ACCI Project Agency Fund
-
-
-
3,909,614
3,501,009
375,513
Street Capital Project Funds
2,450,555
1,305,000
2,276,000
962,000
1,037,866
675,000
Park & Trail Capital Project Funds
378,380
171,548
545,000
165,000
174,328
1,495,000
Facility Capital Project Fund
153,896
190,648
-
743,000
743,000
375,000
Admin Capital Project Fund
329,462
167,394
133,909
172,432
172,432
75,000
Total Transfers In
$ 3,760,211
$ 1,889,974
$ 3,397,107
$ 5,977,046
$ 5,812,025
$ 2,995,513
Total Revenues & Transfers $ 30,668,268 $ 29,622,190 $ 32,703,302 $ 47,569,128 $ 45,542,392 $ 40,375,121
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL REVENUES & TRANSFERS IN - BY FUND TYPE
FOUR YEARS PLUS BUDGET
FY 2019/20 BUDGETED REVENUES
Special Revenue
,_. 1ntPrnal &Prvice
Debt Service
Funds
2.2%
Trust & Agency
2.6%
Capital
Improvement
Funds
23.5%
FY 2015/16
FY 2016/17
FY 2017/18
FY 2018/19
FY 2018119
FY 2019/20
% of
Revenues By Fund
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Total
General Fund
$ 20,782,596
$ 21,112,412
$ 22,970,107
$ 22,296,576
$ 24,115,948
$ 23,051,519
61.7%
Special Revenue Funds
599,827
658,256
756,946
684,251
774,435
753,387
2.0%
Internal Service Funds
2,746,004
2,823,002
2,925,588
2,931,362
2,913,171
2,981,362
8.0%
Debt Service Funds
901,362
884,255
885,169
4,723,887
5,001,900
838,016
2.2%
Trust & Agency Funds
-
-
-
1,409,217
1,409,217
988,827
2.6%
Capital Improvement Funds
1,878,270
2,254,291
1,768,384
9,546,788
5,515,696
8,766,496
23.5%
Total Revenues By Fund
$ 26,908,058
$ 27,732,217
$ 29,306,195
$ 4195929083
$ 399730,367
$ 3793799607
100.0%
Operating Fund Transfers
447,918
55,384
442,198
25,000
183,391
-
Trust & Agency Funds
-
-
-
3,909,614
3,501,009
375,513
CIP Fund Transfers
3,312,293
1,834,590
2,954,909
2,042,432
2,127,626
2,620,000
Total Revenues & Transfers ( $309668,268
$29,622,190
$32,7039302
$479569,128
$45,542,392
$40,3759121
Note: Capital Project revenue and expenditure amounts in the current year budget reflect full appropriation for receipt and expense of
capital funding to indicate the potential impact of capital projects. However, this high level of activity is not expected as most projects are
completed over multiple years. Remaining project balances at year-end carryover to the following fiscal year and are again reflected as
revenue and expenditure funding.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL EXPENDITURES & TRANSFERS OUT - BY FUND
FOUR YEARS PLUS BUDGET
FY 2015/16
FY 2016/17
FY 2017/18
FY 2018/19
FY 2018/19
FY 2019/20
Expenditures By Fund
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
General Fund
General Fund
$18,198,969
$19,203,452
$19,389,791
$ 22,162,955
$ 20,887,806
$ 22,843,345
Total General Fund
$18,198,969
$19,203,452
$19,389,791
$ 229162,955
$ 20,887,806
$ 22,843,345
Special Revenue Funds
Landscape & Lighting Districts
Total Special Revenue Funds
Internal Service Funds
Liability/Risk Management Ins
Workers Compensation Ins
Office Support Services
Information Technology Srvcs
Vehicle & Equipment Maintenance
Facility Maintenance
Vehicle & Equipment Rep lcmnt
IT Equipment Replacement
Facility FFE Replacement
Total Internal Service Funds
Debt Service Funds
2001 Series GO Bond
2018 Arrowhead CFD Bond
Total Debt Service Funds
Trust & Agency Funds
West Valley Clean Water JPA
Arrowhead Project Funds
Total Trust Funds
Capital Project Funds
Street Projects
Park & Trail Projects
Facility Projects
Administrative Projects
Total Capital Project Funds
461,679
511,179
524,475
824,620
562,828
779,042
$ 461,679
$
511,179
$
524,475
$ 824,620
$
562,828
$ 779,042
258,585
264,705
310,160
570,100
326,455
618,616
195,124
190,303
182,611
225,488
207,436
216,279
44,606
46,234
51,090
59,850
46,215
73,750
467,583
497,208
532,339
637,801
563,989
685,337
224,618
264,043
215,576
272,422
245,234
275,980
804,049
850,535
869,578
944,018
881,310
987,031
201,355
150,721
245,569
311,800
223,517
211,250
44,762
84,040
41,569
191,250
84,046
228,750
40,778
40,853
277,556
405,452
241,258
399,500
$ 2,281,460
$
2,388,641
$
2,726,047
$ 3,618,181
$
298199460
$ 39696,494
885,010
847,885
846,735
841,535
841,210
846,035
-
-
-
35,676
35,216
242,603
$ 885,010
$
847,885
$
846,735
$ 877,211
$
876,426
$ 1,088,638
-
-
-
995,000
908,665
1,035,748
3,909,614
3,501,009
375,513
$ -
$
-
$
-
$ 49904,614
$
4,409,674
$ 1,411,261
1,397,415
2,772,822
3,932,376
11,492,928
6,257,979
9,015,211
787,389
127,362
465,837
1,779,182
711,477
3,420,363
237,731
382,631
154,903
906,104
194,498
1,436,855
168,186
167,499
194,258
879,537
294,186
715,729
$ 2,590,721
$
39450,314
$
4,747,374
$15,057,751
$
7,4589141
$149588,158
Total Expenditures $ 24,417,839 $ 26,401,474 $ 28,234,421 $ 4794459332 $ 37,014,334 $ 44,406,937
Operating Transfers Out
General Fund
2,017,656
1,620,648
1,872,909
1,765,000
1,840,866 2,620,000
Arrowhead CFD Debt Service Fund
-
-
-
3,909,614
3,501,009 375,513
Street Capital Projects
1,443,419
30,000
1,382,595
112,432
131,302 -
Park & Trail Capital Projects
240,620
96,548
71,835
-
56,134
Facility Capital Projects
58,516
25,384
43,497
-
34,877
Admin Capital Projects
-
117,394
26,272
190,000
247,837 -
Total Operating Transfers Out
$ 3,760,211
$ 1,889,974
$ 3,397,107
$ 5,977,046
$ 5,812,025 $ 2,995,513
Total Exp & Transfers Out $ 28,178,050 $ 28,291,448 $ 31,631,528 $ 53,422,378 $ 42,826,359 $ 47,402,451
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL EXPENDITURES & TRANSFERS OUT - BY FUND TYPE
FOUR YEARS PLUS BUDGET
FY 2019/20 BUDGETED EXPENDITURES
Internal Service Funds
Special Revenue Funds
Service Funds
2.5%
Trust & Agency
Funds
3.2%
C1P Funds
32.9%
FY 2015/16
FY 2016/17
FY 2017/18
FY 2018/19
FY 2018/19
FY 2019/20
% of
Expenditures By Fund
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Total
General Fund
$18,198,969
$19,203,452
$19,389,791
$ 22,162,955
$ 20,887,806
$ 22,843,345
51.4%
Special Revenue Funds
461,679
511,179
524,475
824,620
562,828
779,042
1.8%
Internal Service Funds
2,281,460
2,388,641
2,726,047
3,618,181
2,819,460
3,696,494
8.3%
Debt Service Funds
885,010
847,885
846,735
877,211
876,426
1,088,638
2.5%
Trust & Agency Funds
-
-
-
4,904,614
4,409,674
1,411,261
3.2%
Capital Project Funds
2,590,721
3,450,314
4,747,374
15,057,751
7,458,141
14,588,158
32.9%
Total Expenditures By Fund
$ 24,417,839
$ 26,401,471
$ 28,234,421
$ 47,445,332
$ 379014,334
$ 44,406,937
100.0%
Operating Fund Transfers
2,017,656
1,620,648
1,872,909
1,765,000
1,840,866
2,620,000
Debt Service Funds
-
-
-
3,909,614
3,501,009
375,513
CIP Fund Transfers
1,742,555
269,326
1,524,198
302,432
470,150
-
Total Expenditues & Transfers
$ 28,178,050
$ 28,291,445
$ 31,6319528
$ 53,422,378
$ 42,826,359
$ 47,402,451
Note: Capital Project revenue and expenditure amounts in the current year budget reflect full appropriation for receipt and expense of
capital funding to indicate the potential impact of capital projects. However, this high level of activity is not expected as most projects are
completed over multiple years. Remaining project balances at year-end carryover to the following fiscal year, and are again reflected as
revenue and expenditure funding.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL REVENUES & TRANSFERS IN - BY CATEGORY
FOUR YEARS PLUS BUDGET
Property Tax
Sales & Use Tax
Franchise Fee Tax
Transient Occupancy Tax
Business/Other Taxes
Fees, Licenses & Permits
Intergovernmental
Charge for Services
Interest Income
Rental Income
Other Sources
Internal Service Charges
Capital Improvements
FY 2019/20 BUDGETED REVENUES
16,453,9
1,1
,000
2,195,000
35a,oao
515,00(
1,841,850
536,36
492,671
518,
399,250
321,054
2,8
,000
8,7
,496
'Poe' a 0 o opo,oQ0 s p0oo N, �2, 0 00o a00 °°o p0° 1A °Qo p00 00o p6° aoo a°°
FY 2015/16
FY 2016/17
FY 2017/18
FY 2018/19
FY 2018/19
FY 2019/20
% of
Revenues by Category
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Total
Property Tax
$
12,937,839
$
13,719,617
$ 14,752,397
$ 14,770,998
$ 16,099,779
$ 16,453,924
44.0%
Sales Tar
1,189,398
1,185,035
1,124,647
1,050,000
1,207,471
1,100,000
2.9%
Franchise Fee Tax
2,068,401
2,170,870
2,166,165
2,275,000
2,289,964
2,195,000
5.9%
Transient Occupancy Tax
319,109
343,618
389,037
350,000
347,605
350,000
0.9%
Business/Other Taxes
578,652
513,431
571,326
580,000
548,815
515,000
1.4%
Intergovernmental
567,624
591,883
569,130
508,862
544,867
536,362
1.4%
Fees, Licenses & Permits
1,544,844
1,500,843
2,217,962
1,724,150
1,936,019
1,841,850
4.9%
Charge for Services
2,090,642
1,676,033
1,680,202
2,536,698
2,420,907
1,492,671
4.0%
Interest Income
81,882
107,264
279,328
262,000
640,359
518,000
1.4%
Rental Income
527,596
494,176
445,161
410,606
432,595
399,250
1.1%
Other Sources
452,964
425,155
492,455
4,736,980
4,906,290
321,054
0.9%
Operating Revenues
$
22,358,952
$
22,727,926
$ 24,687,810
$ 29,205,294
$ 31,374,671
$ 25,723,111
68.8%
Internal Service Funds
2,670,836
2,750,000
2,850,000
2,840,000
2,840,000
2,890,000
7.7%
Debt Service
-
-
-
-
-
-
0.0%
Capital Improvements
1,878,270
2,254,291
1,768,384
9,546,788
5,515,696
8,766,496
23.5%
Total Revenues
$
26,908,058
$
27,732,217
$ 29,306,195
$ 41,592,083
$ 39,730,367
$ 37,379,607
100.0%
Fund Transfers In
3,760,211
1,889,974
3,397,107
5,977,046
5,812,025
2,995,513
Total Rev & Transfers
$
30,668,268
$
29,622,191
$ 32,703,302
$ 47,569,128
$ 45,542,392
$ 40,375,121
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL EXPENDITURES & TRANSFERS OUT - BY CATEGORY
FOUR YEARS PLUS BUDGET
FY 2019/20 BUDGETED EXPENDITURES
Salaries & Benefits
UAL Payment
Materials& Supplies
Fees & Charges
Consultant & Contract Services
Sheri ff Services
Community Grants & Events
Insurance Premiums
Meetings & Training
Debt Service
Fixed Assets
Internal Service Charges
Capital Improvements
FY 2015/16
FY 2016/17
FY 2017/18
FY 2018/19
FY 2018/19
FY 2019/20
% of
Expenditure Category
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Total
Salaries & Benefits
$ 7,669,468
$ 8,058,206
$ 8,157,525
$ 9,693,082
$ 8,908,234
$10,247,083
20.4%
UAL Payments
500,034
500,000
750,000
1,050,000
1,052,631
1,050,000
2.2%
Materials & Supplies
378,414
448,564
408,052
720,682
436,768
701,582
1.5%
Fees & Charges
1,316,583
1,496,048
1,392,012
1,809,478
1,537,786
1,808,872
3.8%
Consultant & Contract Svcs
2,567,075
2,888,525
2,572,407
4,495,200
3,772,141
3,944,464
9.5%
Sheriff Services
4,973,080
5,176,515
5,319,341
5,680,745
5,680,745
6,057,371
12.0%
Meetings & Training
62,627
90,029
107,924
201,920
129,593
206,840
0.4%
Community Grants & Events
202,525
222,127
233,336
285,429
242,667
308,636
0.6%
Insurance Premiums
331,916
286,700
311,106
440,014
372,901
488,830
0.9%
Operating Grant Expenditures
34,762
-
-
-
-
-
0.0%
Debt Service
885,010
847,885
846,735
877,211
876,426
1,088,638
1.8%
Fixed Assets
234,787
186,560
538,609
4,293,821
3,706,300
1,026,463
9.1%
Operating Expenditures
$19,156,282
$20,201,160
$20,637,047
$29,5479581
$26,716,193
$26,928,779
62.3%
Internal Service Charges
2,670,836
2,750,000
2,850,000
2,840,000
2,840,000
2,890,000
6.0%
Capital Improvements
2,590,721
3,450,314
4,747,374
15,057,751
7,458,141
14,588,158
31.7%
Total Expenditures
$ 24,417,839
$ 26,401,474
$ 28,234,421
$ 47,445,332
$ 37,014,334
$ 44,406,937
100.0%
Operating Transfers Out
2,017,656
1,620,648
1,872,909
5,674,614
5,341,875
2,995,513
CIP Fund Transfers Out
1,742,555
269,326
1,524,198
302,432
470,150
-
Total Exp & Transfers Out
$ 28,178,050
$ 28,291,447
$ 31,631,528
$ 53,422,378
$ 42,826,359
$ 47,402,451
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
GENERAL FUND REVENUES - BY DEPARTMENT
FOUR YEARS PLUS BUDGET
FY 2019/20 BUDGETED REVENUES
Non -
DP nrtmmtnl
Public Safey_
1.7%
Conn
Services
1.5%
Public Works Development
6.00/0 8.6%
City Manager's
Department
0.0%
istrative
Services
0.3%
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
% of
Departments
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Total
Council & Commissions
$ 600
$ 4,200
$ 100,600
$ -
$ 2,400
$
0.0%
City Manager's Department
401
21,400
3
25,150
15,630
0.0%
Administrative Services
50,147
64,276
48,133
46,750
59,962
58,250
0.3%
Community Development
2,258,530
1,980,624
2,343,010
1,995,280
1,822,175
1,975,620
8.6%
Public Works
1,071,813
937,004
1,380,440
1,072,468
1,482,546
1,371,722
6.0%
Community Services
1,071,905
1,012,314
914,310
852,225
736,058
354,550
1.5%
Public Safety
431,735
455,909
456,249
390,500
561,400
400,500
1.7%
Non -Departmental
15,897,465
16,636,685
17,727,363
17,914,203
19,435,777
18,890,877
82.0%
Total General Fund Rev
$ 20,782,596
$ 21,112,412
$ 22,970,107
$ 22,296,576
$ 24,115,948
$ 239051,519
100.0%
Fund Transfers In
267,918
55,384
442,198
-
158,391
-
GF Rev & Transfers In
$ 21,050,514
$ 21,167,796
$ 23,412,305
$ 22,296,576
$ 24,274,339
$ 23,051,519
Use of Fund Balance Reserves:
Canyforward Reserve
176,560
-
7,246
59264
5,264
47,647
Development Reserve
60,000
-
-
-
-
-
Environmental Reserve
50,000
50,000
50,000
50,000
50,000
50,000
CIP Reserve
1,777,896
1,410,648
1,872,909
1,765,000
1,840,866
2,620,000
CIP Reserve (UAL Pymt)
-
-
-
-
-
-
Hillside Reserve
210,000
(210,000)
Fiscal Stability Reserve
Fiscal Stability (Repayment) (250,000) (250,000)
Working Capital Reserve - - - - - -
Total Sources $ 22,864,970 $ 22,588,444 $ 25,132,460 $ 24,116,840 $ 26,170,468 $ 25,769,166
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
GENERAL FUND EXPENDITURES - BY DEPARTMENT
FOUR YEARS PLUS BUDGET
Community
Development
12.4% -'%
Administrative
Services.. -
FY 2019/20 BUDGETED EXPENDITURES
Public
Works
29.2%
City Manager's
Department
5.7°%
Commissions
1.3%
Community
Services
4.8%
Public Safety
28.0%
Non -Departmental
10.6%
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
%of
Departments
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Total
Council & Commissions
$ 309,633
$ 227,655
$ 182,662
$ 294,195
$ 200,423
$ 300,257
1.3%
City Manager's Department
851,244
956,073
1,022,733
1,368,748
1,269,758
1,301,138
5.7%
Administrative Services
1,352,648
1,373,060
1,421,262
1,609,710
1,461,920
1,818,823
8.0%
Community Development
2,192,859
2,324,061
2,246,525
2,524,592
2,309,258
2,839,433
12.4%
Public Works
5,059,055
5,389,996
5,560,509
6,179,955
5,972,517
6,680,610
29.2%
Community Services
1,474,777
1,795,269
1,525,789
1,884,397
1,639,414
1,092,603
4.8%
Public Safety
5,225,854
5,443,759
5,705,157
6,003,634
6,004,406
6,396,706
28.0%
Non -Departmental
1,732,899
1,693,579
1,725,155
2,297,725
2,030,109
2,413,775
10.6%
Total General Fund Exp
$18,198,969
$19,203,452
$19,389,791
$ 22,162,955
$ 20,887,806
$ 22,843,345
100.0%
Fund Transfers Out
2,017,656
1,620,648
1,872,909
1,765,000
1,840,866
2,620,000
GF Exp & Transfers Out
$ 20,216,625
$ 20,8249100
$ 21,262,700
$ 23,9279955
$ 22,728,672
$ 25,463,345
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
GENERAL FUND REVENUES - BY CATEGORY
FOUR YEARS PLUS BUDGET
FY 2019/20 BUDGETED REVENUES
Property Tax
60.8%
Other Sources Sales Tax
1.1% 4.8%
Rental Income
1.7% Occupancy Tax
Interest 1.5 %
2.2% Other Taxes
Charge for Services 2.2%
51% Fees, Licenses J
Permits mtergovt'l Franchise Fee Tax
8.0% 2.2% 10.3%
FY 2015/16
FY 2016/17
FY 2017/18
2018/19
2018/19
2019/20
% of
Revenue Category
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Total
Property Tax
$11,301,176
$12,003,942
$12,963,531
$13,189,900
$14,166,177
$14,009,000
60.8%
Sales Tax
1,189,398
1,185,035
1,124,647
1,050,000
1,207,471
1,100,000
4.8%
Transient Occupancy Tax
319,109
343,618
389,037
350,000
347,605
350,000
1.5%
Business & Other Taxes
578,652
513,431
571,326
580,000
548,815
515,000
2.2%
Franchise Fee Tax
2,235,514
2,356,539
2,338,794
2,462,000
2,482,074
2,382,000
10.3%
Intergovernmental
547,075
584,480
557,026
487,500
533,058
515,000
2.2%
Fees, Licenses & Permits
1,544,844
1,500,843
2,217,363
1,724,150
1,936,019
1,841,850
8.0%
Charge for Services
2,079,939
1,666,164
1,671,955
1,531,698
1,416,278
1,184,442
5.1%
Interest
79,341
102,787
270,929
254,500
639,154
510,000
2.2%
Rental Income
527,596
494,176
445,161
410,606
432,595
399,250
1.7%
Other Sources
379,952
361,396
420,339
256,222
406,703
244,977
1.1%
Total Revenues
$ 20,782,596
$ 21,112,412
$ 22,970,107
$ 22,296,576
$ 24,115,948
$ 23,051,519
100.0%
Fund Transfers In
267,918
55,384
442,198
-
158,391
Total Revenues & Transfers
$ 21,050,514
$ 21,167,796
$ 23,412,305
$ 22,296,576
$ 24,274,339
$ 23,051,519
Use of Fund Balance Reserves:
Carry forward Reserve
176,560
-
7,246
5,264
5,264
47,647
Development Reserve
60,000
-
-
-
-
-
Environmental Reserve
50,000
50,000
50,000
50,000
50,000
50,000
CIP Reserve
1,777,896
1,410,648
1,872,909
1,765,000
1,840,866
2,620,000
Hillside Reserve
-
210,000
(210,000)
-
-
-
Fiscal Stability (Repayment)
(250,000)
(250,000)
-
-
-
-
Total Operating Sources
$ 22,864,970
$ 22,588,444
$ 25,132,460
$ 24,116,840
$ 26,170,468
$ 25,769,166
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
GENERAL FUND EXPENDITURES - BY CATEGORY
FOUR YEARS PLUS BUDGET
FY 2019/20 BUDGETED EXPENDITURES
Community Grants
& Events 1.41/10 Internal Services
Meetings, Charges
Events, Training 11.7%
0.8%
Sheriff
Services
25.6 o7 Salary &
Benefits
37.7%
Consultant &
Contract Services
12.2%
Fees &Char es UAL Payment
g Materials & 4 7%
4.3% Supplies
i
FY 2015/16
FY 2016/17
FY 2017/18
2018/19
2018/19
2019/20
% of
Expenditure Category
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
Total
Salary & Benefits
$ 6,814,803
7,171,061
7,264,949
8,358,212
7,617,050
8,820,625
38.6%
Ca1PERS UAL Payment
500,000
500,000
750,000
1,050,000
1,052,631
1,050,000
4.6%
Materials & Supplies
207,649
248,600
246,785
340,770
223,304
336,370
1.5%
Fees & Charges
835,636
939,859
788,811
955,898
891,961
928,982
4.1 %
Consultant & Contract Services
2,115,325
2,322,212
2,034,666
2,699,280
2,451,965
2,511,926
11.0%
Sheriff Services
4,973,080
5,176,515
5,319,341
5,680,745
5,680,745
6,057,371
26.5%
Meetings, Events, Training
59,431
87,606
105,621
181,290
115,690
180,210
0.8%
Community Grants & Events
202,525
222,127
233,336
285,429
242,667
308,636
1.4%
Op crating Grant Exp
34,762
-
-
-
-
-
0.0%
Fixed Assets
-
-
19,785
20,000
20,459
20,000
0.1 %
Internal Services Charges
2,455,758
2,535,472
2,626,497
2,591,332
2,591,332
2,629,224
11.5%
Total Expenditures
$18,198,969
$19,203,452
$19,389,791
$ 229162,955
$ 20,887,806
$ 22,843,345
100.0%
Fund Transfers Out
2,017,656
1,620,648
1,872,909
1,765,000
1,840,866
2,620,000
Total Imp & Transfers Out
$ 20,216,625
$ 20,824,100
$ 21,2629700
$ 239927,955
$ 229728,672
$ 25,463,345
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
Campbell
Cupertino
Gilroy
Los Altos
Los Altos Hills
Los Gatos
Milpitas
Monte Sereno
Morgan Hill
Mountain View
Palo Alto
San Jose
Santa Clara
SARATOGA
Sunnyvale
GENERAL FUND TAX REVENUE COMPARISONS
CITIES OF SANTA CLARA COUNTY
TAX REVENUE TOTAL AMOUNTS AND PER CAPITA
■Business License Tax ❑Transient Occupancy Tax []Sales Tax ■Property Tax
S- $100 $200 $300 $400 $500 $600 $700
Pro pe
Tax
Sales
Tax
Fax Revenue
City
Population
Amount
Per capita
Amount
Per capita
i
per resident
Campbell
42,696
14,015,701
328
12,575,376
295
4,557,720
107
698,184
16
746
Cupertino
60,091
22,433,806
373
26,164,531
435
6,810,718
113
800,536
13
935
Gilroy
55,615
13,687,606
246
18,827,189
339
1,722,355
31
702,486
13
628
Los Altos
31,361
21,428,501
683
3,243,554
103
3,072,982
98
547,065
17
902
Los Altos Hills
8,568
6,799,663
794
139,105
16
-
-
264,424
31
841
Los Gatos
30,601
15,958,406
521
7,592,206
248
2,628,927
86
1,686,251
55
911
Milpitas
74,865
30,261,513
404
26,213,910
350
9,536,211
127
329,362
4
886
Monte Sereno
3,630
1,833,253
505
13,764
4
-
-
32,031
9
518
Morgan Hill
44,513
11,396,623
256
10,006,737
225
2,732,631
61
195,035
4
547
Mountain View
81,527
49,418,921
606
20,713,381
254
7,057,226
87
250,739
3
950
Palo Alto
69,721
52,068,235
747
30,376,935
436
24,938,066
358
-
-
1,540
San Jose
1,051,316
306,222,332
291
226,336,942
215
19,530,772
19
70,673,106
67
592
Santa Clara
129,604
54,965,098
424
56,322,044
435
20,579,504
159
898,990
7
1,024
SARATOGA
31,435
12,963,531
412
1,124,647
36
389,037
12
377,106
12
Sunnyvale
153,389
74,568,761
486
31,314,096
204
17,741,915
116
1,837,527
12
818
Average
124,595
45,868,130
368
31,397,628
252
8,086,538
65
1 5,286,189
42
821
Note - Table contains FY2017118 data as the most recent information available from neighboring cities
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET 1 1
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
GENERAL FUND REVENUES
10 YEAR HISTORY AND PROJECTED KEY TAX REVENUES
■Property Tax ■Sales Tax ❑Occupancy Tax ■Business License Tax
$16,0007000
$14,000,000
$12, 000,000
$i070007000
$8,000,000
$6,000,000
$470007000
$2,0007000
'009110 2010111 20T1112 2012Ii3 2ai3�14 a014115 201,51i6 206117 281711E a018119 2.oW120
NOTE:
Property Tax Revenue and Tax Equity Allocation FY 2015116 Property Tax Revenues reflects the 1 s' year of the State's
agreement to eliminate the remaining Tax Equity Allocation (TEA) higher ERAF withholding rate over a five year span.
Beginning in FY2015116, 20% of the higher rate is eliminated, meaning the tax revenue difference is returned to the City — until
the City's ERAF withholding formula is fully 100% assimilated. At FY2015116, this 20% difference was calculated to be
equivalent to an additional $130, 000 of revenue. With continued property assessment growth, each 20% amount has an actual
revenue growth trajectory increasing by both the additional 20% and the higher valuation each year.
Fiscal Year
Property
Tax
Sales
Tax
1
I .
Summary of
Tax Revenues
Change from
Prior Year
2007/08
Actuals
$
7,922,815
$
1,057,977
$
211,532
$ 290,996
9,483,320
4.5%
2008/09
Actuals
$
8,155,362
$
1,043,034
$
151,378
$ 321,347
9,671,121
2.0%
2009/10
Actuals
$
8,194,364
$
954,574
$
144,151
$ 303,990
9,597,079
(0.8%)
2010/11
Actuals
$
8,026,659
$
990,579
$
184,362
$ 310,273
9,511,873
(0.9%)
2011/12
Actuals
$
8,279,947
$
1,100,489
$
205,421
$ 313,984
9,899,841
4.1%
2012/13
Actuals
$
8,966,396
$
1,051,121
$
228,199
$ 336,298
10,582,014
6.9%
2013/14
Actuals
$
9,526,189
$
941,350
$
257,010
$ 336,911
11,061,460
4.5%
2014/15
Actuals
$
10,436,621
$
1,224,427
$
309,618
$ 357,597
12,328,263
11.5%
2015/16
Actuals
$
11,301,176
$
1,189,398
$
319,109
$ 365,710
13,175,393
6.9%
2016/17
Actuals
$
12,003,942
$
1,185,035
$
343,618
$ 343,442
13,876,037
5.3%
2017/18
Actuals
$
12,963,531
$
1,124,647
$
389,037
$ 377,106
14,854,321
7.1%
2018/19
Actuals
$
12,963,531
$
1,124,647
$
389,037
$ 377,106
14,854,321
7.1%
2019/20
Budgeted
$
14,009,000
$
1,100,000
$
350,000
$ 390,000
15,849,000
6.7%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
General Fund Reserves:
Restricted
GENERAL FUND
FUND BALANCE ACTIVITY
Estimated Plus Less Sources Estimated
7/1/2019 Transfers Transfers (Uses) of 6/30/2020
Balance Revenues in Expenditures Out Fund Balance Balance
Environmental Services
163,182
(50,000)
113,182
Committed
Hillside Stability
1,000,000
-
1,000,000
Assigned
Capital Reserve
2,651,287
(2,620,000) 2,717,847
2,749,135
Facility Reserve
2,700,000
500,000
3,200,000
Carryforwards
47,647
(47,647)
-
Unassigned
Working Capital Reserve
1,000,000
1,000,000
Fiscal Stability Reserve
3,150,000
3,150,000
Compensated Absences
249,620 -
249,620
Other Unassigned
3,717,847 23,051,519
(22,843,345) 3,120,200
805,821
Total GF Reserves:
14,679,584 $ 23,051,519 $ F
$ (22,843,345) $ (2,620,000)
$123267,758
GENERAL FUND Reserve Activity includes:
Fund Balance Reserves reflect the cumulative effect of revenues and other financing sources over expenditures and other financing uses.
Restricted Fund Balance - represents legal restrictions and obligations;
Committed Fund Balance - represents Council directed funding for a specific and binding use;
Assigned Fund Balance - represents resources that reflect the City's intended use offunds
Unassigned Fund Balance - estimated year-end fund balance not previously identified for a speck purpose, and therefore available
to buffer unplanned financial situations during the fiscal year.
Environmental Reserve accounts for prior year funding obligated for use in the Environmental program - as originally collected under the City's former
solid waste agreement. To comply with this objective, $50, 000 ofsupplemenad funding is utilized to support the Environmental program each fiscal year.
Hillside Stability Reserve reflects funding set aside for emergency roadway and retaining wall supportprojects.
Capital Reserve reflects funding designated to fund capital and efficiency projects in the current or future fiscal years as of budget adoption.
Facility Reserve was established to accrue funding for the eventual replacement or major rehabilitation of City Buildings. Eligible uses of this reserve
include directfunding ofpublic facility improvements, and/or the servicing of related debt.
Carryforward Reserves reflects an estimate ofprior year unspent General Fund budget appropriations to be re -appropriated for the same purpose and
paid for in the next fiscal year.
Working Capital Reserve ensures sufficient cash flow funding for the General Fund. The reserve was revised to $1, 000, 000 effective with the 2016117
fiscal year.
Fiscal Stability Reserve of$2,500,000 was augmented with the close-out ofthe Development Reserve at FY2017118 year-end. The Development
Reserve funding was to be used in the same manner of the Fiscal Stability Reserve, but with speicicity to maintain fiscal stability in the Development
program. City Council directed that the two reserves be combined under the broader purpose of maintaining fiscal stability for citywide operations. The
reserve may also provide funding relieffor such matters as State takeaways, unanticipated revenue shortfalls, unexpected expenses or natural disasters.
This reserve is not adjustedfor interest earnings.
Compensated Absences Reserve accrues funding to fund employee termination payouts as needed. The reserve balance is equal to one-third of the actual
liability at year-end.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
SCHEDULE OF INTERFUND TRANSFERS
Fund Description
Actuals
2018/19
Transfers In
General Funds
General Fund
158,391
Special Revenue Funds
Landscape & Lighting Districts
25,000
Debt Service Funds
2018 Arrowhead Debt Service
-
Agency Funds
Arrowhead Project Fund
3,501,009
Capital Project Funds
Street Projects
1,037,866
Parks & Trail Projects
174,328
Facility Projects
743,000
Administrative Projects
172,432
Actuals
Budgeted
Budgeted
2018/19
2019/20
2019/20
Transfers Out
Transfers In
Transfers Out
1,840,866
2,620,000
3,501,009
-
375,513
-
375,513
131,302
675,000
56,134 '
1,495,000
34,877
375,000
247,837
75,000
Total Interfund Transfers $ 5,812,025 $ 5,812,025 $ 2,995,513 $ 2,995,513
FY2019120lnterfund Transfers In
Transfers In of $2,995,513 is comprised of
L $375, 513 to Arrowhead Project Fund
Capital Project Fund Transfers In of $2, 620, 000 comprised of
L $675, 000 to Streets CIP Projects Funds
2. $1,495, 000 to Park & Trail CIP Projects Funds
3. $375, 000 to Facility CIP Projects Funds
4. $75,000 to Administrative & Technology CIP Projects Funds
FY20191207nterfund Transfers Out
Transfers Out of $2, 995, 513 is comprised of
L $3 75,513from NYMellon Debt Service funds
2. $2, 620, 000 from General Fund _
FY2018119lnterfund Transfeisln
Transfers In of $5, 812, 025 are comprised of
L $158,391 to the General Fund
2. $25, 000 to Brook -view Landscape & Lighting District
3. $3, 501, 009 to the Arrowhead Project Fund
4. $1,037,866 to Streets CIP Project Funds
5. $174, 328 to Park & Trail CIP Project Funds
6. $743, 000 to Facility CIP Project Funds
7. $172,432 to Administrative & Technology CIP Project Funds
FY2018119 Interfund Transfers Out
Transfers Out of $5,812,025 are comprised of
L $1,840,866fromthe General Fund
2. $3, 501, 009 from the Arrowhead Bond Debt Fund
2. $131,302 from Streets CIP Project Funds
3. $56,134 from Parks & Trail CIP project Funds
4. $34, 877 from Facility CIP Projects Funds
5. $247,837 from Administrative & Technology CIP Project Funds
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL FUND BALANCE ACTIVITY
FY 2019/20
7/1/2019 Plus Plus Less Less
Sources 6/30/2020
Est Beg Revenues & Transfers Exp & Transfers
(Uses) of Est Ending
Balance Carryfwds in Carryfwds Out
Fund Bal Balance
General Fund
Restricted
Environmental Services
163,182
(50,000) 113,182
Committed
Hillside Stability
1,000,000
- 1,000,000
Assigned
Capital Project Reserve
2,651,287 (2,620,000)
2,717,847 2,749,134
Facility Reserve
2,700,000
500,000 3,200,000
Carryforwards
47,647
(47,647) -
Unassigned
Working Capital Reserve
1,000,000
1,000,000
Fiscal Stabilization Reserve
3,150,000
3,150,000
Compensated Absences
249,620
249,620
Other Unassigned
3,717,847 23,051,519 (22,843,345)
(3,120,200) 805,821
Total General Fund
$14,679,583 $ 23,051,519 $ $ (22,843,345) $ (2,620,000)
$ - $12,267,757
Other Unassigned Fund Balance Reserves reflect the operating budget's ongoing revenues, expenditures, carryforwards, transfers in and out, and the use
offund balance reserves. Committed, Assigned, and the remaining Unassigned Reserves reflect funding held in compliance with spec fc fund balance
policy and Council direction.
The Restricted Reserve accounts for funding obligated for use in the Environmental program originally collected under the
City's former solid waste agreement.
Special Revenue Funds
Landscape & Lighting Dist.
1,621,946 753.387 (779,042)
1,596,291
Total Special Revenue Funds
$ 1,6219946 $ 753,387 $ $ (779,042) $
$ $ 1,596,291
Special Revenue Funds account for legally restricted revenues and obilgations. Landscape & Lighting Fund budgeted expenditures typically include all
available funds to allow for use in unplanned repairs, if necessary, but are not anticipated to be used in full each year.
Internal Service Funds
Liability / Risk Management 579,283 461,362
(618,616)
422,029
Workers Compensation 274,917 185,000
(216,279)
243,638
Office Support Fund 120,378 50,000
(73,750)
96,628
IT Services 391,824 585,000
(685,337)
291,487
Vehicle & Equip Maintenance 266,099 275,000
(275,980)
265,119
Facility Maintenance 562,504 925,000
(987,031)
500,473
Vehicle & Equip Replacement 476,586 150,000
(211,250)
415,336
IT Equipment Replacement 489,683 150,000
(228,750)
410,933
Facility FFE Replacement 379,556 200,000
(399,500)
180,056
Total Internal Service Funds $ 3,540,830 $ 2,981,362 $
$ (3,696,494) $ $
$ 2,825,699
Internal Service Funds accounts provide operational costing for citywide services. Two of these funds are equipment replacementfunds which charge back
to departments the cost of the assets over their lifespan, to ensure rephacementfunding is available when required, and to charge an appropriate annual
cost for the asset. Replacement Fund balances reflect funding accumulated to date for asset replacement. The remaining Internal Service Funds provide
for the cost ofservices and insurance in a fair, allocated manner.
Debt Service Funds
GO Bond Debt Service 932,880 672,616
(846,035)
759,461
Arrowhead Bond Debt 689,341 165,400
(242,603) (375,513)
236,625
Total Debt Service Funds $ 1,622,221 $ 838,016 $
$ (1,088,638) $ (375,513) $
$ 996,086
Debt Service Funds manage the repayment of City debt. The City issued a
General Obligation Bond in 2001 for the library expansion project.
The Fund
reflects the property tax assessment receipts, and the debt principal & interest
payments made during the fiscal year. Fund Balance reflects the City's
reserve for this debt issuance. Currently, the assessment revenues are intentionally set less than expenditures to reduce the Fund Balance to an appropriate
debtlevel.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL FUND BALANCE ACTIVITY
FY 2019/20
Plus Plus Less Less Source &
6/30/2020
7/l/2019 Revenues & Transfers Expenditures & Transfers (Use) of
Estimated
Balance Carryforwards In Carryforwards Out Fund Bal
Balance
Trust & Agency Funds
West Valley Clean Water JPA 500,552 988,827 - (1,035,748)
453,631
Arrowhead Project Fund - - 375,513 (375,513)
-
Total Trust & Agency Funds $ 500,552 $ 988,827 $ 375,513 $ (1,411,261) $ $
$ 453,631
The City holds an agency fund for the West Valley Clean Water Program Authority. This funds earn interest on their fund balance at the City's investment
rates.
Capital Improvement Plan Fund Transfers
Street Projects 1,236,506 7,103,707 675,000 (9,015,214)
-
Parks & Trails Projects 810,758 1,130,000 1,495,000 (3,420,363)
15,395
Facility Projects 694,065 402,789 375,000 (1,436,855)
34,998
Administrative Projects 510,728 130,000 75,000 (715,728)
-
Total Capital lmprFunds $ 3,252,057 $ 8,766,496 $ 2,620,000 $ (14,588,160) $ $
$ 50,393
The above CIP funds are included at a summary level Capital revenues include all outstanding funding sources identified as a source of funds for
projects, however not all funding is expected to become available in the fiscal year. Similarly, appropriated expenditures are not expected to be expended
as most are multi year projects. Funds will be reduced to actuals at year-end and the remaining project balance will be rolled forward.
FUND BALANCE TOTALS $ 25,217,189 $ 37,379,607 $ 2,995,513 $ (44,406,939) $ (2,995,513) $ - $18,189,857
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
FUND BALANCE RESERVES
S YEAR COMPARATIVE HISTORY
6/30/2016 6/30/2017 6/30/2018 6/30/2019 6/30/2020
Actual Actual Actual Actual Budgeted
Fund Balance Reserves YE Balance YE Balance YE Balance YE Balance YE Balance
General Fund
Restricted
Environmental Services
313,182
263,182
213,182
163,182
113,182
Committed
Hillside Stability
1,000,000
790,000
1,000,000
1,000,000
1,000,000
Assigned
Capital Project Reserve
1,472,408
1,564,589
1,349,622
2,651,287
2,749,134
Facility Reserve
1,200,000
1,700,000
2,200,000
2,700,000
3,200,000
Carryforwards
28,086
7,246
155,264
47,647
-
Unassigned
Working Capital Reserve
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
Fiscal Stabilization Reserve
2,250,000
2,500,000
3,150,000
3,150,000
3,150,000
Development Services
719,562
719,562
-
-
-
Compensated Absences
209,937
223,988
231,708
249,620
249,620
Other Unassigned
2,447,445
2,215,744
3,834,140
3,717,847
805,821
Total General Fund Reserves
$10,6409620
$10,984,311
$13,133,917
$14,679,583
$129267,757
Special Revenue Funds
Landscape & Lighting Districts
1,005,791
1,152,869
1,385,339
1,621,946
1,596,291
Total Special Revenue Funds
$ 1,0053791
$ 1,152,869
$ 1,385,339
$ 1,621,946
$ 1,596,291
Internal Service
Liability / Risk Management
376,488
504,480
553,907
579,283
422,029
Workers Compensation
304,401
294,052
297,374
274,917
243,638
Office Support Services
96,172
109,805
116,964
120,378
96,628
IT Services
274,223
308,073
364,264
391,824
291,487
Vehicle & Equipment Maintenance
165,949
176,908
236,333
266,099
265,119
Facility Maintenance
370,717
454,604
515,785
562,504
500,473
Vehicle & Equipment Replacement
611,708
585,986
517,948
476,586
415,336
IT Equipment Replacement
274,339
315,299
423,729
489,683
410,933
Facility FFE Replacment
339,222
498,369
420,814
379,556
180,056
Total Internal Service Reserves
$ 2,813,219
$ 3,247,577
$ 3,447,118
$ 3,5409830
$ 29825,699
Debt Service
2001 Series Library GO Bonds
922,952
959,322
997,756
932,880
759,461
2018 CFD Arrowhead Bonds
-
-
-
689,341
236,625
Total Debt Service
9229952
959,322
997,756
1,6229221
996,086
Trust & Agency
West Valley Clean Water Program
-
-
-
500,552
453,631
Arrowhead Project Fund
-
-
Total Trust & Agency Reserves
-
-
-
500,552
453,631
OPERATING BUDGET RESERVES
$15,382,582
$16,344,078
$18,964,130
$ 21,965,132
$189139,464
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
FUND BALANCE RESERVES
S YEAR COMPARATIVE HISTORY
6/30/2016 6/30/2017 6/30/2018 6/30/2019 6/30/2020
Actual Actual Actual Actual Budgeted
Fund Balance Reserves YE Balance YE Balance YE Balance YE Balance YE Balance
Capital Project Funds
Street Project Funds
2,720,317
3,091,458
1,459,586
1,236,506 -
Park & Trail Project Funds
1,082,410
1,053,733
1,199,231
810,758 15,395
Facility Improvement Funds
245,639
252,802
136,104
694,065 34,998
Administrative Project Funds
667,699
687,313
742,105.00
510,728 -
Total Capital Projects Funds
4,716,065
5,085,306
3,537,026
3,252,057 50,393
TOTAL RESERVES $ 20,098,647 $ 21,429,384 $ 229501,156 $ 25,217,189 $18,1899857
GRAPHIC REPRESENTATION OF
GENERAL FUND AND TOTAL OF ALL FUNDS
S YEAR FUND BALANCE HISTORY, BUDGET YEAR, AND S YEAR TREND PROJECTION
General Fund (Total All Funds
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
To,�ll5 $1)N 10
6111 �D��ti�� aQl$4�9 1olgttio To�p`ti� �oT``titi 'bP�1T3 116'1 tid $6,�1�5
Note — In the above graph, the FY 2019/20 fund balance (in white) and five years forward reflect full expenditure of the Capital
Budget in the first budget year, thereby causing a steep drop and a continued zero fund balance in the Capital Funds from that
point forward. The full appropriation of the capital project budget allows for full encumbrance and completion of the projects
during the fiscal year even though full expenditure is not expected to occur. Unspent project balances will be re -appropriated
to carry forward into the following fiscal year. While actual total fund balance growth has averaged 5.2% over the last ten years,
the year-to-year balance is volatile due to large variances in capital expenditures. Future year projections represent a
conservative averaging of operating and capital budgets with a 1 % minimal growth in outlaying year's fund balances.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
DEPARTMENT REVENUES
BY PROGRAM
FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20
Actuals Actuals Actuals Adjusted Actuals Adopted
Council & Commissions
General Fund Programs:
City Council $ 600 $ 4,200 $ 100,600 $ $ 2,400 $
City Commissions - - - -
Total Council & Commissions $ 600 $ 4,200 $ 100,600 $ $ 2,400 $ -
City Manager's Department
General Fund Programs:
City Manager's Office 400 - - 750
City Clerk 1 21,400 3 25,150 14,880
Public Information Office - - - -
Total City Manager's Dept $ 401 $ 21,400 $ 3 $ 25,150 $ 15,630 $ -
Administrative Services Department
General Fund Programs:
Finance
50,147
49,041
48,133
46,750
59,962
58,250
Human Resources
-
15,235
-
-
-
-
Administrative Services
-
-
-
-
-
-
Internal Service Funds:
Office Support Services
65,703
59,868
58,248
50,000
49,629
50,000
Information Technology Services
481,485
531,058
588,530
585,000
591,549
585,000
IT Equipment Replacement
125,000
125,000
150,000
150,000
150,000
150,000
Risk M anagement/Liability
343,808
392,699
359,587
411,362
351,831
461,362
Workers Compensation Ins
185,000
179,954
185,934
185,000
184,979
185,000
Total Administrative Services
$ 1,2519143 $
1,352,855
$ 1,390,431
$ 1,428,112
$ 1,387,949
$ 1,489,612
Community Development
General Fund Programs:
Development Services
485,150
477,961
483,546
408,080
506,685
440,070
Advanced Planning
191,186
179,999
256,850
180,000
78,117
100,000
Code Compliance
9,875
10,432
12,885
11,400
12,923
6,750
Building & Inspection Services
1,572,319
1,312,232
1,589,729
1,395,800
1,224,450
1,428,800
Internal Service Funds:
Facility Maintenance
906,440
934,424
930,759
925,000
928,029
925,000
Facility FFE Replacement
200,000
200,000
200,000
200,000
200,000
200,000
Total Community Developmt
$ 3,364,970
$ 3,115,048
$ 3,473,769
$ 3,120,280
$ 2,950,204
$ 3,100,620
Public Works Department
General Fund Programs:
General Engineering
182,716
239,185
608,819
400,250
753,349
700,000
Development Engineering
311,073
112,712
165,759
77,000
102,369
59,000
Environmental Services
196,386
213,783
211,088
207,000
223,172
207,000
Streets & Storm Drains
194,781
194,447
193,524
190,000
196,241
200,000
Parks & Landscape Maintenance
186,857
176,877
201,250
198,218
207,415
205,722
Internal Service Funds:
Vehicle & Equipment Maintenance
275,003
275,000
275,000
275,000
275,000
275,000
Vehicle & Equipment Replacement
163,565
125,000
177,531
150,000
182,155
150,000
Special Revenue Fund:
Landscape & Lighting Districts
599,827
658,256
756,946
684,251
774,435
753,387
Total Public Works Departmt
$ 2,110,208 $
1,995,260
$ 2,589,917
$ 2,181,719
$ 2,714,136
$ 2,550,109
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
DEPARTMENT REVENUES
BY PROGRAM
FY 2015/16
FY 2016/17
FY 2017/18
FY 2018/19
FY 2018/19
FY 2019/20
Actuals
Actual
Actuals
Adjusted
Actuals
Adopted
Community Services
General Fund Programs:
Recreation Services
$ 627,245
$ 581,731
$ 520,112
503,800
368,952
Teen Services
2,066
3,432
9,808
-
-
-
Facility Rentals
440,088
427,152
384,390
348,425
367,106
352,550
Community Engagement
-
-
-
-
-
2,000
City Events
2,506
-
Community Event Grants
-
Community Services Support
-
-
-
-
-
-
Total Community Services
$ 1,0719905
$ 19012,314
$ 914,310
852,225
7369058
3549550
Public Safety
General Fund Programs:
Public Safety Services
431,560
455,909
411,332
390,500
562,121
400,500
Emergency Preparedness
175
-
44,917
-
(721)
-
Total Public Safety
$ 431,735
$ 455,909
$ 456,249
$ 390,500
$ 561,400
$ 400,500
Non -Departmental
General Fund Programs:
General Administration
15,897,465
16,542,650
17,725,378
17,914,203
19,446,996
18,890,877
Legal Services
-
40
120
-
-
-
Emergency Operations
-
93,995
1,865
-
(11,219)
-
Debt Service Funds
2001 Library GO Bond Debt
901,362
884,255
885,169
725,039
776,334
672,616
2018 Arrowhead CFD Bond Debt
-
-
-
3,998,848
4,225,566
165,400
Trust & Agencv Funds
West Valley Clean Water JPA
1,409,217
1,409,217
988,827
ACCI Project Fund
-
-
-
-
-
Total Non -Departmental
$16,798,827
$1795209939
$18,612,532
$ 24,047,308
$ 2598469894
$ 20,717,720
Capital Improvement Funds
Canitallmarovement Programs:
Street Projects
1,206,299
1,868,961
1,407,099
8,933,773
5,128,333
7,103,707
Park & Trail Projects
493,047
23,685
138,170
421,015
204,810
1,130,000
Facility Projects
40,371
224,530
81,702
62,000
44,338
402,789
Administrative & Technology
138,552
137,115
141,412
130,000
138,215
130,000
Total Capital Impr Projects
$ 1,878,270
$ 29254,291
$ 1,768,384
$ 9,546,788
$ 5,515,696
$ 897669496
Operating Transfers In
General Fund
267,918
55,384
442,198
-
158,391
-
L&L Funds
-
-
-
25,000
25,000
FFE Replacement Fund
180,000
-
-
-
ACCI Project Fund
-
-
-
3,909,614
3,501,009
375,513
Capital Projects - Streets
2,450,555
1,305,000
2,276,000
962,000
1,037,866
675,000
Capital Projects - Parks/Trails
378,380
171,548
545,000
165,000
174,328
1,495,000
Capital Projects - Facilities
153,896
190,648
-
743,000
743,000
375,000
Capital Projects - Admin/Tech
329,462
167,394
133,909
172,432
172,432
75,000
Total Operating Transfers In
$ 3,760,211
$ 198899974
$ 3,397,107
$ 5,977,046
$ 598129025
$ 2,995,513
Total Revenues and Transfers In $30,668,268 $29,622,190 $32,7039302 $47,569,128 $45,542,392 $409375,121
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
DEPARTMENT EXPENDITURES
BY PROGRAM
FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20
Actuals Actuals Actuals Adjusted Actuals Adopted
Council & Commissions
General Fund Proerams:
City Council
$ 278,794
$
188,067
$
144,973
$
228,986
$
158,866
$
247,336
City Commissions
30,840
39,589
37,689
65,208
41,558
52,922
Total Council & Commissions
$ 309,633
$
227,655
$
182,662
$
294,195
$
200,423
$
300,257
City Manager's Department
General Fund Proerams:
City Manager's Office
527,923
449,212
545,512
607,659
640,480
642,645
City Clerk
323,321
395,717
286,371
449,499
354,907
319,486
Public Information Office
-
111,144
190,849
311,590
274,370
339,007
Total City Manager's Dept
S 851,244
S
956,073
$
1,022,733
$
1,368,748
$
1,269,758
$
1,301,138
Administrative Services Department
General Fund Proerams:
Finance Services
797,281
813,531
827,765
878,973
806,694
1,016,042
Human Resources
332,482
329,997
358,625
397,114
397,109
503,277
Administrative Services
222,885
229,531
234,872
333,623
258,118
299,504
Internal Service Funds:
Office Support Services
44,606
46,235
51,090
59,850
46,215
73,750
Information Technology Service
467,583
497,208
532,339
637,801
563,989
685,337
IT Equipment Replacement
44,762
84,040
41,569
191,250
84,046
228,750
Liability/Risk Management
258,585
264,706
310,160
570,100
326,455
618,616
Workers Compensation
195,124
190,303
182,611
225,488
207,436
216,279
Total Administrative Services
2,363,309
2,455,550
2,539,031
3,294,199
2,690,061
3,641,555
Community Development
General Fund Proerams:
Development Services
933,024
879,621
753,588
967,316
874,800
1,076,315
Advanced Planning
119,583
146,160
114,039
161,219
154,780
173,009
Code Compliance
161,859
195,952
209,808
289,441
249,818
315,339
Building& Inspection Services
978,393
1,102,328
1,169,090
1,106,616
1,029,860
1,274,770
Internal Service Funds:
Facility Maintenance
804,049
850,535
869,578
944,018
881,310
987,031
Facility FFE Replacement
40,778
40,853
277,556
405,452
241,258
399,500
Total Community Developmt
$ 3,037,686
$
3,215,449
$
3,393,658
$
3,874,062
$
3,431,826
$
4,225,964
Public Works Department
General Fund Programs:
General Engineering
518,312
584,471
658,241
789,469
767,119
1,053,741
Development Engineering
227,645
232,146
217,919
291,944
241,595
259,704
Environmental Services
665,655
704,738
736,801
830,949
753,363
949,244
Streets & Storm Drains
1,447,110
1,636,003
1,620,130
1,723,831
1,710,576
1,774,761
Parks& Landscape M aint
2,200,334
2,232,638
2,327,418
2,543,763
2,499,864
2,643,161
Internal Service Funds:
Vehicle & Equip Maintenance
224,618
264,042
215,576
272,422
245,234
275,980
Vehicle & Equip Replacement
201,355
150,722
245,569
311,800
223,517
211,250
Special Revenue Funds:
Landscape & Lighting Districts
461,679
511,179
524,475
824,620
562,828
779,042
Total Public Works Dept
$ 5,946,707
$
6,315,939
$
6,546,128
$
7,588,797
$
7,0049096
$
7,946,882
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
DEPARTMENT EXPENDITURES
BY PROGRAM
FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20
Actuals Actuals Actuals Adjusted Actuals Adopted
Community Services
General Fund Programs
Recreation Services
$ 1,017,682
$ 1,005,302
$ 807,764
$ 1,117,594
$ 928,698 $
90,473
Teen Services
53,228
48,870
39,772
-
-
-
Facility Rentals
403,867
518,970
444,917
481,374
468,048
512,039
Community Engagement
-
-
-
174,353
City Events
13,306
-
-
52,200
23,635
62,200
Community Event Grants
41,464
69,356
89,110
45,500
42,881
56,900
Community Services Support
147,755
152,772
144,226
187,729
176,151
196,637
Total Recreation & Facilities
1,677,302
1,795,269
1,525,789
1,884,397
1,639,414
1,092,603
Public Safety
General Fund Programs:
Public Safety Services 5,161,618 5,380,359 5,522,427 5,885,822 5,883,524 6,283,852
Emergency Preparedness 64,236 63,400 182,730 117,812 120,882 112,854
Total Public Safety 5,225,854 5,443,759 5,705,157 6,003,634 6,004,406 6,396,706
Non -Departmental
General Fund Programs
General Administration
1,205,042
1,180,347
1,400,400
1,934,925
1,742,610
2,068,775
Legal Services
325,331
412,970
324,755
362,800
287,499
345,000
Emergency Operations
-
100,261
-
-
-
-
Debt Service Fund:
2001 Bond Debt Service Fund
885,010
847,885
846,735
841,535
841,210
846,035
2018 Arrowhead Debt Service
-
-
-
35,676
35,216
242,603
Trust & Agency Funds:
West Valley Clean Water JPA
-
995,000
908,665
1,035,748
Arrowhead Project Fund
-
-
-
3,909,614
3,501,009
375,513
Total Non -Departmental
2,415,384
2,541,464
2,571,890
8,079,550
7,316,209
4,913,674
Capital Improvement Program
Capital Improvement Funds:
Street Projects
1,397,415
2,772,822
3,932,376
11,492,928
6,257,979
9,015,211
Park & Trail Projects
787,389
127,362
465,837
1,779,182
711,477
3,420,363
Facility Projects
237,731
382,631
154,903
906,104
194,498
1,436,855
Administrative Projects
168,186
167,499
194,258
879,537
294,186
715,729
Total Capital Impr Projects
2,590,721
3,450,314
4,747,374
15,057,751
7,458,141
14,588,158
Operating Transfers Out
General Fund
2,017,656
1,620,648
1,872,909
1,765,000
1,840,866
2,620,000
Arrowhead CFD Debt Service
-
-
-
3,909,614
3,501,009
375,513
Capital Projects - Streets
1,443,419
30,000
1,382,595
112,432
131,302
-
Capital Projects - Parks & Trails
240,620
96,548
71,835
-
56,134
Capital Projects - Facilities
58,516
25,384
43,497
-
34,877
Capital Projects - Admin&Tech
-
117,394
26,272
190,000
247,837
-
Total Operating Transfers
3,760,211
1,889,974
3,397,107
5,977,046
5,812,025
2,995,513
Total Exp &Transfers Out
28,178,050
28,291,447
31,631,528
53,422,378
42,826,359
47,402,451
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
4 SA
1956
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
STAFFING INFORMATION
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
SUMMARY OF EMPLOYEE SALARY & BENEFITS
The City of Saratoga's total salary and benefit expenditures (exclusive of UAL payments) are budgeted at $10.245
million dollars in FY 2019/20, representing approximately 22.4% of total budgeted expenditures. Approximately
$8.821 million or 86.0% of labor costs reside in the General Fund and represent 38.6% of the General Fund's total
budgeted expenditures. Annual labor increases from cost -of -living -adjustments (COLA), employee step increases,
salary survey adjustments, and pension cost increases contributed to the rise in total labor costs, with the higher than
normal COLA being the largest increase. As a reminder, the City now acts as the West Valley Clean Water Program's
fiduciary agent, meaning approximately $1 million of revenues and expenses are now included in the City's budget;
with labor costs making up $425,000 of budgeted funds.
Organizational Changes
The FY 2019/20 budget reflects a number of organizational changes that impact staffing. With the impending
retirement of the Recreation and Facilities Director at FY 2018/19 year-end and several vacancies that occurred within
the department over the course of the year, the City partnered with Los Gatos Saratoga Recreation District (LGSR),
on a trial basis, to determine whether it would be viable and beneficial to transition the City's recreation program to
their entity, one that specializes in recreation services. A successful result demonstrated that partnering with LGSR
expanded class offerings, customer reach, program consistency, cost efficiencies, and an improved linkage with the
City's senior services. The City fully transitioned recreation services management to LGSR effective July 1, 2019.
With this change, the remainder of the Recreation and Facility Department's staff and the Recreation/Facility/Risk
Management Director's responsibilities were re -assigned throughout the organization. Facility Maintenance staff and
oversight responsibilities were assigned to the Community Development Department Director, bringing the advantage
of coordinating some facility maintenance functions with building and inspection expertise. Risk Management duties
were assigned to the Finance & Administrative Services Department Director, to better coordinate with the Worker's
Compensation duties already in this department. The remainder of the Recreation Department functions shifted into
a newly formed Community Services Department for oversight of the LGRS contract, the continuation of the Facility
Rental program, and a consolidation of community engagement functions the City retained, such as Special Needs
activities and the Teen Commission. A new Community Engagement Program will also oversee similar community -
based functions previously programmed in the City Manager's Department, as well as new engagement activities.
The Community Services Department has an external focus on coordinating, assisting, and engaging with the
community. For this reason, the City's grant programs, including Community Grants, Community Event Grants, and
Community Support Grants were reallocated to Community Services for consistent coordination and oversight. The
Deputy City Manager was reassigned as an Assistant City Manager to oversee Community Services duties, and
Emergency Preparedness Duties also formerly held by the Recreation & Facilities/Risk Manager Director.
Additionally, the Assistant City Manager will continue to provide City Manager Department oversight.
With the elimination of recreation management, vacant positions were reallocated to other staffing needs. Community
Development added a Land Development Engineer position to oversee applicant's development engineering that was
in part assigned to Public Works Engineering, and in part to Community Development. The coordination of these
efforts will enhance project oversight and efficiencies. Finance & Administrative Services department added a
Financial Analyst position to better coordinate administrative functions for the department's Director and Program
Managers, and to facilitate special and ongoing projects. Public Works was able to convert two long-term part-time
PW Inspector positions into a full time Public Works Inspector position, and a part-time temp Administrative Analyst
position into a part-time benefitted position. Altogether, with the staffing reallocations and numerous seasonal
recreation leader positions eliminated, these changes resulted in a constant 58 positions, with a minimally higher
benefitted FTE count, from 56.50 up to 56.90 FTE.
Contract service funding continues to be budgeted for positions that are difficult to fill or are project based, such as
GIS staffing. Additional contingency funding for building inspection services is budgeted, and only utilized if needed.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
Budget Strategies
As a minimum -services contract city, Saratoga has long seen the benefit of minimal staffing enhanced through contract
and temporary staffing on an as -needed basis. Periodic and ongoing staff augmentation is 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 Officers and staff are
assigned to the City, although personnel and services 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.
Saratoga's personnel costs have remained manageable through various long-term strategies. While neighboring cities
raised employee retirement benefits to an enhanced 2.5% or 2.7% @ 55 pension plan for Miscellaneous Employee
retirement benefits during economic bubbles, the City's retirement benefit remained at a proven sustainable 2% @55
pension plan. This lower benefit plan has and will continue to provide significant labor cost savings to the City of
Saratoga in future years as investment returns have historically provided the majority of pension funding. Other cities
however, will see the cost of their enhanced retirement benefit plans increase to almost double the cost of Saratoga's
standard plan. In addition to a lower cost retirement plan, Saratoga does not provide retiree health benefits to
employees, thereby eliminating another very costly liability many cities are struggling under.
Subsequent reductions in employee retirement benefits have further reduced future liabilities. During the recession,
and in support of pension cost -containment activism throughout the state, the City successfully negotiated a lower
level benefit known as Tier II. Tier II provides a 2% at 60 pension benefit for Ca1PERS employees hired after May
12, 2012. Shortly thereafter, in response to the dire financial straits state and local governments were facing, a new
pension law was approved that would govern all new Ca1PERS members effective January 1, 2013. The Public
Employee's Pension Reform Act of 2013 (PEPRA) mandated an even lower pension benefit formulas, which for
Miscellaneous Employees provides a pension formula of 2% at 62. Employee benefit restraint and new State law has
allowed the City to maintain core services and minimize impacts to residents and employees alike into the future.
Memorandums of Understanding
Most benefitted employees are represented by one of two bargaining units: 1) the Saratoga Employees Association
(SEA) with 33 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. Effective January 2016, the
Saratoga Management Association, representing the four Department Directors, disbanded and are now classified as
unrepresented, making a total of 12 unrepresented City employees. The City Manager, who while also unrepresented,
has a negotiated contract. Hourly (non -benefited, temporary) staff are not represented by associations.
The two bargaining units entered into four-year MOU agreements that are effective from July 1, 2019 through June
30, 2023, and the Council approved a resolution for the unrepresented group providing compensation and terms of
employment in alignment with the bargaining unit agreements.
Wages
Salaries are adjusted as defined by the MOUs or resolution, and typically provide cost -of -living adjustments 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 wage increase is based on the California Department of Industrial Relations (DIR) Cost
of Living adjustments rather than the US Bureau of Labor Statistics.
Employee Benefits
The City provides limited benefit coverage for medical insurance, and full benefit coverage for dental, life, and long-
term disability insurance to its benefitted employees. The City pays the Employers share of the Ca1PERS pension
plan benefits on behalf of its eligible employees.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
Health Insurance - The City contracts for health insurance through Ca1PERS, which offers a variety of different HMO
and PPO medical plans to choose from. Although Ca1PERS has substantial negotiating powers, health 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 provide an $800 base contribution for Single employees, $1600
for Employee + One plans, and $2,080 for Employee + 2 plans, beginning calendar year 2016. Under the MOU, the
City's base increases by 50% of the average medical premium increase each future year, and employees must pay the
remainder of the insurance premium. The City -paid maximum premium per calendar year is as follows:
Em
INEE ME[ oy
+2 or1 ore
2016 $800 $1,600
$2,080
2017 $807 $1,614
$2,098
2018 $816 $1,632
$2,122
2019* $816 $1,632
F $2,122
2020 $837 $1,673
$2,176
*Contribution amount remained the same for 2019
Other Insurance - The City contracts with Ameritas for its dental insurance provider, and with Principal for Life and
Disability (AD&D) Insurance. Dental insurance premiums and Life and AD&D premiums are paid 100% by the City.
Employees may elect to enhance their AD&D coverage through the group plan.
Currently, the City self -funds short-term disability coverage for 75% 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.
Deferred Compensation Contribution — Under the MOUs effective July 1, 2019, 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. Fully utilized, this results in $250 of additional retirement savings per employee per month.
For at -will employees (Directors and City Manager) the City provides a match contribution up to $250 per month.
Pension Plans
The City of Saratoga contracts with Ca1PERS multiple -employer pension benefit plan for employees. In pension plan
structures, shifts in employee demographics have a big impact on small plans, while large plans can absorb and
mitigate anomalies. To offset this, Ca1PERS pension plan system was designed to place cities with fewer than 100
employees into risk pools in order to reduce rate volatility. Large city employers remain stand-alone entities.
Saratoga, with approximately 58 benefitted employees falls into Ca1PERS `Miscellaneous Employees' pension pool.
City of Saratoga Council Members have the option to join the City's Ca1PERS 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 Plan Tiers — For years, the City of Saratoga offered newly hired regular employees the "2% @55 pension
plan benefit. As mentioned in Budget Strategies, the City negotiated a reduced pension benefit known as Tier II, for
employees hired on or after May 12, 2012. Tier II employees Ca1PERS retirement package provide a 2% @60 benefit.
Subsequently, the Public Employee Pension Reform Act (PEPRA) established new defined benefit plans to lower
pension benefit costs for all future California government employees. Per State law, effective January 1, 2013, all
new miscellaneous employee members shall be placed into a "2% @62" defined benefit plan (PEPRA). Additionally,
Classic employees who have left Ca1PERS employment for six months or more lose their Ca1PERS active status and
must re-enter under the PEPRA tier. PEPRA employee pension plan benefits provide a 2% @62 pension. PEPRA
law also created three "new" Public Safety member formulas (2%@57, 2.5%@57, and 2.7%@57). This impacts the
County's Sheriff Office staff and will bring service cost savings in the future.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
At present, most City of Saratoga employees fall into the Tier 1, 2% @55 risk pool plan, but this ratio is slowly
changing with turnover and retirements. Currently, about one-third of City staff fall into one of the two reduced
benefit plans, and the majority of Tier I employees expected to have left the City or be retired within 15 years.
Listed below is Saratoga's pension tier breakdown since the changes began in FY 2011/12 as of July 1" each year.
Fiscal Year
ier Tier ir I Tier III otal Funded
Vacancies
Iff
(2%j.
2% @ 60)
(2% @ 62)
Positions
2011/12
54
-
-
1 55
2012/13
53
-
�- 53
2013/14
50
I 3
1
3 57
2014/15
48
F__4
5
- 57
2015/16
44
7
I 5
- 56
2016/17
41
9
3
4 57
2017/18
38
10
8
2 58
2018/19
37
8
10
3 58
2019/20
36
8
10
4 58
Pension benefit costs - The City's CaIPERS 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%.
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% of the cost. The following chart shows a history of
recent Saratoga's Employer Contribution Rates for the various risk pools.
IF Fisca
Year
2% Ma5
Employer
Contribution Rate
2% @60
Employer
Contribution Rate
2% @62
Employer
Contribution Ra
FY 2010/11 11.863%
FY 2011/12 12.856% 8.438%
FY 2012/13 13.031% 8.552%
FY 2012/13 - Modified 11.040% 8.552% 6.70%
FY 2013/14 11.603% 8.768% 6.70%
FY 2014/15 12.330% 8.715% 6.70%
FY 2015/16 9.353% 7.510% 6.730%
FY 2016/17 9.558% 7.809% 6.93%
FY 2017/18 9.599% 7.850% 6.908%
FY 2018/19 10.152 8.346% 7.266%
FY 2019/20 10.868% 8.668% 7.072%
FY 2020/21
(projected)
11.746%
9.442%
7.874%
Two items of note:
1. FY 2012/13 shows two rates - the second-rate line shows a decrease of approximately 2% due to the payoff
of the side fund liability in mid-FY 2012/13.
2. FY 2015/16's 2% @55 rates reflect a significant decrease from the prior year as the Unfunded Accrued
Liability (UAL) funding costs were separated from normal pension charges. Beginning FY 2015/16, annual
UAL payments are assessed as a flat dollar amount rather than a percentage of payroll.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
CaIPERS Changes
Actuarial Changes - Employer rates are based on CalPERS' principle assumptions, including but not limited to, an
Investment Rate of Return, and an Annual Payroll Growth Rate. Various agency -based factors such as number and
age of employees, increases and decreases in employee FTEs and employee wages, and impacts from other agencies
in the benefit plan pool are all contributing factors in the calculation.
CalPERS actuarial assumptions were established based on the concept that the value of its stock, bonds and other
holdings would generate income over an employee's lifetime to fund the majority of the pension costs. In 2003,
CalPERS adjusted the income growth rate to 7.75% a year on average as the CalPERS annualized Investment Rate of
Return (IRR) had averaged slightly higher than the 7.75% target — at least until the economic downturn began in 2008.
Since then, with returns heavily diminished in many of the following fiscal years, CalPERS staff repeatedly requested
the IRR be adjusted further downward. In 2012, the CalPERS Board agreed to reduce the IRR to 7.5%, to be phased
in over two years. This IRR change impacted Miscellaneous Employer Contribution Rates by increases of around
1%, and up to 2%, while most Public Safety Plan's Employer Contribution Rate increased by 3%. Saratoga was
fortunate; in the first year (FY 2013/14) rates increased by .6%, and in the second year, by .73%. The increases were
lower than most other cities due to having stayed with the lower 2% @ 55 benefit plan, while so many other agencies
had the more costly enhanced plans of 2.5 or 2.7% at 55.
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 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.
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% 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% In FY 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 remain sustainable.
Subsequently, the Board agreed to lower the rate to 7% over a three -step phase in (7.375%, 7.25% and 7.0%), with
each step phased -in over five years —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 Ca1PERS 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 determined that the IRR rate would need to continue to be decreased,
down to 6.5% in the future. Meaning, that after the 7% phase -in is complete, CalPERS plans to make small,
incremental decreases only in positive investment years in order to reduce financial impacts.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
In FY 2017/18, Ca1PERS announced another actuarial modification. The Board agreed that going forward, the annual
Experience Gains and Losses would no longer by factored in over 30 years with a five-year phase -in. Their plan now
is to factor all new future year gains and losses in over a 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.
Actuarial Assumptions — As part of Ca1PERS' 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. Ca1PERS 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. Other enhanced plans, such as (2.5@55, 2.7@55 for miscellaneous, 3%@50 or 55 for Public
Safety) were built based on short-term assumptions that used estimated — not realized factors. These 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 Ca1PERS defined contribution plans other than the new PEPRA plans will be
phased out as "Classic" employees leave the workforce.
Summary - 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 has taken measures by
paying down the Unfunded Accrued Liability and paying more than the annual required contribution UAL payment,
the City's susceptibility to rate volatility was significantly decreased and the overall cost reduced. This proactive and
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.
PEMHCA
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 Ca1PERS 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 $136 for calendar year 2019, and $139 for calendar year 2020. The City includes this amount in the
budget as an ongoing retiree cost, which currently amounts to approximately $25,000 per year for an estimated 16
participating retirees.
Budgeted Salary and Benefits
Labor cost projections are prepared using known data on current employees, current MOU provisions, and California
Public Employees' Retirement System (Ca1PERS), 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 to successful retention strategies. And, when there is turnover,
most positions require temporary backfill or a quick recruitment process due to the City's limited staffing model. With
many long-term employees, a good majority of staff positions are at top step. Additionally, health insurance benefits
are budgeted at the employee's current status under their chosen health insurance plan to provide more accuracy in
the total salary and benefit costs. A payroll expense buffer is built into budgeted salary numbers to fund unplanned
cost impacts which 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.
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) contract.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
Summary of Cost Containment Measures
Medical Insurance Measures:
• Benefit savings comes from the insurance premium caps with 50% cost -sharing arrangement for future year
cost increases.
Pension Measures:
Effective with the 2011 MOUs, employees began paying the full 7% Ca1PERS employee contribution from
their wages.
Effective May 12, 2012, Tier II was implemented for new employees
Effective January 1, 2013, all new Ca1PERS 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL FUNDED POSITIONS
BY DEPARTMENT
2015/16
2016/17
2017/18
2018/19
2019/20
Full Time Equivalents (FTE)
Funded
Funded
Funded
Funded
Funded
City Manager's Department
City Manager
1.00
1.00
1.00
1.00
1.00
Assistant City Manager
-
-
-
-
0.50
Deputy City Manager
-
-
1.00
1.00
-
Executive Assistant
1.00
1.00
0.90
0.90
1.00
City Clerk
1.00
1.00
1.00
1.00
1.00
Analyst I/II
1.00
1.00
1.00
1.00
-
Public Information Officer
-
-
-
-
1.00
TOTAL FTE's
4.00
4.00
4.90
4.90
4.50
Administrative Services Department
Administrative Services Director
1.00
1.00
1.00
1.00
1.00
Finance Manager
1.00
1.00
1.00
1.00
1.00
Accountant I/II
0.90
0.90
0.90
0.90
0.90
Finance Analyst I/II
-
-
-
-
1.00
Accounting T echnician/Lead
3.00
3.00
3.00
3.00
2.75
Human Resources Manager
1.00
1.00
1.00
1.00
1.00
Human Resources Technician
0.75
0.75
0.75
0.75
0.75
Information Technology Administrator
1.00
1.00
1.00
1.00
1.00
Information Technology Technician
1.00
1.00
1.00
1.00
1.00
TOTAL FTE's
9.65
9.65
9.65
9.65
10.40
Community Development Department
Community Development Director
1.00
1.00
1.00
1.00
1.00
Senior Planner
1.00
2.00
2.00
1.00
1.00
Planner I/II
2.00
1.00
1.00
2.00
2.00
Senior Arborist
1.00
1.00
1.00
1.00
1.00
Plan Check Engineer
1.00
1.00
1.00
-
-
Associate Engineer
-
-
-
1.00
Sr. BuildingInspector/Plan Checker
1.00
1.00
0.50
-
-
Building Official
-
-
-
1.00
1.00
Building Inspectors
2.00
2.00
2.00
2.00
2.00
Permit Technician
1.00
1.00
1.00
1.00
1.00
Administrative Assistant
1.00
1.00
1.00
1.00
1.00
Office Specialist III
1.00
1.00
1.00
1.00
1.00
Code Compliance Officer
-
1.00
1.00
1.00
1.00
Facility Manager
-
-
-
1.00
Facility Maintenance Lead
0.75
Facilitiy Maintenancel/II/Ill
-
-
-
-
0.75
TOTAL FTE's
12.00
13.00
12.50
12.00
15.50
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
TOTAL FUNDED POSITIONS
BY DEPARTMENT
2015/16
2016/17
2017/18
2018/19
2019/20
Funded
Funded
Funded
Funded
Funded
Public Works Department
Public Works Director
1.00
1.00
1.00
1.00
1.00
Senior Civil Engineer
1.00
1.00
1.00
1.00
1.00
Associate Engineer
1.00
1.00
1.50
1.00
1.00
Assistant Engineer
-
-
-
1.00
1.00
Public Works Inspector
-
1.00
Environmental Program Administrator
-
-
-
-
1.00
Administrative Analyst1/1I
0.90
0.90
0.90
0.90
0.75
Administrative Technician
0.75
0.75
0.75
0.75
0.75
Office Specialist II/III
1.00
1.00
1.00
1.00
1.00
Parks Maintenance Manager
1.00
1.00
1.00
1.00
1.00
Parks Maintenance Lead
2.00
2.00
2.00
2.00
2.00
Parks Maintenance Worker I/11/111
5.00
5.00
5.00
5.00
5.00
Street Maintenance Manager
1.00
1.00
1.00
1.00
1.00
Street Maintenance Lead
2.25
2.25
2.25
2.25
2.00
Street Maintenance Worker MIMI
3.75
3.75
3.75
3.75
4.00
TOTALFTVs
20.65
20.65
21.15
21.65
23.50
Community Services (Formerly Recreation & Facilities)
Assistant City Manager
-
-
-
-
0.25
Recreation & Facilities Director
0.95
0.95
0.70
0.70
-
Recreation Manager
-
-
-
1.00
Recreation Supervisor
0.90
1.90
1.00
-
Recreation Coordinator - Lead
-
-
0.70
0.70
Recreation Coordinators
1.85
0.85
2.00
2.00
-
Community Engagement Coordinator
-
-
-
-
1.00
Facility Coordinator
0.60
0.60
0.60
0.60
1.00
Office Specialist II/11I
1.00
1.00
-
-
-
Facility Maintenance Manager
1.00
1.00
1.00
1.00
-
Facility Maintenance Lead
1.00
1.00
1.00
1.00
0.25
Facility Maintenance Worker 1/11/111
1.00
1.00
1.00
1.00
0.25
TOTAL FTVs
8.30
8.30
8.00
8.00
2.75
Public Safety Department
Assistant City Manager
-
-
-
-
0.25
Recreation & Facilities Director
0.05
0.05
0.30
0.30
-
TOTAL FTE's
0.05
0.05
0.30
0.30
0.25
TOTAL STAFF FTEs
54.65
55.65
56.50
56.50
56.90
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
FUNDED HOURLY STAFFING
BY DEPARTMENT
2015/16
2016/17
2017/18
2018/19
2019/20
Funded
Funded
Funded
Funded
Funded
City Manager's Department
CMO Intern
-
-
320
999
Executive Assistant
750
960
96
-
Administrative Services Department
Graphic Design Assistant
150
-
-
Community Development Department
Office Specialist III
940
-
-
Planning Intern
480
320
-
348
Project Manager
-
1,335
960
960
GIS/Graphics Technician
499
-
Public Works Department
Engineering Inspectors
2,760
2,760
1,840
1,840
M aintenance Worker
999
999
999
999
GIS/Graphics Technician
-
320
500
-
Analyst II
-
-
864
960
Recreation /Community Services Department
Facility Attendents
1,900
1,900
-
-
2,500
Recreation Leaders
2,178
2,004
-
Graphic Design Assistant
850
-
-
Student Intern
480
-
348
Asst Recreation Coordinator
-
1,000
-
-
-
TOTAL ANNUAL HOURS
11,487
11,598
6,078
5,455
4,998
Temporary Hours converted to FTEs
5.52
5.58
2.92
2.62
2.40
TOTAL FTFs
60.17
61.23
59.42
59.12
59.30
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
6o
5❑
4❑
3❑
2❑
1❑
STAFFING BY DEPARTMENT
FIVE YEAR HISTORY
201,5/16 2016/17 2017/18 2018/19 2019/20
e City Manager's Department ❑Administrative Services
■ Community Development ■Public Works Department
■ Community Services* ■ Public Safety
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL TEVIE EQUIVALENTS (FTE'S)
Funded
Funded
Funded
Funded
Funded
City Manager's Department
4.00
4.00
4.90
4.90
4.50
Administrative Services
9.65
9.65
9.65
9.65
10.40
Community Development
12.00
13.00
12.50
12.00
15.50
Public Works Department
20.65
20.65
21.15
21.65
23.50
Community Services*
8.30
8.30
8.00
8.00
2.75
Public Safety
0.05
0.05
0.30
0.30
omin 0.25
TOTAL S TAFF BY DEPARTMENT
54.65
55.65
56.50
56.50
56.90
*Community Services FTEs effective FY 2019120. Prior years FTEs represent Recreation & Facilities staff
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
60
-D0
40
30
20
10
0
STAFFING BY FUND
FIVE YEAR HISTORY
❑ Internal Service Funds o General Fund
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL TIME EQUIVALENTS (FTE'S)
Funded
Funded
Funded
Funded
Funded
General Fund
City Manager's Department
4.00
4.00
4.90
4.90
4.50
Administrative Services
7.35
7.35
7.35
7.35
7.60
Community Development
12.00
13.00
12.50
12.00
13.00
Public Works
19.95
19.95
20.45
20.95
22.80
Community Services*
5.15
5.15
5.00
5.00
2.75
Public Safety
0.05
0.05
0.30
0.30
0.25
Total General Fund FTEs
48.50
49.50
50.50
50.50
50.90
Internal Service Funds
City Manager's Department
-
-
-
-
-
Administrative Services
2.30
2.30
2.30
2.30
2.80
Community Development
-
-
-
-
2.50
Public Works
0.70
0.70
0.70
0.70
0.70
Community Services*
3.15
3.15
3.00
3.00
-
Public Safety
-
-
-
-
-
Total Internal Service Funds
6.15
6.15
6.00
6.00
6.00
TOTAL FTEs
54.65
55.65
56.50
56.50
56.90
*Community Services FTEs effective FY 2019120. Prior years FTEs represent Recreation & Facilities staff.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
4 SA
1956
�tIFoRN�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
MAJOR REVENUE INFORMATION
FIVE YEAR HISTORY - ONE YEAR PROJECTION
The City of Saratoga receives revenues from various funding sources that flow into operations and infrastructure
improvements. Primary revenues include property tax, sales tax, building permits, business licenses, and service fees.
Minor revenue types include facility rental fees, revenues from governmental agencies (known as intergovernmental
revenues), special district assessment payments and assorted operating and capital grants. The City's revenues are
used for the administration of the city, for community services, and for infrastructure maintenance and improvement.
The amount of revenue, therefore, determines the level and types of operational services that a government can provide
to their community.
One analytical tool used in the revenue projection process is the City's five-year financial forecast for the General
Fund. This forecast is developed early in the budget process by analyzing key factors such as prior year receipts,
trending, and historical correlation, as well as broader economic trends and local economic data for housing prices,
market turnover, unemployment reports, and related local, state, and national reports and legislation. Emerging local
trends are identified by analyzing the City's financial data in conjunction with information received from the State,
County, various agencies, municipal finance groups, and from staff s practical expertise and judgment. Together,
these factors help to project revenues for the upcoming fiscal year and are adjusted throughout the process as new
information becomes available.
For FY 2019/20, the City of Saratoga's Operating Budget revenues are projected to total $29.0 million, of which the
majority ($23.1 million) of this revenue resides in the General Fund. Capital Budget Revenues and Transfers -In total
almost $11.4 million, bringing total budgeted revenues to $40.4 million for the fiscal year.
Outside of the General Fund, Operating Budget revenues consist primarily of Internal Service Funds service charges
(approximately $3.0 million). As this revenue is derived from internal billings to the City's organization and
established for cost recovery accounting purposes and therefore not true revenue, these chargebacks are not included
as a revenue category in the following analysis. Other non -General Fund Operating Budget revenues include Special
Revenue property tax assessments from Landscape & Lighting Districts, General Obligation and Community Facility
District Bond Debt Service assessments, and the West Valley Clean Water JPA and Arrowhead Project Agency Funds.
Capital Budget revenue includes all outstanding grant awards that are formally obligated to Saratoga for capital
projects, and which may or may not be received in the current budget year but are included to validate budgeted project
expenditures. The net effect of this project budgeting method is to overstate both revenue and expenditure budget as
many capital projects represent multi -year appropriations.
Major Revenues are categorized by fund type in the following discussion: General Fund Operating Revenues, Non -
General Fund Operating Revenues, and Capital Project Revenues.
GENERAL FUND MAJOR REVENUES
Each of the following Major Revenue sources include a description of the revenue, the underlying assumptions that
the revenue estimates are based on, and current revenue trends. The accompanying charts illustrate five years of
receipts in the darker color bars starting on the left side, with the projected budget year amount in a speckled bar on
the far right.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
Property Tax
Property tax is imposed on real property (land and permanently attached improvements such as buildings) and tangible
personal property located within the City. The 1% Ad Valorem tax assessed on Saratoga property owners is allocated
between the State, County, and local agencies that provide services based on residency. Saratoga, initially set up as a
minimum services city, had historically received less property tax than it was entitled to due to a decision made by
Santa Clara County to retain a portion of Saratoga's (as well as Monte Sereno, Cupertino, and Los Altos Hill's)
Property Tax revenues for their own use. The history of this decision is explained in the following paragraphs.
Tax Equity Allocation - When Proposition 13 passed in 1978, property taxes were frozen at their current rate
throughout the State. This action created significant problems for cities with low property tax rates. Subsequently,
Section 98 of the California Revenue and Taxation Code was passed, establishing a minimum Tax Equity Allocation
(TEA) of 7% of the 1.0% Ad Valorem tax as a condition for Counties to continue receiving trial court funding for
their cities with low tax rates. Because Santa Clara County would receive less revenue from trial court funding than
the additional property tax to be distributed to its four low tax cities (Saratoga, Cupertino, Los Altos Hills, and Monte
Sereno), the County chose to retain the low tax rate and forgo the trial court funding. Subsequent State legislation
was enacted that shifted 55% of the 7% minimum allocation back to Santa Clara County's four low -property -tax cities.
In 2006, Assembly Bill 117 repealed the 55% limit legislation, however; in order for the legislation to have no effect
on the State budget and therefore bypass the Appropriation Committee, the four cities were required to continue to
remit the County's ERAF rate on these funds. Unfortunately, the ERAF rate the County remits to the State is much
higher at 47.7%, than the four city's ERAF rates, which range from 7.53% to 17.37 %.
While AB 117 increased the share of the TEA payments, the higher ERAF rate meant the four cities continued to
receive less and be treated differently than the State's other TEA cities. Efforts to pass a new Revenue and Taxation
code that would assess the four cities at their own ERAF rates continued. In September 2015, the cities were finally
successful. A FY 2015/16 budget trailer bill included a 5-year phase -in period to shift the ERAF assessment from the
County's 47.7% rate to each of the city's own ERAF rate at a pace of 20% per year so that by year 5, the cities would
receive their full share of the allocation. For Saratoga, the decrease in ERAF rates to 17.14% equated to approximately
$650,000 in FY 2015/16 dollars, meaning revenue would increase by about $130,000 (plus assessment role growth)
through FY 2019/20.
General Fund Property Tax
16,00,000
14,000,000
12,000,000
10,000,000
8,000,000
Current Assumptions — During
the economic recession, property
values decreased. Valuation
appeals streamed in, and the
County Assessor's Office
reassessed properties and lowered
assessed valuations as
6,000,000 r = r=r� appropriate. As the valuation
4,000,000 1:1:1?S?^
backlog was addressed, lower
2,000,000 rti?� property values were established;
r.r.r.r.r
��lq�l5 20��'16 �b16�t i 2p1,� 18 2D,S+t9 this resulted in decreased property
2p19 �� tax revenues in FY 2010/11. An
increase in foreclosures and a
decrease in property sales led to further decreases in property values. In turn, property transfer tax and supplemental
tax revenues dropped. The County was still lowering property values in FY 2011/12 when the housing market began
to pick up. The low housing prices prompted buying, and, sales began to pick up, meaning transfer and supplemental
tax revenue increased, and in turn helped to stabilize total property tax revenues.
As shown in the above chart, revenues have continued this upward trend at a significant pace. FY 2014/15 was 9.56%
higher than the prior year, FY 2015/16 was 8.28% higher, FY 2016/17 was 6.22% higher, FY 2017/18 was 7.99%
higher, and FY 2018/19 was 9.28% higher. A conservatively forecast revenue growth reflects a tapered projection for
the market to slow, and without the inclusion of ERAF funding, therefore FY 2019/20 budgeted revenues are
cautiously low with a 1.11 % decrease from the prior year's higher than expected revenue uptick.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
Overall, Saratoga was fortunate during the economic downturn as resident's property values fared better than many
other cities throughout the bay area due to its excellent schools, beautiful neighborhoods, high -value homes, and stable
residency. In addition, Saratoga saw a minimum number of foreclosures as most residents have above average
incomes and were able to withstand the financial contraction.
Sales and Use Tax
Sales Tax is imposed on retailers selling tangible personal property in California. Use Tax is imposed on the user of
a product purchased out of state and delivered for use in California. The State receives 8.0 cents and the City receives
1 cent of the 9.0 cents paid on every dollar of taxable sales in the City.
1,400,000
1,200.000
1,000,000
800,000
600,000
400.000
200.000
Saratoga is a largely residential
community with limited retail
sources; therefore, Sales and Use
Tax is small in comparison to
other cities its size. The City's
Sales Tax revenue is derived
primarily from restaurants,
grocery and drug stores, and gas
stations, and typically brings in
between $1.1 to $1.2 million per
year. FY 2014/15 was higher than
normal dues to late receipts from
FY 2013/14. FY 2015/16 through FY 2018/19 reflect fairly typical revenue years, with the exception of a small
overflow of FY 2017/18 receipts into FY 2018/19 as the State's sales tax agency made some distribution date changes.
FY 2019/20 budgeted revenues reflect conservative estimated receipts as the City does not anticipate growth in this
Sales Tag
V4115 1015116 V3161V 7.U1,+J% 21009 '1019120
revenue stream, and to buffer against a possible retraction in the economy.
Franchise Fees
Franchise Fees are levied by the City on a variety of utilities. State agencies establish franchise fee rates for utilities
they regulate (i.e. 2% of gross revenues for gas and electricity), while water utility franchise fee rates are set by State
law based on linear feet of pipeline. The State's cable service contract was adopted by the City, which set the contract
at 5% of gross revenue, with an additional 1% set aside for Public Education & =Government (PEG) public television
capital expenditure purposes. The City passes a portion of the PEG dedicated funding through to the Saratoga
Community Access Television Foundation that provides services to both West Valley College and the City. The
foundation uses the funds to
update their studio equipment at
both the college and the city.
3,000.0o0
2,500,000
With the exception of Solid
2,000.000
Waste, franchise fee revenue is
1,500,000
fairly stable from year to year
1,o00,000
and is expected to grow in line
500,000
with cost of living increases. As
noted, Solid Waste revenue is the
_
exception. These rates have
increased rapidly over the years
Franchise Fees
x014115 2p151i6 2p16111 '1011ffic 7018119 'j019r10
with the rising cost of environmental programs. The West Valley Solid Waste Joint Powers Authority, (representing
the cities of Saratoga, Campbell, Los Gatos, and Monte Sereno), collects franchise fees as well as dedicated funding
revenues for the city's various state -mandated environmental programs, including the Household Hazardous Waste
program, Santa Clara Valley/West Valley Non -Point Source program, street cleaning, storm drain cleaning, and
environmental education programs.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
The above chart is skewed by a FY 2017/18 year-end Cable Franchise Fee revenue payment that was delayed and
booked into FY 2018/19. This incorrectly reflects a dip and rise that did not occur in the revenue stream. The FY
2019/20 revenue amount also appears as if there is a dip, whereas the budgeted number is more in line with the actual
revenue stream.
Transient Occupancy Tax
Transient Occupancy Tax (TOT) is levied on short term lodging rental guests who are occupying a rented room for
30 days or less. The City's TOT rate of 10% of the room rental rate is a tax charged to the occupant, not the hotel,
motel, or inn. Rental operators are required to collect this tax and submit it to the City on a monthly or quarterly basis.
The City currently has two inns
from which TOT revenue is
collected. TOT revenue acts as an 500,000
early warning bell as this revenue
is closely aligned with and very 40a,000
reactive to the state of the 300,000
economy. This was clearly seen 200,000
in the economic contraction that
100,000 began in in late 2008. Revenue
- l I I I I I •~f�f~f�f5 I
dropped quickly and severely,
with a 30% downturn in revenue. 201al15 2ot5»6 1016111 2p1�I1$ 2p18I14 2p1912�
The subsequent economic
improvement was reflected just as quickly as increases as the economy picked up in late 2011, and by the end of FY
2011/12, revenues had climbed back to pre -downturn era levels. In the following years, the economy's strong growth
is shown as a steady climb in revenues.
Transient Occupancy Tag
However, FY 2018/19 shows the revenue stream is no longer portraying an uphill trajectory. Revenue declined,
indicating a slight softening in the economy, but not necessarily a retraction. With this caution, FY 2019/20 is
budgeted at approximately the prior year's revenue as a conservative measure. With entertainment and hotel stays
considered non -essential expenditures, this is one of the first areas we expect to see a decline, and therefore a close
eye will be kept on receipts during the fiscal year for this revenue stream.
Other Taxes
Other Taxes are comprised of three tax revenues: Business License Tax; Supplemental Business License Tax (based
on building permit valuations); and a Construction Tax of $1 dollar per square foot of new floor area as determined in
the building permit process.
Other Taxes
700,000
600,000
500,ow
400:000
300:000
200,000
100,000
Business conducted in the City of
Saratoga is subject to a municipal
Business License Tax, unless
excluded by code. The tax is not
regulatory; however, a business
must be in compliance with City
regulations in order to be issued a
license to operate in the City. The
Supplemental Business License Tax
is a development tax based on
2p14115 2415I0 2016I1l Z1311118 2018119 Z,0190) building permit value, thereby more
fairly taxing a contractor's use of
City's infrastructure based on the level of construction activity. The Construction Tax is based on additional living
space, creating a tax nexus on the potential for increased residents.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
In FY 2008/09, with the perception that many businesses were operating in Saratoga without a business license, the
City contracted with a business license audit firm to bring businesses into compliance. As a result, many more firms
were registered and now pay their business license, and additional revenue is generated on an annual basis, leading to
a fairly even revenue stream of approximately $200,000 per year.
Business License Supplemental and Construction Taxes are both based on building permit activity. As the chart
shows, revenues slipped lower in FY 2016/17 but returned higher in FY 2017/18, then again slipped in FY 2018/19.
These revenues do not fairly indicate the economic tide however, as permits can last several years, and types of permits
vary the revenue stream. Hence, there will be variations each year. A consistent drop or increase for several years
however would indicate a shift in the economic tide. FY 2019/20's revenues are budgeted at approximately slightly
lower than the prior year's receipts as there is some uncertainty with the softening of the market.
Development Fees
Development Fees are charged for services that primarily benefit the requestor, either as the homeowner or a builder.
Development services include planning reviews, planning applications, building plan reviews, engineering reviews,
building inspections, and all permits, fees and costs associated with performing these services. These services are
regulatory to ensure compliance with all applicable laws, and to ensure health and safety of the community.
Although the entire community Development Fees
benefits from an enforced
regulatory program, the service
3,000,000
requestor initiates and is the
215003000
primary benefactor of the
2.000,000
development changes and should
pay most, if not all of the costs.
1.500.000
.
The City reviews development
1;000000
and other user fees each year to
500:000
determine if the established fees
are maintaining cost recovery
objectives.
2p14115 2015116 2b11� 2p1111$ 2p109 Zti19a()
In the recession, development fee revenue dropped quickly and severely, going from $2.35 million in FY 2007/08 to
$1.64 million in FY 2009/10. The return to `normal' levels took more than four years that continued through FY
2015/16. FY 2016/17 brought a lower $2.1 million revenue amount as the number of projects slowed, in part due to
a backlog of workload. FY 2017/18 brought revenues back up to almost $2.5 million, but FY 2018/19 again dropped,
down to $1.9 million. This significant drop prompted concern and analysis, and demonstrated that the economy was
softening, but not contracting. FY 2019/20 is therefore budgeted at a lower base of $2.0 million as a conservative
measure, however a high level of construction activity is expected to continue into the near future as the
housing demand continues to remain strong.
Recreation Fees
In FY 2018/19, with the retirement
of the Recreation & Facility/Risk
700 000
Management Director planned for
600:000
the end of the fiscal year, a number
5oo,0oo
of staff turnovers that left
400,000
vacancies in the Recreation
300,000
Department, and a continual
20Q000
struggle to maintain operational
10"00
revenues in light of the ever-
-
growing number of recreation
Recreation Fees
2p14115 2p15116 201611'I '1011118 JaJg119 1019121)
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
providers, the City undertook a trial run to contract out Recreation Services management with Los Gatos Saratoga
Recreation District (LGSR). This was an opportunity for LGSR staff, whose sole focus was on providing recreation
services to Los Gatos and Saratoga residents, the ability to oversee and provide staffing for the City's operations as
needed. With a successful implementation, the City and District jointly determined it was beneficial to both the City's
recreational program and Saratoga residents, to fully contract out City recreation services to LGSR. This transition
eliminates City revenue effective FY 2019/20, but also eliminates staffing and operating expenditure costs.
As the chart shows, Recreation Fee revenue was volatile and on a downward trend. FY 2018/19 revenue reflects a
sharp decrease with transition of the recreation program to LGRS, and FY 2019/20 revenue is zero. Future budget
documents will not include this revenue in the Major Revenue Sources section.
Rental Income
Unlike other revenue streams,
Rental Income increased during
the economic downturn, in part
600,000
due to the low cost of the
500,000
facilities. However, rental
400,000
revenue has been trending
downward for the last few years.
KC
In part from the loss of cell tower
200:000
leases due to the consolidation of
ioo1000
Rental Income
communication companies and - - - -
changes in technology. Other 2014115 2pj5116 2016111 2p11118 2Q1a119 2019120
factors include the loss of the
Prospect High School fields contract to rent the fields in FY 2017/18. FY 2018/19 revenues are projected under prior
year's revenue levels as the diminishing size of youth sports has impacted field usage and rental fees.
Interest Income
The City earns interest on idle funds — meaning funds not immediately required for disbursement, such as funds
accumulated for future use in operations and capital projects, and on funds held as reserves for specific purposes.
Saratoga's investment policy establishes a wide array of authorized and suitable investments in alignment with
State government code; however, at the present time, the City's practice is to restrict investments to the Local Agency
Investment Fund (LAIF), a conservative and prudently managed investment vehicle.
In the past, when interest rates were steadily above 5%, interest revenue was a significant income source. Interest
revenue was more than $700,000 in FY 2006/07, but when rates dropped to below 1% during the Great Recession,
the City's interest income
dropped rapidly and hit bottom in
FY 2012/13 with less than ��'��
600.000
$29,000 in revenue.
soo,000
Interest Income
400,000
In FY 2017/18, interest rates gym
300,000rrrr
began to steadily climb upwards, zoo,000 `rtirtirrti
doubling revenues from the prior ioo,000 `Z.
year. Rates continued to grow in
FY 2018/19 , and revenue again 2p1A115 2015116 2o1611'1 201711% 20tg119 2p19120
more than doubled. FY 2019/20
is budgeted conservatively however as numerous economists, government agencies, and the media continue to project
a tightening of the Federal Funds Rate to shore up the economy. With this, interest rates are expected to decline. FY
2019/20 projections also take into account a softening of tax and development revenues, and a likely reduction in
average cash balances due to projected CIP project funding uses and higher operational costs.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
NON -GENERAL FUND OPERATING REVENUES
G.O. Bond Debt Service Assessments
In March 2000, the citizens of Saratoga approved the issuance of a General Obligation (G.O.) Bond to pay for
improvements to the City's library building. With this bond approval, property owners agreed to a thirty-year property
tax assessment to fund debt service payments for the bond issuance. With G.O. Bonds, a tax levy is assessed as a
percentage of property tax valuation, in the same manner as schools or special district bonds.
In prior years, the City's tax levy
was calculated to equal the fiscal Debt Service Assessment
year's debt service amount, 1,200,000
however rapidly rising property
values have resulted in 960,000
assessment receipts surpassing
expectations each year. Since FY 600,000
2007/08, the levy is calculated to 300,000
bring in less than the required
payment. Still, assessments grow
faster than expected, causing the
fund balance to decline at a very
slow pace, if at all.
2p14115 2p15116 916J11 2011118 2p18119 2pt9ao
In early FY 2011/12, the G.O. Bond was refunded to take advantage of lower interest rates for the remaining twenty
years of the bond term. This resulted in even lower annual payments for the remaining years while property values
were increasingly fast. As a result, the annual levy continued to bring in more than anticipated. A more aggressive
reduction is now in place to decrease fund balance, therefore the revenue stream in the above chart shows a marked
decline. This level of revenue is expected to bring fund balance close to the base principal and interest amount.
Landscape & Lighting Assessments
An Assessment District represents a defined group of properties which, by majority vote of the property owners,
authorized the assessment of a levy on each parcel to pay for public improvements or services provided within a
predetermined agreement for the benefit of the property owners.
The City currently has 30 Assessment Districts and continues to establish additional districts at property owner's
requests through a noticed community voting process. Some of the districts provide for street lighting services, others
for landscaping services, and a
few for both. Seven of the oldest L&LAssessments
districts are funded by property 1,000,000
tax assessments as they were in
effect prior to Proposition 13. 800'00°
600.000
The remainder of the districts, as
well as some districts with 400:000
property tax assessments, agreed rrrr
200.000
to assess annual levies (known as rrrr
benefit assessments) onto their -
tax bills to pay for city managed 2p,4115 2015116 2pt6ft� 20,1118 2ota+19 2pt9 fl
services. In FY 2013/14, a new
type of assessment district was created to meet storm water runoff regulations. These storm water districts provide
swale maintenance services for new hillside housing development projects per environmental regulations. The
number of storm water runoff districts are expected to increase due to ongoing hillside property development.
Assessment District revenue and expenses are generally consistent year-to-year, requiring only minor adjustments for
increasing utility and service costs. On occasion, improvement projects or repairs occur which require the district to
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
have adequate funds on hand to pay for the major expenses. The City strives to assess the parcels at a slightly higher
level than expenditures for this purpose.
In FY 2014/15, the Saratoga City Council created a 50150 Grant Match Program to entice neighborhoods to form
landscape assessment districts in the effort to further beautify the city. This resulted in three new L&L assessment
districts so far, with another expected in the coming fiscal year. Together with the storm water runoff districts, the
L&L Assessment graph shows consistent revenue growth. The FY 2019/20 budgeted revenue is held steady with the
prior year but will likely exceed budget due to the expected new district.
CAPITAL PROJECT REVENUES
Motor Vehicle Fuel Tax (Gas Tax) Revenues
The State of California imposes
excise taxes on transportations
fuels, which in turn are allocated
to cities and counties under 1;000;000
various complex formulas. Gas 750,000
Tax revenue is required to be
recorded in its own account, and 500;000
an annual "Streets Report" must 250.000
be filed with the State each year to
Gas Tax Revenue
document how the funds were
expended. State law requires that VIM1 5 7,0XS116 201wil xp1111$ 2oj8�19 2p19J9
allocated motor vehicle fuel tax
funds must be expended for the construction, improvements, and maintenance of public streets; this includes
engineering and administrative costs incurred for the foregoing purposes.
Gas Tax Revenues are derived from tax on fuel purchased within city limits, as determined by the State's allocation
formulas. For Saratoga, the key factors in projecting these revenues are historical revenues and the cost of gas — as
well as the State's projections for the year. Typically, as gas prices rise, gas usage tends to go down. However, with
the influx of electric and hybrid vehicles and higher mileage in regular vehicles, gas usage has decreased even under
low gas prices. Because gas prices expected to remain low, and electric and hybrid vehicle usage to increase, gas
tax revenue is expected to decrease over the long term.
Gas Tax revenue declines directly affect both State and local agency's ability to fund street maintenance. The
economic downturn affected street maintenance funding in previous years, which resulted in significant declines in
road conditions throughout the State. The legislature has been trying to develop ways to protect this revenue stream.
In FY 2010/11, Proposition 53 created a permanent restructuring of gasoline tax allocations to include separate State
transportation funding known as "Prop 42 Traffic Congestion Relief (TCR)" into the Gas Tax revenue structure. FY
2012/13 revenues reflect a State take back for an error in the FY 2011/12 and 2012/13 allocations. FY 2013/14
returned to normal levels, however a shift in the allocation formula reduced revenues in FY 2014/15. The following
year, FY 2015/16, gas price declines reduced gas tax revenues sharply, but have since recovered and stabilized,
resulting in a steadier annual revenue stream for the last couple of years. In 2017, the legislature passed SB 1 to both
increase gas taxes and to increase/add vehicle registration fees. Known as the Road Maintenance and Rehabilitation
Program of 2017, the bill removed BOE's discretionary rate setting role over the Section 2103 variable rate and set a
new rate that will more than double revenue allocations for FY 2019/20 over the prior year. This increase in revenue
is held at a steady trend into the future years and will be adjusted as more information becomes available.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
Capital Grant Revenues
Grants are applied for and awarded from various Federal, State, and Local agencies, and occasionally, from a private
donor. Grant awards are restricted for specific purposes and often require the City provide a percentage match to the
grant funds. The City's capital grants are primarily obtained for street maintenance and improvements, bridge repairs,
traffic safety improvements, and park improvements.
In the adjacent chart, the darker bars on the left reflect actual grant revenues received during each fiscal year, while
the far -right speckled bar represents budgeted revenues. As mentioned in the Capital Program budget, budgeted
capital project revenues reflect all known and outstanding grant award appropriations at the time of budget adoption
to validate appropriations for capital expenditures.
The net effect of this project
tracking method is to overstate
both revenues and expenditures in
6.000.000
the Capital Budget as many
5,000,000
capital projects are multi -year
4,000;000
appropriations. Hence, budget
3,000;000
exceeds the City's actual
expectations.
2,000;000
1,000,000
Capital Project Grants
The City was awarded several
significant grants in the last few 41t5 Itb t� +t$
years. The most significant, a 2pt 2pt� 2otN 2ot� �pt$I19 �pl9f2p
$4.8 million OBAG grant for roadway safety improvements along Prospect and Saratoga Avenues, began work in FY
2017/18 and is expected to be completed in FY 2019/20. With several million dollars already spent on project
expenditures, about half of this grant's payments have been received. Most of the remaining grant funds should be
received in FY 2019/20. The remaining grant funded projects, including Quito Road Bridge Replacement, Highway
9 Phase 4 project, and the Quarry Park trail extension grant funded projects are in the easement and engineering stages
but are expected to be constructed over the next several years.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
4 SA
1956
�tIFoRN�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
LONG RANGE FINANCIAL FORECAST
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
CITY OF SARATOGA
GENERAL FUND FIVE YEAR FORECAST
FY 2016/17
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22
FY 2022/23
FY 2022/23
FY 2024/25
Actuals
Actuals
Actuals
Budget
Forecast
Forecast
Forecast
Forecast
Forecast
TOTAL SOURCES
Property Tax
j 12,003,942
' 12,963,531
13,189,900 j
14,009,000
14,721,450
I 15,230,600
1 15,556,500
15,890,100
1 16,231,700
Sales Tax
1,185,035
1,124,647
11050,000
1,100,000
1,161,500
1,173,100
1,184,800
1,196,600
1,208,600
Franchise Tax
2,356,539
2,338,794
2,462,000I
21382,000
2,446,010
2,475,300
2,505,100
2,535,200
2,565,700
Other Taxes
1 857,050
960,363
930,000
865,000
914,620
927,500
940,600
953,900
967,200
Total Tax Revenues
1 16,402,566
17,387,335
17,631,900
rl8,356,000
19,243,580
19,806,500
120,187,000 .
20,575,800
20,973,200
Fees & Services
i 3,167,008
3,989,318
3,255,848
3,026,292
3,149,400
3,219,500
i 3,265,400 .
3,336,700
3,369,100
Other Operating Revenues
1 17,945,405
18,980,789
1,408,828 1
1,669,227
1,727,542
1,804,800
1 1,832,350
1,860,500
1,889,050
Total Operational Revenues 1 21,112,413
22,970,107
4,664,676 1
4,695,519
4,876,942
5,024,300
1 5,097,750
5,197,200
5,258,150
Transfers In
1 55,384
442,198
I
I
TOTAL REVENUES
21,167,797
1 23,412,306
229296,576
23,051,51r
24,120,522
24,830,800
1 25,284,750 '
25,773,000
1 26,231,350
Plus Use o FBReserves
1 1,420,655
1 1,720,155
1,320,000 I
2,670,000
828,100
297,418
669,768 '
98,749
TOTAL SOURCES
1 22,588,452
25,132,461
23,616,576 I 25,721,519
24,948,622
25,128,218
1 25,954,518
25,871,749
26,231,350
I
I
I
I
TOTAL USES
I
I
I
I
Salary & Benefits
i 7,171,068
I, 7,264,949
1 8,345,581 I
8,820,625
8,866,827
I 9,083,041
i 9,380,599 .
9,612,626
I 9,851,500
UAL Payments
1 500,000
I
750,000
1,052,631
0,050,000
f 1,025,000
1,025,000
I 1,025,000
I
1,025,000
1,025,000
Operating Expenditures
1 8,996,920
8,748,344
9,998,147 1
10,358,345
10,851,554
11,333,893
I 11,993,382
12,529,765
13,253,881
Cost Allocation Charges
1 2,535,472
2,626,497
2,591,332 1
2,629,225
2,679,723
2,732,280
1 2,787,020
2,849,270
2,913,600
Total Operational Costs
1 19,203,461
19,389,790
21,987,691 I 22,858,194
23,423,104
24,174,214
25,186,001
26,016,661
27,043,980
Transfers Out
1 1,620,648
1 1,872,909
1 1,270,000
W,620,000
1 778,100
247,418
1 656,586
98,749
TOTAL EXPENDITURES
1 30,824,109
21,262,699
23,257,691
D5,478,194
24,201,203
24,421,632 25,842,587
26,115,410
27,043,980
I
I
I
I
NET OPERATIONS
1,764,343
I, 3,869,761
358,885
243,324
747,418
I 706,586
1 111,931
(243,661)
(812,630)
FY 2016/17
FY 2017/18
FY 2018/19
FY 2019/20
FY 2020/21
FY 2021/22 FY 2022/23
FY 2022/23FY
2024/25
L
Actuals
Actuals
Actuals
Budget
Forecast
Forecast
I Forecast
Forecast
Forecast
GENERAL FUND BALANCE RESERVES (at Year End)
Other Unassigned
1 2,215,744
3,834,140
3,717,8471
805,821
1,247,418
1,656,586
1,098,749
756,339
(56,291)
Operational Reserves
2,554,578
1,718,067
3,651:287
3,749,134
2,812,315
2,762,315
2,749,133
2,749,133
2,749,133
EwnomicReserves
2,923,988
3,431,708
3,160,4491
3,562,802
4,949,620
5,449,620
5,949,620
6,205,959
6,205,959
Emergency Reserves
3,290,000
4,150,000
4,150,0001
4,150,000
4,150,000
4,150,000
4,150,000
4,150,000
4,150,000
TOTAL FUND BALANCE
1 10,984,310
1 13,133,915
14,679,583 I 12,267,757
13,159,354
14,018,521
13,947,502
13,861,431
13,048,801
30,000.000
25,000,000
20,000.000
15,000.000
10, 000, 000
5,000.000
Past Three Years Actuals - 2019/20 Budget Year - and Five Year Forecast
-7 " -W- F 7
FY 2016/17 FY 2017/18 FY 2018/19 FY- 2019/20 FY2020/21 FY 2021122 Fi- 2022123
� Fund Balance Total Sources
- - - Total Uses
FY 2022/23 FY 2024/25
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
LONG RANGE FORECAST ANALYTICS
The Five -Year General Fund Forecast schedule looks forward five years under static assumptions, using prior year
actuals, trends, and the FY 2019/20 adopted budget as the base. The forecast does not project future operational
changes as those are the prerogative of the City Council and management. Therefore, the forecast provides revenues
and expenditure data based on both conservative estimates, current direction and reasonable assumptions.
Operationally, funding allocation changes are made year by year to adjust to shifting information, resources, and
circumstances. The objective of this forecast is to act as a bell -weather to identify anticipated impacts that should be
addressed in the future. For instance, a negative net operation amount in an out -year does not reflect what will happen,
but rather a warning that projected revenue is not keeping pace with projected expenditure growth, and that operational
adjustments will be required.
The forecast is limited to the General Fund, as this is the City's primary operating fund. All general tax revenues and
other receipts not allocated by law or contractual agreement to other funds are accounted for in the General Fund.
Expenditures of this fund include most general operating expenses traditionally associated with governments such as
city administration, development services, public works, 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 the forecast. Internal Service Funds are funded
by charges to operational programs (primarily General Fund) for support functions and are therefore an accounting
tool. Capital Fund revenue comes from dedicated external funding and prior year General Fund net operations for
administrative and infrastructure improvement projects. Special Revenue and Debt Service Funds are independent of
the General Fund; revenues come from assessments or fees, which must be used for their specific purpose, and are
therefore not available for general operations. Agency Funds are not even City money, so are naturally excluded.
As stated above, the General Fund forecast is based upon reasonable assumptions, both for revenues and expenditures.
These assumptions are conservative; revenues are at the low -end of projections, and expenditures are fully budgeted
to achieve the stated workplan, under the principle that it is better to expect less revenue and higher expenses and wind
up with net operational savings that can be utilized for new initiatives and improvement projects, than to be caught
short of funds and having to adjust in mid -stream. Summaries of the five-year forecast assumptions follow.
GENERAL FUND REVENUE ASSUMPTIONS:
Property Tax —We continue to see significant growth in Secured Property Tax — the 1% ad valorem tax based on a
property owner's taxable value. This growth is due in part to receiving additional TEA money beginning FY 2015/16,
but also from ongoing increases in assessed valuations, from the annual allowable increase, ownership changes that
reset the taxable value, and remodeling improvements and new construction that increase a home's value. This rapid
pace of increasing revenues appears to have hit its peak in FY 2015/16 with year -over -year growth of 10.53%. Since
then, increases have remained high at 8.69% in FY 2016/17, 9.04% in FY 2017/18 and 8.96% in FY 2018/19.
FY 2019/20 revenues are budgeted lower at just under 5% growth as market trends suggest the housing market, while
still strong, appears to have hit a slowdown. A September 2019 Sereno Group Real Estate Report notes home prices
have been steadily declining in Santa Clara County, with median sales price for single family homes down for the
seventh month in a row, and average sales prices down for the tenth month in a row. However, the number of home
sales are increasing, up 13.2% year -over -year as of August 2019. Further, as of September 5, 2019, there were 1,293
single family homes for sale in Santa Clara County, making this the fifteenth month in a row with an increase in the
number of houses on the market. Together this portrays that county -wide homes are still selling, but prices are stalling.
For Saratoga specific, the median home price was $2.7 Million. down from $2.8 million in September 2018, with the
average price sold also at $2.8 million. In August, 27 homes sold with 28 pending, with a Sale -to -List -Price Ratio of
99.2% This tightening of market trends advocates for a fairly conservative projection in the five-year outlook.
Following expectations for a weakening but fairly stable FY 2019/20, the forecast was prepared with conservative
overall Property Tax revenue growth projections of 3.3% for FY 2020/21 and FY 2021/22, and 2% in the years after.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
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% ad valorem tax (Secured Property Tax) typically accounts for 60%,
while Property Tax In -Lieu -of -VLF accounts for 27% 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 positive 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.
However, the smaller Property Transfer Tax and Supplemental Tax receipts contribute heavily to total revenue
fluctuations as housing sales generate Supplemental Tax revenue from mid -year assessed valuation increases, and
Transfer Tax revenues from the preparation of document fees. Increases in these revenues indicate growth in Secured
Property Tax in 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. Current year revenue is budgeted
conservatively, at lower than prior year receipts. Forecasted year revenues are aligned with the conservative Property
Tax growth projections to be consistent.
Over the last five years, rapid property tax growth resulted in excess ERAF distributions to Santa Clara County cities,
and in turn, to revenue growth. However, this revenue stream is very unpredictable as a slowdown in property tax
growth or a change in State law can, and has in the past, eliminated or severely reduced these distributions. Due to
this unpredictability, ERAF revenue is not included in the forecasted years.
Sales Tax — Similar to Property Tax In -Lieu, Sales Tax revenue distributions from the State are impacted by 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% year to year, the City depends upon our Sales Tax
Consultants to closely monitor receipts and provide us with reasonable estimates.
FY 2015/16 included a $160,000 final triple flip true -up payment, but the loss of Roku, one of the City's largest sales
tax contributors offset the increase. FY 2016/17 revenues climbed back above $1.1 million, and have held steady
since. Even though revenues climbed just above $1.2 million in FY 2018/19, FY 2019/20 revenues are budgeted
lower as a cautionary measure, with future year projections at a safe 1.0% growth trend for years beyond the current
fiscal year.
Transient Occupancy Tax — Saratoga's TOT reacts quickly to economic changes as the revenue stream is based on
typically nonessential spending. This was illustrated clearly in the economic downturn, and again with the recovery.
As the recession ended, revenues grew rapidly up through FY 2017/18. FY 2018/19 saw a 10% dip, hence FY 2019/20
was budgeted at this lower level even though the economy continues to be steady. However, conservative practices
for this volatile revenue dictate that forecasted amounts reflect flat or lower expectations. Because of the uncertainty,
forecast projections are being held almost flat in the outyears.
Business License Tax — Business License Tax revenue is comprised of 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% year over year with normal business growth
and decline, but for the long run, Business License Fee revenue is expected to hold steady. The license fee itself is
not anticipated to increase, nor is business and retail space in the City, so growth primarily comes in the form of
additional home -based businesses. A conservative 1% growth rate is applied in the out -years due to this continued
trend of more and more home -based businesses and a steady economy.
Relatedly, the Supplemental Business License Tax portion has increased since climbing out of the recession in FY
2010/11, however the trend is not consistent. In FY 2016/17 revenues dipped slightly in conjunction with a reduction
in building permit processing. As a result, FY 2017/18 revenues grew by 25% with the clearance of the backlog, and
a slight increase in construction activity. And, in FY 2018/19 receipts grew another 29%, from $180k in FY 2017/18
to $233k in FY 2018/19, while the related Construction Tax revenue did not. This anomaly was only explainable
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
through a review of the permits issued, which revealed that yes there were more permits issued, but the permits did
not increase square footage. This leaves us with a short data trend that suggests construction activity continues to be
strong, however for forecasted revenue, a conservative measure would limit projection to a slight 2% growth rate into
the future.
Construction Tax — Represents a City enacted tax charged on additional square footage as part of a building permit
fee. At this point, the strength of the economy is expected to maintain a moderate level of building activity throughout
the five forecasted years. As revenue growth follows close to the same trend line as Supplemental Business License
Tax, the forecast years also apply a conservative 2% growth in the out -years.
Franchise Fees —Franchise Fees function as an alternative to Business License Taxes for those businesses exempt
from the tax. This includes utilities (PG&E and SJ Water), solid waste, and cable providers.
In FY 2012/13, the City began collecting about $160,000 in new Solid Waste Fees earmarked for the City's
environmental program costs, including the Solid Waste JPA dues and the Household Hazardous Waste program.
Solid Waste revenue growth is expected to be limited; yet fees have continued to increase with the cost of services.
In line with market trends, Solid Waste Franchise Fees are forecast to increase at a slow but steady 2% pace.
On average, gas, electric, and water utility franchise fees are fairly unpredictable from year to year. This may in part
be due to citizens becoming more environmentally conscientious, and from technology improvements that reduce
energy consumption. On the other hand, demands continue to increase with a growing technology savvy population
and the ever-increasing assortment of new energy consuming gadgets. Therefore, the forecast is based on the averages
of the anticipated ups and downs over the years, which equates to a positive trend line of about 1.5% per year.
Cable Franchise Fees have shown a steady growth stream for years, primarily due to the escalating costs associated
with the ever -higher level of services provided. Forecasted revenues reflect a conservative 2% growth trend in the out -
years, however technology changes in wireless technology/streaming availability may impact this revenue source in
the future, so this revenue stream bears close watching.
Development Revenues — Planning & Building revenues initially increased with the strengthening economy, but over
the last few years have held fairly steady, without significant growth. FY 2019/20 revenues were budgeted more
conservatively as the initial data had suggested development work was slowing. However, as FY 2018/19 revenues
ended higher than expected, the five-year outlook is still conservatively strong with mild growth in the forecast. Each
of the planning and building revenues are assessed individually, with a majority of the projections ranging from 0%
to 2% annual growth.
Rental Income — With the consolidation of cell phone service providers over the last five years, cell tower leases are
dwindling, hence lease revenue has fallen. Forecasted years include the remaining lease providers with nominal rate
increases, although future lease cancellations may change the projections in the out -years in upcoming years. Park
and Facility rental rates are projected to grow very slowly, with increases in the 1% to 2% range.
Interest Income — Since the middle of 2014, interest rates have climbed up, at first painfully slow, but in FY 2017/18
rates more than doubled to end the fiscal year at 1.9 %. FY 2018/19 saw the interest rates continue to grow to over
2% by the end of the fiscal year. This resulted in revenue more the double the prior year.
Reports indicate the Federal Reserve believes the economy remains strong, but inflation was getting out of control.
To offset this, Federal Fund rates were lowered, and are expected to continue to be lowered — albeit very, very, slowly.
This tact has appeared to hold off further inflation increases as well as keeping the economy stable. With this federal
strategy in place and working, forecasted interest reflects a conservative decrease for next fiscal year. Future years
rates are expected to hold steady, with only very low growth rates into the next five years.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
GENERAL FUND EXPENDITURE ASSUMPTIONS
Salary — An increase in labor costs in FY 2019/20 reflects a higher than normal cost -of -living increase (COLA) to
reflect the actual CPI increase of 3.87% for the San Francisco -Oakland -San Jose Bay Area. This higher COLA was
negotiated under the new labor contract effective July 1, 2019 for FY 2019/20. The MOU allows up to 3.13% in FY
2020/21, and up to 2.5% for the last two years of the contract. Using a conservative approach, 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 is that the forecast years look much higher
than past year history.
Benefits — Under the new MOU, the Council agreed to fund a new deferred compensation match -benefit that will cost
an additional $1,800 per year for employees. Medical, dental, life, and ADD benefits remain the same and will be
built into the forecasted years. Under the City's MOU agreements that have employees sharing future medical
insurance premium increases, health costs will increase at a slower pace. Dental premium increases are very low, and
disability and life insurance benefit costs are almost flat, with nominal increases occurring only every few years.
Together, reduced premium contributions, an increase in employees switching to lower -cost health care, and an
increase in employees opting for in -lieu benefits is projected to bring a growth rate of 3.5% in the forecasted years.
Unfunded Accrued Liability - In 2014, Ca1PERS 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 current
payroll and represents the current cost to provide the Ca1PERS pension benefit. For the UAL, agencies are paying
their allocated share of prior year liabilities that accrued as a result of Ca1PERS investment losses and assumption
change over a long-term payment plan that will result in significantly higher overall costs due to the time factor of
interest costs, similar to a mortgage. Saratoga's City Council established a policy to make annual UAL payments at
higher than the required contribution level in order to reduce the outstanding liability quicker, reduce the overall cost,
and stabilize the annual payment amount into the future.
For FY 2015/16 and 2016/17, the City contributed $500,000 per year for the UAL payment. Subsequently, in FY
2016/17, Ca1PERS modified their actuarial assumptions, and reduced the discount rate from 7.5% to 7.375%. This
change resulted in a significantly higher unfunded liability — the City's remaining Tier I UAL grew from $4.7 million
at July 2016 to $8.4 million in July 2017. This change also meant future required contribution amounts would increase.
For the FY 2017/18 budget, the Council allocated $750,000 for the annual Tier I payment amount under the
assumption that this higher payment level would be sufficient for a couple of years. The further lowering of the
Ca1PERS discount rate prompted the Council to revisit the payment amount matter, and for FY 2018/19, the annual
UAL payment was increased to $1 million, plus another $50,000 to pay off the Tier II and Tier III UAL's in their
entirety. The forecast reflects this $1 million annual payment and total annual payoff of the Tier II and III UALs
going forward.
Operating Expenditures — Expenses include materials and supplies, fees, contract services and consultants
(excluding Public Safety contract services) and are generally regulated by service level and budget availability. Under
normal circumstances, operating expenditures are typically held flat or at minimal increases. For the forecast, accounts
are reviewed and forecasted individually, taking into consideration trends, variances, changes in service levels, and
one-time occurrences. Most operational costs reflect moderate annual increases of between 1% to 2.5% increases.
Forecasted operating expenditure increases average around 2.8% in the out years with the anticipation of maintaining
the City's high service level, as funding allows.
Public Safety — Under the Sherriff s service contract, annual increases are established at CPI plus 2%, with typical
increases ranging from 3% to 6% each year. Under the latest agreement with Santa Clara County Sheriff's Office,
FY 2016/17through FY 2019/20 wages are scheduled to increase by 3% annually, with total contract costs expected
to increase around 4% per year. Forecasted increases for FY's 2020/21, 2021/22, and 2022/23 will follow suit as a
best guess.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
Community Grants — Future year grants are projected at a slightly higher distribution amounts, to reflect Council's
trend to gradually increase grants over time as costs to provide services increase and additional community grant
funding requests are received.
Internal Service Funds (ISF) — With the wide variance in ISF functions, annual growth factors are adjusted on an
individual fund basis. Insurance funds use a conservative but escalating projection to ensure sufficient funding is
available for premiums and claims. The Vehicle Maintenance, IT Services, and Building Maintenance ISF programs
are expected to increase more rapidly due to ongoing labor and service level cost increases. The 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 have stable funding charges that are
adequate to improve resource management funding, transparency, and management over a 20-year long term
projection. These funds maintain a flat rate into the forecasted years.
FISCAL SUSTAINABILITY
Overall, the City's General Fund forecast projection reflects a stable and healthy financial situation under these steady
times, with adequate funding available for operations, UAL payments, internal service and asset replacement funding,
and at year-end, remaining net operations funds for capital improvements on an ongoing basis.
Currently, operations are established and functioning at a high service level, additional requests are addressed quickly,
and emphasis is being placed on increasing communication outreach with Saratoga residents to both enhance public
safety and enrich community engagement. Internal Service Funds are at sustainable levels, and asset replacements
are funded adequately in the near term. While some revenues are dedicated and go directly to Capital Improvement
Programs, the City continues to add additional funding each year from Net Operations savings. Furthermore, the
economic growth over the last five years has allowed the City to make great strides in long term financial planning,
and preparations for leaner financial times.
In general, Fund Balance Reserves are established and funded at their established policy level. Additionally, initial
funding contributions of $500,000 annually have begun for the Facility Replacement Reserve. This reserve's goal is
unspecified but intended for Citywide facility replacements that are expected to run in the tens of -millions of dollars.
Master Infrastructure Replacement Plans are being developed as we go along, with annual funding in place for some
replacement and maintenance of fixed assets on an ongoing basis. This includes technology assets, vehicles &
equipment, facility assets, streets and sidewalks, and park and trail infrastructure. As time and resources allow,
infrastructure replacement master plans will be developed for categories such as parking lots, streetlights, signal lights
and storm drains. Each of these would require additional funding set -asides, however the City is making great strides
in infrastructure maintenance and is well prepared operationally for a recession when one occurs.
In this forecast, Net Operations shows a diminishing projection in the out years. While positive for the first few years,
the long-range conservative revenue outlook does not meet the long-range expectation for expenditure growth. By
year four, Net Operations are negative. This is a result of revenue that is limited to and heavily dependent on Property
Tax growth, which is in turn is dependent on the state of the economy. Whereas, the major cost drivers of staff salary
and public safety service costs continue to increase year over year, regardless of the state of the economy. Only
changes to the financial structure will prevent this. Wisely, the City has prepared for future fiscal shortfalls through
building up fiscal stabilization reserves during good economic times so that funds can be used to smoothly adapt to
changing fluctuations in the economy, developing and funding asset and infrastructure replacement funds, maintaining
infrastructure, and pre -funding the Ca1PERS liability.
In summary, this forecast is an annual assessment to provide a perspective of where the City is heading financially at
this point in time, whereas in practice, incremental changes through the years will address financial fluctuations to
bring annual appropriations in line with resources. Meaning, this forecast is not a projection of what is expected to
occur, it is merely a tool to indicate how current revenue trends and spending patterns play out over the long term and
how soon the City should make financial corrections.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION
Economic or organizational adjustments normally occur each fiscal year in the development of the budget. During an
economic downturn, the Council may choose to adjust operations to decreased funding levels, such as by reducing
temporary staff, contract services, delaying replacements, or the Council may choose to utilize fiscal stabilization
funds.
Overall, this forecast provides Council a tool to understand the City's financial structure and funding responsibilities,
and to manage future economic changes so that the City is well prepared to address fluctuations in operational and
capital spending levels.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
OPERATING BUDGET
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEPARTMENTAL BUDGET DIRECTORY
DEPARTMENT BUDGETS - BY PROGRAM
COUNCIL & COMMISSIONS
Council & Commissions Overview....................................................................................................................149
1101 City Council............................................................................................................................................153
1201 City Commissions...................................................................................................................................155
CITY MANAGER'S DEPARTMENT
City Manager's Department Overview...............................................................................................................159
2101 City Manager's Office............................................................................................................................165
2201 City Clerk................................................................................................................................................171
2401 Public Information Office.......................................................................................................................175
ADMINISTRATIVE SERVICES DEPARTMENT
Administrative Services Department Overview.................................................................................................179
3101 Finance Services.....................................................................................................................................185
3301 Human Resources...................................................................................................................................189
3401 Administrative Services..........................................................................................................................193
Internal Service Funds
3102 Office Support Fund................................................................................................................................197
3201 Information Technology Services...........................................................................................................199
3202 IT Equipment Replacement Fund...........................................................................................................203
3501 Risk Management/Liability Fund...........................................................................................................207
3601 Workers Compensation Fund..................................................................................................................211
COMMUNITY DEVELOPMENT DEPARTMENT
Community Development Department Overview..............................................................................................215
4101 Development Services.............................................................................................................................221
4102 Advanced Planning.................................................................................................................................225
4103 Code Compliance...................................................................................................................................229
4201 Building & Inspection Services..............................................................................................................233
Internal Service Funds
6202 Facility Maintenance..............................................................................................................................237
6203 Facility FFE Replacement.......................................................................................................................241
PUBLIC WORKS DEPARTMENT
Public Works Department Overview..................................................................................................................245
5101
General Engineering...............................................................................................................................251
5102
Development Engineering.......................................................................................................................255
5103
Environmental Services..........................................................................................................................259
5201
Streets & Storm Drains...........................................................................................................................263
5301
Parks & Landscape Maintenance............................................................................................................267
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEPARTMENTAL BUDGET DIRECTORY
PUBLIC WORKS DEPARTMENT — CONT'D
Internal Service Funds
5202 Vehicle & Equipment Maintenance........................................................................................................271
5203 Vehicle & Equipment Replacement........................................................................................................275
Special Revenue Funds
5302 Landscape & Lighting Districts..............................................................................................................279
COMMUNITY SERVICEs DEPARTMENT
Community Services Department Overview......................................................................................................283
6101
Recreation Services.................................................................................................................................289
6201
Facility Rentals.......................................................................................................................................293
6401
Community Engagement Program..........................................................................................................297
6402
City Events Program...............................................................................................................................301
6403
Community Event Grant Program..........................................................................................................305
6404
Community Support Services Grant Program.........................................................................................309
PUBLIC SAFETY DEPARTMENT
PublicSafety Department Overview..................................................................................................................313
7101 Public Safety Services.............................................................................................................................317
7102 Emergency Preparedness........................................................................................................................ 323
NON -DEPARTMENTAL
Non -Departmental Overview.............................................................................................................................327
8101 General Administration...........................................................................................................................331
8201 Legal Services.........................................................................................................................................335
8901 Emergency Operations Claims Fund.......................................................................................................339
Debt Service Funds
8601 GO Bond Debt Service Fund..................................................................................................................341
8602 Arrowhead Community Facilities District (CFD) Debt Service Fund....................................................345
Trust & Agency Funds
8703 West Valley Clean Water Program.........................................................................................................349
8704 Arrowhead Community Facilities District (CFD) Project Fund............................................................351
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEPARTMENTAL BUDGET DIRECTORY
CITY OF SARATOGA ORGANIZATION CHART
Citizen Advisory
Commissions &
Committees
FY 2019/20
CITIZENS OF SARATOGA
Elected
City Council
City Manager
1.0 FTE
City Attorney
City Manaoer'a
Arlministrafiw. Commnnih
PnN;r Wnrkc
Department
.75 Assistant City
Re -Ares Department oeNelopment Vert
1.0 Adnrinistrative 1.0 Conimunity
Dena_�tment
1.0 Public Works
Manager
Services Director Development Director
Director
Flna - niv;cinn Planning nivici
,nee nn
Fna ring n;vici
Cit3, nrtanagrr� nffirr
1.0 Finance Manager 1.0 Senior Planner
1.0 Sr. Civil Engineer
1.0 Exec Assistant
.9 Accountant 2.0 Planners
1.0 Associate Engineer
1.0 Lead Accounting 1.0 Arborist
1.0 Assistant Engineer
Tech 1.0 Development
1.0 Environmental Pgm
1.75 Accounting Engineer
Adininistrator
1.0 Admin Assistant
.75 AdminTechnician
1.0 Code Compliance
.75 PW Analyst
City, Clerks Offinr
1.0 Fn nee in
g g
1.0 City Clerk
Hnman Resn
Division, rr
1.0 HR Manager Rnilding nivici n
.75 FIR Technician 1.0 Building Official
Crreerc x. FtePr n;v;�;n„
PnhGr Tnfnmration
2.0 Building Inspectors
1.0 Streets and Fleet
1.0 Petmit Technician
Manager
(lffice.
1.0 Office Specialist
2.0 Street Maint. Lead
1.0 Public Information
Tnf r.nation lech-Ug;L
4.0 Street Maint. Workers
Officer
Division
.50 Office Specialist
1.0 IT Supervisor Far;l;r;rc nrta;ntrnanrr.
1.0 IT Technician
1.0 Facility Maint. Mgr
Parke nivic inn
1.0 Facility Maint. Lead
1.0 Parks & Landscape
Adm;nist-th- aer<,i'- 1.0 Facility Maint. Worke
Manager
n n
2.0 Park Maint. Lead
5.0 Park Maint Workers
1.0 Admin Analyst
.50 Office Specialist
t�nmm��nity cer.ire�
Department
.25 Assistant City
Manager
(`nmmrnin its Fn�rrrw.nt
1.0 Coinnunity
Engagement Coordinator
Facility, Rentals
1.0 Facility Coordinator
FY 2019/20 FTE's = 56.90
Notes:
■ .25 FTE of ACM position in City Manager's Department represents position budgeted for Emergency Preparedness function
■ Santa Clara County Sheriff's Office provides police services for the City by contract.
■ Santa Clara County Fire Department provides fire services as a separate entity.
■ Santa Clara County Library District (JPA) provides library services as a separate entity, in a City owned and maintained library
building, as provided by contract.
■ San Jose Animal Services provides animal control services for the City by contract.
■ Various public health/environrnent and utility services provided by separate districts or private enterprises
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEPARTMENT OVERVIEW
The Council & Commissions Department, which represents the elected and appointed officials of Saratoga, consists
of the City Council and City Commissions programs.
The City Council has five publicly elected members who act as the legislative body representing the residents and
community of the City of Saratoga. Council Members serve four-year terms, with elections for either two or three of
the seats every two years. Each December, the Mayor and Vice -Mayor are elected by their fellow Council Members
to one-year terms. If a Council seat is vacated during a Council term, a Council Member may be appointed to fill the
vacant seat for the remainder of the term. Alternatively, the Council may choose to hold an election to fill the Council
seat.
City Commissions are advisory bodies whose members are appointed by the Council. These Commissions are
established to encourage residents to become involved in their community and to broaden the City's decision -making
processes. City Committees are also included in this program and differ from Commissions in that a committee
represents a smaller advisory body with more narrowly defined duties. Active Commissions and Committees,
effective with the adoption of the FY 2019/20 budget are as follows:
• Heritage Preservation Commission
• Library Commission
• Parks & Recreation Commission
• Planning Commission
• Traffic Safety Commission
DEPARTMENT OBJECTIVES
• Youth Commission
• Council Finance Committee
• Pedestrian, Equestrian, Bicycle, Trails Advisory
Committee
• Wildfire Public Safety Task Force
The City Council and City Commissions represent the Saratoga community. The City Council establishes City policy
and serves as the decision -making body, receiving recommendations from Commissions and staff and then providing
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.
Council Strategic Goal
City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government
dedicated to delivering effective high -quality leadership for the community.
Department Objectives
• Foster community partnerships through annual meetings between the City Council and stakeholder groups,
including service organizations, cultural institutions, and other local government agencies serving Saratoga
• Maintain an understanding of community needs and desires by being available to the community
• Strengthen relationships with community members by attending community events
• Adopt policies that encourage civic engagement, transparency, and efficiency in government
• Encourage civic participation in government decisions through outreach, and public meetings
• Comply with open government and ethics laws, including the Brown Act and Political Reform Act
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COUNCIL & COMMISSIONS DEPARTMENT
Council Strategic Goal
Fiscal Stewardship: Ensure fiscal responsibility and transparency, proactively seeking opportunities for improvement.
Department Objectives
• Adopt policies that encourage conservative budgeting and protect taxpayer dollars from frivolous use
• Nurture a business -friendly environment through policies and incentives
• Identify and protect core services as budgetary priorities
Council Strategic Goal
Public Safety: Provide a safe and secure community.
Department Objectives
• Encourage residents to support community -oriented policing and prevent crime through safety awareness
programs, such as Neighborhood Watch or other crime prevention programs, including crime prevention
forums and the Public Safety Task Force
• Reduce loss of life and property during a disaster by encouraging residents to participate in community -based
emergency preparation, including the City's Community Emergency Response Team (CERT) and Personal
Emergency Preparedness program (PEP)
• Facilitate neighborhood communications on safety related matters by hosting informational forums and
providing residents with communication tools, such as Nextdoor.com, AlertSCC, TIS AM Radio and KSAR
TV
Council Strategic Goal
Community Heritage: Honor Saratoga's heritage by preserving significant historic assets.
Department Objectives
• Implement existing policies that maintain the City's historic heritage
Protect the City's natural beauty by maintaining the City's `Tree City USA' status, hillside preservation
policies, and high standards of care for City parks
Appoint commissioners to the Heritage Preservation Commission who honor Saratoga's heritage
Council Strategic Goal
Community Enrichment: Foster a community with an enriched and diverse culture and engaged citizenry.
Department Objectives
• Build community through grant programs that promote events in Saratoga
• Provide leadership development opportunities for residents through appointments to civic boards and
commissions, make appointments that reflect the multicultural nature and diverse interests of the City's
residents, and by providing volunteer opportunities
• Promote health as a community value through health -related programs and policies, such as tobacco control
policies and resources provided to encourage physical activity
• Strengthen partnerships with local cultural organizations and institutions
• Honor cultural diversity by participation in multicultural events, which enhance the vibrancy of Saratoga
• Encourage inclusiveness by honoring and respecting diversity and making Saratoga an age -friendly
community
• Foster a business -friendly environment and a vibrant downtown by supporting and providing incentives and
programs that draw people to the Village
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COUNCIL & COMMISSIONS DEPARTMENT
Council Strategic Goal
Environmental Sustainability: Proactively support environmental sustainability efforts.
Department Objectives
• Adopt policies that manage and sustain the City's urban forest and support environmental programs
• Adoption of responsible environmental policies, including water conservation ordinances
• Reduce the City's carbon footprint and impact on the environment by adopting energy efficiency best
practices and funding environmental sustainability projects, such as installation of solar panels at the City's
Corporation Yard and Saratoga Library
• Purchase electric vehicles (EV) for city staff use and install EV charging stations throughout the City
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COUNCIL & COMMISSIONS DEPARTMENT
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Fees, Licenses and Permits 600 4,200 600 2,400
Other Sources - - 100,000 -
TOTAL REVENUES $ 600 $ 4,200 $ 100,600 $ - $ 2,400 $ -
EXPENDITURES
Salaries and Benefits
29,917
29,936
29,937
29,981
29,995
30,044
Operating Exp enditures
Materials & Supplies
9,049
17,620
21,601
42,910
18,805
28,660
Fees & Charges
180,376
76,827
32,987
100,014
49,762
130,897
Consultant & Contract Services
6,141
9,900
9,400
10,000
5,000
-
Meetings, Events, & Training
21,392
27,519
19,383
41,000
26,572
35,800
Total Operating Expenditures
216,958
131,866
83,371
193,924
100,139
195,357
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
62,758
65,854
69,354
70,290
70,290
74,856
TOTAL EXPENDITURES
$ 309,633
$ 227,655
$ 182,662
$ 294,195
$ 200,423
$ 300,257
DEPARTMENTAL EXPENDITURES - BY PROGRAM
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
GENERAL FUND
City Council $ 278,794 $ 188,067 $ 144,973 $ 228,986 $ 158,866 $ 247,336
City Commissions 30,840 39,589 37,689 65,208 41,558 52,922
TOTAL GENERAL FUND $ 309,633 $ 227,655 $ 182,662 $ 294,195 $ 200,423 $ 300,257
TOTAL EXPENDITURES $ 309,633 $ 227,655 $ 182,662 $ 294,195 $ 200,423 $ 300,257
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY COUNCIL OVERVIEW
The City Council is a five -member legislative body that represents the residents and community of Saratoga. The
City Council operates under a Council/Manager form of government that combines the policy leadership of elected
officials with the managerial expertise of an appointed City Manager.
Council meetings are held on the first and third Wednesday of the month where Council actively seeks input in its
decision -making process from Saratoga residents. The Council establishes direction on policy, legislative, and
community matters, which are then carried out by City staff under the guidance of the City Manager.
The City Council conducts meetings at least annually with all City Commissions, and community organizations that
are closely affiliated with the City, including the Saratoga Chamber of Commerce, the Saratoga Area Senior
Coordinating Council (SASCC), the Hakone Foundation, neighborhood associations, and the Saratoga Ministerial
Association. These meetings serve to strengthen the Council's relationships with its partners in the community.
In addition, the Council forms subcommittees to work on specific projects or issues as needed. For example, the City
Council formed a Public Art Ad Hoc to engage the Montalvo Arts Center to identify a work of art to be temporarily
located on City property. In Fiscal Year 2016/17, the committee was converted to a standing committee to consider
and make recommendations on public art opportunities in Saratoga. To further strengthen connections with the
community, Council Members are appointed to serve as liaisons to community organizations as well as voting
members on other governmental boards and Joint Power Authorities (JPAs), including the West Valley Solid Waste
Management Authority and the West Valley Sanitation District.
Council Members also serve on regional organizations such as Cities Association of Santa Clara County and the
Peninsula Division of the League of California Cities, and sub -regional associations such as the West Valley Mayors
and Managers (WVMM) group. The WVMM's primary function is to select representation on the VTA Board and
the Silicon Valley Regional Inter -Operability Authority, and acts as a forum for the discussion of issues common to
the West Valley Cities of Saratoga, Cupertino, Campbell, and the Town of Los Gatos. Some Council Members are
also appointed by other organizations to serve on regional boards or committees, such as the County of Santa Clara
Recycling and Waste Reduction Commission.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• The Council's overall budget remains nearly unchanged in FY 2019/20
Revenues in the City Council Program are limited to City Council appeal fees —the City typically receives two to
three per year, but as they are unpredictable and minor in nature, are not budgeted revenues. The one-time $100,000
anomaly in FY 2017/18 represents a reimbursement of the Council -directed contribution for the Silicon Valley Clean
Energy Program start-up.
Typical expenditures include $250 monthly stipends for each of the five Council Members, funding for special events,
meeting expenses, conferences, and operational supplies. Membership dues for Regional Agencies such as the
Association of Bay Area Governments, the Santa Clara County Cities Association, and the West Valley Mayors and
Managers Association are also included in this program budget.
Each year, $50,000 is budgeted for Council discretionary funds for unanticipated expenditures that may occur during
the year. Per policy, any remaining Council Discretionary funds at year-end is carried over to the following year, after
the fiscal year is closed. This carryover is then an adjustment that increases the adopted budget.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY COUNCIL
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Fees, Licenses and Permits 600 4,200 600 2,400
Other Sources - - 100,000 -
TOTALREVENUES $ 600 $ 4,200 $ 100,600 $ - $ 2,400 $ -
EXPENDITURES
Salaries and Benefits
16,353
16,372
16,373
16,417
16,430
16,480
Operating Expenditures
Materials & Supplies
2,527
3,734
1,931
4,160
3,942
4,160
Fees & Charges
180,376
76,827
32,987
100,014
49,762
130,897
Consultant& Contract Services
6,141
9,900
9,400
10,000
5,000
-
Meetings,Events & Training
15,381
19,329
19,378
32,500
17,837
27,300
Total Operating Expenditures
204,425
109,790
63,695
146,674
76,540
162,357
Internal Service Charges
58,016
61,905
64,905
65,895
65,895
68,499
TOTAL EXPENDITURES
S 278,794
$ 188,067
$ 144,973
$ 228,986
158,866
$ 247,336
FY 2019/20 WORKPLAN PRIORITIES
Fiscal Responsibility - Monitor the economy to ensure that the City's operations are in sync with market trends, adjust
City finances as needed, adopt financial policies that keep the City financially sound, and proactively seek
opportunities to improve the strength of the City's finances.
Community Engagement - Create an inclusive community and encourage a greater sense of connection among
residents by strengthening relationships between the City and residents, providing residents with opportunities for
participation in local government, supporting community events, celebrating diversity, working towards making
Saratoga a more age -friendly community, and proactively addressing topics of interest to the community.
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 - Monitor water consumption and energy use 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.
KEY SERVICES
• 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.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY COMMISSIONS OVERVIEW
City Commissions and City Committees are designated bodies that provide specialized advice or other assistance to
the City Council and 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 support and to ensure agenda preparation, posting, minutes, and other meeting elements are
fulfilled as required under the Brown Act. Currently, there are six active Commissions and two Committees to advise
the Council on Commission specific issues. These include:
Heritage Preservation Commission — The primary function of this five -member Commission is to implement
the City's Heritage Preservation Ordinance by working with the Council, the Planning Commission, and City
staff. The Commission is responsible for considering proposed modifications to designated historic
landmarks, historic lanes, and historic districts, advising the Community Development Department about
projects that may affect heritage resources, conducting property surveys to establish an official inventory of
heritage resources within the City of Saratoga, recommending names for new streets to the City's building
official, and recommending designation proposals to the City Council for historic landmarks, historic lanes,
historic districts, and heritage trees. The Commission meets the second Tuesday of each month.
Library Commission — A five -member Commission that serves as an advisory body on library policies,
budgets, plans, and procedures to the City Council, City staff, and the Santa Clara County Library District
(SCOLD) staff. The Library building is owned by the City but operated by the SCCLD (a special district).
The Library Commission does not have administrative authority over Library operations, but does participate
in the general operational planning and related programs and policies. The Commission meets the fourth
Tuesday of every other month.
Parks & Recreation Commission — This five -member Commission advises the Council on a variety of
matters as they relate to parks and recreation. Principally, the Commission serves as a conduit between the
public and the Council by receiving public input, collecting information, and making recommendations to
the City Council. The Commission meets the second Tuesday of every other month.
Planning Commission — A seven -member Commission that works to maintain the unique character of
Saratoga by ensuring that the physical development of the City is consistent with the environmental, social,
and economic goals set forth in the City's General Plan. The Planning Commission is also responsible for
considering appeals of decisions made by the Community Development Department and acting on
applications for use permits, design review, and other planning approvals. The Commission meets the second
Wednesday of the month and holds additional meetings as needed.
Traffic Safety Commission — The Traffic Safety Commission investigates, reviews, analyzes, and makes
recommendations to the Council on traffic safety issues raised by the community and Public Safety
Agencies. The seven -member Commission provides a venue for the public to express concerns
regarding traffic safety issues. This Commission meets the second Thursday of every other month.
Youth Commission — This eleven -member Commission works to enhance the wellbeing of local youth, act
as a positive influence on teens, and provide opportunities for youth involvement in the community. Youth
Commissioners serve as teen leaders, communicate with the City Council on current youth issues, and plan,
promote, and participate in community events, fundraisers, social, and educational activities. The
Commission is comprised of middle and high school students appointed by the City Council for two-year
terms. The Commission meets the second Tuesday of each month during the school year.
Finance Committee — This standing Council Committee of the whole has two voting members. The
committee meets monthly, or as needed, to review City financial reports and budgets and to provide feedback
to both staff and Council on financial matters.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY COMMISSIONS
Pedestrian, Equestrian, Bicycle, Trails Advisory Committee (PEBTAC) — The PEBTAC's mission is 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 PEBTAC serves as an advisory body to the
Public Works Director. The Committee meets the third Tuesday of each month.
Public Safety Task Force — The original Public Safety Task Force Ad Hoc Committee was formed in 2017 by
the City Council to serve in an advisory capacity to the City Council on public safety matters until November
2018. The Task Force's final recommendations included formation of a new Task Force. The City Council
formed a new Wildfire Public Safety Task Force comprised of six (6) members in March 2019. The new Task
Force will be active through November 2020 and has been charged with developing recommendations to further
enhance fire prevention/preparedness and emergency preparedness efforts. The Task Force meets every other
month.
Public Art Committee — The Public Art Committee is a standing City Council committee comprised of two
members of the City Council and was formed in 2016 to advise the City Council on opportunities for public art
in Saratoga. The Committee meets as needed.
BUDGET HIGHLIGHTS
Notable Budget Changes:
An increase to the Public Art Committee funding was made as part of the Fiscal Year 2019/20 to support
ongoing programs and activities while providing flexibility to initiate new programs and public art
opportunities
With the exception of the Youth Commission, revenues are not generated by City Commissions, as Commissioners
do not provide a service function to the public. Commissions primarily act as advisory boards, and report to the City
Council on their related topics.
Budgeted expenditures include funding for Planning Commissioner stipends. The seven Planning Commissioners are
each awarded a stipend of $150 per month as a token of appreciation for the many hours they spend providing this
community service. None of the other Commissions demand this level of time commitment, and therefore do not
receive a stipend.
The remaining expenditures for the Commission program are limited to training, meeting costs, and Commission
specific expenditures, such as historical point of interest plaques the Heritage Preservation Commission provides for
historical landmarks. Other expenses associated with City Commissions budget include memberships to
Commissioner Associations that provide training or resources, meeting snacks, and miscellaneous supplies. Funding
for the City's annual Commissioner Recognition Dinner, which the Council holds to honor the service of the City's
Commissioners, is also included in this program. Staffing costs associated with supporting the various commissions
are not included in the City Commissions budget, as activities are primarily limited to support functions.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY COMMISSIONS
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Fees, Licenses and Permits TOTAL REVENUES $ - $ - $ - $ - $ - $ -
EXPENDITURES
Salaries and Benefits
13,564
13,564
13,564
13,564
13,564
13,564
Operating Expenditures
Materials & Supplies
6,522
13,886
19,670
38,750
14,863
24,500
Fees & Charges
-
-
-
-
-
-
Consultants & Contract Services
-
-
-
-
-
-
Meetings, Events & Training
6,012
8,190
5
8,500
8,735
8,500
Total Operating Expenditures
12,533
22,076
19,676
47,250
23,599
33,000
Internal Service Charges
4,742
3,949
4,449
4,395
4,395
6,358
TOTAL EXPENDITURES $
30,840
$ 39,589
$ 37,689
$ 65,208
$ 41,558
$ 52,922
FY 2019/20 WORKPLAN PRIORITIES
Community Engagement - 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 - Serve the City Council in an advisory capacity on designated subject matters.
KEY SERVICES
• 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.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY COMMISSIONS
C'q
CI 0 N�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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 Office 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, and the Saratogan. 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.
The Department is responsible for presenting an annual balanced fiscal year budget to City Council that reflects the
most accurate revenue estimates and economic conditions at the time, assuring that City services are performed in
accordance with City Council priorities and within the capabilities of the City's resources. The City Manager strives
to keep the City Council advised of the City's financial condition and the future needs of the City on an ongoing basis,
providing policy analysis, and overseeing numerous contract negotiations.
The Department values its relationships with the community and fosters its partnerships with the Chamber of
Commerce, Saratoga Area Senior Coordinating Council, Hakone Foundation, community access television station
KSAR, and the administrators of other agencies and service districts in the City, including Santa Clara County Fire,
local school districts, and West Valley College.
DEPARTMENT OBJECTIVES
The City Manager's Department works to implement a number of the City Council's Strategic Goals. These goals are
noted below and reflected in the Performance Measures.
Council Strategic Goal
City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government
dedicated to delivering effective high -quality leadership for the community.
Department Objectives
• Ensure the City Council is fully informed about City matters, provide support to City's elected leadership,
and administer implementation of Council priorities
• Promote effectiveness of City operations through collaboration, open communications, efficient
coordination, creative thinking, and professional development
• Respond to community interests and needs by being available to the public, making meetings accessible, and
establishing relationships with community members
• Develop a highly effective workforce to promote good governance ethics and efficiency
• Support community building by coordinating City events, overseeing the event grant program, and
facilitating special event permits
• Inform residents through proactive communications efforts, including media relations, social media, and
other methods of communication
• Oversee open government efforts, including compliance with the Brown Act
• Represent the City interests and involvement in regional issues
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S DEPARTMENT
Council Strategic Goal
Fiscal Stewardship: Ensure fiscal responsibility and transparency, proactively seeking opportunities for improvement.
Department Objectives
• Promote a structurally balanced fiscal plan that is transparent and retains the City's fiscal health, preserves
essential services, and implements Council goals
• Foster an environment where proactive, responsible, and transparent actions and decisions are encouraged
and valued
• Encourage a conservative approach to budgeting
Council Strategic Goal
Public Safety: Provide a safe and secure community.
Department Objectives
• Engage community members in crime prevention programs and educational efforts to promote community
policing efforts and thereby decrease criminal activities
• Involve the community in emergency preparedness and disaster mitigation planning to reduce loss of life and
property during a disaster
• Prepare for emergencies through employee training and exercises to ensure continued government operations
during a crisis
• Manage the Sheriff's Office contract with the City of Saratoga
• Provide staff support for the Public Safety Task Force
• Manage the City of Saratoga Neighborhood Watch Program, including administration of the annual
Neighborhood Watch Grant
Council Strategic Goal
Community Enrichment: Foster a community with an enriched and diverse culture and engaged citizenry.
Department Objectives
• Encourage community building events in Saratoga through the community event grant program, facilitation
of special event permits, and promoting local events
• Use a multitude of communication methods including the website, newsletter, radio, social media, and other
traditional outreach methods, to reach a diverse range of residents
• Promote resident participation in leadership roles by overseeing recruitment for positions on City
Commissions and Committees
Council Strategic Goal
Environmental Sustainability: Proactively support environmental sustainability efforts.
Department Objectives
• Partner with other local agencies to address the causes and effects of climate change through changes in City
policies and practices
• Use City communication channels, including the website and newsletter, to inform residents of the
importance of adopting more environmentally friendly practices
• Support and host environmental events, such as Arbor Day or ribbon cuttings that showcase recently
completed sustainable projects
• Participate in regional efforts to increase sustainability of government operations
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S DEPARTMENT
BUDGET HIGHLIGHTS
The primary function of the City Manager's Department is to support the City Council, maintain city records, and
provide community outreach. As such, revenue in this department is limited to election related fees that occur every
two years.
Notable changes from Fiscal Year 2018/19 include a reduction in the City Clerk division related to election costs. As
FY 2019/20 is a non -election year, election costs are not included in City Clerk's program.
Additionally, expenditures in the Public Information Office remain consistent with midyear adjustments made in
Fiscal year 2018/19. However, the 2019/20 budget includes a reduction in funding for translation services, which was
introduced in 2018/19. The City started translating key City publications to traditional Chinese in Fall 2018, including
the monthly City newsletter, the Saratoga Source. As the City has become more familiar with the translation process,
the budget for translation service has been adjusted.
With the City's external communications being centralized in the City Manager's Department and the amount of
public communications are administered by the Public Information Officer continue to grow, the 2019/20 budget also
includes staffing for a part time Communications Assistant position. The additional position will help assist the Public
Information Officer with communication efforts.
The 2019/20 budget also includes the addition of an Assistant City Manager position and elimination of the Deputy
City Manager. The Assistant City Manager position will be assigned .50 FTE to assist the City Manager with special
assignments and to oversee the day-to-day functions of the City Manager's Department, including City Clerk and
Public Information programs, but with this organizational shift the other .50 FTE will be assigned to function as the
Community Services Department Director, overseeing the Recreation Services contract, Facility Rental Program,
Community Engagement Program and assorted event and grant related functions, and to function as the City's alternate
Emergency Operations Director and oversee ongoing emergency preparedness efforts in the Public Safety Department.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S DEPARTMENT
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Fees, Licenses and Permits 401 21,400 3 25,150 14,880
Charge for Services - - - 750
Other Sources -
TOTALREVENUES
$ 401
$ 21,400
$ 3
$ 25,150
$ 15,630
$ -
EXPENDITURES
Salaries and Benefits
674,348
695,662
765,291
929,488
901,501
929,693
Operating Expenditures
Materials & Supplies
15,355
16,220
11,800
19,290
16,453
23,090
Fees & Charges
8,249
64,266
12,262
95,930
70,683
20,420
Consultant & Contract Services
24,750
35,258
67,892
157,448
122,530
145,900
Meetings, Events &Training
4,762
8,953
18,481
21,400
13,399
24,100
Total Operating Expenditures
53,116
124,697
110,435
294,068
223,065
213,510
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
123,780
135,714
147,006
145,192
145,192
157,935
TOTAL EXPENDITURES
$ 851,244
$ 956,073
$ 1,022,733
$ 1,368,748
$ 1,269,758
$ 1,301,138
DEPARTMENTAL EXPENDITURES - BY PROGRAM
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
GENERAL FUND
City Manager's Office
527,923
449,212
545,512
607,659
640,480
642,645
City Clerk
323,321
395,717
286,371
449,499
354,907
319,486
Public Information Office
-
111,144
190,849
311,590
274,370
339,007
TOTAL GENERAL FUND
$ 851,244
$ 956,073
1,022,733
1,368,748
1,269,758
$ 1,301,138
TOTAL DEPT EXPENDITURES
$ 851,244
$ 956,073
1,022,733
1,368,748
1,269,758
$ 1,301,138
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S DEPARTMENT
DEPARTMENTAL ORGANIZATION CHART
City Manager
1.0 FTE
Assitstant City Mgr
.50 FTE
Public Information Exec Assist to CM
Officer City Clerk
1.0 FTE 1.0 FTE
1.0 FTE
CITY MANAGER'S DEPARTMENT STAFF
City Staff 2015/16 2016/17 2017/18 2018/19 2019/20
FULL-TIME EQUIVALENTS (FTE's) Funded Funded Funded Funded Funded
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager - - - - 0.50
Deputy City Manager - - 1.00 1.00 -
City Clerk 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 0.90 0.90 1.00
Analyst Ml 1.00 1.00 1.00 1.00 -
Public Information Officer - - - - 1.00
TOTALFTE's 4.00 4.00 4.90 4.90 4.50
Temporary Staff
2015/16
2016/17
2017/18 2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded Funded
Funded
CMO Intern
-
-
320
999
Executive Assistant
750
960
96
-
TOTAL ANNUAL HOURS
750
960
416 -
999
CITY MANAGER'S DEPARTMENT STAFF - BY PROGRAM
2015/16
2016/17
2017/18
2018/19
2019/20
City StaffbyProgram
Funded
Funded
Funded
Funded
Funded
City Manager's Office
2.50
1.60
2.25
2.25
2.30
City Clerk
1.50
1.50
1.55
1.55
1.10
Public Information Office
-
0.90
1.10
1.10
1.10
TOTALS
4.00
4.00
4.90
4.90
4.50
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S DEPARTMENT
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CITY OF SARATOGA a FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S OFFICE OVERVIEW
The core services of the City Manager's Office are to:
• Provide leadership, oversight, and direction for City functions
• Provide comprehensive information, policy analysis, and support to the City Council
• Provide support and guidance to the City's Commissions
• Nurture community and intergovernmental relations
• Cultivate public awareness of municipal services, programs, and activities
The City Manager's Office has direct oversight responsibility for the City Clerk and Public Information Office, and
coordinates with external agencies that provide Public Safety, Animal Control, and Emergency Preparedness services
to the City.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• None
The City Manager's Office primarily provides a managerial oversight and coordination role for City operations and
City Council support, hence revenue is minimal or non-existent.
City Manager Department duties vary as new initiatives and needs arise. For example, the City Manager's Office took
over administration of the Neighborhood Watch Program and annual grant program, support for the Public Safety
Task Force, the Weed Abatement Program, and staffing for the Public Art Committee. In FY 2019/20, the City
Manager's Office will work on several City Council initiatives, including implementation of new public health
strategies.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S OFFICE
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Fees, Licenses and Permits 400 -
Charge for Services - 750
Other Sources - -
TOTAL REVENUES $ 400 $ - $ - $ - $ 750 $ -
EXPENDITURES
Salaries and Benefits
447,546
379,241
467,410
528,100
570,073
556,304
Operating Expenditures
Materials & Supplies
12,659
12,001
4,351
6,350
6,426
8,650
Fees & Charges
5,735
3,686
4,342
5,620
5,204
5,520
Consultant & Contract Services
-
814
-
-
-
-
Meetings, Events & Training
3,776
2,916
14,311
12,300
3,489
12,300
Total Operating Expenditures $
22,169
$ 19,416
$ 23,005
$ 24,270
$ 15,119
$ 26,470
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
58,208
50,555
55,097
55,289
55,289
59,871
TOTAL EXPENDITURES $
527,923
$ 449,212
$ 545,512
$ 607,659
$ 640,480
$ 642,645
FY 2019/20 WORKPLAN PRIORITIES
Community Events -To bring people together and strengthen the City's identity, the City Council instituted a
community event grant program to encourage local organizations to hold community events, and a median banner
program to help promote community events. The event grant program was transitioned to the Finance and
Administrative Services Department in Fiscal Year 2018/19. The median banner program continues to be
administered by the City Manager's Department. Additionally, the City Manager's Department oversees block party
permits and will continue to support public events by sharing information about local events on the City website,
social media sites, and by other means.
Annual Budget - The City Manager's Office oversees the development of the City's annual Operating and Capital
budgets for presentation to the City Council and the community, ensuring City finances, services, and projects are
properly presented and budgeted.
Management and Council Retreats - Organize and facilitate an annual management retreat to address organizational
development and administrative policies, and to prepare for the annual City Council retreat. Organize an annual City
Council retreat to facilitate policy and issue development, resulting in the generation of the City's annual work plan
and, subsequently, the operating and capital budgets.
Neighborhood Watch - In 2016, the City Manager's Office responded to community interest in Neighborhood Watch
and developed a new Neighborhood Watch Program. There are now more than 70 neighborhoods with a registered
Neighborhood Watch in Saratoga. To encourage groups to stay active and engaged, the City Council adopted a
requirement for each group to hold and report one gathering per year, starting in 2018. The Neighborhood Watch grant
continues to serve as a resource for groups. Neighborhood groups can receive up to $300 to apply towards their
Neighborhood Watch efforts. Examples of how funds have been used include food and supplies for block parties or
production of informational flyers with crime prevention tips.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S OFFICE
Public Safety Task Force — In 2017, the City Council appointed 5 residents to serve on the Public Safety Task Force
for a limited term, ending November 2018. The Task Force presented its final recommendations to the City Council
in fall 2018. The recommendations included continuation of the Task Force, which the City Council approved. The
new Task Force includes 6 members, each nominated by a member of the City Council, who will serve through
November 2020 and have been asked to develop recommendations for enhancing wildfire and emergency
preparedness.
Public Art Committee — In December 2016, the City Council made the Public Art Ad Hoc Committee a standing
Committee comprised of two City Council Members. Staff from the City Manager's and Community Service
Department are providing support for the Committee and will be assisting with any public art programs or efforts that
develop in FY 2019/20.
KEY SERVICES
• Provide comprehensive information, policy analysis, and support to the City Council.
• Provide oversight, leadership, and direction to City functions.
• Monitor state and federal legislation and effectively communicate the City's position on legislative proposals
affecting Saratoga.
• 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S OFFICE
CITY MANAGER'S OFFICE STAFF
City Staff
FULL-TIME EQUIVALENTS (FTE's)
City Manager
Assistant City Manager
Deputy City Manager
City Clerk
Executive Assistant
Analyst 1/II
Public Information Officer
TOTAL FTE's
Temporary Staff
ANNUAL HOURS
CM O Intern
Executive Assistant
2015/16
2016/17
2017/18
2018/19
2019/20
Funded
Funded
Funded
Funded
Funded
1.00
1.00
1.00
1.00
1.00
-
-
-
-
0.30
0.80
0.80
-
0.50
0.50
0.45
0.45
1.00
1.00
0.10
-
-
-
2.50
1.60
2.25
2.25
2.30
2015/16 2016/17 2017/18 2018/19 2019/20
Funded Funded Funded Funded Funded
- - 320
375 480 96
TOTAL ANNUAL HOURS 375 480 416 - -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S OFFICE
PERFORMANCE OBJECTIVES & MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Ensure the City Council is fully informed about City matters and
provide support to City's elected leadership.
a. Meet with each member of the Council biweekly prior to City
Yes
Yes
Yes
Yes
Yes
Council Meetings:
b. Prepare a weekly newsletter for City Council:
92%
92%
94%
94%
94%
c. Provide Mayor and Council Members with presentation
Yes
Yes
Yes
Yes
Yes
materials and talkingpoints for special events, media inquiries,
and presentations:
2. Promote effectiveness of City operations through collaboration,
open communications, efficient coordination, creative thinking, and
professional development.
a. Hold weekly meetings with the City's Management team to
98%
93%
95%
95%
95%
discuss upcoming agenda items and share information:
b. Make professional development and leadership training
Yes
Yes
Yes
Yes
Yes
opportunities available to Directors and City staff:
c. Professional Association Memberships:
15
15
14
14
14
3. Represent the City interests and stay apprised of local and regional
issues.
a. West Valley Mayor's and Managers Meetings:
11
10
9
10
10
b. Informational or Professional Association Meetings on Topics
31
27
30
30
30
of interest to Cities in California, the Bay Area, and Santa Clara
County:
ACTIVITY & WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of City Council Meetings Per Year:
30
24
25
25
25
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY MANAGER'S OFFICE
CITY OF SARATOGA a FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY CLERK'S OFFICE OVERVIEW
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. Additional duties include: maintaining custody of the
City Seal; administering oaths and affirmations; preparing and publishing legal notices; maintaining the Saratoga
Municipal Code; processing board and commission recruitment applications; working with the Santa Clara County
Registrar of Voters to conduct local elections in a fair and impartial manner; and receiving petitions and subpoenas
on behalf of the City.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Revenue and expenditure costs associated with elections were eliminated from this year's operating budget
as FY 2019/20 is not an election year.
The City Clerk division functions to provide support to the City Council and City Manager, meaning operational
revenues are typically limited to election years when the City Clerk collects a $25 Council Candidate Filing Fee from
each of the candidates and pro rata costs for printing of Candidate's Statement of Qualifications. On occasion, the
public may request copies of documents which generates a small amount of copy fees. Copy fees are unpredictable
and minimal in amount, so are not budgeted.
Budgeted operating expenditures are limited to basic City Clerk functions: office and record keeping supplies, legal
public notices, codification contract service charges, e-filing service fees, and agenda packet and video streaming
service charges. Every two years, the City conducts a City Council election. In FY 2019/20, the budget for the City
Clerk is reduced as elections are not slated for this fiscal year.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY CLERK'S OFFICE
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Fees, Licenses and Pennits 1 21,400 3 25,150 14,880
Charge for Services - - -
Other Sources -
TOTAL REVENUES $
1
$ 21,400
$ 3
$ 25,150
$ 14,880
$ -
EXPENDITURES
Salaries and Benefits
226,802
235,129
173,919
246,589
182,401
184,316
Operating Expenditures
Materials & Supplies
2,696
1,233
4,905
4,740
4,948
6,740
Fees & Charges
2,514
58,767
5,073
87,125
62,401
11,715
Consultant & Contract Services
24,750
25,658
23,678
31,700
24,077
30,600
Meetings, Events & Training
987
4,629
1,995
6,100
7,836
8,600
Total Operating Expenditures
30,947
90,286
35,650
129,665
99,261
57,655
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
65,572
70,302
76,802
73,245
73,245
77,515
TOTAL EXPENDITURES $
323,321
$ 395,717
$ 286,371
$ 449,499
$ 354,907
$ 319,486
FY 2019/20 WORKPLAN PRIORITIES
Records Management - 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 amount 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY CLERK'S OFFICE
KEY SERVICES
• Meet legal requirements as set forth in the State of California Government Code and City Municipal Code.
• Maintain City records through timely indexing of resolutions, ordinances, and agreements.
• Prepare City Council agendas and minutes.
• Maintain an accurate record of Council proceedings.
• Maintain custody of the City Seal.
• Administer Oaths and Affirmations.
• Prepare and publish legal notices.
• Maintain the Saratoga Municipal Code.
• 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.
CITY CLERK'S OFFICE STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
City Manager
-
Assistant City Manager
-
-
0.10
Deputy City Manager
-
-
0.10
0.10
-
City Clerk
1.00
1.00
1.00
1.00
1.00
Executive Assistant
0.50
0.50
0.45
0.45
-
Analyst IQI
-
-
-
-
Public Information Officer
TOTAL FTE's 1.50 1.50 1.55 1.55 1.10
Temporary Staff
ANNUAL HOURS
CM O Intern
Executive Assistant
2015/16 2016/17 2017/18 2018/19 2019/20
Funded Funded Funded Funded Funded
375 480
TOTAL ANNUAL HOURS 375 480 - - -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY CLERK'S OFFICE
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1.
Promote transparency of City operations with scheduled noticing,
recording, and prompt reporting of City Council meetings and
actions.
a. Percentage of time in compliance with Brown Act requirements
100%
100%
100%
100%
100%
for noticing City Council meetings:
b. City Clerk or designee in attendance and recording actions at
100%
100%
100%
100%
100%
Regular City Council meetings:
c. Percentage of Regular City Council Meeting Minutes prepared
100%
100%
100%
98%
98%
and submitted to City Manager in time to be scheduled for
approval on neat Council agenda:
2.
Maintain City documents and records to promote open government
efforts, and in accordance with State law and City ordinances.
a. Documents scanned into electronic repository:
21,597
5,792
11,251
19,010
13,500
b. Provide efficient and effective Records Management by
100%
100%
100%
100%
100%
annually reviewing documents for retention and preparation for
destruction:
3.
Voluntarily comply with Public Records and Brown Act
requirements.
a. Percentage of Form 700 filed on time:
68%
87%
91%
88%
90%
b. Percentage of Public Record Requests fulfilled within 10 days:
90%
95%
98%
97%
98%
4.
Promote resident participation in leadership roles by overseeing
recruitmentfor positions on City Commissions and Committees.
a. Number of Commission recruitments and appointments
21
13
23
28
22
processed:
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1.
Number of City Council minutes prepared per year:
30
24
24
23
24
2.
Number of boxes of City records processed for disposal:
49
51
61
48
55
3.
Number of resolutions:
81
69
49
70
60
4.
Number of ordinances:
12
10
4
7
7
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC INFORMATION OFFICE OVERVIEW
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.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• No significant changes to the Public Information Office budget since mid -year adjustments were made in
Fall 2018
Due to the nature of the Public Information Office, revenue is not received in the Public Information Office program.
Operating expenditure appropriations fund major communication efforts. Those include the annual State of the City
Address and public safety messaging. The budget also consists of expenses related to ongoing City outreach efforts,
such as The Saratogan newsletter, Constant Contact email service, and City promotions of events. In 2017/18, the
costs associated with KSAR Services for recording and televising City Council and Planning Commission meetings,
as well as other City events, was added to the Public Information Office budget.
In FY 2018/19, funding was added to the budget to allow key City publications to be translated into Chinese. This
included the monthly Saratoga Source, as well as a few other publications. With more experience in translating City
materials, the overall budget for translation services was reduced in FY 2019/20. Additionally, funding has been
included to allow for a part time position that will assist with communication efforts.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC INFORMATION OFFICE
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Other Sources
TOTAL REVENUES $ - $ - $ - $ $ - $ -
EXPENDITURES
Salaries and Benefits
81,292
123,962
154,799
149,027
189,073
Operating Expenditures
Materials & Supplies
2,986
2,544
8,200
5,079
7,700
Fees & Charges
1,813
2,847
3,185
3,078
3,185
Consultant & Contract Services
8,787
44,214
125,748
98,454
115,300
Meetings, Events & Training
1,409
2,175
3,000
2,075
3,200
Total Operating Expenditures
14,995
51,781
140,133
108,685
129,385
Fixed Assets
-
-
-
-
-
Internal Service Charges
14,857
15,107
16,658
16,658
20,549
TOTAL EXPENDITURES $
$ 111,144
$ 190,849
$ 311,590
$ 274,370
$ 339,007
FY 2019/20 WORKPLAN PRIORITIES
• Community Outreach - The Public Information Office will continue the City's efforts to improve
communications through the use of traditional media (press releases, flyers), social media (Facebook, Nextdoor,
Twitter), online services (Constant Contact, Peak Democracy), 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 projects.
• Photo Library - Photographs and images have become increasingly important in community outreach. They help
grab the attention of the public and enhance the City's messaging. In summer 2014, the City hired a photography
intern who bolstered the City's photo library. The City has used many of these photos' multiple times; however,
the City has changed since they were taken. Updated photos of the City are needed for outreach efforts, especially
through social media, flyers, videos, and on the City's updated website.
• Centralized Communications - With an ever-increasing number of communications tools and launch of a new
City website, the City has centralized public communications as much as possible through the Public Information
Office. This ensures information from the City is shared in a manner that is consistent, accessible, methodical,
and timely. As a result, the City hopes to improve effectiveness of communications and reach a broader audience.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC INFORMATION OFFICE
KEY SERVICES
• 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.
PUBLIC INFORMATION OFFICE STAFF
City Staff
2015/16 2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded Funded
Funded
Funded
Funded
City Manager
-
Assistant City Manager
-
-
0.10
Deputy City Manager
0.10
0.10
-
City Clerk
-
-
Executive Assistant
-
-
-
Analyst I/II
0.90
1.00
1.00
-
Public Information Officer
-
-
-
1.00
TOTALFTE's
- 0.90
1.10
1.10
1.10
Temporary Staff 2015/16 2016/17 2017/18 2018/19 2019/20
ANNUALHOURS Funded Funded Funded Funded Funded
CM O Intern 999
Executive Assistant -
TOTAL ANNUAL HOURS - - - - 999
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC INFORMATION OFFICE
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1.
Inform residents through proactive communications efforts,
including media relations, social media, and other methods of
communication.
a. Produce City Newsletters, annual Saratogan, and monthly
4
4
13
13
13
Saratoga Source:
b. Provide information about City news and activities on the City
Yes
Yes
Yes
Yes
Yes
website, Facebook page, and Nextdoor site:
c. Send e-mail notifications for Council agendas, Commission
95%
95%
100%
100%
100%
meeting agenda/minutes, publication of Saratogan, weekly
Sheriffs Office updates and community events updates:
d. Produce outreach materials, such as the Saratogan, that provide
Yes
Yes
Yes
Yes
Yes
an overview on City operations:
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1.
City of Saratoga Facebook Followers:
1194
1420
1535
1875
2000
2.
Number of Median Banner Program reservations:
31
51
44
44
48
3.
Number of banners displayed through Median Banner Program:
122
227
193
210
215
4.
Number Community Event Grant Programs funded:
16
15
15
15
n/a
5.
Events hosted by City:
6
5
19
15
15
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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 divisions are centralized general functions providing administrative, financial, and legally
required comprehensive support of citywide operations, the programs are included within the General Fund.
The Information Technology (IT) Services division 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 programmatic costs. Liability and Workers Compensation programs act as cost centers for citywide
insurance, and 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.
Internal Service Fund charges are allocated to the departmental programs to proportionately account for the usage of
services, equipment, and identifiable support provided. This allows the City to better identify program costs for
functions and services, and account for those costs into the departmental programs to enhance operational oversight.
DEPARTMENT OBJECTIVES
The Administrative Services Department directly supports several of the City Council's Strategic Goals through
implementation of the department's objectives, as listed below. Performance Measures in support and service
programs (programs with staffing) provide information on the Department's attainment of these objectives.
Council Strategic Goal
Fiscal Stewardship: Ensure fiscal responsibility and transparency, proactively seeking opportunities for improvement.
Department Objectives
• Maintain responsible, sustainable, and enforceable fiscal policies and practices
• Establish and uphold effective internal controls
• Maintain excellent fiscal status with efficient use of assets and resources
• Utilizing long-range fiscal planning tools, prepare structurally balanced fiscal plans that retain the City's
fiscal health, preserve essential services, and implement Council's goals
• Provide timely and accurate financial reporting in compliance with accounting standards and regulations
Council Strategic Goal
City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government
dedicated to delivering effective high -quality leadership for the community.
Department Objectives
• Provide fair and proper administrative and personnel decisions that foster a proactive, responsible, and
transparent government
• Recruit, retain, and develop a highly effective workforce to promote good governance ethics
• Promote organizational effectiveness through streamlined internal processes, leadership, teamwork, and
innovation
• Support transparent government initiatives
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
ADMINISTRATIVE SERVICES DEPARTMENT
Council Strategic Goal
Facility and Infrastructure: Maintain the City's facilities and infrastructure in a safe, secure, sustainable, and cost-
effective manner.
Department Objectives
Ensure technology infrastructure functions properly, is up-to-date, and secure
Provide financial and operational tracking for well -maintained, cost-effective equipment and infrastructure
Protect the City's technology -related assets from unauthorized use
BUDGET HIGHLIGHTS
The department's General Fund budget consists of the Finance, Human Resources, and Administrative Services
programs. The Risk Management/Liability and Workers Compensation Insurance, Office Support, IT Services, and
IT Replacement programs are all funded as separate and distinct Internal Service Funds.
General Fund programs are relatively stable year -over -year. Only the Finance program has a regular revenue stream;
from Business License related service fees. Human Resources and Administrative Services programs are primarily
oversight and support functions and do not generate revenues. Internal Service Fund program revenues consist mainly
of service chargebacks from other city programs for allocated support of IT services, equipment, and office support
expenses.
On the expenditure side, General Fund expenditures reflect staffing costs, operational supplies and services, and
internal service charges. Internal Service Fund expenses consist of staffing, supplies, equipment costs, leases, and
annual support/license fees.
With ever-increasing technology, information, and administrative support demands, the department's workload has
expanded over time. In FY 2014/15 an Administrative Services program was added to reflect the broadening focus
on policy and procedural development, additional long-range planning and financial communications, and the
development of departmental efficiencies and city-wide administrative management tools. However, due to continual
heavy workload demands in the department, planned improvements have been limited. Under the City's FY 2019/20
reorganization and reallocation of work duties, the Risk Management function was added to the Administrative
Services Department. With this addition and numerous outstanding improvement projects to be implemented, the
Department was allocated an additional Administrative Analyst position to support the expanded duties, and to provide
backup and support across the entire department in preparation for expected transitions as staffing changes occur in
the upcoming years.
The department's General Fund operating budget is typically steady as administrative and support oriented functions
generally reflect staff time rather than materials, fees, or consultant and contract services. Daily operating expenses
do not vary significantly from year-to-year. However, in FY 2019/20, the Department's budget will see an anomaly
in the expenditure budget with funding for two large projects: a classification and compensation study in the Human
Resources budget, and several software purchases to improve budget and financial reporting functionality in the
Administrative Services program budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
ADMINISTRATIVE SERVICES DEPARTMENT
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Intergovernmental Revenues - - - - - -
Fees, Licenses and Permits 44,850 43,030 42,965 41,750 41,150 40,250
Charge for Services - - - - 12,500 13,000
Other Sources 5,297 21,246 5,168 5,000 6,312 5,000
TOTALREVENUES $ 50,147 $ 64,276 $ 48,133 $ 46,750 $ 59,962 $ 58,250
EXPENDITURES
Salaries and Benefits
1,077,571
1,108,824
1,145,416
1,253,773
1,219,608
1,364,569
Operating Expenditures
Materials & Supplies
7,515
9,240
7,080
13,570
7,029
14,220
Fees & Charges
18,162
21,069
22,010
24,304
17,457
25,200
Consultants & Contract Svcs
69,377
46,651
51,227
134,686
45,810
219,095
Meetings, Events & Training
14,608
10,225
13,976
22,450
11,090
21,950
Total Operating Expenditures
109,661
87,184
94,294
195,010
81,386
280,465
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
165,416
177,052
181,552
160,927
160,927
173,789
TOTAL EXPENDITURES
$ 1,352,648
$ 1,373,060
$ 1,421,262
$ 1,609,710
$ 1,461,920
$ 1,818,823
DEPARTMENTAL EXPENDITURES - BY PROGRAM
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
GENERAL FUND
Financial Services
797,281
813,531
827,765
878,973
806,694
1,016,042
Human Resources
332,482
329,997
358,625
397,114
397,109
503,277
Administrative Services
222,885
229,531
234,872
333,623
258,118
299,504
TOTAL GENERAL FUND
1,352,648
1,373,060
1,421,262
1,609,710
1,461,920
1,818,823
INTERNAL S ERVICE FUNDS
Office Support Services
44,606
46,235
51,090
59,850
46,215
73,750
Information Technology Services
467,583
497,208
532,339
637,801
563,989
685,337
IT Replacement Fund
44,762
84,040
41,569
191,250
84,046
228,750
Risk M gmt/Liability
258,585
264,706
310,160
570,100
326,455
618,616
Workers Compensation
195,124
190,303
182,611
225,488
207,436
216,279
TOTAL INT SERVICE FUNDS
$ 1,010,660
$ 1,082,490
$ 1,117,769
$ 1,684,490
$ 1,228,140
$ 1,822,732
TOTAL DEPT EXPENDITURES $ 2,363,309 $ 2,455,550 $ 2,539,031 $ 3,294,199 $ 2,690,061 $ 3,641,555
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
ADMINISTRATIVE SERVICES DEPARTMENT
DEPARTMENTAL ORGANIZATION CHART
Finance & Admin
Services Director
1.0 FTE
Admin Analyst
1.0 FTE
Finance Manager Human sources IT Supervisor
Manager 1.0 FTE 1.0 age 1.0 FTE
Human Resources
Accountant IT Technician
.90 FTE Technician 1.0 FTE
75 FTE
Lead Accounting
Technician
1.0 FTE
Accounting
Technician
1.0 FTE
Accounting
Technician
.75 FTE
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
ADMINISTRATIVE SERVICES DEPARTMENT
ADMINISTRATIVE SERVICES DEPARTMENT STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Administrative Services Director
1.00
1.00
1.00
1.00
1.00
Finance Manager
1.00
1.00
1.00
1.00
1.00
Accountant I/II
0.90
0.90
0.90
0.90
0.90
Analyst I/II
-
-
-
-
1.00
Accounting Technician/Lead
3.00
3.00
3.00
3.00
F 2.75
Human Resources Manager
0.90
0.90
0.90
0.90
1.00
Human Resources Technician
0.65
0.65
0.65
0.65
0.75
Information Technology Administrator
1.00
1.00
1.00
1.00
1.00
Information Technology Technician
1.00
1.00
1.00
1.00
1.00
TOTAL FTE's
9.45
9.45
9.45
9.45
10.40
Temporary Staff Hours
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Graphics Design Assistant
150
TOTAL ANNUAL HOURS
150
-
-
-
ADMINISTRATIVE SERVICES DEPARTMENT
- BY PROGRAM
2015/16
2016/17
2017/18
2018/19
2019/20
City Staff by Program
Funded
Funded
Funded
Funded
Funded
Finance
4.75
4.75
4.75
4.50
4.95
Human Resources
1.85
1.85
1.85
1.85
1.65
Administrative Services
0.95
0.95
0.95
1.20
1.00
Information Technology
2.10
2.10
2.10
2.10
2.30
Risk M anagement/Liability
-
-
-
-
0.30
Workers Compensation
-
-
-
-
0.20
TOTALS
9.65
9.65
9.65
9.65
10.40
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
ADMINISTRATIVE SERVICES DEPARTMENT
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
FINANCE SERVICES OVERVIEW
The Finance Division program functions to assure both legal and fiscal accountability to the public through
responsible, sustainable, and enforceable fiscal policies and practices. The program provides financial oversight and
administration of accounting functions for all the City's funds and accounts; monitors the Annual Operating and
Capital Budgets for fiscal and operational accountability; coordinates the annual financial audit and preparation of the
Comprehensive Annual Financial Report (CAFR) to verify proper fiscal reporting; ensures all Federal, State, and
County fiscal reporting requirements are fulfilled; administers the City's Accounts Payable, Accounts Receivable,
Payroll and Business License functions; oversees Treasury responsibilities, and provides general asset management
and purchasing oversight and support functions, ensuring proper practices are in place, and that fiscal and operational
responsibility is upheld.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Budgeted salary and benefit expenditure growth reflects a salary survey adjustment, cost of living increases,
and step increases.
• Budgeted financial audit expense was increased to provide for potential required audit services in conjunction
with grant funded CIP projects requirements.
The FY 2019/20 Finance Division budget reflects anticipated revenues and expenditures associated with providing
financial operation oversight and services. Service fee revenue associated with processing Business Licenses is
accounted for in the Finance Division, whereas the tax revenue collected under this licensing program flows to the
General Administration program in the Non -Departmental Section. Late fees continue to be collected from delinquent
submittals and from the ongoing compliance audit for non -filers. The audit amount has steadily decreased over the
years as the auditors have identified the majority of unlicensed businesses in the first few years. Unlicensed businesses
are assessed late fees to a full amount of the license itself, for up to a maximum three years in arrears. While new
business license processing fee revenue has dropped slightly, renewal license fee revenue is expected to remain
relatively steady because of the ongoing business license compliance audit and the stable economy.
Division expenditures remain steady; funding requirements reflect basic operational expenses, including bank fees,
operational supplies, annual audit services, and required reporting fees and services. Professional association fees and
limited training support ongoing educational needs to keep current with the City's financial oversight duties. The
Finance Division's largest operational expense is the annual financial audit, which is required by State law.
The annual audit expense amount was increased to $58,000 in FY 2019/20 in anticipation of increased audit services
to address multiple unknowns: single audits for several large grant -funded capital projects in process; and the issuance
of the Arrowhead Community Facility District bond.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
FINANCE SERVICES
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
Actuals
II: 1k
2016/17
Actuals
2017/18
Actuals
2018/19 2018/19 2018/19
Adjusted Adjusted Actual
Fees, Licenses and Permits 44,850 43,030 42,965 41,750 41,150 40,250
Charge for Services - - - - 12,500 13,000
Other Sources 5,297 6,011 5,168 5,000 6,312 5,000
TOTAL REVENUES $ 50,147 $ 49,041 $ 48,133 $ 46,750 $ 59,962 $ 58,250
EXPENDITURES
Salaries and Benefits
608,580
632,548
643,188
675,033
652,914
793,291
Operating Expenditures
Materials & Supplies
6,270
8,403
6,768
12,500
6,569
12,900
Fees & Charges
8,301
9,529
11,720
13,039
5,749
13,430
Consultants & Contract Services
52,309
36,101
37,219
61,400
27,525
73,400
Meetings, Events & Training
4,990
2,685
2,104
5,500
2,435
5,600
Total Operating Expenditures
71,869
56,718
57,811
92,439
42,278
105,330
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
116,832
124,266
126,766
111,501
111,501
117,421
TOTAL EXPENDITURES $
797,281
$ 813,531
$ 827,765
$ 878,973
$ 806,694
$ 1,016,042
FY 2019/20 WORKPLAN PRIORITIES
Reporting Enhancements - Staff will continue to improve reporting preparation processes for publication of the
Comprehensive Annual Financial Report, Monthly Treasurers Reports, and Quarterly Budget Status Reports, with a
focus on enhanced presentation, documentation, compliance requirements, and readability.
Debit Card Processing -Staff will investigate the potential of integrating debit card processes into the City's available
payment options.
Banking Services - Staff will review the City's current banking service options, service and reporting tools, and bank
fees, and determine the productivity of preparing a banking services RFP.
Financial Software Enhancements - Over the last several years, the City's financial software has been acquired by
new corporate conglomerates that merge software programs. Each new provider works to enhance and integrate the
financial program with related software. The City's development software TRAK-iT (planning, business license, code
enforcement, permit and inspection tracking) is currently part of this same software suite, and is being upgraded to
enhance productivity. Finance staff is working with TRAK-iT implementation staff to increase efficiencies in business
license to financial system processing.
Comprehensive Fee Schedule Update - Due to ongoing changes in resources and processes, the City will investigate
whether FY 2019/20 is an appropriate time to conduct an extensive cost study evaluation of City fees.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
FINANCE SERVICES
KEY SERVICES
• 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 Comprehensive Annual
Financial Report (CAFR).
• 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 reconcilement; 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.
FINANCE SERVICES STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Administrative Services Director
0.10
0.10
0.10
0.10
0.10
Finance Manager
1.00
1.00
1.00
1.00
1.00
Accountant I/II
0.90
0.90
0.90
0.90
0.90
Analyst 1/II
-
-
-
-
0.20
Accounting Technician/Lead
2.75
2.75
2.75
2.50
2.75
Human Resources Manager
-
-
-
-
-
Human Resources Technician
Information Technology Administrator
Information Technology Technician
-
-
-
-
-
TOTALFTE's
4.75
4.75
4.75
4.50
4.95
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Graphics Design Assistant
TOTAL ANNUAL HOURS
-
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
FINANCE SERVICES
PERFORMANCE OBJECTIVES & MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Assure legal and fiscal accountability to the public, in compliance
with established accounting standards.
a. Annual Financial Statements receive an'Unmodified Opinion'
Yes
Yes
Yes
Yes
Yes
from the City's independent auditor:
b. City's Comprehensive Annual Finance Report meets the
Yes
Yes
Yes
Yes
Yes
Governmental Finance Officer Association (GFOA)'Certificate
of Achievement of Excellence in Financial Reporting program
standards and receives award:
2. Provide timely and accurate financial reporting within specified
deadlines.
a. Ratio of State and County regulatory and financial reports
20 of 20
20 of 20
20 of 20
20 of 20
20 of 20
completed and filed by deadlines:
b. Percent of time department revenue and expenditure reports are
99%
100%
100%
100%
100%
completed within 30 days of month -end:
3. Provide financial oversight and administer accounting functions for
Cityfunds and accounts.
a. Percentage of Accounts Payable invoices processed accurately
99.5%
100%
100%
100%
100%
and on -time:
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
100%
100%
100%
100%
100%
within 45 days of month -end:
4. Proactively manage the City's finances to maintain excellentfiscal
status.
a. Uphold (Moody's) highest bond credit rating of Aaa: Yes Yes Yes Yes Yes
b. Amount contributed to pay down Ca1PERS Unfunded Accrued $ 500,000 $ 500,000 $ 750,000 $1,000,000 $ 1,000,000
Liability per City's accelerated payment plan:
c. Meet and maintain Fund Balance Reserves fiscal policy Yes Yes Yes Yes Yes
requirements:
ACTIVITY & WORKLOAD HIGHLIGHTS
2015/16
Actuals
2016/17
Actuals
2017/18
Actuals
2018/19
Actuals
2019/20
Budget
1 Number of Cash Receipt batches processed annually:
1,261
1,200
1,224
1,317
1,225
2 Number of Business Licenses issued annually:
2,260
2,130
2,184
2,148
2,149
3 Number of invoices entered into Accounts Payable system:
7,273
7,092
7,085
8,083
6,200
4 Average number of Accounts Payable checks issued weekly:
53
49
51
54
42
5 Number of voided checks - due to processing errors:
1
1
1
0
0
6 Number of voided checks - due to lost/destroyed checks, printer
39
20
18
18
20
error, or incorrect invoice information:
7 Number of payroll checks, paycheck vouchers, and stipends issued
1,952
1,868
1,943
1,890
1,885
annually:
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
HUMAN RESOURCES OVERVIEW
The Human Resources Division provides the full scope of professional, technical, and support services to attract,
retain, and develop a professional and committed workforce that provides excellent internal and external customer
service and promotes a safe workplace; supports the use of best practices to reduce workers' compensation claims;
and ensures that the City complies with laws and regulations regarding employment and labor relations, including
establishing and monitoring the City's personnel practices and policies consistent with employment law updates.
Human Resources core services include: recruitment and selection; employee and labor relations; classification and
compensation; benefit design, negotiation and administration; performance management; records management;
employee training (both legally mandated and discretionary); policies and procedures; employment and labor law
compliance; special projects in support of City operations; and management of a variety of City programs including:
Employee Recognition; "Volunteer Saratoga"; Emergency Volunteer Management; Workers Compensation, Safety
and Wellness; Custodian of Records Department of Justice; and the Department of Motor Vehicles' Employee Pull
Notice (EPN) program.
BUDGET HIGHLIGHTS
Notable Budget Changes
• A one-time budget of $65,000 for a Citywide Classification & Compensation Study.
The Human Resources program focus is to support citywide personnel related functions. There are no direct service
activities that generate revenues.
Staffing includes .90 FTE of the Human Resources Manager and .65 FTE of the Human Resources Technician. The
remaining .10 FTE for each of these positions is included in the Workers Compensation Internal Service program.
The Administrative Services Director allocates .10 FTE to this program for division administration oversight.
The Human Resources expenditure budget typically remains constant from year to year unless there are budgetary or
organizational changes. This year includes a one-year consultant expense of $65,000 for a Citywide Classification &
Compensation Study. This effort is prompted in part with the reorganization changes, and with the need to validate
and update numerous stand-alone positions that are not easily comparable within our survey cities. Other ongoing
operational expenditures include: membership in the Santa Clara County Bay Area Employee Relations Services
(BAERS), membership with CalOpps, NEOGOV online performance appraisal system annual license and software
support, and contract training services. Also included is operational funding for supplies, association dues, employee
and organizational training, and the employee assistance program (EAP).
BAERS (www.bayareaers.org) is a joint powers agency which provides online access to relevant classification,
benefits and compensation data of Northern California agencies for survey analysis and classification studies.
CalOpps (www.calopps.org) is a public sector job board for recruiting regular, temporary, and volunteer positions.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
HUMAN RESOURCES
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17
Actuals Actuals
2017/18
Actuals
2018/19 2018/19 2019/20
Adjusted Actual Adopted
REVENUES
Other Sources - 15,235 -
TOTAL REVENUES $ - $ 15,235 $ - $ - $ - $ -
EXPENDITURES
Salaries and Benefits
270,085
267,871
289,771
327,374
328,939
358,748
Operating Expenditures
Materials & Supplies
842
746
312
570
424
820
Fees & Charges
9,167
9,866
9,196
9,990
10,026
10,400
Consultants & Contract Services
10,669
10,550
12,008
13,286
18,285
85,695
Meetings, Events & Training
9,046
5,963
11,587
13,850
7,391
12,650
Total Operating Expenditures $
29,724
$ 27,125
$ 33,104
$ 37,696
$ 36,126
$ 109,565
Internal Service Charges
32,673
35,001
35,751
32,044
32,044
34,964
TOTAL EXPENDITURES $
332,482
$ 329,997
$ 358,625
$ 3979114
$ 397,109
$ 503,277
FY 2019/20 WORKPLAN PRIORITIES
Classification and Compensation - Work with consultant on Citywide Classification and Compensation study;
conduct annual compensation survey; update job descriptions as needed; and respond to outside requests for Citywage
and benefit information.
Recruitment and Selection - Conduct recruitment and selection processes in accordance with agreed upon scheduled
target dates for regular, benefited and temporary at -will, not benefited positions.
Staff Training - Coordinate AB 1825 mandatory harassment training (required every two years by law and required
within six months of hire of supervisory positions), management and supervisory workshops through the LCW
consortium, and other training.
Volunteer Saratoga Program - Increase opportunities and promotion efforts of the City's "Volunteer Saratoga!"
program, including outreach to the local schools.
Employee Policies and Procedures - Create new or modify existing policies and procedures as needed and in
compliance with legal requirements.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
HUMAN RESOURCES
KEY SERVICES
• Serve as Custodian of Records pursuant to Penal Code section 11102.2(b) requirements for the security, storage,
administration, and destruction of employee criminal records furnished by the Department of Justice.
• Manage the Department of Motor Vehicles' Employer Pull Notice Program (EPN) including promoting driver
safety by monitoring the driving records of employees who are required to drive a City vehicle.
• Develop, implement, and monitor compliance with human resources policies, monitor and maintain performance
management and personnel recordkeeping systems, provide conflict resolution and performance management
support services to managers and employees.
• Negotiate and administer Memorandum of Understandings with the City's collective bargaining units.
• Maintain the City's classification and compensation systems, administer benefits and benefit recordkeeping
systems, provide customer service, and manage benefit contracts with third party administrators.
• Provide recruitment and selection services, complying with state and federal non-discrimination laws in the hiring
process, including Equal Employment Opportunity (EEO), the American's with Disability Act (ADA), and
similar California statutes.
• Oversee employee educational goals through training and professional development programs, including tuition
reimbursement for eligible full-time employees and legally mandated training such as harassment in the
workplace.
• Manage the Employee Recognition Program, including special employee commendations, annual employee
recognition luncheon, service awards, and individual and team awards.
• Administer the "Volunteer Saratoga" program, promoting volunteerism as an important part of providing
excellent services to City residents.
HUMAN RESOURCES STAFF
City Staff 2015/16 2016/17 2017/18 2018/19 2019/20
FULL,TIME EQUIVALENTS (FTE's) Funded Funded Funded Funded Funded
Administrative Services Director 0.10 0.10 0.10 0.10 0.10
Finance Manager - - - - -
Accountant I/II
Analyst 1/II
Accounting Technician/Lead - - - -
Human Resources Manager 0.90 0.90 0.90 0.90 0.90
Human Resources Technician 0.65 0.65 0.65 0.65 ' 0.65
Information Technology Administrator - - - - -
Information Technology Technician - - - - -
TOTAL FTE's 1.65 1.65 1.65 1.65 1.65
Temporary Staff 2015/16 2016/17 2017/18 2018/19 2019/20
ANNUALHOURS Funded Funded Funded Funded Funded
Graphics Design Assistant
TOTAL ANNUALHOURS - - - - -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
HUMAN RESOURCES
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
-
Actuals
Actuals
Actuals
Actuals
Budget
1. Support transparency in government activities through providing
timely reporting and/or responses to outside agencies.
a. Percent of time the Human Resources Division provides reports
100%
100%
100%
100%
100%
to outside agencies on or before the deadline:
2. Provide effective and efficient employee benefit contract
administration.
a. Manage contracts to ensure compliance with current laws,
100%
100%
100%
100%
100%
memoranda of understanding, and City policies and procedures:
b. Regularly review contracts to ensure cost-effective insurances
100%
100%
100%
100%
100%
and benefits that meet the needs of the organization are
provided:
c. Interpret benefit contracts and act as a liaison between the
benefit provider and the customer employee as needed:
3. Provide fair and proper administrative and personnel decisions
thatfoster a proactive, responsible, and transparent government.
a. Percent of time personnel policies are available on the City's
100%
100%
100%
100%
100%
website:
b. City personnel policies are updated regularly:
Yes
Yes
Yes
Yes
Yes
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of recruitments conducted for regular, benefited positions:
6
8
5
5
7
2. Number of employment applications received and processed:
716
548
435
450
303
3. Total number of employees (benefited, non -benefited, and
69
75
89
75
84
temporary, part-time and full-time):
4. Number of participants in Volunteer Saratoga program:
235
254
255
262
270
5. Value of volunteer hours:
$70,680
$62,000
$68,000
$72,800
$74,000
6. Number of meet and confer process hours:
210
52
40
200
100
7. Number of traininghours offered to employees:
36
56
56
56
56
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
ADMINISTRATIVE SERVICES OVERVIEW
The Administrative Services program was established effective with the FY 2014/15 budget to reorganize
departmental duties and separate administrative oversight functions from the other distinctly organized functions
within the Administrative Services Department.
The addition of the Finance Manager position to the department in FY 2013/14 provided the opportunity to transfer
direct fiscal oversight duties from the Director to the Finance Manager. This change provided financial oversight
backup, and allowed the Director to shift some of the focus to departmental leadership and strategic administrative
matters, to improve both departmental and citywide efficiencies.
Under the Administrative Services program, efforts focus 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.
Activities will vary year by year as projects and duties are completed, and with various assignments in support of
Council and City Manager initiatives and direction.
BUDGET HIGHLIGHTS
Notable Budget Changes:
$60,000 of additional one-time funding was budgeted to improve budgetary and fiscal functionality with the
implementation of financial management tools, a replacement asset tracking system, and a planned intranet
project.
With the focus on high-level staff driven analytical, financial, and administrative management, operational budget
requirements are typically limited to staffing costs and a small amount for operational supplies, training, and internal
service charges. The FY 2019/20 budget includes a one-time allocation of $60,000 to improve budgetary and fiscal
functionality through the development of a financial management system for Capital Budgeting and Annual Financial
Report preparation processes, and a tool to improve replacement assets tracking capabilities. Additionally, the funding
is intended to be used to provide resources for a planned intranet project to both enhance and facilitate internal
operations, communication, and documentation. The remainder of budgeted funding is for office supplies, application
fees, dues, and training.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
ADMINISTRATIVE SERVICES
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17
Actuals Actuals
2017/18
Actuals
2018/19 2018/19 2019/20
Adjusted Actual Adopted
REVENUES
Other Sources - -
TOTAL REVENUES $ - $ - $ - $ - $ - $ -
EXPENDITURES
Salaries and Benefits
198,906
208,405
212,458
251,366
237,754
212,530
Operating Expenditures
Materials & Supplies
402
91
-
500
36
500
Fees & Charges
694
1,674
1,094
1,275
1,682
1,370
Consultants & Contract Services
6,400
-
2,000
60,000
-
60,000
Meetings, Events & Training
572
1,577
285
3,100
1,264
3,700
Total Operating Expenditures
8,068
3,342
3,379
64,875
2,981
65,570
Internal Service Charges
15,911
17,785
19,035
17,382
17,382
21,404
TOTAL EXPENDITURES $
222,885
$ 229,531
$ 234,872
$ 333,623
$ 2589118
$ 299,504
FY 2019/20 WORKPLAN PRIORITIES
Cost 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.
Fiscal and Administrative Policies - Staff will research, document, and ultimately develop a comprehensive set of
City-wide fiscal and administrative policies. This project is very large and will take several years to complete.
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 Management Development - The City will implement an internal website system to provide readily
accessible financial and administrative information and resources.
Asset Database Development - Staff will work on the development of a fixed asset management tool to better track
resources and funding requirements for budget preparation and information tracking purposes.
Contract Management - Staff will work on the development of a contract database tool to track City-wide contract
life cycles for comprehensive data collection and expiration dates.
Budget Process Improvements - Ongoing efforts to improve budget processes for decision -making rationality, fiscal
responsibility and long-range fiscal preparedness, priority and objective based equity, transparency, consistency, and
continuity in future budget cycles.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
ADMINISTRATIVE SERVICES
KEY SERVICES
• Provide fiscal and administrative leadership.
• Develop and modify Administrative Policies and Procedures as needed.
• Oversee, coordinate, and develop the City's annual budget process and document.
• Develop and implement ongoing improvements in the City's annual budget process and document, financial
and recordkeeping documents, and various administrative management functions and processes.
• Provide short and long-term financial analysis.
• Produce an annual update to the long-range forecast.
• Communicate City fiscal and administrative information to Council, management, staff, and the community.
• Provide professional and technical support to other departments relative to financial, administrative, human
resource, and technology matters.
• Manage departmental records and documents.
ADMINISTRATIVE SERVICES STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALINTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Administrative Services Director
0.70
0.70
0.70
0.70
0.50
Finance Manager
-
-
-
-
-
Accountant I/II
-
Financial Analyst I/II
-
-
-
-
0.50
Accounting Technician/Lead
0.25
0.25
0.25
0.50
-
Human Resources Manager
-
-
-
-
Human Resources Technician
Information Technology Administrator
Information Technology Technician
-
-
-
-
-
TOTALFTE's
0.95
0.95
0.95
1.20
1.00
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Graphics Design Assistant
150
TOTAL ANNUAL HOURS
150
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
ADMINISTRATIVE SERVICES
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17 2017/18 2018/19
2019/20
Actuals
Actuals Actuals Actuals
Budget
1.
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.
a. Provide Council and City Management with long-range fiscal
Yes
Yes Yes Yes
Yes
planningtools in preparation of annual budget preparation and
review processes:
b. Keep abreast of fiscal and administrative impacts to the City
Yes
Yes Yes Yes
Yes
and communicate pertinent information to City management:
c. Protect the City's assets from authorized use through
Yes
Yes Yes Yes
Yes
establishing and updating policies and practices that regualate
expenditures, review fiscal activities, and secure facilities,
vehicles & equipment, and information systems:
2.
Prepare accurate budget workplans in compliance with standard
budgeting practices.
a. Percent of time actual expenditures do not exceed a fund's
100%
100% 100% 100%
100%
approved budget appropriations:
b. Governmental Finance Officer Association (GFOA) 'Certificate
Yes
Yes Yes Yes
Yes
of Achievement of Excellence in Budgeting awarded to the City:
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17 2017/18 2018/19
2019/20
Actuals
Actuals Actuals Actuals
Budget
1.
Present Mid -year Budget Review at annual Council Retreat:
Yes
Yes Yes Yes
Yes
2.
Present Five Year forecast at annual Council Retreat:
Yes
Yes Yes Yes
Yes
3.
Update fiscal and administrative policies:
Yes
Yes Yes Yes
Yes
4.
Research and inform City Management of notable fiscal or
Yes
Yes Yes Yes
Yes
administrative matters:
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
OFFICE SUPPORT OVERVIEW
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 fund, therefore fiscal year
objectives, a staffing schedule, and performance measures are not included in this program.
BUDGET HIGHLIGHTS
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 on a
daily basis 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 into 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.
Conversely, the City's postage machine was purchased rather than leased under a different set of circumstances.
Postage machines are primarily mechanical. The technology is simpler than MFDs and therefore less costly. Hence,
they are typically stable and reliable pieces of equipment that do not require constant servicing. The postage machine
was purchased in October of 2017, with the five-year maintenance agreement effective from October 17, 2017 through
October 16, 2022.
Because this Internal Service Fund chargeback had collected more funding than needed over the years, the chargebacks
were reduced from $50,000 down to $40,000 effective with the FY 2018/19 budget. This puts the revenue more in
line with anticipated operational costs. Additional revenue is generated from departmental reimbursement for postage
usage. Operating expenditures remain consistent with the prior year, which includes contingency funding for the
possible postage equipment replacement.
One new additional expenditure in this year's Office Support budget is the $10,000 addition of Laserfiche Scanning
Services funding. It may take several years to finish scanning in all the old documents that are boxed up in the City
Hall basement, as scanning is a labor-intensive process that requires staff review of the digital files when returned
from the service provider. This expenditure is expected to be funded for several years and is specifically intended for
old multi -departmental or non -departmental permanent records. Ongoing, current -year Laserfiche scanning costs are
budgeted for in the departments.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
OFFICE SUPPORT PROGRAM
FUND FINANCIALS
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
S OURCE OF FUNDS
Beginning Fund Balance
Unassigned
75,075
96,171
109,805
116,963
116,963
120,377
Total Beginning Fund Balance
$ 75,075
$ 96,171
$ 109,805
$ 116,963
$ 116,963
$ 120,377
Revenues
Charge for Services
10,703
9,868
8,248
10,000
9,629
10,000
Other Sources
-
-
-
-
-
-
Internal Service Charges
55,000
50,000
50,000
40,000
40,000
40,000
Total Revenues
$ 65,703
$ 59,868
$ 58,248
$ 50,000
$ 49,629
$ 50,000
TOTAL SOURCE OF FUNDS
$ 140,777
$ 156,040
$ 168,053
$ 166,963
$ 1669592
$ 170,377
USE OF FUNDS
Expenditures
Operating Expenditures
Materials & Supplies
15,717
14,260
14,105
18,000
15,453
21,500
Fees & Charges
26,434
29,224
26,134
36,850
30,762
37,250
Consultants & Contract Services
2,456
2,751
2,560
5,000
-
15,000
Total Operating Expenditures $
44,606
$ 46,235
$ 42,799
$ 59,850
$ 469215
$ 73,750
Fixed Assets
-
8,291
Total Expenditures $
44,606
$ 46,235
$ 51,090
$ 59,850
$ 46,215
$ 73,750
Ending Fund Balance
Unassigned 96,171 109,805 116,963 107,113 120,377 96,627
Total Ending Fund Balance $ 96,171 $ 109,805 $ 116,963 $ 107,113 $ 1209377 $ 96,627
TOTAL USE OF FUNDS $ 140,777 $ 156,040 $ 168,053 $ 166,963 $ 1669592 $ 170,377
KEY SERVICES
• Provide postage and photocopy equipment, as wells 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.
• Fund record management services for old document records.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
INFORMATION TECHNOLOGY SERVICES OVERVIEW
Information Technology Services 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. The IT Services program supports the upgrade of existing
information technology, as well as overseeing new technology initiatives. In meeting the City's information
technology needs, the IT Services program strives to continuously enhance and improve IT services, and to maintain
and ensure a sound, secure, and reliable IT infrastructure.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Additional part-time staffing support from the new Administrative Analyst position increased salary and
benefit costs.
The IT Services program is funded by service chargebacks for direct and citywide operational support to the City's
programs. With ever -evolving technology, IT services, systems, and security costs tend to increase each year.
However, FY 2019/20 cost increases are not significant, and there is some contingency funding built into the budget
for unexpected technology needs, therefore Internal Service Fund support fees used to offset operational costs will
remain stable at $575,000. Additional revenue comes from the Electric Vehicle Charging Station payments.
Staff pursues operational savings wherever possible, and the integration of cloud -based solutions has helped to reduce
hardware costs while providing off -site capabilities and enhanced security. Additionally, the consolidation of multiple
small servers into larger servers with a virtual server environment has eliminated some duplicate software and
maintenance costs. Staff also strives to utilize multi -year service plans when savings are provided to reduce overall
costs.
However, IT costs have grown with the expansion of the network to Saratoga Prospect Center, free Wi-Fi at Blaney
Plaza, website software enhancements, multiple firewall and security systems, and annual security assessments. In
this new era of intense cybersecurity protection requirements, ongoing IT Security Audits will identify improvements
to be made, which will likely require additional funding needs each year. Additional software costs will also result
from Microsoft's new software delivery process of providing cloud -based software requiring annual license fees. The
City transitioned to Microsoft 365 in FY 2018/19, therefore citywide operating platform purchases will be an annual
cost. And, with the ever -changing software and security environment, the City also transitioned to the Microsoft 2019
to support server and software requirements.
The breadth of knowledge and expertise needed for the full scope of IT professional and technical support the City
requires is not manageable by a minimally staffed program, Instead, the City contract for on -demand high-level
assistance for specialized and emerging technology training as well as for day-to-day and emergency operations
backup as needed. The City maintains an annual contract with an IT consultant that can draw upon multiple staff
within their firm who have specialized training and advanced skills to assist in the implementation of new or high-
level technology projects. The consultants also support and train the City's IT staff on new technology as needed.
While there are variations in support and license fees from year to year, the overall operating budget remains fairly
steady. Increases are primarily limited to staffing costs stemming from cost -of -living increases and salary survey
adjustments. However, the FY 2019/20 budget will reflect additional staff time for the Department's new Analyst to
support administrative and project duties.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
INFORMATION TECHNOLOGY SERVICES
FUND FINANCIALS
2015/16
Actuals
2016/17
Actuals
2017/18
Actuals
2018/19 2018/19 2019/20
Adjusted Actual Adopted
S OURCE OF FUNDS
Beginning Fund Balance
Unassigned 260,322 274,223 308,074 364,265 364,265 391,825
Total Beginning Fund Balance $ 260,322 $ 274,223 $ 308,074 $ 364,265 $ 364,265 $ 391,825
Revenues
Other Sources 6,485 6,058 13,530 10,000 16,549 10,000
Internal Service Charges 475,000 525,000 575,000 575,000 575,000 575,000
Total Revenues $ 481,485 $ 531,058 $ 588,530 $ 585,000 $ 591,549 $ 585,000
TOTAL SOURCE OF FUNDS $
741,807
$ 805,281
$ 896,604
$ 949,265
$ 955,814
$ 976,825
USE OF FUNDS
Expenditures
Salaries and Benefits
244,289
259,198
290,988
323,006
317,013
362,782
Operating Expenditures
Materials & Supplies
4,271
4,506
3,558
16,450
1,829
16,250
Fees & Charges
21,891
27,287
26,579
28,775
26,952
28,900
Consultants & Contract Services
130,605
140,135
141,595
196,330
149,438
197,130
Meetings, Events & Training
3,196
2,416
2,303
5,000
518
5,000
Total Operating Expenditures
159,962
174,344
174,034
246,555
178,736
247,280
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
63,332
63,666
67,317
68,240
68,240
75,275
Total Expenditures $
467,583
$ 497,208
$ 532,339
$ 637,801
$ 563,989
$ 6859337
Ending Fund Balance
Unassigned
274,223
308,074
364,265
311,464
391,825
291,488
Total Ending Fund Balance $
274,223
$ 308,074
$ 364,265
$ 311,464
$ 391,825
$ 291,488
TOTAL USE OF FUNDS $ 741,807 $ 805,281 $ 896,604 $ 949,265 $ 955,814 $ 976,825
FY 2019/20 WORKPLAN PRIORITIES
Network Security Assessment -Network security assessments are conducted on a quarterly basis in an effort 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.
TRAKiT Upgrades - The City began using TRAK-iT software in 2007. This project will enhance mobile capabilities
and community development modules to provide new features that increase functionality, promote transparency, and
maintain up-to-date land information. The implementation is expected to be complete by December 2019.
Intranet Implementation - Phase II of the Website Upgrade will focus on the development of an Intranet. This new
system will provide internal users with a centralized information and form center to improve operational accessibility
and communication efficiency.
Technology & Equipment Management - IT staff will continue 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 the City's infrastructure is up-to-date, cost-effective, and secure from cyber threats.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
INFORMATION TECHNOLOGY SERVICES
KEY SERVICES
• Maintain and support the City's information software systems, including the financial system, development
permitting system, class and rental registration system, Laserfiche document management system, agenda
management system, video streaming, and other City systems.
• Maintain, support, repair, and upgrade the City's servers.
• Maintain and support the City's video streaming, internet, voicemail, wireless and telecommunication systems.
• Maintain, support, repair, upgrade, assist, and educate staff on system usage, desktop computers, printers, and
technology accessories.
• Provide ongoing network maintenance, security, and support.
• Maintain and enhance the City's website and AM radio station to effectively provide public access to City
information.
• Oversee technology upgrades as well as lead new information technology initiatives.
INFORMATION TECHNOLOGY SERVICES STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Administrative Services Director
0.10
0.10
0.10
0.10
0.10
Finance Manager
-
-
-
-
-
Accountant I/II
-
Analyst I/II
0.20
Accounting Technician/Lead
-
Human Resources Manager
Human Resources Technician
-
-
-
-
-
Information Technology Administrator
1.00
1.00
1.00
1.00
1.00
Information Technology Technician
1.00
1.00
1.00
1.00
1.00
TOTALFTE's
2.10
2.10
2.10
2.10
2.30
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Graphics Design Assistant
TOTAL ANNUAL HOURS
-
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
INFORMATION TECHNOLOGY SERVICES
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Support the delivery of technology services to citizens, residents,
businesses, other governmental agencies, and internal City
departments.
a. Percent of time online services are available to the public
98%
99%
99%
99%
99%
through the City's website and resource links:
b. Percent of time network remains available during normal
99%
99%
99%
99%
99%
business hours:
c. Percent of time IT responds/resolves support requests within
99%
99%
99%
99%
99%
one working day:
d. Percent of time IT responds to technology system emergency
100%
100%
100%
100%
100%
events:
2. Provide technology solution oversight and project management
support to improve citywide functions.
a. Number of system upgrades or modifications for which IT staff
8
5
8
8
12
provided project management support:
b. Number of new technology sytems or equipment for which
6
6
10
12
10
oversight and support was provided by IT staff:
3. Protect the City's technology assets from unauthorized use.
a. Staff has current knowledge of cybersecurity alerts and product
Yes
Yes
Yes
Yes
Yes
vulnerabilities:
b. Number of times per year frewall tested for security:
2
2
2
3
3
c. Security standards meet PCI Compliance Requirements:
Yes
Yes
In Progress
Yes
In Progress
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of system users supported:
106
121
119
115
75
2. Number of IT software applications monitored and maintained:
37
41
43
45
56
3. Number of network servers maintained:
24
25
29
31
32
4. Number of desktop systems maintained:
59
60
61
64
57
5. Number of laptop/tablet systems maintained:
38
31
41
41
44
6. Number of network copiers, printers, plotters, scanners, fax
20
20
22
21
22
machines, and postage machines maintained:
7. Number of landlines serviced and maintained:
76
79
81
77
72
8. Number of cell phones serviced and maintained:
23
26
27
27
26
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
IT EQUIPMENT REPLACEMENT OVERVIEW
The Information Technology Equipment Replacement Fund program provides for a consistent level of funding for the
replacement of desktop computers and monitors, servers, laptops, printers, and various other technology equipment
on an ongoing basis. Staff maintains a replacement schedule for City IT equipment, with estimated life plans and
calculated replacement costs to determine replacement needs each year. 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.
Initially, IT equipment is purchased by the requesting department. If the equipment will be replaced on an ongoing
basis, the IT Services department integrates the equipment into the replacement schedule list and oversees the purchase
and replacement of the item. The department's replacement charges are adjusted to account for the ongoing cost of
the equipment. Due to rapid advances in technology, the cost of replacement equipment may vary considerably from
the cost of the original equipment, or the equipment becomes obsolete and replaced with different technology. In
recent history however, IT equipment costs have remained fairly consistent in price, while the technology continues
to advance. As a result, ongoing replacement costs are beginning to stabilize.
BUDGET HIGHLIGHTS
Beginning in FY 2015/16, a comprehensive replacement funding strategy integrated departmental software systems
into asset replacement schedules rather than asking for funding sporadically through the Capital Improvement Plan
process. Per Council's direction, the IT Replacement Fund is to incorporate 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 therefore to accumulate replacement funding
during the lifetime of the asset while also creating a master IT replacement plan.
As a result of this change, the service chargeback increased significantly — from $65,000 per year to $125,000 per
year. With additional hardware, software, and rising costs over the last two years, the service chargeback is now at
$150,000. 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 in order to have funding available for
replacements at the time the equipment's lifespan is over. Chargebacks to the appropriate department "owner" is
reflected in this fund as revenue, and the IT equipment scheduled for replacement for the current fiscal year is shown
as a program expenditure. The following IT Equipment Replacement Schedule identifies the equipment to be replaced
in FY 2019/20. Program expenditures will vary year by year as software and equipment lifespan cycles vary, and are
independent of the annual chargeback amount. Additionally, funding requirements adjust over the years as
replacement needs are revised, projected costs are more firmly determined, or equipment functionality extends past
the initial lifespan projection.
Planned replacements for the budget year total $178,750 and include: $17,000 for desktops and $6,000 for laptop
replacements, $39,600 for network server replacements, $750 for a printer, $10,000 for network equipment, $4,500
for UPS battery backups, and $25,900 for MS Office Suite, Adobe software, and $75,000 to replace the telephone
system.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT
FUND FINANCIALS
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
S OURCE OF FUNDS
Beginning Fund Balance
Unassigned
194,101
274,339
315,299
423,730
423,730
489,684
Total Beginning Fund Balance
$ 194,101 $
274,339 $
315,299
$ 4239730 $
423,730
$ 489,684
Revenues
ISF Charges
125,000
125,000
150,000
150,000
150,000
150,000
Total Revenues
$ 125,000 $
125,000 $
150,000
$ 150,000 $
1509000
$ 1509000
Operating Transfers
Transfer In from General Fund
-
-
-
-
-
-
Total Operating Transfers In
$ - $
- $
-
$ - $
-
S -
TOTAL SOURCE OF FUNDS
$ 319,101
$
399,339
$
465,299
$
573,730
$
573,730
$
639,684
USE OF FUNDS
Expenditures
Operating Expenditures
Materials & Supplies
44,762
84,040
41,569
191,250
84,046
153,750
Fees & Charges
-
-
-
-
-
-
Consultants & Contract Services
Meetings, Events & Training
-
-
Total Operating Expenditures
44,762
84,040
41,569
191,250
84,046
153,750
Fixed Assets
-
-
-
-
-
75,000
Internal Service Charges
-
-
-
-
-
-
Total Expenditures
$ 44,762
$
84,040
$
41,569
$
191,250
$
84,046
$
228,750
Operating Transfers
Transfer Out to General Fund
-
-
-
-
-
-
Transfer Out to CIP
Total Operating Transfers
$ -
$
-
$
-
$
-
$
-
$
-
Ending Fund Balance
Unassigned
274,339
315,299
423,730
382,480
489,684
410,934
Total Ending Fund Balance
$ 274,339
$
315,299
$
423,730
$
382,480
$
489,684
$
410,934
TOTAL USE OF FUNDS $ 319,101 $ 399,339 $ 465,299 $ 573,730 $ 573,730 $ 639,684
KEY SERVICES
• Accumulate and provide annual funding for technology asset replacement.
• Assess IT equipment for proper replacement timing.
• Identify and procure best solution equipment.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT
IT EQUIPMENT REPLACEMENT SCHEDULE
IT EQUIPMENT
SCHEDULED
FY 2019/20
Standard Desktops
$ 12,000
Graphics Desktops
5,000
Laptops
6,000
Small Printer
750
Mid -Size Server
10,000
Large Server
20,000
Virtual Server
9,600
Network Switches
6,000
Firewalls
4,000
Desktop Batteries
2,000
Server Batteries
2,500
Software (MS Office Suite, Adobe, TRAKiT)
75,900
Telecommunication System
75,000
TOTAL IT EQUIPMENT REPLACEMENT BUDGET
$ 228,750
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
RISK MANAGEMENT OVERVIEW
The City of Saratoga was a charter member of the self-insurance program called Association of Bay Area Government
(ABAG) Pooled Liability Assurance Network (PLAN) since it was established in 1986. Following a merger with the
Metropolitan Transportation Commission (MTC) in 2016, ABAG was restructured, and the risk management pool
oversight services were eliminated to better align ABAG with their charter of service. To continue the long-standing
pooled insurance association, the 28 PLAN member Bay Area cities together formed a Joint Powers Authority (JPA).
This JPA, now known as PLAN JPA, began operations July 1, 2018 as a pooled city entity.
PLAN JPA contracts with a Risk Management Consulting Service (York) for general, auto, and property insurance
risk management services. York 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. York provides expert -
level legal, technical, and administrative staff for pooled agency risk operations throughout the United States.
Each PLAN JPA member chooses their self -insured retention (SIR) limit, ranging from $25,000 to $250,000. The
level of self-insurance is reflected in premium rates. The insurance pool pays claims up to a limit of $5 million. To
extend this protection, PLAN JPA purchases another $25 million of excess insurance coverage for a total of $30
million per occurrence limit. Coverage provides protection for Bodily Injury, Property Damage, Personal Injury, and
Public Officials Errors and Omissions claims, and minimizes the City's exposure to losses as a result of City policy
or actions. The City of Saratoga's substantial annual premium reflects the lower self -coverage retention level of
$25,000 per occurrence. The City submits claim information to the third -party administrator (TPA), York Insurance
Services Group. York's staff follows up with other parties and insurance firms, acting as the City's insurance agent.
In FY 2018/19, York acquired Bickmore. Through the transition, they are known as York-Bickmore, but are expected
to drop Bickmore from the name within the next year. The separate administration and claims management processes
have not changed since the merger, and Plan JPA and the City have not been impacted in any way by the change.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• None
The Risk Management/Liability Fund is an Internal Service Fund program that is primarily funded with service
charge -backs to the departments. Charge -backs in turn, allocate the cost of the program to the departments to more
fully recognize operational costs. Other revenues in the Risk Liability Fund programs include PLAN JPA grant
reimbursements and claim reimbursements.
Program expenditures include the Risk Manager's staff time, insurance premiums, PLAN JPA grant expenses, and
the City -paid portion of non -reimbursable claim expenses. A minimum of $50,000 is budgeted each year, however
for FY 2019/20, $100,000 is budgeted due to a number of potential claim settlements. If not used, the funding rolls
back into fund balance. A pass -through liability program for reimbursable claim expenses is included in a separate
program that rolls up into this fund.
Insurance premiums vary from year to year, as premiums are dependent on and reactive to both the City's and the
entire JPA's claim loss activity. Due to the deteriorating market for public entity insurance, the PLAN JPA insurance
premiums are increasing higher than expected. And, with the City's recent large claim loss, the City will be expecting
insurance premium increases by the maximum 30% each year for several years into the future. Final insurance
premium costs are not available until after the budget presentation, therefore estimated premium expenditure costs are
in the proposed budget and subsequently adjusted with the final budget adoption.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
RISK MANAGEMENT
FUND FINANCIALS
S OURCE OF FUNDS
Beginning Fund Balance
Unassigned
Total Beg Fund Balance
Revenues
Intergovernmental Revenues
Fees, Licenses and Permits
Charge for Services
Other Sources
Internal Service Charges
Total Revenues
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actual
Actuals
Adjusted
Actuals
Adopted
291,264
376,487
504,480
553,907
553,907
579,282
$ 291,264
$ 376,487
$ 504,480
$ 553,907
$ 553,907
$ 579,282
10,549
2,450
1,171
11,362
1,831
11,362
-
-
599
-
-
-
8,258
40,249
7,816
50,000
-
50,000
325,001
350,000
350,000
350,000
350,000
400,000
$ 343,808
$ 392,699
$ 359,587
$ 411,362
$ 351,831
$ 461,362
TOTAL SOURCE OF FUNDS $ 635,072 $ 769,186 $ 864,067 $ 965,269 $ 905,737 $ 1,0409644
USE OF FUNDS
Expenditures
Salaries and Benefits
Operating Expenditures
Materials & Supplies
Fees & Charges
Consultant & Contract Svcs
Meetings & Training
Insurance Premiums
Internal Service Charges
Total Expenditures
Ending Fund Balance
Unassigned
Total Ending Fund Balance
78,817
80,122
84,831
89,778
99,474
72,350
10,563
2,436
1,171
11,362
1,831
11,362
(7,608)
48,194
54,269
200,250
6,440
200,250
176,380
133,537
169,473
265,014
215,014
328,830
433
417
417
3,696
3,696
5,824
$ 258,585
$ 264,706
$ 310,160
$ 570,100
$ 326,455
$ 618,616
376,487 504,480 553,907 395,168 579,282 422,028
$ 376,487 $ 504,480 $ 553,907 $ 395,168 $ 579,282 $ 422,028
TOTALUSEOFFUNDS $ 635,072 $ 769,186 $ 864,067 $ 965,269 $ 905,737 $ 1,040,644
FY 2019/20 WORKPLAN PRIORITIES
Risk Management - Employ the Risk Management Committee to identify and mitigate hazards throughout City to
reduce loss exposures. Conduct quarterly Safety Meetings to identify safety issues and increase safety awareness.
PLAN JPA Grant Management - Utilize PLAN JPA program grants to attend public agency risk management
training and implement best practice safety standards to improve citywide safety. Risk Management training includes:
the Public Administration Risk Management Association [PARMA] conference; the California Joint Powers
Association (CAJPA) conference, and; the Public Risk Management Association [PRIMA] conferences. Public
Works staff participate in Playground Safety (NPSI) training.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
RISK MANAGEMENT
KEY SERVICES
• 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
RISK MANAGEMENT STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Administrative Services Director
0.20
Analyst I/1I
-
-
-
-
0.10
Recreation & Facilities Director
0.30
0.30
0.30
0.30
-
TOTALFTE's
0.30
0.30
0.30
0.30
0.30
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
IT Intern
FIR Technician
TOTAL ANNUAL HOURS
-
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
RISK MANAGEMENT
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Provide timely, comprehensive Risk Management services to the
City to reduce liability and claims costs.
a. Contracts reviewed for compliance with Liability Insurance
100%
100%
100%
100%
100%
requirements within 48 hours of receipt:
b. Liability Claims processed within 48 hours of receipt:
100%
100%
100%
100%
100%
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of Risk Management annual goals established and
9
7
9
9
9
maintained:
2 Number of Liability Claims received:
7
11
10
9
10
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
WORKERS COMPENSATION PROGRAM OVERVIEW
The City's Workers Compensation Program provides insurance benefit coverage for employee work -related illnesses
and/or injuries. The City has been a member of the Shared Risk Pool (SHARP) Joint Powers Association since January
1, 1989. SHARP is a self -funded public agency insurance pool providing workers compensation coverage for four
public entities that are too small to self -insure independently (Cities of Saratoga and American Canyon, and the Towns
of Ross and Los Altos Hills). 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 Division manages the workers compensation processes according to the California State
Department of Industrial Relations (DIR) regulations, serves as the liaison between the City and SHARPPIs third party
administrator (TPA) York Insurance Services Group, monitors the TPA's performance, periodically meets with the
TPA to provide guidance and direction on behalf of the City, and works with the injured worker in developing a return
to work plan to hold 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. If the TPA accepts medical only claims, the City pays for any lost
time (3 days or less). If the TPA accepts indemnity claims, the TPA uses the California Labor Code to decide the type
of disability, the percentage of disability, the payment amount, and the period of payment. The TPA issued payments
are funded through SHARP.
BUDGET HIGHLIGHTS
Notable Budget Changes
• None.
The annual revenue appropriation for this fund is comprised of internal service chargeback fees and SHARP grants.
Departmental chargeback fees are based on department experience factors, worker category, staffing levels, and
operational costs. SHARP grants promote worker health and safety. In FY 2019/20, a $10,000 Wellness and Safety
Grant from SHARP will 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.
Program costs covered in the internal service rates include program staff time, insurance premiums, and the
expenditure side of the wellness and safety grants. Staff time of .10 FTE of the Human Resource Manager position
and .10 FTE of the Human Resources Technician position is utilized to manage various program functions, including
workers compensation, safety, wellness, ergonomics, and contracts. The reimbursable SHARP Wellness and Safety
Grant expenditures are budgeted for ergonomic evaluations as required during the year.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
WORKERS COMPENSATION
FUND FINANCIALS
SOURCE OF FUNDS
Beginning Fund Balance
Unassigned
Total Beginning Fund Balance
Revenues
Intergovernmental Revenues
Fees, Licenses and Permits
Charge for Services
Other Sources
Internal Service Charges
Total Revenues
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actual Actuals Adjusted Actuals Adopted
314,525 304,401 294,052 297,375 297,375 274,918
$ - $ - $ - $ - $ - $ 274,918
10,000
4,954
10,934
10,000
9,979
10,000
175,000
175,000
175,000
175,000
175,000
175,000
$ 185,000
$ 1799954
$ 1859934
$ 1859000
$ 1849979
$ 185,000
TOTAL SOURCE OF FUNDS $ 185,000 $ 179,954 $ 1859934 $ 1859000 $ 184,979 $ 459,918
USE OF FUNDS
Expenditures
Salaries and Benefits
Operating Expenditures
Materials & Supplies
Fees & Charges
Consultant & Contract Sery
Meetings & Training
Insurance Premiums
Operating Expenditures
Internal Service Charges
Total Expenditures
Ending Fund Balance
Unassigned
Total Ending Fund Balance
29,287
28,544
31,530
36,446
36,218
39,915
10,048
7,442
8,699
10,250
10,141
10,250
78
78
78
80
78
80
-
675
270
600
-
600
155,536
153,163
141,633
175,000
157,887
160,000
194,949
189,901
182,210
222,376
204,324
210,845
175
401
401
3,112
3,112
5,434
$ 195,124
$ 190,303
$ 182,611
$ 225,488
$ 207,436
$ 216,279
304,401 294,052 297,375 256,887 274,918 243,639
$ - $ - $ - $ - $ - $ 243,639
TOTALUSEOFFUNDS $ - $ - $ - $ - $ - $ 459,918
FY 2019/20 WORKPLAN 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 proactively identify light duty assignments for injured employees to ensure the proposed
work is compatible with restrictions that are expected to be imposed by an injured employee's physician.
Injury and Illness Prevention Program (IIPP) - Coordinate training in support of the IIPP.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
WORKERS COMPENSATION
KEY SERVICES
• 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 Department of Industrial Relations
(DIR) regulations
• Serve on Shared Risk Pool (SHARP) Board and provide oversight of third -party administrator (TPA)
• Review injury and illness trends
• 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
WORKERS COMPENSATION STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TFgE EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Human Resources Manager
0.10
0.10
0.10
0.10
0.10
Human Resources Technician
0.10
0.10
0.10
0.10
0.10
TOTALFTE's
0.20
0.20
0.20
0.20
0.20
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
IT Intern
HR Technician
TOTAL ANNUAL HOURS
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
WORKERS COMPENSATION
PERFORMANCE OBJECTIVES AND MEASURES
2015/16 2016/17
2017/18
2018/19
2019/20
Actuals Actuals
Actuals
Actuals
Budget
1. Provide effective, efficient, and timely claims administration,
working closely with supervisors, injured workers and workers
compensation insurance carrier.
a. Managingworkers compensation claims process and reporting
100% 100%
100%
100%
100%
requirements to ensure compliance with current workers
compensation laws and City policies and procedures:
b. Regularly inspect injury claim files to insure they are up to date
100% 100%
100%
100%
100%
and all applicable information is in the file:
c. Keep procedures up to date and ensure employees have been
100% 100%
100%
100%
100%
trained and are well -versed in the claims process:
2. Establish and uphold effective internal controls with Workers Comp
third party administrators contracts.
a. Manage contract with third party administrator to ensure
Yes Yes
Yes
Yes
Yes
compliance with current laws, memoranda of understanding, and
City policies and procedures:
3. Provide safety training and internal controls to promote a safe
working environment.
a. Provide and promote a safety and wellness program to Yes Yes Yes Yes Yes
encourage employees to maintain safe and healthy habits:
b. Provide safety trasining as required by the City's Injury and Yes Yes Yes Yes Yes
Illness Prevention Program:
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
Actuals
2016/17
Actuals
2017/18
Actuals
2018/19
Actuals
2019/20
Budget
1. New claims (based on date of claim):
1
3
2
1
0
2. Closed claims (based on date closed):
0
0
3
1
0
3. Number of open claims to date (since FY 1998/99):
254
257
259
260
260
4. Number of closed claims to date (since FY 1998/99):
252
255
258
258
258
5. Lost time in full work days:
0
0
42
0
0
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING AND CAPITAL BUDGET
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 and 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.
The Saratoga community provides input to the Department through the Planning Commission and Heritage
Preservation Commission, and by citizen involvement in Commission and Council reviews of the General Plan and
various specific plans. The Department's staff supports community participation through development review
services, commission meeting preparation and support, and public hearings.
Effective July 1, 2019, as part of a citywide reorganization the Facilities Maintenance Services and the Furniture,
Fixture and Equipment Replacement programs, which were part of the former Recreation & Facilities Department, is
now reassigned to the Community Development Department. Staff in the Facilities Maintenance Division provide
city-wide facility custodial and maintenance services to ensure City facilities are safe, clean and usable for employees
and general public use.
DEPARTMENT OBJECTIVES
The Community Development Department directly supports several of the Council's Strategic Goals through
implementation of the department's objectives, as listed below. Performance measures provide feedback on the
Department's progress towards meeting these objectives.
Council Strategic Goal
City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government
dedicated to delivering effective high -quality leadership for the community.
Department Objectives
• Maintain staff s responsiveness and accountability to the community
Enhance transparency in departmental processes
Maintain community partnerships through support and engagement with business, residents, and all types of
community groups
Encourage civic engagement and participation through the Planning Commission and Heritage Preservation
Commission processes
Council Strategic Goal
Community Heritage: Honor Saratoga's heritage by preserving significant historic assets.
Department Objectives
• Administer and enforce development policies and standards to maintain a high quality of life for residents
and the business community
• Protect Saratoga's natural beauty
Council Strategic Goal
Facility & Infrastructure: Maintain the City's facilities and public infrastructure in a safe, sustainable, and cost-
effective manner.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT
Department Objectives
• Provide safe, clean, cost effective facilities for community meetings, parties, receptions, and gatherings
• Ensure City facilities are clean, safe, and maintained according to best practices
• Mitigate risk and liability issues in City facilities
• Follow environmentally friendly purchasing policies, sustainability and green building practices
BUDGET HIGHLIGHTS
Saratoga development activity for remodeling and improvement construction continues its tapered growth, following
wider Statewide and Bay Area trends. This development deceleration is reflected in lower departmental revenue
estimates.
Refining the goal of providing the most efficient use of personnel to deliver quality service to the community, staffing
levels in the Community Development Department increased from 12.00 to 15.50, with the integration of the Facilities
Maintenance team and the addition of a new position, a Land Development Engineer, into the department.
As in past years, contingency funding is budgeted for contract inspectors and project managers to provide coverage
for unanticipated increases in building and code compliance inspection requests, special planning needs or time off
requests.
In FY 2019/20 the upgrade project continues for the over 10-year-old software to TRAKiT version 9. TRAKiT is an
integrated suite of software modules for tracking and managing parcels, planning applications, building permits, code
enforcement, and business licenses. Upgrading to the latest version of the software will support online permitting,
provide public access to data, and integrate GIS with parcel and permit data.
The department will continue training efforts for all new staff to build the department knowledge base, skillsets and
work capacity, implement administrative and process improvements, and upgrade existing permitting software. These
efforts will increase overall efficiency of the department and enhance customer service for City residents and
businesses.
Both Facility Maintenance and Facility Furniture, Fixtures, and Equipment (FFE) Replacement programs are
accounted for as Internal Service Fund programs, with program costs allocations based on service/support levels.
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
Village 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 public
common area usage charged to the Non -Departmental Section's General Administration Program. The FFE
replacement charges are allocated based on the applicability of the asset's usage. This results in approximately 70%
of the cost funded in the General Administration Program as the City's facility infrastructure primarily serves the
general public rather than staff.
Departmental programs fund 15% of the Furniture, Fixture and Equipment replacement costs indirectly through the
Facility Maintenance ISF program charges. The remaining 15% is allocated to the Facility Rental program in
recognition of the facility rental program's direct link to rental income. 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
REVENUES
Fees, Licenses and Permits
1,305,524
1,203,790
1,577,069
1,251,000
1,115,067
1,101,600
Charge for Services
949,373
774,321
763,072
743,180
695,688
874,020
Other Sources
3,634
2,514
2,868
1,100
11,421
-
TOTAL REV & TRANSFERS
$ 2,258,530
$ 1,980,624
$ 2,343,010
$ 1,995,280
$ 1,822,175
$ 19975,620
EXPENDITURES
Salaries and Benefits
1,624,144
1,804,304
1,704,434
1,971,618
1,782,281
2,227,281
Operating Exp enditures
Materials & Supplies
16,917
20,602
14,072
21,250
17,115
25,150
Fees & Charges
23,409
22,107
30,996
43,720
45,191
53,962
Consultant & Contracts
153,107
78,738
69,791
108,600
90,729
140,700
Meetings & Training
7,038
5,954
10,219
15,100
9,638
15,450
Total Operating Expenditure
200,471
127,401
125,079
188,670
162,673
235,262
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
368,244
392,356
417,012
364,304
364,304
376,890
TOTAL EXPENDITURES
$ 2,192,859
$ 2,324,061
$ 2,246,525
$ 2,524,592
$ 2,309,258
$ 2,839,433
DEPARTMENTAL EXPENDITURES - BY PROGRAM
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
GENERAL FUND
Development Services
933,024
879,621
753,588
967,316
874,800
1,076,315
Advanced Planning
119,583
146,160
114,039
161,219
154,780
173,009
Code Compliance
161,859
195,952
209,808
289,441
249,818
315,339
Building Inspection Services
978,393
1,102,328
1,169,090
1,106,616
1,029,860
1,274,770
TOTAL GENERAL FUND
$ 2,192,859
$ 2,324,061
$ 2,246,525
$ 2,524,592
$ 2,309,258
$ 2,839,433
INTERNAL SERVICE FUNDS
Facility Maintenance
804,049
850,535
869,578
944,018
881,310
987,031
Furniture Fixtures & Equipment
40,779
40,853
277,556
405,452
241,258
399,500
TOTAL INT SERVICES
$ 844,827
$ 891,388
$ 1,147,134
$ 1,349,470
$ 1,122,568
$ 1,386,531
TOTAL EXPENDITURES $ 3,037,686 $ 3,215,449 $ 3,393,658 $ 3,874,062 $ 3,431,826 $ 4,225,964
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT
DEPARTMENTAL ORGANIZATION CHART
Community
Development Director
1.0 FTE
Administrative
Assistant
1.0 FTE
Sr. Arborist Sr. Planner Building Facility Manager
1.0 FTE 1.0 FTE Official 1.0 FTE
1.0 FTE
Code Compliance Planner Building Facility Lead
Officer 1.0 FTE Inspector .75 FTE
1.0 FTE 1.0 FTE
Land Development14 Planner Building Facility Worker
Engineer 1.0 FTE Inspector .75 FTE
1.0 FTE 1.0 FTE
Permit
Technician
1.0 FTE
Office
Sp ecialist
1.0 FTE
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT
COMMUNITY DEVELOPMENT DEPARTMENT STAFF
City Staff
FULL-TIME EQUIVALENTS (FTE's)
Community Development Director
Senior Planner
Planner 1/II
Senior Arborist
Plan Check Engineer
Associate Engineer - Development
Sr. Building Insp ector/Plan Checker
Building Official
Building Inspectors
Permit Technician
Administrative Assistant
Office Specialist III
Code Compliance Officer
Facility Manager
Facility Maintenance Lead
Facilitiy MaintenanceI/11/111
2015/16
2016/17
2017/18
2018/19
2019/20
Funded
Funded
Funded
Funded
Funded
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
'
-
-
-
-
1.00
1.00
1.00
0.50
-
-
-
-
-
1.00
1.00
2.00
2.00
2.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-
1.00
1.00
1.00
1.00
-
-
-
1.00
0.75
0.75
TOTAL FTE's
12.00
13.00
12.50
12.00
15.50
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Planning Intern
480
320
-
348
GIS/Graphics Tech
-
-
499
-
Office Specialist III
940
-
-
-
-
Project Manager
-
1,335
960
960
500
TOTAL ANNUAL HOURS
1,420
1,655
1,459
1,308
500
COMMUNITY DEVELOPMENT STAFF - BY PROGRAM
2015/16
2016/17
2017/18
2018/19
2019/20
City Staff by Program
Funded
Funded
Funded
Funded
Funded
Development Services
4.60
4.35
3.55
4.15
4.65
Advanced Planning
0.70
0.70
0.75
0.80
0.80
Code Compliance
0.75
1.35
1.45
1.55
1.55
Building&Inspections
5.95
6.60
6.75
5.50
6.00
Facility Maintenance
-
-
-
-
2.50
TOTALS
12.00
13.00
12.50
12.00
15.50
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY DEVELOPMENT DEPARTMENT
C'q
CI 0 N�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT SERVICES OVERVIEW
Applicants for building and other development permits are required to comply with City codes, plans, and policies, in
order to obtain the Planning Department'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.
BUDGET HIGHLIGHTS
Notable Budget Changes
• Addition of a Land Development Engineer position
• Construction phase of Permit Center lobby renovation project
Design review applications for new homes and large remodels, which make up the bulk of development activity, began
to slow down in FY 2018/19, and Development Services revenue continues to taper off. Taking advantage of this
development application slowdown, major assignments for the program include: completion of the comprehensive
updates for the Land Use, Circulation, and Open Space Element of the General Plan, implementation of the Saratoga
Village Policy & Design Guidelines update, the Mountain Winery annexation; creating outreach and educational
materials; implementation of the Historical Preservation Committee's programs, and the Annual Code Update. The
City's economic development programs will also continue to be administered through Development Services in FY
2019/20, assisting with Chamber of Commerce efforts, Destination Saratoga, and support for the Planning
Commission and Heritage Preservation Commission.
To facilitate a high level of quality service to the community, a Land Development Engineer position was added to
the Department. By consolidating work flow within the same department, project turnaround time, coordination, and
prioritization will improve.
The Community Development lobby is scheduled to move into the building phase in Fall 2019. Staff will be required
to relocate to the Warner Hutton House to provide services during the construction, but the planned improvements to
the Permit Center lobby will result in a more efficient customer experience. Of additional note, Santa Clara County
Fire Department will partner with the City in FY 2019/20 for GIS projects, including the geo-databasing of parcels,
zoning, land use, geo-technical and fire hazards and more.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT SERVICES
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
REVENUES
Fees, Licenses and Permits
48,108
35,409
39,530
39,400
43,869
36,050
Charge for Services
435,508
440,895
442,757
368,180
455,143
404,020
Other Sources
1,534
1,657
1,258
500
7,673
-
TOTALREVENUES
$ 485,1.50
$ 477,961
$ 483,546
$ 408,080
$ 506,685
$ 440,070
EXPENDITURES
Salaries and Benefits
646,929
680,917
535,043
732,250
666,497
829,295
Operating Expenditures
Materials & Supplies
12,184
9,693
8,062
12,300
9,912
13,800
Fees & Charges
8,982
7,251
10,655
12,490
7,374
11,882
Consultant& Contract Services
99,687
1,268
4,623
42,300
25,100
57,800
Meetings, Events & Training
3,948
4,622
7,712
9,800
7,742
9,650
Total Operating Expenditures
124,801
22,834
31,053
76,890
50,128
93,132
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
161,294
175,870
187,492
158,176
158,176
153,888
TOTAL EXPENDITURES
$ 933,024
$ 879,621
$ 753,588
$ 967,316
$ 874,800
$ 1,076,315
FY 2019/20 WORKPLAN PRIORITIES
Annual Code Updates - Each year staff identifies sections of the City Code that need updating to remove
inconsistencies, code which is difficult to interpret, or code requiring revisions to reflect changes in state law (e.g.
zoning definitions).
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 Heritage Tree Inventory, and
the Plaques and Point of Interest Markers program.
Community Development Lobby Remodel Project - Design overview for the construction of improvements to the
Permit Center lobby area.
TRAKiT Permit System - Implement the TRAKiT 9 software upgrade and train staff on new features and functions
in the LandTRAK and ProjectTRAK modules including online permitting and integration with the GIS system.
The Mountain Winery Annexation - Annexation of The Mountain Winery will require LAFCO's approval of an
amendment to the City's SOI and USA and amendment to the General Plan and Zoning Ordinance to establish new
designations for the annexation area.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT SERVICES
KEY SERVICES
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.
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.
• 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.
DEVELOPMENT SERVICES STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Community Development Director
0.50
0.50
0.40
0.40
0.40
Senior Planner
0.60
1.20
0.70
0.60
0.60
Planner 1/II
1.60
0.85
0.80
1.50
1.50
Senior Arborist
0.90
0.90
0.80
0.80
0.80
Plan Check Engineer
-
-
-
-
-
Associate Engineer - Development
0.50
Building Official
-
Building Inspectors
-
-
-
-
-
Permit Technician
0.10
0.05
0.05
0.05
0.05
Administrative Assistant
0.90
0.85
0.80
0.80
0.80
Office Specialist III
-
-
-
-
-
Code Compliance Officer
-
-
-
-
-
TOTALFTE's
4.60
4.35
3.55
4.15
4.65
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Planning Intern
480
160
-
348
GIS/Graphics Tech
-
-
499
499
Office Specialist III
940
-
-
-
-
Project Manager
-
960
960
960
500
TOTAL ANNUAL HOURS
1,420
19120
1,459
1,807
500
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT SERVICES
PERFORMANCE OBJECTIVES & MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1.
Facilitate the development of land and structure consistent with City
codes, plans, and policies.
a. Review planning applications and provide written comments
100%
100%
100%
100%
100%
deeming them complete or incomplete, within 30 days:
b. Review all zone clearances from the Building Division within 2
99%
100%
99%
100%
100%
weeks:
2.
Analyze and process development applications efficiently and
effectively.
a. Process applications to Planning Commission within an average
100%
100%
100%
100%
100%
of 4 weeks of deeming the application complete:
b. Percentage of applications continued at the request of the
0%
0%
1%
0%
1%
Planning Commission:
c. Percentage of applications appealed to the Planning
1%
3%
1%
1%
1%
Commission or City Council:
d. Percentage of applications upheld by the City Council:
50%
0%
100%
100%
100%
3.
Enhance community awareness of land use projects.
a. Percent of notices sent within 10 days of Planning Commission
100%
100%
100%
100%
100%
meetings:
ACTIVITY & WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1.
Number of planning projects processed:
200
240
210
225
200
2.
Number of tree removal permits processed:
509
403
370
425
425
3.
Number of Arborist plan reviews:
82
80
65
70
80
4.
Number of Planning Commission Hearings:
18
18
15
15
13
5.
Number of Plannning Commission Study Sessions:
10
10
6
7
6
6.
Number of public input meetings for citywide programs:
4
4
3
5
5
7.
Number of complex projects (General Plan, amendments/ rezonings,
10
10
10
13
10
planned developments, environmental review):
8.
Develoopment applications requiring geological review:
n/a
n/a
n/a
n/a
20
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ADVANCED PLANNING OVERVIEW
The Advanced Planning program focus is 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. As an example, the City of Saratoga has established a Specific Plan for the
hillside areas. 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.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• None
Advanced Planning program revenue provides funding for a combination of in-house staff work and consultant
services. Revenues are loosely tied to program expenditures through current year staff activity in the operating budget,
and longer -term consultant project work through a capital project. A more concrete funding methodology was
implemented in FY 2014/15 to ensure Advanced Planning Fee revenue remains dedicated for this purpose by
redirecting $100,000 of the General Plan Update Fees to the General Plan capital project. The capital project is used
to fund consultant services for consultant driven work over multiple years, on an as needed basis. The reduced
operating revenue is sufficient to cover annual operating expenses. Advanced Planning expenses are primarily staff
time for administrative work on the General Plan, code, and zoning updates, as well as ongoing and anticipated
annexations, and updates to design guidelines.
Staff workplan activities in FY 2019/20 will be focused on completing the General Plan Update and implementing the
Village Specific Plan Policy and Design Guidelines. In addition, staff will be assisting the Heritage Preservation
Commission on updating the Heritage Orchard Master Plan. At the Council's direction, the Wireless Communications
Facilities Ordinance, the Tree Ordinance, and the Subterranean Structure Definition will also be updated.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ADVANCED PLANNING
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
REVENUES
Fees, Licenses and Permits
191,186
179,999
256,850
180,000
78,117
100,000
Charge for Services
-
-
-
-
-
-
Other Sources
-
-
-
-
-
-
TOTAL REVENUES
$ 191,186
$ 179,999
$ 256,850
$ 180,000
$ 78,117
$ 100,000
EXPENDITURES
Salaries and Benefits
98,492
124,439
91,222
138,670
135,362
149,444
Operating Expenditures
Materials & Supplies
-
39
-
1,250
-
1,250
Fees & Charges
1,314
526
411
1,950
569
1,950
Consultant & Contract Services
-
-
-
500
-
500
Meetings, Events & Training
-
-
-
-
-
500
Total Operating Expenditures
1,314
565
411
3,700
569
4,200
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
19,777
21,156
22,406
18,849
18,849
19,365
TOTAL EXPENDITURES
$ 119,583
$ 146,160
$ 114,039
$ 161,219
$ 154,780
$ 173,009
FY 2019/20 WORKPLAN PRIORITIES
General Plan Update - Complete the General Plan Update of the Land Use, Circulation, and Open
Space/Conservation Elements.
Village Design Guidelines Update - The Village Design Guidelines will be updated with new graphic materials to
support the guideline text and polices.
Heritage Orchard Master Plan - Update the Heritage Orchard Master Plan per the Council's direction.
Wireless Communications Facilities Ordinance - Amend the ordinance to establish a streamlined permitting process
and objective standards for small cell facilities on utility poles in the public right of way.
Tree Ordinance - Amend the ordinance to allow the removal of blue gum eucalyptus with a tree removal permit.
Subterranean Structure Definition - Clarify the definition of subterranean structures.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ADVANCED PLANNING
KEY SERVICES
• Coordinate preparation of anticipated General Plan Element Updates.
• Maintain and apply General Plan and Specific Plan updates to development processes.
• Develop administrative policies, plans, and ordinances in coordination with Advance Planning updates.
• Prepare Department of Housing and Community Development annual report on General Plan.
ADVANCED PLANNING STAFF
City Staff 2015/16 2016/17 2017/18 2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's) Funded Funded Funded Funded
Funded
Community Development Director 0.30 0.20 0.25 0.20
0.20
Senior Planner 0.30 0.40 0.30 0.20
0.20
Planner I/II 0.10 0.05 0.10 0.30
0.30
Senior Arborist - - - -
-
Plan Check Engineer
Associate Engineer - Development
Sr. Building Inspector/Plan Checker
Building Official
Building Inspectors
Permit Technician
Administrative Assistant 0.05 0.10 0.10
0.10
Office Specialist III - - -
-
Code Compliance Officer - - - -
-
TOTALFTE's 0.70 0.70 0.75 0.80
0.80
Temporary Staff 2015/16 2016/17 2017/18 2018/19
2019/20
ANNUALHOURS Funded Funded Funded Funded
Funded
Planning Intern 160
Project Manager 375
TOTAL ANNUAL HOURS - 535 - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ADVANCED PLANNING
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
i
Actuals
Actuals
Actuals
Actuals
Budget
1. General Plan complies with State of California requirements.
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
Yes
Yes
Yes
Yes
Yes
deadline:
2.
General Plan elements are updated within the last eight years in
order to administer and enforce development policies, and thereby
a. Housing Element:
Yes
Yes
Yes
Yes
Yes
b. Land Use Element:
No
No
No
Yes
Yes
c. Circulation and Transportation Element:
Yes
Yes
No
Yes
Yes
d. Conservation Element:
No
No
No
Yes
Yes
e. Open Space Element:
No
No
No
Yes
Yes
f. Noise Element:
Yes
Yes
Yes
Yes
Yes
g. Safety Element:
Yes
Yes
Yes
Yes
Yes
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1.
Number of ordinances completed (multiple section updates):
4
4
5
4
3
2.
General Plan Elements updated:
0
0
0
3
3
3.
Number of General Plan amendments requested:
0
0
0
0
0
4.
Annexation applications in process:
0
0
0
0
1
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CODE COMPLIANCE OVERVIEW
The City's Code Compliance program supports community health, safety, and welfare through zoning, planning,
business license, and other regulations as reflected in the City Code. Compliance is achieved through education,
enforcement of laws and codes, and through maintaining the safety and livability of neighborhoods for the citizens
and business community of Saratoga. Program staff works closely with other City departments and various public
agencies, including the Santa Clara County Sheriff's Office, which handles law enforcement duties for the City.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• None
Code Compliance revenues are mostly limited to fees from the administration of various special activity permits, such
as Special Event and Noise Exception Permits, Massage Permits, and Solicitor Permits. Only rarely does the City
issue administrative citations to obtain compliance with City Code. Code Compliance expenditures are not fully
covered by fees or permit revenues.
For those 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. The Hearing Officer is a contract
attorney, paid by 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. Funding for the Hearing Officer and supplemental code compliance services is maintained at the same
level in FY 2019/20 in case the need arises for these types of Code Enforcement efforts.
The Code Compliance program, staffed by one full time code compliance officer, is managed and supervised by the
Community Development Director. Additional code compliance assistance comes from the City Arborist, Building
staff and Planning staff. The cost of staff time, comprised of salaries, benefits, and internal services charges, make up
the majority of this program's expenditures. Only a minimal amount of funding is needed for materials, supplies, and
postage.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CODE COMPLIANCE
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
REVENUES
Fees, Licenses and Permits
7,775
9,575
11,275
10,800
9,175
6,750
Charge for Services
-
-
-
-
-
-
Other Sources
2,100
857
1,610
600
3,748
-
TOTAL REVENUES
$ 9,875
$ 10,432
$ 12,885
$ 11,400
$ 12,923
$ 6,750
EXPENDITURES
Salaries and Benefits
103,753
138,545
170,835
233,009
209,477
242,628
Operating Expenditures
Materials & Supplies
641
2,282
506
1,100
319
1,100
Fees & Charges
159
809
861
1,000
1,011
1,050
Consultant & Contract Services
31,623
27,937
7,065
24,000
9,678
39,000
Meetings, Events & Training
-
553
-
1,000
-
1,000
Total Operating Expenditures
32,422
31,580
8,432
27,100
11,008
42,150
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
25,684
25,826
30,540
29,332
29,332
30,561
TOTAL EXPENDITURES
$ 161,859
$ 195,952
$ 209,808
$ 289,441
$ 249,818
$ 315,339
FY 2019/20 WORKPLAN PRIORITIES
Abatement Priorities - Staff will continue provide enforcement of the Temporary Off -Site Sign program launched in
January 2018, amended in June of 2019 and the Leaf Blower ordinance effective October 1,2019. 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 process and improve
workflow between Building, Planning and Code Compliance divisions.
TRAKiT Permit System - Implement the TRAKiT 9 software upgrade and train staff on new features and functions
in the CodeTRAK module including online permitting and integration with the GIS system.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CODE COMPLIANCE
KEY SERVICES
• Issue Special Event and Noise Exception Permits.
• Administer masseuse and solicitor permit programs.
• Enforce City regulations while educating and increasing the awareness of residents, businesses, and property
owners about the City's 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.
CODE COMPLIANCE STAFF
City &W
2015/16
2016/17
2017/18
2018/19
2019/20
FIILI-TIME EQUIVALENTS (FTE's)
Faded
Funded
Faded
Funded
Funded
Com munit y D ev elopm ent D irector
0.05
0.05
0.10
020
020
Senior Planner
-
0.05
-
-
-
Planner I.1I
0.10
-
-
-
-
Senior Arbarist
0.05
0.05
0.05
005
Plan Check Engineer
-
-
-
-
Associate Engineer - Development
-
Sr. BuildingInspedor:Plan Checker
0.25
Building Official
-
-
-
-
-
Building Inspectors
0.20
0.10
0.10
0.10
010
Permit Technician
-
0.05
-
-
-
AdministrativeAssistant
0.10
0.10
0.10
0.10
010
Office Sp ecialiSt III
-
-
0.10
0.10
d.l d
Code Compliance Officer
-
1.00
1.00
1.00
1.00
TOTAL FTE's
0.75
1.35
1.45
1.55
1.55
Temp—y Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNLALHOURS
Faded
Faded
Funded
Funded
Funded
Project .Manager
TOTAL ANNUAL HOURS
-
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CODE COMPLIANCE
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1.
Ensure code compliance staff is responsive and accountable to the
community.
a. Percentage of complaints receiving a response within 48 hours
90%
75%
90%
90%
90%
of receipt:
b. Average open to close cycle time for formal complaints:
n/a
4 weeks
4 weeks
4 weeks
4 weeks
c. Percent of violations resolved through voluntary compliance:
n/a
90%
90%
90%
90%
2.
Ensure compliance with City regulations for permitted activities.
a. Annual number of Solicitor Permits issued:
11
6
10
5
5
b. Annual number of Noise Exemption permits issued:
35
43
50
54
50
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1.
Annual number of new code enforcement cases:
100
180
180
173
180
2.
Total number of Administrative Citations:
0
0
2
4
4
3.
Cases requiring City Attorney review:
2
4
3
3
3
4.
Annual number of Code Enforcement cases investigated or
n/a
523
140
141
140
mitigated/closed:
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BUILDING & INSPECTION OVERVIEW
The Building & Inspection Services program 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.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Purchase and implementation of Green Halo, a construction waste tracking program
Building & Inspection Services revenue comes from building permits and plan checking fees. Fees are calculated
based on the construction valuation of the project. Budgeted amounts are derived from an expected level of activity
based on recent activity, with adjustments for additional funding if large projects are in process. FY 2018/19 building
revenues dropped over previous years due to expected tapering in overall construction. Project valuations and building
permit activities are expected to continue at this level and are therefore budgeted slightly lower for FY 2019/20 as a
conservative measure due to the potential for quick volatility in the construction industry.
The Building Official position was filled in late 2018 and with this leadership the department structure and processes
have been streamlined and improved. The Department will be implementing the web -based construction and
demolition diversion tracking software "Green Halo" to ensure compliance with State mandated sustainability code.
There is a one-time cost of $4000 and monthly fee of $200. Additional expenditures this fiscal year will be for books
and publications, as we enter a new triennial code cycle. Two full sets of code books will be purchased.
The Department is continuously looking for areas to improve and deliver excellent service to the public. The ability
to expedite plan check response time and issue over-the-counter permits would improve customer service; therefore,
the department will focus on utilizing technologies, standardizing processes, training staff and attaining certifications
to achieve this goal.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BUILDING & INSPECTION SERVICES
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
REVENUES
Taxes
Intergovernmental Revenues
-
-
-
-
-
-
Fees, Licenses and Permits
1,058,454
978,807
1,269,415
1,020,800
983,906
958,800
Charge for Services
513,865
333,425
320,315
375,000
240,544
470,000
Other Sources
-
-
-
-
-
-
TOTALREVENUES
S 1,572,319
$ 1,312,232
$ 1,589,729
$ 1,395,800
$ 1,224,450
$ 1,428,800
EXPENDITURES
Salaries and Benefits
774,970
860,403
907,334
867,689
770,945
1,005,914
Operating Expenditures
Materials & Supplies
4,092
8,588
5,503
6,600
6,884
9,000
Fees & Charges
12,954
13,521
19,070
28,280
36,237
39,080
Consultant& Contract Services
21,798
49,533
58,103
41,800
55,951
43,400
Meetings, Events & Training
3,090
780
2,507
4,300
1,896
4,300
Total Operating Expenditures
41,934
72,422
85,182
80,980
100,968
95,780
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
161,489
169,503
176,574
157,947
157,947
173,076
TOTAL EXPENDITURES
$ 978,393
$ 1,102,328
$ 1,169,090
$ 1,1069616
$ 1,029,860 $
192749770
FY 2019/20 WORKPLAN PRIORITIES
TRAKiT Permit System - Implement the TRAKiT 9 software upgrade and train staff on new features and functions
in the building permit and business license modules including online permitting and integration with the GIS system.
Plan Check Response Times - Closely monitor the time it takes to provide the first round of plan comments on a
building permit application. Increase over-the-counter plan check services to reduce response times.
Green Halo Online Tracking - Implement construction waste tracking program
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BUILDING & INSPECTION SERVICES
KEY SERVICES
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.
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.
BUILDING & INSPECTION STAFF
City Staff
FULL-TIME EQUIVALENTS (FTE's)
Community Development Director
Senior Planner
Planner 1/II
Senior Arborist
Plan Check Engineer
Associate Engineer - Development
Sr. Building Inspector/Plan Checker
Building Official
Building Inspectors
Permit Technician
Administrative Assistant
Office Specialist III
Code Compliance Officer
2015/16
2016/17
2017/18
2018/19
2019/20
Funded
Funded
Funded
Funded
Funded
0.15
0.25
0.25
0.20
0.20
0.10
0.35
1.00
0.20
0.20
0.20
0.10
0.10
0.20
0.20
0.05
0.10
0.15
0.15
0.15
1.00
1.00
1.00
-
-
-
-
-
0.50
0.75
1.00
0.50
-
-
-
-
-
1.00
1.00
1.80
1.90
1.90
1.90
1.90
0.90
0.90
0.95
0.95
0.95
1.00
1.00
0.90
0.90
0.90
TOTALFTE's 5.95 6.60 6.75 5.50 6.00
Temporary Staff 2015/16 2016/17 2017/18 2018/19 2019/20
ANNUALHOURS Funded Funded Funded Funded Funded
Project Manager
TOTAL ANNUAL HOURS - -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BUILDING & INSPECTION SERVICES
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Maintain staffs responsiveness and accountability to the
community.
a. Percentage of inspections delivered within 2 business days of
99%
96%
99%
99%
99%
request:
b. Percentage of initial plan checks completed within 45 days of
99%
92%
97%
99%
99%
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
Actuals
2016/17
Actuals
2017/18
Actuals
2018/19
Actuals
2019/20
Budget
1 Number of Building Division permits issued:
2,039
1,925
1,800
1,983
1,900
2. Number of Over -the -Counter Plan Checks for Remodels:
475
460
450
450
450
3. Number of inspections requested:
6,711
5,400
5,900
6,358
6,000
4. Number of building plan checks completed:
400
315
400
400
375
5. Dollar value of construction permitted (in $Millions):
$96.00
$72.00
$101.00
$82.70
$80.00
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY MAINTENANCE OVERVIEW
Facility Maintenance provides services to ensure City facilities are clean, safe and functional for the general public
and employee use. This program 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). Facility Maintenance staff
plans, schedules, and manages minor and major building facility maintenance, repair, and improvement projects.
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. Custodial services such as vacuuming, trash removal, window washing, restroom
cleaning, carpet cleaning, and floor stripping and sealing, are all on a regular schedule. Regular preventative
maintenance services are also 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
monitors citywide facility expenses such as water, sewer, electricity and natural gas utilities, maintenance, and
janitorial supplies. City departments are charged an allocated amount (internal service fee) to recognize the cost
associated with the custodial and building maintenance to more fully account for operational expenses associated with
providing these services.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Contract services, supplies, and utilities increasing by a total of approximately $53,000
With the implementation of Internal Service Funds in the FY 2007/08 budget, the Facility Maintenance program
incorporated staffing and expenses associated with facility custodial and maintenance services, and the revenues
earned from charging back to the departments into one cost center program. With ten years of actual data, only minor
revisions are necessary each fiscal year, and typically pertain to increasing supplies, utilities, and contract services.
Program expenditures include decreases in salary & benefits while ongoing janitorial and facility supplies, utility
expenses, and contract services for facility maintenance and repairs increased by a total of $53,500 in FY 2019/20.
The janitorial contract increased by $13,000 to reflect additional service hours, anticipated miscellaneous and
emergency repairs increased the Contract Services budget by another $30,000. Utility costs and supplies also drove
total budgeted expenditures higher.
Continued efforts to "go green" are also reflected in the costs of maintenance supplies and equipment, as biodegradable
supplies often are more expensive. A recent green effort that installed eight Tier II EV Stations and one Fast Charge
station in the City brought with them the need to fund anticipated maintenance costs. The lifespans of the stations are
short, and this cost of repair funding is part of the ongoing cost to go green.
Another notable contributor to expenditure increases over the last couple of years is the new State legislation requiring
Department of Industrial Relations (DIR) registration for all contracts over $1,000, as well as prevailing wage and
certified payroll requirements on most projects. These costly and cumbersome paperwork requirements have in effect
eliminated many small, lower cost firms from providing services to the City, and increased costs for those firms who
do comply with the new requirements.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY MAINTENANCE SERVICES
FUND FINANCIALS
S OURCE OF FUNDS
Beginning Fund Balance
Unassigned
Total Beginning Fund Balance
Revenues
Other Sources
Internal Service Charges
Total Revenues
Operating Transfers In
Transfers In
Total Operating Transfers In
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actuals Adopted
288,697 391,087 474,976 536,157 517,139 563,858
$ 288,697 $ 391,087 $ 474,976 $ 536,157 $ 517,139 $ 563,858
6,439 9,424 5,759 - 3,029 -
900,001 925,000 925,000 925,000 925,000 925,000
$ 906,440 $ 934,424 $ 930,759 $ 925,000 $ 928,029 $ 925,000
TOTAL SOURCE OF FUNDS 1,195,136 1,325,511 1,405,735 1,461,157 1,445,168 1,488,858
USE OF FUNDS
Expenditures
Salaries and Benefits
Operating Expenditures
Materials & Supplies
Fees & Charges
Consultants & Contracts
Meetings, Events, Training
Fixed Assets
Internal Service Charges
Total Expenditures
Ending Fund Balance
Unassigned
Total Ending Fund Balance
415,894
432,494
395,415
432,095
414,809
413,895
43,515
42,770
46,519
54,400
38,499
60,400
141,390
144,494
154,108
160,700
154,429
170,700
99,870
129,809
167,752
172,000
149,750
214,500
-
8
-
1,000
-
1,000
103,380
100,961
105,784
123,823
123,823
126,536
$ 804,049
$ 850,535
$ 869,578
$ 944,018
$ 881,310
$ 987,031
391,087 474,976 536,157 517,139 563,858 501,827
$ 391,087 $ 474,976 $ 536,157 $ 517,139 $ 563,858 $ 501,827
TOTAL USE OF FUNDS $ 1,195,136 $ 1,325,511 $ 1,405,735 $ 1,461,157 $ 1,4459168 $ 1,488,858
FY 2019/20 WORKPLAN 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. Planned projects include the
facilitation of the many FFE asset replacements and the Community Development Permit Center remodel.
Environmental Sustainability - Staff will continue ongoing environmentally -friendly and energy savings projects
such as installing energy saving furnaces and HVAC units in City buildings, energy efficient appliances at the
Community and Senior Center (oven and dishwasher) and Prospect Center (dishwasher), and maintain EV charging
stations in the City.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY MAINTENANCE SERVICES
KEY SERVICES
• 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
FACILITY MAINTENANCE STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Community Development Director
0.15
0.25
0.25
0.20
0.20
Senior Planner
0.10
0.35
1.00
0.20
0.20
Planner I/II
0.20
0.10
0.10
0.20
0.20
Senior Arborist
0.05
0.10
0.15
0.15
0.15
Plan Check Engineer
1.00
1.00
1.00
-
-
Associate Engineer - Development
-
-
-
0.50
Sr. Building Insp ector/Plan Checker
0.75
1.00
0.50
-
-
Building Official
-
-
-
1.00
1.00
Building Inspectors
1.80
1.90
1.90
1.90
1.90
Permit Technician
0.90
0.90
0.95
0.95
0.95
Administrative Assistant
-
-
-
-
-
Office Specialist III
1.00
1.00
0.90
0.90
0.90
Code Compliance Officer
-
-
-
-
-
TOTALFTE's
5.95
6.60
6.75
5.50
6.00
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Project Manager
TOTAL ANNUAL HOURS
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY MAINTENANCE SERVICES
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Provide safe, functional, and attractive City buildings for the
enjoyment of the public and to house the provision of City services.
a. Percentage of surveyed visitors who agreed the facilities are
100%
100%
100%
100%
100%
clean, comfortable, and safe:
2. Provide safe andfunctional, City buildings using environmentally
sensitive and cost-effective practices.
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
100%
100%
100%
100%
100%
emptying trash, vacuuming mopping and cleaning windows,
etc.:
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of work orders completed:
3,560
3,600
3,500
3,500
3,500
2. Maintain AED units on a monthly basis:
10
10
10
10
11
3. Refinish wood floors annually:
4
4
4
4
4
4. Setup and takedown of Council Chamber dias:
48
42
48
41
34
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FURNITURE, FIXTURES & EQUIPMENT OVERVIEW
The Facility FFE Replacement Internal Service Fund (ISF) was added in FY 2015/16 in recognition that the
replacement of facility components is ongoing and should be treated similarly to how the City plans for Technology
Equipment or Vehicle replacements, or even how private businesses depreciate furniture or equipment over the years,
or pay Triple Net charges in a commercial property rental. 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 replacement fund requires an annual charge to the appropriate operational programs based on a program's share
of asset use, the asset's estimated life span, and the estimated replacement cost. These costs are allocated out to the
General Fund's Facility Rental and Non -Departmental Programs, and to the Internal Service Fund's Facility
Maintenance Program. 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, and replacement charges would be adjusted for outgoing years.
The Replacement Fund's annual charges accumulate over time to fund the replacement of items at the end of their life
cycle. Facility replacements include building equipment such as heating and cooling units, furniture, or facility
equipment like audio/visual systems. Replacements are those attachable or installed assets that make a building useful
to its occupants, such as flooring, windows, plumbing and electrical fixtures.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• FY 2019/20 scheduled replacements total $419,300 budgeted from Facility FFE Program funds.
The City's long-term replacement plan accumulates funding on an ongoing basis — meaning replacement costs are not
fully funded at any point in time. Instead, the rolling funding schedule allows scheduled assets to be purchased as
needed, with annual funding accumulated and held for the next round of replacement assets. Careful timing is required
to ensure asset replacement costs are fully assessed over the life of the assets, and replacement purchases timed as
funding becomes available. 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 replacement cost values, delays or expedited
replacements, newly identified assets, or the addition of new assets.
Replacement funding programmed to be utilized in FY 2019/20 includes items carried forward from the prior year
and items scheduled for replacement in FY 2019/20: In total, the budgeted programmed replacement workplan is high
this year due to numerous HVAC Units and the PW Gas Furnace scheduled for replacement at a total cost of $226,800.
Additionally, cool roof systems will be installed on the Civic Theater ($90,000) and the Grace Building ($40,000)
roofs. Scheduled Furniture and Fixture replacement items include the Council/Planning Commission's Dias chairs
($15,000), the Community Centers appliances ($19,200), Sr. Center appliances ($14,500) and Warner Hutton House
appliances and floor ($13,800).
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY REPLACEMENTS
FUND FINANCIALS
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
S OURCE OF FUNDS
Beginning Fund Balance
Unassigned
339,222
498,369
420,814
420,814
379,555
Total Beginning Fund Balance $ -
$ 339,222
$ 498,369
$ 420,814
$ 420,814
$ 379,555
Revenues
Other Sources - - - - - -
Internal Service Charges 200,000 200,000 200,000 200,000 200,000 200,000
Total Revenues $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000
Operating Transfers In
Transfer In from General Fund -
Transfer In from CIP 180,000
Total Operating Transfers In $ 180,000 $ - $ - $ - $ - $ -
TOTAL SOURCE OF FUNDS S 380,000 $ 539,222 $ 698,369 $ 620,814 $ 620,814 $ 579,555
USE OF FUNDS
Expenditures
Salaries and Benefits
-
Operating Expenditures
-
-
-
-
-
Fixed Assets
40,778
40,853
277,556
405,452
241,258
399,500
Total Expenditures
$
40,778
$
40,853
$
277,556
$
405,452
$
241,258
$
399,500
Operating Transfers
Transfer Out to General Fund
-
-
-
-
-
-
Total Operating Transfers
$
-
$
-
$
-
$
-
$
-
$
-
Ending Fund Balance
Unassigned
339,222
498,369
420,814
215,362
379,555
180,055
Total Ending Fund Balance
$
339,222
$
498,369
$
420,814
$
215,362
$
379,555
$
180,055
TOTAL USE OF FUNDS
$
380,000
$
539,222
$
6989369
$
620,814
$
620,814
$
579,555
KEY SERVICES
• 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY REPLACEMENTS
FY 2019/20 FFE REPLACEMENT SCHEDULE
LOCATION/CATEGORY
ASSET
LIFESPAN
EST. COST
City Hall
HVAC
Engineering Gas Furnace
25
21,800
Civic Theater/Council Chambers
Furniture
Council Dias Chairs
20
15,000
HVAC
HVAC Controls
25
60,000
Community Center
Appliances
Oven
20
14,000
HVAC
HVAC Unit #4
20
14,000
HVAC
HVAC Unit #6
20
14,000
HVAC
HVAC Unit #8
20
19,500
Senior Center
Kitchen
Oven Hood/Fire System
15
14,500
HVAC
HVAC Unit #4
20
14,000
Warner Hutton House
HVAC
HVAC Unit #6
20
14,000
HVAC
HVAC Unit #8
20
19,500
Appliances
Dishwasher & Oven Range
15
3,600
Saratoga Village Buildings
Saratoga Museum
RoofingSystem
30
75,000
Prospect Center
Roof
Grace Buiilding Roofing System
20
40,000
Portables
HVAC
HVAC Unit Comm Center Portable #1
20
10,000
HVAC
HVAC Unit Preschool Portable #1
20
10,000
HVAC
HVAC Unit Preschool Portable #2
20
10,000
HVAC
HVAC Unit Senior Portable #1
20
10,000
HVAC
HVAC Unit Senior Portable #2
20
10,000
Citywide EV Stations (as needed)
Bank Building
Single Low Charge
4
5,300
3rd Street
Single Low Charge
4
5,300
TOTAL FFE REPLACEMENT FUNDING:
$ 399,500
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY REPLACEMENTS
N<sIFQR�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEPARTMENT OVERVIEW
The Public Works Department is integral to many of the City's services that maintain the quality of life in
neighborhoods and in the business community for which Saratoga is known. The Department 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-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
proj ects.
As part of this oversight, the Public Works Department also provides 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
resources available to the community.
The Department provides these assorted services under five main operational programs: General Engineering,
Development Engineering, Environmental Services, Streets and Storm Drains, and Parks and Landscape Maintenance.
Additionally, the department oversees two internal support programs: Equipment Maintenance and Equipment
Replacement; and 30 separately funded Landscape and Lighting Assessment Zones.
Public Works strives to both fulfill operational functions and fund Capital Projects with the assistance of grant funding
when possible and is therefore diligent in their pursuit of grant funding on an ongoing basis.
DEPARTMENT OBJECTIVES
The Public Works Department directly supports the City Council's Strategic Goals through implementation of the
department's objectives, as listed below. Performance Measures in the service programs provide feedback on the
Department's attainment of these objectives.
Council Strategic Goal
Facility & Infrastructure: Maintain the City's facilities and public infrastructure in a safe, sustainable and cost-
effective manner.
Department Objectives
• Maintain roadways, streetlights, and signals, and ensure safe, well -functioning roadway infrastructure (curbs,
storm drains, sidewalk, medians, bridges, retraining walls)
• Enhance roadway landscaping and beautification
• Maintain safety standards in parks and playgrounds
• Develop and maintain trails and open space
• Increase public safety through traffic management
• Pursue grant funding for infrastructure improvements
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC WORKS DEPARTMENT
Council Strategic Goal
Community Heritage: Honor Saratoga's heritage by preserving significant historic assets.
Department Objectives
• Enhance standards to maintain a high quality of life through development review and adherence to the City's
General Plan and Municipal Code
• Protect Saratoga's natural beauty by maintaining parks and open space
• Protect and optimize the City's natural resources and environment through sustainable practices
• Embrace environmentally friendly practices by supporting the Hazardous Household Waste and recycling
programs
• Establish recycling and waste reduction practices
• Educate the community on environmental issues through collaboration with the West Valley Clean Water
Program
Council Strategic Goal
Fiscal Stewardship: Ensure fiscal responsibility and transparency, proactively seeking opportunities for improvement.
Department Objectives
• Ensure contract rates are competitive and current
• Ensure proper financial accounting on projects and contractors adhere to approved funding
Council Strategic Goal
City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government
dedicated to delivering effective high -quality leadership for the community.
Department Objectives
• Post Department and Commission information on the City's website
• Maintain records and Laserfiche Department archives
• Engage the public by working with the Traffic Safety Commission and community groups for large projects
BUDGET HIGHLIGHTS
The Public Works' FY 2019/20 budget holds most operational revenues and expenditures at prior year service levels,
but there are some notable changes to highlight.
Staffing costs are expected to increase significantly due to step increases, COLA, and the addition of regular benefitted
staff. A half-time temporary analyst will be converted to a .75 FTE regular benefitted analyst to manage the
encroachment permit application process, permit fees, and deposits, staff the Trail Advisory Committee, and work
closely with the Director and Civil Engineers to support grant claims and CIP project coordination. In addition, the
long-term practice of utilizing multiple temporary part-time Engineering Inspectors will transition to a regular full-
time benefited position. Both of these staff conversions are offset in part by the elimination of the temporary positions.
Increases in operational expenditures include increases in materials and supplies, fees, and cost increases for contract
services, but most notably for the City support of environmentally responsible practices. The cost of park and
landscape weed and pest management control will increase due to the use of less toxic pesticides, and the City will
see higher costs in street sweeping services due to emission regulations impacting the diesel equipment.
Performance Measures for General Engineering, Development Engineering, Environmental Services, Streets and
Storm Drains, Parks and Landscape Maintenance, and Vehicle and Equipment Maintenance are included in the
operational programs to identify objectives and workload efforts.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC WORKS DEPARTMENT
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Taxes/Franchise Fees
167,113
185,670
172,629
187,000
192,110
187,000
Intergovermmntl Revenues
216,105
211,056
226,202
210,000
224,673
220,000
Fees, Licenses and Permits
180,687
213,125
588,057
400,250
754,005
700,000
Charge for Services
494,426
296,003
366,902
270,718
299,818
259,922
Rental Income
3,000
2,520
2,340
2,000
5,307
2,300
Other Sources
10,483
28,630
24,309
2,500
6,632
2,500
TOTALREVENUES
$ 1,071,813
$ 937,004
$ 1,380,440
$ 1,072,468
$ 1,482,546
$ 1,371,722
EXPENDITURES
Salaries and Benefits
2,647,113
2,801,838
2,903,482
3,190,011
3,071,418
3,542,232
Operating Expenditures
Materials & Supplies
99,956
102,435
111,890
119,350
116,025
134,050
Fees & Charges
531,908
559,826
616,142
626,795
687,775
675,368
Consultants & Contracts
923,424
1,054,193
1,006,959
1,327,969
1,182,343
1,396,850
Meetings, Events, Training
3,099
12,028
13,152
11,840
10,507
14,410
Total Operating Expenditures
1,558,387
1,728,482
1,748,143
2,085,954
1,996,650
2,220,678
Fixed Assets
-
-
19,785
20,000
20,459
20,000
Internal Service Charges
853,555
859,676
889,099
883,990
883,990
897,700
TOTAL EXPENDITURES
$ 5,059,055
$ 5,389,996
$ 5,560,509
$ 6,179,955
$ 5,972,517
$ 6,680,610
DEPARTMENTAL EXPENDITURES - BY PROGRAM
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
GENERAL FUND
General Engineering
$ 518,312
$ 584,471
658,241
789,469
767,119
1,053,741
Development Engineering
227,645
232,146
217,919
291,944
241,595
259,704
Environmental Services
665,655
704,738
736,801
830,949
753,363
949,244
Streets & Storm Drains
1,447,110
1,636,003
1,620,130
1,723,831
1,710,576
1,774,761
Parks & Landscape Maint
2,200,334
2,232,638
2,327,418
2,543,763
2,499,864
2,643,161
TOTAL GENERAL FUND
$ 5,059,055
$ 5,389,996
5,560,509
6,179,955
5,972,517
$ 6,680,610
INTERNAL SERVICE FUNDS
Equipment Maintenance
224,618
264,042
215,576
272,422
245,234
275,980
Equipment Replacement
201,355
150,722
245,569
311,800
223,517
211,250
TOTAL INTERNAL SERVICES
$ 425,973
$ 414,764
461,144
584,222
468,751
$ 487,230
SPECIAL REVENUE FUNDS
Landscape&Lighting Districts 461,679 511,179 524,475 824,620 562,828 779,042
TOTAL SPECIAL REVENUE $ 461,679 $ 511,179 524,475 824,620 562,828 $ 779,042
TOTAL DEPT EXPENDITURES $ 5,946,707 $ 6,315,939 6,546,128 7,588,797 7,004,096 $ 7,946,882
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC WORKS DEPARTMENT
Sr, Civil
Engineer
1.0 FTE
Associate Engineer
1.0 FTE
Assistant Engineer
1.0 FTE
DEPARTMENTAL ORGANIZATION CHART
Public Works Director
1.0 FTE
Administrative
Analyst
.75 FTE
Envronmtl Pgm
Administrator
1.0 FTE
Streets & Fleet
Lead Worker
1.0 FTE
Streets
Maint Worker
1.0 FTE
Streets
MaintWorker
1.0 FTE
Streets & Fleet
Manager
1.0 FTE
Administrative
Technician
.75 FTE
Park & Landscape
Manager
Office Specialist 1.0 FTE
1.0 FTE
Streets & Fleet Parks Parks
Lead Worker Lead Worker Lead Worker
1.0 FTE 1.0 FTE 1.0 FTE
Streets Maint Parks Parks
Worker MaintWorker MamtWorker
1.0 FTE 1.0 FTE 1.0 FTE
Streets Parks F7,
arks
Maint Worker Mand Worker Worker
1.0 FTE 1.0 FTE .0 FTE
Parks
Mand Worker
1.0 FTE
Note - Temporary Staff is not included in a Department's Organization Chart
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC WORKS DEPARTMENT
PUBLIC WORKS DEPARTMENT STAFF
City Staff
FULL-TIME EQUIVALENTS (FTE's)
Public Works Director
Senior Civil Engineer
Associate Engineer
Assistant Engineer
Public Works Inspector
Environmental Program Administrator
Administrative Analyst I/II
Administrative Technician
Office Specialist 11/III
Parks Maintenance Manager
Parks Maintenance Lead
Parks Maintenance Worker I/11/11I
Street Maintenance Manager
Street Maintenance Lead
Street Maintenance Worker I/11/111
2015/16
2016/17
2017/18
2018/19
2019/20
Funded
Funded
Funded
Funded
Funded
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.50
1.00
' 1.00
-
-
-
1.00
1.00
-
1.00
-
-
-
-
1.00
0.90
0.90
0.90
0.90
0.75
0.75
0.75
0.75
0.75
0.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
2.00
2.00
2.00
5.00
5.00
5.00
5.00
5.00
1.00
1.00
1.00
1.00
M 1.00
2.25
2.25
2.25
2.25
2.00
3.75
3.75
3.75
3.75
4.00
TOTAL FTE's
20.65
20.65
21.15
21.65
23.50
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Engineering Insp ectors
92
2,760
1,840
1,840
-
Maintenance Worker
999
999
999
999
999
Engineering Intern
200
320
-
-
-
GIS/Graphics Tech
-
-
500
-
Administrative Analyst
-
-
864
960
-
TOTAL ANNUAL HOURS
1,291
4,079
4,203
39799
999
PUBLIC WORKS STAFF - BY PROGRAM
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Engineering Inspectors
92
2,760
1,840
1,840
-
Maintenance Worker
999
999
999
999
999
Engineering Intern
200
320
-
-
-
GIS/Graphics Tech
-
-
500
-
Administrative Analyst
-
-
864
960
-
TOTAL ANNUAL HOURS
1,291
4,079
4,203
3,799
999
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC WORKS DEPARTMENT
1-4
c 0 RN%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL ENGINEERING OVERVIEW
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.
BUDGET HIGHLIGHTS
Notable Budget Changes
A significant salary and benefit cost increase reflects staffs focus on capital projects and the conversion of
several part time temporary staff to a .75 FTE Administrative Analyst position, and a 1.0 FTE Public Works
Inspector position.
Revenues in this program are limited to encroachment permits, and on occasion, reimbursements for engineering staff
time spent on grant funded capital projects. The Encroachment Permit revenues grew significantly under the revised
fee schedule rates effective in FY 2017/18. As this higher revenue stream is new and uncertain, a conservative, slightly
lower estimate is budgeted for FY 2019/20.
Planned General Engineering operations for FY 2019/20 continue to focus on the Pavement Management project after
the release of Measure B funding. With a large paving contract in place as the year begins, project oversight duties
must coordinate with support for traffic safety management efforts, infrastructure maintenance projects, park projects,
and a couple of facility projects.
While most of General Engineering's budgeted operating expenditures are consistent year over year, the City's Traffic
Engineer budget was again increased to reflect ongoing resident requests for more lighted crosswalks and
comprehensive traffic calming plans citywide. The Traffic Safety Commission provides a forum for citizens to bring
traffic concerns to the City's attention. In conjunction with increases in the Sheriffs traffic patrol efforts, the City
Traffic Engineer consultant is utilized to determine appropriate solutions. Most other budgeted operational expenses
are consistent with last year's budget, with the addition of funds for encroachment supplies and funding for ongoing
Laserfiche scanning services to archive past years engineering plans, contracts, and various infrastructure related
documents.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL ENGINEERING
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Taxes
Intergovernmental Revenues - - - - - -
Fees, Licenses and Permits 180,687 212,985 588,057 400,250 753,349 700,000
Charge for Services - - - - - -
Other Sources 2,029 26,200 20,761 - - -
TOTAL REVENUES $ 182,716 $ 239,185 $ 608,819 $ 400,250 $ 753,349 $ 700,000
EXPENDITURES
Salaries and Benefits
342,848
353,264
433,639
525,427
521,902
771,336
Operating Expenditures
Materials & Supplies
2,595
3,213
4,124
4,000
3,656
6,500
Fees & Charges
23,453
23,738
24,752
25,580
26,525
26,375
Consultant & Contract Sery
67,092
119,818
106,739
135,775
118,077
144,550
Meetings, Training
(672)
2,128
2,675
3,250
1,522
3,250
Total Operating Expenditures
92,467
148,896
138,290
168,605
149,780
180,675
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
82,997
82,311
86,311
95,437
95,437
101,730
TOTAL EXPENDITURES
$ 518,312
$ 584,471
$ 658,241
$ 789,469
$ 767,119
$ 1,053,741
FY 2019/20 WORKPLAN PRIORITIES
Capital Improvement Program Oversight - Provide plans, specifications, estimates and right-of-way documents,
coordinate consultants, and administer contracts. FY 2019/20 CIP Project oversight includes Quito Road Bridges
construction, the new Garden Patio Bocce Ball Court, the as yet unnamed park at Pollard and Quito, Sr. Center
Entrance Improvement, Village Sidewalk Repairs, El Camino Storm Drain upgrades, Village to Hakone Pedestrian
Path design, Fredericksburg Pedestrian Railroad Crossing Improvements, Saratoga -to -the -Sea Trail, and the Annual
Pavement Management Program.
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 has been working with the City's schools and the Traffic Safety Committee to improve traffic management
around school activity. Examples of projects to be implemented in FY 2019/20 include 1 year 19/20 include the
Mendelsohn speed tables, lighted crosswalks at Fruitvale/Douglass and Kirkmont/ Saratoga- Sunnyvale, Sobey Road
Traffic Calming Plan, and Radar Feedback Signs at Pierce Road and Quito Road.
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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL ENGINEERING
KEY SERVICES
• 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.
GENERAL ENGINEERING STAFF
City Staff 2015/16 2016/17 2017/18
2018/19
2019/20
FULIrTINIEEQUIVALENTS (FTE's) Funded Funded Funded
Funded
Funded
Public Works Director 0.35 0.35 0.35
0.35
0.50
Senior Civil Engineer 0.25 0.25 0.25
0.75
0.75
Associate Engineer 0.75 0.75 1.00
0.50
0.50
Assistant Engineer - - -
0.40
0.50
Public Works Inspector
-
0.75
Environmental Program Administrator - - -
-
-
Administrative Analyst I/II 0.45 0.45 0.45
0.45
0.60
Administrative Technician 0.25 0.25 0.25
0.25
0.75
Office Specialist II/III - - -
-
-
Parks Maintenance Manager
Parks Maintenance Lead
Parks Maintenance Worker 1/11/111
Street Maintenance Manager
Street Maintenance Lead
Street Maintenance Worker I/IIQII - - -
-
-
TOTALFTE's 2.05 2.05 2.30
2.70
4.35
Temporary Staff 2015/16 2016/17 2017/18
2018/19
2019/20
ANNUALHOURS Funded Funded Funded
Funded
Funded
Engineering Intem 200 320 -
GIS/Graphics Tech - - 500
-
Administrative Analyst - - 864
960
TOTAL ANNUAL HOURS 200 320 1,364
960
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL ENGINEERING
PERFORMANCE OBJECTIVES & MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Increase roadway safety through effective traffic management
practices.
a. Respond to traffic safety concerns from residents:
100%
100%
100%
100%
100%
b. Utilize traffic engineer experts to identify solutions to potential
Yes
Yes
Yes
Yes
Yes
roadway hazards:
2. Maintain safe, well functioning roadway infrastructure.
a. Issue encroachment permits for residential projects within 3 100%
100% 100%
100%
100%
weeks of receipt of application:
b. Maintain average pavement condition index at a rating of 70 or No
No Yes
Yes
Yes
above:
c. Establish best practices roadway maintenance plans, such as for Yes
Yes Yes
Yes
Yes
resurfacing pothole repairs, tree pruning and weed control:
d. Respond to road hazard complaints within 48 hours of 100%
100% 100%
100%
100%
notification:
ACTIVITY & WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of traffic concerns investigated and reviewed by Traffic
18
25
20
40
40
Safety Committee:
2. Number of encroachment permits issued:
277
225
225
339
225
3. Number of bids issued:
1
5
4
2
2
4. Number of contracts executed:
23
21
20
36
25
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT ENGINEERING OVERVIEW
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, and ensuring compliance with the City's NPDES permit. This program seeks to
fully recover the costs associated with development services.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Salary and benefit staffing costs decreased with the shift of some development duties to the Community
Development Department.
The Development Engineering process requires applicants to provide a deposit of funds to be used for City managed
engineering work on their development applications. This typically applies to Subdivision applications as stand-alone
residential projects are managed under the Community Development Department. The deposits pay for various types
of outsourced engineering services, and for in-house engineering and review work. Budgeted program revenues and
expenditures reflect the in-house portion of engineering work. The outsourced portion flows into and out of a deposit
account as it is received and disbursed for contract engineering services, and is therefore not recognized in the
Development Engineering budget as a City revenue or expense.
The strong housing market has brought several small subdivisions to the City in the last few years. FY 2019/20
revenues are based on basic home remodeling, upgrade projects, and small development projects as we do not typically
anticipate subdivision work to occur in the budget. This is due to the City of Saratoga being mostly built -out;
subdivisions are infrequent and unpredictable.
FY 2019/20 budgeted expenditures remain consistent with prior years, with minimal operational costs other than staff
salary and internal service charges. Operational expenses are limited to a small amount of office supplies and civil
engineering services.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT ENGINEERING
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
2016/17
2017/18 2018/19
2018/19
2019/20
Actuals
Actuals
Actuals Adjusted
Actual
Adopted
REVENUES
Taxes
-
Intergovernmental Revenues
-
-
Fees, Licenses and Permits
-
141
- -
656
-
Charge for Services
311,073
112,572
165,759 77,000
101,712
59,000
Other Sources
-
-
- -
-
-
TOTALREVENUES
$ 311,073
$ 112,712
$ 165,759 $ 77,000
$ 102,369
$ 59,000
EXPENDITURES
Salaries and Benefits
175,943
176,935
158,368
230,597
181,975
206,420
Operating Exp enditures
Materials & Supplies
262
158
1,198
750
946
750
Fees & Charges
288
288
312
300
413
300
Consultant & Contract Sery
2,980
2,125
3,110
5,200
3,166
2,700
Meetings, Training
-
-
TotalOperatingExpenditures
3,530
2,571
4,619
6,250
4,524
3,750
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
48,172
52,640
54,932
55,097
55,097
49,534
TOTAL EXPENDITURES
$ 227,645
$ 232,146
$ 217,919
$ 291,944
$ 241,595
$ 259,704
FY 2019/20 WORKPLAN PRIORITIES
Development Review - Review development 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 and
compliance with NPDES permit.
Subdivision Level NPDES Compliance Inspection - Professional Consultant Services will be utilized on an as -
needed basis to inspect subdivision development project runoff for compliance with the City's NPDES permit.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT ENGINEERING
KEY SERVICES
• Process all final map, lot line adjustments, and Certificates of Compliance applications.
• Review and comment on Design Reviews and Tentative Map applications.
• Review initial improvement plan submittals.
• Process initial submittals for Geotechnical Clearance.
• Perform daily inspections and reporting on all land development projects.
• Review subdivision traffic impacts.
• Review subdivision compliance with NPDES permit.
DEVELOPMENT ENGINEERING STAFF
City Staff
FULL-TIME EQUIVALENTS (FTE's)
Public Works Director
Senior Civil Engineer
Associate Engineer
Assistant Engineer
Public Works Inspector
Environmental Program Administrator
Administrative Analyst L11
Administrative Technician
Office Specialist II/III
Parks Maintenance Manager
Parks Maintenance Lead
Parks Maintenance Worker I/II/III
Street Maintenance Manager
Street Maintenance Lead
Street Maintenance Worker I/11/111
2015/16
2016/17
2017/18
2018/19
2019/20
Funded
Funded
Funded
Funded
Funded
0.10
0.10
0.10
0.10
0.10
0.60
0.60
0.60
0.25
-
-
-
0.25
0.25
0.25
-
0.60
0.50
-
0.25
-
-
-
-
0.15
0.25
0.25
0.25
0.25
-
TOTAL FTE's 0.95 0.95 1.20 1.45 1.25
Temporary Staff
ANNUAL HOURS
Engineering Insp ectors
Engineering Intern
2015/16 2016/17 2017/18 2018/19 2019/20
Funded Funded Funded Funded Funded
92 92 48 48
TOTAL ANNUAL HOURS 92 92 48 48
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT ENGINEERING
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Maintain a high quality of life through development review by
adhering to City standards.
a. Percentage of development applications reviewed within 30 92%
90%
95%
95%
90%
days:
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of development applications processed:
60
35
40
68
40
2. Development applications requiring geological review: 30
15
20
28
n/a
3. Number of subdivision plancheck reviews processed: 2
0
1
2
0
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ENVIRONMENTAL SERVICES OVERVIEW
Environmental Services administers the City's solid waste programs, promoting environmental services available to
the City of Saratoga community, advocating Green Business practices, and ensuring the City complies with the State's
environmental requirements including the City's National Pollutant Discharge Elimination System Permit (NPDES).
The NPDES Permit Program controls water pollution by regulating point sources that discharge pollution into the
waterways.
Under Assembly Bill 939, as part of the Integrated Waste Management Act enacted in 1989, local governments are
required to prepare, adopt, implement, and maintain plans to reduce waste disposal in landfills. Integrated waste
management plans are to include provisions for the proper disposal of household hazardous waste; materials such as
pesticides, paints, pool cleaning chemicals, fluorescent lamps, and other toxic materials that are prohibited from being
disposed of in landfills.
AB 939 allows jurisdictions to impose fees collected at landfills to pay for the costs associated with preparing,
adopting, and implementing integrated waste management plans. In Santa Clara County, the current AB 939 fee is
$4.10 per ton of garbage disposed of at landfills within Santa Clara County or taken to non -disposal facilities within
the County then subsequently transported to landfills outside of Santa Clara County. Of the $4.10 per ton of waste, a
total of $2.60 per ton is set aside to fund the countywide Household Hazardous Waste Collection Program. The
remaining $1.50 per ton is allocated to the cities in Santa Clara County to implement AB 939 compliance activities.
The portion of the AB 939 fee set aside for Household Hazardous Waste (HHW) collection is intended to fund
household hazardous waste collection services for a minimum of 4% of households from each of the jurisdictions in
the County. Cities must pay for the additional services incurred when more than 4% of their population uses the
Household Hazardous Waste Collection Program. In addition, an annual allocation of $50,000 is utilized from the
Environmental Program Fund Balance Reserve to help offset other environmental programs within the function, such
as non -point source water runoff/pollution administration costs, or emergency environmental clean-up.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Street Sweeping Services are expected to increase around $20,000 under a new contract that will go into
effect in FY 2019/20.
• $50,000 was budgeted for a planned Climate Action Plan study in FY 2019/20.
Environmental Services revenues include $20,000 from the AB 939 Refuse Surcharge program, and about $187,000
from the West Valley Solid Waste Joint Powers franchise fee surcharge charged to customers on their solid waste
management bill. The Franchise Fee is designated for the West Valley Solid Waste Management Authority dues, the
Household Hazardous Waste (HHW) augmentation expense, and increased street sweeping services.
Program expenses are comprised of staff time and costs associated with environmental programs and regulatory
requirements. Estimated expenditures include almost $289,000 for the West Valley Clean Water Authority fees. This
payment also funds the City's share of fees to the Santa Clara Valley Urban Runoff Pollution Prevention Program.
The West Valley Solid Waste Joint Powers Agreement dues increased to $53,000 for additional garbage diversion
expenses, while the West Valley Sanitation District's storm drain cleaning budget remains steady at $50,000. The
Street Sweeping budget increased by more than $20,000 in anticipation of higher contract fees due to new emission
regulations for diesel street sweeping equipment. The higher vendor cost is expected to be passed on to the City. The
remaining costs reflect staff time and internal service charges.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ENVIRONMENTAL SERVICES
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
2016/17 2017/18
2018/19
2018/19
2019/20
Actuals
Actuals Actuals
Adjusted
Actual
Adopted
REVENUES
Franchise Fees
167,113
185,670
172,629
187,000
192,110
187,000
IntergovernmentalRevenues
29,273
28,113
38,459
20,000
31,062
20,000
Fees, Licenses and Permits
-
-
-
-
-
-
Charge for Services
-
Other Sources
-
-
-
-
-
-
TOTAL REVENUES
$ 196,386
$ 213,783 $
211,088
S 207,000
$ 223,172
$ 207,000
EXPENDITURES
Salaries and Benefits
138,509
141,697
164,954
171,781
175,201
208,763
Operating Exp enditures
Materials & Supplies
-
-
-
-
-
-
Fees & Charges
278,490
283,842
316,041
331,535
337,385
342,313
Consultant&Contract Sery
219,569
251,144
226,250
301,274
214,419
373,000
Meetings, Training
-
-
-
-
-
-
Total Operating Expenditures
498,059
534,986
542,291
632,809
551,804
715,313
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
29,087
28,056
29,556
26,359
26,359
25,168
TOTAL EXPENDITURES
$ 665,655
$ 704,738 $
736,801
$ 830,949
$ 753,363
$ 949,244
FY 2019/20 WORKPLAN PRIORITIES
Clean Water Program - Since 1994, the City of Saratoga has participated in the West Valley Clean Water Program,
along with Campbell, Monte Sereno, and Los Gatos. Clean Water Program dues provided administrative guidance
and implementation compliance for the Regional National Pollution Discharge Elimination System (NPDES)
Stormwater Permit through assistance with permit administration, public outreach, code compliance, attendance at
local storm water meetings, and permit compliance. In 2018, the member cities transitioned into a Joint Powers
Authority and held their first meeting as the West Valley Clean Water Program Authority in May 2018.
The Clean Water Program Authority structure enables the cities to continue the existing partnership for managing
collaborative activities and programs. The Authority has independent legal rights, and debts, liabilities and obligations
would belong to the entity, and not the contracting parties. The Authority also has the power to invoke bonding
authority as well as taxing ability to provide alternative funding sources in the future. The Authority offers economies
of scope and scale for program management and implementation, staffing and fiscal flexibility, and maintaining
greater regional influence as a unified whole. As part of this structure, the Public Works Directors of each agency
will act as technical advisory to the Board. The Authority's Board of Directors are comprised of elected officials from
each of the member cities and also serve as the Board members for the West Valley Solid Waste Authority
Solid Waste Management - Garbage and recycling collection services in the City of Saratoga are managed by the
West Valley Solid Waste Management Authority, comprised of four (4) member agencies: Saratoga, Campbell, Los
Gatos, and Monte Sereno. A Council Member is assigned to represent the City, and City Manager's Office staff
provide staff liaison services. In December 2013, the Authority approved an agreement with West Valley Collection
& Recycling for garbage and recycling services. The new agreement runs from March 1, 2014 to February 2024. The
agreement increased the type of materials accepted for recycling, including some electronic waste products, and
includes provisions to convert the garbage company fleet to compressed natural gas vehicles within the first few years
of the agreement.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ENVIRONMENTAL SERVICES
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.
KEY SERVICES
• Provide street sweeping services for the City's streets and parking lots — in 2012 sweeping increased to twice a
month on residential streets.
• Coordinate the West Valley Clean Water Program to fulfill the requirements of the NPDES permit.
• Participate in the West Valley Solid Waste Joint Powers Authority to provide waste management collection
services to the community.
• Assist the community in resolving any issues or problems that arise with the City's contract waste hauler.
• Participate in community "Greening" programs, such as a -waste recycling and household hazardous waste
programs.
• Provide storm drain cleaning.
ENVIRONMENTAL SERVICES STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Public Works Director
0.10
0.10
0.10
0.10
Senior Civil Engineer
0.15
0.15
0.15
-
-
Associate Engineer
-
-
-
0.25
0.25
Assistant Engineer
-
-
Public Works Inspector
-
Environmental Program Administrator
-
-
-
-
1.00
Administrative Analyst I/II
0.45
0.45
0.45
0.45
-
Administrative Technician
0.25
0.25
0.25
0.25
Office Specialist II/III
-
-
-
-
Parks Maintenance Manager
Parks Maintenance Lead
Parks Maintenance Worker I/11/111
Street Maintenance Manager
Street Maintenance Lead
Street Maintenance Worker I/11/111
-
-
-
-
-
TOTALFTE's
0.95
0.95
0.95
1.05
1.25
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Engineering Inspectors
Engineering Intern
TOTAL ANNUAL HOURS
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ENVIRONMENTAL SERVICES
PERFORMANCE OBJECTIVES AND MEASURES
2015/16 2016/17 2017/18 2018/19 2019/20
Actuals Actuals Actuals Actuals Budget
1. Provide effective oversight ofwaste collection and recycling
programs.
a. Tons of solid waste collected in Saratoga:
27,967
27,500
26,000
26,425
26,500
b. Tons of solid waste diverted from landfills:
15,200
15,000
14,800
14,856
15,000
c. Meet State requirements for garbage diversion:
Yes
Yes
Yes
Yes
Yes
2. Meet requirements of the Non -Point Source Pollution Prevention
Permit specified for City staff:
a. Percentage of regional meetings attended:
100%
100%
100%
100%
100%
b. Percentage of required reports completed and submitted by
100%
100%
100%
100%
100%
deadline:
3 Protect Saratoga's natural environment through participation in the
West Valley Clean Water Program.
a. Percentage of regional meetings attended:
100%
90%
100%
100%
100%
b. Respond to reports of illicit and illegal discharges:
100%
100%
100%
100%
100%
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of Saratoga residents participating in Countywide
675
675
743
771
800
Household Hazardous Waste Program:
2. Miles of streets swept per month:
550
550
550
550
550
3. Number of bags of garbage collected at creek clean-up events:
15
15
10
2
2
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STREETS & STORM DRAINS OVERVIEW
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 Division 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.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• None
One of the City Council's primary objectives is to provide safe, well -functioning beautiful infrastructure, including
the City's curbs, storm drains, asphalt pathways, bridges, concrete sidewalks, medians, and hillside retaining walls.
While roadway resurfacing contracts and related expenses are funded in the Capital Improvement Plan, staffing costs
for contract oversight and roadway maintenance services are provided through this General Fund Street and Storm
Drain Maintenance Operating Budget program, through both staff and contract service efforts.
In FY 2012/13, the City began to receive the voter approved $10 Vehicle Registration Fee surcharge revenue
designated for use in maintaining streets. The City expects this will total approximately $200,000 per year, and is used
to help support this program's maintenance activities.
Overall, the core activities of street repair work, weed control, signage, and maintenance of drainage facilities remain
fairly stable from year to year, and hence the expenditure budget is fairly consistent with past budgets. Lean and
efficient support for the City's objective includes operating expenses such as traffic light repair services and electricity,
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.
Increases stem primarily from contract services cost increases, with this year's budget growing by additional funding
for traffic signal repairs and emergency tree work.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STREETS & STORM DRAINS
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Intergovernmental Revenues
186,832
182,943 187,743
190,000 193,611 200,000
Fees, Licenses and Permits
-
- -
- - -
Charge for Services
3,685
11,504 4,823
3,588
Rental Income
-
- -
-
Other Sources
4,264
- 958
- (958) -
TOTAL REVENUES
$ 194,781
$ 194,447 $ 193,524
$ 190,000 $ 196,241 $ 200,000
EXPENDITURES
Salaries and Benefits
1,004,916
1,132,821
1,138,816
1,154,318
1,166,231
1,173,763
Operating Exp enditures
Materials & Supplies
11,751
8,448
9,242
15,600
12,631
15,600
Fees & Charges
32,962
33,654
30,848
35,000
37,701
36,200
Consultant & Contract Sery
57,087
109,772
83,726
167,000
142,609
182,000
Meetings, Training
1,960
4,088
2,956
2,590
2,080
5,160
Total Operating Expenditures
103,760
155,962
126,772
220,190
195,022
238,960
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
$ 338,434
$ 347,219
$ 354,542
$ 349,323
$ 349,323
$ 362,038
TOTAL EXPENDITURES
$ 1,447,110
$ 1,636,003
$ 1,620,130
$ 1,723,831
$ 19710,576
$ 197749761
FY 2019/20 WORKPLAN 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 FY 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 Division staff time and regular maintenance work is budgeted in the Operating Budget.
Infrastructure Maintenance & Repairs - Several annual $50,000 priority CIP projects for roadway infrastructure
repairs were combined into one project titled Annual Infrastructure Maintenance & Repairs effective in the FY
2016/17 budget. This replaced funding previously allocated separately for the sidewalks, curbs & gutters, storm
drains, and bridge repairs. Combined, the new project budget of $200,000 can be utilized to address infrastructure
repairs in a more cost-effective manner. Temporary staff maintenance worker assistance for roadway projects during
the summer months is funded in this roadway project
Retaining Wall Maintenance - In FY 2017/18, the City established a separate CIP for Retaining Wall repair projects
in the amount of $200,000, while minor maintenance will continue to be funded through the operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STREETS & STORM DRAINS
KEY SERVICES
• 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 streetlights outages to PG&E.
• Repair City owned streetlights.
STREETS & STORM DRAINS STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Public Works Director
0.25
0.25
0.25
0.25
0.20
Senior Civil Engineer
-
-
-
-
0.25
Associate Engineer
0.25
0.25
0.25
-
Assistant Engineer
-
-
-
Public Works Inspector
Environmental Program Administrator
Administrative Analyst I/II
Administrative Technician
-
-
-
-
-
Office Specialist II/III
0.40
0.40
0.40
0.40
0.40
Parks Maintenance Manager
-
-
-
-
-
Parks Maintenance Lead
Parks Maintenance Worker I/II/III
-
-
-
-
-
Street Maintenance Manager
0.95
0.95
0.95
0.95
0.95
Street Maintenance Lead
2.00
2.00
2.00
2.00
1.75
Street Maintenance Worker I/11/111
3.75
3.75
3.75
3.75
4.00
TOTALFTE's
7.60
7.60
7.60
7.35
7.55
Temporary Staff
2015/16 2016/17
2017/18
2018/19 2019/20
ANNUALHOURS
Funded Funded
Funded
Funded Funded
Engineering Inspectors
2,668
1,792
1,792
Maintenance Worker
-
-
-
TOTAL ANNUAL HOURS
- 2,668
1,792
1,792 -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STREETS & STORM DRAINS
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. To provide safe and functional roadway systems throughout the
City.
a. Maintain Pavement Condition Index average above 70 (out of 69
71
71
71
71
100 total points):
b. Percentage of potholes repaired within 24 hours of notification: 100%
100%
100%
95%
100%
2. Maintain safe, well functioning infrastructure.
a. Storm drains cleaned and maintained to function properly and 1,300
1,300
1,300
1,050
1,050
avert damage from major storm events:
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of signs installed and replaced: 1,500
1,700
1,500
1,000
1,000
2. Amount of grant funding the City received for street resurfacing. $0
$0
$0
$0
$0
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARKS & LANDSCAPE MAINTENANCE OVERVIEW
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 Division 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. Currently, the
City is the lead agency for a master plan study jointly funded by Hakone and the City for preservation of the historic
gardens and future improvements to include a retreat center tea room.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Contract service increases for pest & weed control services due to the City's transition to less toxic pesticides
for better environmental stewardship.
Budgeted revenues for this program are fairly stable year -over -year, and comprised of banner rental fees, treelbench
dedication fees, park attendant fees, and administrative fees from Landscape & Lighting District zone oversight for
staffing, engineering, legal, and maintenance expenses.
In prior years, the Parks & Landscape Maintenance program oversaw Park rentals, the Sport User Group Agreements
and Prospect High School's field rentals. In mid-FY 2014/15, Park and Sport Use rental duties were transferred to
the Recreation Department (Community Services effective FY 2019120), which resulted in a significant revenue
decrease in this program. Staff time and maintenance costs to maintain the parks and fields remain in the Parks &
Landscape Maintenance budget,
The Park & Landscape Maintenance expenditure budget includes funding for landscaping materials, supplies,
equipment, and services. Annual funding is included to replenish playground fibar at the various parks on a rotating
basis. The $15,000 expense to beautify the City for the America in Bloom program was eliminated with the FY
2019/20 budget, however the citywide landscape planting budget was increased to continue beautification efforts. The
cost of water continues to play an important role in Parks & Landscape operations, making drought tolerant planting
a focus. For FY 2019/20, one-time funding of $20,000 is included for a small maintenance shed located at Kevin
Moran Park. The remainder of the expenditure budget is for staffing and internal service charges.
The implementation of the Parks, Trails, Grounds, and Medians, (PTGM) capital project is a funding companion to
this operating program, as an annual funding source for the replacement of park, trail, grounds, and median
infrastructure fixtures, and equipment as needed. The initial funding amount of $100,000 is not sufficient for all
replacement needs, so staff is carefully addressing replacement needs by prioritizing replacements for those with the
most urgent needs such as assets that support the public's safety.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARKS & LANDSCAPE MAINTENANCE
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Fees, Licenses and Permits
-
-
-
-
-
-
Charge for Services
179,667
171,927
196,320
193,718
194,518
200,922
Rental Income
3,000
2,520
2,340
2,000
5,307
2,300
Other Sources
4,190
2,430
2,590
2,500
7,590
2,500
TOTAL REVENUES
$ 186,857
$ 1769877
$ 2019250
$ 1989218
$ 207,415
$ 2059722
EXPENDITURES
Salaries and Benefits
984,897
997,121
1,007,705
1,107,888
1,026,109
1,181,950
Operating Exp enditures
Materials & Supplies
85,348
90,616
97,325
99,000
98,792
111,200
Fees & Charges
196,716
218,304
244,188
234,380
285,752
270,180
Consultant & Contract Sery
576,697
571,335
587,135
718,720
704,072
694,600
Meetings, Training
1,811
5,812
7,521
6,000
6,904
6,000
Total Operating Expenditures
860,572
886,067
936,170
1,058,100
1,095,520
1,081,980
Fixed Assets
-
-
19,785
20,000
20,459
20,000
Internal Service Charges
354,865
349,450
363,758
357,775
357,775
359,231
TOTAL EXPENDITURES
$ 2,200,334
$ 2,232,638
$ 2,327,418
$ 2,543,763
$ 2,499,864
$ 2,643,161
FY 2019/20 WORKPLAN PRIORITIES
Water Efficiency - The Parks and Landscape Maintenance Division will continue to monitor the City's irrigation
system as needed, to reduce water use through plant selection, soil management, and irrigation methods. While the
drought is officially over in California, turf areas will continue to be investigated as potential conversion sites into
native landscape, hardscape or mulched areas to reduce water usage. Since 2014, the City has converted
approximately 75,000 square feet of turf to drought tolerant landscaping at the following parks: Beauchamps,
Brookglen, Bellgrove, Kevin Moran Park, Saratoga Prospect Center, Azule, Foothill, Gardiner, and the front area of
City Hall. Turf reduction efforts for FY 2019/20 will include the lawn area adjacent to the Pre -School portables.
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."
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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARKS & LANDSCAPE MAINTENANCE
KEY SERVICES
• Maintain all parks, trails, and open space areas in a safe, useable, 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 Mustard
Faire, the 4th of July event, and the Annual Village Tree Lighting.
• 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.
PARKS & LANDSCAPING STAFF
City Staff 2015/16 2016/17 2017/18 2018/19 2019/20
FULL-TIME EQUIVALENTS (FTE's) Funded Funded Funded Funded Funded
Public Works Director 0.20 0.20 0.20 0.20 0.20
Senior Civil Engineer - - - - -
Associate Engineer
Assistant Engineer
Public Works Inspector
Environmental Program Administrator
Administrative Analyst I/1I
Administrative Technician
Office Specialist II/III 0.50 0.50 0.50 0.50 0.50
Parks Maintenance Manager 0.95 0.95 0.95 0.95 0.95
Parks Maintenance Lead 1.75 1.75 1.75 1.75 1.75
Parks Maintenance Worker 1/11/111 5.00 5.00 5.00 5.00 5.00
Street Maintenance Manager - - - - -
Street Maintenance Lead -
Street Maintenance Worker 1/11/111 - - - - -
TOTALFTE's 8.40 8.40 8.40 8.40 8.40
Temporary Staff 2015/16 2016/17 2017/18 2018/19 2019/20
ANNUALHOURS Funded Funded Funded Funded Funded
Engineering Inspectors
Maintenance Worker
TOTAL ANNUAL HOURS - - - -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARKS & LANDSCAPE MAINTENANCE
PERFORMANCE OBJECTIVES AND MEASURES
2015/16 2016/17 2017/18 2018/19 2019/20
Actuals Actuals Actuals Actuals Budget
1. Maintain safety standards in parks and playgrounds.
a. Percentage of parks with playground equipment inspected 100% 100% 100% 100% 100%
monthly:
2. Protect Saratoga's natural beauty by maintaining parks and open
space.
a. Percentage of reports of needed park maintenance receiving
100%
100%
100%
100%
100%
response within 48 hours:
b. Percentage of reports of needed trail maintenance receiving
100%
100%
100%
100%
100%
response within 48 hours:
3. Protect the environment through sustainable practices.
a. Staff Maintenance workers maintaining pesticide licenses:
100%
100%
100%
100%
100%
b. Improved irrigation controllers installed to increase water
0
1
0
3
0
efficiency:
c. Turf removed and converted to landscape or hardscape for
water conservation (in square feet):
22,174
16,096
0
0
4,355
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
Actuals
2016/17
Actuals
2017/18
Actuals
2018/19
Actuals
2019/20
Budget
2. Total acres of City parks maintained:
189
189
189
189
191
3. Total number of new trees planted in City parks:
40
30
40
115
50
4. Parks and Recreation Commission Meetings:
6
6
6
6
6
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
VEHICLE & EQUIPMENT MAINTENANCE OVERVIEW
The Vehicle & Equipment Maintenance Fund is operated as an Internal Service Fund to maintain all City vehicles and
equipment in accordance with manufacturers' recommendations and requirements, and to ensure all vehicles and
equipment are safe and function well. Staff provides preventative maintenance and repair services; maintains the
repair, ownership, warranty, and maintenance records of vehicle and equipment inventory; provides for regular
cleaning of all vehicles in accordance with the City's non -point source permit; maintains sufficient fuel supplies at all
times; maintains records of fuel usage; and performs monthly operational tests of emergency generators. Mechanical
and body work repairs are provided through auto and equipment shops and services.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• None
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 for FY 2019/20.
The overall Vehicle and Equipment Maintenance expenditure budget is expected to remain steady in FY 2019/20.
Staffing costs are minimal and remain consistent year over year. Operating expenditures are primarily made up of
auto parts, fuel, and maintenance services. Repair costs are mitigated due to consistent maintenance practices for
vehicles and equipment, and from regular assessments to determine if vehicles or equipment should be replaced.
Accidents, though infrequent, are costly when they occur, therefore a contingency is built into the repairs and
maintenance budget. While budget has remained steady, equipment maintenance costs are expected to trend down
due to the recent replacement of several trucks and the loader/backhoe. Additionally, recent increases in the cost of
fuel is offset in part by the transition to more hybrid and electric vehicles in the fleet.
The Vehicle & Maintenance program chargeback is set approximately equal to operating expenditure. 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
VEHICLE & EQUIPMENT MAINTENANCE
FUND FINANCIALS
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
SOURCE OF FUNDS
Beginning Fund Balance
Unassigned
115,565
165,950
176,907
236,332
238,910
268,676
Total Beginning Fund Balance $
115,565 $
165,950 $
176,907
$ 236,332
$ 238,910
$ 268,676
Revenues
Internal Service Charges
275,003
275,000
275,000
275,000
275,000
275,000
Total Revenues $
275,003 $
275,000 $
275,000
$ 275,000
$ 275,000
$ 275,000
Operating Transfers In
Transfer In
-
-
-
-
-
-
Total Operating Transfers $
S
- $
-
$ -
$
$
TOTAL SOURCE OF FUNDS
S
390,568
$
440,950
S
451,907
$
511,332
$
513,910
$
543,676
USE OF FUNDS
EXPENDITURES
Salaries and Benefits
86,413
86,785
89,812
105,125
102,156
110,274
Operating Expenditures
Materials & Supplies
41,888
44,511
45,647
61,500
48,414
61,500
Fees & Charges
6,384
5,957
5,221
6,000
5,640
6,500
Consultant & Contract Sery
42,175
77,704
25,312
50,000
39,227
50,000
Meetings, Training
-
-
-
-
-
-
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
47,758
49,084
49,584
49,797
49,797
47,706
Total Expenditures
$
224,618
$
264,042
$
215,576
$
272,422
$
245,234
$
275,980
Operating Transfers
Transfers Out
-
-
-
-
-
-
Total Operating Transfers
$
$
-
$
$
-
$
-
$
-
Ending Fund Balance
Unassigned
165,950
176,907
236,332
238,910
268,676
267,695
Total Ending Fund Balance
$
165,950
$
176,907
$
236,332
$
238,910
$
268,676
$
267,695
TOTALUSEOFFUNDS $ 390,568 $ 440,950 $ 451,907 $ 511,332 $ 513,910 $ 543,676
FY 2019/20 WORKPLAN 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
VEHICLE & EQUIPMENT MAINTENANCE
KEY SERVICES
• 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.
VEHICLE & EQUIPMENT MAINTENANCE STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Public Works Director
Senior Civil Engineer
Associate Engineer
Assistant Engineer
Public Works Inspector
Environmental Program Administrator
Administrative Analyst I/II
Administrative Technician
-
-
-
-
-
Office Specialist II/III
0.10
0.10
0.10
0.10
0.10
Parks Maintenance Manager
0.05
0.05
0.05
0.05
0.05
Parks Maintenance Lead
0.25
0.25
0.25
0.25
0.25
Parks Maintenance Worker I/II/III
-
-
-
-
-
Street Maintenance Manager
0.05
0.05
0.05
0.05
0.05
Street Maintenance Lead
0.25
0.25
0.25
0.25
0.25
Street Maintenance Worker I/II/III
-
-
-
-
-
TOTALFTE's
0.70
0.70
0.70
0.70
0.70
Temporary Staff 2015/16 2016/17 2017/18 2018/19 2019/20
ANNUALHOURS Funded Funded Funded Funded Funded
Engineering Inspectors
TOTAL ANNUAL HOURS - - - -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
VEHICLE & EQUIPMENT MAINTENANCE
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
i
Actuals
Actuals
Actuals
Actuals
Budget
1. Provide safe andjunctional vehicles and equipment for City use.
a. Percentage of fleet vehicles receiving annual safety inspections:
100%
100%
100%
100%
100%
b. Percentage of fleet vehicles receiving annual preventative
100%
100%
100%
100%
100%
maintenance:
2. Protect natural resources through sustainable practices.
a. Percentage of City vehicle fleet using alternate fuels (including
17%
17%
17%
17%
24%
hybrid vehicles):
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of vehicles maintained:
26
26
26
26
27
2. Number of oil changes performed per year:
52
52
52
52
54
3. Number of required smog checks performed per year:
16
10
10
10
16
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
VEHICLE & EQUIPMENT REPLACEMENT OVERVIEW
The Equipment Replacement Fund provides a consistent level of funding for the replacement of vehicle and equipment
assets at the end of their life span. A replacement schedule for the City's vehicles and equipment replacements over
the next twenty years is maintained on an ongoing basis, with estimated life spans and calculated replacement costs
to determine funding needs each year. An annual funding level expected to allow for the scheduled replacement of
vehicle and equipment assets as they reach the end of their useful life is calculated to provide a smoothing of operating
expenses over the years, and a more accurate reflection of the actual cost of operations through the life of the asset.
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 eight years for most vehicles and trucks, whereas
other cities use five years for general purpose vehicles. In some cases, 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.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Three inspector vehicles are scheduled for replacement in FY 2019/20 at a total expected cost of $116,250.
The vehicles will be electric if suitable, or at minimum hybrid, and are expected to last ten years.
Street and Park & Landscape equipment scheduled for replacement total $80,200, and typically provide
around fifteen years of use.
To achieve an effective use of funds, replacement fund chargebacks are accumulated at a rate that will provide for
current funding requirements, not grow to a full replacement funding reserve. Replacement funding schedules are
adjusted on an ongoing basis as vehicle and equipment costs increase at faster or slower rates than anticipated, and
lifespans sometimes fall short or exceed the original timeframe.
Expenditures for this program are limited to replacement costs and leasing (in lieu of purchase) costs. Staffing is not
assigned to this program as the Internal Service Fund operates purely as a funding set -aside for vehicle and equipment
replacements.
Public Works' large backhoe/loader was eliminated from the replacement schedule in FY 2012/13 and replaced with
a smaller loader/grinder piece of heavy equipment. After the winter storms in 2017, this decision was revisited, and
a decision was made to reinstate the large backhoe/loader replacement funding stream. To accommodate this change,
the annual chargeback amount was increased by $25,000, up to $150,000 per year. No further funding increases for
this replacement program are expected at this time.
Due to the escalating costs of electric auto and truck replacement costs, scheduled replacements are assessed and may
be delayed on a year -by -year basis to ensure adequate funding levels are in place for the immediate future, and the
need has risen to a more urgent level. For FY 2019/20, the three building inspector vehicles will be replaced, along
with several pieces of Street equipment and one Parks & Landscape equipment. The full list of replacements assets
scheduled for FY 2019/20 are identified in the following schedule.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
VEHICLE & EQUIPMENT REPLACEMENT
FUND FINANCIALS
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
S OURCE OF FUNDS
Beginning Fund Balance
Unassigned
649,497
611,708
585,986
517,948
517,948
476,586
Total Beginning Fund Balance $
649,497 $
611,708
$ 585,986
$ 517,948 $
517,948
$ 476,586
Revenues
Other Sources
22,734
-
27,531
-
32,155
-
Internal Service Charges
140,831
125,000
150,000
150,000
150,000
150,000
Total Revenues $
163,565 $
125,000
$ 177,531
$ 150,000 $
182,155
$ 150,000
Operating Transfers In
Transfers In
-
-
-
-
-
-
Total Operating Transfers $
S
$
$ - S
-
$ -
TOTAL SOURCE OF FUNDS
$
813,062
$
736,708
$
763,517
$
667,948
$
700,103
$
626,586
USE OF FUNDS
EXPENDITURES
Operating Expenditures
Materials & Supplies
-
-
-
-
-
-
Fees & Charges
7,345
5,015
12,591
12,600
12,591
14,800
Consultant & Contract Sery
-
-
-
-
-
-
Meetings, Training
-
-
-
-
-
-
Fixed Assets
194,010
145,707
232,978
299,200
210,926
196,450
Internal Service Charges
-
-
-
-
-
-
Total Expenditures
$
201,355
$
150,722
$
245,569
$
311,800
$
223,517
$
211,250
Operating Transfers
Transfers Out
-
-
-
-
-
-
Total Operating Transfers
$
-
$
-
$
$
-
$
-
$
Ending Fund Balance
Unassigned
611,708
585,986
517,948
356,148
476,586
415,336
Total Ending Fund Balance
$
611,708
$
585,986
$
517,948
$
356,148
$
476,586
$
415,336
TOTAL USE OF FUNDS
$
813,062
$
736,708
$
763,517
$
667,948
$
7009103
$
6269586
FY 2019/20 WORKPLAN PRIORITIES
Vehicle Replacement- Purchase replacement vehicles and equipment in accordance with the FY 2019/20 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
VEHICLE & EQUIPMENT REPLACEMENT
KEY SERVICES
• Accumulate and provide annual funding for asset replacement.
• Assess vehicles and equipment for proper replacement timing.
• Prepare cost effectiveness study for asset replacement program.
FY 2019/20 EQUIPMENT REPLACEMENT SCHEDULE
Current
Yr
Current
Asset
Replacement
Replacement
Type/Program
Asset #
Parch
Vehicle/ Equipment
Life
Purpose
Cost
Vehicles
CDD Buliding
119
2008
Vehicle reassigned to PW
10
Bldg Inspection Vehicle
38,750
CDD Buliding
124
2009
Small SUV - Hybrid
10
Bldg Inspection Vehicle
38,750
CDD Buliding
125
2009
Small SUV - Hybrid
10
Bldg Inspection Vehicle
38,750
Equipment
PW Streets
E001
1996
Paint Sprayer Graco 3500
20
Graffiti abatement
3,500
PW Streets
E006
2001
Graco Line Lazzar III 5900
15
Roadway Paint Striper
8,500
PW Streets
E007
2001
Graco Line Driver
15
Motorized Attachment
7,500
PW Streets
E010
2004
Graco Line Lazzar IV 3900
15
Roadway Paint Striper
7,500
PW Streets
E015
2001
Sase Scarifier
15
Asphalt/Concrete Grinder
13,200
PW Parks
E037
2006
Turf Sweeper
12
Turf and Infill Debris removal
40,000
TOTAL REPLACEMENT FUNDING $ 196,450
Note. Leased vehicles are funded within the Vehicle & Equipment Replacement program, but do not appear on this replacement schedule.
Leased autos have an initial downpayment cost and subsequent monthly lease payments rather than an estimated replacement cost.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
VEHICLE & EQUIPMENT REPLACEMENT
\IFOKi
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LANDSCAPE & LIGHTING DISTRICT OVERVIEW
The City's Landscape and Lighting District consists of 28 landscape and/or lighting zones and two storm drain
maintenance zones throughout the City. The zones are established if a majority of the property owners living along
or within the boundaries of the zones elect to create the legal entity that allow the City to collect a parcel assessment
and maintain the zone on their behalf. Zones are funded through property tax assessments or through property -owner
approved benefit assessments.
Four of the City's zones are funded solely by property taxes, and another three zones are funded by both property tax
and benefit assessments. The remaining twenty-three are funded solely by benefit assessments. Those districts funded
with property tax existed prior to the passage of Proposition 13 in 1978, which froze district assessment formulas built
into the tax rates at the time of passage. As property tax funding alone was not sufficient for several of the Landscape
& Lighting zones, three zones approved a benefit assessment also be levied to augment funding.
The benefit assessment -based zones are exempt from Proposition 218 requirements requiring a 2/3 majority approval,
unless an increase in the approved assessment rates are requested. Section 5 of Proposition 218 provides that the
measure does not apply to assessments existing as of November 1996 if the assessments were "imposed pursuant to a
petition signed by the persons owning all of the parcels subject to the assessment at the time the assessment was
initially imposed." Consequently, the City is not required to conduct an election of the property owners unless the
City is seeking to increase the annual assessment more than the amount provided for in the existing agreement.
Since the passage of Proposition 218, the City ensures annual increases are built into the assessment agreements to
allow for up to 5% of assessment increases. With operational costs continuing to increase each year, these built-in
annual escalation allowances enable the City to provide the same level of services year -over -year. Only two of the
zones established prior to the passage of Prop 218 do not currently have this allowance for annual increases built into
the agreement.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• None
The Landscape & Lighting District Fund budget schedule presented on the following page is a summary of 30 separate
funds. Each of the individual fund budgets include electricity and/or monthly landscaping service costs, and 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.
The separate Fund assessments reflect the continued practice of growing fund balance reserves to a level that provides
sufficient cash flow, and/or is available to use for future year repairs and projects. An adequate reserve balance
requirement was established to safeguard the City from paying for unplanned costs up front, and waiting for repayment
in following years.
In compliance with Regional Water Control Board permit requirements, the City creates Clean Water Assessment
Zones for private developments that met the threshold of mitigation. Currently, there are two zones of this kind for
the City. No new zones are anticipated for this fiscal year.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LANDSCAPE & LIGHTING DISTRICT
FUND FINANCIALS
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actuals
Adopted
SOURCE OF FUNDS
Beginning Fund Balance
Unassigned
867,648
1,005,796
1,152,874
1,385,345
1,269,976
1,506,583
Total Beg Fund Balance
$ 867,648
$ 1,005,796
$1,152,874
$ 1,385,345
$ 1,269,976
$ 1,506,583
Revenues
Property Taxes
248,037
259,633
283,499
241,932
308,924
257,590
L&L Assessments
322,693
390,596
455,968
434,626
430,722
479,720
Other Sources
29,097
8,028
17,480
7,693
34,789
16,077
Total Revenues
$ 599,827
$ 658,256
$ 756,946
$ 684,251
$ 774,435
$ 753,387
Operating Transfers In
Transfer in
-
-
25,000
25,000
-
Total Operating Transfers In
$
$ -
$ -
$ 25,000
$ 25,000
$ -
TOTAL SOURCE OF FUNDS
$ 1,467,475
$ 1,664,053
$ 1,909,820
$ 2,094,596
$ 2,069,411
$ 2,259,970
US E OF FUNDS
Expenditures
Operating Expenditures
Materials & Supplies
-
-
-
-
-
-
Fees & Charges
285,034
295,940
324,221
324,325
331,107
335,910
Consultant & Contracts
176,644
215,238
200,254
500,295
231,721
443,132
Total Operating Expenditures
461,679
511,179
524,475
824,620
562,828
779,042
Total Expenditures $ 461,679 $ 511,179 $ 524,475
$ 824,620
$ 562,828
$ 779,042
Ending Fund Balance
Unassigned 1,005,796 1,152,874 1,385,345
1,269,976
1,506,583
1,480,929
Total Ending Fund Balance $1,005,796 $ 1,152,874 $1,385,345
$ 1,269,976
$ 1,506,583
$ 1,480,929
TOTALUSEOFFUNDS $ 1,467,475 $ 1,664,053 $ 1,909,820
$ 2,094,596
$ 2,069,411
$ 2,259,970
FY 2019/20 WORKPLAN PRIORITIES
District Zone Assessments - Staff will continue to closely monitor all Landscape & Lighting Assessment District
Zones for appropriate service and funding levels and will make a determination of whether the City should proceed
with a vote on assessment increases for several of the districts that currently have low fund balances.
New District Zone Formations - 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
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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LANDSCAPE & LIGHTING DISTRICT
ANNUAL ZONE ASSESSMENTS
FY 2019/20
Annual Zone Assessments
Zone
Number of
Parcel
Total
Total
No.
Assessment Zones
Parcels
Assessment
Assessment
Property Tax
Lighting Zones
231
Village Lighting
802
$ -
$ -
$ 88,830
232
Azule Lighting
120
-
-
40,599
233
Sarahills Lighting
64
93
5,968
-
Landscape Zones
241
Arroyo de Saratoga Landscape
250
100
25,105
-
242
Bonnet Way Landscape
41
126
5,166
-
243
Carnelian Glen
20
250
5,000
-
244
Cunningham/Glasgow Landscape
31
325
10,075
-
245
Fredericksburg Landscape
85
138
11,694
1,003
246
Greenbriar Landscape
176
145
25,454
7,234
247
Kerwin Ranch Landscape
16
978
15,655
-
248
Leutar Court Landscape
9
551
4,959
-
249
Manor Drive Landscape
29
84
2,445
5,036
251
McCarty sville Landscape
48
375
17,978
-
252
Prides Crossing Landscape
864
106
91,689
-
253
Saratoga Legends Landscape
15
780
11,701
-
254
Sunland Park Landscape
200
118
23,558
-
255
Tricia Woods Landscape
9
282
2,538
-
256
Allendale Landscape
43
99
4,275
-
Landscape & Lighting Zones
257
Covina Landscape & Lighting
192
104
20,055
271
Beauchamps Landscape
55
244
13,410
-
272
Bellgrove Landscape & Lighting
94
875
82,209
-
273
Gateway Landscape & Lighting
34
-
17,921
-
274
Horseshoe Landscape & Lighting
53
295
15,637
-
275
Quito Lighting
698
-
-
70,565
276
Tollgate Landscape & Lighting
61
153
9,307
-
277
Village Commercial Landscape
139
-
-
44,323
278
Westbrook Landscape & Lighting
92
58
5,333
-
279
Brookview Landscape & Lighting
326
66
21,505
-
Storm Drain Zones
291
Hill Ave Storm Water
5
821
4,106
-
292
Paramount Court Storm Drain
7
3,854
26,977
-
30
Assessment Zones
4,578
$ 11,020
$ 479,720
$ 257,590
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LANDSCAPE & LIGHTING DISTRICT
\f-IFOK\.>
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEPARTMENT OVERVIEW
At the Annual City Council Retreat in February 2019, the City Council took a careful look at the structure of the City
and the organization's ability to meet ongoing obligations and shifting priorities within the community. With the
retirement of the Recreation and Facilities Director announced for June 2019 and Los Gatos Saratoga (LGS)
Recreation successfully backfilling a number of vacant recreation positions, the review of the City organization
resulted in internal restructuring to maximize resources that would allow the City to adapt to the desires of both the
community and Council without a loss of services.
Some of the structural changes included shifting various responsibilities among City departments, the creation of
several new job classifications to address revised job focus and responsibilities, and the City Council's authorization
for a two-year agreement with Los Gatos -Saratoga Recreation (LGS Recreation) to provide recreation services for the
City of Saratoga. With LGS Recreation now providing recreation services under their own agency's name, the
Recreation and Facilities Department was retitled as the Community Services Department. In addition to retaining
the Facility Rental program, specific departmental changes included the reassignment of Facilities Management
program oversight to the Community Development Department, the addition of a new Community Engagement
program, and the inclusion of the City Events and Community Grant programs.
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. With the
department providing oversight of the contract with LGS Recreation, the different event and grant programs, and a
variety of engagement programs and functions, existing Recreation and Facility Rental program staff have been
retained within the new Community Services Department.
DEPARTMENT OBJECTIVES
The Community Services Department, through its variety of service divisions, directly supports a number of the City
Council's Strategic Goals. Performance measures provide feedback on the Department attainment of these objectives.
Council Strategic Goal
Community Enrichment: Foster a community with an enriched and diverse culture and engaged community.
Department Objectives
• Enhance and promote healthier living in the community through providing a variety of high quality and
enjoyable activities that are convenient for residents and help create an engaged and vibrant community.
• Develop and cultivate organizational and leadership potential in local teens through Youth Commission
activities.
• Provide safe, affordable, clean, and enjoyable facilities for meetings, parties, receptions, and gatherings to
enhance and promote quality of life.
• Foster a more inclusive community for people of all ages, abilities, and cultures.
Council Strategic Goal
City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government
dedicated to delivering effective high -quality leadership for the community.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY SERVICES DEPARTMENT
Department Objectives
• Promote civic engagement in Saratoga youth through Youth Commission sponsored community events.
• Develop community partnerships with positive interaction through recreation programs and services.
BUDGET HIGHLIGHTS
The Community Services Department is a community -oriented department that seeks to proactively strengthen
relationships between the City and Saratoga residents and community organizations, bring greater awareness to City
programs and resources, provide an inclusive environment for all segments of the community, and provide space and
resources for residents to gather, celebrate, and build community.
The new department was formed as part of the Fiscal Year 2019/20 budget following the retirement of the City's
Recreation and Facilities Director and Council authorization of an agreement with LGS Recreation to provide
recreation services for the City of Saratoga. The Department includes recreation services provided through contract
with LGS Recreation, community engagement functions, the City's service and event grants, and the facility and park
rental program.
The Department's primary source of revenue comes from the facility and park rental program. Both the Joan Pisani
Community Center and Saratoga Prospect Center see frequent event rentals on weekends for birthday celebrations,
weddings, and other activities. Rental revenues in FY 2019/20 are expected to be lower than normal due to
construction in the courtyard outside of the Joan Pisani Community Center Multipurpose Room and Senior Center.
Additionally, rental revenues of the Warner Hutton House are projected to decrease following the loss of a frequent
renter.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY SERVICES DEPARTMENT
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Fees, Licenses and Permits
12,008
15,298
8,654
6,000
7,800
-
Charge for Services
617,303
569,845
521,174
497,800
360,917
17,500
Rental Income
440,088
427,152
384,390
348,425
367,106
336,950
Other Sources
2,506
20
92
-
235
100
TOTAL REVENUES
$ 1,071,905
$ 1,012,314
$ 914,310
S 852,225
S 736,058
$ 354,550
EXPENDITURES
Salaries and Benefits
677,759
683,349
590,045
760,163
486,136
431,088
Operating Expenditures
Materials & Supplies
34,212
27,196
20,555
35,150
13,879
21,200
Fees & Charges
29,087
150,803
28,679
45,360
13,469
3,400
Consultants & Contracts
407,783
376,952
302,906
389,500
515,756
9,400
Meetings, Events, Training
2,366
2,302
4,823
6,600
5,312
4,900
Community Events, Grants
202,525
222,127
233,336
285,429
242,667
308,636
Total Operating Expenditures
675,973
779,380
590,298
762,039
791,083
347,536
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
323,570
332,541
345,445
362,195
362,195
313,979
TOTAL EXPENDITURES
$ 1,677,302
$ 1,795,269
$ 1,5259789
$ 1,884,397
$ 1,639,414
$ 1,092,603
DEPARTMENTAL EXPENDITURES - BY PROGRAM
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
GENERAL FUND
Recreation Services
1,070,910
1,054,172
847,536
1,117,594
928,698
90,473
Facility Rentals
403,867
518,970
444,917
481,374
468,048
512,039
Commuity Engagement
-
-
-
-
-
174,353
City Events
13,306
21,883
9,363
52,200
23,635
62,200
Continuity Event Grants
41,464
47,473
60,313
45,500
42,881
56,900
Commuity Support Services Grants
147,755
152,772
163,659
187,729
176,151
196,637
TOTAL GENERAL FUND
1,677,302
$ 1,795,269
$ 1,525,789
1,884,397
1,639,414
1,092,603
TOTAL EXPENDITURES
$ 1,677,302
$ 1,795,269
$ 1,525,789
$ 1,8849397
$ 1,639,414
$ 1,092,603
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY SERVICES DEPARTMENT
DEPARTMENTAL ORGANIZATION CHART
Assistant CM/
Community Services
Director
Facility Comm Engagement
Rental Coordinator Coordinator
1.0 FTE 1.0 FTE
Facility
Maintenance Lead
.25 FTE
Facility
Maintenance Worker
.25 FTE
Stang Notes:
• The Assistant City Manager is assigned a total of .25 FTE to the Community Services Department. The remainder of the
assignments includes .50 FTE to oversee the City Manager's Department and .25FTE to the Emergency Preparedness
program in the Public Safety Department.
• Facility Maintenance Staff support the Facility Rentals program functions with .25 FTE each, but report to the Facility
Manager and are assigned to the Facility Maintenance Program in the Community Development Department.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY SERVICES DEPARTMENT
COMMUNITY SERVICES DEPARTMENT STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Assistant City Manager
-
-
-
-
0.25
Recreation & Facilities Director
0.65
0.65
0.40
0.40
-
Recreation Manager
-
-
-
1.00
Senior Recreation Supervisor
-
-
-
-
Recreation Supervisor
0.90
1.90
1.00
-
Recreation Coordinator - Lead
-
-
0.70
0.70
Recreation Coordinators
1.85
0.85
2.00
2.00
-
Community Engagement Coordinator
-
-
-
-
1.00
Facility Coordinator
0.60
0.60
0.60
0.60
' 1.00
Office Specialist II/III
1.00
1.00
-
-
-
Facility Maintenance Manager
1.00
1.00
1.00
1.00
-
Facility Maintenance Lead
1.00
1.00
1.00
1.00
0.25
Facility Maintenance Worker 1/11/111
1.00
1.00
1.00
1.00
0.25
TOTALFTE's
8.00
8.00
7.70
7.70
2.75
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Facility Attendents
1,900
1,900
2,500
Recreation Leaders
2,004
2,004
-
Graphic Design Assistant
850
-
-
Recreation Intern
480
-
348
Asst Recreation Coordinator
-
1,000
-
-
TOTAL ANNUAL HOURS
5,234
4,904
-
348
2,500
COMMUNITY SERVICES DEPARTMENT STAFF - BY PROGRAM
City Staff by Program
2015/16
2016/17
2017/18
2018/19
2019/20
Funded
Funded
Funded
Funded
Funded
Recreation Services
3.55
3.55
3.35
3.35
0.05
Teen Services
0.30
0.25
0.30
0.30
-
Community Engagement
-
-
-
-
1.15
Facililty Rentals
1.30
1.35
1.35
1.35
1.55
Facility Maintenance
2.85
2.85
2.70
2.70
-
City Events Program
-
-
-
-
Community Event Grant Program
Community Support Grant Program
-
-
-
-
-
Total Community Services Staff
8.00
8.00
7.70
7.70
2.75
(Formerly Recreation & Facilities)
Staffallocationsin other Department Programs
Non -Departmental: RiskManagement
0.30
0.30
0.30
0.30
-
Public Safety: Emergency Preparedness
0.05
0.05
0.30
0.30
TOTALS
8.35
8.35
8.30
8.30
2.75
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY SERVICES DEPARTMENT
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
RECREATION SERVICES OVERVIEW
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 will offer 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.
BUDGET HIGHLIGHTS
Notable Budget Changes
No operational revenues are projected for FY 2019/20, however the City does expect that LGS Recreation
will reimburse the City for City of Saratoga Recreation receipts received by LGS Recreation for classes that
occur prior to July 1 It. As the amount is undeterminable as of the proposed budget date, an estimate was not
included. Reimbursement revenue will be included in the final adopted budget document.
Budgeted expenditures decreased substantially as staffing and operational expenses will be the responsibility
of LGS Recreation. A minimal amount of staffing and facility related internal services charges will continue
to be charged to the Recreation Services program.
With LGS Recreation taking over recreation programming for the City of Saratoga, the Recreation Services section
of the budget captures combined historical information related to both Recreation and Teen Services programs as the
Teen Services program was eliminated.
In accordance with the agreement, no revenues will be earned in Fiscal Year 2019/20, however the City anticipates
some reimbursement funding from LGS Recreation for class receipts they received in FY 2018/19 for classes that are
provided up until July 1st. The Recreation Program will receive lease revenue in future fiscal years per the agreement
with LGS Recreation.
The FY 2019/20 expenditure budget reflects a minimal amount of ongoing staffing oversight and for internal service
charges associated with maintaining the Community Center.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
RECREATION SERVICES
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
2016/17
2017/18 2018/19
2018/19 2019/20
Actuals
Actuals
Actuals Adjusted
Actual Adopted
REVENUES
Fees, Licenses and Permits
12,008
15,298
8,654 6,000
7,800
Charge for Services
617,303
569,845
521,174 497,800
360,917
Rental Income
-
-
- -
-
Other Sources
1
20
92
235
TOTALREVENUES
$ 629,311
$ 585,163
$ 529,919
$ 503,800
$ 368,952
$ -
EXPENDITURES
Salaries and Benefits
504,880
514,984
389,725
518,724
253,911
11,944
Operating Expenditures
Materials & Supplies
30,281
23,934
17,597
29,400
11,549
-
Fees & Charges
28,922
34,986
19,473
45,000
13,053
-
Consultants & Contracts
405,629
376,438
302,038
388,500
515,059
2,000
Meetings, Events, Training
2,292
1,969
4,550
6,000
5,157
-
Total Operating Expenditures
467,123
437,326
343,657
468,900
544,818
2,000
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
98,907
101,862
114,154
129,970
129,970
76,529
TOTAL EXPENDITURES
$ 19070,910
$ 1,0549172
$ 8479536
$ 1,117,594
$ 928,698
$ 90,473
FY 2019/20 WORKPLAN PRIORITIES
Recreation Services - Through an agreement with LGS Recreation, provide a variety of high quality, safe, affordable,
and enjoyable activities that are convenient for residents.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
RECREATION SERVICES
KEY SERVICES
• Provide for classes and activities for all ages and a wide array of interests.
• Provide Health and Fitness and Arts and Enrichment programs with age -appropriate activities that build
developmental assets for youth and adults that will give them life skills for the future.
RECREATION SERVICES STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Assistant City Manager
-
-
-
-
0.05
Recreation & Facilities Director
Recreation Manager
0.30
-
0.30
-
0.20
-
0.20
0.85
' -
Senior Recreation Supervisor
-
-
-
-
Recreation Supervisor
0.85
1.65
0.85
-
Recreation Coordinator - Lead
-
-
0.70
0.70
Recreation Coordinators
1.65
0.85
1.60
1.60
Community Engagement Coordinator
Facility Coordinator
-
-
-
-
Office Specialist 11/III
0.75
0.75
Facility Maintenance Manager
-
-
Facility Maintenance Lead
Facility Maintenance worker I/11/111
-
-
-
-
TOTALFTE's
3.55
3.55
3.35
3.35
0.05
Temporary Staff
2015/16
2016/17 2017/18
2018/19 2019/20
ANNUALHOURS
Funded
Funded Funded
Funded Funded
Recreation Leaders
2,004
2,004
Graphic Design Assistant
850
-
-
Recreation Intem
480
-
348
Asst Recreation Coordinator
-
1,000
-
TOTAL ANNUAL HOURS
3,334
39004 -
348 -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
RECREATION SERVICES
PERFORMANCE OBJECTIVES & MEASURES
2015/16 2016/17 2017/18 2018/19 2019/20
Actuals Actuals Actuals Actuals Budget
1. Promote healthy lifestyles and personal growth through organized
recreation activities.
a. Offer a variety of new and ongoing recreation activities:
1,214 1,200 1,081 1,200 n/a
b. Percentage of recreation class participants which agreed
100% 100% 100% 100% n/a
recreation activities contribute to healthy lifestyle and personal
growth:
c. Number of Recreation Activity Guides published each year
4 4 3 3 n/a
which include "Healthy Lifestyle" educational information:
2. Partner with the community to improve the quality of life for
children, teens, adults, andfamilies.
a. Number of independent instructors providing quality recreation
56 61 60 66 n/a
activities:
b. Percentage of Saratoga "households" using online registration
54% 29% 35% 39% n/a
software to register for recreation activites:
c. Percentage of recreation class participants which agreed
activities met or exceeded expectations:
89% 100% 100% 100% n/a
3. Oversee Los Gatos Saratoga Recreation District contract to
ensure service terms are met.
a. Meet with LGSR staff quarterly to review service levels meet
n/a n/a n/a n/a Yes
or exceed past City -run service levels:
ACTIVITY & WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of recreation activity hours offered:
8,959
5,699
6,500
7,100
n/a
2. Number of participant registrations:
7,445
5,818
5,790
6,000
n/a
3. Number of online registrations:
1,518
1,319
2,026
2,340
n/a
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY RENTALS OVERVIEW
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. The focus is to
provide clean, safe, and affordable space to the community for social, religious, educational, family and community
groups. Rental discounts are provided to residents and non-profit groups in the effort to encourage community
building.
BUDGET HIGHLIGHTS
Notable Budget Changes:
Facility rental revenues are expected to decrease slightly during the first part of the fiscal year primarily due
to construction activity in the garden patio area outside of the Joan Pisani Community Center Multipurpose
Room and Saratoga Senior Center and loss of a longstanding renter at the Warner Hutton House
A new revenue stream is the reimbursement for Facility Attendant staffing provided by the City for LGS
Recreation operations.
Facility rental rates were modestly adjusted in the Fiscal Year 2019/20 Fee Schedule to better align with
comparable facilities
Construction on the garden patio area outside of the Joan Pisani Community Center Multipurpose Room and Senior
Center is slated to take place during the summer months, with completion planned in the fall. The project will include
new bocce ball courts, seating areas, and other improvements to make the area more attractive and usable. Many of
the renters of the Multipurpose Room and Senior Center enjoy access to the patio. As a result, there are fewer summer
2019 rentals and rental income revenues are projected to decrease in Fiscal Year 2019/20. Further reductions occurred
in Fiscal Year 2018/19 from the loss of a long-term tenant that had been using the Warner Hutton House for weekly
church services.
Expenditures for this program reflect salary and benefit costs for the Facility Coordinator to market and rent the
facilities, Facility Maintenance Workers to clean the facilities, and temporary Facility Attendant staff who are utilized
to supervise the City's facilities during evenings and weekends.
Funding for Materials and Supplies in Fiscal Year 2019/20 has been slightly increased to provide funding for small
facility -related purchases, such as trash receptacles.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY RENTALS
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actuals
Actuals
Adjusted
Actual
Adopted
REVENUES
Charge for Services
-
-
-
-
-
15,600
Rental Income
440,088
427,152
384,390
348,425
367,106
336,950
Other Sources
-
-
-
-
-
-
TOTAL REVENUES
$ 440,088
$ 427,152
$ 384,390
S 348,425
$ 367,106
$ 352,550
EXPENDITURES
Salaries and Benefits
172,879
168,365
200,320
241,439
232,225
272,308
Operating Expenditures
Materials & Supplies
3,931
3,262
2,958
5,750
2,329
11,150
Fees & Charges
165
115,817
9,206
360
416
800
Consultant & Contracts
2,154
514
868
1,000
697
6,500
Meetings, Events, Training
74
333
274
600
156
600
Total Operating Expenditures
6,325
119,926
13,306
7,710
3,598
19,050
Internal Service Charges
224,663
230,678
231,291
232,225
232,225
220,681
TOTAL EXPENDITURES
$ 403,867
$ 518,970
$ 444,917
$ 481,374
$ 468,048
$ 512,039
FY 2019/20 WORKPLAN PRIORITIES
Environmental Sustainability - The Facility Rental division will continue implementing environmental best practices
to promote sustainability, educating and encouraging all users to follow existing green building practices, including
reducing, reusing, and recycling for facility and park rentals.
Facility Rentals - Facilities staff strive to provide 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY RENTALS
KEY SERVICES
• Provide safe, pleasant, and clean facilities for use by the public 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.
FACILITY RENTALS STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Assistant City Manager
-
-
-
-
0.05
Recreation & Facilities Director
0.05
0.05
0.10
0.10
-
Recreation Manager
-
-
-
0.05
Senior Recreation Supervisor
-
-
-
Recreation Supervisor
0.05
0.05
Recreation Coordinator - Lead
-
-
-
Recreation Coordinators
0.20
0.20
Community Engagement Coordinator
-
-
-
-
-
Facility Coordinator
0.60
0.60
0.60
0.60
1.00
Office Specialist 11/III
0.25
0.25
-
-
-
Facility Maintenance Manager
0.10
0.10
0.10
0.10
-
Facility Maintenance Lead
0.10
0.10
0.10
0.10
0.25
Facility Maintenance Worker I/11/111
0.20
0.20
0.20
0.20
0.25
TOTAL FTE's
1.30
1.35
1.35
1.35
1.55
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Facility Attendents
1,900
1,900
2,500
Recreation Leaders
-
-
-
Graphic Design Assistant
Recreation Intern
Asst Recreation Coordinator
-
-
-
TOTAL ANNUAL HOURS
1,900
1,900
2,500
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY RENTALS
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Provide safe, functional, and attractive City buildings for
community use and enjoyment of the public.
a. According to facility rental survey, the percentage of visitors
100%
100%
100%
100%
100%
who felt their visit to the facility was clean, comfortable, and
safe:
b. Percentage of customers which agreed facilities met or exceeded
100%
100%
100%
100%
100%
expectations:
2. Provide safe, functional, and attractive City buildings for the
provision of City services.
a. Percentage of surveyed visitors which agreed the facility was 100% 100% 100% 100% 100%
clean, comfortable, and safe:
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
Actuals
2016/17
Actuals
2017/18
Actuals
2018/19
Actuals
2019/20
Budget
1. Number of facility rental applications processed:
950
991
1,015
1,000
800
2. Number of fee -based and no -charge (for City meetings, events, etc.)
18,110
5,520
4,830
5,000
4,500
facility rental hours for public use:
3. Average dollars per receipt:
$215
$223
$241
$245
$350
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY ENGAGEMENT OVERVIEW
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.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• The new Community Engagement Program will include a new Community Engagement Coordinator position
and a portion of the new Assistant City Manager position
• Expenditures include funding for various engagement efforts, including dances for individuals with
disabilities
Community Engagement Program revenues are expected to be very modest and will consist primarily of donations
and fees for programs like Youth in Government.
Direct costs for this program are minimal. Expenditures for this program reflect salary and benefit costs for
Community Engagement staff.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY ENGAGEMENT
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actual Adopted
REVENUES
Fees, Licenses and Permits -
Charge for Services 1,900
Rental Income -
Other Sources 100
TOTALREVENUES $ - $ - $ - $ - $ - $ 2,000
EXPENDITURES
Salaries and Benefits 139,734
Operating Expenditures
Materials & Supplies 10,050
Fees & Charges 2,600
Consultants & Contracts 900
Meetings, Events, Training 4,300
Total Operating Expenditures 17,850
Fixed Assets -
Internal Service Charges 16,769
TOTAL EXPENDITURES $ - $ - $ - $ - $ - $ 174,353
FY 2019/20 WORKPLAN PRIORITIES
Program Development — During FY 2019/20, there will be a significant focus on developing and defining community
engagement efforts, in addition to maintaining the existing programs and activities.
School Partnerships — The City has enjoyed positive working relationships with schools in the area for many years.
One of the goals for the new program is to further strengthen partnerships with Saratoga -area schools.
Individuals with Disabilities — Another area of focus for the Community Engagement program will be to identify
ways to better serve individuals with disabilities and provide a more welcoming environment for this segment of the
Saratoga community.
Age Friendly — In addition to engaging the youngest members of the community and individuals with disabilities,
another priority will be to encourage engagement of older adults and to support Saratoga's Age Friendly efforts to
encourage intergenerational connections, services and infrastructure that allow older adults to age in place, and
opportunities to keep older adults active and involved in the community.
Community Partners — As the City seeks to further engage residents, it will also be working to 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY ENGAGEMENT
KEY SERVICES
• 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.
COMMUNITY ENGAGEMENT STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Assistant City Manager
0.15
Recreation & Facilities Director
-
Recreation Manager
Senior Recreation Supervisor
Recreation Supervisor
Recreation Coordinator - Lead
Recreation Coordinators
-
Community Engagement Coordinator
1.00
Facility Coordinator
-
Office Specialist II/III
Facility Maintenance Manager
Facility Maintenance Lead
Facility Maintenance Worker 1/11/111
-
TOTAL FTE's
-
-
-
-
1.15
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Facility Attendents
Recreation Leaders
Graphic Design Assistant
Recreation Intern
Asst Recreation Coordinator
TOTAL ANNUAL HOURS
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY ENGAGEMENT
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Partner with the community to improve the quality of life for teens.
a. Percentage of time Community Services staff member attends
100%
100%
100%
100%
100%
Youth Commission meetings:
b. Provide a teen internship program in local government
n/a
n/a
n/a
Yes
Yes
2. Promote healthy lifestyles and personal growth through organized
recreation activities.
a. Provide community activities to build stronger community
n/a
n/a
Yes
Yes
Yes
relationships
3 Develop and broaden services for underserved populations
a. Develop and provide services and events for individuals with
n/a
n/a
Yes
Yes
Yes
Special Needs
b. Provide opportunities for individuals with Special Needs to
n/a
n/a
Yes
Yes
Yes
engage with the City.
c. Strengthen relationship swith community -based organizations
n/a
n/a
Yes
Yes
Yes
that serve target populations, such as older adults and at -risk
4 Enhance culture and community through Public Art:
a. Provide opportunities for community engagement in
n/a
n/a
Yes
Yes
Yes
public art.
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of teen-age volunteer service hours offered:
3000
1393
1890
2030
2100
2. Number of teen-age volunteers:
40
59
50
55
60
3 Number of utilty boxes painted through Paint the City:
n/a
n/a
7
5
5
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY FUNDED EVENTS OVERVIEW
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. To that end, 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.
No staff are assigned to this portion of the budget as assigned event staffing may vary and change from year to year.
As a result, there are no expenditures for salary or benefits, a schedule of staff, or performance measures.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• The City Events portion of the budget include a new line item for dances and special events because of the
Recreation Services transition to LGS Recreation
• State of the City costs are projected to be higher than normal in FY 2019/20, because two State of the City
events will take place during that fiscal year
City -sponsored events, such as Arbor Day, Outdoor Movie Nights, and certain components of the Holiday Tree
Lighting event are funded through the City Funded Events Program. Funding for dances for individuals with
disabilities and other engagement evens has been added as part of the Fiscal Year 2019/20 budget. This program also
supports events that are co -hosted by the City and another organization, such as the Living Room Conversation
monthly series coordinated in partnership between the City and Saratoga Ministerial Association.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY EVENTS
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actual Actuals Adjusted Actuals Adopted
REVENUES
Other Sources 2,506
TOTAL REVENUES $ 2,506 $ - $ - $ - $ - $ -
EXPENDITURES
Salaries and Benefits
Operating Expenditures
Materials & Supplies
Fees & Charges
Consultant & Contract Services -
Meetings & Training - - - - - -
Community Grants & Events 21,637 36,140 27,009 52,200 23,635 62,200
Total Operating Expenditures 21,637 36,140 27,009 52,200 23,635 62,200
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES $ 21,637 $ 36,140 $ 27,009 $ 52,200 S 23,635 S 62,200
FY 2019/20 WORKPLAN PRIORITIES
Individuals with Disabilities — An area of focus for the Community Services Department is to better engage and serve
individuals with disabilities by creating a welcoming environment for this segment of the Saratoga community through
dances and other activities.
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.
KEY SERVICES
• Build community and sense of civic pride.
• Increase partnerships and opportunities for collaboration with local organizations that serve Saratoga residents.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY EVENTS
CITY EVENTS GRANT FUNDING - S YEAR HISTORY
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Adopted
City Celebrations
Roadway Improvement Events
219
52
500
Parks, Trails, Open Space Events
4,706
-
14
200
State of the City Event
-
6,334
3,027
10,000
City's 60th Anniversary
-
12,799
-
-
-
Village Celebrations
Village Tree Lighting Event
986
2,572
1,250
1,500
3,000
Car Show Street Closure
8,331
7,833
17,645
17,000
20,000
2nd Street Closure Event
-
-
-
-
10,000
Citywide Programs
America in Bloom
-
2,952
-
-
-
Community Events
Outdoor Movie Nights
7,353
3,338
4,968
4,704
6,000
Arbor Day Celebration
42
314
21
-
500
Living Room Conversations
-
-
31
51
500
Public Safety Events
-
380
3,000
Dance & Special Events
-
5,000
Color Dash
-
-
-
-
3,500
Total Annual Sponsored Events
21,637
36,140
27,009
23,635
62,200
Total Community Event Funding
21,637
36,140
27,009
23,635
62,200
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY EVENTS
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY EVENTS GRANT PROGRAM OVERVIEW
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 unsecured funding allocations. The City
Council has identified several cornerstone events that now receive secured grant funding. The organizers of these
events do no not have to go through a formal application process to receive grant funding. Those seeking unsecured
grant fund may apply during the annual application process.
In April 2019, the City Council refined the guidelines for the event grant program. All event grants, including secured
and unsecured grants, must meet the following criteria:
• Must be 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.
No staff are assigned to this portion of the budget. As a result, there are no expenditures for salary or benefits, a
schedule of staff, or performance measures.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• The secured grant amount for the Saratoga Chamber of Commerce was increased from $8,000 to $9,500
• The Saratoga Chamber of Commerce received a one-time increase in grant funding for the 10' Anniversary
of the Chamber Car Show
• The secured grant amount for the Saratoga Village Development Council was reduced from $3,500 to
$2,000
For Fiscal Year 2019/20, the City Council allocated $31,000 towards secured, traditional events/organizations.
Additionally, the Chamber of Commerce received a one-time increase in funding in the amount of $11,000 for the
annual Car Show. The Chamber will be celebrating the loth anniversary of the Car Show in July 2019 and the
additional funds will help cover costs associated with special anniversary activities. A total of $9,900 was granted to
unsecured grant applications.
The event grants awarded by the City Council help 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. Community sponsored events include: the ever -popular traditional Blossom Festival and
Independence Day Celebrations that bring Saratogans together; Mosaic Saratoga and Muslim Cultural Day to celebrate
cultures; Celebrating Differences and Day of Social Action and Helping Others to create a more inclusive and
welcoming community; and arts and entertainment events like Saratoga Community Band performances.
With the propulsion of the Neighborhood Watch program in FY 2016/17, Council decided to provide grants of $300
per neighborhood as an incentive for neighbors to have a block party or buy resources to promote Effective FY
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY EVENT GRANT PROGRAM
2017/18, these grants are funded through this program. Public Safety event funding was added in FY 2018/19 to
support Neighborhood Watch gathers, a Neighborhood Watch/CERT coordination event, and a public safety fair.
FUND FINANCIALS
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actual Actuals Adjusted Actuals Adopted
REVENUES
Other Sources - -
TOTAL REVENUES $ - $ - $ - $ - $ - S
EXPENDITURES
Salaries and Benefits - -
Operating Expenditures
Materials & Supplies - -
Fees & Charges - -
Consultant & Contract Services - -
Meetings & Training - - - - - -
Community Grants & Events 33,133 33,215 42,668 45,500 42,881 56,900
Total Operating Expenditures 33,133 33,215 42,668 45,500 42,881 56,900
Fixed Assets - - - - - -
Internal Service Charges - - - - - -
TOTAL EXPENDITURES $ 33,133 $ 33,215 $ 42,668 $ 45,500 $ 42,881 $ 56,900
KEY SERVICES
• Build community and sense of civic pride.
• Celebrate the many different segments of Saratoga's community.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY EVENT GRANT PROGRAM
COMMUNITY EVENTS GRANT FUNDING - 5 YEAR HISTORY
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Adopted
Chamber of Commerce Events
Misc Chamber Festivals
7,927
4,168
8,000
7,996
9,500
Community Celebrations
City Neighborhood Celebrations
2,995
-
-
-
-
Montalvo Celebrations
-
3,911
2,280
1,352
2,000
Blossom Festival
4,484
4,290
5,000
4,768
5,000
Girl Scout Crafts - Blossom Festival
-
-
160
312
300
Saratoga Community Band
720
750
1,000
1,000
1,000
Opera in the Park
1,750
2,778
2,480
806
-
Saratoga Symphony
-
-
-
-
600
Day of Social Action/Helping Others
-
-
-
2,000
Saratoga Grammar School Reunion
1,000
-
-
-
Cultural Celebrations
Bollywood
522
-
-
-
-
Chinese Autumn Festival
320
350
343
-
-
Hakone Matsuri
5,000
4,630
5,000
4,857
5,000
Shushan County Fair
-
-
2,590
2,000
-
Mosaic Saratoga
-
-
-
2,080
2,000
Celebrating Differences
-
-
-
-
500
CA Holocaust Action & Awareness
-
-
-
1,800
-
Muslim Cultural Day
-
-
-
-
2,000
Holiday Celebrations
-
Memorial Day Event
1,000
1,000
872
352
1,000
Odd Fellows Easter Event
347
600
540
500
500
Fourth of July Event
2,670
2,190
1,817
1,753
2,500
Healthy City Events
Relay for Life Saratoga
-
4,630
2,580
-
-
SASCC Health Fair
3,970
3,298
4,180
4,805
5,000
Saratoga Village Events
Saratoga Village Dev Council Events
428
620
971
3,500
2,000
Classic Car Show
-
-
4,855
4,995
5,000
loth Anniversary Classic Car Show
-
-
-
-
11,000
Total Community Event Grants
33,133
33,215
42,668
42,876
56,900
Total Community Event Fun ding
33,133
33,215
42,668
42,876
56,900
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY EVENT GRANT PROGRAM
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY SUPPORT SERVICES PROGRAM OVERVIEW
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.
No staff are assigned to this portion of the budget. As a result, there are no expenditures for salary or benefits, a
schedule of staff, or performance measures.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• Expenditure levels remain consistent with Fiscal Year 2018/19 with modest increases based on contractual
agreements with several community support organizations
Non -Profit community support organizations are vital to the Saratoga community. These organizations perform a
variety of functions, from serving as a safety net for vulnerable populations to creating a more vibrant business
community. The City provides both in -kind and monetary funding to assist a number of these non-profit and volunteer -
based groups in Saratoga.
SASCC receives both in -kind funding (community center facility use, maintenance services, and other staff assistance)
and monetary support to run the senior center for social groups, class instructions, and the adult day care program.
SASCC does not generate sufficient fee -based services from these vital senior services, so is dependent on City and
CDBG funding support.
The Council provides community service support grant funding to non-profit group programs that deliver crucial
support to members of the Saratoga community who are most in need. The West Valley Community Services receives
funding from the City to operate a mobile food pantry that visits Saratoga several times a week and provide food,
housing, and support services to low income and homeless individuals and families in Saratoga. The Catholic Charities
Ombudsmen receives support of their advocacy for residents in long-term care facilities and the United Way receives
annual funding for the Call Center program that helps residents connects with a myriad of services and resources. An
additional $20,000 is set aside to support a Sr. Transportation funding program.
Additional community grants include a $25,000 grant awarded to the Santa Clara County FireSafe Council to provide
wildfire prevention and preparedness services to Saratoga residents; the Chamber of Commerce receives more than
$15,000 in annual funding to help in their support of Saratoga businesses; and another $10,000 is set aside to provide
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY SUPPORT SERVICES GRANT PROGRAM
funding for various volunteer projects, such as faith -based groups and Eagle Scout nominees who undertake a City
improvement project.
FUND FINANCIALS
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actual Actuals Adjusted Actuals Adopted
REVENUES
Other Sources
TOTAL REVENUES $ - $ - $ - $ - $ - $ -
EXPENDITURES
Salaries and Benefits - - - - - 7,102
Operating Expenditures
Materials & Supplies - - - - - -
Fees & Charges - - - - -
Consultant & Contract Sery - - - - -
Meetings & Training - - - - - -
Community Grants 147,755 152,772 163,659 187,729 176,151 189,536
Total Operating Expenditures 147,755 152,772 163,659 187,729 176,151 189,536
TOTAL EXPENDITURES $ 147,755 $ 152,772 $ 163,659 $ 187,729 $ 176,151 $ 196,637
KEY SERVICES
• 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY SUPPORT SERVICES GRANT PROGRAM
FY 2019/20 SCHEDULE
Community Services Support
SASCC Senior Services
Adult Care Support
RYDE Program - Sr. Transportation
KSAR Community Access Grant
Chamber of Commerce
West Valley Community Services
United Way 211 Funding
Catholic Charities Ombudsmen Funding
Volunteer Project Funding
SCC FireSafe Council - Fuel Reduction Service:
Neighborhood Watch Grant
2015/16 2016/17 2017/18 2018/19 2019/20
Actuals Actuals Actuals Actuals Budget
40,096
40,669
41,259
41,686
42,728
22,000
22,000
22,000
22,550
23,114
-
-
19,000
20,000
20,000
25,540
35,743
-
-
-
20,119
14,360
14,792
15,236
15,693
8,000
8,000
8,000
28,000
28,000
2,000
2,000
2,000
2,000
2,000
5,000
5,000
5,000
5,000
5,000
-
-
7,175
10,000
10,000
25,000
25,000
25,000
25,000
25,000
-
-
19,433
18,000
18,000
Total Community Support Services Grants 147,755 152,772 163,659 187,472 189,535
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY SUPPORT SERVICES GRANT PROGRAM
:-i
FAR
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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 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. Deputies and detectives dedicated to the cities of Saratoga,
Cupertino, and the Town of Los Altos Hills are collectively known as the West Valley Division. The Sheriff s sub-
station, with dedicated managerial and administrative support for the division, is located on the Cupertino/Saratoga
border. The assigned Captain in charge represents the Chief of Police for each of the three cities.
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. As of FY
2018/19, Saratoga's SVRIA charges began flowing through the Sheriffs Office law enforcement contract as
operational services migrate from a jurisdiction basis to a user fee basis. In the years prior, the City paid the
membership contribution directly to SVRIA.
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. To this end, 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.
The City Council has identified support of basic Public Safety services as their number one service priority, and
recognize that these external agencies provide the operational and managerial staffing necessary to carry out this
function. The City's staff assignment for this function are primarily focused on emergency preparation and cost -
recovery planning efforts.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC SAFETY SERVICES DEPARTMENT
DEPARTMENT OBJECTIVES
Council Strategic Goal
Public Safety: Provide for a safe and secure community.
Department Objectives
• Preservation of life and property: Ensure effective enforcement of regulations, codes and law in order to
maintain a safe and secure community
• Crime Prevention: Build relationships and engage community participation in crime prevention awareness,
implement crime prevention programs such as Neighborhood Watch, and utilize social media and other
communication platforms to enhance public outreach
• Emergency Preparedness: Prepare and maintain Emergency Operations Plans; develop both staff and the
community's emergency awareness and readiness; and prepare for inter-agency/multi-agency coordination
during emergencies through training and exercises
BUDGET HIGHLIGHTS
The Public Safety Services and Emergency Preparedness operations are primarily based on external agency support
under a contract service arrangement with the Sheriff's Office, and a cooperative partnership with Santa Clara County
Fire. In past years, Fire staff had provided hands on support, but in more recent years, City staff has taken on more
of the emergency preparedness oversight. As a result, more and more of staffs time and duties has been dedicated to
preparing for and addressing emergency response and cost recovery efforts. With the retirement of the City's Risk
Manager who provided direct Emergency Preparedness oversight, .25 FTE of the Assistant City Manager will be
allocated to the Emergency Preparedness program beginning FY 2019/20.
Departmental revenues are primarily related to Sheriff Service activities. This includes funding from Public Safety
Tax, the annual SLESF/COPS Grant, Vehicle Abatement Fees, Vehicle Code Bail & Fines, Parking Citations, and
False Alarm Fines. The Sheriff's contract is structured to bill the City monthly based on an annual estimate. At year-
end, service costs are reconciled to determine actual costs. The Sheriff's Office issues the City a reimbursement if
expenditures are less than the estimated annual fee. As this refund amount, if any, is undeterminable in advance, the
City does not include a revenue projection in the budget.
Additional Public Safety revenue is received from the San Jose Animal Control Services for fees collected from
Saratoga residents for licensing, impound, quarantine, and boarding fees. Emergency Preparedness program revenues
are limited to grant reimbursements, which in recent years was limited to FEMA's 50 percent reimbursable EMPG
grants.
Public Safety Service expenditures consist mainly of administrative fees and contract service charges for Sheriff
Services, Cal -ID, and the San Jose Animal Services contract. The Sheriff Services expenditure is the only area of
significant budget growth in this program from year to year.
Emergency Preparedness expenditures are typically stable. However, with the long time Emergency Preparedness
coordinator retiring, additional budget funding was added to utilize a consultant for the preparation of an Emergency
Operations Plan annex. Annexes are specific plans that coordinate with the larger EOP, and there are a number of
annexes to be developed or updated in the upcoming years. The remainder of budgeted expenses are consistent with
prior years.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC SAFETY SERVICES DEPARTMENT
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actuals Adopted
REVENUES
IntergovenunentalRevenues
243,478
260,237
305,190
255,000
298,406
275,000
Charge for Services
18,838
25,956
20,687
20,000
22,605
20,000
Other Sources
169,418
169,716
130,372
115,500
240,388
105,500
TOTAL REVENUES
$ 431,735
$ 455,909
$ 456,249
$ 390,500
$ 561,400
$ 400,500
EXPENDITURES
Salaries and Benefits
13,137
13,354
84,831
89,778
99,488
59,719
Operating Expenditures
Materials & Supplies
8,414
5,661
48,526
11,200
9,161
11,200
Fees & Charges
40,896
41,901
41,365
9,450
7,240
9,410
Consultants & Contract Svcs
5,157,244
5,375,092
5,517,918
5,879,322
5,879,322
6,302,352
Meetings, Events & Training
76
1,160
3,676
5,400
712
5,800
Total Operating Expenditures
5,206,630
5,423,815
5,611,485
5,905,372
5,896,434
6,328,762
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
6,087
6,591
8,841
8,484
8,484
8,225
TOTAL EXPENDITURES
$ 5,225,854
$ 5,443,759
$ 5,705,157
$ 6,003,634
$ 6,004,406
$ 6,396,706
DEPARTMENTAL EXPENDITURES - BY PROGRAM
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actuals Adopted
GENERAL FUND
Public Safety Services $ 5,161,618 $ 5,380,359 $ 5,522,427 $ 5,885,822 $ 5,883,524 $ 6,283,852
Emergency Preparedness 64,236 63,400 182,730 117,812 120,882 112,854
GENERAL FUND PROGRAMS $ 5,225,854 $ 5,443,759 $ 5,705,157 $ 6,003,634 $ 6,004,406 $ 6,396,706
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC SAFETY SERVICES DEPARTMENT
DEPARTMENTAL ORGANIZATION CHART
Public Safety Emergency Preparedness
SCC Sheriff's Office SCC Office of Emergency Services
San Jose Animal Care & Services SCC Fire Department
Saratoga CERT
City of Sar4tog,a Staff
Assistant
City Manager
.25 FTE
Note — External agencies and community groups that support Public Safety program operations through assigned or
volunteer staff are identified above for clarification of program resources.
PUBLIC SAFETY DEPARTMENT STAFF
City staff 2015/16 2016/17 2017/18 2018/19 2019/20
FULL-TIME EQUIVALENTS (FTE's) Funded Funded Funded Funded Funded
Assistant City Manager - - - - 0.25
Recreation & Facilities Director 0.05 0.05 0.30 0.30 -
TOTALFTE's
0.05
0.05
0.30
0.30
0.25
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUAL HOURS
Funded
Funded
Funded
Funded
Funded
Temporary Staff
TOTAL ANNUAL HOURS
-
-
-
-
PUBLIC SAFETY DEPARTMENT STAFF
- BY PROGRAM
2015/16
2016/17
2017/18
2018/19
2019/20
City Staff by Program
Funded
Funded
Funded
Funded
Funded
Public Safety
-
-
-
-
-
Emergency Preparedness
0.05
0.05
0.30
0.30
0.25
TOTALS
0.05
0.05
0.30
0.30
0.25
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC SAFETY OVERVIEW
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 "121 safest city in the nation."
The current contract with the Sheriff's Office provides basic patrol, traffic, and law enforcement services. Over the
years, services have increased and decreased, based on need and funding availability. After a slowing of the economy
in 2004, and the State's borrowing of City Property Taxes, traffic enforcement hours were reduced effective with the
FY 2005/06 budget. The passage of AB 117 in late 2006 allowed a return of slightly more than 1% of the City's
property tax revenues to the City, thereby alleviating some of the fiscal cutbacks. Council augmented the Sheriff's
contract by adding a school resource officer and increasing patrol service hours. Subsequently, another 200 hours of
Investigative hours were added in FY 2009/10. In FY 2011/12, due to severe economic limitations from the recession,
traffic enforcement was reduced by 1,492 patrol hours. After several years of economic growth, Council added 1,800
hours of traffic enforcement beginning in FY 2014/15. These additional hours focus on heavy traffic times and
locations, during morning drop-off and afternoon pick-up at school locations. As a result of the additional traffic
enforcement deputy, the number of moving violation citations increased in the school zones, leading to a slight uptick
in revenues. The deputy also held several meetings with both school and city staff to promote traffic safety awareness
that led to a significant decrease in property and injury collisions. As a result, moving violation revenues have
decreased with better awareness.
The City also contracts with San Jose Animal Care and Services (SJACS) for animal related services, including: the
pick-up of stray, injured, or dead animals; complaint investigations; shelter for abandoned, impounded, lost, or stray
animals; quarantine and testing of animals; medical services; and licensing of animals.
BUDGET HIGHLIGHTS
Notable Budget Changes
• The FY 2019/20 Sheriff Office services contract increased by $377,000 from the prior year
• The FY 2019/20 Animal Services contract increased by $21,404
General Fund revenue is the primary funding source for Public Safety, but the City also receives approximately
$400,000 of external funding support from public safety related operational activities and state funding. The State's
Supplemental Law Enforcement Services Fund (SLESF) provides the City with a $135,000 grant for the enhancement
of public safety services. Under the Governor's FY 2011/12 State Budget, SLESF funding was initially eliminated,
and then under a political agreement, was "permanently" reinstated through a swap in which the State took the City's
VLF revenues in exchange. Another $125,000 will come from an allocated share of the State's Public Safety Sales
Tax (Proposition 172). The City expects approximately $90,000 in Vehicle Code Bails and Fines, another $20,000 in
San Jose Animal Control revenue, and $14,000 in Parking Citation revenue. False Alarm Fines have fallen
significantly to approximately $1,500.
Operational funding has decreased from prior years due to a number of factors. Vehicle Code Bail & Fines Revenue
declined with higher administrative fees and reductions in citations; Council direction to increase the focus to property
crimes has reassigned patrol deputies to burglary suppression and apprehension of suspects, thereby impacting the
overall number of parking and moving violation citations. Budgeted False Alarm fine revenue decreased due to the
change in the fine structure to allow an additional false alarm call as a warning prior to a fine being issued, and the
first fine amount lowered to $50 from $100. The Animal Control agency revenues represent charges to Saratoga
residents for boarding, licenses, and fines. This revenue amount decreased with a decrease in services provided in FY
2017/18, and appears to be remaining at this lower service levels in the years since.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC SAFETY
The City's contract for Public Safety services with the Santa Clara County Sheriff's Office calls for annual increases
based on the lesser of either compensation increases, or CPI plus 2% for each individual year, with the increase in
Ca1PERS rates added on to this wage increase. In FY 2014/15, the cost of law enforcement services increased by
$498,000 due to both added patrol hours and a retroactive and current year wage increases under a new Deputy Sheriff
negotiated agreement. Sheriff services increased another $362,000 in FY 2015/16 due to negotiated wage
realignments and cost of living increases. With the realignment completed, FY 2016/17's annual increase of $203,000
represented the cost of living factor.
In FY 2017/18, the City's increase of $143,000 again represented the cost of living factor, but the restructuring of
Ca1PERS unfunded liability lowered the pension cost factor as a result of the five-year UAL payment ramp -up
contribution amounts. The lower annual payment charge will mean a higher total cost in the long term, and with the
new actuarial change that lowers the discount rate factor, the annual payment amount will increase rapidly in the
following six years until the discount rate phase -in to 7% is completed. If all assumptions hold steady, the pace of
increases should lessen in the years following the completion of the ramp -up.
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 contract became effective on July 1, 2004 (through 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 fifth three-year rate increase
is effective July 1, 2019. The new annual rate effective for fiscal years 2019/20, 2020/21 and 2021/22 is set at
$215,981.
Budgeted Public Safety expenditures for ongoing administrative fees for parking tickets and jail costs, and funding
for a community Academy comprise the remainder of the program expenditures.
City staffing costs are not included in this program as all operational and managerial duties are performed either by
Santa Clara County Sheriff's Office or City of San Jose Animal Care & Services Division staff. The City of Saratoga
is limited to the City Manager's oversight and coordination functions only.
Of note are a couple of Public Safety focused community programs that were implemented in FY 2016/17 to heighten
the community's awareness of crime prevention. City Council promotes the Neighborhood Watch program with $300
annual grants to encourage neighbors to bond together as a neighborhood group. The funding can be used for security
cameras, block parties, or other materials, supplies, or tools to encourage neighbors to get to know each other, share
contact information, and to immediately communicate with each other and the Sheriff if something looks suspicious.
The Council also formed a Public Safety Task Force Committee to develop recommendations for enhancing public
safety. The Committee recommended new initiatives and programs to the Council and the recommended the next
public safety focus should transition to Wildfire Safety. The Wildfire Task Force began in FY 2018/19, and will bring
specific Wildfire related initiative and recommendation back to Council at a later date.
The $300 Neighborhood Watch grants are funded through the Community Support Grant Program and the Task Force
Committee is funded in the Council and Commissions Program.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC SAFETY
GENERAL FUND REVENUES AND EXPENDITURES
2015/16
Actuals
2016/17
Actuals
2017/18
Actuals
2018/19 2018/19 2019/20
Adjusted Actuals Adopted
REVENUES
Taxes
-
-
-
-
-
-
Intergovernmental Revenues
243,478
260,237
260,273
255,000
299,127
275,000
Charge for Services
18,838
25,956
20,687
20,000
22,605
20,000
Other Sources
169,243
169,716
130,372
115,500
240,388
105,500
TOTAL REVENUES
$ 431,560
$ 455,909
$ 411,332
$ 390,500
$ 562,121
$ 400,500
EXPENDITURES
Salaries and Benefits
-
-
-
Operating Expenditures
Materials & Supplies
-
-
-
-
-
-
Fees & Charges
4,373
5,267
4,509
6,500
4,202
6,500
Consultants & Contract Services
5,157,244
5,375,092
5,517,918
5,879,322
5,879,322
6,277,352
Meetings, Events & Training
-
-
-
-
-
-
Total Operating Expenditures
5,161,618
5,380,359
5,522,427
5,885,822
5,883,524
6,283,852
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
-
-
-
-
-
-
TOTAL EXPENDITURES
$ 5,161,618
$ 5,380,359
$ 5,522,427
$ 5,885,822
$ 5,883,524
$ 6,283,852
FY 2019/20 WORKPLAN 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 continues to 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 has added a bicycle unit to patrol
operations. Deputies assigned to bicycle patrol will be focusing their enforcement efforts primarily in our business
districts. Our goals include maintaining a visible presence in busy shopping areas as well as building a stronger
working relationship with our business partners.
K-9 Unit - The West Valley Patrol Division also added a K-9 to operations. The K-9 was identified as a positive tool
in combating residential burglaries as K-9's are an excellent tool frequently used to track wanted people. K-9s have
also been proven to reduce injuries to deputies.
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. Last year, an adult
CITY OF SARATOGA a FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC SAFETY
academy was also formed, and both academies will call upon several members of the Sheriff's Office to facilitate
instruction in the areas of basic crime, criminal investigations, narcotics, and traffic investigations.
Wildfire Public Safety Task Force — The six -member Wildfire Public Safety Task Force has been charged with
developing recommendations to further enhance fire prevention/preparedness efforts.
KEY SERVICES
• 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.
PUBLIC SAFETY DEPARTMENT STAFF
city staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Assistant City Manager
Recreation & Facilities Director
TOTALFTE's
-
-
-
-
-
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Temporary Staff
TOTAL ANNUAL HOURS
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC SAFETY
PERFORMANCE OBJECTIVES & MEASURES
1. For effective protection of life and property, ensure a safe and secure
community through diligent enforcement of regulations, codes and law.
a. Priority I calls (serious emergency and public hazard):
40
40
25
35
35
b. Priority II calls( immediate response, but non -emergency):
3,199
3,061
4,620
2,934
3,454
c. Priority III calls (non -emergency):
2,482
2,385
3,393
2,133
2,598
2. Provide Public Safety service response in a timely, professional
manner. Meet or exceed service goals.
a. Average response to Priority I calls for service:
5.11 min
4.41 min
4.82 min
4.39 min
4.68 min
b. Average response to Priority II calls for service:
7.00 min
8.12 min
7.02 min
6.82 min
7.24 min
c. Average response to Priority III calls for service:
11.56 min
14.37 min
13.36 min
12.15 min
12.86 min
3. Promote Crime Prevention awareness and educate community in the
protection oftheir neighborhood andproperty.
a. Prepare and provide city staff with weekly reports of crime
100%
100%
100%
100%
100%
activity in the city:
b. Provide community with crime prevention tips and weekly reports
100%
100%
100%
100%
100%
on city website:
c. Educate residents through participation in community events and
20
56
38
74
47
Neighborhood Watch meetings:
4. Ensure Sheriffs Office responsiveness to community needs by
documenting and providing response turnaround time to responsible
parties.
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. Develop Sheriffs Office Emergency Preparedness to provide public
safety leadership in the event of emergency situations.
a. Number of Emergency Operation Plan trainings, drills, or activies
1
2
12
37
25
to enhance Emergency Preparedness skills:
ACTIVITY & WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Radio calls for service received in the city:
10,320
10,924
11,881
12,801
11,482
2. Total number of crime reports taken:
1,052
1,131
731
802
929
3. Total number of collision reports taken:
211
200
216
177
201
4. Total number of cases assigned to Detectives:
2,112
2,090
947
979
963
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PUBLIC SAFETY
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1956
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
EMERGENCY PREPAREDNESS OVERVIEW
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 Services (OES) to plan and prepare for emergency situations. The SCCFD provides Emergency
Services Coordinators to the West Valley Region (Cupertino, Campbell, Los Gatos, Monte Sereno, and Saratoga) to
assist in the development of emergency plans and train City staff and community members. This includes the City's
Emergency Operations Plan (EOP), maintenance of the City's Emergency Operations Center (EOC), acquisition and
maintenance of supplies and equipment, and development of City's emergency volunteer programs (Saratoga
Community Emergency Response Team, Saratoga Medical Reserve Corps, and the Saratoga Amateur Radio
Association).
The City Emergency Operations Plan is reviewed annually and updated as needed. An annual exercise is held
(typically in September or October) to train staff in the activities associated with the Emergency Operations Center.
Community Emergency Response Team (CERT) classes will be offered through LSG Recreation with instructors
from SCCFD.
BUDGET HIGHLIGHTS
Notable Budget Changes
• $25,000 for a consultant was added to begin development of an Annex Plan for the City's recently updated
Emergency Operations Plan.
The Emergency Preparedness program's operational expenses are typically funded by the General Fund. On occasion
grants become available to help fund the purchase of additional resources. In recent years, the County has decided to
keep the grant under their own management, and then ask the Cities if they want or need emergency operation
equipment or tools on a match grant basis. The City participates in the grant program only when there is a need to
update equipment.
In the past few years, the Emergency Operations program's expenditures were limited and fairly stable. The majority
of expenses were tied to the Risk Manager's staff time spent on the development and implementation of emergency
preparedness activities. With the Risk Manager's retirement, the City is hiring a consultant to develop an Annex Plan
to complement the recently updated Emergency Operations Plan. The Assistant City Manager is allocated .25 FTE to
continue with the development and implementation of emergency preparedness activities.
Additional operational costs for emergency preparedness support include funding for EOC telephone lines to be
restored on a priority basis in the event of a disaster or emergency situation, and a satellite telephone communication
service to sustain external communications if phone or cable lines or cell services are inoperable. Additional funding
is available for emergency preparedness supplies, Records Emergency Action Plan (REAP) program supplies, and
meeting costs associated with the Community Emergency Response Team (CERT) volunteer training program.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
EMERGENCY PREPAREDNESS
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actuals Actuals Adjusted Actuals Adopted
REVENUES
Taxes - -
Intergovernmental Revenues 44,917 (721)
Fees, Licenses and Permits - -
Charge for Services - -
Other Sources 175 - -
TOTAL REVENUES $ 175 $ - $ 44,917 $ $ (721) $ -
EXPENDITURES
Salaries and Benefits
13,137
13,354
84,831
89,778
99,488
59,719
Operating Expenditures
Materials & Supplies
8,414
5,661
48,526
11,200
9,161
11,200
Fees & Charges
36,522
36,634
36,856
2,950
3,038
2,910
Consultant & Contract Services
-
-
-
-
-
25,000
Meetings, Events & Training
76
1,160
3,676
5,400
712
5,800
Total Operating Expenditures
45,012
43,456
89,058
19,550
12,910
44,910
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
6,087
6,591
8,841
8,484
8,484
8,225
TOTAL EXPENDITURES $
64,236
$ 63,400
$ 182,730
$ 117,812
$ 120,882
$ 112,854
FY 2019/20 WORKPLAN PRIORITIES
Emergency Operations Center - Emergency Operations planning in the City continues to evolve and improve. The
primary Emergency Operation Center (EOC) relocated from the Saratoga Fire Department building in the Village to
the City Hall Administrative Conference Room continues to be refined. In the event of a declared emergency, staff
will now report to the on -campus site and use the Fire Station as a backup EOC.
Emergency Operations Plan - 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 FY 2018/19. Plan Annexes
to be developed or updated in the future include a Spontaneous Volunteer Plan and a Donations Management Plan.
Emergency Operation Training - Training will focus on enhancing EOC staff capabilities as identified by need,
based on the outcome of the After -Action Report (AAR) and Improvement Plan (IP) by the Santa Clara County Office
of Emergency Services. Trainings will include FEMA classes, EOC Operations, and the Common Operating
Procedures. A tabletop exercise followed by a drill will be conducted at the EOC next year.
Cost Recovery Preparedness - Staff will continue to maintain photo -documentation and fixed asset inventories for
each City facility and their amenities to help ensure accurate cost recovery in the event of a disaster. The last full
documentation update was in December 2017. Buildings and facilities are assessed and reported on annually to
maintain current insurance value. Emergency policies, practices, and operational services are in development to better
prepare the city for reimbursable operational activities.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
EMERGENCY PREPAREDNESS
KEY SERVICES
• 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.
EMERGENCY PREPAREDNESS STAFF
City Staff
2015/16
2016/17
2017/18
2018/19
2019/20
FULL-TIME EQUIVALENTS (FTE's)
Funded
Funded
Funded
Funded
Funded
Assistant City Manager
-
-
-
-
0.25
Recreation & Facilities Director
0.05
0.05
0.30
0.30
-
TOTAL FTE's
0.05
0.05
0.30
0.30
0.25
Temporary Staff
2015/16
2016/17
2017/18
2018/19
2019/20
ANNUALHOURS
Funded
Funded
Funded
Funded
Funded
Temporary Staff
TOTAL ANNUAL HOURS
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
EMERGENCY PREPAREDNESS
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
l . Develop emergency readiness of City staff and community members
through disaster training and exercise programs.
a. CERT Training Courses available to community members:
Yes
Yes
Yes
Yes
Yes
b. Coordinate community outreach to heighten awareness of
Yes
Yes
Yes
Yes
Yes
emergency preparedness programs and needs:
c. Prepare emergency preparedness and public education materials:
Yes
Yes
Yes
Yes
Yes
d. Coordinate training of City Staff in personal preparedness and
Yes
Yes
Yes
Yes
Yes
EOC functions:
2. Maintain the City's Emergency Operations Center in a state of
readiness.
a. EOC radios, emergency telephones, and computers available and
Yes
Yes
Yes
Yes
Yes
periodically tested to ensure emergency communication needs:
b. Prepare, test, and revise emergency response and recovery
Yes
Yes
Yes
Yes
Yes
policies, plans, and procedures:
3. Maintain effective liaisons with local, state, and national emergency
management organizations.
a. Participates in and/or maintains communication with local, state, or
Yes
Yes
Yes
Yes
Yes
national emergency preparedness organizations:
b. Remain current on technology and emergency management trends:
Yes
Yes
Yes
Yes
Yes
4. Ensure inter-agency/multi-agency coordination and communication for
disaster planning and responses.
a. Inter -agency technology and emergency equipment tested and
Yes
Yes
Yes
Yes
Yes
maintained:
b. Staff attends emergency management meetings and training
Yes
Yes
Yes
Yes
Yes
programs:
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of annual community disaster training exercises:
2
3
1
1
1
2. Number of annual disaster training exercises for City staff:
1
2
2
2
2
3. Number of CERT training courses offered per year:
4
4
4
4
4
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEPARTMENT OVERVIEW
The Non -Departmental Section is a collection of programs that are independent of department -based operations. This
collection includes the General Administration program, Legal Services, Emergency Operations
Claims/Reimbursement program, the 2011 GO Bond and 2018 Arrowhead CFD Bond Debt Service Funds, the West
Valley Clean Water Program Trust Fund, and the 2018 CFD Arrowhead Bond Project Fund.
In past years, the Event and Grant programs and the Insurance programs were included in the Non -Departmental
budget as staffing assignments were temporary. Under the reorganization effective FY 2019/20, the City and
Community Events and Grant Programs were re -assigned to the Community Services Department, and the Risk
Management and Workers Compensation programs were re -assigned to the Administrative Services Department to
reflect designated staff assigned program responsibility for cohesive presentation.
The General Administration program, the contractual legal services program, the Emergency Operations claim
program, the two Debt Service programs, and two Trust Fund programs make up the Non -Departmental sections as
these are not City service and support program functions. The General Administration program accounts for non -
programmatic receipts (such as tax revenues, franchise fees, and interest), and non -program specific charges, (such as
retiree and unemployment expenses, assessment taxes, and sales tax audit recovery fees). The Legal Services program
is a compilation of the City's contractual agreements with multiple legal firms for services. The Debt Service Funds
account for bond payments, and the trust funds reflect other entity's funds.
BUDGET HIGHLIGHTS
The majority of City revenues are tax -based receipts. Property Tax, Sales Tax, Transient Occupancy Tax, Business
License Tax, Franchise Fees, and Vehicle License Fees, are accounted for within the General Administration Program,
along with several other miscellaneous revenues, as these receipts represent allocations to the City that are independent
of departmental functions. Similarly, expenses in this program are general expenses that are independent of
departmental services, such as retiree insurance premiums, unemployment payments, audit recovery fees, and non-
exempt assessment taxes. The Legal Services program represents attorney time and expenses from external firms for
citywide and general services. The Emergency Operations Claims/Reimbursement program is utilized for any disaster
recovery expenditures and their related reimbursements from FEMA, State, and local agencies. Non -Departmental
programs are not directly related to a specific department's operational oversight, hence staffing is non-existent.
The GO Bond Debt Service Fund accounts for receipts and payments associated with the City's 2001 voter approved
bond debt for the remodel and enlargement of the City's Library Building. Due to historically low interest rates, it
became financially advantageous to refund (refinance) the bond in FY 2011/12. The bond's terms remain the same —
total debt payments will be paid over the remaining twenty years, however the refunding allowed Saratoga taxpayers
to buy down a portion of the principal and take advantage of lower interest rates, thereby lowering annual payments
and saving almost $2.7 million dollars over the next twenty years. With this refunding, the 2001 bond was retired,
and a 2011 bond was established in its place.
A new conduit -financing bond on behalf of the Arrowhead Water Cooperative Community Facilities District was
issued during FY 2018/19. This resulted in both a new Bond Debt Service Fund, and a Trust Fund to account for the
bond project's revenues and expenditures. The beginning of FY 2018/19 saw the addition of the West Valley Clean
Water Program Authority Trust Fund. The City, being a member of this JPA, agreed to be the fiscal agent for the
Authority, similar to the City of Campbell's role in another West Valley JPA (Solid Waste).
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
NON -DEPARTMENTAL
As the Non -Departmental Section represents a collection of unrelated programs, notable budget impacts are discussed
separately in the following program sections. The schedule below shows a summary level of General Fund and on
the next page, the combined Total Non -Departmental Revenues and Expenditures.
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actual Actuals Adjusted Actuals Adopted
REVENUES
Taxes
15,456,736
16,216,896
17,214,706
17,444,900
18,560,032
18,169,000
Intergovernmental Revenues
87,492
113,187
25,633
22,500
9,978
20,000
Fees, Licenses and Permits
775
-
15
-
717
-
Charge for Services
-
40
120
-
24,000
-
Interest Income
79,341
102,787
270,929
254,500
639,154
510,000
Rental Income
84,508
64,505
58,431
60,181
60,181
60,000
Other Sources
188,613
139,270
157,529
132,122
141,715
131,877
TOTALREVENUES
$15,897,465
$16,636,685
$17,727,363
$17,914,203
$19,435,777
$18,890,877
Operating Transfers In
267,918
55,384
442,198
158,391
-
TOTAL REVINUE&TRANSFERS
$16,165,382
$16,692,068
$18,169,561
$17,914,203
$19,594,168
$18,8909877
EXPENDITURES
Salaries and Benefits
570,813
533,794
791,511
1,183,400
1,079,255
1,286,000
Operating Exp enditures
Materials & Supplies
16,233
49,626
11,260
78,050
24,837
78,800
Fees & Charges
3,550
3,062
4,371
10,325
385
10,325
Consultant & Contract Sery
346,578
521,943
327,913
372,500
291,220
355,000
Meetings, Events, Training
6,090
19,464
21,910
57,500
38,462
57,800
Operating Grant Expenditures
34,762
-
TotalOperatingExpenditures
407,213
594,095
365,454
518,375
354,904
501,925
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
552,348
565,689
568,189
595,950
595,950
625,850
TOTAL EXPENDITURES
$ 1,530,374
$ 1,693,579
$ 1,725,155
$ 2,297,725
$ 2,030,109
$ 2,413,775
Operating Transfers Out
2,017,656
1,620,648
1,872,909
1,765,000
1,840,866
2,620,000
TOTAL EXP & TRANSFERS OUT
$ 3,548,030
$ 3,314,227
$ 3,598,064
$ 49062,725
$ 3,870,975
$ 5,033,775
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
NON -DEPARTMENTAL
DEPARTMENTAL EXPENDITURES - BY FUND/PROGRAM
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actual
Actuals
Adjusted
Actuals
Adopted
GENERALFUND
General Administration
1,205,042
1,180,347
1,400,400
1,934,925
1,742,610
2,068,775
Legal Services
325,331
412,970
324,755
362,800
287,499
345,000
Emergency Operations
-
100,261
-
-
-
-
TOTAL GENERAL FUND
$ 1,530,374
$ 1,693,579
$ 1,725,155
$ 2,297,725
$ 2,030,109
$ 2,413,775
DEBT SERVICE FUNDS
General Obligation Bond
885,010
847,885
846,735
841,535
841,210
846,035
Arrowhead CFD Bond
-
35,676
35,216
242,603
TOTAL DEBT SERVICE FUNDS
$ 885,010
$ 847,885
$ 846,735
$ 877,211
$ 876,426
$ 1,088,638
TRUST FUNDS
West Valley Clean Water JPA 995,000 908,665 1,035,748
Arrowhead Project Fund 3,909,614 3,501,009 375,513
TOTAL TRUST FUNDS $ - $ - $ - $ 4,904,614 $ 4,4099674 $ 1,411,261
TOTAL DEPT EXPENDITURES
$ 2,415,384 $ 2,541,464 $ 2,571,890 $ 8,079,550
$ 7,316,209
$ 4,913,674
TRANSFERS OUT
General Fund
2,017,656 1,620,648 1,872,909 1,765,000
1,840,866
2,620,000
Internal Service Funds
- - - -
-
-
Debt Service Funds
- 3,909,614
3,501,009
375,513
Trust Funds
- - - -
-
-
TOTAL TRANSFERS OUT
$ 2,017,656 $ 1,620,648 $ 1,872,909 $ 5,674,614
$ 5,341,875
$ 2,995,513
TOTAL EXP & TRANSFERS OUT $ 4,433,040 $ 4,162,112 $ 4,444,799 $13,754,164 $12,658,084 $ 7,909,188
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
NON -DEPARTMENTAL
us
1956
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL ADMINISTRATION OVERVIEW
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.
BUDGET HIGHLIGHTS
The General Administration's Property Tax revenue continues to define the economic rebound which began in the
spring of 2012. Since the recovery began near the end of FY 2013/14, annual revenue increases have ranged between
6.2 and 9.5%, increasing annual General Fund property tax receipts by more than $4 million. The rapid escalation in
Saratoga property values prompted many long-term homeowners to sell their houses. This turnover increased the
City's total assessed valuation base, thereby substantially adding to the secured and in -lieu property tax revenue, as
well as generating record high transfer tax revenue. Economic forecasters believe home prices throughout most of
the Bay Area will hold steady into the near future as the prior sale price increases have priced many out of the market.
The expectation is that home sales will be tepid in the forthcoming years as logic and past history guides us to
anticipate this is an inevitable event. With that expectation, property tax revenues are projected to increase at a slower
3.5% pace, but with the addition of the last 20% piece of the TEA increase.
Sales Tax Revenue continues to exceed projections; it has remained fairly steady since FY 2014/15. Saratoga is
somewhat protected from significant sales tax decreases due to its limited retail makeup and that a large portion of the
revenue is derived from restaurants and gas stations. These commodities are by nature, local -based and cannot be
purchased on-line. The City's Sales Tax auditors anticipate a slightly lower baseline going forward as the economy
slows for a least the next couple of years. We may see some upward movement in our revenue with the recently
enacted legislation regarding broader taxing application and online sales, but to be conservative, budgeted revenue
remain near current levels.
Business License Tax revenue associated with licensing a business is expected to remain flat, whereas the
supplemental license tax that is based on building construction permits increased in the last year. In conformity with
the current trends, but mindful of the potential volatility in this revenue, FY 2019/20 is budgeted at a slightly lower
than current year expected amount.
Transient Occupancy Tax (TOT) receipts, considered a leading indicator of economic strength, remains steady,
indicating that the economy is still healthy. The City's TOT began to show improvement in late FY 2011/12 as we
pulled out of the recession and has remained strong ever since. Budgeted revenues will reflect slightly lower than FY
2018/19 expected receipt levels as a conservative measure.
Franchise Fee revenues came in under budget in FY 2018/19: Both gas and electric Utility Franchise Fees decreased
about 10%, leading to a lower budgeted amount next year. Water utility Franchise Fees are expected to end the year
at just slightly over budget, and Solid Waste at 2% higher than the prior year, hence no increase in revenues is budgeted
for FY 2019/20. Cable Franchise Fees are also lower than budget, signaling a change in the future growth patterns.
FY 2019/20 budgeted revenue will reflect this reduced expectation.
On an optimistic note, interest income continues to grow at a quickening pace. In an historical perspective, rates are
still low, meaning the revenue amount is less, but revenue is growing. The City currently limits investments to LAIF,
which wallowed in the lowest rates of its 35-year history, lingering below 1% for almost eight straight years until
finally creeping up above one percent in July of 2017. As of May 1, 2019, rates are hovering near 2.5%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL ADMINISTRATION
In March 2014, the City's representative Solid Waste Authority and West Valley Collection & Recycling (WVC&R)
signed a new 10-year agreement effective through February 2024. As part of the new agreement, WVC&R will make
annual payments of $450,000 to the Authority for the right to hold the exclusive franchise agreement. The annual fee
is dispersed to member cities based on population, with Saratoga receiving just over $130,000 per year. This funding
is allocated to General Administration for general-purpose use; it is not restricted for solid waste support.
As the General Administration program represents non -service functions, there are no assigned staff. Hence, the
workplan does not have scheduled priorities or key services. Budgeted appropriations represent general expenses,
such as retiree medical insurance administration fees, unemployment insurance charges, funding for employee
termination and leave payouts, Sales Tax and Business License audit finder's fees, and several Internal Services
charges which account for general public usage of the building maintenance expenses, most notably an allocation for
the Civic Theater/Council Chambers and the Civic Center buildings. The General Administration program also
contains all Transfers In and Transfers Out for the General Fund.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL ADMINISTRATION
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actual Actuals Adjusted Actuals Adopted
REVENUES
Taxes
Property Tax
11,301,176
12,003,942
12,963,531
13,189,900
14,166,177
14,009,000
Sales Tax
1,189,398
1,185,035
1,124,647
1,050,000
1,207,471
1,100,000
Transient Occupancy Tax
319,109
343,618
389,037
350,000
347,605
350,000
Business License Tax
365,710
343,442
377,106
375,000
424,854
390,000
Other Taxes
212,942
169,989
194,220
205,000
123,961
125,000
Franchise Tax
2,068,401
2,170,870
2,166,165
2,275,000
2,289,964
2,195,000
Intergovernmental Revenues
87,492
113,187
25,633
22,500
21,197
20,000
Fees, Licenses and Permits
775
-
15
-
717
-
Charge for Services
-
-
-
-
24,000
-
Interest Income
79,341
102,787
270,929
254,500
639,154
510,000
Rental Income
84,508
64,505
58,431
60,181
60,181
60,000
Other Sources
188,613
139,270
157,529
132,122
141,715
131,877
TOTAL REVENUES
$15,897,465
$16,636,645
$17,727,243
$17,914,203
$19,446,996
$18,890,877
Operating Transfers In
267,918
55,384
442,198
158,391
TOTAL REV & TRANSFERS IN
$16,165,382
$16,692,028
$18,169,441
$17,914,203
$19,605,387
$18,890,877
EXPENDITURES
Salaries and Benefits
570,813
528,100
791,511
1,183,400
1,079,255
1,286,000
Operating Expenditures
Materials & Supplies
16,051
49,208
10,995
77,750
24,729
78,800
Fees & Charges
3,550
3,062
4,371
10,325
385
10,325
Consultant & Contract Services
21,429
14,825
3,423
10,000
3,829
10,000
Meetings, Events, Training
6,090
19,464
21,910
57,500
38,462
57,800
Operating Grant Expenditures
34,762
-
-
-
-
-
Total Operating Expenditures
81,881
86,559
40,699
155,575
67,405
156,925
Fixed Assets
-
-
-
-
-
-
Internal Service Charges
552,348
565,689
568,189
595,950
595,950
625,850
TOTAL EXPENDITURES $
1,205,042
$ 1,180,347
$ 1,400,400
$ 1,934,925
$ 1,742,610
$ 2,068,775
Operating Transfers Out
2,017,656
1,620,648
1,872,909
1,765,000
1,840,866
2,620,000
TOTAL EXP &TRANSFERS OUT $
3,222,698
$ 2,800,995
$ 3,273,309
$ 3,699,925
$ 3,583,476
$ 4,688,775
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL ADMINISTRATION
4 SA
1956
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LEGAL SERVICES OVERVIEW
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.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• None
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. Additionally,
applicants who have development applications in process under the deposit fee development process are required to
reimburse the City for billed legal services if the project utilizes attorney time for appeals in the Planning Commission
or City Council meetings. Reimbursements would also result from applicants requesting research and information
from the City, or from legal services related to environmental reviews. As these occurrences are not common,
revenues are not anticipated nor budgeted.
Budgeted expenditures are primarily comprised of regular on -going City Attorney services, with some contingency
funding based on the City Attorney's estimate of outstanding and future litigation. Beginning FY 2018/19, the
budgeted base amount for legal reviews increased to $325,000 to reflect ongoing cost increases and steady growth in
usage. Another $20,000 is budgeted for employment related legal services as the `normal' year budget amount.
During negotiation years this amount may be higher, such as in FY 2018/19. If circumstances occur that require
additional legal funding, a budget adjustment request would be brought to Council.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LEGAL SERVICES
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actual Actuals Adjusted Actuals Adopted
REVENUES
Charge for Services 40 120
Other Sources -
TOTALREVENUES - 40 120 - -
EXPENDITURES
Operating Exp enditures
Materials & Supplies 182 418 265 300 108
Fees & Charges - - - - - -
Consultant & Contract Sery 325,149 412,552 324,490 362,500 287,391 345,000
Meetings & Training - -
TotalOperatingExpenditures 325,331 412,970 324,755 362,800 287,499 345,000
Internal Service Charges - - - - - -
TOTAL EXPENDITURES $ 325,331 $ 412,970 $ 324,755 $ 362,800 $ 287,499 $ 345,000
FY 2019/20 WORKPLAN 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LEGAL SERVICES
KEY SERVICES
• 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LEGAL SERVICES
PERFORMANCE OBJECTIVES AND MEASURES
2015/16
2016/17
2017/18
2018/19
2019/20
J
Actuals
Actuals
Actuals
Actuals
Budget
1. Review staffreports, resolutions, andproposed ordinances to ensure
City is in compliance with legal requirements and applicable laws, and
performing in a transparent and ethical manner.
a.. Number of staff reports and resolutions drafted or reviewed:
39
44
44
28
37
b. Number of ordinances drafted or reviewed:
12
12
10
5
10
2. Ensure legal documents protect the City's interests and are in
compliance with Federal, State, and City requirements.
a. Number of agreements/contracts using standard forms reviewed:
63
62
86
87
74
b. Number of agreements/contracts using non-standard forms
14
15
16
10
13
ACTIVITY AND WORKLOAD HIGHLIGHTS
2015/16
2016/17
2017/18
2018/19
2019/20
Actuals
Actuals
Actuals
Actuals
Budget
1. Number of City Council meetings or study sessions attended:
17
22
22
20
21
2. Number of multi -agency agreements prepared:
8
7
5
3
5
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
EMERGENCY OPERATIONS CLAIM PROGRAM OVERVIEW
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 Emergency Operations budget 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 FEMA or State Office of
Emergency Services guidelines. For transparency, both the emergency claim expenditures and emergency operations
reimbursement claim revenues will be accounted for in this program.
BUDGET HIGHLIGHTS
Notable Budget Changes:
• There are no budgeted revenues and expenditures in this program, only prior year revenues and expenses
It is unusual for the City of Saratoga to experience a significant emergency operation situation, therefore this
program's funding is a reactionary response. Proposed budgets are not prepared for the following fiscal year unless
it is known an emergency occurrence will cross over fiscal years.
For the storm damage emergency that occurred in February of 2017, expenses and revenues are recorded in FY
2016/17, with one follow-up revenue received in FY 2017/18. In FY 2018/19, the State OES notified the City their
audit had found a portion of the FEMA claim was ineligible and was to be refunded back to them; hence a negative
revenue in FY 2018/19. No further financial activity is expected to occur for this emergency operations claim at this
time.
Due to the limited purpose of this program, only a financial schedule is included in this Fund section. Even though
staff overtime expenditures are accounted for as an expense, along with contract services and other emergency
expenditures, transactions are reactive only. City staff is not assigned to this program, there are no priorities, planned
workplans, key services, or performance measures to report on.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
EMERGENCY OPERATIONS
GENERAL FUND REVENUES AND EXPENDITURES
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actual Actuals Adjusted Actuals Adopted
REVENUES
Intergovernmental Revenues - 93,995 1,865 (11,219)
Other Sources - - - -
TOTAL REVENUES $ - $ 93,995 $ 1,865 $ - $ (11,219) $
EXPENDITURES
Salaries and Benefits - 5,695 - -
Operating Expenditures
Materials & Supplies - - -
Fees & Charges - - -
Consultant & Contract Sery - 94,566 -
Meetings & Training - - - -
TotalOperatingExpenditures - 94,566 - -
Fixed Assets - - - -
TOTAL EXPENDITURES $ - $ 100,261 $ -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
G.O. BOND DEBT SERVICE FUND OVERVIEW
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 dollars 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.
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.
BUDGET HIGHLIGHTS
The Library Bond is the City's only General Obligation debt. This debt is paid for by the residents through a parcel
assessment, hence this debt is not a financial burden to City operations and restricts the fund's budget appropriations
to revenues and expenditures solely related to the servicing of the General Obligation Bond. The City does not assume
an administrative fee or assign staff for the management of the bond's debt service.
The revenue budget reflects total levy assessments at less than the annual scheduled debt service. This underfunding
is designed to reduce the fund balance reserve over time to an amount near equal to the following year's August
principal and interest bond payment amount. During these six last years of rapidly increasing property values, the
established levy assessment rate brought in more revenue than expected or needed, even with steady decreases in the
assessment rate each year. The levy rate is decreased annually in the effort to bring a slow, steady reduction in
assessment receipts, with the intention to ensure rates will not have to be increased in future years. However, the
rapidly increasing assessed valuation (AV) growth rate continues to exceed expectations. To offset this, the FY
2019/20 calculation will be adjusted to reflect a more aggressive AV growth rate to decrease the revenue stream.
Each year, budgeted expenditures are limited to the bond's principal and interest payments, and fees for continuing
disclosure services.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL OBLIGATION BOND DEBT SERVICE FUND
FUND FINANCIALS
2015/16
2016/17
2017/18
2018/19
2018/19
2019/20
Actuals
Actual
Actuals
Adjusted
Actuals
Adopted
SOURCES OF FUNDS
Beginning Fund Balance
Unassigned
906,600
922,951
959,321
997,755
997,755
932,879
Total Beg Fund Balance
$ 906,600
$ 922,951
$ 959,321
$ 997,755
$ 997,755
$ 9329879
Revenues
Tax Assessments
898,820
879,777
876,771
717,539
775,129
664,616
Interest
2,541
4,477
8,398
7,500
1,205
8,000
Total Revenues
$ 901,362
$ 8849255
$ 885,169
$ 725,039
$ 776,334
$ 672,616
TOTAL SOURCE OF FUNDS $ 1,807,961 $ 1,807,206 $ 1,844,491 $ 1,722,795 $ 1,774,089 $ 1,605,495
USE OF FUNDS
Expenditures
Salaries and Benefits - - - - - -
Operating Expenditures - - - - - -
Debt Service 885,010 847,885 846,735 841,535 841,210 846,035
Total Expenditures $ 885,010 $ 847,885 $ 846,735 $ 841,535 $ 841,210 $ 846,035
Operating Transfers
Transfer Out
Total Operating Transfers $ - $ - $ - $ - $ - $ -
Ending Fund Balance
Unassigned 922,951 959,321 997,755 881,259 932,879 759,460
Total Ending Fund Balance $ 922,951 $ 959,321 $ 997,755 $ 881,259 $ 932,879 $ 759,460
TOTAL USE OF FUNDS $ 1,807,961 $ 1,807,206 $ 1,844,491 $ 1,722,795 $ 1,774,089 $ 1,605,495
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL OBLIGATION BOND DEBT SERVICE FUND
2011 GO BOND DEBT SERVICE
August
August
February
Fiscal Year
Bond
Fiscal
Interest
Annual
Interest
Interest
Annual
Debt
Principal
Year
Rate
Principal
Payment
Payment
Interest
Service
Balance @YE
Bond Refunding Date - August
1, 2011
-
-
$ 11,995,000
2011/12
2.000%
-
-
228,211
228,211
m 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
I✓ 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
-
TOTAL9
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 • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
GENERAL OBLIGATION BOND DEBT SERVICE FUND
4 SA
1956
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ARROWHEAD CFD BOND DEBT SERVICE OVERVIEW
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 on the following page. 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.
BUDGET HIGHLIGHTS
Notable Budget Changes
• None
FY 2019/20 debt service receipts will be lower than full cost due to the remainder of excess special tax assessment
collected in FY 2018/19. With the uncertainty of bond and issuance costs, the full payment amount was collected
from the bond's participating home owners. The excess amount will offset the assessment collected in FY 2019/20.
Expenditures include principle and interest costs, bond administration, and a $1,000 annual fee to the City for financial
management and oversight functions.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
2018 ARROWHEAD COMMUNITY FACILITIES DISTRICT BOND
FUND FINANCIALS
2015/16
2016/17 2017/18 2018/19
2018/19
2019/20
Actuals
Actual Actuals Adjusted
Actuals
Adopted
SOURCES OF FUNDS
Beginning Fund Balance
Unassigned
689,341
Total Beg Fund Balance $ -
$ - $ - $ -
$ -
$ 689,341
Revenues
Tax Assessments -
- - -
226,718
165,400
Interest -
- - -
-
-
Other Sources -
3,998,848
3,998,848
-
Total Revenues $ -
$ - $ - $ 3,998,848
$ 4,225,566
$ 165,400
TOTAL SOURCE OF FUNDS
$
- $ -
$
- $ 3,998,848
$ 4,225,566
$
854,741
USE OF FUNDS
Expenditures
Operating Expenditures
-
-
-
Debt Service
35,676
35,216
242,603
Total Expenditures
$
- $ -
$
- $ 35,676
$ 35,216
$
242,603
Operating Transfers
Transfer Out
-
3,909,614
3,501,009
375,513
Total Operating Transfers
$
- $ -
$
- $ 3,909,614
$ 3,501,009
$
375,513
Ending Fund Balance
Unassigned
-
53,558
689,341
236,624
Total Ending Fund Balance
$
- $ -
$
- $ 53,558
$ 689,341
$
236,624
TOTAL USE OF FUNDS
$
- $ -
$
- $ 3,998,848
$ 4,225,566
$
854,741
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
2018 ARROWHEAD COMMUNITY FACILITIES DISTRICT BOND
2018 ARROWHEAD CFD BOND DEBT SERVICE
August
August
February
Fiscal Year
Bond
Fiscal
Interest
Annual
Interest
Interest
Annual
Debt
Principal
Year
Rate
Principal
Payment
Payment
Interest
Service
Balance @YE
Bond Issue Date: December], 2018
-
-
$ 2,498,848
2018/19
6.050%
-
-
33,000
33,000
33,000
2,498,848
2019/20
6.050%
89,531
75,590
72,882
148,472
238,003
2,409,317
2020/21
6.050%
32,442
72,882
71,900
144,782
177,224
2,376,875
2021/22
6.050%
34,405
71,900
70,860
142,760
177,165
2,342,470
2022/23
6.050%
36,487
70,860
69,756
140,616
177,103
2,305,983
2023/24
6.050%
38,694
69,756
68,585
138,341
177,035
2,267,289
2024/25
6.050%
41,035
68,585
67,344
135,930
176,965
2,226,254
2025/26
6.050%
43,518
67,344
66,028
133,372
176,890
2,182,736
2026/27
6.050%
46,150
66,028
64,632
130,659
176,809
2,136,586
2027/28
6.050%
48,943
64,632
63,151
127,783
176,726
2,087,643
2028/29
6.050%
51,904
63,151
61,581
124,732
176,636
2,035,739
2029/30
6.050%
55,044
61,581
59,916
121,497
176,541
1,980,695
2030/31
6.050%
58,374
59,916
58,150
118,066
176,440
1,922,321
2031/32
6.050%
61,906
58,150
56,278
114,428
176,334
1,860,415
2032/33
6.050%
65,651
56,278
54,292
110,569
176,220
1,794,764
2033/34
6.050%
69,623
54,292
52,186
106,477
176,100
1,725,141
2034/35
6.050%
73,835
52,186
49,952
102,138
175,973
1,651,306
2035/36
6.050%
78,302
49,952
47,583
97,535
175,837
1,573,004
2036/37
6.050%
83,039
47,583
45,071
92,655
175,694
1,489,965
2037/38
6.050%
88,063
45,071
42,408
87,479
175,542
1,401,902
2038/39
6.050%
93,391
42,408
39,582
81,990
175,381
1,308,511
2039/40
6.050%
99,041
39,582
36,586
76,169
175,210
1,209,470
2040/41
6.050%
105,033
36,586
33,409
69,996
175,029
1,104,437
2041/42
6.050%
111,398
33,409
30,040
63,449
174,837
993,049
2042/43
6.050%
118,127
30,040
26,466
56,506
174,633
874,922
2043/44
6.050%
125,273
26,466
22,677
49,143
174,416
749,649
2044/45
6.050%
132,852
22,677
18,658
41,335
174,187
616,797
2045/46
6.050%
140,890
18,658
14,396
33,054
173,944
475,907
2046/47
6.050%
149,414
14,396
9,876
24,273
173,687
326,493
2047/48
6.050%
158,453
9,876
5,083
14,960
173,413
168,040
2048/49
6.050%
168,040
5,083
-
5,083
173,123
-
TOTALS 2,498,848 1,454,920 1,412,330 2,867,250 5,366,098
Total Bond Principal $ 2,498,848
Total Bond Interest 2,867,250
Total Cost of Bond $ 5,366,098
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITY OF SARATOGA - LEGAL DEBT MARGIN
The California Government Code Section 43605 states:
A city shall not incur an indebtedness for public improvements which exceeds in the aggregate 15
percent of the assessed value of all real and personal property of the city. Within the meaning of
this section, "indebtedness" means bonded indebtedness of the city payable from the proceeds of
taxes levied upon taxable property in the city.
This schedule calculates the City of Saratoga's legal debt margin by determining the 15% debt limit and comparing
this limit to the City's outstanding debt at the end of the fiscal year so as to determine the difference between the two.
Only certain types of debt are subject to the legal debt limit, most prominently General Obligation Bond debt.
Therefore, while this schedule recognizes all types of long-term debt, the total debt is reduced by that debt not subject
to the legal debt limit, as well as amounts held in sinking funds for debt repayment.
The City's debt is comprised of one General Obligation Bond and one Community Facilities District Special
Assessment Bond.
FY 2019/20 DEBT MARGIN COMPUTATION
Assessed Secured Property Valuation for FY 2018/19
Debt Limitation (15% of assessed value)
Bonded Debt Limit
Outstanding Bonded Debt at 6/30/19
2011 Series General Obligation Bond 8,075,000
2018 Arrowhead CFD Bond 2,409,317
TOTAL Outstanding Debt $ 10,484,317
LESS Debt not subject to limit:
Special Assessment Bonds 2,409,317
Special Revenue Bonds -
Certificate of Participation Debt -
Amounts held in Sinking Funds -
TOTAL Debt not subject to limit: $ 2,409,317
Amount of Debt Subject to Limit:
$ 15,393,228,913
15%
$ 2,308,984,337
$ 8,075,000
LEGAL DEBT MARGIN $ 2,300,909,337
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
WEST VALLEY CLEAN WATER PROGRAM OVERVIEW
The Cities of Campbell, Monte Sereno, Saratoga and the Town of Los Gatos, representing the West Valley
Communities, joined together to create West Valley Clean Water Program (WVCWP) in 1994. Together they work
to control discharge of polluted stormwater into local creeks and the San Francisco Bay. Their mission is to:
• Reduce pollutants in stormwater and discharges from storm drains into creeks
• Maximize the effectiveness of pollution prevention efforts and work toward repair of impaired waters
• Help the four West Valley Communities meet State Water Resources Control Board & Federal Clean Water
Act goals for clean and healthy local water bodies
In late 2017, after notification from West Valley Sanitation District that the District would no longer be involved in
or provide fiscal agent services for WVCWP after June 30, 2018, the four agencies decided to re-establish their joint
operation as a legal entity by entering into a Joint Powers Agreement, consistent with what the agencies had already
set up for the West Valley Solid Waste Management oversight activities. With this action, the West Valley Clean
Water Program JPA would be overseen by the same Board. Board members include Council representation from each
of the four municipalities. The Clean Water Program's dedicated program staff and contractors carry out the day-to-
day operations. The JPA also collaborates with Santa Clara Valley Urban Runoff Pollution Prevention Program, West
Valley Sanitation District, and the Santa Clara County Fire District in their operational activities.
With the loss of West Valley Sanitation functioning as the fiscal agent for the group, the four cities determined one of
the cities would take on this job, similar to the City of Campbell's oversight of the Collection & Recycling Sanitation
JPA. Effective July 1, 2018, Saratoga began performing these duties, which is limited to payroll and vendor payment
functions, and financial reporting. As the City does not oversee operational aspects of the WVCWP and acts only in
a fiduciary function, City financials reflect this activity as an Agency Fund. As such, this budget document does not
include Staffing, Fiscal Year Objectives, Key Services, or Performance Measures.
This is an Agency Fund, and as such the City Council does not set budget and workplan directly. Hence, this program
section is limited to funding information and the Authority's 2019 Strategic Priorities. The priorities establish the
agency's broad goals and issues, and serve as a foundation for policy setting and decision -making.
BUDGET HIGHLIGHTS
Notable Budget Changes
• None.
FY 2019/20 represents the second year the City will function as the fiscal agent for the WVCWP. A new fund and
program was established in FY 2018/19, in coordination with adapting WVCWP's fiscal structure to GFOA's standard
chart of accounts format.
The Agency's budget represents the annual contributions from the four -member agencies, and the full spending of
these funds on the program's planned activities. The Agency's workplan for FY 2019/20 continues to focus on
stormwater permit compliance, stormwater education, and the development of both short and long-term funding
strategies to ensure continuity of funds needed to operate the Authority on the Cities behalf.
West Valley Sanitation remitted the close-out of excess funds to the City during fiscal year 2018/19, and is accounted
for as Other Sources. This amount will act as a buffer to ensure positive cash flow and as a reserve for future needs.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
WEST VALLEY CLEAN WATER PROGRAM - AGENCY FUND
FUND FINANCIALS
2015/16
2016/17 2017/18 2018/19
2018/19
2019/20
Actuals
Actual Actuals Adjusted
Actuals
Adopted
SOURCES OF FUNDS
Beginning Fund Balance
Unassigned
500,552
Total Beg Fund Balance $ -
$ $ - $ -
$ -
$ 500,552
Revenues
Tax Assessments -
690,598
Charge for Services -
995,000
995,000
298,229
Interest -
- -
-
-
Other Sources
414,217
414,217
-
Total Revenues $ -
$ - $ - $ 1,409,217
$ 1,409,217
$ 988,827
TOTAL SOURCE OF FUNDS $
- $ - $ - $ 1,409,217
$ 1,409,217
$ 1,489,379
USE OF FUNDS
Expenditures
Salaries and Benefits
- - - 348,420
321,514
427,242
Operating Expenditures
Materials & Supplies
- - - 16,700
13,251
30,200
Fees & Charges
- - - 84,000
77,827
85,500
Consultants & Contract Services
- - 531,250
482,687
472,176
Meetings, Events & Training
- - 14,630
13,385
20,630
Fixed Assets
- -
-
-
Total Expenditures $
- $ - $ - $ 995,000
$ 908,665
$ 1,035,748
Ending Fund Balance
Unassigned
- 414,217
500,552
453,631
Total Ending Fund Balance $
- $ - $ - $ 414,217
$ 500,552
$ 453,631
TOTAL USE OF FUNDS $ - $ - $ - $ 1,409,217 $ 1,409,217 $ 1,489,379
FY 2019/20 STRATEGIC PRIORITIES
Stormwater Permit Compliance
• Meet trash reduction targets of 80% reduction (from 2009 levels) by 2019.
• Develop and begin implementation of PCB Demolition Management Programs by June 2019.
• Develop Green Infrastructure Plans by September 30, 2019.
• Review and update stormwater inspection program.
Stormwater Education
• Develop and begin implementation of a public information and outreach strategy that leverages local and regional
collaboration to enhance opportunities.
• Develop Authority Board training and orientation program and City Council education.
Finance & Administration
• Prior to the sunset of the storm fee collection in June 2020, develop/implement a short and long-term funding
strategy to ensure continuity of funds needed to operate the Authority.
• Identify and pursue grant opportunities.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ARROWHEAD CFD PROJECT FUNDING OVERVIEW
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.
Fifteen of the ACCI property owners choose to pay for their share of the construction contract out of pocket. The
remaining 24 property owners participated in the bond issuance. Once the bond was issued, all of the funds were
transferred to the Bank of New York Mellon as the Bond Trustee.
The Bond funds and pre -pay contributions were distributed into three BNY Mellon accounts as follows:
• $ 340,444.98 The Bond Issuance Fund to pay the cost of the bond issuance:
• $3,569,169.45 The Improvement Fund to pay for the cost of the project.
• $ 89,233.57 The Bond Reserve account to be held in trust until the bond is paid off.
$3,998,848.00 TOTAL PROJECT FUNDING
This program accounts for the receipt and disbursement of Bank of New York Mellon accounts, meaning these funds
do not reside in the City's bank accounts that are accounted for in the monthly Treasurers Report. However, the
financial information is included in the budget to reflect the funding the City is fiscally responsible for.
Most of the Bond Issuance account funds were distributed shortly after the bond was issued to pay the consultants
involved in the bond issuance. The Improvement Fund will be expended as the project progresses, with most of the
funds expended by the end of FY 2018/19. The Bond Reserve account will remain intact unless there are appropriate
uses (i.e. failure to pay levy) during the life of the bond. Disbursements for construction costs are directed and
approved by the ACCI Board. The City merely acts as the fiscal agent that authorize payments from the Bank of New
York Mellon accounts. Hence this is an Agency Fund to account for the revenues received and the expenditures made,
including the initial bond and pre -paid contributions, and the bond issuance and construction costs.
BUDGET HIGHLIGHTS
The FY 2019/20 Budget reflects the remainder of the project funds to be expended or reimbursed to the ACCI
property owners. Debt Service revenues and expenditures are accounted for separately in the Arrowhead CFD Bond
Debt Service program.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
2018 ARROWHEAD CFD PROJECT - AGENCY FUND
FUND FINANCIALS
2015/16 2016/17 2017/18 2018/19 2018/19 2019/20
Actuals Actual Actuals Adjusted Actuals Adopted
SOURCES OF FUNDS
Beginning Fund Balance
Unassigned
Total Beg Fund Balance $ - $ - $ $ - $ - $ -
Revenues
Interest - -
Other Sources - -
Total Revenues $ - $ - $ $ $ - $ -
Operating Transfers In
$
- $
- $
$ 3,909,614
$ 3,501,009
$
375,513
TOTAL SOURCE OF FUNDS
$
- $
- $
$ -
$ 3,501,009
$
375,513
USE OF FUNDS
Expenditures
Operating Expenditures
Consultants & Contract Services
-
340,445
267,353
40,000
Fixed Assets
-
3,569,169
3,233,656
335,513
Total Expenditures
$
- $
- $
$ 3,909,614
$ 3,5019009
$
375,513
Operating Transfers
Transfer Out
Total Operating Transfers
$
- $
- $
$ -
$ -
$
-
Ending Fund Balance
Unassigned
-
Total Ending Fund Balance
$
- $
- $
$ -
$
TOTAL USE OF FUNDS $ - $ - $ - $ 3,909,614 $ 3,501,009 $ 375,513
FY 2019/20 STRATEGIC PRIORITIES
Project Administration
• Provide project management and financial oversight for both pre -paid contributions and bond funds to ensure
project is completed accurately, timely, and on budget.
• To complete water infrastructure project and all water line hook-ups by June 30, 2019.
• To ensure fire protection resources are in place and operational.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
BUDGET
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
CAPITAL IMPROVEMENT PLAN OVERVIEW
The City of Saratoga's FY 2019/20 — 2023/24 Capital Improvement Plan (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. Generally, CIP improvements are major expenditures that have a multi -year life and result
in becoming City assets.
As a city is comprised of diverse infrastructure, the CIP is structured under four separate program areas in which
projects are categorized by infrastructure type. This includes: Streets Program; Parks & Trails Program; Facilities
Program; and an Administrative & Technology Improvement Program. The discrete program areas allow for further
sub -classifications of projects the City is undertaking, and the tracking of resources expended for these purposes. The
four programs are structured as follows:
• Streets Program — includes 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, and Refuse Impact Fees are dedicated
funding sources for the Streets Program, with total revenues of approximately $2 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 Program - includes 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.
Facility Program - includes 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, 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 Program — includes 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
CAPITAL PROGRAM GUIDELINES
The standard definition of a Capital Improvement Plan (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.
The 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.
Under direction from the City Manager, the Public Works Department takes the lead in the preparation of most street
and park projects for consideration in the current Capital Improvement Plan, and Facilities Division takes the lead in
most Facility Program projects. Capital Administrative & Technology projects typically 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. The
entire proposed Capital Improvement Plan budget is presented to the City Council for review at the Operating and
Capital Budget Hearing in May, with budget approval scheduled in June.
This introductory summary overview of the CIP budget reflects the City's capital projects plan and estimated project
status as of the year end. The CIP schedules reflect estimated unexpended fund balance at the beginning of the fiscal
year, the estimated funding to be received during the fiscal year (by category), and the full appropriation of all available
funds to allow for either completion of projects or large encumbrances for multi -year projects.
The Capital Improvement Plan also includes a number of unfunded capital projects which were brought to the Planning
Commission and approved for conformance with General Plan guidelines. These planned projects will be brought to
Council for budget approval at a later time, when resources become available.
The following summary schedules and graphs illustrate program budgets by project category and by fund for the four
CIP Programs, and a list of unfunded projects.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
CAPITAL IMPROVEMENT PLAN BUDGET BY PROJECT CATEGORY
Streets Program
61.8%
" irk & Trail
Program
23.4°%
Facility Program
9.8%
min & Tech
Program
4.9%
CAPITAL PROGRAM BUDGET BY PROJECT CATEGORY
Adopted
Category
FY2019/20
%
Streets
Street Repair & Resurfacing
$ 2,895,142
19.8%
Roadway Safety Projects
2,982,138
20.4%
Sidewalk, Curbs & Storm Drains
1,503,880
10.3%
Bridge & Retaining Walls
1,535,307
10.5%
Utility Undergrounding Projects
98,744
0.7%
Total Streets
9,015,211
61.8%
Parks & Trails
Citywide Projects
275,184
1.9%
Park Projects
179,302
1.2%
Trail Projects
2,965,877
20.3%
Total Parks & Trails
3,420,363
23.4%
Facility hnprowments
Civic Center Improvements
738,820
5.1%
Community Center Improvements
688,035
4.7%
Library Building Improvements
10,000
0.1%
Total Facility hnprovements
1,436,855
9.8%
Administrative & Technology hnpromments
Information Technology Projects
135,504
0.9%
Community Enhancement Programs
172,314
1.2%
Development Programs
319,019
2.2%
Administrative Enhancement Programs
88,891
0.6%
Total Admin & Technology hnprovements
715,729
4.9%
TOTAL CIP BUDGET BY PROJECT CATEGORY
$ 14,588,157
100%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
CAPITAL IMPROVEMENT PLAN BUDGET BY FUND
Parks & Trails CIP
Fund
13.3°%
Streets Gas Tax
Fund
11.4°%
Streets Grant Fund
19.1%
Parks In -Lieu Fees
Fund
1.5%
I
Park & Trails
Grant Fund
8.2%
Facility CIP Fund
9.8°/a
min & Tech
CIF Fund
4.9%
Streets CIP Fund
31.4%
CAPITAL 1WROVEMENT PLAN BUDGET BY FUND
Adopted
Category
FY2019/20
%
Streets
411 Streets CIP Fund
4,575,556
31.4%
431 Streets Grant Fund
2,781,128
19.1%
481 Streets Gras Tax Fund
1,658,527
11.4%
Total Streets
9,015,211
61.8%
Park & Trails
412 Parks & Trails CIP Fund
1,936,147
13.3%
421 Parks & Trails Tree Fund
74,570
0.5%
422 Parks & Trails In -Lieu Fees Fund
214,305
1.5%
432 Parks & Trails Grant Fund
1,195,341
8.2%
Total Park & Trails
3,420,363
23.4%
Facility Improvements
413 Facility CIP Fund
1,436,855
9.8%
Total Facility Improvements
1,436,855
9.8%
Administrative & Technology Improvements
414 Admin & Tech CIP Fund
715,729
4.9%
Total Administrative & Technololgy
715,729
4.9%
TOTAL CIP BUDGET BY FUND
14,588,157
100%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
CIP UNFUNDED LIST
Project Project Proj
Title Description Cos
STREET IMPROVEMENT PROJECTS
1
State Route 85/Saratoga Avenue Beautification
This project would fund the beautification of the entry and exit to State Route 85 at
250,000
Saratoga Avenue.
2
Saratoga/Herriman Avenues Traffic Signal
This project would fund the installation ofa three-way traffic signal at the
250,000
intersection of Saratoga and Heniman Avenues.
3
Automatic License Plate Reader
Would install automated license plate readers at the State Route 85/Saratoga Avenue
350,000
intersection.
TOTAL STREETS UNFUNDED PROJECTS
$ 850,000
PARK & TRAIL IMPROVE N NT PROJECTS
4
Saratoga Village Creek Trail -Construction
This project would fund the construction ofa trail connecting to the Saratoga Village
3,000,000
to Quarry Park Trail along Saratoga Creek.
5
Norton/Villa Montalvo Emergency Route
This project would fund the construction of an emergency access road connecting
2,000,000
the Montalvo Arts Center parking lot with Norton Road.
6
Joe's Trail at Saratoga De Anza - Phase II
This project would fund the design and construction ofa trail from Saratoga-
750,000
Sunnyvale Road to Arroyo de Arguello.
7
Quarry Park Trail hnprovements
This project would fund the design, environmental review, and construction of
250,000
additional trail improvements in Quarry Park.
8
Park & Trails Master Plan
Would fund an update to the 1991 City of Saratoga Parks and Trails Master Plan.
100,000
9
ADA All-hclusive Playground
This project would fund costs related to installing all-inclusive play equipment in an
200,000
emdsting City playground.
10
Magical Bridges Playground
This project would fund the local match to a grant for construction of an all-inclusive
160,000
playground structure.
11
Via Regina Trail
This project would fund the construction ofa pedestrian -equestrian trail connecting
100,000
Via Regina and Villa Oaks Lane.
12
Quarry Park ADA Access to Upper Terrace
This project will fund the design, construction and environmental review of ADA
250,000
improvements and access to the upperterrace parking lot.
TOTAL PARKS AND TRAILS UNFUNDED PROJECTS
$ 6,810,000
FACH ITYA PROVEMENT PROJECTS
13
Theater Improvements -Civic Theater Master Plan
This project would fund the design and construction of improvements identified in
19,000,000
the Civic Theater Master Plan.
14
Restroom&Shower Trailer
Would fund purchase oftwo station, fully -accessible restroom trailer with 2 toilets
60,000
and 1 shower to be used in event of disaster, problems with sewer/restroom, or at
events.
15
Fire Protection Systems Update
Would fund installation of fire protection systems that meet current Fire Code
3,110,000
requirements in all City facilities.
16
1 City Hall Courtyard
This project would fund improvements to the courtyard area of City Hall.
150,000
TOTAL FACRITYUNFUNDED PROJECTS
$ 22,320,000
TOTALS I $ 29,980,000
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
OPERATING BUDGET COST IMPACTS
STREETS CAPITAL IMPROVEMENT PROGRAM
Street lmprowmentProjects � W
Operational
Impact
2019/20 2020/21 2021/22 2022/23 2023/24
Total
Operating
Impacts
Street Repair & Resurfacing Projects
9111-003 Annual Roadway improvements
Stafftime
217,405
222,840
228,411
234,121
239,974
1,142,751
Roadway Safety Improvements
9121-001 Roadway Safety & Traffic Calming
Stafftime
4,858
4,980
5,104
5,232
5,363
25,537
9122-006 Prospect Road Improvements
Stafftime
160,322
-
-
-
-
160,322
9122-007 Citywide Signal Upgrade Project Phase ll
Stafftime
31,245
31,245
9122-010 Fruitvale/Allendale Ave. Intersection Impr.
Stafftime
21,201
21,201
Sidewalks, Curbs & Gutters
9141-005 Annual Infrastructure Maintenance & Repairs
Stafftime
13,978
14,328
14,686
15,053
15,429
73,474
9142-005 Saratoga Avenue Sidewalk
Stafftime
4,087
-
-
-
-
4,087
9142-011 Village Sidewalk & Pedestrian hnpr. - Phase II
Stafftime
2,243
2,243
9142-014 Big Basin Way Sidewalk Repairs
Stafftime
12,601
12,601
9142-015 El Camino Grande Storm Drain Pump
Stafftime
18,106
18,106
9142-019 Saratoga Village Crosswalk& Sidewalk Rehab.
Stafftime
12,717
12,717
9142-020 Quito Road Sidewalk Improvements
Stafftime
1,399
1,399
9142-021 Saratoga/Sunnyvale Sidewalks
Stafftime
5,074
5,074
Bridges & Retaining Walls
9152-001 4th Street Bridge
No impact
-
-
9152-002 Quito Road Bridges - Project Engineering
Stafftime
7,413
7,413
9152-004 Quito Road Bridges - ROW Acquisition
Stafftime
11,159
11,159
9153-003 Annual Retaining Wall Maintenance and Repairs
Stafftime
18,668
19,135
19,613
20,103
20,606
98,124
Utility Undergrounding Project
9171-002 Quito Road Electric Underground Project
JNo impact
-
Total - Street Projects
1 $ 542,476
1 $ 261,282
1 $ 267,814
1 $ 274,509
1 $ 281,372
$1,627,454
PARKS & TRAILS CAPITAL IMPROVEMENT PROGRAM
Parks &Trails
IORMEW
ovEmentProjects
Operational
lmpact
2019/20 2020/21 2021/22 2022/23 2023/24
Total
Operating
Impacts
Citywide Projects
9211-001 Park, Trail, Grounds, and Medians
Stafftime
25,088
25,715
26,358
27,017
27,692
131,870
9211-002 Citywide Tree Replanting
Stafftime
7,336
-
-
-
-
7,336
9211-010 Park & Trail Safety Improvements
Stafftime
6,257
6,257
9212-001 Tree Dedication Program
Stafftime
3,508
3,508
Park Projects
9219-002 Quito/Pollard Road Open Space Imps
Stafftime
3,368
3,368
9222-004 Hakone Gardens Infrastructure Imps
Stafftime
2,625
2,625
Trail Projects
9274-002 Guava Ct/Fredericksburg Entrance
Stafftime
686
686
9277-004 Saratoga Village to Quarry Park Walkway
Stafftime
5,399
5,399
9278-001 Saratoga -to -the -Sea Trail
IStaffti.
1 122,743
-
122,743
Total -Parks & Trails Projects
1 177,010
1 25,715
1 26,358
1 27,017
1 27,692
283,793
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
OPERATING BUDGET COST IMPACTS - CONTINUED
FACILITY CAPITAL IMPROVEMENT PROGRAM
Improvement Projects
Operational
Impact
2019/20 2020/21 2021/22 2022/23 2023/24
Total
Operating
Impacts
Civic Center Improvements
9321-016 CDD Lobby Remodel
Stafftime
18,659
-
-
-
-
19,659
9322-001 Theater Improvements
Stafftime
5,904
6,051
6,202
6,357
6,516
31,031
9322-013 PEG Funded Projects
Stafftime
21,030
21,556
22,094
22,647
23,213
110,540
Community Center
9331-010 Garden Patio Bocce Ball Court
Stafftime
17,306
-
-
-
-
17,306
9331-011 Preschool Turf Conversion
Stafftime
1,543
1,543
9333-007 Senior Center FntranceRemodel
Stafftime
12,193
12,193
9333-008 Community Center Improvement Program
Stafftime
11,416
11,416
Administrative Projects & Programs
9372-001 Library E-derior Maintenance Projects
Stafftime
617
633
648
665
691
3,244
9373-001 Library EV Fast Charging Station
INo impact
-
Total - Facility Projects
1 88,667
1 28,239
1 28,945
1 29,669
1 30,411
205,931
ADMINISTRATIVE & TECHNOLOGY CAPITAL IMPROVEMENT PROGRAM
Administrative & Technology
Improvement Projects
Operational
Impact
2019/20 2020/21 2021/22 2022/23 2023/24
Total
Operating
Lnpacts
Information Technology Projects
9413-002 City Website/hitranet Redesign
Stafftime
2,372
-
-
-
-
2,372
9415-001 Community Development Technology
Stafftime
6,761
6,930
7,103
7,280
7,462
35,536
Development
Community Enhancement Programs
9442-001 Citywide LLD Initiation Match Program
Stafftime
987
-
-
-
-
987
9442-002 Horseshoe LLD Beautification
No impact
-
-
9443-002 Citywide Accessibility Assessment
Stafftime
2,594
-
-
-
-
2,594
9443-003 City Art Program
Stafftime
341
350
358
367
376
1,793
Development Projects & Programs
9451-002 General Plan Update - CIP
Stafftime
18,192
18,647
19,113
19,591
20,081
95,623
Administrative Projects & Programs
9491-001 Risk Management Mitigation Project
Stafftime
2,298
1 2,355
1 2,414
1 2,474
1 2,536
12,078
Total - Administrative Projects
1 33,545
1 28,281
1 28,988
1 29,713
1 30,456
150 983
SUMMARY OF OPERATING BUDGET COST IMPACTS
BY CAPITAL PROGRAM
5 Years
Operating
Operating Budget Impacts by Capital Program
2019/20
2020/21
2021/22
2022/23
2023/24
Impact
Streets
542,476
261,282
267,814
274,509
281,372
1,627,454
Parks & Tra11s
177,010
25,715
26,358
27,017
27,692
283,793
Fackies
88,667
28,239
28,945
29,669
30,411
205,931
Adrrk�sitrative & Technology Improvements
33,545
28,281
28,988
29,713
30,456
150,983
Total Operating Budget Impact by Capital Program
$ 841,698
$ 343,518
$ 352,106
$ 360,908
$ 369,931
$ 2,268,160
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL IMPROVEMENT PLAN
:�i
FaR%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STREET IMPROVEMENT PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: STREET IMPROVEMENTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: STREET IMPROVEMENTS
STREETS PROGRAM
PROGRAM DIRECTORY
STREET PROGRAM SUMMARY
Program Summary
Project List Summary
PAGE
367
368
Project Funding Summary 369
Operating Budget Impact 370
STREET REPAIR AND RESURFACING PROJECTS
9111-003 Annual Roadway Improvements
ROADWAY SAFETY PROJECTS
372
9121-001 Roadway Safety & Traffic Calming 376
9122-006 Prospect Road Improvements 378
9122-007 Citywide Signal Upgrades Project - Phase II 382
9122-010 Fruitvale Ave & Allendale Ave Intersection Improvements 384
SIDEWALK, CURBS & STORM DRAIN PROJECTS
9141-005
Annual Infrastructure Maintenance and Repairs
388
9142-005
Saratoga Avenue Sidewalk
390
9142-011
Village Sidewalk & Pedestrian Improvements — Phase II
392
9142-014
Big Basin Way Sidewalk Repairs
394
9142-015
El Camino Grande Storm Drain Repair
396
9142-019
Village Crosswalk and Sidewalk Rehabilitation
398
9142-020
Quito Road Sidewalk Improvements — Design
400
9142-021
Saratoga/Sunnyvale Sidewalks
402
BRIDGE AND RETAINING WALLS
9152-001 Fourth Street Bridge Widening 406
9152-002 Quito Road Bridges Replacement — Preliminary Engineering 408
9152-004 Quito Road Bridges Replacement — ROW Acquisition 412
9153-003 Annual Retaining Wall Maintenance and Repairs 414
STREET UNDERGROUNDING PROJECTS
9171-001 Rule 20A Electric Undergrounding Conversion Projects 418
9171-002 Quito Road Electric Undergrounding Project 420
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: STREET IMPROVEMENTS
4 SA
1956
�ClFo
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: STREET IMPROVEMENTS
STREET IMPROVEMENTS
PROGRAM SUMMARY
The Capital Improvement Plan's Streets 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 six project categories:
• Street Resurfacing, Repair & Maintenance Projects
• Roadway Safety Improvements
• Street Landscape & Beautification Improvements
• Sidewalks, Curbs & Storm Drain Improvements
• Bridge & Hillside Support Projects
• Utility Undergrounding 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 — consists 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.
Utility Undergrounding Projects — consist of projects that move aboveground utilities underground, such as electric, cable,
and telephone lines. Funding for these projects varies, but a significant funding source is Pacific Gas, & Electric's Rule 20A
Program.
The following pages include a list of the Street Program's capital projects, summary funding by account classification, and
individual project pages for each of the funded projects in this capital program.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: STREET IMPROVEMENTS
PROJECT LIST SUMMARY
STREETS PROJECT EXPENDITURE SUMMARY
PY
Expended
To Date
FY
2018/19
Actual
Expended
To Date
2019/20
Budgeted for Fiscal Year
2020/21 2021/22 2022/23
2023/24
Total
Project
Expenditures
Street Repair & Resurfacing Projects
9111-003 Annual Roadway Improvements
3,170,426
2,957,167
6,127,593
2,895,142
- - -
-
9,022,736
Roadway Safety Improvements
9121-001 Roadway Safety & Traffic Cahning
531,800
160,369
692,169
75,035
75,000 75,000 75,000
75,000
1,067,204
9122-006 Prospect Roadhnprovements
2,544,555
2,617,789
5,162,344
2,134,985
- - -
-
7,297,329
9122-007 Citywide Signal Upgrade Project Phase II
1,207
76,677
77,884
522,117
600,001
9122-008 Big Basin Way Turnaround
50,000
132,000
182,000
closed
182,000
9122-010 Fruitvale/Allendale Avenue Intersection Improvements
-
-
-
250,000
250,000
Sidewalks, Curbs & Gutters
9141-005 Annual Infrastructure Maintenance & Repairs
424,237
226,302
650,539
287,978
250,000 250,000 250,000
250,000
1,938,517
9142-005 Saratoga Avenue Sidewalk
237,030
32,888
269,918
74,261
- - -
-
344,179
9142-011 Village Sidewalk & Pedestrian Improvements - Phase II
1,121,215
60,336
1,181,551
67,364
1,248,915
9142-014 Big Basin Way Sidewalk Repairs
-
-
-
183,990
183,990
9142-015 El Camino Grande Storm Drain Pump
21,731
5,535
27,266
372,734
400,000
9142-017 Long -Term Trash Plan Storm Drain Capture Devices
13,000
17,000
30,000
closed
30,000
9142-019 Saratoga Village Crosswalk& Sidewalk Rehabilitation
-
-
-
382,000
382,000
9142-020 Quito Road Sidewalk Improvements
1,350
5,280
6,630
43,370
50,000
9142-021 Saratoga/Sunnyvale Sidewalks
-
-
-
92,183
92,183
Bridges & Retaining Walls
9152-001 4th Street Bridge
2,499
-
2,499
584,501
587,000
9152-002 Quito Road Bridges -Project Engineering
994,684
38,767
1,033,451
222,688
1,256,139
9152-004 Quito Road Bridges -ROW Acquisition
56,718
8,063
64,781
335,219
400,000
9153-003 Annual Retaining Wall Maintenance and Repairs
347,863
49,239
397,102
392,899
200,000 200,000 200,000
200,000
1,590,001
Utility Undergrounding Project
9171-002 Quito Road Electric Underground Project
-
-
-
98,744
- - -
-
98,744
Total Project Expenditures
10,629,061
6,389,281
17,018,343
9,015,211
525,000 525,000 525,000
525,000
28,133,553
There were no new Street Improvement projects for FY 2019/20
Closed or unfunded projects in FY 2018/19 include:
• Big Basin Way Turnaround
• Long -Term Trash Plan Storm Drain Devices
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: STREET IMPROVEMENTS
STREET IMPROVEMENT PROGRAM FUNDING SUMMARY
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP STREET FUND
VIA -Measure B Sales Tax
-
-
-
1,312,196
- - -
-
1,312,196
Road/Refuse Impact Fees
702,600
351,300
1,053,900
351,300
1,405,200
Sale of Parcel
-
-
-
92,183
92,183
Project Reimbursements
399,263
113,519
512,782
307,014
819,797
Community Benefit Asses.
98,744
-
98,744
-
98,744
Transfers In - General Fund
5,062,281
1,037,866
6,100,147
675,000
525,000 525,000 525,000
525,000
8,8759147
GRANT FUNDS
Federal - HBBR Gant
724,956
20,733
745,689
786,060
- - -
-
1,531,749
Federal - HSIPGrant
837,360
3,360,248
4,197,608
2,146,391
6,3449000
Federal - CMAQ via DOT
776,100
4,975
781,075
334,859
191159934
State- MTC (TDA)
260,542
59,637
320,179
24,000
344,179
VIA - Local Gant
-
1,207
1,207
398,793
400,000
GAS TAX FUND
Gas Tax -HUTA
1,151,763
510,418
1,662,181
524,415
291869596
Gas Tax- 7360 (TCR swap)
199,699
105,016
304,715
270,744
575,459
State - Loan Repayment
34,752
35,449
70,201
35,449
105,650
Road Maintenance Repair
140,912
565,832
706,744
520,301
1,2279045
Transfers In
1,699,675
-
1,699,675
-
196999675
TOTAL REVENUES
12,088,646
6,166,200
18,254,846
7,778,707
525,000 5259000 525,000
525,000
28,133,553
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDrrURFS
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Ekpended
CIP STREET FUND EXP
Salary & Benefits
6,092
762
6,854
-
- - -
-
6,854
Site Acquisition & Prep
23,756
5,652
29,409
29,409
Materials & Supplies
246,074
95,260
341,334
341,334
Fees & Expenses
15,487
9,910
25,397
25,397
Consultant/Contract Svs
343,727
196,128
539,855
539,855
Project Equip & Fixtures
57,060
10,790
67,850
67,850
Construction Expenses
2,509,861
1,390,580
3,900,441
4,575,556
525,000 525,000 525,000
525,000
10,575,997
Reimbursable Expenses
1,110
-
1,110
-
- - -
-
1,110
Transfers Out
884,159
131,302
1,015,461
1,015,461
GRANT FUND EXP
Salary & Benefits
1,078
-
1,078
1,078
Site Acquisition & Prep
138,477
926
139,403
139,403
Materials & Supplies
7,497
-
7,497
7,497
Fees & Expenses
8,038
-
8,038
8,038
Consultant/Contract Svs
227,803
82,183
309,986
309,986
Construction Expenses
4,413,112
2,052,962
6,466,074
2,781,128
99247,202
Reimbursable Expenses
22,066
593
22,658
-
229658
GAS TAX EXP
Site Acquisition & Prep
11,435
-
11,435
119435
Materials & Supplies
31,920
4,179
36,099
369099
Fees & Expenses
22,154
-
22,154
22,154
Consultant/Contract Svs
394,169
13,851
408,021
-
408,021
Construction Expenses
781,984
2,394,204
3,176,188
1,658,527
4,8349715
Transfers Out
482,000
-
482,000
-
482,000
TOTAL EXPENDITURES
10,6299060
6,3899281
17,018,341
99015,211
525,000 5259000 5259000
525,000
28,1339552
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
ActiAty
Actual
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Activi
Beginning Balance
1,459,586
1,236,504
- - -
-
-
Revenues & Transfers In
12,088,646
6,166,200
18,254,846
7,778,707
525,000 525,000 525,000
525,000
28,133,553
Eq)enditures & Transfers Out
10,629,060
6,389,281
17,018,341
9,015,211
525,000 525,000 525,000
525,000
1 28,133,552
Ending Balance
19459,586
1,236,504
1,236,504
-
- - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: STREET IMPROVEMENTS
OPERATING BUDGET IMPACTS
Street Improvement Projects as
Operational
Impact
2019/20 2020/21 2021/22 2022/23 2023/24
Total
Operating
Irnpacts
Street Repair & Resurfacing Projects
9111-003 Annual Roadway Improvements
Stafftime
217,405
222,840
228,411
234,121
239,974
1,142,751
Roadway Safety Improvements
9121-001 Roadway Safety & Traffic Calming
Stafftime
4,858
4,980
5,104
5,232
5,363
25,537
9122-006 Prospect Road Improvements
Stafftime
160,322
-
-
-
-
160,322
9122-007 Citywide Signal Upgrade Project Phase II
Stafftime
31,245
31,245
9122-010 Fruitvale/Allendale Ave. Intersection hmpr.
Stafftime
21,201
-
-
-
-
21,201
Sidewalks, Curbs & Gutters
9141-005 Annual Infrastructure Maintenance & Repairs
Stafftime
13,978
14,328
14,686
15,053
15,429
73,474
9142-005 Saratoga Avenue Sidewalk
Stafftime
4,087
-
-
-
-
4,087
9142-011 Village Sidewalk & Pedestrian hnpr. - Phase H
Stafftime
2,243
2,243
9142-014 Big Basin Way Sidewalk Repairs
Stafftime
12,601
12,601
9142-015 El Camino Grande Storm Drain Pump
Stafftime
18,106
18,106
9142-019 Saratoga Village Crosswalk& Sidewalk Rehab.
Stafftime
12,717
12,717
9142-020 Quito Road Sidewalk Improvements
Stafftime
1,399
1,399
9142-021 Saratoga/Sunnyvale Sidewalks
Stafftime
5,074
5,074
Bridges & Retaining Walls
9152-001 4th Street Bridge
No impact
-
-
9152-002 Quito Road Bridges - Project Engineering
Stafftime
7,413
7,413
9152-004 Quito Road Bridges - ROW Acquisition
Stafftime
11,159
-
-
-
-
11,159
9153-003 Annual Retaining Wall Maintenance and Repairs
Stafftime
18,668
19,135
19,613
20,103
20,606
98,124
Utility Undergrounding Project
9171-002 Quito Road Electric Underground Project
No impact
-
-
-
-
-
-
Total - Street Projects
$ 542,476
$ 261,282
$ 267,814
$ 274,509
$ 281,372
$1,627,454
Note - Operating Budget impacts identify staff time cost for project management, inclusive of oversight, design, grant reporting, and miscellaneous
maintenance.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STREET REPAIR & RESURFACING PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STREET REPAIR & RESURFACING PROJECTS
ANNUAL ROADWAY IMPROVEMENTS
CITYWIDE
Project Name Annual Roadway Improvements Project Number 9111-003
Department Public Works Project Manager John Cherbone
Description This project funds ongoing street resurfacing and maintenance to maintain the City's pavement
infrastructure.
Location This is a Citywide project.
Project The City has a comprehensive annual Pavement Management Program (PMP) that is funded through the
Background Annual Roadway Improvements project. The program includes road resurfacing and maintenance to
keep the City's single largest piece of infrastructure in good condition.
Streets are selected each year to be included in the Pavement Management Program based on several
factors, including pavement conditions, maintenance recommendations, and budgetary constraints. This
information, combined with the City Engineer's observations and input from residents, determines
which streets are included in the annual PMP. Work included in the PMP is a combination of regular
maintenance of roadways to prevent road conditions from rapidly deteriorating and significant repairs
for streets with the highest need.
Resurfacing streets on a regular basis extends the lifetime of the roadways and minimizes the need for
larger and more costly projects in the future. Keeping the streets in good condition also reduces liability
risks and staff time required for minor repair work.
Every two to three years, an engineering consultant assesses City roads using the Paving Condition
Index (PCI). The PCI is based on a scale of 0 to 100, WITH the overall score used to indicate the
average of the City's road conditions. The scale ranges from 0 for roads that have failed to 100 for
roads in excellent condition. Scores are classified into five categories: Very Poor is scored 0-25; Poor
is scored 25-49; Good is scored 50-69; Very Good is scored 70-89; and Excellent is scored 90-100.
The City's overall PCI is 71 based on a 2017 assessment.
This project is funded by Road/Refuse Impact Fees, Santa Clara County Measure B Sales Tax and state
funds from Road Repair and Maintenance fees and Gasoline Tax proceeds. Although collection of the
half -cent Measure B sales tax began in April 2017, funds were being held pending the outcome of a
legal challenge, which was dismissed in January 2019.
Operating Engineering, administrative, and maintenance staff costs for project oversight and implementation of
Budget Impacts $217,405 will be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STREET REPAIR & RESURFACING PROJECTS
ANNUAL ROADWAY IMPROVEMENTS
PROJECT TIMELINE
PROJECT COMPONENT
Project Development
Ongoing
Prepare plans andspecifications
Begin Bid Process
Ongoing
Invite contractors to bid on the project
Contract Award
Ongoing
Award contract
Estimated Construction Start
Ongoing
Construction project begins
Estimated Completion Date
Ongoing
Specified pr9ject work is completed
FUNDING SCHEDULE
9111-003
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREET FUND
VTA-Measure B Sales Tax
-
-
-
1,312,194
- - - -
1,312,194
Road/Refuse Impact Fees
702,600
351,300
1,053,900
351,300
1,405,200
Project Reimbursements
61,700
120,384
182,084
-
182,084
Transfers In - General Fund
1,475,648
130,000
1,605,648
-
1,605,648
TOTAL
2,239,947
601,684
2,841,631
1,663,494
- - - -
4,505,126
GAS TAX FUND
Gas Tax -HUTA
1,001,773
510,418
1,512,191
524,415
2,036,606
Gas Tax- 7360 (TCR swap)
199,699
105,016
304,715
270,744
575,459
State - Loan Repayment
34,752
35,449
70,201
35,449
105,650
Road Maintenance Repair
140,912
565,832
706,744
520,301
1,227,045
Transfers In
572,850
-
572,850
-
572,850
TOTAL
1,949,986
1,216,715
3,166,701
1,350,909
- - - -
4,517,610
TOTAL REVENUES
4,189,933
1,818,399
6,008,332
3,014,403
- - -
9,022,735
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP STREET' FUND EXP
Salary & Benefits
6,092
762
6,854
-
- - - -
6,854
Materials & Supplies
170,367
84,416
2549782
254,782
Consultant/Contract Svs
5,760
12,885
18,645
18,645
Project Equip & Fixtures
57,060
10,790
67,850
-
67,850
Construction Expenses
1,071,451
971,096
2,042,546
1,510,004
3,552,550
Transfers Out
600,000
-
600,000
-
600,000
TOTAL
1,910,729
1,084,392
2,995,121
1,510,004
- - - -
4,505,125
GAS TAX EXP
Materials & Supplies
31,833
4,179
36,012
-
36,012
Consultant/Contract Svs
455
630
1,085
-
1,085
Construction Expenses
745,409
1,867,966
2,613,375
1,385,138
3,998,513
Transfers Out
482,000
-
4829000
-
482,000
TOTAL
1,259,697
1,872,775
3,132,472
1,385,138
- - - -
4,517,610
TOTAL EXPENDITURES
3,170,426
2,957,167
6,127,593
2,895,142
- - -
99022,735
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STREET REPAIR & RESURFACING PROJECTS
ANNUAL ROADWAY IMPROVEMENTS
FUNDING SCHEDULE - CONTINUED
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actual
Total
2019/20 2020/21 2021/22 2022/23 2023/24
ActiNity
CIP STREET FUND
Beginning Balance
329,218
(153,490) - - - -
-
Revenues & T/I
2,239,947
601,684
2,841,631
1,663,494
4,505,125
EKpenditures & T/O
1,910,729
1,084,392
2,995,121
1,510,004
495059125
Ending Balance
3299218
(153,490)
(153,490)
- - -
-
GAS TAX FUND
Beginning Balance
690,289
34,229
-
Revenues & T/I
1,949,986
1,216,715
3,166,701
1,350,909
4,5179610
Eq)enditures & T/O
1,259,697
1,872,775
3,132,472
1,385,138
4,517,610
Ending Balance
6909289
34,229
34,229
- - - - -
TOTAL BALANCE
19019,507
(119,261)
(119,261)
- - - - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
ROADWAY SAFETY & TRAFFIC CALMING
CITYWIDE
Project Name Roadway Safety & Traffic Calming Project Number 9121-001
Department Public Works Project Manager Mainini Cabute
Description In conjunction with the Traffic Safety Commission (TSC), this project funds safety and traffic calming
improvements.
Location This is a Citywide project.
Project This project is one of several priority projects identified by the City Council that receives an annual
Background transfer of $75,000 of City funds to make roads safer and address traffic concerns. 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 improve
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 chokers, 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.
Projects completed in Fiscal Year 2018/19 include roadway markings on Casa Blanca Lane at La Paz
Way, Brookglen Drive, Mendelsohn Lane, Melinda Circle at Kristy Lane, Old Oak Way, Saratoga
Avenue at Fruitvale Avenue, Sea Gull Way, De Sanka Avenue, Knollwood Drive, Goleta Avenue, and
Walnut Avenue. Additionally, speed tables were installed on Allendale Avenue, a 4-way stop was placed
at Big Basin Way and 4' Street, and rapid flashing beacon crosswalks were installed at Quito Road at
McCoy Avenue, Herriman Avenue at Lexington Court, and Cox Avenue at Cumberland Drive.
Operating Engineering, administrative, and maintenance staff costs for project oversight and implementation of
Budget Impacts $4,858 will be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
ROADWAY SAFETY & TRAFFIC CALMING
PROJECT TIMELINE
PRO.IFCT COMPONENT
Project Development
TIMELINE
Ongoing
DESCRIPTION
Prepare plans andspecifications
Begin Bid Process
Ongoing
Invite contractors to bid on the project
Contract Award
Ongoing
Award contract
Estimated Construction Start
Ongoing
Construction project begins
Estimated Completion Date
On oin
Project is completed
FUNDING SCHEDULE
9121-001
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21
2021/22 2022/23
2023/24
Funding
CIP STREET' FUND
Project Reimbursements
850
-
850
-
-
- -
-
850
Transfers In - General Fund
641,355
50,000
691,355
75,000
75,000
75,000 75,000
75,000
1,066,355
TOTAL REVENUES
642,205
50,000
692,205
75,000
75,000
75,000 75,000
75,000
19067,205
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
1 2019/20
2020/21
2021/22 2022/23
2023/24
Expended
CIP STREET FUND EXP
Materials & Supplies
64,837
770
65,607
-
-
- -
-
65,607
Fees & Expenses
310
-
310
310
Consultant/Contract Svs
149,092
41,500
190,592
-
-
- -
-
190,592
Construction Expenses
317,561
118,099
435,660
75,035
75,000
75,000 75,000
75,000
810,695
TOTAL EXPENDITURES
531,800
160,369
692,170
75,035
75,000
75,000 75,000
75,000
1,067,204
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
Acthity
Actual
Total
2019/20
2020/21
2021/22 2022/23
2023/24
Acthity
CIP STREET FUND
Beginning Balance
110,404
35
-
- -
-
-
Revenues & T/I
642,205
50,000
692,205
75,000
75,000
75,000 75,000
75,000
1,067,205
Expenditures & T/O
531,800
160,369
692,170
75,035
75,000
75,000 75,000
75,000
1,067,205
JEnding Balance
110,404
35
35
1 -
-
- -
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
PROSPECT ROAD IMPROVEMENTS
i
Prospeet Road
Project Name Prospect Road Improvements Project Number 9122-006
Department Public Works Project Manager Macedonio Nunez
Description This project will improve the Prospect Avenue corridor through the addition of roadway medians and a
variety of pedestrian and bicycle improvements.
Location Project work will occur along a 1.9-mile section of Prospect Road between Saratoga -Sunnyvale Road
and Lawrence Expressway.
Project This project will install roadway medians, sidewalks, bicycle loops, and accessible ramps to improve the
Background safety of Prospect Road in Saratoga. The project will physically reduce the width of the road, channeling
vehicles into defined turn lanes, reduce the threat of vehicles crossing the center lane, and create 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.
The scope of the project includes the following:
• Installation of sidewalk at several identified gaps, and several ADA compliant ramps at several
locations along Prospect Road.
• Installation of bicycle detector loops at all the signalized intersections within the project limits,
and "Green" bike lanes at the heavily congested intersections of Prospect Road and Saratoga
Sunnyvale Road and Prospect Road and Lawrence Expressway.
• Installation of new bus pads and accessibility improvements at three VTA bus stops on Prospect
Road.
• Installation of several new landscaped medians and improvements to existing medians on
Prospect Road.
• A continuous Class II bicycle lane along the entire length of the segment.
A $5.28 million OBAG grant, $1 million from City Gas Tax monies, $760,000 from CIP Reserve and
reimbursement from other agencies of $230,000 will fund this project.
Operating Engineering and administrative staff costs for project oversight and implementation of $160,322 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget. Once completed, there will be a minimal
increase in maintenance costs. However, the improvements will increase safety for pedestrians,
bicyclists and commuters, reduce accidents, and, therefore, reduce liability risk.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
PROSPECT ROAD IMPROVEMENTS
PROJECT TIMELINE
PROJECT COMPONENT
Begin Design Phase
Aril 2015
Prepare plans andspecifications
Begin Bid Process
March 2017
Council authorizes bidding the project
Contract Awarded
July 2017
Council approved vendor
Estimated Construction Start
December 2017
Construction project begins
Estimated Completion Date
Jul 2019
Project is completed
PROSPECT ROAD IMPROVEMENTS
9122-006
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREET' FUND
Project Reimbursements
-
-
229,504
- - - -
229,504
Transfers In - General Fund
760,000
760,000
-
760,000
TOTAL
760,000
-
760,000
229,504
- - - -
989,504
GRANT FUNDS
Federal- HSIP Grant
54,642
3,242,967
3,297,608
1,983,391
5,281,000
TOTAL
54,642
3,242,967
3,297,608
1,983,391
- - - -
5,281,000
GAS TAX FUND
Transfers In
1,026,825
-
1,026,825
-
19026,825
TOTAL
1,026,825
-
1,026,825
-
- - - -
1,026,825
TOTAL REVENUES
19841,467
39242,967
59084,433
2,2129895
- - -
79297,329
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP STREET FUND EXP
Materials & Supplies
306
10,074
10,380
-
- - - -
10,380
Fees & Expenses
5,230
-
5,230
59230
Consultant/Contract Svs
-
43,831
43,831
-
439831
Construction FVenses
8,646
6,988
15,634
914,430
930,064
TOTAL
14,182
60,892
75,074
914,430
- - - -
989,504
GRANT FUND EXP
Fees & Expenses
40
-
40
-
40
Construction Expenses
2,188,522
2,017,438
4,205,960
1,075,000
5,280,959
TOTAL
2,188,562
29017,438
4,206,000
1,0759000
- - - -
59281,000
GAS TAX EXP
Site Acquisition & Prep
60
-
60
-
60
Fees & Expenses
21,742
-
21,742
21,742
Consultant/Contract Svs
283,434
13,221
296,655
-
296,655
Construction Expenses
36,575
526,238
562,813
145,555
708,369
TOTAL
341,811
539,459
881,270
145,555
- - -
1,026,825
TOTAL EXPENDITURES
2,544,555
2,617,789
59162,344
2,134,985
- - - -
7,297,329
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
PROSPECT ROAD IMPROVEMENTS
FUNDING SCHEDULE - CONTINUED
Prior
FY
Year
2018/19
Budgetedfor Fiscal Year
Project
Activity
Actual
Total
2019/20 2020/21 2021/22 2022/23 2023/24
Activity
CIP STREET FUND
Beginning Balance
745,818
684,926 - - - -
-
Revenues & T/I
760,000
-
760,000
229,504
989,504
Expenditures & T/O
14,182
60,892
75,074
914,430
989,504
Ending Balance
745,818
684,926
684,926
- - -
-
ClP GRANT FUND
Beginning Balance
(2,133,920)
(908,392)
-
Revenues & T/I
54,642
3,242,967
3,297,608
1,983,391
5,281,000
Expenditures & T/O
2,188,562
2,017,438
4,206,000
1,075,000
5,281,000
Ending Balance
2,133,920
908,392
908,392
- - - - -
-
GAS TAX FUND
Beginning Balance
685,014
145,555
-
Revenues & T/I
1,026,825
-
1,026,825
-
19026,825
Expenditures & T/O
341,811
539,459
881,270
145,555
1,026,825
Ending Balance
685,014
145,555
145,555
- - - -
-
TOTAL BALANCE
703,088
77,910
77,910
- - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
CITYWIDE SIGNAL UPGRADE PROJECT - PHASE II
i
Project Name Citywide Signal Upgrade Project - Phase II Project Number 9122-007
Department Public Works Project Manager Macedonio Nunez
Description This project continues the development of a citywide smart signal upgrade project.
Location This is a Citywide project.
Project This project continues City efforts to develop an interconnected traffic signal system that allows real -
Background time monitoring and control of all traffic signals in the City from a cloud -based system. In the first phase,
funded through a Regional Signal Timing Program (RSTP) grant from VTA, the City developed updated
signal coordination plans during the morning, afternoon, and evening periods for the signalized
intersections in the City of Saratoga, and installed updated signal hardware and software.
The second phase will include improvements to all 15 signalized intersections managed by the City that
will allow the City to monitor the intersections via cloud -based software in real time. The system will
also immediately notify the City when issues are detected, such as an outage. Currently, errors are only
detected when observed and reported by the public or staff in the field. Consequently, the notification
system will enable more proactive maintenance repairs.
The second phase will also include a traffic signal adaptive system for the 6 signalized intersections on
Saratoga Avenue, the City's most traveled street. This system will allow the signals on Saratoga Avenue
to adapt to traffic conditions and adjust signal phasing in real time to improve traffic flow.
While this project will only be implemented at signals that are managed by the City, the project will
allow for future integration with other signals in the area that are managed by other agencies, such as the
signals at the State Route 85 and Saratoga Avenue intersection managed by Caltrans.
A $400,000 VTA grant and a $100,000 transfer from other CIP projects fund this project. The City
Council approved an additional $100,000 to be allocated from the CIP Reserve Fund in Fiscal Year
2019/20.
Operating Engineering and administrative staff costs for project oversight and implementation of $31,245 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget. The new system will reduce call -out
expenses for traffic signal maintenance costs, as staff will be able to manage signal -timing changes.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
CITYWIDE SIGNAL UPGRADE PROJECT - PHASE II
PROTECT TIMELT'
PROJECT
Begin Design Phase
February 2019
Prepare plans andspecification
Begin Bid Process
July 2019
Council authorizes bidding the project
Contract Awarded
August 2019
Council approves vendor
Estimated Construction Start
September 2019
Construction project begins
Estimated Completion Date
December 2019
Project is completed
FUNDING SCHEDULE
9122-007
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREET FUND
Transfers In - General Fund
100,000
- - -
100,000
TOTAL
-
-
-
100,000
-
100,000
GRANT FUNDS
VTA - Local Grant
1,207
1,207
398,793
400,000
TOTAL
-
1,207
1,207
398,793
400,000
GAS TAX FUND
Transfers In
100,000
-
100,000
-
1009000
TOTAL
1009000
-
1009000
-
- -
1009000
TOTAL REVENUES
100,000
19207
1019207
498,793
600,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Ekpended
CIP STREET FUND EXP
Construction Expenses
100,000
- - - -
100,000
TOTAL
-
-
100,000
- -
1009000
GRANT FUND EXP
Consultant/Contract Svs
965
76,677
77,642
-
779642
Construction Expenses
-
-
-
322,358
322,358
TOTAL
965
76,677
77,642
322,358
- -
4009000
GAS TAX EXP
Consultant/Contract Svs
241
-
241
-
241
Construction Expenses
-
-
99,759
99,759
TOTAL
241
241
1 999759
- -
100,000
TOTALEXPENDITURFS
1,207
76,677
1 77,883
1 522,117
- -
600,001
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
ActiNity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthitv
CIP STREEF FUND
Beginning Balance
-
- - - -
-
Revenues & T/I
100,000
1009000
Expenditures & T/O
100,000
1009000
Ending Balance
-
-
-
-
- -
-
CIP GRANT FUND
Beginning Balance
(965)
(76,435)
-
Revenues & T/I
-
1,207
1,207
398,793
4009000
Expenditures & T/O
965
76,677
77,642
322,358
400,000
Ending Balance
(965)
(76,435)
(76,435)
-
- -
-
GAS TAX FUND
Beginning Balance
99,759
99,759
-
Revenues & T/I
100,000
-
100,000
-
100,000
Expenditures & T/O
241
-
241
99,759
1009000
lEnding Balance
99,759
99,759
99,759
-
- - -
-
TOTAL BALANCE
98,793
23,324
23,324
-
- - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
FRUITVALE & ALLENDALE AVENUE INTERSECTION IMPROVEMENTS
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Project Name Fruitvale Avenue & Allendale Avenue Project Number 9122-010
Intersection Improvements
Department Public Works Project Manager Macedonio Nunez
Description This project would make improvements to the intersections at Fruitvale Avenue and Allendale Avenue.
Location This project is located at the intersections of Fruitvale Avenue and Allendale Avenue.
Project Fruitvale Avenue is one of several major collector streets within the City carrying high volumes of
Background vehicle traffic. The intersection of Fruitvale Avenue and Allendale Avenue serves as the primary access
to West Valley College, Redwood Middle School, the Post Office, and Saratoga City Hall. As a result,
the intersection frequently becomes congested with pedestrian and vehicle traffic on weekdays,
particularly during school commute hours.
This project would remove the right -turn slip lane at the intersection. Right -turn slip lanes have a small
island between the intersection and the right turn lane. While these lanes are typically installed to allow
vehicles to make right turns without entering the intersection and to increase traffic flow, they can also
make crossing the street more challenging for pedestrians. It is particularly problematic in areas near
schools were students may congregate on the right -turn slip area. Removing the right -turn slip lanes is
expected to increase pedestrian visibility and slow vehicle speeds. Removal of the slip lane will also
require striping changes and relocation of traffic signals.
Operating Engineering, administrative, and maintenance staff costs for project oversight and implementation of
Budget Impacts $21,201 will be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
FRUITVALE & ALLENDALE AVENUE INTERSECTION IMPROVEMENTS
PROTECT TIMELI'
PROJECT COMPONENT
Begin Design Phase
TIMELINE
March 2019
Prepare plans and specifications
Begin Bid Process
May 2019
Solicit bids from qualified contractors
Contract Award
June 2019
Award contract for construction
Estimated Construction Start
July 2019
Begin construction
Estimated Completion Date
August 2019
Construction complete
FUNDING SCHEDULE
9122-010
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREEF FUND
Transfers In - General Fund
250,000
250,000
-
- - - -
250,000
TOTAL REVENUES
-
250,000
250,000
-
- - -
250,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
ExWnded
CIP S TREEr FUND EXP
Construction Expenses
250,000
- - - -
250,000
TOTAL EXPENDITURES
-
-
-
250,000
- - - -
250,000
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
Acthity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthity
CIP STREET FUND
Beginning Balance
-
250,000
- - - -
-
Revenues & T/I
250,000
250,000
-
250,000
Expenditures & T/O
-
250,000
250,000
Ending Balance
-
250,000
250,000
1 -
- -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ROADWAY SAFETY PROJECTS
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS, CURBS & STORM DRAINS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
ANNUAL INFRASTRUCTURE MAINTENANCE & REPAIRS
CITYWIDE
Project Name Annual Infrastructure Maintenance and Project Number 9141-005
Repairs
Department Public Works Project Manager Rick Torres
Description This project funds infrastructure maintenance related to sidewalks, curbs and gutters, storm drains, and
bridges.
Location This is a Citywide project.
Project This project is one of capital projects that the City council has designated as a priority for capital funding,
Background as it helps preserve and maintain critical City infrastructure on an ongoing basis. A total of $200,000 is
allocated to the project each year, as funding permits.
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. In Fiscal Year 2019/20, maintenance of asphalt
pathways was moved from Pavement Management Program to the Annual Infrastructure Maintenance
and Repairs project.
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.
Beginning in FY 2019/20, the City Council approved an additional $50,000 per year to cover costs
associated with maintenance of asphalt pathways.
Operating Engineering, administrative and maintenance staff costs for project oversight and implementation of
Budget Impacts $13,978 will be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
ANNUAL INFRASTRUCTURE MAINTENANCE & REPAIRS
PROTECT TIMELINE
Ongoing
Prepare plans and specifications
PROJECT
Project Development
Begin Bid Phase
Ongoing
Solicit bids from qualified contractors
Contract Award
Ongoing
Award contract for construction
Estimated Construction Start
I Ongoing
Begin construction
Estimated Completion Date
I Ongoing
Construction complete
FUNDING SCHEDULE
9141-OOS
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal
Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Funding
CIP STREET FUND
Transfers In - General Fund
400,000
200,000
600,000
250,000
250,000
250,000
250,000
250,000
1,850,000
Transfers In - Other CIP
88,517
-
88,517
-
-
-
-
-
88,517
TOTAL REVENUES
488,517
200,000
6889517
2509000
250,000
250,000
250,000
250,000
1,938,517
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal
Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Expended
CIP STREET FUND EXP
Materials & Supplies
4,629
-
4,629
-
-
-
-
-
49629
Fees & Expenses
2,073
5,466
7,539
-
-
-
-
-
7,539
Construction Expenses
417,536
220,836
638,371
287,978
250,000
250.000
250,000
250,000
1,926,349
TOTALEXPENDITURFS
424,237
226,302
650,539
287,978
250,000
250,000
250,000
250,000
1,938,517
Prior
FY
Year
2018/19
Budgeted for Fiscal
Year
Project
Acthity
Actual
Total
2019/20
2020/21
2021/22
2022/23
2023/24
ActiNity
CIP STREET FUND
Beginning Balance
64,280
37,978
-
-
-
-
-
Revenues & T/I
488,517
200,000
688,517
250,000
250,000
250,000
250,000
250,000
1,938,517
Eq)enditures & T/O
424,237
226,302
650,539
287,978
250,000
250,000
250,000
250,000
1,9389517
JEnding Balance
64,280
37,978
37,978
1 -
-
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
SARATOGA AVENUE SIDEWALKS
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Project Name Saratoga Avenue Sidewalk Project Number 9142-005
Department Public Works Project Manager Macedonio Nunez
Description This project will install new sections of sidewalk on Saratoga Avenue.
Location This project is located on Saratoga Avenue.
Project Since 1992, the City has been adding new sections of sidewalk along Saratoga Avenue, using Transit
Background Development Act (TDA) funds to create a continuous sidewalk between the Village and Quito Road.
Each year, approximately $25,000 of TDA grant funding is awarded. The City generally allows these
funds to accumulate over several years and identifies the pathway sections to be completed along
Saratoga Avenue.
Sidewalks offer several benefits. They 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. In FY
2018/19, accessible ramps were installed at Saratoga Avenue and Seagraves Way
Work for this project is conducted by a contractor and managed by City staff.
Operating Engineering, administrative, and maintenance staff costs for project oversight and implementation of
Budget Impacts $4,087 will be incorporated into the Fiscal Year 2019/20 operating budget. The project will make
significant improvements to pedestrian safety on Saratoga Avenue. Extending the existing sidewalk
will increase maintenance costs.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
SARATOGA AVENUE SIDEWALKS
PROTECT TIMELINE
PROJECT COMPONENT TimELINEDESCRIPTION
Begin Design Phase TBD
Project is ongoing
Estimated Construction Start Ongoing
Project is ongoing
Estimated Completion Date Ongoing
Project is ongoing
FUNDING SCHEDULE
9142-005
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
FWndin
GRANT FUNDS
State- MTC TDA
260,542
59,637
320,179
24,000
- - - -
344,179
TOTAL REVENUES
260,542
59,637
320,179
24,000
- - -
344,179
Prior
F'Y
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
GRANT FUND EXP
Consultant/Contract Svs
17,013
-
17,013
-
- - - -
179013
Construction Expenses
219,291
32,295
251,586
74,261
325,846
Reimbursable Expenses
727
593
1,319
-
1,319
TOTAL EXPENDITURES
237,030
32,888
269,918
74,261
- - -
344,179
Prior
F'Y
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Activity
CIP GRANT FUND
Beginning Balance
23,512
50,261
- - - -
-
Revenues & T/I
260,542
59,637
320,179
24,000
344,179
Expenditures & T/O
237,030
32,888
269,918
74,261
344,179
Ending Balance
23,512
50,261
50,261
-
- - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
VILLAGE SIDEWALK & PEDESTRIAN ENHANCEMENTS PHASE II
Project Name Village Sidewalk & Pedestrian
Enhancements Phase II - Construction
Department Public Works
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Project Number 9142-011
Project Manager Macedonio Nunez
Description This project funds the second phase of sidewalk and pedestrian safety improvement construction in the
Village.
Location This project is located in Saratoga Village at Big Basin Way and Highway 9 at Blaney Plaza; Big Basin
Way and 51 Street; Big Basin Way and 61 Street; and Big Basin Way just past Highway 9.
Project The Village is the historical downtown center of Saratoga and is the main corridor for local retail and
Background professional offices. Businesses found along this road include fine restaurants, salons, galleries, home
furniture show rooms, bakeries, coffee shops, banks, and delicatessens. As a shopping and dining
destination, there is a good deal of pedestrian traffic as shoppers and diners enjoy the Village's
ambiance.
In 2008, the City entered into a contract with Gates and Associates to design improvements to the Village
that would increase pedestrian safety and the beauty of the City's downtown area. The design included
pedestrian bulb -outs and enhanced crosswalks that will make pedestrians more visible to drivers. Plans
also included additional landscaping, benches, and bike racks.
Following the award of contract with Gates and Associates for design work, the City held two
community meetings to explain the purpose of the project and seek public input on the design of the
sidewalk and pedestrian improvements. A conceptual design was presented to the City Council in April
2009.
Phase I of construction began in June 2010. Phase II focused on the area near Blaney Plaza. The
renovation of Blaney Plaza included, enhanced crosswalks, sidewalk and safety improvements, and
additional parking. Improvements to the sidewalk on Spur Road across from Blaney Plaza are being
considered. The improved enhancements to pedestrian safety and appearance of the Saratoga Village
may make it a more popular retail and dining destination.
A $776,000 Federal Congestion Mitigation and Air Quality (CMAQ) grant and $345,115 from other
CIP projects funded this project. Additionally, the City Council approved an additional $50,000 from
the CIP Reserve Fund to complete the project.
Operating Engineering, administrative, and maintenance staff costs for project oversight and implementation of
Budget Impacts $2,243 will be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
VILLAGE SIDEWALK & PEDESTRIAN ENHANCEMENTS PHASE II
PROJECT TIMELINE
May 2011
Prepare plans andspecifications
PROJECT
Begin Design Phase
Design Approval
February 2012
Council approves plans
Begin Bid Process
Aril 2013
Council authorizes bidding the project
Contract Award
August 2013
Council awards contract
Estimated Construction Start
May 2014
Construction project begins
Estimated Completion Date
May 2019
Project is completed
FUNDING SCHEDULE
9142-011
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fis cal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP STREET FUND
Transfers In - General Fund
-
75,866
75,866
50,000
- - -
-
125,866
Transfers In - OtherCIP
345,115
-
345,115
-
3459115
TOTAL
345,115
75,866
420,981
50,000
- - -
-
470,981
GRANT FUNDS
Federal - CMAQ via DOT
776,100
19834
777,934
-
777,934
TOTAL
776,100
1,834
777,934
7779934
TOTAL REVENUES
1,121,215
77,700
1,198,915
509000
- - -
-
192489915
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDr11RES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP STREET FUND FXP
Materials & Supplies
3,505
3,505
-
- - -
-
39505
Fees & Expenses
2,484
2,484
29484
Consultant/Contract Svs
5,824
-
5,824
-
59824
Construction Expenses
224,937
60,336
285,273
65,530
3509803
Transfers Out
108,366
108,366
1089366
TOTAL
345,115
60,336
4059451
659530
-
-
470,981
GRANT FUND EXP
Materials & Supplies
6,837
-
6,837
-
6,837
Fees & Expenses
610
610
610
Consultant/Contract Svs
13,261
13,261
-
13,261
Construction Expenses
753,844
753,844
1,834
755,678
Reimbursable Expenses
1,549
1,549
1,549
TOTAL
776,100
776,100
1,834
-
7779934
TOTAL EXPENDITURES
1,121,215
60,336
1 1,181,551
67,364
- - -
-
1,248,915
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
ActiNity
Actual
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Actiqty
CIP STREET FUND
Beginning Balance
-
15,530
- - -
-
-
Revenues & T/I
345,115
75,866
420,981
50,000
470,981
Expenditures & T/O
345,115
60,336
405,451
65,530
470,981
Ending Balance
15,530
15,530
- - -
-
CIP GRANT FUND
Beginning Balance
-
1,834
-
Revenues & T/I
776,100
1,834
777,934
-
777,934
Expenditures & T/O
776,100
-
776,100
1,834
777,934
Ending Balance
1,834
1,834
-
-
TOTAL BALANCE
17,364
17,364
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
BIG BASIN WAY SIDEWALK REPAIRS
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Project Name Big Basin Way Sidewalk Repairs Project Number 9142-014
Department Public Works Project Manager Macedonio Nunez
Description This project will repair and replace sidewalk, curb, and gutter along Big Basin Way, on an as needed
basis, to reduce tripping hazards and beautify the village.
Location This project is located on Big Basin Way between 6t' Street and Saratoga -Sunnyvale Road.
Project The Village is the historical downtown center of Saratoga and is the main corridor for local retail and
Background professional offices. Businesses found along this thoroughfare road include restaurants, salons, galleries,
wine tasting rooms, coffee shops, an eclectic mix of retailers, offices, and more. As a shopping and
dining destination, there is a good deal of pedestrian traffic as shoppers and diners enjoy the Village's
ambiance.
This project will improve safety along this active corridor and enhance Saratoga's pedestrian -friendly
environment through ensuring a safe and convenient walking experience. This project provides funding
for rehabilitation of any sidewalk, curb, and gutter along the Saratoga Village that is deteriorating, or
considered a potential tripping hazard.
A $163,000 STP OBAG grant and gas tax revenues of $20,990 fund this project.
Operating Engineering and administrative staff costs for project oversight and implementation of $12,601 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget. Upon completion, costs for minor repairs
will be reduced, and liability risks will be lowered with infrastructure in new condition and in compliance
with current standards.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
BIG BASIN WAY SIDEWALK REPAIRS
PROTECT TIMELINE
PROJECT COMPONENT
Design Phase
TIMELINE
September 2015
DESCRIPTION
Prepare plans and specifications
Contract Award
March 2019
Council awards contract
Estimated Construction Start
May 2019
Construction Begins
Estimated Completion Date
I September 2019
1 Project is completed
FUNDING SCHEDULE
9142-014
REVENUES
Prior
Year
Funded
FY
2018/19
Actual
Funded
To Date
2019/20
Budgeted for Fiscal Year
2020/21 2021/22 2022/23 2023/24
Total
Project
Funding
GRANT FUNDS
Federal - HSIP Gant
163,000
- - - -
163,000
TOTAL
-
-
-
163,000
- - - -
163,000
GAS TAX FUND
Gas Tax -HUTA
20,990
20,990
-
20,990
TOTAL
20,990
-
20,990
-
- - - -
20,990
TOTAL REVENUES
20,990
-
20,990
163,000
- - -
183,990
EXPENDITURES
Prior
Year
Funded
FY
2018/19
Actual
Expended
To Date
2019/20
Budgeted for Fiscal Year
2020/21 2021/22 2022/23 2023/24
Total
Project
Expended
GRANT FUND EXP
Construction enses
163,000
- - - -
163,000
TOTAL
163,000
- -
163,000
GAS TAX EXP
Construction Expenses
20,990
20,990
TOTAL
20,990
- -
20,990
TOTAL EXPENDITURES
-
-
183,990
- - -
183,990
Prior
Year
ActiAty
FY
2018/19
Actual
Total
2019/20
Budgeted for Fiscal Year
2020/21 2021/22 2022/23 2023/24
Project
ActiAtv
CIP GRANT FUND
Beginning Balance
Revenues & T/I
Expenditures & T/O
-
163,000
163,000
- - - -
-
163,000
163,000
Ending Balance
-
-
-
-
- -
-
GAS TAX FUND
Beginning Balance
Revenues & T/I
Expenditures & T/O
20,990
-
20,990
-
-
20,990
-
20,990
-
20,990
-
20,990
20,990
Ending Balance
20,990
20,990
20,990
-
- -
-
TOTAL BALANCE
20,990
20,990
20,990
1-
- - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
EL CAMINO GRANDE STORM DRAIN PUMPS
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Project Name El Camino Grande Storm Drain Pump Project Number 9142-015
Department Public Works Project Manager Poh Yee
Description This project will install a storm drain system at El Camino Grande.
Location This project is located on El Camino Grande, Saratoga -Los Gatos Road, Austin Way and Bountiful Acres
Way.
Project This is the second part of the Monte Vista Drive/El Camino Grande area storm drain improvements. This
Background section of the roadway receives a large amount of storm water runoff from Monte Vista Drive and El
Camino Grande. In the initial development of the area, no storm drain system was constructed. The
increase in home construction led to a decrease in surface area that could absorb water runoff. Without
a proper storm drain system in place, flooding may occur during rain storms, resulting in erosion and
possible street failure.
The drainage issues were partially resolved with the installation of a storm drain pump at Monte Vista
Drive. A second pump is needed at El Camino Grande to draw water across Highway 9 to the closest
storm drain located near Bountiful Acres Way.
A $400,000 allocation from the CIP Reserve funds this project.
Operating Engineering and administrative staff costs for project oversight and implementation of $18,106 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
EL CAMINO GRANDE STORM DRAIN PUMPS
PROJECT TIMELINE
PROJECT COMPONENT
Design Phase
TIMELINE
May 2017
Prepare plans and specifications
Begin Bid Process
April 2018
Finalize plans and bid project
Estimated Construction Start
April 2019
Begin Construction
Estimated Completion Date
I September 2019
1 Project Complete
FUNDING SCHEDULE
9142-015
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREET FUND
Transfers In - General Fund
400,000
400,000
-
- - - -
400,000
TOTAL REVENUES
400,000
-
400,000
- - -
400,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP STRFEr FUND EXP
Materials & Supplies
2,267
-
2,267
-
- - - -
2,267
Consultant/Contract Svs
15,040
5,535
20,575
-
20,575
Construction Expenses
4,425
-
4,425
372,734
377,159
TOTAL EXPENDITURES
21,731
5,535
27,266
1 372,734
- - - -
400,000
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
Acthity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthity
CIP STREET FUND
Beginning Balance
378,269
372,734
- - - -
-
Revenues & T/I
400,000
-
400,000
-
400,000
Expenditures & T/O
21,731
5,535
27,266
372,734
400,000
JEnding Balance
378,269
372,734
372,734
1 -
- - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
SARATOGA VILLAGE CROSSWALK & SIDEWALK REHABILITATION
Project Name Saratoga Village Crosswalk & Sidewalk Project Number 9142-019
Rehabilitation
Department Public Works Project Manager Macedonio Nunez
Description This project will improve crosswalks and sidewalks in Saratoga Village.
Location This project is located on Big Basin Way between 5t' Street and 6t' Street.
Project The Village, Saratoga's historical downtown, offers shops, restaurants, salons, and office space. The
Background City has been making a series of improvements to the Village to make it a more walkable destination.
These improvements included 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 continue improvements on Big Basin Way between 5th Street and 6th Street, including
installation bulb outs, enhanced crosswalks, decorative landscaping, and benches.
An OBAG grant of $338,000 and City matching funds from the CIP Reserve of $44,000 fund this project.
Operating Engineering and administrative staff costs for project oversight and implementation of $12,717 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget. Upon completion, the City will be
responsible for maintaining additional landscaping, bulb -outs and other features.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
SARATOGA VILLAGE CROSSWALK & SIDEWALK REHABILITATION
PROJECT TIMELINE
PROJECT COMPONENT
Design Phase
TIMELINE
Aug 2010
DESCRIPTION
Minor revisions to Master Plan
Contract Awarded
Sept 2019
Award contract for construction
Estimated Construction Start
Oct 2019
Begin construction
Estimated Construction End
Feb 2020
Complete construction
FUNDING SCHEDULE
9142-019
REVENUES
Prior
Year
Funded
FY
2018/19
Actual
Funded
To Date
2019/20
Budgeted for Fiscal Year
2020/21 2021/22 2022/23 2023/24
Total
Project
Funding
CIP STREET FUND
Transfers In - General Fund
44,000
44,000
-
- - - -
44,000
TOTAL
44,000
-
44,000
-
- - -
44,000
ANT FUNDS
Federal -CMAQvia DOT
-
3,141
3,141
334,859
338,000
TOTAL
-
3,141
3,141
334,859
- - - -
338,000
TOTAL REVENUES
44,000
3,141
47,141
334,859
- - - -
382,000
EXPENDITURES
Prior
Year
Funded
FY
2018/19
Actual
Expended
To Date
2019/20
Budgeted for Fiscal Year
2020/21 2021/22 2022/23 2023/24
Total
Project
Expended
CIP STREET FUND EXP
Construction Expenses
44,000
- - - -
44,000
TOTAL
-
-
44,000
- -
449000
GRANT FUND EXP
Construction Expenses
338,000
338,000
TOTAL
338,000
- -
338,000
TOTAL EXPENDITURES
-
-
382,000
- -
382,000
Prior
Year
Activity
FY
2018/19
Actual
Total
2019/20
Budgeted for Fiscal Year
2020/21 2021/22 2022/23 2023/24
Project
Activity
CIP STREET FUND
Beginning Balance
Revenues & T/I
Expenditures & T/O
44,000
-
44,000
-
-
44,000
-
44,000
-
44,000
- - - -
-
44,000
44,000
Ending Balance
44,000
44,000
44,000
-
- -
-
CIP GRANT FUND
Beginning Balance
Revenues & T/I
Expenditures & T/O
-
-
3,141
-
3,141
-
3,141
334,859
338,000
-
338,000
3389000
Ending Balance
-
3,141
3,141
-
- - - -
-
TOTAL BALANCE
44,000
47,141
1 47,141
1-
- - - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
QUITO ROAD SIDEWALK IMPROVEMENTS DESIGN
Project Name
Department
Quito Road Sidewalk Improvements -Design Project Number 9142-020
Public Works Project Manager Emma Burkhalter
Description
This project will fund the design phase of sidewalk improvements on Quito Road.
Location
This project is located on Quito Road between State Route 85 and Allendale Avenue.
Project
Quito Road travels from Lawrence Expressway to Highway 9. The road serves as a connection to several
Background
local schools in Saratoga and nearby cities. Currently, there are sections of sidewalk along the east side
of Quito. However, the street lacks a continuous stretch of sidewalk.
In 2015 and 2016, 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. 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.
A $50,000 allocation from the CIP reserve initially funded the design phase of this project. This funding
covered costs associated with initial planning, including topographical work of the stretch of Quito Road
from State Route 85 to Allendale Avenue.
Construction of the project is currently unfunded and estimated at $500,000.
Operating Engineering and administrative staff costs for project oversight and implementation of $1,399 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
QUITO ROAD SIDEWALK IMPROVEMENTS DESIGN
PROTECT TIMELINE
Phase I Julv 2018 1 Beg> -in initial design Dhase, including? toD0 2raDhical work
End Desian Phase I April 2020
Estimated Construction Start I TBD I Begin Construction
FUNDING SCHEDULE
9142-020
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREET FUND
Transfers In - General Fund
50,000
50,000
-
- - - -
50,000
TOTAL REVENUES
50,000
-
50,000
-
- - -
50,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP STREET FUND EXP
Consultant/Contract Svs
1,350
5,280
6,630
-
- - - -
6,630
Construction Expenses
-
-
-
43.370
43,370
TOTAL EXPENDITURES
1,350
5,280
6,630
43,370
- - -
50,000
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthity
CIP STREET FUND
Beginning Balance
48,650
43,370
- - - -
-
Revenues & T/I
50,000
-
50,000
-
50,000
F.Venditures & T/O
1,350
5,280
6,630
43,370
50,000
Ending Balance
48,650
43,370
43,370
1 -
- -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
SARATOGA/SUNNYVALE ROAD SIDEWALKS
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Project Name Saratoga/Sunnyvale Road Sidewalks Project Number 9142-021
Department Public Works Project Manager Macedonio Nunez
Description This project will install sidewalk improvements on Saratoga/Sunnyvale Road.
Location This project is located on Saratoga/Sunnyvale Road.
Project In April 2017, the City Council approved to allow a homeowner to purchase a 19-foot wide portion of
Background 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 was assigned to be used for pedestrian
improvements along Saratoga -Sunnyvale Road.
Operating Engineering, administrative, and maintenance staff costs for project oversight and implementation of
Budget Impacts $5,074 will be incorporated into the Fiscal Year 2019/20 operating budget. The project will make
improvements to pedestrian safety on Saratoga/Sunnyvale Road.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
SARATOGA/SUNNYVALE ROAD SIDEWALKS
PROTECT TIMELINE
Project is ongoing
PROJECT COMPONENT TimEmNE
Begin Design Phase TBD
Estimated Construction Start Ongoing
Project is ongoing
Estimated Completion Date Ongoing
Project is ongoing
FUNDING SCHEDULE
9142-021
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREET FUND
Sale ofParcel
92,183
- - - -
92,183
TOTAL
-
-
-
92,183
- - -
92,183
TOTAL REVENUES
-
-
-
92,183
- - -
929183
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP STREET FUND EXP
Construction Expenses
92,183
- - - -
92,183
TOTAL
-
-
-
92,183
- - -1
92,183
TOTAL EXPENDrTURES
-
-
-
92,183
- - - -
929183
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthity
CIP STREET FUND
Beginning Balance
-
- - - -
-
Revenues & T/I
92,183
92,183
Expenditures & T/O
92,183
92,183
I ndin Balance
-
-
-
-
- -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SIDEWALKS CURBS & STORM DRAIN PROJECTS
cq
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
FOURTH STREET BRIDGE WIDENING
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Project Name Fourth Street Bridge Widening Project Number 9152-001
Department Public Works Project Manager Macedonio Nunez
Description This project will improve and widen the 41 Street bridge in Saratoga.
Location This project is located on 41 Street near Wildwood Park.
Project The 4' Street Bridge was constructed in 1939 and crosses Saratoga Creek near the entrance to Wildwood
Background 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 4' 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.
A $487,000 Federal Highway Bridge Replacement and Rehabilitation (HBRR) program grant and
$100,000 allocation from the CIP Reserve currently fund this project.
This project will be completed in three phases; 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 $284,829. 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 $11,147. The
Construction phase will include work on widening the bridge with an estimated cost of $1,114,700.
The project has sufficient funding for the preliminary engineering and environmental and right-of-way
acquisition. Additional funding will be needed to complete the construction phase of this project.
Operating There will be no impact to the Fiscal Year 2019/20 operating budget.
Budget Impacts
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
FOURTH STREET BRIDGE WIDENING
PROTECT TIME -
PROJECT
July 2019
Prepare plans and specifications
Begin Design Phase
Right of Way Acquisition
October 2019
Complete right of way negotiations and acquisition
Begin Bid Process
TBD
Council approves plans and authorizes bidding the project
Contract Award
TBD
Council awards contract
Estimated Construction Start
TBD
Construction project begins
Estimated Completion Date
TBD
Project is completed
FUNDING SCHEDULE
9152-001
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREET FUND
Transfers In - General Fund
100,000
100,000
-
- - - -
100,000
TOTAL
100,000
-
100,000
-
- - -
1009000
GRANT FUNDS
Federal - HBBR Grant
2,336
1,704
4,040
482,960
487,000
TOTAL
2,336
1,704
4,040
4829960
- - -
487,000
TOTAL REVENUES
102,336
1,704
104,040
482,960
- - -
587,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP STREET FUND EXP
Construction Fapenses
-
-
99,837
- - - -
99,837
Reimbursable EVenses
163
163
-
163
TOTAL
163
-
163
99,837
- - -
100,000
GRANT FUND ENP
Salary & Benefits
1,078
1,078
-
1,078
Construction Fapenses
-
-
484,664
484,664
Reimbursable EVenses
1,258
1,258
-
1,258
TOTAL
2,336
-
2,336
484,664
- - -
487,000
TOTAL EXPENDITURES
2,499
-
2,499
584,501
- - -
587,000
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
Acti-vity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthitv
CIP STREET FUND
Beginning Balance
99,837
99,837
- - - -
-
Revenues & T/I
100,000
-
100,000
-
100,000
Expenditures & T/O
163
-
163
99,837
100,000
Ending Balance
99,837
99,837
99,837
-
- - -
-
CIP GRANT FUND
Beginning Balance
-
1,704
-
Revenues & T/I
2,336
1,704
4,040
482,960
487,000
Eq)enditures & T/O
2,336
-
2,336
484,664
487,000
Ending Balance
-
1,704
1,704
-
- - -
TOTAL BALANCE
99,837
101,541
101,541
-
- - -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
QUITO ROAD BRIDGE
Sobey Road
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Vessing Road
Project Name Quito Road Bridges Project Number 9152-002
Department Public Works Project Manager Macedonio Nunez
Description This project funds the preliminary engineering and environmental and construction phases of the
removal and replacement of two bridges on Quito Road.
Location This project is located on two sections of Quito Road between Sobey Road and Vessing Road.
Project Periodically, the California Department of Transportation (Caltrans) conducts assessments of bridges in
Background 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. There is a total of 20 bridges in Saratoga. Four of these bridges pass over San
Tomas Creek.
The total cost of this project is approximately $5.01 million over three phases. Funding to remove and
replace the existing bridges comes primarily from a $4.12 million Federal Highway Bridge Replacement
and Rehabilitation (HBRR) Program Grant, and allocated grant match contributions of approximately
$300,000 apiece through a co-operative agreement between the Santa Clara Valley Water District, Los
Gatos, and Saratoga.
Design work is complete. The City is now in the process of acquiring right-of-way from residential
properties before construction can commence.
Operating Engineering and administrative staff costs for project oversight and implementation of $7,413 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
QUITO ROAD BRIDGE
PROJECT TIMEI
PROJECT COMPONENTDESCRIPTION
Begin Design Phase
January 2013
Prepare plans and specifications
End Design Phase
October 2014
Plans and specifications complete
Contract Award
May 2020
Council awards contract
Estimated Construction Start
July 2020
Construction project begins (pending right-of-way acquisitions)
Estimated Completion Date
August 2021
Project is completed
FUNDING SCHEDULE
9152-002
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STRUT FUND
Project Reimbursements
188,318
188,318
77,510
- - - -
265,828
Transfers In - General Fund
155,659
155,659
-
155,659
Transfers In - Other CIP
15,023
15,023
-
15,023
TOTAL
358,999
-
358,999
77,510
- - -
436,510
GRANT FUNDS
Federal - HBBR Grant
671,600
19,029
690,629
-
690,629
TOTAL
6719600
199029
6909629
-
- - -
6909629
GAS TAX FUND
Gas Tax -HUTA
129,000
-
129,000
129,000
TOTAL
129,000
-
129,000
-
- - -
129,000
TOTAL REVENUES
1,159,599
19,029
1,178,628
77,510
- - -
1,256,138
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP STREET FUND EXP
Site Acquisition & Prep
19,356
19,356
-
- - - -
19,356
Materials & Supplies
165
165
165
Fees & Expenses
485
-
485
485
Consultant/Contract Svs
45,237
38,767
84,003
-
84,003
Construction Expenses
89,333
-
89,333
196,573
285,906
Reimbursable Expenses
714
714
-
714
Transfers Out
45,880
-
45,880
-
45,880
TOTAL
201,169
38,767
239,936
196,573
- - - -
436,510
GRANT FUND EXP
Site Acquisition & Prep
104,513
-
104,513
-
104,513
Materials & Supplies
660
660
660
Fees & Expenses
207
207
207
Consultant/Contract Svs
182,798
182,798
-
182,798
Construction Expenses
366,685
366,685
19,029
385,714
Reimbursable Expenses
16,737
16,737
-
16,737
TOTAL
671,600
-
671,600
19,029
- - - -
690,629
GAS TAX EXP
Site Acquisition & Prep
11,375
11,375
-
11,375
Materials & Supplies
87
87
87
Fees & Expenses
413
413
413
Consultant/Contract Svs
110,039
110,039
-
110,039
Construction Expenses
-
-
7,085
7,085
TOTAL
121,915
-
121,915
7,085
- - -
129,000
TOTAL EXPENDIFURES
994,684
38,767
1,033,451
222,688
- - - -
1,256,139
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
QUITO ROAD BRIDGE
FUNDING SCHEDULE - CONTINUED
9152-002
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actual
Total
2019/20 2020/21 2021/22 2022/23 2023/24
ActiNity
CIP STREET FUND
Beginning Balance
157,830
119,063 - - - -
-
Revenues & T/I
358,999
-
358,999
77,510
436,510
F.Venditures & T/O
201,169
38,767
239,936
196,573
436,510
Ending Balance
157,830
119,063
119,063
- - -
-
CIP GRANT FUND
Beginning Balance
-
19,029
-
Revenues & T/I
671,600
19,029
690,629
-
690,629
Expenditures & T/O
671,600
-
671,600
19,029
690,629
Ending Balance
-
19,029
19,029
- - - - -
-
GAS TAX FUND
Beginning Balance
7,085
7,085
-
Revenues & T/I
129,000
-
129,000
-
129,000
Expenditures & T/O
121,915
-
121,915
7,085
129,000
Lading Balance
7,085
7,085
7,085
- - - - -
-
TOTAL BALANCE
164,915
145,177
145,177
- - - - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
QUITO ROAD BRIDGE - ROW ACQUISITION
Sobey Road
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Project Name Quito Road Bridges — ROW Acquisition Project Number 9152-004
Department Public Works Project Manager Macedonio Nunez
Description This project funds the fair market value acquisition of a minimal amount of right of way easements.
Location This project is located on two sections of Quito Road between Sobey Road and Vessing Road.
Project The California Department of Transportation (CalTrans) conducted a structural assessment of the two
Background bridges on Quito Road between Sobey Road and Vessing Road and rated them in need of replacement.
Additionally, the bridges are not wide enough to meet current CalTrans standards for roadway use.
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 project funds the right-of-
way acquisition needed to meet applicable bridge standards.
Both bridges pass over San Tomas Aquinas Creek, which flows from the San Francisco Bay in Santa
Clara, through San Jose, Campbell, Los Gatos, Monte Sereno, and heads in Saratoga. The two bridges
cross the San Tomas Aquinas creek along the city limits of Saratoga and Los Gatos, therefore the cities
of Saratoga and Los Gatos, along with the Santa Clara Valley Water District all share in the boundaries
and responsibilities of bridge maintenance. A cooperative agreement between the three agencies has
been executed with Saratoga named as the lead agency.
A $354,120 Federal Highway Bridge Replacement and Rehabilitation (HBBR) Program Grant and
$45,880 from the three cooperating agencies fund this phase of the project.
Operating Engineering and administrative staff costs for project oversight and implementation of $11,159 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
QUITO ROAD BRIDGE - ROW ACQUISITION
PROJECT TIMELINV
PROJECT COMPONENT TIMIELINEDESCRIPTION
Contract Award April 2016 Award contract
Right of Way Acquisition April 2016 Begin right-of-way negotiations
Estimated Completion Date July 2019 Proiect complete
FUNDING SCHEDULE 91S2-004
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREET FUND
Transfers In - General Fund
45,880
45,880
-
- - - -
45,880
TOTAL
45,880
-
459880
-
- - -
459880
ANT FUNDS
Federal -HBBRGrant
51,021
51,021
303,100
354,121
TOTAL
51,021
51,021
303,100
- -
354,121
TOTAL REVENUES
96,901
-
96,901
303,100
- - -
400,001
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP STREET FUND EXP
Site Acquisition & Prep
4,400
5,652
10,053
-
- - - -
10,053
Fees & Expenses
89
-
89
89
Consultant/Contract Svs
1,783
1,485
3,268
-
3,268
Construction Expenses
-
-
-
32,237
32,237
Reimbursable Expenses
233
-
233
-
233
TOTAL
6,506
7,137
13,643
32,237
- - - -
45,880
Q2ANT FOND EXP
Site Acquisition & Prep
33,964
926
34,890
-
34,890
Fees & Expenses
687
-
687
687
Consultant/Contract Svs
13,765
13,765
-
13,765
Construction Expenses
-
-
302,982
302,982
Reimbursable Expenses
1,796
-
1,796
-
1,796
TOTAL
50,213
926
51,139
302,982
- - -
354,121
TOTAL EXPENDITURES
56,718
8,063
64,782
335,219
- - -
400,005
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
Acthity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthitv
CIP STREET FOND
Beginning Balance
39,374
32,237
- - - -
-
Revenues & T/I
45,880
-
45,880
-
45,880
Expenditures & T/O
6,506
7,137
13,643
32,237
45,880
Ending Balance
39,374
32,237
32,237
-
- -
-
CIP GRANT FUND
Beginning Balance
808
(118)
-
Revenues & T/I
51,021
-
51,021
303,100
354,121
Expenditures & T/O
50,213
926
51,139
302,982
354,121
Ending Balance
808
(118)
(118)
-
- - - -
-
TOTAL BALANCE
40,182
32,119
32,119
-
- - - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
ANNUAL RETAINING WALL MAINTENANCE & REPAIRS
CITYWIDE
Project Name Annual Retaining Wall Maintenance Project Number 9153-003
& Repairs
Department Public Works Project Manager Emma Burkhalter
Description This project will fund the maintenance and repairs of city -owned retaining walls.
Location This is a Citywide project.
Project The City is responsible for retaining walls throughout the City. These retaining walls help prevent soil
Background erosion, provide stability for hillsides, and prevent surface runoff from obstructing roadways.
In Fiscal Year 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, and Saratoga
Heights will be monitored and prioritized during the 2019/20 Fiscal Year.
An annual $200,000 transfer from the General Fund funds this project.
Operating Engineering, administrative and maintenance staff costs for project oversight and implementation of
Budget Impacts $18,668 will be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
BRIDGE & RETAINING WALL PROJECTS
PROJECT
PROJECT COMPONENT
Project Development
TIMELINE
Ongoing
Prepare plans andspecifications
Begin Bid Process
Ongoing
Invite contractors to bid on the project
Contract Award
Ongoing
Award contract
Estimated Construction Start
Ongoing
Construction project begins
Estimated Completion Date
Ongoing
Specified work is completed
FUNDING SCHEDULE
91 S 3-003
Prior
F'Y
Total
Year
2018/19
Funded
Budgeted for Fiscal
Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Funding
CIP STREET FOND
TransfersIn- General Fund
390,000
200,000
590,000
200,000
200,000
200,000
200,000
200,000
1,590,000
TOTAL REVENUES
390,000
200,000
5909000
200,000
200,000
200,000
2009000
2009000
1,590,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal
Year
Project
EXPINDHURFS
Funded
Actual
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Expended
CIP STREET FOND EXP
Fees & Eq)enses
1,039
-
1,039
-
-
-
-
-
1,039
Consultant/Contract Svs
69,858
49,239
119,096
-
-
-
-
-
119,096
Construction enses
276,966
-
276,966
392,899
200,000
200,000
200,000
200,000
1,469,865
TOTAL EXPENDITURES
347,863
49,239
1 397,101
1 392,899
2009000
2009000
200,000
200,000
1 19590,001
Prior
FY
Year
2018/19
Budgeted for Fiscal
Year
Project
Acti-vity
Actual
Total
2019/20
2020/21
2021/22
2022/23
2023/24
Acthity
CIP STREET FUND
Beginning Balance
42,137
192,899
-
-
-
-
-
Revenues & T/I
390,000
200,000
590,000
200,000
200,000
200,000
200,000
200,000
1,590,000
Expenditures & T/O
347,863
49,239
397,101
392,899
200,000
200,000
200,000
200,000
1,590,000
JEnding Balance
42,137
192,899
1 192,899
1 -
-
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
BRIDGE & RETAINING WALL PROJECTS
4 SA
1956
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
UTILITY UNDERGROUNDING PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
UTILITY UNDERGROUNDING PROJECTS
RULE 20A UNDERGROUNDING PROJECT
CITYWIDE
Project Name Rule 20A Undergrounding Project Project Number 9171-001
Department Public Works Project Manager Poh Yee
Description This project will fund undergrounding of utilities in Saratoga.
Location One or more locations for this project are to be determined.
Project Each year, Pacific Gas & Electric (PG&E) allocates undergrounding work credits to Saratoga and other
Background municipalities to provide funding for undergrounding utilities. The credits for these allocations are
provided through PG&E's Rule 20A program, which is an electric tariff filed with the California Public
Utilities Commission. Because of the Rule 20A program, PG&E is able to annually fund relocation of
approximately 30 miles of overhead utilities underground. Rule 20A funding comes from electricity rate
payers.
Before Rule20A work credits can be used, proposed undergrounding projects must be approved by
PG&E. Projects must reduce an unusually heavy concentration of overhead power lines, be conducted
on arterial streets with high pedestrian or vehicular traffic, or be done on roads that are in a civic,
recreational, or scenic area.
Due to the very high cost of undergrounding, Saratoga has been collecting Rule 20A credits to allow for
a more substantial undergrounding project in the City.
Operating Moving overhead utilities underground will make the City more attractive and will reduce safety risks
Budget Impacts associated with downed power lines. As fallen power lines can be especially problematic during winter
storms, undergrounding the lines would reduce emergency staff costs and liability. Project management
costs for this project will be included in the operating budget when it becomes active. There is no impact
to the Fiscal Year 2019/20 Operating Budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
UTILITY UNDERGROUNDING PROJECTS
RULE 20A UNDERGROUNDING PROJECT
TIMELINE
Begin Design Phase TBD Prepare plans and specifications in conjunction with PG&E
Estimated Construction Start TBD PG&E begins construction
Estimated ComDletion Date TBD PG&E completes construction
FUNDING INFORMATION
9171-001
As of June 2, 2017, $3,765,917 of work credit funding is available from PG&E for utility undergrounding work funded and
completed by PG&E. Additional funds accumulate each year. The City does not receive cash funds for this work; therefore
the work credit amount is not included in the CIP financial schedules.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
UTILITY UNDERGROUNDING PROJECTS
QUITO ROAD UNDERGROUNDING PROJECT
I
it
Project Name
Department
Quito Road Undergrounding Project Project Number 9171-002
Public Works Project Manager Poh Yee
Description
This project will fund undergrounding of utilities on Quito Road in Saratoga.
Location
Undergrounding work would take place on Quito Road near Twin Creeks Road.
Project
Several years ago, because of fees collected for a subdivision, the City received funds to underground
Background
utilities on Quito Road near Twin Creeks Road. In recent years, municipalities and Pacific Gas & Electric
(PG&E) have started moving overhead utility lines underground.
Moving overhead utilities underground improves aesthetics and safeguards the City's power
infrastructure during severe weather events, such as winter storms. Fallen trees and/or tree limbs
frequently result in downed power lines and power loss during storms.
Due to the high costs of undergrounding, transferring the overhead utilities at this location will have to
be incorporated into a larger undergrounding project.
Operating There will be no impact to the Fiscal Year 2019/20 operating budget.
Budget Impacts
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
UTILITY UNDERGROUNDING PROJECTS
QUITO ROAD UNDERGROUNDING PROJECT
PROTECT TIMEL'
DESCRIPTION
Prepare plans and specifications
PROJECT COMPONENT TIMELINE
Begin Design Phase TBD
Begin Bid Process
TBD
Council approves plans and authorizes bidding the project
Contract Award
TBD
Council awards contract
Estimated Construction Start
TBD
Construction project begins
Estimated Completion Date
TBD
Project is completed
QUITO ROAD UNDERGROUNDING PROJECT
9171-002
Prior
FY
Total
Year
2018/19
Funded
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP STREET FUND
Cormianity Benefit Asses.
98,744
98,744
-
- - - -
98,744
TOTAL REVENUES
98,744
-
98,744
-
- - -
98,744
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP STREET FUND E XP
Construction Expenses
98,744
- - - -
98,744
TOTAL EXPENDITURES
-
-
-
98,744
- - -
98,744
Prior
FY
Year
2018/19
Budgeted for Fiscal Year
Project
ActiAty
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
ActiAty
CIP STREET FUND
Beginning Balance
98,744
98,744
- - - -
-
Revenues & T/I
98,744
-
98,744
-
98,744
Expenditures & T/O
-
-
98,744
98,744
Ending Balance
98,744
98,744
1
-
- - - -
I -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
UTILITY UNDERGROUNDING PROJECTS
4 SA
1956
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARKS &TRAILS PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: PARKS & TRAILS PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: PARKS & TRAILS PROJECTS
PARKS & TRAILS PROGRAM
PROGRAM DIRECTORY
PARKS & TRAILS PROGRAM
Program Summary
Project List Summary
Program Funding Summary
PAGE
427
428
429
Operating Budget Impact 430
CITYWIDE PROJECTS
9211-001 Parks, Trails, Grounds & Medians Maintenance & Repairs 432
9211-002 City-wide Tree Replanting Program 434
9211-010 Park & Trail Safety Improvements 436
9212-001 Tree Dedication Program 438
PARK PROJECTS
9219-002 Quito/Pollard Rd Open Space Improvements 442
9222-004 Hakone Gardens Infrastructure Improvements 444
TRAILS & OPEN SPACE PROJECTS
9274-002 Guava Ct/Fredericksburg Entrance 448
9277-004 Saratoga Village to Quarry Park Walkway 450
9278-001 Saratoga -to -the -Sea Trail 452
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: PARKS & TRAILS PROJECTS
�r�Un�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: PARKS & TRAILS PROJECTS
PARK & TRAIL IMPROVEMENTS
PROGRAM SUMMARY
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 — include general and citywide park and trail repair projects to provide for 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 — include 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 — are comprised of 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 - include 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 —include Joe's Trail at Saratoga De Anza, Saratoga Village to Quarry Park Walkway and
Saratoga -to -the -Sea Trail.
The schedule on the following page summarizes the City's Parks & Trails Program capital projects, funding status, and impacts
to the operating budget.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: PARKS & TRAILS PROJECTS
PROJECT LIST SUMMARY
PARKS PROJECT EXPENDITURE SUMMARY
Prior
Year
Funded
FY
2018/19
Actual
Funding
To Date
2019/20
Budgeted for Fiscal Year
2020/21 2021/22 2022/23
2023/24
Total
Project
Funding
City Wide Projects
9211-001 Annual Parks, Trails, Grounds & Medians R & R
435,245
62,787
498,032
160,571
100,000 100,000 100,000
100,000
1,058,603
9211-002 Citywide Tree Replanting
319,819
25,920
345,739
50,444
- - -
-
396,183
9211-010 Park & Trail Safety Improvements
-
42,956
42,956
40,044
83,000
9212-001 Tree Dedication Program
7,500
-
7,500
24,125
31,625
Park Projects
9219-002 Quito/Pollard Road Open Space Improvements
-
54,546
54,546
20,454
75,000
9222-004 Hakone Gardens Infrastructure Improvements
35,387
50,765
86,152
158,848
245,000
9222-007 Hakone Gardens Koi Pond Improvements
224,980
189,564
414,544
closed
414,544
9226-004 Quarry Park Pond Walkway Clearing
-
50,000
50,000
closed
50,000
TrailProjects
9274-001 Joe's Trail at Saratoga/De Anna
2,011,163
33,997
2,045,160
closed
2,045,160
9274-002 Guava Ct/Fredericksburg Fntrance
71,462
53,897
125,359
95,521
220,880
9277-004 Saratoga Village to Quarry Park Walkway
28,311
16,294
44,605
280,395
325,000
9278-001 Saratoga -to -the -Sea Trail
42,314
174,077
216,391
2,589,960
2,806,350
Total Project Expenditures
3,176,181
754,802
3,930,984
1 3,420,363
100,000 100,000 100,000
100,000
1 7,751,345
No new Parks & Trails projects are added in FY 2019/20.
Closed projects in FY 2018/19:
• Hakone Gardens Koi Pond Improvements
• Quarry Park Pond Walkway Clearing
• Joe's Trail at Saratoga/De Anza (Final grant reimbursements received)
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: PARKS & TRAILS PROJECTS
PARK & TRAILS PROGRAM FUNDING SUMMARY
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP PARK FUND
AB 8939 Bev Container Grant
22,059
22,059
-
- - - -
22,059
CIP Project Reimbursements
64,068
64,068
64,068
Donations/Contribution
100,000
-
100,000
-
100,000
Transfers In - General Fund
1,241,901
165,000
1,406,901
1,495,000
2,901,901
TOTAL
1,428,028
165,000
1,593,028
1,495,000
- -
3,088,028
TRFE FINE FUND
Tree Fines
184,965
8,210
193,175
-
193,175
Tree Dedication Program
3,875
250
4,125
4,125
MS Foundation Grant
2,500
-
2,500
2,500
Transfers In - General Fund
228,007
-
228,007
228,007
TOTAL REVI21;M
419,348
8,460
427,808
427,808
PARKIN-LIEUFEFS FUND
Parkin Lieu Fees
827,506
-
827,506
827,506
Transfers In - Other CIP
(323,442)
9,328
(314,114)
(314,114)
TOTAL
504,064
9,328
513,392
513,392
GRANT FUND
Federal - CMAQ to VfA
1,363,343
-
1,363,343
1,363,343
Local - VIA DeAnza Trail Grant
379,988
-
379,988
-
379,988
Local - MPOSD Grant
-
196,350
196,350
1,130,000
1,326,350
Private - DeAnza Trail Grant
280,641
-
280,641
-
280,641
TOTAL
2,0239973
196,350
2,220,323
1,130,000
-
1,363,343
TOTAL REVENUES
493759412
379,138
4,754,551
2,625,000
59392,571
Prior
FY
Total
Year
2018/19
Depended
Budgeted for Fiscal Year
Project
EXPENDITURES
Ekpended
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Ekliended
CIP PARK FUND
Salary & Benefits
21,722
-
21,722
-
- - - -
21,722
Site Acquisition & Prep
2,094
57
2,151
2,151
Materials & Supplies
33,051
47,232
80,283
80,283
Fees & Expenses
557
1,013
1,570
1,570
Consultant/Contract Svs
144,523
116,643
261,166
261,166
Project Equip & Fixtures
79,028
62,787
141,815
-
141,815
Construction Expenses
362,427
151,635
514,062
1,936,147
2,450,209
Transfers Out
82,305
46,806
129,111
-
129,111
TOTAL
725,708
426,174
1,151,881
1,936,147
- -
3,088,028
TRFE FINE FUND
Materials & Supplies
20,284
217
20,501
-
20,501
Consultant/Contract Svs
23,521
-
23,521
-
23,521
Construction Expenses
283,515
25,702
309,217
74,570
383,786
TOTAL EXPENDITURES
327,319
25,919
353,238
74,570
- -
427,808
PARKIN LIEU FEES FUND
Salary & Benefits
-
48,944
48,944
-
48,944
Materials & Supplies
100,680
11,423
112,103
112,103
Consultant/Contract Svs
11,311
15,378
26,689
-
26,689
Construction Expenses
-
86,626
86,626
214,305
300,932
Transfers Out
-
9,328
9,328
-
9,328
TOTAL
111,991
1715700
283,691
214,305
-
497,996
GRANT FUND
Salary & Benefits
81,364
-
81,364
-
81,364
Site Acquisition & Prep
601,896
179
602,074
602,074
Fees & Expenses
11,576
-
11,576
11,576
Consultant/Contract Svs
87,442
130,831
218,273
-
218,273
Construction Expenses
1,228,886
12,809
1,241,695
1,195,341
2,437,036
TOTAL
2,011,163
143,819
29154,982
1 1,195,341
-
3,350,323
TOTAL EXPENDITURES
3,176,181
767,611
1 3,943,792
1 3,420,363
-
7,364,155
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acti0tv
Beginning Balance
1,199,231
810,759
15,396 15,396 15,396 15,396
Revenues & Transfers In
4,375,412
379,138
4,754,551
2,625,000
- - - -
7,379,551
Expenditures & Transfers Out
3,176,181
767,611
39943,792
3,42Q363
- - - -
7,3649155
EndingBalance
1,1999231
810,759
810,759
15,396
15,396 15,396 15,396 15,396
15,396
TOTAL BALANCE
191999231
810,759
810,759
15,396
15,396 159396 15,396 15,396
15,396
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: PARKS & TRAILS PROJECTS
OPERATING BUDGET IMPACTS
Parks & Trails
Improvement Projects
Operational
Impact
2019/20 2020/21 2021/22 2022/23 2023/24
Total
Operating
Impacts
Citywide Projects
9211-001 Park, Trail, Grounds, and Medians
Stafftime
25,088
25,715
26,358
27,017
27,692
131,870
9211-002 Citywide Tree Replanting
Stafftime
7,336
-
-
-
-
7,336
9211-010 Park & Trail Safety Improvements
Stafftime
6,257
6,257
9212-001 Tree Dedication Program
Stafftime
3,508
3,508
Park Projects
9219-002 Quito/Pollard Road Open Space Imps
Stafftime
3,368
3,368
9222-004 Hakone Gardens Infrastructure Imps
Stafftime
2,625
2,625
Trail Projects
9274-002 Guava Ct/Fredericksburg Entrance
Stafftime
686
686
9277-004 Saratoga Village to Quarry Park Walkway
Stafftime
5,399
5,399
9278-001 Saratoga -to -the -Sea Trail
Stafftime
122,743
-
-
-
-
122,743
Total - Parks & Trails Projects
177,010
25,715
26,358
27,017
27,692
283,793
Note - Operating Budget impacts identify staff time cost for project management, inclusive of oversight, design, grant reporting, and miscellaneous
maintenance.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
ANNUAL PARKS, TRAILS, GROUNDS & MEDIANS REPAIRS & REPLACEMENTS
�CITYWIDE
Project Name Annual Park, Trails, Grounds, & Medians Project Number 9211-001
Repair & Replacement
Department Public Works Project Manager Kevin Meek
Description This project annually funds infrastructure maintenance and replacement related to parks, trails, grounds,
and medians.
Location This is a citywide project.
Project Annual maintenance and replacement of infrastructure related to parks, trails, grounds, and medians
Background helps 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
$100,000 from the CIP Reserve, as funding permits.
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 and parking lots.
Grounds: Grounds infrastructure is located at properties including the Civic Center, Saratoga -Prospect
Center, Library, and Blaney Plaza.
Medians: Medians infrastructure includes irrigation systems located at medians throughout the City.
Operating Administrative and maintenance staff costs for project oversight and implementation of $25,088 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
ANNUAL PARKS, TRAILS, GROUNDS & MEDIANS REPAIRS & REPLACEMENTS
PROJECT TIMELINE
PROJECT COMPONENT
Project Development
Ongoing
Prepare project plans and request bids for work contracted out
Contract Award
Ongoing
Award contract
Estimated Construction Start
Ongoing
Construction project begins
Estimated Completion Date
I Ongoing
I Project is completed
FUNDING SCHEDULE
9211-001
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Funding
CIP PARK FUND
AB 8939 Bev Container Grant
22,059
22,059
-
-
-
-
-
22,059
CIP Project Reimbursements
64,068
-
64,068
-
-
-
-
-
64,068
Transfers In -General Fund
355,000
100,000
455,000
100,000
100,000
100,000
100,000
100,000
955,000
Transfers In - Other CIP
17,476
-
17,476
-
-
-
-
-
17,476
TOTAL
458,603
100,000
558,603
100,000
100,000
100,000
100,000
100,000
1,058,603
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actual
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Expended
CIP PARK FUND
Site Acquisition & Prep
2,094
2,094
-
-
-
-
-
2,094
Materials & Supplies
16,001
16,001
16,001
Fees & Expenses
50
-
50
50
Project Equip & Fixtures
77,261
62,787
140,048
-
140,048
Construction Expenses
257,533
-
257,533
160,571
100,000
100,000
100,000
100,000
818,104
Transfers Out
82,305
-
82,305
-
82,305
TOTAL
435,245
62,787
1 498,032
1 160,571
100,000
100,000
100,000
100,000
1 1,058,603
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
ActiNity
Actual
Total
2019/20
2020/21
2021/22
2022/23
2023/24
ActiNity
CIP PARK FUND
Beginning Balance
23,358
60,571
-
-
-
-
Revenues & T/I
458,603
100,000
558,603
100,000
100,000
100,000
100,000
100,000
1,058,603
Expenditures & T/O
435,245
62,787
498,032
160,571
100,000
100,000
100,000
100,000
1,058,603
JEading Balance
23,358
60,571
-
-
-
-
-
-
-
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
CITYWIDE TREE REPLANTING PROGRAM
Not
CITYWIDE
Project Name City-wide Tree Replanting Program Project Number 9211-002
Department Public Works Project Manager Kevin Meek
Description 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.
Location This is a Citywide project.
Project To mitigate the loss of the urban forest, the City assesses fines for unpermitted tree removal and related
Background 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.
In Fiscal Year 2016/17, the program supported the 2020 by 2020 Tree Planting Challenge. The goal of
this program is to plant 2,020 trees by the year 2020. The City is offering to share the cost of planting
up to two trees in the front yard of Saratoga residents. The City pays approximately $105 per tree and
residents can expect to pay $95 to $135 depending upon the type of tree selected.
Operating Administrative and maintenance staff costs for project oversight and implementation of $7,336 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
CITYWIDE TREE REPLANTING PROGRAM
PROJECT TIMELINE
PROJECT COMPONENT
Project Development
Ongoing
Prepare project plans and request bids if work is contracted out
Contract Award
Ongoing
Award contract
Estimated Construction Start
Ongoing
Construction project begins
Estimated Completion Date
I Ongoing
I Project is completed
FUNDING SCHEDULE
9211-002
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
TREE FINE FUND
Tree Fines
184,965
8,210
193,175
-
- - -
-
193,175
Transfers In - General Fund
203,007
-
203,007
203,007
TOTAL REVENUES
387,973
8,210
396,183
-
- - -
-
396,183
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Exlvnded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
TRE1E FINE FUND
Materials & Supplies
20,284
217
20,501
-
- - -
-
20,501
Consultant/Contract Svs
23,521
-
23,521
-
23,521
Construction Expenses
276,015
25,703
301,718
50,444
352,161
TOTAL E XPENDYITRES
319,819
25,920
345,739
50,444
- - -
-
396,183
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actual
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acti-vity
TREE FINE FUND
Beginning Balance
68,154
50,444
- - -
-
-
Revenues & T/I
387,973
8,210
396,183
-
396,183
Expenditures & T/O
319,819
25,920
345,739
50,444
396,183
Ending Balance
68,154
50,444
-
-
- -
-
-
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
PARK & TRAIL SAFETY IMPROVEMENTS
.0
Project Name
Park & Trail Safety Improvements Project Number 9211-010
Department
Public Works Project Manager Kevin Meek
Description
This project would make improvements at several City parks and at Parker Ranch Trail.
Location
This project will be located at Brookglen Park, Foothill Park, Azule Park, Congress Springs Park, and
Parker Ranch Trail.
Project
This project will add new security lighting at Azule Park, new fences at Brookglen Park, Foothill Park,
Background
and Congress Springs Park, and a new set of stairs and bollards at Parker Ranch Trail.
Solar powered lighting at Azule Park will be located near the playground. The lighting is intended to
discourage after hours loitering in the park.
The new fencing at Brookglen, Foothill, and Congress Springs will be strategically located to provide
additional security at each of the parks by creating barriers between the park users and vehicle traffic.
The fences prevent children or objects from entering roadway that border the parks. Proposed fences
include split -rail fencing at the front of Brookglen and Foothill Parks and a 3 to 4 foot black chain -link
fence at Congress Springs Park near the baseball warm-up area.
Additionally, the project will include installation of a new stairway and bollards at Parker Ranch in a
section where the trail grade has become very steep due to water erosion and high use. Improvements
will make the trail easier and safer for hikers to use.
City Council approved an allocation of an additional $40,000 to the project to complete additional
erosion control work on the Parker Ranch trail, as well as install more stairs on steeper sections of the
trail. Due to the increased funding, the project is scheduled to be complete in December 2019.
Operating Engineering, administrative, and maintenance staff costs for project oversight and implementation of
Budget Impacts $6,257 will be incorporated into the Fiscal Year 2019/20 operating budget. This project may have
operational impacts as fencing and lighting may require ongoing maintenance but may also reduce
damage to turf resulting from vehicles driving through parks.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
PARK & TRAIL SAFETY IMPROVEMENTS
TIMELINE
Estimated Construction Start I November 2018 1 Beein Work
Estimated Completion Date I December 2019 1 Work
FUNDING SCHEDULE 9211-010
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP PARK FUND
Transfers In - General Fund
-
40,000
- - -
-
40,000
TOTAL
-
-
-
40,000
- - -
-
40,000
PARK IN -LIEU FEES FUND
Transfers In -Other CIP
-
43,000
43,000
-
- - -
-
43,000
TOTAL REVENUES
-
43,000
43,000
40,000
- - -
-
83,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP PARK FUND
Construction Expenses
-
40,000
- - -
-
40,000
TOTAL
-
-
-
40,000
- - -
-
40,000
PARK IN -LIEU FEES FUND
Construction Expenses
42,956
42,956
-
42,956
TOTAL EXPENDITURES
-
42,956
42,956
40,044
- - -
-
83,000
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
ActhAty
Actual
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acthity
CIP PARK FUND
Beginning Balance
-
- - -
-
Revenues & T/I
-
40,000
40,000
Expenditures & T/O
-
40,000
40,000
JEnding Balance
-
-
-
-
- - -
-
-
PARKIN -LIEU FFES FUND
Beginning Balance
-
44
Revenues & T/I
-
43,000
43,000
43,000
Expenditures & T/O
-
42,956
42,956
44
43,000
Ending Balance
-
44
44
-
- - -
-
-
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
TREE DEDICATION PROGRAM
CITYWIDE
Project Name Tree Dedication Program Project Number 9212-001
Department Public Works Project Manager Kevin Meek
Description This program provides a 50% matching grant for the cost of trees purchased through the Tree and Bench
Dedication Program.
Location This is a Citywide project.
Project The City of Saratoga's Tree and Bench Dedication program allows members of the public to purchase
Background trees or benches for dedication purposes. Trees dedicated through this program are planted on City
property, either in City parks, along Saratoga trails, or on City medians. The cost to purchase a 15 gallon
tree through the dedication program is $500.
In July 2010, the City Council set aside $25,000 for tree dedications to encourage the public to participate
in the program. The funding reduces the cost to dedicate trees by 50% and is expected to help fund the
planting of 100 trees. Reducing the cost of dedicating a tree is intended to help maintain and expand the
City's urban forest.
Management of the program is performed by City staff and planting is typically contracted out. On
average, the City receives 3 to 5 tree dedication applications per year.
Operating Parks and administrative staff costs for project implementation and oversight of $3,508 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
TREE DEDICATION PROGRAM
TIMELINE
Application Phase I Ongoing
Tree Planting Coordination I Ongoing
Tree
FUNDING SCHEDULE
Member of the public submits a Tree Dedication Program
Staff works with the applicant to determine type of tree to be planted
and where it will be placed, tree dedication invoice is processed
Tree is Dlanted and Droiect is
9212-001
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
TREE FINE FUND
Tree Dedication Program
3,875
250
4,125
-
- - -
-
4,125
MS Foundation Gant
750
-
750
750
Transfers In-OtherCIP
25,625
1,125
26,750
26,750
TOTAL
30,250
1,375
31,625
-
- - -
-
31,625
Prior
FY
Total
Year
2018/19
Ekpended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Fxpended
TREE FINE FUND
Construction Expenses
7,500
7,500
24,125
- - -
-
31,625
TOTAL EXPENDITURES
7,500
-
7,500
24,125
- - -
-
31,625
Prior
FY
Total
Year
2018/19
Budgetedfor Fiscal Year
Project
Acthity
Actual
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acthity
TREEFINEFUND
Beginning Balance
22,750
24,125
- - -
-
-
Revenues & T/I
30,250
1,375
31,625
-
31,625
Expenditures & T/O
7,500
-
7,500
24,125
31,625
JEnding Balance
22,750
24,125
24,125
-
- -
-
-
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CITYWIDE PROJECTS
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CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARK PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARK PROJECTS
QUITO AT POLLARD ROAD OPEN SPACE IMPROVEMENTS
Project Name Quito Road/Pollard Road Open Space Project Number 9219-002
Improvements
Department Public Works Project Manager Kevin Meek
Description This project would create a new park by making improvements to the open space area at the corner of
Quito Road and Pollard Road.
Location This project is located at Quito Road and Pollard Road.
Project This project would make improvements to the open space area at the corner of Quito Road and Pollard
Background Road, locally referred to as No Name Park. The property is an excess right-of-way area owned by the
City and is roughly a half acre in size. The project would include beautification, a meditation garden,
landscaping improvements with drought tolerant and/or native species, pathway enhancements, and
irrigation. With the improvements, the area would also be officially designated as a park.
Operating Engineering, administrative, and maintenance staff costs for project oversight and implementation of
Budget Impacts $3,368 will be incorporated into the Fiscal Year 2019/20 operating budget. Ongoing maintenance for
this minimally landscaped park is expected to be less than $6,000 per year for contract services and staff
time.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARK PROJECTS
QUITO AT POLLARD ROAD OPEN SPACE IMPROVEMENTS
TIMELINE
Phase I Au"st 2018 1 Prepare plans and
Estimated Construction Start I Mav 2019 1 Begin construction
Estimated Completion Date I September 2019 1 Construction
FUNDING SCHEDULE
9219-002
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
PARK IN -LIEU FEES FUND
Transfers In -Other CIP
-
75,000
75,000
-
- - -
-
75,000
TOTAL REVENUES
-
75,000
75,000
-
- - -
-
75,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
PARK IN -LIEU FEES FUND
Consultant/Contract Svs
500
500
-
- - -
-
500
Construction Expenses
43,670
43,670
20,454
64,124
TOTAL EXPENDITURES
-
54,546
54,546
20,454
- - -
-
75,000
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actual
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acti-vity
PARK IN -LIEU FEES FUND
Beginning Balance
-
20,454
- - -
-
Revenues & T/I
75,000
75,000
-
75,000
Fxpenditures & T/O
54,546
54,546
20,454
75,000
JEnffing Balance
-
20,454
20,454
-
- - -
-
-
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARK PROJECTS
HAKONE GARDENS INFRASTRUCTURE IMPROVEMENTS
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Project Name
Department
Hakone Gardens Infrastructure Project Number 9222-004
Improvements
Public Works Project Manager Poh Yee
Description
This project will fund infrastructure improvements at Hakone Gardens.
Location
Projects will take place at various locations throughout Hakone Gardens.
Project
Hakone Gardens, a city -owned eighteen -acre park nestled in the foothills just outside of Saratoga
Background
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.
Operating Administrative and maintenance staff costs for project oversight and implementation of $2,625 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARK PROJECTS
HAKONE GARDENS INFRASTRUCTURE IMPROVEMENTS
PROJECT TIMELINE
PROJECT COMPONENT
Project Development
Ongoing
Prepare plans and specifications
Contract Award
Ongoing
Award contract
Estimated Construction Start
Ongoing
Construction project begins
Estimated Completion Date
I Ongoing
I Specified project work is completed
FUNDING SCHEDULE
9222-004
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP PARK FUND
Transfers In - General Fund
125,000
125,000
-
- - -
-
125,000
TOTAL
125,000
-
125,000
-
- -
-
125,000
PARK IN -LIEU FEES FUND
Transfers In -Other CIP
-
120,000
120,000
-
- - -
-
120,000
TOTAL
-
120,000
120,000
-
- - -
-
120,000
TOTAL REVENUES
125,000
120,000
245,000
-
- - -
-
245,000
Prior
FY
Total
Year
2018/19
Expended
Budgetedfor Fiscal Year
Project
EXPENDITURES
Expended
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
nded
CIP PARK FUND
Fees & Expenses
507
-
507
-
- - -
-
507
Consultant/Contract Svs
7,415
3,230
10,645
-
10,645
Construction Expenses
27,465
47,535
75,000
38,848
113,848
TOTAL
35,387
50,765
86,152
38,848
- - -
-
125,000
PARKIN LIEU FEES FUND
Consultant/Contract Svs
-
-
-
120,000
120,000
TOTAL
-
-
-
120,000
- - -
-
120,000
TOTAL EXPENDITURES
35,387
50,765
86,152
158,848
- - -
-
245,000
Prior
FY
Total
Year
2018/19
Budgetedfor Fiscal Year
Project
Acthity
Actual
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acti-sity
CIP PARK FUND
Beginning Balance
89,613
38,848
- - -
-
Revenues & T/I
125,000
-
125,000
-
125,000
Expenditures & T/O
35,387
50,765
86,152
38,848
125,000
Fading Balance
89,613
38,848
38,848
-
- - -
-
-
PARK IN -LIEU FEES FUND
Beginning Balance
-
120,000
Revenues & T/I
-
120,000
120,000
-
120,000
Expenditures & T/O
-
-
120,000
120,000
Ending Balance
-
120,000
120,000
-
- - -
-
-
TOTAL BALANCE
89,613
158,848
158,848
-
- - -
-
-
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
PARK PROJECTS
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
TRAILS & OPEN SPACE PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
TRAILS & OPEN SPACE PROJECTS
GUAVA/FREDERICKSBURG ENTRANCE & RAILROAD CROSSING IMPROVEMENTS
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Project Name Guava Ct/Fredericksburg Crossing & Project Number 9274-002
Mitigation
Department Public Works Project Manager Mainini Cabute
Description This project funds the removal of the Guava Court barrier allowing access from Guava Court to
Fredericksburg Drive (Access) near Joe's Trail.
Location This project is located at Guava Court near Fredericksburg Access at Joe's Trail.
Project In 2007, the pedestrian crossings connecting Fredericksburg Drive and Guava Court were declared unsafe
Background by the California Public Utilities Commission (CPUC) and were consequently 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 pedestrian 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. The approval will expire in three years, giving the City until
March 2022 to complete the project.
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). For
FY 2019/20, the City Council elected to allocate and additional $50,000 in CIP reserve towards the project
and directed City staff to continue to pursue grant funding. Prior funding comes from a $170,880 transfer
from the CIP Reserve to complete the design and environmental phase of this project.
Operating Engineering and administrative staff costs for project oversight and implementation of $686 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
TRAILS & OPEN SPACE PROJECTS
GUAVA/FREDERICKSBURG ENTRANCE & RAILROAD CROSSING IMPROVEMENTS
PROJECT TIMELINE
PROJECT COMPONENT
Begin Design Phase
February 2018
Prepare 90% plans
Complete Design
August 2018
Complete 90% plans
Begin Bid Process
TBD
Solicit bids from qualified contractors
Contract Award
TBD
Award contract for construction
Estimated Construction Start
TBD
Begin construction
Estimated Completion Date
TBD
Construction complete
FUNDING SCHEDULE
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP PARK FUND
Transfers In - General Fund
170,880
170,880
50,000
- - -
-
220,880
TOTAL REVENUES
170,880
-
170,880
50,000
- - -
-
220,880
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP PARK FUND
Consultant/Contract Svs
71,462
52,947
124,409
-
- - -
-
124,409
Construction Expenses
-
950
950
95,521
96,471
TOTAL EXPENDITURES
71,462
53,897
125,359
95,521
- - -
-
220,880
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Acthity
Actual
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acti-sity
CIP PARK FUND
Beginning Balance
99,418
45,521
- - -
-
Revenues & T/I
170,880
-
170,880
50,000
220,880
Expenditures & T/O
71,462
53,897
125,359
95,521
220,880
IFading Balance
99,418
45,521
45,521
-
- -
-
-
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
TRAILS & OPEN SPACE PROJECTS
SARATOGA VILLAGE TO QUARRY PARK WALKWAY
Project Name Saratoga Village to Quarry Park Walkway Project Number 9277-004
Department Public Works Project Manager John Cherbone
Description This project would fund the design, environmental review and construction of a walkway from Saratoga
Village to Hakone Gardens and Quarry Park.
Location This project is located on Big Basin Way/Congress Springs Road between the Village and Hakone
Gardens.
Project When complete, this project will result in construction of a walkway from Saratoga Village, past Hakone
Background 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 Fiscal Year 2016/17, $50,000 was allocated from the CIP reserve and Fiscal Year 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 $1.5M. In FY 2019/20, the City Council
allocated $175,000 in funding from the CIP reserve towards construction to serve as the City's matching
contribution, should grant funding become available.
Operating Engineering and administrative staff costs for project oversight and implementation of $5,399 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
TRAILS & OPEN SPACE PROJECTS
SARATOGA VILLAGE TO QUARRY PARK WALKWAY
PROJECT TIMELINE
PROJECT COMPONENT
Project Design
March 2019
Begin design and environmental review for Phase I
Design Complete
July 2019
Complete design and environmental review for Phase I
Phase I Construction
TBD
Saratoga Village to Hakone Gardens
Phase II Construction
TBD
Hakone Gardens to eastern bridge
Phase III Construction
TBD
Eastern bridge to main entrance
Project Complete
TBD
Project construction for all phases complete
FUNDING SCHEDULE
�y 0011I�
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP PARK FUND
Transfers In - General Fund
50,000
50,000
175,000
- - -
-
225,000
TOTAL
50,000
-
50,000
175,000
- - -
-
225,000
PARKIN -LIEUFi ES FUND
Transfers In - Other CIP
100,000
100,000
-
100,000
TOTAL
100,000
-
100,000
-
- - -
-
100,000
TOTAL REVENUES
150,000
-
150,000
175,000
- - -
-
325,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actual
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP PARK FUND
Consultant/Contract Svs
17,000
1,416
18,416
-
- - -
-
18,416
Construction Expenses
-
-
-
206,584
206,584
TOTAL
17,000
1,416
18,416
206,584
- - -
-
225,000
PARK IN -LIEU FEES FUND
Consultant/Contract Svs
11,311
14,878
26,189
-
26,189
Construction Expenses
-
-
-
1 73,811
73,811
TOTAL
11,311
14,878
26,189
1 73,811
- - -
-
100,000
TOTAL EXPENDITURES
28,311
16,294
44,605
1 280,395
- - -
-
325,000
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
ActhAty
Actual
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acti-sity
CIP PARK FUND
Beginning Balance
33,000
31,584
- - -
-
Revenues & T/I
50,000
-
50,000
175,000
225,000
Expenditures & T/O
17,000
1,416
18,416
206,584
225,000
Ending Balance
33,000
31,584
31,584
-
- - -
-
-
PARK IN -LIEU FEES FUND
Beginning Balance
88,689
73,811
Revenues & T/I
100,000
-
100,000
-
100,000
Expenditures & T/O
11,311
14,878
26,189
73,811
100,000
Ending Balance
88,689
73,811
73,811
-
- - -
-
-
TOTAL BALANCE
121,689
105,395
105,395
-
- - -
-
-
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
TRAILS & OPEN SPACE PROJECTS
SARATOGA TO THE SEA TRAIL
—r-
41D
rOn9af gig Basin W aY
eR�tl
Hakpne
Congress Gardens
Springs Road
County
Quarry Rd
Property
Project Name Saratoga -to -the -Sea Trail Project Number 9278-001
Department Public Works Project Manager John Cherbone
Description This project funds the design, environmental review and construction of a trail connecting Quarry Park
to Sanborn Park and the Skyline -to -the -Sea Trail including improvements to the 0.5 mile long trail
segment in Quarry Park that will connect to the future Saratoga -to -the -Sea Trail.
Location This project begins at the southern property line of Quarry Park and ends at Sanborn Park.
Project Quarry Park opened on October 31, 2015 through the dedicated efforts of the City, Mid -Peninsula
Background Regional Open Space District, Santa Clara County Board of Supervisors, and County of Santa Clara
Parks and Recreation Department. For many years, there has been an effort to connect Saratoga to the
Pacific Ocean via a hiking trail, referred to as the Saratoga -to -the -Sea Trail.
As a condition of the Quarry Park Purchasing Agreement, the City agreed to pursue a trail crossing San
Jose Water Company property adjacent to Quarry Park to serve as the starting point of the trail. In
October 2018, the City completed the process to obtain an easement to allow the City to move forward
with the Saratoga -to -the -Sea Trail. When developed, the 3.2-mile long trail connecting Quarry Park to
Sanborn Park will increase recreational hiking opportunities for Saratoga residents and visitors.
Funding has been allocated for the design and environmental review of the trail. The City will work in
cooperation with the Mid -Peninsula Regional Open Space District. Work will also include trail surface
work, removal of bush, weed, and dead trees, and installment of signage and safety fences on a 0.5 trail
segment within Quarry Park.
The Saratoga -to -the -Sea Trail development is part of the City's General Plan and will enhance the
region's options for recreational activity.
Prior year funding sources included a $350,000 allocation from the CIP Reserve and a $265,000 grant
from the Mid -Peninsula Open Space District fund this project. In FY 2018/19, the Mid -Peninsula
Regional Open Space District approved additional funding in the amount of $1,130,000. City Council
consequently approved a matching allocation of the same amount from the CIP Reserve to fund the
City's portion.
Operating Administrative and maintenance staff costs for project oversight and implementation of $122,743 will
Budget Impacts be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
TRAILS & OPEN SPACE PROJECTS
SARATOGA TO THE SEA TRAIL
PROJECT TIMELINE
PROJECT COMPONENT
Internal Trail Development
TIMELINE
October 2017
DESCRIPTION
Complete extension of trail within Quarry Park to park boundaries
Design Begin
October 2018
Begin development of trail design
Environmental Review
October 2018
Conduct environmental review for trail
Design Complete
Aril 2019
Complete trail design
Begin Construction
TBD
Construction Complete
TBD
FUNDING SCHEDULE
92 78-001
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP PARK FUND
Transfers In -General Fund
350,000
350,000
1,130,000
- - - -
1,480,000
TOTAL
350,000
-
350,000
1,130,000
- - - -
19480,000
GRANT FUND
Local - MPOSD Grant
-
196,350
196,350
1,130,000
1,326,350
TOTAL
-
1969350
1969350
1,130,000
- - - -
1,3269350
TOTAL REVENUES
350,000
196,350
5469350
292609000
- - - -
298069350
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actual
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Exlynded
CIP PARK FUND
Salary & Benefits
21,722
-
21,722
-
- - - -
Site Acquisition & Prep
-
57
57
-
Fees & Expenses
-
1,013
1,013
1,013
Consultant/Contract Svs
7,800
41,997
49,797
499797
Project Equip & Fixtures
917
-
917
-
917
Construction Expenses
11,976
-
11,876
1,394,619
1,406,494
TOTAL
42,314
43,067
85,381
1,394,619
- - - -
1,458,221
GRANT FUND
Site Acquisition & Prep
-
179
179
-
-
Consultant/Contract Svs
1309831
130,831
-
1309831
Construction Expenses
-
-
1,195,341
1,1959341
TOTAL
-
1319009
1 1319009
1,195,341
- - - -
193269172
TOTAL EXPENDITURES
42,314
174,077
1 216,391
1 295899960
- - - -
297849392
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Acthity
Actual
Total
2019/20
2020/21 2021/22 2022/23 2023/24
ActiNitv
CB' PARK FUND
Beginning Balance
307,686
264,619
- - - -
Revenues & T/I
350,000
-
350,000
1,130,000
1,480,000
Expenditures & T/O
42,314
43,067
85,381
1,394,619
1,480,000
Ending Balance
307,686
2649619
2649619
-
- - -
-
GRANT FUND
Beginning Balance
-
65,341
Revenues & T/I
-
196,350
196,350
1,130,000
193269350
Expenditures & T/O
131,009
131,009
1,195,341
193269350
Ending Balance
-
659341
1 659341
1 -
- - - -
-
TOTAL BALANCE
307,686
329,960
1 329,960
1 -
- - - -
-
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
TRAILS & OPEN SPACE PROJECTS
CITY OF SARATOGA 9 FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
FACILITY IMPROVEMENTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: FACILITY IMPROVEMENT PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: FACILITY IMPROVEMENT PROJECTS
FACILITY IMPROVEMENT PROGRAM
PROGRAM DIRECTORY
FACILITY IMPROVEMENT PROGRAM OVERVIEW
Program Summary
Project List Summary
Project Funding Summary
Operating Budget Impact
CIVIC CENTER IMPROVEMENT
PAGE
459
460
461
462
9321-016 Community Development Lobby Remodel 464
9322-001 Civic Theater -Annual Improvements 466
9322-013 PEG Funded Projects 468
COMMUNITY CENTER
9331-010 Bocce Ball Court 472
9331-011 Preschool Turf Conversion 474
9333-007 Senior Center Entrance Remodel 476
9333-008 Community Center Improvement Program 478
LIBRARY BUILDING
9372-001 Library Building Exterior Maintenance 482
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: FACILITY IMPROVEMENT PROJECTS
N<sIFQR�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: FACILITY IMPROVEMENT PROJECTS
FACILITY IMPROVEMENTS
PROGRAM SUMMARY
The Capital Improvement Plan'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 Building,
Development/Engineering Building, 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.
The three schedules on the following pages list the Facility Program's capital projects, summary funding by account
classification, and operating budget impacts. Following the summary schedules are individual project pages for each of the
funded projects in this capital program.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: FACILITY IMPROVEMENT PROJECTS
PROJECT LIST
Prior FY
Year 2018/19
FACILITY PROJECT EXPENDIT<RESUMMARY Funded Actuals
Funding
To Date
Budgeted for Fiscal Year
2019/20 2020/21 2021/22 2022/23 2023/24
Total
Project
Funding
Civic Center Improvements
9321-016 Community Development Lobby Remodel - 12,637
12,637
302,363
-
-
-
-
315,000
9322-001 Theater Improvements 334,888 14,360
349,248
95,667
35,000
35,000
35,000
35,000
584,915
9322-013 PEGFunded Projects - -
-
340,789
80,000
80,000
80,000
80,000
660,789
Community Center
9331-008 CC/SC Electrical Panel Upgrade 54,586 105,414
160,000
closed
-
-
-
-
160,000
9331-009 Comrnumity Center Stage Renovation - 90,000
90,000
closed
90,000
9331-010 Carden Patio Bocce Ball Court 4,550
4,550
280,450
285,000
9331-011 Preschool TurfConvers ion -
-
25,000
25,000
9333-007 Senior Center Entrance Remodel 2,415
2,415
197,585
200,000
9333-008 Conumnity Center Improvement Program -
-
185,000
185,000
Library Buildings
9372-001 Library Building E-derior Maintenance 55,000
55,000
1 10,000
1 5,000
1 5,000
1 5,000
5,000
1 85,000
Total Project Expenditures 444,474 229,376
1 673,850
1 1,436,855
1 120,0001
120,000
1 120,000
1 120,000
1 2,590,704
There are three new facility projects for FY 2019/20.
• PEG Funded Projects
• Preschool Turf Conversion
• Community Center Improvement Program
Two projects were either completed or closed during Fiscal Year 2018/19.
• Electrical Panel Upgrade
• Community Center Stage Renovation
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: FACILITY IMPROVEMENT PROJECTS
FACILITY IMPROVEMENTS FUNDING
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Fundin
CIP FACILITIES FUND
Theater Ticket Surcharge
405,577
39,338
444,915
35,000
- - -
-
479,915
CIP Project Reimbursements
55,000
5,000
60,000
5,000
65,000
CIP Project Contributions
-
-
-
22,000
22,000
PEGFunding
-
-
-
340,789
340,789
Transfers In - General Fund
120,000
743,000
863,000
375,000
1,238,000
TOTAL REVENUES
580,577
787,338
1,367,915
777,789
- - -
-
2,145,704
Prior
FY
Total
Year
2018/19
Expended
Budgetedfor Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP FACILITIES FUND
Materials & Supplies
40,414
14,360
54,774
-
- - -
-
549774
Consultant/Contract Svs
-
109,602
109,602
-
109,602
Construction Expenses
404,060
70,536
474,597
1,436,855
1,911,452
Transfers Out
-
34,877
34,877
-
34,877
TOTAL EXPENDITURES
444,474
229,376
1 673,850
1,436,855
- - -
-
2,110,705
Prior
FY
Total
Year
2018/19
Budgetedfor Fiscal Year
Project
Acti-vity
Actuals
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acti-,ity
CIP FACILITIES FUND
BEGINNING FUND BAIL
-
136,104
694,065
35,000 35,000 35,000
35,000
-
Revenues & T/I
580,577
787,338
1,367,915
777,789
- - -
-
2,145,704
Expenditures & T/O
444,474
229,376
673,850
1,436,855
- - -
-
2,110,705
ENDING FUND BALANCE
1369104
694,065
1 694,065
1 35,000
35,000 35,000 359000
35,000
1 359000
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: FACILITY IMPROVEMENT PROJECTS
OPERATING BUDGET IMPACTS
Operational
Total
Operating
hnprovement Projects
Impact
2019/20 2020/21 2021/22 2022/23 2023/24
Impacts
Civic Center Improvements
9321-016 CDD Lobby Remodel
Stafftime
18,659
-
-
-
-
18,659
9322-001 Theater Improvements
Stafftime
5,904
6,051
6,202
6,357
6,516
31,031
9322-013 PEG Funded Projects
Stafftime
21,030
21,556
22,094
22,647
23,213
110,540
Community Center
9331-010 Garden Patio Bocce Ball Court
Stafftime
17,306
-
-
-
-
17,306
9331-011 Preschool Turf Conversion
Stafftime
1,543
1,543
9333-007 Senior Center Entrance Remodel
Stafftime
12,193
12,193
9333-008 Conninmity Center Improvement Program
Stafftime
11,416
-
-
-
-
11,416
Administrative Projects & Programs
9372-001 LibraryExterior Maintenance Projects
Stafftime
617
633
648
665
681
3,244
9373-001 Library EV Fast Charging Station
No impact
-
-
-
-
-
-
Total - Facility Projects
88,667
28,239
1 28,945
299669
1 309411
2059931
Note - Operating Budget impacts identify staff time for project management, inclusive of oversight, design, grant reporting,
and miscellaneous maintenance.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CIVIC CENTER IMPROVEMENT PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CIVIC CENTER IMPROVEMENT PROJECTS
COMMUNITY DEVELOPMENT LOBBY REMODEL
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City Hall
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Joan Pisani w
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Corporation
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Allendale Avenue
Project Name Community Development Lobby Remodel Project Number 9321-016
Department Community Development Project Manager Thomas Scott
Description This project funds the remodel on the lobby area in the Community Development Department
Location This project is located at City Hall.
Project This project will renovate the appearance of the lobby to the Community Development Department, as
Background well as the Public Works Engineer Division. Improvements will include a refresh to the appearance of
the lobby, including reconfiguring the counters to make them fully accessible. Additionally, the project
will expand the lobby area, which gets very crowded during peak hours. The added space will also allow
installation of a self-help station to allow visitors to access public information and submit applications
for routine permits, such as water heaters.
The City Council approved a an additional $165,000 in FY 2019/20 to complete the project.
Operating Administrative and maintenance staff costs for project oversight and implementation of $18,659 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CIVIC CENTER IMPROVEMENT PROJECTS
COMMUNITY DEVELOPMENT LOBBY REMODEL
PROJECT TIMELINE
PROJECTDESCRIPTION
Begin Design Phase
July 2018
Prepare plans and specifications
Begin Bid Process
September 2019
Solicit bids from qualified contractors
Contract Award
October 2019
Council awards contract
Estimated Construction Start
November 2019
Construction begins
Estimated Completion Date
May 2020
Construction ends
FUNDING SCHEDULE
9321-016
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP FACII.TTIES FUND
Transfers In - General Fund
150,000
150,000
165,000
- - - -
315,000
TOTAL REVENUES
-
150,000
150,000
165,000
- - - -
315,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
EKpended
CIP FACHITIES FUND
Consultant/Contract Svs
12,637
12,637
-
- - - -
12,637
Construction Expenses
-
-
302,363
302,363
TOTAL EXPENDITURES
-
12,637
12,637
302,363
- - - -
315,000
Prior
FY
Total
Year
2018/19
Budgetedfor Fiscal Year
Project
Acti-vity
Actuals
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthity
CIP FACILITIES FUND
BEGINNING FUND BAIL
-
137,363
- - - -
-
Revenues & T/I
150,000
150,000
165,000
315,000
enditures & T/O
12,637
12,637
302,363
315,000
ENDING FUND BALANCE
-
137,363
1 137,363
1 -
- - - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CIVIC CENTER IMPROVEMENT PROJECTS
CIVIC THEATER ANNUAL IMPROVEMENTS
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Project Name Civic Theater Annual Improvements Project Number 9322-001
Department Facilities Project Manager Thomas Scott
Description This project funds various improvements to the Civic Theater.
Location Projects are located within the Civic Theater at the Saratoga City Hall campus.
Project Two theater groups and other local groups lease the Civic Theater for rehearsals and performances. The
Background theater groups have three productions per year that show for approximately six weeks each and use by
other groups varies.
To keep the theater in optimal operating condition and offset maintenance expenses resulting from use
of the theater for performances, a $2.50 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 installation of a
movie screen, fully accessible seating, new doors and stage flooring.
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.
Operating Administrative and maintenance staff costs for project oversight and implementation of $5,904 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CIVIC CENTER IMPROVEMENT PROJECTS
CIVIC THEATER ANNUAL IMPROVEMENTS
PROJECT TIMELINE
PROJECT
Begin Design Phase
Prepare plans and specifications
Ongoing
Begin Bid Process
Ongoing
Solicit bids from qualified contractors
Contract Award
Ongoing
Council awards contract
Estimated Construction Start
I Ongoing
Construction project begins
Estimated Completion Date
I Ongoing
Project is completed
FUNDING SCHEDULE
ByM11131
Prior
FY
Total
Year
2018/19
Funding
Budgetedfor Fiscal
Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Funding
CIP FACILITIES FUND
Theater Ticket Surcharge
405,577
39,338
444,915
35,000
35,000
35,000
35,000
35,000
619,915
TOTAL REVENUES
405,577
39,338
444,915
35,000
35,000
35,000
35,000
35,000
619,915
Prior
FY
Total
Year
2018/19
Expended
Budgetedfor Fiscal
Year
Project
EXPENDITURES
Expended
Actuals
ToDate
2019/20
2020/21
2021/22
2022/23
2023/24
Expended
CIP FACILITIES FUND
Materials & Supplies
40,414
14,360
549774
-
-
-
-
-
54,774
Construction EKpenses
294,474
-
294,474
95,667
35,000
35,000
35,000
35,000
530,141
TOTAL EXPENDITURES
334,888
14,360
349,248
95,667
35,000
35,000
35,000
35,000
584,915
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal
Year
Project
Acthity
Actuals
Total
2019/20
2020/21
2021/22
2022/23
2023/24
ActiNity
CIP FACILITIES FUND
BEG NNING FUND BAIL
-
70,690
95,667
35,000
35,000
35,000
35,000
-
Revenues & T/I
405,577
39,338
444,915
35,000
35,000
35,000
35,000
35,000
619,915
Expenditures & T/O
334,888
14,360
349,248
95,667
35,000
35,000
35,000
35,000
584,915
ENDING FUND BALANCE
70,690
95,667
1 95,667
1 35,000
35,000
35,000
35,000
35,000
35,000
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CIVIC CENTER IMPROVEMENT PROJECTS
PEG FUNDED PROJECTS
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Community
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Allendale Avenue
Corporation
Yard
Project Name PEG Funded Projects Project Number 9322-013
Department Facilities Project Manager Thomas Scott
Description This project would account for a future PEG funding related project.
Location Projects are located within the Civic Theater at the Saratoga City Hall campus.
Project Pursuant to Section 611 of the Communications Act, The City of Saratoga requires cable operators to set
Background 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.
Operating Administrative and maintenance staff costs for project oversight and implementation of $21,030 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget if a project is approved by Council.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CIVIC CENTER IMPROVEMENT PROJECTS
PEG FUNDED PROJECT
TIMELINE
Phase I TBD
Estimated Construction Start I TBD
Estimated Construction Complete I TBD
FUNDING SCHEDULE
9322-013
Prior
FY
Total
Year
2018/19
Funding
Budgetedfor Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP FACILITIES FUND
PEGFunding
340,789
80,000 80,000 80,000
80,000
660,789
TOTAL REVENUES
-
340,789
80,000 80,000 80,000
80,000
660,789
Prior
FY
Total
Year
2018/19
Expended
Budgetedfor Fiscal Year
Project
EXPENDITURES
Ekpended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP FACILITIES FUND
Construction Expenses
-
340,789
80,000 80,000 80,000
80,000
660,789
TOTAL EXPENDITURES
-
-
-
340,789
80,000 80,000 80,000
80,000
660,789
Prior
FY
Total
Year
2018/19
Budgetedfor Fiscal Year
Project
Acti-vity
Actuals
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acthity
CIP FACILITIES FUND
BEGINNING FUND BAIL
-
- - -
-
-
Revenues & T/I
340,789
80,000 80,000 80,000
80,000
660,789
Expenditures & T/O
-
340,789
80,000 80,000 80,000
WOW
660,789
ENDING FUND BALANCE
-
-
- - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CIVIC CENTER IMPROVEMENT PROJECTS
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER IMPROVEMENT PROJECTS
GARDEN PATIO BOCCE BALL COURT
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Corporation r
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Project Name Garden Patio Bocce Ball Court Project Number 9331-010
Department Public Works Project Manager John Cherbone
Description This project would fund the installation of a bocce ball court at the Senior Center/Community Center.
Location This project is located at the Joan Pisani Community Center/Senior Center patio.
Project This project would install two bocce ball courts and seating in the patio area shared by the Senior
Background Center and Joan Pisani Community Center. The bocce ball courts would provide visitors to the Senior
Center with the opportunity to engage in social interaction and participate in a light physical activity
that helps maintain mobility. Bocce ball also requires strategic planning and promotes healthy
competition. Community Center renters will also have access to the two bocce ball courts.
This project was originally added to the Capital Improvement Program as a recommendation from
several America in Bloom volunteers as an opportunity for a community beautification project. The
Senior Center has raised approximately $22,000 in support of this project.
The City Council approved a total of $263,000 in Fiscal Year 2018/19 for the project to cover costs
associated with construction.
Operating Administrative and maintenance staff costs for project oversight and implementation of $17,306 will
Budget Impacts be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER IMPROVEMENT PROJECTS
GARDEN PATIO BOCCE BALL COURT
PROJECT TIMELINE
PROJECT COMPONENTDESCRIPTION
Begin Design Phase August 2018 Prepare plans and specifications
Estimated Project Start Date April 2019 Begin construction
Estimated Completion Date October 2019 Construction complete
FUNDING SCHEDULE
9331-010
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CB' FACIL]TIES FUND
CIP Project Contributions
-
-
22,000
- - - -
22,000
Transfers In - General Fund
263,000
263,000
-
263,000
TOTAL REVENUES
-
263,000
263,000
22,000
- -
285,000
Prior
FY
Total
Year
2018/19
Expended
Budgetedfor Fiscal Year
Project
EXPFNDrrURES
Expended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
EKpended
CIP FACIL]TIES FUND
Consultant/Contract Svs
4,550
4,550
-
- - - -
4,550
Construction Expenses
-
-
280,450
280,450
TOTAL EXPENDITURES
-
4,550
41550
280,450
- - - -
285,000
Prior
FY
Total
Year
2018/19
Budgetedfor Fiscal Year
Project
Activity
Actuals
Total
2019/20
2020/21 2021/22 2022/23 2023/24
ActhAty
CB' FACIL]TIES FUND
BEGINNING FUND BAL
-
258,450
- - - -
-
Revenues & T/I
263,000
263,000
22,000
285,000
Expenditures & T/O
4,550
4,550
280,450
285,000
ENDING FUND BALANCE
258,450
258,450
1 -
- - - -
i -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER IMPROVEMENT PROJECTS
PRESCHOOL TURF CONVERSION
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Allendale Avenue
Project Name
Department
Preschool Turf Conversion Project Number 9331-011
Public Works Project Manager Kevin Meek
Description
This project would replace existing turf at the Saratoga Community Preschool with artificial turf.
Location
This project would be located at the Saratoga Community Preschool at 19655 Allendale Avenue.
Project
Currently, the Saratoga Community Preschool has a small turf area in the play area located behind
Background
the preschool. Grass has proven difficult to grow in the area due to the amount of traffic the law
receives, as well as the shaded location. Additionally, wildlife in the area regularly burrow and tunnel
in the lawn area and disrupt growth of the grass.
This project would convert the existing grass area to artificial turf. The conversion would reduce
maintenance costs, as grass has proven very difficult to grow in this space.
This project is funded by a transfer from the CIP Reserve Fund.
Operating Administrative and maintenance staff costs for project oversight and implementation of $1,543 will
Budget Impacts be incorporated into the Fiscal Year 2019/20 operating budget. Future maintenance and operating
costs will be reduced by approximately $850 per year as a result of a reduction in water usage and
landscape services.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER IMPROVEMENT PROJECTS
PRESCHOOL TURF CONVERSION
PROJECT TIMELINE
FUNDING SCHEDULE
9331-011
Prior
FY
Total
Year
2018/19
Funding
Budgetedfor Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP FACILIIIES FUND
Transfers In - General Fund
25,000
- - - -
25,000
TOTAL REVENUES
-
25,000
- - - -
25,000
Prior
FY
Total
Year
2018/19
Expended
Budgetedfor Fiscal Year
Project
EXPENDITURES
Ekpended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP FACILITIES FUND
Construction Expenses
-
25,000
- - - -
25,000
TOTAL EXPENDITURES
-
25,000
- - - -
25,000
Prior
FY
Total
Year
2018/19
Budgetedfor Fiscal Year
Project
Acthity
Actuals
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthity
CIP FACILITIES FUND
BEGINNING FUND BAIL
-
- - - -
-
Revenues & T/I
25,000
25,000
Expenditures & T/O
25,000
25,000
ENDING FUND BALANCE
-
-
- - - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER IMPROVEMENT PROJECTS
SENIOR CENTER ENTRANCES REMODEL
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Project Name
Department
Senior Center Entrances Remodel Project Number 9333-007
Public Works Project Manager John Cherbone
Description
This project will renovate the exterior entrance and walkways to the Saratoga Senior Center
Location
The project is located at the Saratoga Senior Center.
Project
The Saratoga Senior Center, operated by the Saratoga Area Senior Coordinating Council (SASCC),
Background
is attached to the Joan Pisani Community Center. SASCC leases the Senior Center space and
provides services to older adults in the community via contract with the City. The Senior Center
offers a variety of classes and programs that keep the City's older adults active, social, and happy.
Additionally, SASCC operates the Adult Care Center that serves less independent older adults. The
Adult Care Center is open to individuals who are 50 years or older, need assistance with activities of
daily living, and are not able to participate in other active senior programs.
The Senior Center has two dedicated entrances, one that brings visitors to the Senior Center Lobby
and another to the Adult Care Center. Currently, the entrances to the Senior Center include two ramps
and sparse landscaping. This project would contribute to the remodel of the entrance, which could
include fagade improvements, landscaping changes, new signage, or walkway enhancements.
The City Council approved $200,000 in Fiscal Year 2018/19 for the project to cover costs associated
with construction. Work is expected to be complete by the end of Fiscal Year 2019/20.
Operating Administrative and maintenance staff costs for project oversight and implementation of $12,193 will
Budget Impacts be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER IMPROVEMENT PROJECTS
SENIOR CENTER ENTRANCES REMODEL
PROJECT TIMELINE
PROJECT
Begin Design Phase
DESCRIPTION
Summer 2019 Complete Design
Estimated Project Start Date
Spring 2020 Begin construction
Estimated Completion Date
Summer 2020 Construction complete
FUNDING SCHEDULE
9333-007
Prior
FY
Total
Year
2018/19
Funding
Budgetedfor Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Fundin
CIP FACILITIES FUND
Transfers In - General Fund
200,000
200,000
-
- - - -
200,000
TOTAL REVENUES
-
200,000
200,000
-
- - -
200,000
Prior
FY
Total
Year
2018/19
Expended
Budgetedfor Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Expended
CIP FACILITIES FUND
Consultant/Contract Svs
2,415
2,415
-
- - - -
2,415
Construction EKpenses
-
-
197,585
197,585
TOTAL EXPENDITURES
-
2,415
21415
197,585
- - - -
200,000
Prior
FY
Total
Year
2018/19
Budgetedfor Fiscal Year
Project
Acthity
Actuals
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthity
CIP FACILITIES FUND
BEGINNING FUND BAL
-
197,585
- - - -
-
Revenues & T/I
200,000
200,000
-
200,000
enditures & T/O
2,415
2,415
197,585
200,000
ENDING FUND BALANCE
-
197,585
1 197,585
1 -
- - - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER IMPROVEMENT PROJECTS
COMMUNITY CENTER IMPROVEMENT PROGRAM
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Project Name
Department
Community Center Improvement Program Project Number 9333-008
Facilities Project Manager Thomas Scott
Description
This project would fund priority interior improvements to the Joan Pisani Community Center, as
well as a master plan to identify interior improvement needs.
Location
This project is located at the Joan Pisani Community Center.
Project
The Joan Pisani Community Center was originally constructed in 1968. For many years, the building
Background
has been used jointly by the Saratoga Facilities 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 and are also 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 use. In addition to being used for classes, the
Multipurpose Room is booked every Saturday for events, except when closed for maintenance and
repairs.
This project would fund several priority interior improvements to the Recreation side of 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 and Arts
and Crafts Room.
Operating Administrative and maintenance staff costs for project oversight and implementation of $11,416 will
Budget Impacts be incorporated into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER IMPROVEMENT PROJECTS
COMMUNITY CENTER IMPROVEMENT PROGRAM
PROJECT TIMELINE
DESCRIPTION
TBD
PROJECT
Begin Design Phase
Estimated Project Start Date
TBD
Estimated Completion Date
TBD
FUNDING SCHEDULE
9333-008
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Fundin
CIP FACILITIES FUND
Transfers In - General Fund
-
185,000
- - - -
185,000
TOTAL REVENUES
-
-
-
185,000
- - -
185,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Ex nded
CIP FACILITIES FUND
Construction Expenses
-
185,000
- - - -
185,000
TOTAL EXPENDITURES
-
-
-
185,000
- - - -
185,000
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Acti-vity
Actuals
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthity
CIP FACILITIES FUND
BEG NNING FUND BAL
-
- - - -
-
Revenues & T/I
-
185,000
185,000
Eq)enditures & T/O
-
185,000
185,000
ENDING FUND BALANCE
-
-
-
-
- - - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY CENTER IMPROVEMENT PROJECTS
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LIBRARY BUILDING PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LIBRARY BUILDING PROJECTS
LIBRARY BUILDING PROJECTS
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Project Name Library Building Exterior Maintenance Project Number 9372-001
Department Facilities Project Manager Thomas Scott
Description This project funds improvements to the exterior of the Saratoga Library.
Location The Saratoga Library is located at 13650 Saratoga Avenue.
Project The Saratoga Library is a City owned property leased by the Santa Clara County Library Joint Powers
Background Authority. Under the current 30-year lease (effective 2003), the County is responsible for maintaining
the interior and exterior 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. Typically, several years of payments are accumulated before proceeding
with a maintenance project. 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 to roof repairs and painting. In Fiscal Year 2010/11, the southern exposure of the
library was re -stained, and in Fiscal Year 2012/13, the entire exterior was re -stained. In Fiscal Year
2017/18, repairs and re -staining of the north and east facing walls were completed.
Operating Administrative staff costs for project oversight and implementation of $617 will be incorporated into the
Budget Impacts Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LIBRARY BUILDING PROJECTS
LIBRARY BUILDING PROJECTS
PROJECT TIMELINE
Ongoing
Prepare plan and specifications
PROJECT
Begin Design Phase
Begin Bid Process
Ongoing
Solicit bids from qualified contractors
Contract Award
Ongoing
Council awards contract
Estimated Construction Start
Ongoing
Construction project begins
Estimated Completion Date
Ongoing
Project is completed
FUNDING SCHEDULE
9372-001
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP FACILITIES FUND
CIP Project Reimbursements
55.000
5,000
60,000
5,000
5,000 5,000 5,000
5,000
85,000
TOTAL REVENUES
55,000
5,000
60,000
5,000
5,000 5,000 5,000
5,000
85,000
Prior
FY
Total
Year
2018/19
Expended
Budgetedfor Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP FACILR IES FUND
Construction Expenses
55,000
55,000
10,000
5,000 5,000 5,000
5,000
85,000
TOTAL EXPENDITURES
55,000
-
55,000
10,000
5,000 5,000 5,000
5,000
85,000
Prior
FY
Total
Year
2018/19
Budgetedfor Fiscal Year
Project
Activity
Actuals
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acthity
CIP FACILIITFS FUND
BEGINNING FUND BAL
-
-
5,000
- - -
-
-
Revenues & T/I
55,000
5,000
60,000
5,000
5,000 5,000 5,000
5,000
85,000
Expenditures & T/O
55,000
-
55,000
10,000
5,000 5,000 5,000
5,000
85,000
ENDING FUND BALANCE
-
5,000
5,000
-
- - -
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
LIBRARY BUILDING PROJECTS
4 SA
1956
Fo
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
ADMINISTRATIVE & TECHNOLOGY
PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: ADMINISTRATIVE & TECHNOLOGY PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: ADMINISTRATIVE & TECHNOLOGY PROJECTS
ADMINISTRATIVE & TECHNOLOGY PROJECTS
PROGRAM DIRECTORY
ADMINISTRATIVE & TECHNOLOGY IMPROVEMENTS PROGRAM OVERVIEW PAGE
Program Summary
Project List
Program Funding
Operating Budget Impacts
INFORMATION TECHNOLOGY PROJECTS
489
490
491
492
9413-002 City Website/Intranet Redesign 494
9415-001 Development Technology Management Project 496
COMMUNITY ENHANCEMENT PROJECTS
9442-001 Citywide Landscape & Lighting District Initiation Match Program 500
9442-002 Horseshoe Landscape & Lighting District Beautification 502
9443-002 Citywide Accessibility Assessment 504
9443-003 City Art Program 506
DEVELOPMENT IMPROVEMENT PROJECTS
9451-002 General Plan and Advanced Planning Update 510
SAFETY IMPROVEMENT PROJECTS
9491-001 Risk Management ADA Mitigation
514
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: ADMINISTRATIVE & TECHNOLOGY PROJECTS
N<sIFQR�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: ADMINISTRATIVE & TECHNOLOGY PROJECTS
ADMINISTRATIVE & TECHNOLOGY IMPROVEMENTS
PROGRAM SUMMARY
The Capital Improvement Plan'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
planned currently.
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.
The schedules on the following two pages list the Administrative & Technology Improvements Program's capital projects
and summary funding by account classification. Following the summary schedules are individual project pages for each of
the funded projects in this capital program.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: ADMINISTRATIVE & TECHNOLOGY PROJECTS
PROJECT LIST
Prior FY
ADMINISTRATIVE& TECHNOLOGY Year 2018/19
IMPROVEMENT PROJECTS Funded Actuals
Funding
To Date
Budgetedfor Fiscal Year
2019/20 2020/21 2021/22 2022/23 2023/24
Total
Project
Funding
Information Technology Projects
9412-004 Document hnaging 66,410 12,263
78,673
closed
-
-
-
-
78,673
9413-002 City Website/Intranet Redesign 73,051 -
73,051
16,949
-
-
-
-
90,000
9415-001 Development Technology Management 74,706 29,961
104,667
118,556
30,000
30,000
30,000
30,000
343,222
9415-002 Trak-iT Software SystemUpgrade 32,617 27,383
60,000
closed
-
-
-
-
60,000
Community Enhancement Programs
9442-001 Citywide LLD Initiation Match Program 26,000 25,000
51,000
25,000
76,000
9442-002 Horseshoe LID Beautification 350 2,700
3,050
21,950
25,000
9443-002 Citywide Accessibility Assessment - 22,067
22,067
100,364
122,432
9443-003 City Art Program - -
-
25,000
25,000
25,000
25,000
25,000
125,000
Development Projects & Programs
9451-002 General Plan Update - CIP 161,920 176,970
338,891
319,019
100,000
100,000
100,000
100,000
1,057,909
9452-003 Village Specific Plan Update 72,236 80,158
152,394
closed
-
-
-
-
152,394
Administrative Projects & Programs
9491-001 Risk Management Mitigation Project 150,050 165,521
315,571
88,891
50,000
50,000
50,000
50,000
604,462
Total Project Eqienditures 657,340 542,023
11,199,363
1 715,729
1 205,000
1 205,000
1 2057000
1 205,000
1 2,735,092
Three projects closed in FY 2018/19:
• Document Imaging
• TraK-iT Software System Upgrade
• Village Specific Plan Update
The City Art Program is the only new Administrative & Technology project for FY 2019/20.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: ADMINISTRATIVE & TECHNOLOGY PROJECTS
PROGRAM FUNDING
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Funding
CIP ADMINISTRATIVE FUND
Technology Fee
155,008
38,215
193,222
30,000
30,000
30,000
30,000
30,000
343,222
General Plan Update Fee
400,000
100,000
500,000
100,000
100,000
100,000
100,000
100,000
1,000,000
CIP Project Contribution
25,000
-
25,000
-
-
-
-
-
25,000
Transfers In - General Fund
819,438
172,432
991,869
75,000
75,000
75,000
75,000
75,000
1,366,869
TOTAL REVENUES
1,399,446
310,646
1,710,092
205,000
205,000
205,000
205,000
205,000
2,735,092
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Expended
CIP ADMINISTRATIVE FUND
Salary & Benefits
21,232
-
21,232
-
-
-
-
-
21,232
Materials & Supplies
10,726
521
11,247
11,247
Consultant/Contract Svs
418,908
290,965
709,874
-
-
-
-
-
709,874
Construction Expenses
73,080
2,700
75,780
715,729
205,000
205,000
205,000
205,000
1,611,509
Transfers Out
133,394
247,837
381,231
-
-
-
-
381,231
TOTAL EXPENDITURES
657,340
542,023
1,199,363
1 715,729
205,000
205,000
205,000
205,000
1 2,735,092
Prior
FY
Total
ow
Year
2018/19
Budgeted for Fiscal
Year
Project
Acti-0
Actuals
Total
2019/20
2020/21
2021/22
2022/23
2023/24
ActiAty
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL
-
742,105
510,729
-
-
-
-
-
Revenues & T/I
1,399,446
310,646
1,710,092
205,000
205,000
205,000
205,000
205,000
2,735,092
E.Npenditures & T/O
657,340
542,023
1,199,363
715,729
205,000
205,000
205,000
205,000
2,735,092
ENDING FUND BALANCE
742,105
510,729
510,729
-
-
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
CAPITAL PROGRAM: ADMINISTRATIVE & TECHNOLOGY PROJECTS
OPERATING BUDGET IMPACTS
Administrative & Technology
Improvement Projects hL
Operational
Impact
2019/20 2020/21 2021/22 2022/23 2023/24
Total
Operating
Impacts
Information Technology Projects
9413-002 City Website/Intranet Redesign
Stafftime
2,372
-
-
-
-
2,372
9415-001 Community Development Technology
Stafftime
6,761
6,930
7,103
7,280
7,462
35,536
Development
Community Enhancement Programs
9442-001 Citywide LID Initiation Match Program
Stafftime
987
-
-
-
-
987
9442-002 Horseshoe LLD Beautification
No impact
-
-
9443-002 Citywide Accessibility Assessment
Stafftime
2,594
-
-
-
-
2,594
9443-003 City Art Program
Stafftime
341
350
358
367
376
1,793
Development Projects & Programs
9451-002 General Plan Update - CIP
Stafftime
18,192
18,647
19,113
19,591
20,081
95,623
Administrative Projects & Programs
9491-001 Risk Management Mitigation Project
Stafftime
2,298
2,355
2,414
2,474
2,536
12,078
Total - Administrative Projects
33,545
28,281
28,988
29,713
30,456
150,983
Note - Operating Budget impact measures staff time for project management, inclusive of project oversight, maintenance,
and other administrative costs.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INFORMATION TECHNOLOGY PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INFORMATION TECHNOLOGY PROJECTS
CITY WEBSITE & INTRANET PROJECT
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Project Name
Department
Description
Location
Project
Background
City Website & Intranet Project
City Manager's / Administrative Services
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City Hall
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Joan Pisani
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Community
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Allendale Avenue
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Project Number 9413-002
Project Manager Crystal Bothelio/Mary Furey
This project would redesign and upgrade the current City website and develop an intranet to improve
internal functions and communications.
The project is implemented at City Hall with the assistance of a website design firm.
In 2008, the City contracted with Civica Software to redesign the City's website. The redesigned
website was launched in 2009. Since that time, technology and design have evolved, and the City needs
to make improvements for a more functional and up-to-date online presentation.
The project includes improvements to the structure and navigation of the website, a new website
appearance and department homepages, the option to translate website content to different languages,
and introduction of a mobile -friendly design that allows the website to adapt to any device. This
improved design, structure, and mobile access will make it easier for the public to navigate the City's
website and access important information.
The project will improve the public -facing website through development of an internal intranet site.
Currently, important documents, policies, templates, and basic information are placed on an internally
shared drive for staff use. However, these documents are sometimes duplicated with different versions,
outdated, or buried by the magnitude of departmental specific information in the internally shared drive.
Along with a structural change to implement separate departmental drives for file sharing, the intranet
would improve visibility and access to these vital, internal citywide documents through a formally
administered and maintained platform.
Additionally, the intranet will provide a one -stop access point to access web -based software, training
courses, payroll and HR forms and updates, internal surveys, newsletters, and citywide staff
communication, and possibly internal databases. An internal platform will help to ensure current
information is available and utilized on forms and documents, and that information is both logically
accessible and current, and disseminated in a consistent manner.
Operating Administrative staff costs for project oversight and implementation of $2,372 will be incorporated
Budget Impacts into the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INFORMATION TECHNOLOGY PROJECTS
CITY WEBSITE & INTRANET PROJECT
PROTECT TIMEL'
PROJECT
Project Development
January 2016
Define the scope of the website redesign and intranet
development with the contractor
Contract Award
September 2016
City Council authorized contract
Project Start
November 2016
Hold kick-off meeting with contractor to review current design,
view site examples, discuss desired outcomes and collect
information about navigational structure and design of the
website and intranet site
Website Completion
November 2017
Website completed and launched
Intranet Completion
December 2019
Intranet complete
FUNDING SCHEDULE
9413-002
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP ADMINISTRATIVEFUND
Transfers In - General Fund
75,000
75,000
-
- - -
-
75,000
Transfers In - Other CIP
15,000
15,000
-
-
15,000
TOTAL REVENUES
90,000
-
90,000
-
- - -
-
90,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP ADMV0S TRATIVE FUND
Consultant/Contract Svs
73,051
73,051
-
- - -
-
73,051
Construction Expenses
-
-
1 16,949
-
16,949
TOTAL EXPENDITURES
73,051
-
73,051
1 16,949
- - -
-
90,000
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actuals
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acthity
CIP ADMINISTRATIVEFUND
BEGINNING FUNDBAL
-
16,949
16,949
- - -
-
-
Revenues & T/I
90,000
-
90,000
-
90,000
Expenditures & T/O
73,051
-
73,051
16,949
-
90,000
ENDING FUND BALANCE
16,949
16,949
16,949
-
- - -
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INFORMATION TECHNOLOGY PROJECTS
DEVELOPMENT TECHNOLOGY MANAGEMENT
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Joan Pisani
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Community
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Allendale Avenue
Corporation
Yard
Project Name Development Technology Management Project Number 9415-001
Department Community Development Project Manager Debbie Pedro
Description This project accounts for technology fee revenues and expenditures in support of converting, managing,
and maintaining development documents.
Location The project is implemented primarily at City Hall. Some technology services are performed offsite at
contract service locations.
Project In 2008, the Community Development Department initiated a Document Scanning Fee to offset costs
Background 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. Revenues include the current Document Technology Fee, while expenditures include vendor
provided document conversion costs, geographic information system support services, annual TrakiT
development software license fees, and software training and support services. After further study,
additional related expenditures may also be accounted for in this project.
Operating Administrative staff costs for project oversight and implementation of $6,761 will be incorporated into
Budget Impacts the Fiscal Year 2019/20 operating budget. Revenues collected to support project expenditures are
accounted for directly in this project.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INFORMATION TECHNOLOGY PROJECTS
DEVELOPMENT TECHNOLOGY MANAGEMENT
PROJECT TIMELINE
PROJECT PO
Project Development
Complete
Identified scanning, software, and GIS service functions
RFP & Bid Process
Complete
Council approved contract services
Contract Award
Complete
Council awarded contract services contracts
Project Start
July 2008
Technology fee structure implemented
Estimated Project Completion
Ongoing
Development technology services provided in perpetuity
FUNDING SCHEDULE
941 S-001
Prior
FY
Total
Year
2018/19
Funding
Budgeted
for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Funding
CIP ADMINIS TRATIVE FUND
Technoloav Fee
155,008
38,215
193,222
30,000
30,000
30,000
30,000
30,000
343,222
TOTAL REVENUES
155,008
38,215
193,222
30,000
30,000
30,000
30,000
30,000
343,222
Prior
FY
Total
Year
2018/19
Expended
Budgeted
for Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Expended
CIP ADMINN TRATIVE FUND
Consultant/Contract Svs
74,706
29,961
104,667
-
-
-
-
-
104,667
Construction Expenses
-
-
-
118,556
30,000
30,000
30,000
30,000
238,556
TOTAL EXPENDrI'URES
74,706
29,961
104,667
118,556
30,000
30,000
30,000
30,000
343,222
Prior
FY
Total
Year
2018/19
Budgeted
for Fiscal Year
Project
Activi
Actuals
Total
2019/20
2020/21
2021/22
2022/23
2023/24
Activi
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL
-
80,301
88,556
-
-
-
-
-
Revenues & T/I
155,008
38,215
193,222
30,000
30,000
30,000
30,000
30,000
343,222
Expenditures & T/O
74,706
29,961
1 104,667
118,556
30,000
30,000
30,000
30,000
1 343,222
ENDING FUND BALANCE
80,301
88,556
1 88,556
-
-
-
-
-
I-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
INFORMATION TECHNOLOGY PROJECTS
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
CITYWIDE LLD INITIATION MATCH PROGRAM
CITYWIDE
Project Name Citywide LLD Initiation Match Program Project Number 9442-001
Department Public Works Project Manager John Cherbone
Description 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.
Location The LLD Initiation Match Program is available for new districts formed within the City of Saratoga.
Project This project represents a $50,000 contribution of City funds to be provided to new Landscape and
Background 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.
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.
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.
Operating Administrative staff costs for project oversight and implementation of $987 will be incorporated into the
Budget Impacts Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
CITYWIDE LLD INITIATION MATCH PROGRAM
PROTECT TIMEL'
DESCRIPTION
Program parameters established and funded
PROJECT COMPONENT
Project Development
TIMELINE
July 2014
Project Start
July, 2014
Capital budget funding available for new districts
District Formation
Various
New Districts formed with award of grant funding
Project Implementation
Various
Funding distributions utilized for district improvements
Estimated Project Completion
TBD
Program funding fully disbursed
FUNDING SCHEDULE
9442-001
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Funding
CIP ADMINISTRATIVEFUND
Transfers In - General Fund
76,000
76,000
-
- - -
-
76,000
TOTAL REVENUES
76,000
-
76,000
-
- - -
-
76,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
EKpended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP ADMINISTRATIVE FUND
Construction Expenses
25,000
-
25,000
25,000
- - -
-
50,000
Transfers Out
1,000
25,000
26,000
-
-
26,000
TOTAL EXPENDITURES
26,000
25,000
51,000
25,000
- - -
-
76,000
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actuals
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Activi
CIP ADMINIs TRATIVE FUND
BEGINNINGFUNDBAL
-
50,000
25,000
-
Revenues & T/I
76,000
-
76,000
-
76,000
Expenditures & T/O
26,000
25,000
51,000
25,000
76,000
ENDING FUND BALANCE
50,000
25,000
25,000
-
- - -
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
HORSESHOE LLD BEAUTIFICATION PROJECT
CITYWIDE
Project Name Horseshoe LLD Beautification Project Project Number 9442-002
Department Public Works Project Manager John Cherbone
Description This project provides funds for minor beautification projects.
Location The minor beautification projects will be performed within the Horseshoe Lighting and Landscaping
District.
Project During Fiscal Year 2014/15, the City received payment from a cellular service provider as a result of the
Background 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.
Operating This project will have no impact on the Fiscal Year 2019/20 operating budget.
Budget Impacts
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
HORSESHOE LLD BEAUTIFICATION PROJECT
TIMELINE
Project Development TBD Prepare plans and specifications
Estimated Project Start TBD Project begins
Estimated Project Completion TBD Project complete
FUNDING SCHEDULE
9442-002
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
R
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
funding
CIP ADNIMS TRATIVE FUND
CIP Project Contribution
25,000
25,000
-
- - -
-
25,000
TOTAL REVENUES
25,000
-
25,000
-
- - -
-
25,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXP1 NDITLTRES
Expended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23
2023/24
Expended
CIP ADNWOS TRATIVE FUND
Construction Expenses
350
2,700
3,050
21,950
- - -
-
25,000
TOTAL EXPENDITURES
350
2,700
3,050
21,950
- - -
-
25,000
70"m
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actuals
Total
2019/20
2020/21 2021/22 2022/23
2023/24
Acthity
CIP ADMINISTRATIVE FUND
BFANNINGFUND BAL
-
24,650
1
21,950
- - -
-
-
Revenues & T/I
25,000
-
25,000
-
25,000
Expenditures & T/O
350
2,700
1 3,050
21,950
25,000
ENDING FUND BALANCE
24,650
21,950
1 21,950
-
- - -
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
CITYWIDE ACCESSIBILITY NEEDS ASSESSMENT
I
CITYWIDE
Project Name Citywide Accessibility Needs Assessment Project Number 9443-002
Department Public Works Project Manager John Cherbone
Description This project would assess compliance with accessibility requirements for City parking areas and traffic
signals.
Location This is a Citywide project.
Project There are a number of regulations that help ensure people with disabilities can access buildings, parks,
Background 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 aisle 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.
Operating Administrative and maintenance staff costs for oversight and implementation of this project of $2,594
Budget Impacts will be incorporated into the Fiscal Year 2019/20 operating budget. This project may have operational
impacts on future operating budgets as the assessment may recommend various improvements.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
CITYWIDE ACCESSIBILITY NEEDS ASSESSMENT
PROJECT TIMELINE
PROJECT PO
Project Development
August 2018
Program parameters established and funded
Contract Award
August 2018
Award contract
Estimated Project Start
August 2018
Begin assessment
Estimated Completion Date
May 2020
Assessment complete
FUNDING SCHEDULE
9443-002
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
EKKnilN
Funded
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
Funding
CIP ADMINIS TRATIVE FUND
Transfers In - Other CIP
-
123,505
123,505
-
- - - -
123,505
TOTAL REVENUES
-
122,432
122,432
-
- - - -
122,432
Prior
FY
Total
Year
2018/19
Akpended
Budgeted for Fiscal Year
Project
EXPENDrI'URES
Fkpended
Actuals
To Date
2019/20
2020/21 2021/22 2022/23 2023/24
nded
CIP ADMINIS TRATIVE FUND
Consultant/Contract Svs
-
22,067
22,067
-
- - - -
22,067
Construction EKpenses
-
-
100,364
-
100,364
TOTAL EXPENDITURES
-
22,067
22,067
100,364
- - - -
122,432
Prior
FY
Total
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actuals
Total
2019/20
2020/21 2021/22 2022/23 2023/24
Acthity
CIP ADMITISTRATIVE FUND
BFANNINGFUND BAL
-
100,364
- - - -
-
Revenues & TA
122,432
122,432
-
122,432
Expenditures & T/O
-
22,067
22,067
100,364
122,432
ENDING FUND BALANCE
-
100,364
100,364
-
- - - -
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
CITY ART PROGRAM
CITYWIDE
Project Name City Art Program Project Number 9443-003
Department City Manager's Office Project Manager Crystal Bothelio
Description This priority capital project would fund various public art projects in the City.
Location This is a Citywide project.
Project In 2016, the City Council established a public art committee to consider and make recommendations
Background related to public art. Since then, then Committee has organized and provided funding a variety of public
art programs and activities from #SaratogaROCKS to the Peck Blessing Bench in Blaney Plaza.
This capital project will fund a variety of public art initiatives, such as a community sculpture program
that the Public Art Committee is considering for Fiscal Year 2019/20 and any other public art proposals
that may arise. The project will receive an annual allocation of $25,000 as a priority project.
The City Council provided direction at the April 15, 2019 Budget Study Session to add this project to
the Capital Budget.
Operating Administrative and maintenance staff costs for oversight and implementation of this project of $341 will
Budget Impacts be incorporated into the Fiscal Year 2019/20 operating budget..
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
CITY ART PROGRAM
PROJECT TIMELINE
PROJECT PO
Project Development Ongoing Program parameters established and funded
Begin Construction Ongoing
Construction End Ongoing
FUNDING SCHEDULE 9443-003
Prior
FY
Total
Year
2018/19
Funding
Budgeted
for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Funding
CIP ADNW, IN TRATIVE FUND
Transfers In - General Fund
-
25,000
25,000
25,000
25,000
25,000
125,000
TOTAL REVENUES
-
-
-
25,000
25,000
25,000
25,000
25,000
125,000
Prior
FY
Total
Year
2018/19
Expended
Budgeted
for Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Expended
CIP ADMINISTRATIVEFIND
Construction EKpenses
-
25,000
25,000
25,000
25,000
25,000
125,000
TOTAL EXPENDITURES
-
-
-
25,000
25,000
25,000
25,000
25,000
125,000
Prior
FY
Total
Year
2018/19
Budgeted
for Fiscal Year
Project
Acthity
Actuals
Total
2019/20
2020/21
2021/22
2022/23
2023/24
Acti-tity
CIP ADMINISTRATIVE FUND
BEG OUNGITLINDBAL
-
-
-
-
-
-
Revenues & T/I
25,000
25,000
25,000
25,000
25,000
125,000
Expenditures & T/O
-
25,000
25,000
25,000
25,000
25,000
1 125,000
ENDING FUND BALANCE
-
-
-
-
-
-
-
-
I-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
COMMUNITY PROGRAMS
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT IMPROVEMENT PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT IMPROVEMENT PROJECTS
GENERAL PLAN AND ADVANCED PLANNING UPDATE
CITYWIDE
Project Name General Plan and Advanced Planning Project Number 9451-002
Update
Department Community Development Project Manager Debbie Pedro
Description This project collects funding to hire consultants for updates to the City's General Plan and Advanced
Planning policy documents over multi -year contract periods.
Location The General Plan and Advanced Planning policy document update work will primarily be performed
offsite at consultant locations, but will have citywide impact with its implementation.
Project The General Plan and Advanced Planning policy document contains approved long-range policies of
Background 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 Advance 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. Fees are initially collected in the operating budget and
then transferred from the General Fund to the General Plan Update CIP on an annual basis.
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.
Operating Administrative staff costs for project oversight and implementation of $18,192 will be incorporated into
Budget Impacts the Fiscal Year 2019/20 operating budget.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT IMPROVEMENT PROJECTS
GENERAL PLAN AND ADVANCED PLANNING UPDATE
PROJECT TIMELIN-
PROJECT
COMPONENT TIMIELINEDESCRIPTION
Project Development TBD Allocate funding to update General Plan Elements, code, and
policy documents as needed:
Prior updates/amendments completed:
May 1983 - Introduction with Land Use Element
Aug 1988 -Noise Element
Aug 1988 - Area Plans
Jun 1994 - Hillside Specific Plan (amendment)
Jun 2007 - Open Space and Conservation Element
Apr 2010 - Saratoga Village Specific Plan (amendment)
Nov 2010 - Circulation and Scenic Highway Element
Feb 2013 - Safety Element
Nov 2014 - Housing Element
Element Updates June 2019 Circulation and Scenic Highway Element
Open Space and Conservation Element
Land Use Element
FUNDING SCHEDULE 94S1-002
Prior
FY
Total
Year
2018/19
Funding
Budgeted for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Funding
CIP ADMINISTRATIVE FUND
General Plan Update Fee
400,000
100,000
500,000
100,000
100,000
100,000
100,000
100,000
1,000,000
Transfers In - General Fund
57,909
-
57,909
-
-
-
-
-
57,909
TOTAL REVENUES
457,909
100,000
557,909
100,000
100,000
100,000
100,000
100,000
1,057,909
Prior
FY
Total
Year
2018/19
Expended
Budgeted for Fiscal Year
Project
EXPENDITURES
&pended
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
ExWnded
CIP ADMINISTRATIVE FUND
Consultant/Contract Svs
109,526
176,970
286,497
-
-
-
-
-
286,497
Construction Expenses
-
-
-
319,019
100,000
100,000
100,000
100,000
719,019
TOTAL EXPENDITURES
161,920
176,970
338,891
319,019
100,000
100,000
100,000
100,000
1,057,909
FY
Total
NONEPrior
Year
2018/19
Budgeted for Fiscal Year
Project
Activity
Actuals
Total
2019/20
2020/21
2021/22
2022/23
2023/24
Acti-vity
CIP ADMINISTRATIVEFUND
BEGINNING FUND BAL
-
295,989
219,019
-
-
-
-
-
Revenues & T/I
457,909
100,000
557,909
100,000
100,000
100,000
100,000
100,000
1,057,909
Expenditures & T/O
161,920
176,970
338,891
319,019
100,000
100,000
100,000
100,000
1 1,057,909
ENDING FUND BALANCE
295,989
219,019
L 219,019
1 -
-
-
-
-
I -
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
DEVELOPMENT IMPROVEMENT PROJECTS
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SAFETY IMPROVEMENT PROJECTS
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SAFETY IMPROVEMENT PROJECTS
SAFETY IMPROVEMENT PROJECTS
CITYWIDE
Project Name Risk Management Project Funding Project Number 9491-001
Department Administrative Services Project Manager Mary Furey
Description This project will address liability issues, including accessibility requirements and hazard mitigation, on
a priority basis.
Location While many projects are located on the City Hall Campus, they may be addressed as citywide general
plans or specific projects throughout the City.
Project Per Council policy, this project receives an annual priority allocation to address a variety of liability
Background issues.
The City's Risk Management Committee has created a list of priority projects in partnership with the
City's insurance provider. The City systematically works through these projects based on priority and
updates the list as needed. The intent of the project is to mitigate risk and eliminate potential hazards
before accidents occur. The project also demonstrates that the City is pro -actively addressing potential
liabilities in a timely manner.
Accessibility improvements to City facilities, such as buildings, parks, and playgrounds include;
installation of accessible play equipment, installation of accessible customer service counters,
construction of ramps and handrails, and installation of accessibility signage.
Hazard mitigation projects include the removal of dead or storm -damaged trees, removal of tripping
hazards, and other unanticipated risks as they arise.
Operating Administrative and maintenance staff costs for project oversight and implementation of $2,298 will be
Budget Impacts incorporated into the Fiscal Year 2019/20 operating budget. This project will reduce the potential for
liability lawsuits by demonstrating the City's intent address potential liabilities within a reasonable
amount of time, as funding is available.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SAFETY IMPROVEMENT PROJECTS
SAFETY IMPROVEMENT PROJECTS
TIMELINE'
Program Initiation July 2012 Council approved Annual ADA Mitigation program
Project Development Ongoing Identify and assess ADA Mitigation issues and projects
Risk Management Projects Ongoing Projects, training, installations, repairs addressed and completed
FUNDING SCHEDULE
9491-001
Prior
FY
Total
Year
2018/19
Funding
Budgeted
for Fiscal Year
Project
REVENUES
Funded
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Funding
CIP ADMINIS TRATIVE FUND
Transfers In - General Fund
300,000
50,000
350,000
50,000
50,000
50,000
50,000
50,000
600,000
Transfers In - Other CIP
4,462
-
4,462
-
-
-
-
-
4,462
TOTAL REVENUES
304,462
50,000
354,462
50,000
50,000
50,000
50,000
50,000
604,462
Prior
FY
Total
Year
2018/19
)kpended
Budgeted
for Fiscal Year
Project
EXPENDITURES
Expended
Actuals
To Date
2019/20
2020/21
2021/22
2022/23
2023/24
Expended
CIP ADNWOS TRATWE FUND
Materials & Supplies
10,419
521
10,941
-
-
-
-
-
10,941
Consultant/Contract Svs
11,900
-
11,900
-
-
-
-
-
11,900
Construction Expenses
47,730
-
47,730
88,891
50,000
50,000
50,000
50,000
336,622
Transfers Out
80,000
165,000
245,000
-
-
-
-
-
245,000
TOTAL EXPENDITURES
150,050
165,521
315,571
88,891
50,000
50,000
50,000
50,000
604,462
Prior
FY
Total
Year
2018/19
Budgeted
for Fiscal Year
Project
ActhAty
Actuals
Total
2019/20
2020/21
2021/22
2022/23
2023/24
ActiNity
CIP ADMINISTRATIVE FUND
BFANNINGFUND BAL
-
154,412
38,891
-
-
-
-
-
Revenues & T/I
304,462
50,000
354,462
50,000
50,000
50,000
50,000
50,000
604,462
Expenditures & T/O
150,050
165,521
315,571
88,891
50,000
50,000
50,000
50,000
604,462
ENDING FUND BALANCE
154,412
38,891
38,891
-
-
-
-
-
-
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
SAFETY IMPROVEMENT PROJECTS
4 SA
1956
�tIFoRN�
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
REFERENCE SECTION
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
STATISTICAL CATEGORIES
City Demographics
Community Facilities
Climate
Population Factors
• City Population
• Population by Age Groups
• Population Ethnicity
• Population Occupations
• Annual Income
• Population Education
Housing Factors
Economic Factors
• Net Taxable Assessed Value History
• Property Tax Assessments by Category
• Top Property Taxpayers
• Property Tax Allocations
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
REFERENCE SECTION
CITY DEMOGRAPHICS
Current City Area:
Current Population:
Incorporated:
Elevation:
Miles of Streets:
Number of Traffic Signals:
Number of Registered Voters:
Form of Government:
City Employee/Citizen Ratio:
COMMUNITY FACILITIES
12.1 square miles
31,407 (January 1, 2019)
1956
410 feet
135.2 miles
25
19,440
Council/Manager
1: 564
87 acres of parklands
14 neighborhood and specialty parks
317 acres of designated open space
Joan Pisani Community Center
Saratoga Community Theater
Saratoga Prospect Center
Saratoga Public Library
Friends of the Library Book -Go -Round
Saratoga Historical Museum and Pioneer McWilliams House
CLIMATE
Average Rainfall:
Average Days of Precipitation:
SARATOGA US
24.7 inches 36.6 inches
58 days 101 days
Average Temperatures and Rainfall
90
80
70
60
50
40
30
20
10
0
Average Low Average High —Wp—Average Rainfall
Average temperature from May to October:
Average temperature from November to April:
Source: Intellicast
48 — 85 degrees Fahrenheit
39 — 71 degrees Fahrenheit
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
REFERENCE SECTION
POPULATION FACTORS
Data from CA Department of Finance
1970 Census:
1980 Census:
1990 Census:
2000 Census:
2010 Census:
January 1, 2019 estimate:
State ranking in population:
POPULATION DEMOGRAPHICS
Data from Claritas Reports
Other/Multiple Ethnic.
Other Asian/Pacific.
Korean
Chinese
Indian
Black/Afncan American
White/Caucasian
0%
26,810
29,261
28,061
29,849
29,926
31,407
237 of 482 cities
Population by Ethnicity
10% 20% 30% 40% 50% 60%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
REFERENCE SECTION
POPULATION DEMOGRAPHICS
Data from Claritas Reports
Production and Transportation
Construction and Maintenance
Farn ug, Fishing, Forestn^
Sales and Office
Services
Professional Occupations
Mgmt, Business, &Financial
0%
For Profit Worker
72.6%
Population Occupations
8%
5% )•: 15'_• 20% 25% 30% 35%
Types of Employment
Non Profit
Worker
5.7%
1 Government
Worker
6.4%
Self Employed
Worker
15.0%
Family Worker
0.3%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
REFERENCE SECTION
POPULATION & HOUSING DEMOGRAPHICS
Data from Claritas Reports
Population Education
Doctorate Degree
Professional Degree
Master's Degree
Bachelor's Degree
Some College/AA Degree
High School Graduate
Not a H S. Graduate
a% 5% 10% 15% 20% 25% 30% 35% 40%
Household by Resident Ownership
Cumer
❑ccupiec
86.0%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
REFERENCE SECTION
POPULATION & HOUSING DEMOGRAPHICS
Data from Claritas Reports
Households with without Children
Households with Households ivith
occupants no occupants
under 1 S: under 1 S:
4,274 7,113
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
REFERENCE SECTION
ECONOMIC FACTORS
Sources: Santa Clara County Tax Rates & Information and MuniServices Reports
Net Taxable Assessed Value History
2007/08 - 2016/17 Taxable Property Values
Lien Year
Secured
Unsecured
Non Unitary Net Total AV
%Change
2007/08
9,238,663,265
34,102,900
9,272,766,165
6.60%
2008/09
9,836,487,936
40,892,307
9,877,380,243
6.52%
2009/10
9,956,550,298
54,542,896
10,067,591,594
1.93%
2010/11
9,588,363,440
51,896,057
9,640,259,497
-4.24%
2011/12
10,052,304,933
51,032,996
10,103,337,929
4.80%
2012/13
10,552,562,183
48,612,721
10,601,174,904
4.93%
2013/14
11,411,742,545
46,463,171
11,458,205,716
8.08%
2014/15
12,035,551,497
44,456,585
12,080,008,082
13.95%
2015/16
12,895,395,173
46,348,648
12,941,743,821
22.08%
2016/17
13,576,218,681
43,118,225
13,619,336,906
18.86%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
REFERENCE SECTION
ASSESSED VALUES BY CATEGORY
Data from MuniServices Report
Assessed Values by Category
Agriculture
20,559,850
Commercial
141,390,919
Forestry
19,178, 216
Industrial
10,244, 503
Institutional
35,938,358
Public
7,244, 567
Professional
130,499,882
Recreational
22,048,122
Residential
13,227,810,590
Social
36,576,287
Vacant
132,252,611
Transportation
21,958,704
Unsecured
45,838,129
Less: Exemptions
(232,279,382)
Gross Secured Value 13,619,261,356
FY 2016/17 Assessed Value by Category
Commercial &
Industrial
1.136
Vacant Land
1.0%
Residential Other Categories
95.5% 2.5%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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ASSESSED VALUES
Data from MuniServices Report
Top Property Taxpayers
FY 2016/17
(amounts expressed in thousands)
Owner
SHP Saratoga II LLC
San Jose Water Works
House Trustee
Keller Trustee
Argonaut Associates LLC
Stormin Norman LLC
Mi LLC
Paramount Venture LLC
Coyote Properties Iv LLC
Kris hnamurthi Trustee
Public Storage Inc
Fan Colin
Total of Top 10 Taxable AV
Assessed %of Total
Valuatio n Taxable AV
71,088
0.52%
21,929
0.16%
17,162
0.13%
14,923
0.11%
13,740
0.10910
13,107
0.10%
12,870
0.09%
12,000
0.09%
9,893
0.08%
9,454
0.08%
9,184
0.08%
8,223
0.07%
1.61%
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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PROPERTY TAX DISTRIBUTION
Source: Santa Clara County Controller's Office
SCVWD
1.60%_
Age nc y
Santa Clara Valley Water District
Other Special Districts
City of Saratoga
SCC Fire / Saratoga Fire District
Educational Relief Augmentation Fund
Santa Clara County
Schools
Other
Special
Districts
City of
2.24%
11
Saratoga
_ 5.46%
Fire
District
10.2 3%
-ERAF
10.81%
Santa Clara
County
15.44%
Allocation % Allocation $
1.60%
2,184,500
2.24%
3,045,300
5.44%
7,408,900
10.23%
13,932,600
10.81%
14,722,500
15.44%
21,028,300
54.24%
73,871,300
100.00%
136,193,369
Note - Property Tax distributions vary slightly by tax assessment district
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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LIST OF ACRONYMS
Following is a list of acronyms common to local government terminology:
AB
Assembly Bill
ABAG
Association of Bay Area Governments
ADA
American Disabilities Act
ARS
Automated Reporting System
BMP
Below Market Price (Housing)
CAFR
Comprehensive Annual Financial Report
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 (ISF)
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
Landscaping & Lighting District
LT
Long -Term (as in Long -Term Notes Receivable)
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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LIST OF ACRONYMS - CONTINUED
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
Original Equipment Manufacturer
OES
Office of Emergency Services
OPEB
Other Post -Employment Benefits
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
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
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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GLOSSARY
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.
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.
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% of full value. Proposition 13
also modified the value of 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%. 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.
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.
Bi Annual Budget — A budget 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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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.
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.
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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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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.
Comprehensive Annual Financial Report (CAFR) - The official financial report of the City. The CAFR includes an
audit opinion as well as basic financial statements and supporting schedules necessary to demonstrate compliance
with finance -related legal and contractual provisions.
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.
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.
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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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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 15t to June 30'.
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.
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 spending 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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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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.
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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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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.
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.
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 % 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.
California Public Employee's Retirement System (CaIPERS) — A State of California administered pension plan
provided to State and Local Government employees, with contributions paid by both the City and the employees.
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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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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.
Sales Tax — The consumer goods tax that includes a designated 1 % 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.
Summary Budget — A budget that provides
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% allocation established by legislation in Proposition 13 clean-up bills.
Tares - Compulsory charges levied by the City, County and State for the purpose of financing services performed for
the common benefit.
Transient Occupancy Tar - Imposed on hotels, motels, inns or other lodging facilities. The rate in Saratoga is 10%.
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.
CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET
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CITY OF SARATOGA • FISCAL YEAR 2019/20 OPERATING & CAPITAL BUDGET