DESCRIPTION OF OBJECT CODE GROUPS

Transcription

1 DESCRIPTION OF OBJECT CODE GROUPS The object categories described below are used in the department summary budget pages that follow. Salaries and Wages This grouping contains object codes used to track the various types of salary pay types. types include full time, part time, over time and stand by pay. Salary Benefits This grouping contains object codes used to track the various types of personnel insurance and retirement benefits. Examples include medical insurance, dental insurance, vision insurance, worker's compensation, and retirement. Professional and Contract Services This grouping contains object codes used to track outside contract services used for advertising and noticing, development and traffic services, and other professional services. Examples include map check services, plan check services, engineering and architectural design and planning services, general advertising, network computing, legislative, meter reading, and lab testing. Other Agency Contracts This grouping contains object codes used to track outside contract services rendered by other agencies. Examples include Orange County sheriff police services, Orange County animal control, and the South Orange County Wastewater Authority. Utilities This grouping contains object codes used to track utility services. Examples include electricity, gas, water, telephone, cellular phones, and refuse disposal. Supplies and Materials This grouping contains object codes used to track general office, construction, repair, and maintenance supplies and materials. Examples include building and grounds supplies, plumbing and irrigation supplies, vehicle and road repair supplies, street lighting and traffic control supplies, and construction supplies. Maintenance and Repair This grouping contains object codes used to track maintenance and repair activities. Examples include website administration, traffic signal, boosters, reservoirs, wells, irrigation, and buildings. Conferences and Training This grouping contains object codes used to track resources allocated for the training of City staff. Examples include training seminars, workshops, professional meetings and conferences. General Expense This grouping contains object codes used to track general and administrative expense activities. Examples include annual conferences, professional meetings/seminars, training, subscriptions, employee and community recognition, organizational and professional dues, and community support. Allocated Charges This grouping contains object codes used to track goods and services provided by one or more departments to other departments on a cost reimbursment basis. Examples include fixed asset/occupancy charges, vehicle operations charges, general liability and administrative overhead. Capital Expenditures This grouping contains object codes used to track expenses for capitalized assets. Examples include capital projects, land, building improvements, computer equipment/software, vehicles, and machinery and equipment. TAB 3 - Page 1

2 City of San Juan Capistrano Organizational Chart Citizens of San Juan Capistrano City Council City Attorney City Manager City Clerk Chief Financial Officer/City Treasurer City Manager s Department Community Services Development Services Finance Public Safety Public Works & Utilities Department TAB 3 - Page 2

3 CITY COUNCIL COMMISSIONS & BOARDS To protect, sustain, and enhance the community s unique identity as a small town oasis in Orange County. Through civic efforts, San Juan Capistrano will continue to be one of the most desirable places to live and visit in southern California due to its historical character, safety and security, strong sense of community, and economic vitality. Descriptions City Council The City Council is the legislative body of the community, responsible for the formulation of policy and direction of the City's municipal affairs in order to protect the health, safety and general welfare of the residents. The Council also acts as the Board of Directors for the Successor Agency to the San Juan Capistrano Community Redevelopment Agency, the San Juan Capistrano Housing Authority, the Sewer Maintenance District No. 1 and the City s Public Financing Authority. The five City Council members are elected at large by the voters of San Juan Capistrano for overlapping four year terms. The City Council annually selects one of its members to serve as Mayor for a one year term. The City Council appoints all members of the advisory commissions and committees. Commissions, Boards and Committees The City Council has established a variety of commissions and committees to advise the Council on community needs and concerns. These advisory bodies make recommendations to the City Council on a variety of topics. The Citizens Bond Oversight Ad Hoc Committee does not have decision making authority, but will review recommendations to the City Council for expenditure of bonds proceeds, and will report on whether such expenditures conform to the purposes stated in Ordinance 940. The Committee will also review the audits and reports of expenditures of bond proceeds. The Cultural Heritage Commission provides direct advice to the City Council on all matters pertaining to the culture, heritage and history of the City. The Commission also compiles and maintains a list of all sites, structures, persons, events, and landmarks which have cultural or historical significance to the community. The Parks, Recreation and Senior Services Commission reviews plans and programs relating to the Parks and Recreation element of the City's General Plan as well as the development of senior programs and recreational activities within the community. The Planning Commission advises the City Council on land use, reviews proposed developments, and guides the overall development and maintenance of the General Plan of the City. The Open Space, Trails, and Equestrian Commission reviews and makes recommendations to the City Council or Planning Commission on improvements and plans for recreational trails which are developed to implement the Conservation and Open Space, and Parks and Recreation Elements of the City's General Plan. The Utilities Commission studies water issues and make other recommendations concerning the annual budget, water rates and other matters established by the City. The Youth Advisory Board is established to promote a better understanding of youth needs in the community and provide recommendations to the City Council to meet identified needs. TAB 3 - Page 3

4 CITY COUNCIL DEPARTMENTAL BUDGET SUMMARY PROPOSED BUDGET 2014/2016 DESCRIPTION /15 Prior Year 2015/16 Prior Year Personnel 76, , ,180 4% 112,645 2% Operating Expenditures 66,499 71,315 70,835 1% 69,640 2% Grand Total(s) $ 143,033 $ 177,165 $ 181,015 2% 182,285 1% General Fund 143, , ,015 2% 182,285 1% Grand Total(s) $ 143,033 $ 177,165 $ 181,015 2% 182,285 1% REGULAR PERSONNEL Elected Officials ** 5 ** REGULAR PERSONNEL % 5 0% TAB 3 - Page 4

5 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 55,148 66,480 67,810 2% 67,810 ** Benefits 21,386 39,370 42,370 8% 44,835 6% Total 76, , ,180 4% 112,645 2% Utilities 1,252 2,240 2,000 11% 2,000 ** Supplies and Materials 694 1,000 2, % 2,700 5% Maintenance and Repair 13,033 2, % ** Conferences and Training 6,867 9,300 9,300 ** 9,300 ** General Expenses 38,573 45,215 45,575 1% 44,075 3% Allocated Charges 6,080 10,925 11,120 2% 11,565 4% Total 66,499 71,315 70,835 1% 69,640 2% DEPARTMENT ACTIVITY TOTAL $ 143,033 $ 177,165 $ 181,015 2% $ 182,285 1% No significant changes. City of San Juan Capistrano CITY COUNCIL TAB 3 - Page 5

6 BOARDS AND COMMISSIONS DEPARTMENTAL BUDGET SUMMARY PROPOSED BUDGET 2014/2016 DESCRIPTION /15 Prior Year 2015/16 Prior Year Personnel 1,380 ** ** Operating Expenditures 255 ** ** Grand Total(s) $ 1,635 $ $ ** $ ** General Fund 1,635 ** ** Grand Total(s) $ 1,635 $ $ ** $ ** REGULAR PERSONNEL Full Time ** ** REGULAR PERSONNEL ** ** TAB 3 - Page 6

7 CITY MANAGER S DEPARTMENT To provide oversight of line departments and the daily management of municipal governance and to work closely with City Council to establish policies and implement the goals and objectives of the City Council. DEPARTMENT AND DIVISION DESCRIPTIONS The City Manager s Department provides exemplary management services for the organization. Within the City Manager s Department are several divisions including Economic Development, including Open Space Management and Real Estate; Public Safety and Emergency Management; Human Resources and Risk Management; the Public Information Office, and Information Technology. The City Manager s Office also administers several franchised and contracted municipal services such as animal control, cable television, and police and fire services. Administration Staff provides administrative support to the City Council, City Manager, and City Attorney. This division serves as the point of contact for media requests and inquiries from the public. The staff provides updates from legislative organizations and representatives and outside governmental and municipal organizations to the City Council and provides support to the City s adopted 1 st Battalion, 11 th Marines committee. Human Resources/Risk Management/Safety and Emergency Services The Human Resources/Risk Management/Safety and Emergency Services Division delivers professional customer service and support to City departments and employees. The staff assists customers through administrative processes and strives to minimize the City s loss exposures. This division establishes, implements and enforces policies and procedures with professionalism and integrity. It is responsible for staffing and development of the City s workforce, labor relations, property insurance, workers compensation, liability and employee benefits. Human Resources/Risk Management helps the City Manager in reaching goals set by the City Council and in creating a safe, healthy and rewarding work environment. The Safety Division provides the management and programs associate with the Emergency Operations Center. Economic Development The purpose of the Economic Development Division is to act as the entrepreneurial arm of local government, working in partnership with the business community, to increase private investment in the community which in turn creates jobs and expands the tax base. The Economic Development Division focuses on enhancing San Juan Capistrano s economy by promoting policies which foster a climate that generates jobs, produces economic opportunities and creates community wealth. The division maintains relationships and works to advocate on behalf of businesses, property owners, the brokerage community and business associations. Information Technology and Communications The purpose of the Information Technology and Communication Services Division is to provide the highest quality technology based services in the most cost effective manner and to facilitate the City s mission as it applies to management, training, learning, and community service. The division provides business analysis for departmental IT needs and coordinates major IT initiatives citywide. SERVICE ACCOMPLISHMENTS FOR FY 2012/2013 and FY 2013/2014 Worked with City Council to establish and complete the City Council s Urgent Strategic Priorities; currently at 82% completion. TAB 3 - Page 7

8 Coordinated department activities to ensure City Council goals are met. Implemented a customer service survey program consistently maintained a 97 percentile positive rating. Supported the implementation of the Long Term Vision/Strategic Business Plan. Implemented a communication strategy providing the public with more avenues of communication including four water forums, City quarterly newsletters, a social media program, and customer satisfaction survey. Provided timely information regarding inquiries from the press and public. Promoted a business friendly environment including a One Stop Shop counter plan and Development Services E Team to guide applicants swiftly through the entitlement process to enable business entry/opening while providing the highest level of customer service. Conducted the sales of two City owned properties. Created the Economic Preservation Committee to ensure the vitality of the downtown businesses during the I5/Ortega Interchange Project. This program included a Shop and Dine and Follow the Swallow business attraction program. SERVICE OBJECTIVES FOR FYs 2014/2015 and 2015/2016 Continue to Implement City Council s Urgent Strategic Priorities and long term goals. Support furtherance of Council goals for acquisitions and maintenance of properties, along with the disposition of former Redevelopment Agency owned properties. Continue to provide an avenue of resolution to the public with regards to inquiries and concerns. Continue to serve as a direct connection between the City Manager, City Council Members, City Staff, and the public. Develop and promote an environment to provide the highest level of customer service throughout all City departments. Work within the County, State and Federal legislative processes to promote laws of importance and interest to San Juan Capistrano. Promote confidence in municipal government through open communication with the public. Further the implementation of the Long Term Strategic Business Plan. Continue to provide administrative and technical support to departments as they update their long term vision strategies and tactics for the strategic business plan. Coordination of State and Federal advocacy. Continue to be instrumental in the delivery of legislative information and programs to the City Council Support the Mayor and Council with regards to Public Relations and community interaction. Continue to provide support to the 1/11 Marine Adoption Committee as well as Ad hoc Committees. Assist with fundraising efforts and events. Continue providing administrative support to the City Council to further their continued success. COUNCIL URGENT STRATEGIC PRIORITY IMPLEMENTATION Economic Development/Business Friendly Environment Develop strategies to help existing businesses. Create outreach programs to help business attraction, retention or relocation. Continue to work on development and disposition of key properties. Continue to support and fund S.C.O.R.E. business advisory meetings and workshops. TAB 3 - Page 8

9 Open Space Direct this asset into its best use. Optimize revenues within bond constraints/create maintenance strategy. Strong Financial Foundation Continue to build a strong financial foundation and eliminate water deficit. Work with the City Council and staff to create a more fiscally sound and financially diversified organization. Continue to promote the Shop and Dine Program to keep residents tax dollars in city revenues. Oversee the development of financial policies to promote financial sustainability. Analyze monthly financial reports. Implement Historic Town Center Master Plan Complete streetscape projects across from the Mission including the Verdugo St. improvements. Identify funding for additional streetscape improvement project and create implementation plan. Continue to work with and support Historic Town Center property owners to revitalize the downtown. Strategic Communications Plan Continue to deliver a clear avenue of communication to the public via a quarterly newsletter, water bill inserts and social media. Create opportunities for the public to comment and provide input to the City Council and staff including community meetings and water forums. TAB 3 - Page 9

10 City Manager s Department Organizational Chart City Manager Information Technology Human Resources & Risk Management 1 Human Resources Manager 1 Human Resources Assistant Administration 1 Executive Services Mgr. 1 Senior Executive Assistant Safety and Emergency Services 1 Safety & Emergency Services Mgr. 1 Community Services Coord. TAB 3 - Page 10

11 CITY MANAGER DEPARTMENTAL BUDGET SUMMARY PROPOSED BUDGET 2014/2016 \ DESCRIPTION /15 Prior Year 2015/16 Prior Year Personnel 1,024,805 1,025, ,460 8% 971,700 3% Operating Expenditures 1,273,445 1,327,646 1,347,795 2% 1,337,120 1% Capital Improvements 122, ,850 76,800 78% 97,800 27% Grand Total(s) $ 2,420,395 $ 2,699,431 $ 2,371,055 12% $ 2,406,620 1% General Fund 1,219,592 1,361,809 1,369,020 1% 1,376,225 1% Facilities Operations Fund 1,034,092 1,268, ,485 27% 956,300 3% Capital Improvement Fund 1,836 ** ** Other Funds 164,875 69,235 72,550 5% 74,095 2% Grand Total(s) $ 2,420,395 $ 2,699,431 $ 2,371,055 12% $ 2,406,620 1% REGULAR PERSONNEL Full Time % 7 ** REGULAR PERSONNEL % 7 ** TAB 3 - Page 11

12 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 338, , ,780 5% 308,160 1% Benefits 173, , ,505 3% 187,960 7% Total 511, , ,285 3% 496,120 3% City of San Juan Capistrano CITY MANAGER - ADMINISTRATION Professional and Contract Services 118,760 24,905 29,000 16% 25,500 12% Utilities ** 950 ** Supplies and Materials 11,339 27,575 26,875 3% 26,875 ** Maintenance and Repair 11, % ** Conferences and Training 2,269 5,470 5,530 1% 5,530 ** General Expenses 3,378 5,040 4,300 15% 4,550 6% Allocated Charges 247, , ,455 7% 271,765 3% Total 394, , ,110 5% 335,170 1% DEPARTMENT ACTIVITY TOTAL $ 905,913 $ 842,489 $ 811,395 4% $ 831,290 2% Personnel services are decreasing in Fiscal Year 2014/15 due to the reallocation of staff to other divisions. In Fiscal Year 2015/16, personnel services costs are increasing due to the reallocation of existing City staff from public safety divisions. Professional and contract services increased in Fiscal Year 2014/15 due to increased consulting costs for public relations and facilitator. Professional and contract services decreased in Fiscal Year 2015/16 due to reduced costs associated with facilitator consulting costs. TAB 3 - Page 12

13 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 199, , ,810 2% 203,810 ** Benefits 149, , ,965 3% 170,135 4% Total 348, , ,775 ** 373,945 2% City of San Juan Capistrano CITY MANAGER - HUMAN RESOURCES Professional and Contract Services 18,302 37,760 55,050 46% 35,300 36% Supplies and Materials % 175 ** Conferences and Training 3, , % 15,300 ** General Expenses 5,325 17,100 9,475 45% 8,675 8% Total 27,661 55,355 80,000 45% 59,450 26% DEPARTMENT ACTIVITY TOTAL $ 376,286 $ 423,320 $ 446,775 6% $ 433,395 3% The increase in professional and contract services in Fiscal Year 2014/15 is for an employee classification study. The increase in conferences and training costs is for Citywide training and an employee wellness program. The reduction in general expenses in Fiscal Year 2014/15 is due to the City Manager's relocation expenses that are included in the Fiscal Year 20 budget. Performance Measure 1. Fill 100% of vacant positions within 90 days. 2. Respond to 90% of employee inquiries within 24 hours. 3. Create 100% of job flyers/advertisements within 5 days of requisition to fill vacancy. 4. Promote employees' attention to safety while performing job responsibilities and reduce total lost time hours by 5%. 14/15 15/16 90 days 83% 90 days 73% 90 days 90 days 90% 100% 90% 90% 90% 90% 100% 100% 100% 100% 100% 100% 5% 100% 5% 32% 5% 5% TAB 3 - Page 13

14 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 65,026 52, % ** Benefits 36,710 30, % ** Total 101,736 83, % ** Professional and Contract Services 581, , ,885 1% 707,700 ** Utilities 84,846 91,000 98,700 8% 98,700 ** Maintenance and Repair 18,771 32,500 40,600 25% 42,800 5% Conferences and Training 5,167 9,100 8,500 7% 9,300 9% General Expenses 109,580 ** ** Allocated Charges 11,884 10, % ** Total 812, , ,685 2% 858,500 1% Capital Expenditures City of San Juan Capistrano INFORMATION TECHNOLOGY AND COMMUNICATIONS Machinery and Equipment 122, ,850 76,800 78% 97,800 27% Total Capital Expenditures 122, ,850 76,800 78% 97,800 27% DEPARTMENT ACTIVITY TOTAL $ 1,036,077 $ 1,268,387 $ 929,485 27% $ 956,300 3% The decreases in personnel services and allocated charges are due to the transfer of the GIS Specialist to the Development Services Department. The increase in utilities costs in Fiscal Year 2014/15 is related to an increase in the City's contract for the phone system per the current contract. The increase in maintenance and repair costs in Fiscal Years 2014/15 and 2015/16 is due increased maintenance costs associated with the City's various copier machines. The significant decrease in machinery and equipment costs in Fiscal Year 2014/15 is primarily due to carryover budgets included in the Fiscal Year 20 budgeted figure and due to transferring the budget for the SCADA system to the Utilities Department's budget. The increase in machinery and equipment costs in Fiscal Year 2015/16 is due to the City's planned implementation of Microsoft 365 and upgrading to Microsoft Office Performance Measure 1. Availability of services during business hours. 2. Complete computer equipment installations within five days of scheduled install date. 3. Maintain up time availability of critical software application systems services during business hours. 14/15 15/16 99% 100% 99% 99% 99% 99% 5 days 99% 5 days 98% 5 days 5 days 99% 99% 99% 98% 99% 99% TAB 3 - Page 14

15 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 39,974 51,060 61,090 20% 61,090 ** Benefits 23,075 30,240 38,310 27% 40,545 6% Total 63,049 81,300 99,400 22% 101,635 2% City of San Juan Capistrano CITY MANAGER - ECONOMIC DEVELOPMENT Professional and Contract Services 3,600 45,525 45,525 ** 45,525 ** Supplies and Materials ** 50 ** Conferences and Training 3,957 4,300 4,300 ** 4,300 ** General Expenses 31,513 34,060 34,125 ** 34,125 ** Total 39,070 83,935 84,000 ** 84,000 ** DEPARTMENT ACTIVITY TOTAL $ 102,119 $ 165,235 $ 183,400 11% $ 185,635 1% The increase in personnel services is due to the reallocation of staff from other divisions. Performance Measure 1. Organize and conduct "Joint Chamber/City Mayor's Walk" for business outreach. 2. Organize and conduct Business Retention through SCORE/Chamber/City Workshops. 3. Organize and conduct quarterly outreach to hotel concierge and managers. 4. Disseminate 6 recruitment packages to targeted enterprises. 14/15 15/16 4 walks 25% 4 walks 225% 4 walks 4 walks 4 workshops 100% 4 workshops 0 4 workshops 4 workshops 4 outreach campaigns 100% 4 outreach campaigns 0 4 outreach campaigns 4 outreach campaigns 6 packages 100% 6 packages 415% 6 packages 6 packages TAB 3 - Page 15

16 CITY CLERK To support the City s democratic process, facilitate the legislative policymaking process, to accurately record and validate the proceedings of the City Council, to provide for timely and thoroughly access to the public record, to conduct fair and impartial elections, and perform other State and municipal statutory duties for the City Council, voters, City departments, and the public. DEPARTMENT DESCRIPTION The City Clerk s office manages the legislative process for the City Council which includes the City Council, Successor Agency to the Community Redevelopment Agency, San Juan Capistrano Housing Authority and Oversight Board to the Successor Agency agendas; posting the City Council agendas and minutes to the City s website; preparing the City Council minutes and processing approved legislative documents; and maintaining record of legislative procedures. The City Clerk is the local election official responsible for conducting all local municipal elections, administering City election notices, communicating election results, administrating the candidacy and nomination process, and generally overseeing the conduct of the election. As custodian of the City s records, the City Clerk s office coordinates citywide records management; oversees storage, retrieval, and destruction of City records, and timely response to comprehensive public records requests. The City Clerk serves as the local filing officer of the Fair Political Practices Commission. All campaign statements and conflict of interest statements for local officials are filed with our office. The department coordinates all appointments made by the City Council related to representation on various regional agencies concerned with issues such as water, transportation and fire protection services. The City Clerk s office administers the appointment process for City Council formed Commissions, Committees and Boards. Our office issues notices of inviting bids and opens the bids in a public forum. We receive all Land Use appeals, subpoenas, summons, and claims. The department also provides support services to all City departments by tracking consultant and contractors compliance with insurance and bonding terms. The department also conforms to AB 1234 Ethics Training for Local Officials by tracking and retaining all ethics training compliance documents. SERVICE ACCOMPLISHMENTS FOR FY 2012/2013 and 2013/2014 Provided local municipal election services facilitating the democratic process by providing all citizens of San Juan Capistrano with equal access to election services and hosted Early Voting services for the November 6, 2012, General Election. Responded to 381 public records requests within the Public Records Request Act requirements. Responded to 32 requests for building plans within the Health and Safety Code requirements. Prepared and posted Agendas/Packets (to designated posting locations and the City s website) for 34 Regular City Council meetings, 20 City Council Special/Adjourned/Workshops, 32 Regular Successor Agency to the Community Redevelopment Agency meetings, 5 Special/Workshops/Adjourned Successor Agency to the Community Redevelopment Agency meetings, 16 Regular San Juan Capistrano Housing Authority meetings, 3 Special/Adjourned/Workshops San Juan Capistrano Housing Authority meetings, 5 Regular Oversight Board to the Successor Agency meeting, and 9 Special Oversight Board to the Successor Agency meetings within the Brown Act and Government Code requirements. Expanded live and on demand Granicus video webstreaming services of all government meetings including all Commissions, Committees and Boards, with unlimited archived agendas and videos. Processed legislative documents (i.e. Resolutions, Ordinances, Minutes, Contracts, Agreements, Deeds, etc.) within hours. Tracked, notified and received 43 Campaign Statements (460 Forms) and 93 Conflict of Interest Statements (700 Forms). Tracked, notified and received 24 AB 1234 Ethics Training Compliance certificates. Coordinated citywide archive of 222 boxes; and coordinated a citywide destruction of 78 boxes for the 2012 and 2013 calendar year. Scanned all day to day minutes, ordinances, resolutions, agreements, and related legislation. Maintained, distributed and codified all adopted ordinances into the City s Municipal Code. TAB 3 - Page 16

17 Published 30 public hearing notices, 19 ordinance summaries (introductions/adoptions), and 18 notices of inviting bids per State Codes; and provided public notification by mail per State Codes, Municipal Code and City Council Policies. Processed 221 Agreements, confirming compliance with insurance, and bonding terms. Processed 90 Resolutions, and 9 Ordinances; and prepared 112 sets of Minutes. Published, received and opened 8 capital improvement bid. Assisted the City Council, staff and the public with requests for information or inquiries. Sent a Request for Proposals and selected new vendor for off site records storage solution. Worked with City maintenance contractor to paint/remodel City Manager s office and the Council Chamber; and the placing of In God We Trust and Freedom Shrine displays. SERVICE OBJECTIVES FOR FY 2014/2015 and FY 2015/2016 Respond to public records requests within the Public Records Request Act requirements. Prepare and post City Council, Successor Agency, Housing Authority and Oversight Board Agendas/Packets (to designated posting locations and the City s website) within the Brown Act and Government Code requirements; and prepare Minutes. Process legislative documents after City Council, Successor Agency, Housing Authority and Oversight Board meetings within hours. Comply with Fair Political Practice Commission requirements (Conflict of Interests Statements, Campaign Statements and AB 1234 Ethics Training Compliance). Coordinate citywide records management and destruction per the City s Records Retention Schedule. Scan all the day to day City legislative documents. Maintain the City s Municipal Code. Publish, post and send out mailing notification of public hearing notices, ordinance summaries, and notice inviting bids per State codes, Municipal Code and City Council Policies. Process and maintain all insurance certificates and bonds for all City contracts/agreements. Publish, receive and open capital improvement bids. Consolidate Election Services with the Orange County Registrar of Voters for 2014 Election. Promote and provide assistance for Voter Registration. Post and publish all Election Notices per California Elections Code. Prepare Candidate Handbooks for the 2014 Election. Perform all Election Official duties per California Elections Code. Assure that the 2014 Election is administered with impartiality and fairness. Request to host early voting to the Orange County Registrar of Voters. Assist the City Council, staff and the public with requests for information or inquiries. Expand the DocuNECT program for public access to records through the City s website. COUNCIL PRIORITY IMPLEMENTATION The City Clerk s Office is not directly involved in the City Council s Priority Implementation. In our administrative capacity, we will work closely with City staff to ensure the agendas, minutes, packets, and public hearing notices reflect those priorities. TAB 3 - Page 17

18 City Clerk Organizational Chart City Clerk Administration 1 Deputy City Clerk 1 Administrative Specialist 1 Receptionist TAB 3 - Page 18

19 CITY CLERK DEPARTMENTAL BUDGET SUMMARY PROPOSED BUDGET 2014/16 DESCRIPTION /15 Prior Year 2015/16 Prior Year Personnel 369, , ,400 11% 420,775 4% Operating Expenditures 92, , ,105 36% 134,910 22% Capital Improvements 2, % 250 ** Grand Total(s) $ 461,298 $ 497,085 $ 579,755 17% 555,935 4% General Fund 461, , ,555 21% 517,235 4% Facilities Operations Fund 49,775 40,200 19% 38,700 4% Other Funds 80 ** ** Grand Total(s) $ 461,298 $ 497,085 $ 579,755 17% $ 555,935 4% REGULAR PERSONNEL Full Time ** 4 0% REGULAR PERSONNEL ** 4 0% TAB 3 - Page 19

20 City of San Juan Capistrano CITY CLERK - ADMINISTRATION EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 238, , ,600 3% 255,855 1% Benefits 130, , ,800 25% 164,920 7% Total 369, , ,400 11% 420,775 4% Professional and Contract Services 30,498 13,305 49, % 13,500 73% Supplies and Materials 5,786 8,800 9,000 2% 6,000 33% Maintenance and Repair 8,930 ** ** Conferences and Training 2,087 2,520 2,520 ** 2,520 ** General Expenses % 575 ** Allocated Charges 44,266 51,920 71,310 37% 73,615 3% Total 92,157 77, ,905 72% 96,210 28% Capital Expenditures Machinery and Equipment 2, % 250 ** Total Capital Expenditures 2, % 250 ** DEPARTMENT ACTIVITY TOTAL $ 461,298 $ 447,310 $ 539,555 21% $ 517,235 4% Increase in professional and contract services in Fiscal Year 2014/15 is for the November general election costs. In addition, increase in personnel services is due to reclassification of Office Assistant to Administrative Specialist during the end of Fiscal Year 20. Performance Measure 1. Accurately record, validate and make available the Minutes of the City Council/ Housing Authority and Oversight Board and make available by the next meeting. 2. Respond to 100% of public records requests within the limitations of the California Public 3.Distribute 100% of the City Council packets 5 days prior to the meeting. 4. Post 100% of all City Council/ Housing Authority and Oversight Board Regular meeting Agendas within 72 hours, and Special meetings within 24 hours in accordance with the Brown Act and Government Code Requirements. 14/15 15/16 100% 100% 100% 100% 100% 100% 100% 89% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% TAB 3 - Page 20

21 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year City of San Juan Capistrano CITY CLERK - BUSINESS SERVICES Professional and Contract Services 3,525 3,000 15% 3,000 ** Supplies and Materials 46,250 37,200 20% 35,700 4% Total 49,775 40,200 19% 38,700 4% DEPARTMENT ACTIVITY TOTAL $ $ 49,775 $ 40,200 19% $ 38,700 4% The City Clerk Department was assigned the responsibility of the Business Services Division effective July 1, The significant decrease in supplies and materials is due to reduced postage costs based on Fiscal Year 20 actual activity. Performance Measure 1. Generate a 3% increase return on the sale of surplus items over the prior year. 14/15 15/16 3% 0% 3% 0% 3% 3% TAB 3 - Page 21

22 CITY ATTORNEY To provide high quality legal services for the City Council, City officials, departments, boards and commissions in the conduct of City business; to represent the City before judicial and administrative proceedings; and to prosecute and assist in abating Municipal Code violations occurring in the City. DEPARTMENT DESCRIPTION The City Attorney is appointed by the City Council and works in tandem with the City Manager. The City Attorney's office serves as legal advisor to the City Council, and provides advice to the City Manager, the various City departments, and all City commissions, committees and boards. The City Attorney's office prepares and approves for legality proposed City ordinances, resolutions, contracts and other legal documents. The City Attorney's office represents the City in litigation and the City Attorney directs the performance of legal services by outside counsel. The City Attorney oversees the prosecution of, and assists in civil abatement of, violations of City laws. The City Attorney's Office is committed to providing professional, quality legal services that ultimately protect the interests of the City of San Juan Capistrano, its departments, the City Council, and the citizens of the community. SERVICE ACCOMPLISHMENTS FOR FY 20 and 20 Updated temporary sign regulations City wide. Updated City s Campaign contribution ordinance. Supported City departments and commissions in implementing City Council goals. Assisted in implementing various agreements for the development and use of open space properties, including Reata Park, the Northwest Open Space, Dog Park, 2C Ranch, East Open Space, and Roller Hockey Facility. Assisted the Planning Department in processing various development projects, some which included development agreements, including the Pacifica San Juan Project. Assisted in the activities of the new Redevelopment Successor Agency in accordance with the Redevelopment Dissolution Statute. Reviewed developments for the Historic Town Center Master Plan. Assisted the Development Department and City Clerk in the processing of the special election for the San Juan Meadows/Distrito La Novia land use approvals referendum. Assisted the Utilities Department, Utilities Commission and the City Council in connection with the new water and sewer rate making process. SERVICE OBJECTIVES FOR FY 2014/15 and 2015/16 Work within the County, State and Federal legislative processes to promote laws of importance and interest to San Juan Capistrano. Attend City Council, Planning Commission and department meetings as needed. Attend other commission meetings and City meetings as requested by staff. Provide timely legal advice and legal opinions to the City Council, City officials, advisory bodies, and City departments. Provide and oversee legal representation in civil matters to which the City is a party. Prosecute and assist in the civil abatement of municipal code violations. TAB 3 - Page 22

23 CITY ATTORNEY DEPARTMENTAL BUDGET SUMMARY PROPOSED BUDGET 2014/16 DESCRIPTION /15 Prior Year 2015/16 Prior Year Personnel 4,297 2,360 18, % 18,625 2% Operating Expenditures 461, , ,790 14% 499,970 ** Grand Total(s) $ 466,179 $ 582,381 $ 518,005 11% 518,595 ** General Fund 334, , ,005 3% 468,595 ** Water Enterprise Funds 129, ,985 50,000 61% 50,000 ** Other Funds 1,878 0% ** Grand Total(s) $ 466,179 $ 582,381 $ 518,005 11% 518,595 ** REGULAR PERSONNEL Full Time * ** 1 ** REGULAR PERSONNEL ** 1 ** * City Attorney is a contracted position. TAB 3 - Page 23

24 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 2,724 1,495 11, % 11,195 ** Benefits 1, , % 7,430 6% Total 4,297 2,360 18, % 18,625 2% CITY ATTORNEY Professional and Contract Services 451, , ,000 14% 490,000 ** Allocated Charges 10,125 12,036 9,790 19% 9,970 2% Total 461, , ,790 14% 499,970 0% DEPARTMENT ACTIVITY TOTAL $ 471,338 $ 582,381 $ 518,005 11% $ 518,595 0% $ 461,213 $ 570,345 $ 508,215 $ 508,625 Professional and contract services decreased significantly in Fiscal Year 2014/15 due to litigation costs incurred in prior fiscal years related to the case Capistrano Taxpayers Association vs. City of San Juan Capistrano. TAB 3 - Page 24

25 PUBLIC SAFETY To provide professional, responsive, and caring law enforcement services to the residents, visitors and businesses of Orange County. We believe a safe community can only exist through a partnership with our employees, residents, businesses and other public entities. We pledge to provide all services in an expeditious, effective and courteous manner while encouraging community participation in the development of goals and objectives for our organization. We will strive to be leaders and a national model in all aspects of law enforcement, homeland security and jail operations. DEPARTMENT AND DIVISION DESCRIPTIONS A description of the major services that the Public Safety Department provides is described below. Police Services Law Enforcement The Police Services Team is responsible for providing the finest caring professional law enforcement services to residents and visitors to San Juan Capistrano. Police Services Associated Senior Action Program (ASAP) The purpose of the ASAP is to provide additional support services to free up deputies to focus on crime control. The ASAP s are the eyes and ears of Police Services while on patrols which includes the Van Patrol Bike Patrol, and Special City Events. ASAPs also work Kiosk Duty at the train depot to give direction to travelers coming to and from the City, as well as to provide Administration and Front Counter Reception at the Police Services Building. Public Safety Contract Services The purpose of Public Safety Contract Services is to provide additional safety services such as public school crossing guards, educational specialists for gang prevention intervention, and additional late night parking enforcement. Emergency Preparedness The purpose of the Emergency Preparedness Division, in coordination with all City departments, is to strengthen the City s ability to prepare for, mitigate against, respond to, and recover from an emergency or disaster. In addition, to prepare and maintain the City of San Juan Capistrano Emergency Operations Plan; maintain the City s Emergency Operations Center; train City staff who may be called upon to serve in time of disaster; assist the City Manager with issues relating to emergency services; conduct multi hazard emergency exercises in coordination with county, state, and federal agencies including San Onofre Nuclear Generating Station; and provide on going public education to residents and members of the business community. SERVICE ACCOMPLISHMENTS FOR FY 2012/2013 and 2013/2014 Worked with all City departments in promoting a safe and secure community environment. Provided patrol service, parking and traffic control, investigative services, police protection, and enforcement of municipal ordinances. Provided assistance from special units such as the Narcotics, Gang Enforcement, Hazardous Devices Squad, Crime Prevention, Equestrian Unit, SWAT, Reserves Air Support Bureau, and ASAP. Maintained consistent animal control service for the community including the annual low cost vaccination clinic. The Emergency Operations Center was always ready for activation in the event of an emergency. Participated in emergency planning and preparedness meetings as a member of the Inter jurisdictional TAB 3 - Page 25

26 Planning Committee (IPC) for the San Onofre Nuclear Generating Station (SONGS), and the Orange County Emergency Management Organization (OCEMO). Memberships for the following emergency volunteer groups were increased and regular training activities were scheduled: Community Emergency Response Team (CERT), Large Animal Emergency Response Team (LART), and Tri Cities RACES, which stands for Radio Amateur Civil Emergency Services. SERVICE OBJECTIVES FOR FY 2014/15 and 2015/2016 Maintain a high level of law enforcement and continue to enhance gang prevention and suppression programs in an effort to curb gang violence and gang membership. Maintain a robust Community Oriented Policing / Crime Prevention outreach throughout the City, especially in the Gang Injunction neighborhoods. Maintain an Administrative Sergeant Position for oversight of the new Crime Prevention Unit and for specific ancillary administrative responsibilities to allow Patrol Sergeants more time in the field with Patrol Deputies. Increase the volunteer ASAP membership. Maintain animal control service to the community seven days a week through Orange County Animal Care Services. Maintain equipment and supplies for the Emergency Operations Center (EOC) so that it is always ready for activation. Provide EOC training for selected City employees. Represent the City as a member of the Inter jurisdictional Planning Committee for the San Onofre Nuclear Generating Station (SONGS). Represent the City as a member of the Orange County Emergency Management Organization (OCEMO). Continue development of the volunteer programs for Community Emergency Response Team (CERT), Large Animal Emergency Response Team (LART), which is primarily equestrian, and the Tri Cities RACES program, which is amateur radio for auxiliary emergency communications. Increase public registration for the AlertOC, which is the City s emergency mass notification system. COUNCIL PRIORITY IMPLEMENTATION Financial Sustainability and Public Safety Continue to evaluate police service levels of responsiveness and staffing requirements. Continue to seek actions to control and justify costs associated with public safety. Enhance and promote volunteer resources to assist Public Safety s mission. Continue to evaluate Police Services levels of responsiveness and staffing requirements. Continue to seek actions to control and justify costs associated with public safety. Enhance and promote volunteer resources to assist Public Safety s mission. TAB 3 - Page 26

27 Public Safety Organizational Chart City Manager Animal Control Provided by contract with County of Orange Fire Services Provided by Orange County Fire Authority through Fire Protection District Police Services Provided by contract with County of Orange TAB 3 - Page 27

28 PUBLIC SAFETY DEPARTMENTAL BUDGET SUMMARY PROPOSED BUDGET 2014/16 DESCRIPTION /15 Prior Year 2015/16 Prior Year Personnel 269, , ,450 7% 270,555 9% Operating Expenditures 7,945,098 8,204,249 8,565,440 4% 9,169,170 7% Capital Improvements 79, ,685 61,260 67% 100% Grand Total(s) $ 8,294,067 $ 8,655,204 $ 8,875,150 3% 9,439,725 6% General Fund 8,123,639 8,345,189 8,684,190 4% 9,439,725 9% Facilities Operations Fund 112, % ** Other Funds 170, , ,960 3% 100% Grand Total(s) $ 8,294,067 $ 8,655,204 $ 8,875,150 3% 9,439,725 6% REGULAR PERSONNEL Full Time ** 2 ** REGULAR PERSONNEL ** 2 ** TAB 3 - Page 28

29 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 53,695 49,795 11,890 76% 11,890 ** Benefits 28,548 28,770 7,460 74% 7,895 6% Total 82,243 78,565 19,350 75% 19,785 2% Professional and Contract Services 72,891 84,000 92,410 10% 182,700 98% Other Agency Contracts 7,309,709 7,564,864 7,877,645 4% 8,412,755 7% Supplies and Materials 12,895 8,800 3,500 60% 6,700 91% Conferences and Training ** 350 ** Allocated Charges 108, , ,320 30% 185,730 2% Total 7,504,369 7,797,289 8,155,225 5% 8,788,235 8% Capital Expenditures Machinery and Equipment 12,058 1, % ** Total Capital Expenditures 12,058 1, % ** DEPARTMENT ACTIVITY TOTAL $ 7,598,670 $ 7,877,014 $ 8,174,575 4% $ 8,808,020 8% Personnel services costs are decreasing in Fiscal Year 2014/15 due to the reallocation of staff to other divisions. Also, there is an overall increase in the City's contract with the Orange County Sheriff's Department of 4% in Fiscal Year 2014/15 and 7% in Fiscal Year due to increased benefit and training costs in both fiscal years. the additional increase in Fiscal Year 2015/16 is due to the additional cost of one Captain for the South County area. Performance Measure 1. Analyze crime trends, rates, and enforcement activity. 2. Evaluate staffing needs based on responsiveness and productivity. 3. Maintain a successful volunteer program that provides auxiliary support to Police Services, has strong public visibility, and maintains measured performance statistics. City of San Juan Capistrano PUBLIC SAFETY - LAW ENFORCEMENT Realize at least 9% Decrease Realize at least a a 2% drop in 1% drop in FBI FBI Type 1 Type 1 crime crime statistics. statistics. Realize an enforcement and response time rate seconds below the regional averages. Gain 8 volunteer members and achieve an increase of 100 volunteer hours. P 2 Response Time Lowest in Region at 6:40 / Call. Baseline 2009: 25 Volunteers, 11, 196 hours: 2010, 30 Volunteers, 11,470 hours. Realize an enforcement and response time rate 20 seconds below the regional averages. Gain 5 volunteer members and achieve an increase of 50 volunteer hours. 14% Reduction in Part 1 crimes. Achieved goal with average emergency response time under 5 minutes. Increase of over 1,000 hours and added 2 members. 14/15 Realize at least a 1% drop in FBI Type 1 crime statistics. 15/16 Realize at least a 1% drop in FBI Type 1 crime statistics. Realize an Realize an emergency emergency response time of response time of less than 5 less than 5 minutes. minutes. Gain 2 volunteer members and achieve an increase of 50 volunteer hours. Gain 2 volunteer members and achieve an increase of 50 volunteer hours. TAB 3 - Page 29

30 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 16,967 20,435 11,890 42% 11,890 ** Benefits 11,289 14,155 9,460 33% 9,895 5% Total 28,256 34,590 21,350 38% 21,785 2% City of San Juan Capistrano PUBLIC SAFETY - A.S.A.P. PROGRAM Professional and Contract Services 96 ** ** Utilities % 600 ** Supplies and Materials 3,280 3,200 3,700 16% 3,700 ** General Expenses 4,951 5,000 5,000 ** 5,000 ** Total 8,721 8,950 9,300 4% 9,300 ** DEPARTMENT ACTIVITY TOTAL $ 36,977 $ 43,540 $ 30,650 30% $ 31,085 1% The significant decrease in personnel services is related to the reallocation of staff resources to other divisions. TAB 3 - Page 30

31 EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Professional and Contract Services 385, , ,235 2% 358,350 2% Total 385, , ,235 2% 358,350 2% DEPARTMENT ACTIVITY TOTAL $ 385,673 $ 344,065 $ 350,235 2% $ 358,350 2% No significant changes. City of San Juan Capistrano PUBLIC SAFETY - CONTRACT SERVICES TAB 3 - Page 31

32 City of San Juan Capistrano PUBLIC SAFETY - EMERGENCY PREPAREDNESS EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 56,464 41,300 74,220 80% 139,710 88% Benefits 32,162 24,460 43,230 77% 89, % Total 88,626 65, ,450 79% 228,985 95% Supplies and Materials 23,093 11,000 9,000 18% 9,000 ** Conferences and Training 1,024 3,250 1,050 68% 3, % General Expenses % 80 ** Allocated Charges 1,574 1,660 1,150 31% 1,155 ** Total 25,751 15,970 11,280 29% 13,285 18% Capital Expenditures Machinery and Equipment 121, % ** Total Capital Expenditures 121, % ** DEPARTMENT ACTIVITY TOTAL $ 114,377 $ 203,585 $ 128,730 37% $ 242,270 88% The significant decrease in machinery and equipment costs in Fiscal Year 2014/15 is due to the purchase of an emergency generator for City Hall during Fiscal Year 20. The significant increase in total Emergency Preparedness costs in Fiscal Year 2015/16 is due to the uncertainty of funding for the San Onofre Nuclear Generating Station (S.O.N.G.S.) in Fiscal Year Performance Measure 1. Provide public outreach/education through Community Emergency Response Team (CERT) with 2 new volunteer programs/year. 2. Provide public outreach through CERT with 6 continuing education programs/year for volunteer members of the community to refresh their skills. 60 new volunteers 51 new volunteers 50 new volunteers 52 New volunteers 14/15 50 new volunteers 15/16 50 new volunteers 280 volunteers 300 volunteers 300 volunteers 310 volunteers 320 volunteers 350 volunteers 3. Provide public outreach/education through a Large Animal Response Team (LART) with 2 new volunteer programs/year. N/A N/A 50 new volunteers 50 New volunteers 25 new volunteers 25 new volunteers TAB 3 - Page 32

33 City of San Juan Capistrano PUBLIC SAFETY - S.O.N.G.S EXPENSE CATEGORY /15 Prior Year 2015/16 Prior Year Salary and Wages 45,247 55,495 55,495 ** 100% Benefits 25,076 32,860 34,805 6% 100% Total 70,323 88,355 90,300 2% 100% Utilities 3,003 4,100 27, % 100% Supplies and Materials 857 1,000 2, % 100% Maintenance and Repair 678 2,000 2,000 ** 100% Conferences and Training ,325 2,200 91% 100% Allocated Charges 15,827 5,550 5,550 ** 100% Total 20,584 37,975 39,400 4% 100% Capital Expenditures Machinery and Equipment 67,463 60,670 61,260 1% 100% Total Capital Expenditures 67,463 60,670 61,260 1% 100% DEPARTMENT ACTIVITY TOTAL $ 158,370 $ 187,000 $ 190,960 2% $ 100% The elimination of funding in Fiscal Year 2015/16 is due to the uncertainty of State funding for the San Onofre Nuclear Generating Station (S.O.N.G.S.) in Fiscal Year 2015/16. Staff time in Fiscal Year 2015/16 has been reallocated to the City Manager's Administration Division and various Public Safety Divisions in the City's General Fund. TAB 3 - Page 33