CITY MANAGER
MISSION STATEMENT: To provide overall direction in the administration of City
programs, develop policy in accordance with the City Council's
direction, and maintain an open, positive relationship with the
community.
DEPARTMENT ORGANIZATION
CITY MANAGER
ADMINISTRATION INFORMATION RISK CABLE
SYSTEMS MANAGEMENT TELEVISION
B-1
CITY MANAGER
FINANCIAL TREND AND SIGNIFICANT PROGRAM CHANGES
GENERAL FUND
$6,000,000
$5,000,000
$4,000,000
Expenditures
$3,000,000
$2,000,000
$1,000,000
$0
2001-02 2002-03 2003-04 2004-05 2005-06
Actual Actual Revised Budget Budget Budget Plan
Fiscal Year
FY2002-03 increase reflects MOU-related increases, full funding for two positions
transferred in the previous year and one in the current year, partially offset by a
budget reduction, including deletion of 0.7 FTE Community Relations Specialist
position and reduction in various supplies and expenses. FY2003-04 increase
reflects transfer-in of 2.0 FTE Systems/Software Analyst positions from the Big Blue
Bus, partially offset by 5% budget reduction, including deletion of 1.5 FTE positions,
and reduction in various supplies and expenses. FY2004-05 increase reflects
employees fringes and self-insurance cost increases, partially offset by 0.5% budget
reduction. FY2005-06 budget reflects addition of 1.0 FTE position in computer
technology for additional technical support to the new library.
The two positions transferred from the Big Blue Bus in FY2003-04 are fully
reimbursed by the Big Blue Bus Fund through interfund transfers.
NOTE: Fringe benefit estimates are included in total expenditures.
B-2
CITY MANAGER
FINANCIAL TREND AND SIGNIFICANT PROGRAM CHANGES
CABLE COMMUNICATIONS FUND
$1,000,000
$900,000
$800,000
$700,000
Expenditures
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
2001-02 2002-03 2003-04 2004-05 2005-06
Actual Actual Revised Budget Budget Budget Plan
Fiscal Year
FY2004-05 increase primarily reflects the biennial election costs, partially offset by
0.5% budget reductions. FY2005-06 decrease reflects the deletion of the biennial
election costs and 0.5% budget reductions, partially offset by employee fringes and self-
insurance increases.
WORKERS' COMPENSATION SELF-INSURANCE FUND: RISK MANAGEMENT DIVISION
OPERATING COSTS
$1,400,000
$1,200,000
$1,000,000
Expenditures
$800,000
$600,000
$400,000
$200,000
$0
2001-02 2002-03 2003-04 2004-05 2005-06
Actual Actual Revised Budget Budget Budget Plan
Fiscal Year
FY2003-04 increase reflects increases in employee benefits and self insurance costs,
and a net increase of 0.5 FTE position in the liability claims area for small court
appearances.
B-3
CITY MANAGER
DEPARTMENT OBJECTIVES AND IMPLEMENTATION STRATEGIES
AND RELATED PERFORMANCE MEASURES
1. The City Manager will direct and monitor improvements to the permit, inspection,
and code compliance processes.
- Clarify expectations and assign responsibility for process redesign and
development of performance standards.
- Hold Department Heads and leadership team accountable for achieving
performance standards.
- Establish feedback mechanisms to track performance of process overall and
individual department/employee performance including a baseline survey.
- Obtain expert assistance and effect organizational changes as required to
achieve objective.
The City Manager Office will require process improvements to increase timeliness
and customer satisfaction.
Performance Measures:
Procedural and organizational changes in place by Year-End (October 2004)
Performance standards met in 87% of projects by Mid-Year 2005.
Establishment of customer satisfaction system by Year-End , subsequent
monitoring and reporting to Council quarterly.
Assessment of efficacy of changes at one year-mark
B-4
CITY MANAGER
DEPARTMENT OBJECTIVES AND IMPLEMENTATION STRATEGIES
AND RELATED PERFORMANCE MEASURES
2. The Information Systems Division will evaluate, select and implement voice over IP
(VOIP) technology to reduce cost of telecommunications services for City
operations.
- Develop plan for implementing voice over IP technology on City's network to
reduce telecommunication infrastructure and service costs.
- Implement voice over IP technology for cost savings and service improvements.
- Monitor and measure voice over IP solutions for cost savings to City operations
and improvement of services.
The Information Systems Division will focus on the implementation of voice over IP
technology to enhance telephone services and reduce costs.
Performance Measures:
Cost savings due to elimination of leased services and use of data network for
telephone services by June 30, 2005.
3. The Information Systems Division will evaluate and if feasible, implement high-
speed wireless (WiFi) Internet access for the public at Virginia Avenue Park and the
Main Library.
- Identify and assess strategic locations at Virginia Avenue Park and the Main
Library to provide high-speed wireless Internet access for the public.
- Evaluate and select wireless technologies to provide Internet access for the
public.
- Design and implement security and parental controls for wireless Internet access
for the public.
- Negotiate agreements with vendors for providing wireless Internet access to the
public.
- If feasible, implement wireless Internet access for the public on a pilot basis.
The Information Systems Division will evaluate and, if feasible, implement high-
speed wireless Internet access for the public on a pilot basis at Virginia Avenue
Park and the Main Library.
B-5
CITY MANAGER
DEPARTMENT OBJECTIVES AND IMPLEMENTATION STRATEGIES
AND RELATED PERFORMANCE MEASURES
Performance Measures:
Expand public access to the Internet through the implementation of high-speed
wireless technology by June 30, 2005.
4. The Cable Television Division will present voter education and election related
programming on CityTV and via other methods into the community.
- Develop partnerships and new ways to disseminate election programming
information.
- Develop candidate programming formats in cooperation with the Santa Monica
League of Women Voters and the Center for Governmental Studies.
- Produce election programming to air from October 1, 2004 until election day.
- Provide timely, accurate Santa Monica election results on election night.
Performance Measures:
Produce election related programming by November 2004.
B-6
Department 110 CITY MANAGER
Budget Summary VARIOUS FUNDS
2003-04 2005-06
2001-02 2002-03 Revised 2004-05 Budget
EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs:
Administration $ 1,046,564 $ 1,073,537 $ 1,052,697 $ 1,032,416 $ 1,030,801
Information Systems 2,911,378 3,007,253 3,099,273 3,124,021 3,159,373
Cable Television 745,169 812,138 828,637 881,165 868,046
Risk Management 1,037,849 1,052,486 1,183,665 1,254,269 1,282,600
Subtotal Department 5,740,960 5,945,414 6,164,272 6,291,871 6,340,820
Fringe Benefits (estimate)* 576,600 663,300 817,605 946,067 1,017,840
Total Department $ 6,317,560 $ 6,608,714 $ 6,981,877 $ 7,237,938 $ 7,358,660
MAJOR ACCOUNT GROUPS BY FUND
General Fund
Salaries and Wages $ 3,193,533 $ 3,568,157 $ 3,680,467 $ 3,674,255 $ 3,710,713
Supplies and Expenses 760,788 512,633 471,503 482,182 479,461
Capital Outlay 3,621 0 0 0 0
Subtotal 3,957,942 4,080,790 4,151,970 4,156,437 4,190,174
Fringe Benefits* 576,600 663,300 817,605 946,067 1,017,840
Subtotal $ 4,534,542 $ 4,744,090 $ 4,969,575 $ 5,102,504 $ 5,208,014
Cable Communications Fund
Salaries and Wages $ 550,662 $ 597,221 $ 619,443 $ 645,265 $ 640,846
Supplies and Expenses 194,507 214,917 209,194 235,900 227,200
Capital Outlay 0 0 0 0 0
Subtotal $ 745,169 $ 812,138 $ 828,637 $ 881,165 $ 868,046
Workers' Compensation
Self-Insurance Fund
Salaries and Wages $ 833,140 $ 892,310 $ 1,007,400 $ 1,095,669 $ 1,121,100
Supplies and Expenses 167,451 156,814 157,818 158,600 161,500
Capital Outlay 37,258 3,362 18,447 0 0
Subtotal $ 1,037,849 $ 1,052,486 $ 1,183,665 $ 1,254,269 $ 1,282,600
*Fringe benefits for General Fund Divisions only.
B-7
Department 110 CITY MANAGER
Budget Summary VARIOUS FUNDS
2003-04 2005-06
2001-02 2002-03 Revised 2004-05 Budget
EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
Total All Funds
Salaries and Wages $ 4,577,335 $ 5,057,688 $ 5,307,310 $ 5,415,189 $ 5,472,659
Supplies and Expenses 1,122,746 884,364 838,515 876,682 868,161
Capital Outlay 40,879 3,362 18,447 0 0
Fringe Benefits* 576,600 663,300 817,605 946,067 1,017,840
Total Department $ 6,317,560 $ 6,608,714 $ 6,981,877 $ 7,237,938 $ 7,358,660
*Fringe benefits for General Fund Divisions only.
2001-02 2002-03 2003-04 2005-06
PERSONNEL (FULL-TIME EQUIVALENTS) Revised Revised Revised 2004-05 Budget
BY FUND Budget Budget Budget Budget Plan
General Fund
PERMANENT POSITIONS 41.0 41.3 42.0 41.0 42.0
OVERTIME 0.6 0.2 0.1 0.1 0.1
TEMPORARY 0.1 0.1 0.0 0.7 0.5
Subtotal 41.7 41.6 42.1 41.8 42.6
Cable Communications Fund
PERMANENT POSITIONS 6.0 6.0 6.0 6.0 6.0
OVERTIME 0.1 0.1 0.1 0.1 0.1
TEMPORARY 4.4 4.7 4.4 4.7 4.3
Subtotal 10.5 10.8 10.5 10.8 10.4
Workers' Compensation
Self-Insurance Fund
PERMANENT POSITIONS 11.5 11.5 12.0 12.0 12.0
OVERTIME 0.1 0.2 0.1 0.1 0.1
TEMPORARY 0.1 0.1 0.1 0.0 0.0
Subtotal 11.7 11.8 12.2 12.1 12.1
B-8
Department 110 CITY MANAGER
Budget Summary VARIOUS FUNDS
2001-02 2002-03 2003-04 2005-06
PERSONNEL (FULL-TIME EQUIVALENTS) Revised Revised Revised 2004-05 Budget
BY FUND (continued) Budget Budget Budget Budget Plan
Total All Funds
PERMANENT POSITIONS 58.5 58.8 60.0 59.0 60.0
OVERTIME 0.8 0.5 0.3 0.3 0.3
TEMPORARY 4.6 4.9 4.5 5.4 4.8
Total Department 63.9 64.2 64.8 64.7 65.1
2003-04 2005-06
GENERAL FUND FINANCING 2001-02 2002-03 Estimated 2004-05 Budget
FROM NON-TAX SOURCES Actual Actual Actual Budget Plan
General Fund $ 4,534,542 $ 4,744,090 $ 4,969,575 $ 5,102,504 $ 5,208,014
Less: Program Revenues and
Reimbursements:
Sale of GIS Maps $ 330 $ 2,630 $ 600 $ 400 $ 400
Show Phones 11,478 6,902 5,000 5,000 5,000
Telephone Commissions 77,901 16,965 13,000 13,000 13,000
Systems Analyst Reimbursement 0 0 185,200 294,500 303,800
GIS Analyst Reimbursement 83,000 93,100 101,500 0 0
Subtotal $ 172,709 $ 119,597 $ 305,300 $ 312,900 $ 322,200
Balance Required from
General Fund $ 4,361,833 $ 4,624,493 $ 4,664,275 $ 4,789,604 $ 4,885,814
B-9
Division 202
110
ADMINISTRATION
CITY MANAGER
Program Highlights 01 GENERAL FUND
DIVISION DESCRIPTION
The City Manager's Office provides overall guidance to all City operating departments and is responsible
for the administration of City programs to insure the delivery of high quality services in an efficient and
cost-effective manner. This includes providing opportunities for organizational development of City staff,
oversight of major City-initiated projects, outreach to and involvement with community members on
issues of local concern, direction of the annual budget process and coordination of City Council agendas.
2001-02 2002-03 2003-04 2005-06
Revised Revised Revised 2004-05 Budget
PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS
City Manager 1.0 1.0 1.0 1.0 1.0
Assistant City Manager 1.0 1.0 1.0 1.0 1.0
Assistant to the City Manager 3.0 3.0 3.0 3.0 3.0
City Manager Office Administrator 1.0 1.0 1.0 0.0 0.0
Publications Manager 1.0 1.0 1.0 1.0 1.0
Community Relations Specialist 1.0 0.3 0.0 0.0 0.0
Administrative Staff Assistant 1.0 1.0 0.0 0.0 0.0
Community Relations Assistant 0.0 0.0 1.0 1.0 1.0
Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Subtotal 10.0 9.3 9.0 8.0 8.0
OVERTIME 0.1 0.1 0.0 0.0 0.0
TEMPORARY 0.1 0.1 0.0 0.7 0.5
Subtotal 0.2 0.2 0.0 0.7 0.5
Total Division 10.2 9.5 9.0 8.7 8.5
B-10
Division 223
110
INFORMATION SYSTEMS
CITY MANAGER
Program Highlights 01 GENERAL FUND
DIVISION DESCRIPTION
The Information Systems Division provides support and advisory services for all City automated
information and communication systems. The Division provides planning, design and programming for the
enhancement of existing systems as well as for the development, procurement and implementation of new
systems. The Information Systems Division has developed and now supports a local and wide area
network with 106 servers that provide 51 major software applications to 1,465 computer users via 1,250
computers and 395 printers. The Division also manages the City owned telephone switch with 1,948
stations, 395 cellular phones, all departmental pagers, a call accounting system and a call processing and
voicemail system.
Citywide implementation of geographic information systems, imaging systems, Internet services and office
automation including word processing, spreadsheet, desktop publishing, electronic mail and databases on
microcomputer local and wide area networks is an ongoing responsibility. Software support and hardware
repair activities are managed by a customer service helpdesk. Comprehensive microcomputer training
programs are provided through course instruction, workshops and educational toolkits. The Information
Systems Division also manages the City's Intranet and Internet systems, which facilitates the electronic
delivery of government services and allows Santa Monica residents to communicate with the City 24 hours
a day.
B-11
Division 223
110
INFORMATION SYSTEMS
CITY MANAGER
Program Highlights 01 GENERAL FUND
2001-02 2002-03 2003-04 2005-06
Revised Revised Revised 2004-05 Budget
PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS
Chief Information Officer 1.0 1.0 1.0 1.0 1.0
Software Systems Officer 1.0 1.0 1.0 1.0 1.0
Systems & Network Officer 1.0 1.0 1.0 1.0 1.0
Systems Analyst 3.0 1.0 1.0 1.0 1.0
Systems Analyst (Lead) - Public Safety 0.0 1.0 1.0 1.0 1.0
Systems Analyst - Public Safety 0.0 1.0 0.0 0.0 0.0
Systems Analyst - Permitting Systems 1.0 1.0 1.0 1.0 1.0
Systems Analyst - Transit Systems 0.0 0.0 1.0 1.0 1.0
Systems Analyst - Utilities 0.0 0.0 0.0 1.0 1.0
GIS Program Coordinator 1.0 1.0 1.0 1.0 1.0
Internet Systems Coordinator 1.0 1.0 1.0 1.0 1.0
Support Services Coordinator 1.0 1.0 1.0 1.0 1.0
Telecommunications Analyst 2.0 2.0 2.0 2.0 2.0
GIS Analyst 2.0 2.0 2.0 1.0 1.0
Internet Applications Analyst 1.0 1.0 1.0 1.0 1.0
Database Administrator 2.0 2.0 2.0 2.0 2.0
Software Systems Analyst - HR/Pay 1.0 1.0 1.0 1.0 1.0
Software Systems Analyst - Transit 0.0 0.0 1.0 1.0 1.0
Senior Administrative Analyst - Information
Systems 1.0 1.0 1.0 1.0 1.0
Systems Administrator 3.0 3.0 3.0 3.0 3.0
Network Engineer 0.0 1.0 1.0 1.0 1.0
Network Administrator 1.0 0.0 0.0 0.0 0.0
Technical Services Specialist 3.0 3.0 3.0 3.0 4.0
Computer Systems Specialist 0.0 1.0 1.0 1.0 1.0
Telecommunications Technician 1.0 1.0 1.0 1.0 1.0
Senior Computer Support Specialist 0.0 1.0 1.0 1.0 1.0
Computer Support Specialist 2.0 1.0 1.0 1.0 1.0
Technical Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Subtotal 31.0 32.0 33.0 33.0 34.0
OVERTIME 0.5 0.1 0.1 0.1 0.1
TEMPORARY 0.0 0.0 0.0 0.0 0.0
Subtotal 0.5 0.1 0.1 0.1 0.1
Total Division 31.5 32.1 33.1 33.1 34.1
B-12
Division 223
110
INFORMATION SYSTEMS
CITY MANAGER
Program Highlights 01 GENERAL FUND
2003-04
2001-02 2002-03 Estimated 2004-05 2005-06
PERFORMANCE MEASURES Actual Actual Actual Target Target
OUTPUT:
Technical Services
Computer System Help Line Trouble Calls 8,295 9,553 8,300 8,300 8,300
Telecommunications Help Line Trouble Calls 1,345 1,183 1,300 1,300 1,300
Computer Equipment Installations 1,782 2,754 1,650 1,500 1,500
Telecommunication System Installations 768 558 900 900 900
Systems Development
Number of New Maps (Coverages) Produced 95 100 100 100 100
With the GIS
Number of Software Systems Service N/A 1,035 1,000 1,000 1,000
and Enhancement Requests
New Software Systems Installed 4 4 3 3 3
Web Services
Number of Electronic Requests for 8,042,797 11,549,962 13,684,860 18,335,590 20,000,000
Government Information
Number of Government Services Requested 19,048 22,311 30,400 32,200 35,000
through the Internet (Includes On-line Filing
of Petty Theft Reports, Graffiti Removal
Requests, and Renewal of Business Licenses)
Number of New Internet Services Developed 35 37 26 26 26
(Includes On-line Permit Applications and
Permit Processing Status, and Other
Service Transactions)
Number of Intranet Requests for Government N/A 2,107,409 3,130,000 3,396,000 3,596,000
Information
Number of New Intranet Services Developed N/A 13 7 7 7
Training
New Training Courses Developed 4 6 6 3 3
Training Classes Conducted 125 217 100 100 100
Number of Students Attending Classes 600 883 600 600 600
B-13
Division 223
110
INFORMATION SYSTEMS
CITY MANAGER
Program Highlights 01 GENERAL FUND
2003-04
2001-02 2002-03 Estimated 2004-05 2005-06
PERFORMANCE MEASURES Actual Actual Actual Target Target
EFFECTIVENESS:
Technical Services
Availability of Computer Systems During 96% 97% 98% 98% 98%
Regular Business Hours
Availability of Network and 97% 98% 98% 98% 98%
Telecommunications Systems During
Business Hours
Computer Equipment Installations Completed 82% 88% 90% 90% 90%
Within Five Days of Scheduled Install Date
Telecommunications Installations Completed 70% 74% 86% 86% 86%
Within Five Days of Scheduled Install Date
Computer Systems Help Line Trouble Calls 71% 80% 85% 85% 85%
Resolved Within One Business Day
Telecommunications Systems Help Line 81% 67% 85% 85% 85%
Trouble Calls Completed Within One
Business Day
Availability of Email Services During N/A 98% 98% 98% 98%
Business Hours
Availability of Critical Software Application N/A 98% 98% 98% 98%
Systems Services During Business Hours
Availability of File and Print Services N/A 98% 98% 98% 98%
During Business Hours
B-14
Division 207
110
CABLE TELEVISION ADMINISTRATION
CITY MANAGER
Program Highlights 51 CABLE COMMUNICATIONS FUND
DIVISION DESCRIPTION
The Cable Television Administration Division has six major areas of responsibility: 1) operation,
production, programming and promotion of the municipal access channel, CityTV; 2) representation of
residents to resolve cable company service complaints; 3) consultation and/or video production for in-
house video needs of City departments or agencies; 4) research and development support to the City
for future municipal/public users of cable; 5) franchise review and enforcement; and 6) cable rate
regulation. CityTV is on the air 5,840 hours per year, from 8 a.m. to 12 midnight daily on cable
Channel 16, and is an important source of information about the community.
2001-02 2002-03 2003-04 2005-06
Revised Revised Revised 2004-05 Budget
PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS
Cable TV Manager 1.0 1.0 1.0 1.0 1.0
Video Training/Production Coordinator 0.0 0.0 0.0 0.0 0.0
Video Production Coordinator II 3.0 3.0 3.0 3.0 3.0
Cable TV Programming Specialist 1.0 1.0 1.0 1.0 1.0
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Subtotal 6.0 6.0 6.0 6.0 6.0
OVERTIME 0.1 0.1 0.1 0.1 0.1
TEMPORARY 4.4 4.7 * 4.4 4.7 * 4.3
Subtotal 4.5 4.8 4.5 4.8 4.4
Total Division 10.5 10.8 10.5 10.8 10.4
*The 0.3 FTE position is associated with election programming and it is a biennial position.
B-15
Division 207
110
CABLE TELEVISION ADMINISTRATION
CITY MANAGER
Program Highlights 51 CABLE COMMUNICATIONS FUND
2003-04
2001-02 2002-03 Estimated 2004-05 2005-06
PERFORMANCE MEASURES Actual Actual Actual Target Target
OUTPUT:
Number of Hours of Live Public Meeting 322 317 300 300 300
Coverage and Other Live Programming
Public Meetings Covered 81 89 90 90 90
Public Service Announcements (PSA's), 286 253 260 250 250
Including Acquired PSA's and Character
Generated Messages
Programs Obtained from Outside Sources 97 143 100 100 100
Locally Produced Programs 122 111 106 70 60
Number of People Completing Video Production 9 20 5 5 5
Training Programs for Camera Persons,
Editors, Truck, Lighting and/or Audio
Number of Weekly Program Schedules or 52 52 52 52 52
Program Information Releases Sent to
Press for Publication
Cable Complaints Investigated and Referred 78 54 60 60 60
EFFICIENCY:
Percent of Locally Produced Programs Using 26% 68% 96% 80% 80%
Volunteers for Production
Percent of Locally Produced Programs Meeting 92% 73% 97% 90% 90%
Established Deadline for Completion
Percent of Locally Produced Programs 98% 98% 98% 90% 90%
Initiated that are Completed
EFFECTIVENESS:
Percent of Cable Complaints Responded to by 73% 92% 80% 81% 81%
Cable Company Within 48 Hours
Percent of Cable Complaints Resolved on First 68% 95% 80% 80% 80%
Referral to Cable Company
Percent of Locally Produced Programs that are 62% 82% 74% 75% 75%
Santa Monica Based
B-16
Division 206
110
RISK MANAGEMENT
CITY MANAGER
Program Highlights 59 WORKERS' COMPENSATION FUND
DIVISION DESCRIPTION
The Risk Management Division protects the City's assets and service capabilities against the financial
consequences of accidental loss. The Division is responsible for providing advice and support to City
Departments in hazard identification and mitigation activities as it relates to the areas of liability,
occupational health and safety, and property loss risks. Appropriate loss prevention and reduction
strategies are employed to reduce the potential frequency and severity of accidents and exposure to
losses. Claims filed by both the public (liability) and employees (workers' compensation) are investigated
and adjusted by Division staff. The Division is responsible for all budgeting and selection of appropriate risk
financing techniques for the City's insured and self-funded property and casualty insurance programs. All
insurance requirements for outside contractors and service providers are established by the Division.
Division staff is actively engaged in monitoring accident rates and costs of these programs and coordinates
the City's entire risk management effort. The Risk Management Division is budgeted in the Workers'
Compensation Self-Insurance Fund with a portion of the costs reimbursed to that Fund from the
Comprehensive, Bus and Automobile Self-Insurance Funds.
2001-02 2002-03 2003-04 2005-06
Revised Revised Revised 2004-05 Budget
PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS
Risk Manager 1.0 1.0 1.0 1.0 1.0
Loss Control Officer 1.0 1.0 1.0 1.0 1.0
Workers' Compensation Administrator 1.0 1.0 1.0 1.0 1.0
Liability Claims Supervisor 1.0 0.0 0.0 0.0 0.0
Senior Liability Claims Adjuster 0.0 1.0 1.0 1.0 1.0
Liability Claims Adjuster 1.0 1.0 1.0 1.0 1.0
Liability Claims Technician 0.0 0.0 1.0 1.0 1.0
Workers' Compensation Claims Examiner 3.0 3.0 3.0 3.0 3.0
Worker's Compensation Claims Assistant 2.0 2.0 0.0 0.0 0.0
Workers' Compensation Claims Technician 0.0 0.0 1.0 1.0 1.0
Staff Assistant IV 1.0 1.0 1.0 1.0 1.0
Staff Assistant II 0.5 0.5 1.0 1.0 1.0
Subtotal 11.5 11.5 12.0 12.0 12.0
OVERTIME 0.1 0.2 0.1 0.1 0.1
TEMPORARY 0.1 0.1 0.1 0.0 0.0
Subtotal 0.2 0.3 0.2 0.1 0.1
Total Division 11.7 11.8 12.2 12.1 12.1
B-17
Division 206
110
RISK MANAGEMENT
CITY MANAGER
Program Highlights 59 WORKERS' COMPENSATION FUND
2003-04
2001-02 2002-03 Estimated 2004-05 2005-06
PERFORMANCE MEASURES Actual Actual Actual Target Target
OUTPUT:
Liability
New Claims Received 715 683 670 670 670
Pending Claims 498 461 471 480 488
Claims Closed 771 720 660 661 662
Workers' Compensation
New Claims Received 385 367 350 370 370
Pending Claims 567 560 550 555 555
Claims Closed 466 360 360 365 370
Risk Control
Number of Departmental W/C and Liability 12 12 12 12 12
Accident Review Meetings Held
Number of Employee Safety Training 3,600 3,500 3,750 3,750 3,750
Class Hours
EFFECTIVENESS:
Comparison of Lost Time Injuries
12
per 100
Lost Time Injuries
9
Baseline Year 89/90
= 9.0
6
3
0
95/96 96/97 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05
Est. Budget
Fiscal Year Actual
FY 2002-03 lost time injuries per 100 FTE were 25.5 percent lower than the FY 1989-90 baseline
year. FY 1989-90 is used as the baseline since it is the first year the City began to track these
statistics. Over the past ten years, the City's lost time injury rates have been consistently lower than
the baseline. Using FY 2002-03 cost per claim data, the reduced rates can be translated into
approximately $7.75 million in cost avoidance over ten years or an average of $775,000 on an
annual basis. This is primarily attributable to early return-to-work and safety training programs on a
City-wide basis.
B-18
Division 206
110
RISK MANAGEMENT
CITY MANAGER
Program Highlights 59 WORKERS' COMPENSATION FUND
PERFORMANCE MEASURES (continued)
Workers' Compensation Expenditures
Per $100 of Payroll
$8.00 7.38
7.32
$7.50
$7.00
$6.50
$6.00
5.33
$5.50 4.72
$5.00 4.23 4.50 4.37
$4.50
$4.00
$3.50
$3.00
98/99 99/00 00/01 01/02 02/03 03/04 04/05
Projected Budgeted
Reflects actual expenditures from Workers' Compensation Self-Insurance Fund per $100 payroll by
fiscal year. Cost increases have resulted from state mandated benefit increases and changes in
administrative regulations.
Risk Management Expenditures
as a Percentage of Total Operating Budget
10%
8%
6%
3.9% 4.0% 4.1% 3.9% 4.1%
3.5%
4%
2%
0%
99/00 Actual 00/01 Actual 01/02 Actual 02/03 Actual 03/04 04/05
Projected Budgeted
Reflects actual expenditures (three year rolling average) of liability, property, and workers'
compensation insured and self funded costs including administration expenses.
B-19
Division 206
110
RISK MANAGEMENT
CITY MANAGER
Program Highlights 59 WORKERS' COMPENSATION FUND
PERFORMANCE MEASURES (continued)
Workers' Compensation
Average Administrative Cost per Claim
$2,000
$1,900 $1,776 $1,936 $1,904
$1,800
$1,700 $1,567
$1,555
$1,600
$1,500 $1,381
$1,400 $1,347 $1,328
$1,268
$1,300 $1,158 Self-Administered
$1,200 Third Party/Actuals
$1,100 Third Party/Projected
$1,000
99/00 00/01 01/02 02/03 03/04 04/05
Projected Budgeted
Reflects trend comparison of administrative cost for claim handling of contract administration v. self-
administration. Full implementation of self-administration started 7/01.
2003-04
2001-02 2002-03 Estimated 2004-05 2005-06
PERFORMANCE MEASURES Actual Actual Actual Target Target
EFFICIENCY:
Liability
Claims closed with payments made 370 319 315 325 327
Claims closed with no payments made 401 401 345 336 335
Percentage of Claims Received N/A 24% 33% 22% 17%
resulting in litigation
Recoveries (Damage to City buses, $113,040 $194,800 $210,000 $215,000 $215,000
vehicles, or property)
Workers' Compensation
Avoidance of Self-Imposed Penalties 85% 99% 97% 97% 97%
New Claim Set-Ups Compliance Within 85% 90% N/A N/A N/A
5 Days of Notice to this Office
Customer Service Surveys - Employees 80% 75% 80% 80% 80%
Return of Positive Results
B-20
Division 206
110
RISK MANAGEMENT
CITY MANAGER
Program Highlights 59 WORKERS' COMPENSATION FUND
2003-04
2001-02 2002-03 Estimated 2004-05 2005-06
PERFORMANCE MEASURES Actual Actual Actual Target Target
Risk Control
Percent of Risk Assessments Evaluated N/A 95% 95% 90% 90%
and Responded to Within 5 Working
Days of Knowledge
Percentage of participants rating employee N/A N/A 75% 75% 75%
safety training programs good or very good
B-21