CC 03-04-2025 Searchable PacketCITY OF CUPERTINO
CITY COUNCIL
AGENDA
10350 Torre Avenue, Council Chamber and via Teleconference
Tuesday, March 4, 2025
6:45 PM
Televised Regular Meeting (6:45)
IN-PERSON AND TELECONFERENCE / PUBLIC PARTICIPATION INFORMATION
Members of the public wishing to observe the meeting may do so in one of the following
ways:
1) Attend in person at Cupertino Community Hall, 10350 Torre Avenue.
2) Tune to Comcast Channel 26 and AT&T U-Verse Channel 99 on your TV.
3) The meeting will also be streamed live on and online at www.Cupertino.org/youtube
and www.Cupertino.org/webcast
Members of the public wishing to comment on an item on the agenda may do so in the
following ways:
1) Appear in person at Cupertino Community Hall
2) E-mail comments by 4:00 p.m. on Tuesday, March 4 to the Council at
citycouncil@cupertino.org. These e-mail comments will also be forwarded to
Councilmembers by the City Clerk’s office before the meeting and posted to the City’s
website after the meeting. Members of the public that wish to share a document must email
cityclerk@cupertino.org prior to the meeting.
Emailed comments that are related to an agenda item and received following the agenda
publication, prior to or during the meeting, will be posted to the City’s website.
Members of the public may provide oral public comments during the Meeting as follows:
Oral public comments will be accepted during the meeting. Comments may be made
during “oral communications” for matters not on the agenda, and during the public
comment period for each agenda item.
Oral public comments may be made during the public comment period for each agenda
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item.
Members of the audience who address the City Council must come to the
lectern/microphone, and are requested to complete a Speaker Card and identify themselves.
Completion of Speaker Cards and identifying yourself is voluntary and not required to
attend the meeting or provide comments.
3) Teleconferencing Instructions
To address the City Council, click on the link below to register in advance and access the
meeting:
Online
Register in advance for this webinar:
https://cityofcupertino.zoom.us/webinar/register/WN_0Io3Fcs1QraQi0hS-Kc5Tg
Phone
Dial: 669-900-6833 and enter Webinar ID: 912 7483 4890 (Type *9 to raise hand to speak, *6 to
unmute yourself). Unregistered participants will be called on by the last four digits of their
phone number.
Join from an H.323/SIP room system:
H.323:
144.195.19.161 (US West)
Meeting ID: 912 7483 4890
SIP: 91274834890@zoomcrc.com
After registering, you will receive a confirmation email containing information about
joining the webinar.
Please read the following instructions carefully:
1. You can directly download the teleconference software or connect to the meeting in your
internet browser. If you are using your browser, make sure you are using a current and
up-to-date browser: Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+. Certain
functionality may be disabled in older browsers, including Internet Explorer.
2. You will be asked to enter an email address and a name, followed by an email with
instructions on how to connect to the meeting. Your email address will not be disclosed to
the public. If you wish to make an oral public comment but do not wish to provide your
name, you may enter “Cupertino Resident” or similar designation.
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3. When the Mayor calls for the item on which you wish to speak, click on “raise hand,” or,
if you are calling in, press *9. Speakers will be notified shortly before they are called to
speak.
4. When called, please limit your remarks to the time allotted and the specific agenda topic.
5. Members of the public that wish to share a document must email cityclerk@cupertino.org
prior to the meeting. These documents will be posted to the City’s website after the
meeting.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
CLOSED SESSION REPORT
CEREMONIAL ITEMS
1.Subject: Recognition of March as Youth Art Month
Recommended Action: Present proclamation recognizing March as Youth Art Month
A - Proclamation
2.Subject: Recognition of March as American Red Cross Month
Recommended Action: Present proclamation recognizing March as American Red
Cross Month
A - Proclamation
POSTPONEMENTS AND ORDERS OF THE DAY
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the Council on any matter within
the jurisdiction of the Council and not on the agenda for discussion. The total time for Oral
Communications will ordinarily be limited to one hour. Individual speakers are limited to three (3)
minutes. As necessary, the Chair may further limit the time allowed to individual speakers, or
reschedule remaining comments to the end of the meeting on a first come first heard basis, with priority
given to students. In most cases, State law will prohibit the Council from discussing or making any
decisions with respect to a matter not listed on the agenda. A councilmember may, however, briefly
respond to statements made or questions posed by speakers. A councilmember may also ask a question
for clarification, provide a reference for factual information, request staff to report back concerning a
matter, or request that an item be added to a future City Council agenda in response to public comment.
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CONSENT CALENDAR (Items 3-6)
Items appearing on the Consent Calendar are considered routine City business and may be approved by
one motion. Typical items may include meeting minutes, awards of contracts, the ratification of
accounts payable, and second readings of ordinances. Any member of the Council may request to have
an item removed from the Consent Calendar based on the rules set forth in the City Council Procedures
Manual. Members of the public may provide input on one or more consent calendar items when the
Mayor asks for public comments on the Consent Calendar.
3.Subject: Approval of February 12, 2025 City Council minutes
Recommended Action: Approve the February 12, 2025 City Council minutes
A - Draft Minutes
4.Subject: Approval of February 19, 2025 City Council minutes
Recommended Action: Approve the February 19, 2025 City Council minutes
A - Draft Minutes
5.Subject: Setting a hearing date of June 17, 2025 to declare brush with potential fire
hazard a public nuisance and for objections to proposed removal through the
Cupertino Brush Abatement Program (Wildland-Urban Interface Fire Area); and
adopting a resolution declaring properties as having potential fire hazards from brush
and authorizing removal
Recommended Action: Adopt Resolution No 25-017 declaring properties as having
potential fire hazards from brush; and set a hearing date of June 17, 2025 to declare
brush with potential fire hazard a public nuisance and to hear objections to proposed
removal
Staff Report
A - Draft Resolution
B – Property owner 30’ WUI Letter
C - Property owner 100’ WUI Letter
D – Notice of Violation
6.Subject: Second reading for Zoning Map Amendment to correct zoning for Priority
Housing Site No. 24 in the 6th Cycle Housing Element (Application No.(s): Z-2024-001,
EA-2024-001; Applicant: City of Cupertino; APN: 359 13 019; Location: 20865 McClellan
Road)
Recommended Action: Conduct the second reading and enact Ordinance No. 25-2268:
“AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
CORRECTING THE ZONING OF A PRIORITY HOUSING ELEMENT SITE LOCATED
AT 20865 MCCLELLAN ROAD FROM R-3 TO R-3/TH TO ENSURE CONSISTENCY
WITH THE GENERAL PLAN AND HOUSING ELEMENT”
Staff Report
A - Draft Ordinance
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PUBLIC HEARINGS - None
Effective January 1, 2023, Government Code Section 65103.5 (SB 1214) limits the distribution of
copyrighted material associated with the review of development projects. Members of the public wishing
to view plans that cannot otherwise be distributed under SB 1214 may make an appointment with the
Planning Division to view them at City Hall by sending an email to planning@cupertino.org. Plans
will also be made available digitally during the hearing to consider the proposal.
ACTION CALENDAR
7.Subject: Baker Tilly Budget Format Review and Performance Measures Updates
Recommended Action: Approve recommendations outlined in the recent the Budget
Format Review and Performance Measures Updates report as prepared by Baker Tilly
Staff Report
A - Budget Document Improvements and Performance Measures Final Report
B - Draft Implementation Action Plan
8.Subject: Accept the City Manager’s Mid-Year Financial Report for Fiscal Year 2024-25;
Budget Modification No. 2425-383, increasing appropriations by $4,161,892 and
revenues by $4,115,183.
Recommended Action: 1. Accept the City Manager’s Mid-Year Financial Report for
Fiscal Year 2024-25
2. Adopt Resolution No. 25-018 approving Budget Modification No. 2425-383,
increasing appropriations by $4,161,892 and revenues by $4,115,183.
Staff Report
A - FY 2024-25 Mid-Year Financial Report
B - Draft Resolution
C - Description of Budget Transfers as of December 31, 2024
D - FY 2024-25 Mid-Year Recommended Adjustments
E – Mid-Year Performance Measures & Workload Indicators
F – FY 2024-25 Mid-Year Special Projects Update as of December 31, 2024
G - Competitive and Non-Competitive Citywide Grants Tracking
H - Capital Improvement Program Project Status
9.Subject: Amendments to the Cupertino City Council Procedures Manual (Continued
from February 19, 2025 City Council Meeting)
Recommended Action: Adopt Resolution No. 25-016 amending the Cupertino City
Council Procedures Manual
Supplemental Staff Report
Staff Report from February 19, 2025
A – Redline of Cupertino City Council Procedures Manual
B – Proposed Resolution
STUDY SESSION
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10.Subject: Study Session on updates to the Policies and Guidelines on Sister Cities,
Friendship Cities, and International Delegations pertaining to international travel
Recommended Action: Study Session to consider, discuss and provide direction on
revisions to the Policies and Guidelines on Sister Cities, Friendship Cities, and
International Delegations pertaining to 1) international travel, including the addition of
appropriate prior approvals for travel expenses and staff time away from usual duties
at the City, and other related matters, and 2) staff time focused on supporting
delegation visits to the City from Sister Cities and Friendship Cities
Staff Report
A – 2023 Policies and Guidelines on Sister Cities, Friendship Cities, and International Delegations
ITEMS REMOVED FROM THE CONSENT CALENDAR
CITY MANAGER REPORT
ORAL COMMUNICATIONS - CONTINUED
COUNCILMEMBER REPORTS
11.Subject: Councilmember Reports
A - Councilmember Report, Fruen
B - Councilmember Report, Mohan
C - Councilmember Report, Moore
FUTURE AGENDA ITEMS
ADJOURNMENT
Lobbyist Registration and Reporting Requirements: Individuals who influence or attempt to influence
legislative or administrative action may be required by the City of Cupertino’s lobbying ordinance
(Cupertino Municipal Code Chapter 2.100) to register and report lobbying activity. Persons whose
communications regarding any legislative or administrative are solely limited to appearing at or
submitting testimony for any public meeting held by the City are not required to register as lobbyists.
For more information about the lobbying ordinance, please contact the City Clerk’s Office at 10300
Torre Avenue, Cupertino, CA 95014; telephone (408) 777-3223; email cityclerk@cupertino.org; and
website: www.cupertino.org/lobbyist.
The City of Cupertino has adopted the provisions of Code of Civil Procedure §1094.6; litigation
challenging a final decision of the City Council must be brought within 90 days after a decision is
announced unless a shorter time is required by State or Federal law.
Prior to seeking judicial review of any adjudicatory (quasi-judicial) decision, interested persons must
file a petition for reconsideration within ten calendar days of the date the City Clerk mails notice of the
City’s decision. Reconsideration petitions must comply with the requirements of Cupertino Municipal
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Code §2.08.096. Contact the City Clerk’s office for more information or go to
http://www.cupertino.org/cityclerk for a reconsideration petition form.
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend this
meeting who is visually or hearing impaired or has any disability that needs special assistance should
call the City Clerk's Office at 408-777-3223, at least 48 hours in advance of the meeting to arrange for
assistance. In addition, upon request in advance by a person with a disability, meeting agendas and
writings distributed for the meeting that are public records will be made available in the appropriate
alternative format.
Any writings or documents provided to a majority of the Cupertino City Council after publication of
the packet will be made available for public inspection in the City Clerk’s Office located at City Hall,
10300 Torre Avenue, Cupertino, California 95014, during normal business hours; and in Council
packet archives linked from the agenda/minutes page on the City web site.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal Code section
2.08.100 written communications sent to the City Council, Commissioners or staff concerning a matter
on the agenda are included as supplemental material to the agendized item. These written
communications are accessible to the public through the City website and kept in packet archives. Do
not include any personal or private information in written communications to the City that you do not
wish to make public, as written communications are considered public records and will be made
publicly available on the City website.
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CITY OF CUPERTINO
Agenda Item
25-13628 Agenda Date: 3/4/2025
Agenda #: 1.
Subject:Recognition of March as Youth Art Month
Present proclamation recognizing March as Youth Art Month
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Proclamation
WHEREAS, The City of Cupertino is committed to supporting the arts to
inspire and prepare students for success in the 21st century, and to
help our youth develop as productive, contributing members of a
strong community; and
WHEREAS, Along with the Santa Clara County Office of Education, we share
the vision of ensuring that students have access to a high-quality
arts education that is culturally relevant and inclusive in all forms
as part of a comprehensive education that sparks curiosity,
imagination, creativity, and joy; and
WHEREAS, The month of March is recognized as Youth Arts Month in the
State of California, and is an annual celebration to emphasize the
value of art education for all children while encouraging support
for art programs in schools; and
WHEREAS, Arts-learning strategies and arts integration help teachers to
recognize and build upon critical thinking skills, curiosity,
flexibility, communication, innovation, collaboration, and are traits
required for post-secondary and workplace success; and
WHEREAS, Each March, art education is celebrated in local schools, school
districts, community arts organizations, and larger communities to
increase support, understanding, and interest in art education.
THEREFORE, I, Mayor Liang Chao, and the Cupertino City Council do hereby
proclaim the month of March in the City of Cupertino as
Youth Arts Month
to support, encourage, and advocate for art education in our local classrooms and to
celebrate students’ creativity, inspiration, and joy through artistic expression.
IN WITNESS THEREOF, I have hereunto set my hand and caused the seal of the City of
Cupertino to be affixed this Tuesday, March Fourth, Two Thousand and Twenty-Five.
____________________________
The Honorable Liang Chao
Mayor, City of Cupertino
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CITY OF CUPERTINO
Agenda Item
25-13629 Agenda Date: 3/4/2025
Agenda #: 2.
Subject:Recognition of March as American Red Cross Month
Present proclamation recognizing March as American Red Cross Month
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Proclamation
WHEREAS, In the City of Cupertino, the American Red Cross has a long
history of helping our neighbors in need, as the organization’s
dedication has touched millions of lives each year; and
WHEREAS, March is American Red Cross Month, a special time to honor the
kindness and dedication of Red Cross volunteers and donors who
give their time and resources to help families and members of the
community; and
WHEREAS, The American Red Cross shelters, feeds, and provides support to
victims of disasters; supplies about 40 percent of the nation’s
blood; teaches skills that save lives; provides international
humanitarian aid; and supports military members and their
families; and
WHEREAS, We applaud our heroes here in the City of Cupertino who aid the
American Red Cross as they give themselves to assist their
neighbors when they need a helping hand; and
WHEREAS, The City of Cupertino dedicates the month of March to all those
who give to and support the American Red Cross in its mission to
care for people in need and alleviate human suffering in the face of
emergencies.
THEREFORE, I, Mayor Liang Chao, and the Cupertino City Council do hereby
proclaim the month of March in the City of Cupertino as
American Red Cross Month
and encourage citizens of the City of Cupertino and all Americans to support this
organization and its noble humanitarian mission.
IN WITNESS THEREOF, I have hereunto set my hand and caused the seal of the City of
Cupertino to be affixed this Tuesday, March Fourth, Two Thousand and Twenty-Five.
____________________________
The Honorable Liang Chao
Mayor, City of Cupertino
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CITY OF CUPERTINO
Agenda Item
25-13722 Agenda Date: 3/4/2025
Agenda #: 3.
Subject: Approval of February 12, 2025 City Council minutes
Approve the February 12, 2025 City Council minutes
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DRAFT MINUTES
CUPERTINO CITY COUNCIL
Wednesday, February 12, 2025
SPECIAL MEETING
At 6:03 p.m., Mayor Liang Chao called the Special City Council Meeting to order in City Hall
Conference Room C, 10300 Torre Avenue, Cupertino, CA 95014 and via teleconference location
pursuant to Government Code section 54953(b)(2); Newark Airport, Terminal C, Departures, 3
Brewster Road, Newark Airport, NJ, 07114.
ROLL CALL
Present: Mayor Liang Chao, Vice Mayor Kitty Moore, and Councilmembers J.R. Fruen, Sheila
Mohan, and Ray Wang (participated remotely). Absent: None.
In open session prior to closed session, Mayor Chao opened the public comment period
regarding the items on the agenda. No members of the public requested to speak and Mayor
Chao closed the public comment period.
CLOSED SESSION
1. Subject: Public Employee Employment (Gov’t Code 54957(b)(1)); Title: City Attorney
Recruitment
Council conducted the closed session regarding the City Attorney Recruitment.
OPEN SESSION REPORT REGARDING CLOSED SESSION - None
ADJOURNMENT
At 9:55 p.m., Mayor Chao adjourned the Special City Council Meeting.
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City Council Minutes February 12, 2025
Minutes prepared by:
_________________________
Kirsten Squarcia, City Clerk
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CITY OF CUPERTINO
Agenda Item
24-13585 Agenda Date: 3/4/2025
Agenda #: 4.
Subject: Approval of February 19, 2025 City Council minutes
Approve the February 19, 2025 City Council minutes
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DRAFT MINUTES
CUPERTINO CITY COUNCIL
Wednesday, February 19, 2025
SPECIAL MEETING
At 6:45 p.m., Vice Mayor Kitty Moore called the Special City Council Meeting to order and led
the Pledge of Allegiance in the Cupertino Community Hall Council Chamber, 10350 Torre
Avenue and via teleconference; and teleconference location pursuant to Government Code
section 54953(b)(2); Leeela Gurgagon National Highway 8, Ambience Island, DLF Phase 3, Sector
24, Gurugram, Haryana 122002, India.
ROLL CALL
Present: Mayor Liang Chao (participated remotely), Vice Mayor Kitty Moore, and
Councilmembers J.R. Fruen, Sheila Mohan, and Ray Wang (participated remotely). Absent:
None.
CLOSED SESSION REPORT
City Attorney Chris Jensen reported on the closed session held on February 12, 2025. City
Attorney Jensen reported that the Council met to consider the appointment of an interim city
attorney. Some results from that closed session will be presented in the agenda under Item 12.
There was one reportable action: the Council appointed a subcommittee consisting of Vice Mayor
Moore and Councilmember Fruen to negotiate a contract for the Interim City Attorney. The
motion was approved by a 3-2 vote, with Fruen and Mohan voting no.
CEREMONIAL ITEMS
1. Subject: Recognition of The Independent Order of Odd Fellows Cupertino Lodge No.
70 (Cupertino Odd Fellows)
Recommended Action: Present proclamation to The Independent Order of Odd
Fellows Cupertino Lodge No. 70 (Cupertino Odd Fellows) for its contributions to the
community
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Tom Blackburn, Cupertino Odd Fellows Lodge No. 70 Secretary, made comments and
received the proclamation.
Vice Mayor Moore presented the proclamation to The Independent Order of Odd
Fellows Cupertino Lodge No. 70 (Cupertino Odd Fellows) for its contributions to the
community.
PRESENTATIONS
2. Subject: Presentation on Mayor's Initiative(s) regarding Resolution No. 07-103, to be
announced at the February 26, 2025 State of the City Address
Recommended Action: Receive presentation on Mayor's Initiative(s) regarding
Resolution No. 07-103, to be announced at the February 26, 2025 State of the City
Address
Mayor Chao gave a presentation on Mayor's Initiative(s) regarding Resolution No.
07-103, to be announced at the February 26, 2025 State of the City Address.
POSTPONEMENTS AND ORDERS OF THE DAY – None
ORAL COMMUNICATIONS
Written communications for this item included emails forwarded by Councilmembers.
The following members of the public spoke:
Jennifer Griffin discussed a Santa Clara County affordable teacher housing project.
Avani Bheemaiah, Avni, Akshita, Raghav, Pragne, and Kelly, representing Project Unlocked for
Future Business Leaders of America (FBLA), discussed their survey findings of Cupertino
business owners regarding the City’s regulatory environment.
Planning Commissioner Muni Madhdhipatla (representing self) discussed a homeless
encampment at De Anza Boulevard and McClellan Road.
Planning Commissioner San R (representing self) discussed Council approvals for fiscal
planning, roadway projects, and resident consideration.
Venkat Ranganathan discussed a proposed housing project on Wolfe Road.
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Rhoda Fry discussed the Emergency Manager position vacancy, City spending and revenues,
and a project for consideration by the Administrative Hearing Committee.
CONSENT CALENDAR (Items 3-8)
Vice Mayor Moore opened the public comment period and, seeing no one, closed the public
comment period.
MOTION: Fruen moved and Mohan seconded to adopt the Consent Calendar as presented. The
motion passed with the following vote: Ayes: Chao, Moore, Fruen, Mohan , and Wang. Noes:
None. Abstain: None. Absent: None.
3. Subject: Approval of January 27, 2025 City Council minutes
Recommended Action: Approve the January 27, 2025 City Council minutes
4. Subject: Approval of January 28, 2025 City Council minutes
Recommended Action: Approve the January 28, 2025 City Council minutes
5. Subject: Approval of February 3, 2025 City Council minutes
Recommended Action: Approve the February 3, 2025 City Council minutes
6. Subject: Approval of February 4, 2025 City Council minutes
Recommended Action: Approve the February 4, 2025 City Council minutes
7. Subject: Ratifying Accounts Payable for the periods ending January 3, 2025; January 17,
2025; and January 31, 2025
Recommended Action: A. Adopt Resolution No. 25-011 ratifying Accounts Payable for
the Period ending January 3, 2025;
B. Adopt Resolution No. 25-012 ratifying Accounts Payable for the Period ending
January 17, 2025; and
C. Adopt Resolution No. 25-013 ratifying Accounts Payable for the Period ending
January 31, 2025
Written communications for this item included a supplemental report with staff
responses to councilmember questions and emails to the Council.
8. Subject: Acceptance of Federal Highway Administration grant, and award of design
professional services agreement to Biggs Cardosa Associates, Inc. for a total
not-to-exceed contract amount of $625,000 for the Stevens Creek Bridge Repair Project.
Recommended Action: 1. Adopt Resolution No. 25-014 accepting $688,000 in Federal
grants from the Federal Highway Administration's Highway Bridge Program for the
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Stevens Creek Bridge Repair Project.
2. Adopt Resolution No. 25-015 approving budget modification #2425-381, approving an
increase of Federal grant revenue estimates of $688,000 and an appropriation of
$688,000 in the Capital Improvement Program Fund (420-99-267).
3. Authorize the City Manager to award a design professional services agreement with
Biggs Cardosa Associates, Inc. in the total not-to-exceed contract amount of $625,000 for
the Stevens Creek Bridge Repair Project.
Written communications for this item included a supplemental report with staff
responses to councilmember questions and emails to the Council.
PUBLIC HEARINGS
9. Subject: Zoning Map Amendment to correct zoning for Priority Housing Site No. 24 in
the 6th Cycle Housing Element (Application No.(s): Z-2024-001, EA-2024-001; Applicant:
City of Cupertino; APN: 359 13 019; Location: 20865 McClellan Road)
Recommended Action: That the City Council introduce and conduct the first reading of
Ordinance No. 25-2268 titled “An Ordinance of the City Council of the City of Cupertino
Correcting the Zoning of a Priority Housing Element Site Located at 20865 McClellan
Road From R-3 to R-3/TH to Ensure Consistency with the General Plan And Housing
Element” by title only.
Written communications for this item included a supplemental report with staff
responses to councilmember questions, staff presentation, and emails to the Council.
Assistant Director of Community Development Luke Connolly gave a presentation.
Councilmembers asked questions and made comments.
Vice Mayor Moore opened the public hearing and the following people spoke.
Ken Bell
Daniel Ying
Yvonne Thorstenson
Jennifer Griffin
Rhoda Fry
Vice Mayor Moore closed the public hearing.
MOTION: Wang moved and Mohan seconded to introduce and conduct the first reading
of Ordinance No. 25-2268 titled, “An Ordinance of the City Council of the City of
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Cupertino Correcting the Zoning of a Priority Housing Element Site Located at 20865
McClellan Road From R-3 to R-3/TH to Ensure Consistency with the General Plan And
Housing Element” by title only. The motion passed with the following vote: Ayes: Chao,
Moore, Fruen, and Mohan. Noes: Wang. Abstain: None. Absent: None.
At 8:32 p.m., Vice Mayor Moore recessed the meeting. The meeting reconvened at 8:37 p.m. with
Councilmember Wang absent.
ACTION CALENDAR
10. Subject: Tyler New World Enterprise Resource Planning (ERP) replacement (Continued
from February 4, 2025 City Council meeting)
Recommended Action: Adopt Resolution No. 25-007 approving Budget Modification
No. 2425-380 increasing appropriations in the amount of $3,744,526 in the General Fund
Applications Budget unit (100-32-308 750-237) for the Tyler New World Enterprise
Resource Planning (ERP) replacement
Written communications for this item included a supplemental report with staff
responses to councilmember questions and emails to the Council.
Chief Technology Officer Teri Gerhardt reviewed the staff report.
Councilmembers asked questions and made comments.
At 8:53 p.m., Vice Mayor Moore recessed the meeting. The meeting reconvened at 9:03 p.m. with
all Councilmembers present.
Vice Mayor Moore opened the public comment period and the following people spoke.
San R
Tracy K
Vice Mayor Moore closed the public comment period.
MOTION: Wang moved and Chao seconded to adopt Resolution No. 25-007 approving
Budget Modification No. 2425-380 increasing appropriations in the amount of $3,744,526
in the General Fund Applications Budget unit (100-32-308 750-237) for the Tyler New
World Enterprise Resource Planning (ERP) replacement.
FRIENDLY AMENDMENT: Wang made a friendly amendment to move forward with the
Request for Proposal (RFP), but not appropriate the budget and use the Technology,
Information, and Communications Commission (TICC) as needed for additional input.
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(Chao accepted the friendly amendment).
The Council did not vote on this motion.
SUBSTITUTE MOTION: Fruen moved and Mohan seconded the staff recommendation to
adopt Resolution No. 25-007 approving Budget Modification No. 2425-380 increasing
appropriations in the amount of $3,744,526 in the General Fund Applications Budget unit
(100-32-308 750-237) for the Tyler New World Enterprise Resource Planning (ERP)
replacement. The Council did not vote on this motion.
SECOND SUBSTITUTE MOTION: Chao moved and Wang seconded the staff
recommendation as amended to adopt Resolution No. 25-007 approving Budget
Modification No. 2425-380 increasing appropriations in the amount of $3,744,526 in the
General Fund Applications Budget unit (100-32-308 750-237) for the Tyler New World
Enterprise Resource Planning (ERP) replacement with an amendment for an amount of
$2.5 million dollars for the budget modification.
FRIENDLY AMENDMENT: Fruen made a friendly amendment to include check-ins for
Council approval of the final contract and any additional funding (Chao and Wang
accepted the friendly amendment).
MODIFICATION: Chao modified the second substitute motion with a potential to
increase to $3,744,526 with justification from the RFP that it's clear that there is willingness
to need a higher amount (Wang accepted the friendly amendment).
The amended and modified second substitute motion passed with the following vote:
Ayes: Chao, Moore, Fruen, and Wang. Noes: Mohan. Abstain: None. Absent: None.
MOTION: Moore moved and Fruen seconded to extend the meeting to hear agenda Item 12. The
motion passed with the following vote: Ayes: Chao, Moore, Mohan, Fruen, and Wang. Noes:
None. Abstain: None. Absent: None.
12. Subject: Appointment of Floy Andrews as City Attorney and approval of contract for
City Attorney legal services with Aleshire & Wynder, LLP
Recommended Action: Appointment of Floy Andrews as City Attorney and approval
of contract for City Attorney legal services with Aleshire & Wynder, LLP
Written communications for this item included a presentation submitted by Aleshire &
Wynder.
Vice Mayor Moore introduced the item.
Councilmembers asked questions and made comments.
Vice Mayor Moore opened the public comment period and, seeing no one, closed the
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City Council Minutes February 19, 2025
Page 7
public comment period.
MOTION: Fruen moved and Moore seconded to appoint Floy Andrews as City Attorney
and approve the contract for City Attorney legal services with Aleshire & Wynder, LLP.
The motion passed with the following vote: Ayes: Chao, Moore, Fruen, and Mohan Wang.
Noes: None. Abstain: None. Absent: None.
MOTION: Chao moved and Wang seconded to extend the meeting to hear Item 11 in its entirety.
The motion failed with the following vote: Ayes: Chao and Wang. Noes: Fruen, Mohan, and
Moore. Abstain: None. Absent: None.
ADJOURNMENT
At 10:45 p.m. Vice Mayor Moore adjourned the Special City Council meeting. There was no
Council discussion on the remaining agenda items.
11. Subject: Amendments to the Cupertino City Council Procedures Manual
Recommended Action: Adopt Resolution No. 25-016 amending the Cupertino City
Council Procedures Manual
Written communications for this item included a staff presentation , Councilmember
Mohan’s comments on Council Procedures Manual revisions, and emails to the Council.
This item was continued to the March 4, 2025 City Council Meeting per rule.
ITEMS REMOVED FROM THE CONSENT CALENDAR – None
CITY MANAGER REPORT
The Council did not hear this item.
ORAL COMMUNICATIONS – CONTINUED – None
COUNCILMEMBER REPORTS
13. Subject: Councilmember Reports
Councilmembers reported on their various committees and events as provided in the
published agenda.
FUTURE AGENDA ITEMS
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City Council Minutes February 19, 2025
Page 8
The Council did not hear this item.
Minutes prepared by:
_________________________
Kirsten Squarcia, City Clerk
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CITY OF CUPERTINO
Agenda Item
25-13692 Agenda Date: 3/4/2025
Agenda #: 5.
Subject:Setting a hearing date of June 17, 2025 to declare brush with potential fire hazard a public nuisance
and for objections to proposed removal through the Cupertino Brush Abatement Program (Wildland-Urban
Interface Fire Area); and adopting a resolution declaring properties as having potential fire hazards from
brush and authorizing removal
Adopt Resolution No 25-017 declaring properties as having potential fire hazards from brush; and set a
hearing date of June 17, 2025 to declare brush with potential fire hazard a public nuisance and to hear
objections to proposed removal
CITY OF CUPERTINO Printed on 2/26/2025Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: March 4, 2025
Subject
Consider setting a hearing date of June 17, 2025 to declare brush with potential fire hazard
a public nuisance and for objections to proposed removal through the Cupertino Brush
Abatement Program (Wildland-Urban Interface Fire Area); and consider adopting a
resolution declaring properties as having potential fire hazards from brush and
authorizing removal.
Recommended Action
Adopt Resolution No 25-___ declaring properties as having potential fire hazards from
brush; and set a hearing date of June 17, 2025 to declare brush with potential fire hazard
a public nuisance and to hear objections to proposed removal.
Reasons for Recommendation
The Cupertino Brush Abatement Program is a separate program from the County Weed
Abatement Program that works to protect the City from wildfire risk by reducing
potential fuel, such as brush, for hillside areas. This program is managed by the Santa
Clara County Fire Department. Cupertino Municipal Code Section 16.40.200 requires
property owners in the locally adopted Wildland-Urban Interface Fire Area (WUI) to
maintain effective defensible space by removing brush, flammable vegetation and
combustible growth when required by the fire code official due to steepness of terrain or
other conditions. All properties in the WUI area are subject to the requirements of the
Brush Abatement Program. The Program authorizes the County to remove the brush if
the property owner does not and to recover the cost of abatement.
Each year, homeowners are reminded that they must remove brush and vegetation from
around their home to comply with the minimum fire safe regulations. On February 14,
2025, County Fire mailed a letter notifying property owners in designated fire hazard
severity zones (Attachments B-C).
Fire crews begin conducting property inspections in early April of each year. Properties
that are found to be out of compliance with the enforced safety regulations are issued a
notice of violation requesting corrections (Attachment D). All properties must comply
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2
before June 1. After June 1, non-compliant properties are referred for mandatory
abatement by an assigned County contractor. The costs associated with the abatement
work for that parcel are placed on the homeowner’s property tax bill.
To proceed with the annual brush abatement process, staff recommends adopting the
draft resolution declaring properties as having potential fire hazards from brush; and
setting a hearing date of June 17, 2025 to declare brush with potential fire hazard a public
nuisance and to hear objections to proposed removal (Attachment A). If the resolution is
not adopted, the County Fire will be unable to authorize abatement work performed by a
contractor on properties that are not in compliance with the vegetation clearance
requirements.
Sustainability Impact
There are no sustainability impacts.
Fiscal Impact
There are no fiscal impacts at this step in the process. Any costs associated with the
program are charged to property owners, as determined at the lien assessment hearing on
June 17. The City Council holds the hearing, considers any disputes, and adopts a
resolution placing a lien assessment on the properties to allow the County to recover the
cost of weed and/or brush abatement.
California Environmental Quality Act
Weed abatement activities are exempt from the California Environmental Quality Act
(CEQA) under CEQA Guidelines section 15304 (minor alteration to land).
_____________________________________
Prepared by: Kirsten Squarcia, City Clerk
Reviewed by: Pamela Wu, City Manager
Attachments:
A - Draft Resolution
B – Property owner 30’ WUI Letter
C - Property owner 100’ WUI Letter
D – Notice of Violation
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RESOLUTION NO. 25-___
A RESOLUTION OF THE CUPERTINO CITY COUNCIL
DECLARING PROPERTIES AS HAVING POTENTIAL FIRE HAZARDS
FROM BRUSH AND SETTING A PUBLIC HEARING TO DECLARE A
PUBLIC NUISANCE AND FOR OBJECTIONS TO PROPOSED REMOVAL
WHEREAS, brush is growing in the City of Cupertino upon certain streets,
sidewalks, highways, roads and private property; and
WHEREAS, said brush may attain such growth as to become a fire menace
or which are otherwise noxious or dangerous; and
WHEREAS, said brush appears to be a public nuisance;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
Cupertino does hereby declare:
1. That said brush does now appear to be a public nuisance and potential
fire hazard;
2. That said condition and potential fire hazard exists upon all of the
streets, sidewalks, highways, roads, and private property more
particularly described by common names or by reference to the tract,
block, lot, code area, and parcel number on the report to be provided by
the Santa Clara County Fire Department;
3. That the 17th day of June, 2025, at the hour of 6:45 p.m., or as soon
thereafter as the matter can be heard, in the Council Chamber in the
Community Hall, City of Cupertino and via teleconference, with details
on how to attend the meeting appearing on the City Council agenda for
that date, are hereby set as the time and place to determine whether the
condition is a public nuisance and where all property owners having
any objections to the proposed removal of such brush may be heard;
4. That the Santa Clara County Fire Marshal is hereby designated and
ordered as the person to give notice of the adoption of this resolution in
the manner and form provided in Section 16.40.200 of the Cupertino
Municipal Code.
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Resolution No. 25-
Page 2
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 4th day of March, 2025, by the following vote:
Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
SIGNED:
________
Liang Chao, Mayor
City of Cupertino
________________________
Date
ATTEST:
________
Kirsten Squarcia, City Clerk
________________________
Date
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A.Create 30 feet of defensible space around your home. To accomplish this, you must clear flammable
vegetation a minimum of 30 feet around structures.
B.Remove pine needles, leaves, and other dead vegetation from roofs, eaves and rain gutters.
C.Trim tree limbs 10 feet from chimneys and stove pipes; remove dead limbs that hang over rooftops.
D. Remove all non-fire-resistive vegetation a minimum of 10 feet on each side of a fire apparatus
access road or driveway.
E.Cover chimney outlets or flues with a 1/2” mesh spark arrester.
F. Post a clearly visible house address, using at least 4” high numbers, for easy identification. For homes
located more than 50 feet from the street, post address numbers at the driveway entrance.
Additional Safety Recommendations
•Create and maintain a 5-foot noncombustible zone around all structures, including decks.
•Clear 10 feet around and 15 feet above fuels (e.g., woodpiles, lumber, and scrap). Move woodpiles
as far away as possible from all structures.
•Clear vegetation and other combustible material from underneath decks. Enclose elevated decks
with fire-resistive materials.
•Trees 18 feet or taller should be limbed up 6 feet from the ground. Provide additional vertical
clearance when trees have vegetation beneath them.
February 14, 2025
RE: <<Property Address>> / APN: <<APN>>
Dear Property Owner,
National Wildfire Community Preparedness Day will take place on Saturday, May 3rd. Take action
to protect your home and community against the threat of wildfire by attending one
of several upcoming community wildfire preparedness workshops, see QR code below under
the Resources and Information section.
As a property owner in a designated Fire Hazard Severity Zone of the Wildland Urban
Interface, you must comply with the minimum fire-safe regulations. Self-inspections are
a key component in achieving fire resilience for residents and the community. Included in
this letter is a property self-inspection card. Please complete this card and return by mail or
online using the provided QR code below under Option 1.
Your property is in a High/Moderate Fire Hazard Severity Zone of the Wildland Urban
Interface Area and requires 30 feet of defensible space from all structures. Defensible space is the
necessary buffer created around a structure when combustible vegetation is removed or reduced.
The enforced safety regulations for your property include:
Enforced Safety Regulations (Items A - F)
SANTA CLARA COUNTY FIRE DEPARTMENT
ATTN: FIRE PREVENTION DIVISION
1315 DELL AVENUE
CAMPBELL, CA 95008-6609
<<Owner Name>>
<<Owner Address>>
<<Owner City>>, <<Owner State>> <<Owner ZIP Code>>
<<Endorsement Line>>
<<Owner Name>>
<<Owner Address>>
<<Owner City>>, <<Owner State>> <<Owner ZIP Code>>
FFFFFFFFFFFFFFFFFFFF
PLACE
STAMP
HERE
CUPERTINO 30'
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Owner Responsibilities:
1.Please ensure that your property satisfies the listed requirements. You have the option to complete
the required work yourself or hire a contractor. For information about vegetation abatement services,
visit WeedAbatement.SCCgov.org or call 408.282.3145.
2.Please either complete and return the attached property self-inspection card OR scan the QR Code
below (under Option 1) to report the current status of your property before April 1, 2025.
Inspection Schedule:
On April 1, 2025, SCCFD will begin conducting property inspections. Property owners not in
compliance will be notified of what work needs to be completed to comply with the Enforced Safety
Regulations.
Fourteen (14) days after the initial and subsequent inspections, we will conduct a re-inspection of the
properties that were out of compliance. If your property fails to comply with Items A, B, C, or D of the
Enforced Safety Regulations specified above, before June 1, 2025, the compliance work will be completed
by the City of Cupertino's authorized contractor, and the charges for this service will appear on your
next property tax bill.
If you would like to request a courtesy inspection, appointments will be available April 1st through April
15th. To schedule a courtesy property inspection provided by SCCFD or for more information, please
contact the Fire Prevention Division at prevention@sccfd.org or call 408.341.4420.
Sincerely,
Hector R. Estrada, Deputy Chief
Fire Prevention Division
Choose ONE:
1. Scan the QR code below with a smartphone camera to submit your response online OR
2. Complete and mail the attached information card below.
Evacuation Zone ID:
Private Access Key:Or Online: qrs.ly/syej73x
<<ZoneID>>
<<AccessKey>>
Option 1 - Respond Online
I have received the annual Wildland Urban Interface (WUI) Enforced Safety Regulations letter related to
flammable vegetation abatement. The current status of my property is as follows (choose one):
□I have inspected my property for flammable vegetation clearance and believe it complies with the Enforced
Safety Regulations. I understand that an inspection of my property may be conducted to verify compliance.
□I will remove flammable vegetation around all structures on my property in accordance with the Enforced Safety
Regulations by the required time-frame. I understand that if the required work is not completed, the authorized
contractor will complete the work and the charges will appear on my next property tax bill.
□I am no longer the owner of this property.
□There are no structures on this property.
Name (print clearly): ____________________________________________________ Date: _________________
Phone: (______)____________________ Email: __________________________________________________
Property Address: <<Property Address>>
Option 2 - Respond by Mail
Resources and Information
California Department of Insurance: www.insurance.ca.gov • 800.927.4357
Provides information about all types of insurance, including insurance coverage and limits for high fire risk areas
Santa Clara County FireSafe Council: www.SCCFireSafe.org • 408.975.9591
Protects and educates communities at risk from wildfire through fuel reduction programs, outreach and community planning efforts
Santa Clara County Weed Abatement Program: WeedAbatement.SCCgov.org • 408.282.3145
Provides community education and hazard abatement services to protect communities from fire hazards
AlertSCC.org Genasys Protect: Know Your Zone
Visit: protect.genasys.com to view/verify your Evacuation ZONE#
Wildfire Preparedness
Workshops & Chipping
Program Information
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A.Create 100 feet of defensible space around your home. To accomplish this, you must clear
flammable vegetation a minimum of 30 feet around structures. Additionally, create a reduced fuel
zone for the remaining 70 feet (or to the property line).
B.Remove pine needles, leaves, and other dead vegetation from roofs, eaves and rain gutters.
C.Trim tree limbs 10 feet from chimneys and stove pipes; remove dead limbs that hang over rooftops.
D. Remove all non-fire-resistive vegetation a minimum of 10 feet on each side of a fire apparatus
access road or driveway.
E.Cover chimney outlets or flues with a 1/2” mesh spark arrester.
F.Post a clearly visible house address, using at least 4” high numbers, for easy identification. For
homes located more than 50 feet from the street, post address numbers at the driveway entrance.
Additional Safety Recommendations
•Create and maintain a 5-foot noncombustible zone around all structures, including decks.
•Clear 10 feet around and 15 feet above fuels (e.g., woodpiles, lumber, and scrap). Move woodpiles
as far away as possible from all structures.
•Clear vegetation and other combustible material from underneath decks. Enclose elevated decks
with fire-resistive materials.
•Trees 18 feet or taller should be limbed up 6 feet from the ground. Provide additional vertical
clearance when trees have vegetation beneath them.
February 14, 2025
RE: <<Property Address>> / APN: <<APN>>
Dear Property Owner,
National Wildfire Community Preparedness Day will take place on Saturday, May 3rd. Take action to
protect your home and community against the threat of wildfire by attending one of several upcoming
community wildfire preparedness workshops, see QR code below under the Resources and Information
section.
As a property owner in a designated Fire Hazard Severity Zone of the Wildland Urban Interface, you must
comply with the minimum fire-safe regulations. Self-inspections are a key component in achieving
fire resilience for residents and the community. Included in this letter is a property self-inspection card.
Please complete this card and return by mail or online using the provided QR code below under Option 1.
Your property is in a Very High Fire Hazard Severity Zone of the Wildland Urban Interface Area and
requires 100 feet of defensible space from all structures. Defensible space is the necessary buffer created around
a structure when combustible vegetation is removed or reduced. The enforced safety regulations for your
property include:
Enforced Safety Regulations (Items A - F)
SANTA CLARA COUNTY FIRE DEPARTMENT
ATTN: FIRE PREVENTION DIVISION
1315 DELL AVENUE
CAMPBELL, CA 95008-6609
<<Owner Name>>
<<Owner Address>>
<<Owner City>>, <<Owner State>> <<Owner ZIP Code>>
<<Endorsement Line>>
<<Owner Name>>
<<Owner Address>>
<<Owner City>>, <<Owner State>> <<Owner ZIP Code>>
FFFFFFFFFFFFFFFFFFFF
PLACE
STAMP
HERE
CUPERTINO 100'
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Owner Responsibilities:
1.Please ensure that your property satisfies the listed requirements. You have the option to complete
the required work yourself or hire a contractor. For information about vegetation abatement services,
visit WeedAbatement.SCCgov.org or call 408.282.3145.
2.Please either complete and return the attached property self-inspection card OR scan the QR Code
below (under Option 1) to report the current status of your property before April 1, 2025.
Inspection Schedule:
On April 1, 2025, SCCFD will begin conducting property inspections. Property owners not in
compliance will be notified of what work needs to be completed to comply with the Enforced Safety
Regulations.
Fourteen (14) days after the initial and subsequent inspections, we will conduct a re-inspection of the
properties that were out of compliance. If your property fails to comply with Items A, B, C, or D of the
Enforced Safety Regulations specified above, before June 1, 2025, the compliance work will be
completed by the City of Cupertino’s authorized contractor, and the charges for this service will appear
on your next property tax bill.
If you would like to request a courtesy inspection, appointments will be available April 1st through
April 15th. To schedule a courtesy property inspection provided by SCCFD or for more information,
please contact the Fire Prevention Division at prevention@sccfd.org or call 408.341.4420.
Sincerely,
Hector R. Estrada, Deputy Chief
Fire Prevention Division
Choose ONE:
1. Scan the QR code below with a smartphone camera to submit your response online OR
2. Complete and mail the attached information card below.
Evacuation Zone ID:
Private Access Key:Or Online: qrs.ly/syej73x
<<ZoneID>>
<<AccessKey>>
Option 1 - Respond Online
I have received the annual Wildland Urban Interface (WUI) Enforced Safety Regulations letter related to
flammable vegetation abatement. The current status of my property is as follows (choose one):
□I have inspected my property for flammable vegetation clearance and believe it complies with the Enforced
Safety Regulations. I understand that an inspection of my property may be conducted to verify compliance.
□I will remove flammable vegetation around all structures on my property in accordance with the Enforced Safety
Regulations by the required time-frame. I understand that if the required work is not completed, the authorized
contractor will complete the work and the charges will appear on my next property tax bill.
□I am no longer the owner of this property.
□There are no structures on this property.
Name (print clearly): ____________________________________________________ Date: _________________
Phone: (______)____________________ Email: __________________________________________________
Property Address: <<Property Address>>
Option 2 - Respond by Mail
Resources and Information
California Department of Insurance: www.insurance.ca.gov • 800.927.4357
Provides information about all types of insurance, including insurance coverage and limits for high fire risk areas
Santa Clara County FireSafe Council: www.SCCFireSafe.org • 408.975.9591
Protects and educates communities at risk from wildfire through fuel reduction programs, outreach and community planning efforts
Santa Clara County Weed Abatement Program: WeedAbatement.SCCgov.org • 408.282.3145
Provides community education and hazard abatement services to protect communities from fire hazards
Genasys Protect: Know Your Zone
Visit protect.genasys.com to view/verify your Evacuation ZONE#
Wildfire Preparedness
Workshops & Chipping
Program Information AlertSCC.org
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<<Date>>
<<Owner Name>>
<<Owner Address>>
<<Owner City>>, <<Owner State>> <<Owner ZIP
Code>> Re: <<APN>> / <<Property Address>>
Dear Property Owner,
Collaborative efforts are key to building fire resilient communities. As a property
owner in a designated Fire Hazard Severity Zone of the Wildland Urban
Interface (WUI), you play a vital role in keeping both your property and
neighborhood safe by complying with the minimum fire safe regulations.
Your property was recently inspected by the Santa Clara County Fire Department on
<<Inspection date>>. At that time, the following items were identified to bring
your property into compliance with the enforced Wildland Fire Safety
Regulations. The noted corrections are listed below:
<<Violations>> <<Inspector comments>>
Please ensure that your property satisfies the requirements above, then call or
email the Fire Prevention Division of the Santa Clara County Fire Department at
408.341.4420 or prevention@sccfd.org to schedule a re-inspection. If your
property re-inspection is not scheduled within fourteen (14) days after your
initial failed inspection, the Santa Clara County Fire Department will conduct an
independent re-inspection of your property to determine compliance status.
You have the option to complete the required work yourself or hire your own
contractor. For information about brush and weed abatement services, call
408.282.3145 or visit WeedAbatement.SCCgov.org.
All property’s compliance must be verified through reinspection no later than June 1 st,
2025. Properties identified by the Fire Department as being non-compliant with the
Wildland Fire Safety Regulations will be referred to your city/town for mandatory
abatement. The local authority will make a declaration identifying properties with
hazardous conditions and may hold a public hearing. At that time, if your property has
been identified as non-compliant, you will be notified.
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CITY OF CUPERTINO
Agenda Item
25-13779 Agenda Date: 3/4/2025
Agenda #: 6.
Subject: Second reading for Zoning Map Amendment to correct zoning for Priority Housing Site No.
24 in the 6
th Cycle Housing Element (Application No.(s): Z-2024-001, EA-2024-001; Applicant: City of
Cupertino; APN: 359 13 019; Location: 20865 McClellan Road)
Conduct the second reading and enact Ordinance No. 25-2268: “AN ORDINANCE OF THE CITY
COUNCIL OF THE CITY OF CUPERTINO CORRECTING THE ZONING OF A PRIORITY
HOUSING ELEMENT SITE LOCATED AT 20865 MCCLELLAN ROAD FROM R-3 TO R-3/TH TO
ENSURE CONSISTENCY WITH THE GENERAL PLAN AND HOUSING ELEMENT”
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CITY COUNCIL STAFF REPORT
Meeting: March 4, 2025
Subject
Second reading for Zoning Map Amendment to correct zoning for Priority Housing
Site No. 24 in the 6th Cycle Housing Element (Application No.(s): Z-2024-001, EA-2024-
001; Applicant: City of Cupertino; APN: 359 13 019; Location: 20865 McClellan Road)
Recommended Action
Conduct the second reading and enact Ordinance No. 25-XXXX: “AN ORDINANCE
OF THE CITY COUNCIL OF THE CITY OF CUPERTINO CORRECTING THE
ZONING OF A PRIORITY HOUSING ELEMENT SITE LOCATED AT 20865
MCCLELLAN ROAD FROM R-3 TO R-3/TH TO ENSURE CONSISTENCY WITH
THE GENERAL PLAN ANDHOUSING ELEMENT”
Reasons for Recommendation
During a special City Council Meeting held on February 19, 2025, Staff presented text
from the City’s General Plan, Housing Element and Municipal Code to support
correction of the zoning designation of Priority Housing Element Site no. 24. City
Council conducted the first reading for Ordinance No. 25-XXXX on a 4-1 vote (No:
Wang).
If Council approves these changes today, the proposed ordinance will take effect
after thirty (30) days on April 3, 2025.
Sustainability Impact
None.
Fiscal Impact
None.
City Work Program (CWP) Item
Housing Element Update.
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CWP Item Description
Update Housing Element and complete rezoning. General Plan updates and EIR by
December 2023.
Council Goal
Housing
California Environmental Quality Act (CEQA)
Due to a settlement agreement the City entered into to settle a lawsuit related to the
Housing Element, any actions that the City takes to adopt a compliant housing element,
including rezoning actions to implement the Housing Element, are exempt from the
California Environmental Quality Act (CEQA) pursuant to Government Code Section
65759 et seq. Additionally, since there is no increase to the permitted density on the site
with this rezoning action, there are no environmental impacts anticipated pursuant to
Government Code section 15061(b)(3).
Prepared by: Piu Ghosh, Planning Manager
Luke Connolly, Assistant Director of Community Development
Reviewed by: Benjamin Fu, Community Development Director
Approved for Submission by: Pamela Wu, City Manager
Attachments:
A – Draft Ordinance No. 24-2254
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ORDINANCE NO. 25 –
AN ORDINANCE OF THE CITY COUNCIL
OF THE CITY OF CUPERTINO CORRECTING THE ZONING OF A
PRIORITY HOUSING ELEMENT SITE LOCATED AT 20865 MCCLELLAN
ROAD FROM R-3 TO R-3/TH TO ENSURE CONSISTENCY WITH THE
GENERAL PLAN ANDHOUSING ELEMENT
SECTION I: PROJECT DESCRIPTION
Application No: Z-2024-001
Applicant: City of Cupertino
Location: 359 13 019 (20865 McClellan Rd)
SECTION II: RECITALS
WHEREAS, state law requires the City to prepare and adopt an updated Housing
Element every eight years to accommodate its fair share of housing and identify housing
needs, resources and opportunities;
WHEREAS, pursuant to State Housing Law, the City prepared and presented a draft 6 th
Cycle Housing Element to the California Department of Housing and Community
Development (HCD) on March 28, 2024,
WHEREAS, HCD informed the City in a letter dated April 10, 2024 that the proposed
Draft Housing Element is conditionally certified, pending rezoning of the Priority
Housing Sites, and any associated rezoning required, to accommodate the City’s Regional
Housing Needs Allocation (RHNA); and
WHEREAS, pursuant to State Housing Law, the City Council adopted the City’s 6th Cycle
Housing Element on May 14, 2024 with Resolution 24-039; and
WHEREAS, the Zoning map and Municipal Code were both amended on July 2, 2024,
with a second reading on July 16, 2024 to rezone the Priority Housing Element sites to be
consistent with the City's General Plan land use map; and
WHEREAS, the City has received a letter dated September 4, 2024 that the adopted
Housing Element is certified by the Department of Housing and Community
Development;
WHEREAS, the site located at 20865 McClellan Road was part of the rezoning completed
to achieve Housing Element compliance and while contemplated to be developed with
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townhomes in the text of the Housing Element, the rezoning indicated in the Housing
Element inadvertently limited development on the site to multi-family housing (R-3);
WHEREAS, the City wants to correct this error to ensure internal inconsistency between
the General Plan and zoning and allow the development of townhomes as contemplated
in the Housing Element and desired by the property owner;
WHEREAS, all necessary public notices have been given as required by the Municipal
Code of the City of Cupertino and the Government Code for meetings with the Planning
Commission and the City Council; and
WHEREAS, the Planning Commission at its duly noticed regular meeting on December
10, 2024 recommended approval of the proposed correction to the Zoning Map with a 3-
2 vote (Madhdhipatla and Scharf: No); and
WHEREAS, the City Council of the City of Cupertino held a duly noticed public hearing
on February 4, 2025, and after considering all testimony and written materials provided
in connection with that hearing introduced this ordinance and waived the reading
thereof; and
WHEREAS, the City Council of the City of Cupertino is the decision -making body for
this Ordinance;
WHEREAS, the City entered into a Stipulated Judgement dated January 8, 2024 pursuant
to a lawsuit related to adoption of the Housing Element which included requirements for
coming into compliance with state housing element law and exempted the City from the
California Environmental Quality Act (“CEQA”) pursuant to Government Code section
65759; and
WHEREAS, pursuant to Government Code 65759, the General Plan Amendment to adopt
the Housing Element and associated amendments to the General Plan and zoning is fully
described and analyzed in the Environmental Assessment, which is incorporated into the
General Plan as Appendix G;
WHEREAS, the City Council finds the following:
1. That the proposed zoning is in accord with the Municipal Code and the City's
Comprehensive General Plan.
The proposed zoning is in conformance with the General Plan since the City Council adopted
amendments to the General Plan, including changes to land use designations, in May 2024
with adoption of the Housing Element. The text in the Housing Element clearly indicates that
townhome development is anticipated and desired by the interested developer for this site since
2021. This change is a mere conforming change to the zoning designation to make the City’s
zoning map conform to the text in the Housing Element of the General Plan.
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2. The proposed zoning is in compliance with the provisions of the California
Environmental Quality Act (CEQA).
Pursuant to Govt. Code Section 65759, the zoning actions related to bringing the City’s
Housing Element, including any associated rezoning, into compliance with state law are
exempt from CEQA. An Environmental Assessment was prepared, also in compliance with
state law. This Environmental Assessment identified all feasible mitigation measures and was
adopted as Appendix G – General Plan 2040 and Zoning Code Amendments Environmental
Assessment of the General Plan as required by state law.
3. The site is physically suitable (including, but not limited to, access, provision of
utilities, compatibility with adjoining land uses, and absence of physical constraints)
for the proposed zoning designation and anticipated land use development.
The site being rezoned has access to utilities and is compatible with adjoining land uses as
previously anticipated with adoption of the Housing Element of the General Plan.
4. The proposed zoning will promote orderly development of the City.
The proposed zoning aligns zoning with the City’s Housing Element and General Plan land
use goals and policies related to locating higher density development close to transit corridors
and employment centers (De Anza College, Apple etc.). The sites being rezoned will promote
orderly development in the City by allowing similar land uses to be located compatibly as
contemplated in the Housing Element text. The proposed changes also allow the City to comply
with the requirements of state law related to housing.
5. That the proposed zoning is not detrimental to the health, safety, peace, morals and
general welfare of persons residing or working in the neighborhood of subject parcels.
The proposed zoning is not detrimental to the health, safety, peace, morals and general welfare
since these are conforming changes. Additionally, where health or safety impacts have been
identified mitigation measures have been identified which would be applicable to any
development on these sites, including those implemented through the City’s existing
Municipal Code requirements.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CUPERTINO DOES
ORDAIN AS FOLLOWS:
Section 1. Rezoning.
That the property described herein has a zoning designation as shown in the following
table and in Exhibit Z-1, and is incorporated into the Master Zoning Map of the City of
Cupertino:
APN Acres Existing Zoning Designation New Zoning
359 13 019 0.99 R3 R3/TH
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Section 2. Severability and Continuity.
The City Council declares that each section, sub-section, paragraph, sub-paragraph,
sentence, clause and phrase of this ordinance is severable and independent of every other
section, sub-section, paragraph, sub-paragraph, sentence, clause and phrase of this
ordinance. If any section, sub-section, paragraph, sub-paragraph, sentence, clause or
phrase of this ordinance is held invalid, or its application to any person or circumstance,
be determined by a court of competent jurisdiction to be unlawful, unenforceable or
otherwise void, the City Council declares that it would have adopted the remaining
provisions of this ordinance irrespective of such portion, and further declares its express
intent that the remaining portions of this ordinance should remain in effect after the
invalid portion has been eliminated. To the extent the provisions of this Ordinance are
substantially the same as previous provisions of the Cupertino M unicipal Code, these
provisions shall be construed as continuations of those provisions and not as an
amendment to or readoption of the earlier provisions.
Section 3. California Environmental Quality Act.
Adoption of these zoning amendments to allow implementation of the Housing Element
is exempted from the California Environmental Quality Act (“CEQA”) pursuant to
Government Code section 65759.
Section 4: Effective Date.
This Ordinance shall take effect thirty days after adoption as provided by Government
Code Section 36937.
SECTION 5: Publication.
The City Clerk shall give notice of adoption of this Ordinance as required by law.
Pursuant to Government Code Section 36933, a summary of this Ordinance may be
prepared by the City Clerk and published in lieu of publication of the entire text. The
City Clerk shall post in the office of the City Clerk a certified copy of the full text of the
Ordinance listing the names of the City Council members voting for and against the
ordinance.
INTRODUCED at a special meeting of the Cupertino City Council on February
19, 2025 and ENACTED at a regular meeting of the Cupertino City Council on March 4,
2025 by the following vote:
Members of the City Council
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AYES: CHAO, MOORE, MOHAN, FRUEN
NOES: WANG
ABSENT:
ABSTAIN:
SIGNED:
Liang Chao, Mayor
City of Cupertino
Date
ATTEST:
Kirsten Squarcia, City Clerk
Date
APPROVED AS TO FORM:
City Attorney
Date
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EXHIBIT Z-1
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CITY OF CUPERTINO
Agenda Item
25-13761 Agenda Date: 3/4/2025
Agenda #: 7.
Subject:Baker Tilly Budget Format Review and Performance Measures Updates
Approve recommendations outlined in the recent the Budget Format Review and Performance Measures
Updates report as prepared by Baker Tilly
CITY OF CUPERTINO Printed on 2/26/2025Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: March 4, 2025
Subject
Baker Tilly Budget Format Review and Performance Measures Updates
Recommended Action
Approve recommendations outlined in the Budget Format Review and Performance
Measures Updates report as prepared by Baker Tilly
Reasons for Recommendation
Background
Historically and as good practice, major changes to its current budget document and
budget format have been presented to the City Council for their review and feedback.
Most recently, the City Council approved major changes to the FY14 and FY15 budget
documents and its format such as organizational changes, budgeting philosophy, cost
allocation and internal service fund changes, added new financial policies, and updated
program narratives/format changes. For further details on these changes, please see the
FY 2013-14 Adopted Budget pages 9-17 and FY 2014-15 Adopted Budget pages 8-10.
During the last round of budget preparation for FY 2024-25 review, feedback received on
the budget document from City Council, residents and City staff from budget sessions,
community outreach and internal budget meetings, and the City’s internal auditors
suggested the need to improve and streamline the annual budget. That feedback also
indicated a need to reassess the City's Performance Measures to focus on outcomes that
reflect the City’s priorities rather than workload indicators.
In Fall 2024, the City engaged Baker Tilly US, LLP to conduct a comprehensive review of
its Budget Document and Performance Measures. The primary objective of this
engagement is to enhance clarity, accessibility, and to strategically align the City's annual
budget document and to improve the effectiveness of performance measures in tracking
progress toward key citywide goals.
The project was divided into two phases:
Budget Document Review
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Performance Measures Assessment
The final report is included as Attachment A of this report.
Audit Committee Review
Subsequent to the publication of the final report, the Audit Committee reviewed and
provided feedback on the proposed recommendations at its February 18th meeting. The
Audit Committee also voted unanimously to accept the report. They also requested the
following be included in the staff report to City Council:
Pilot the recommended budget format for FY26-27 for feedback from City Council
or through an Audit Committee Budget format subcommittee regarding the
proposed format
Connect the CIP with the budget book (include graphs)
Maintaining detail availability as an appendix
Ensuring original budget (point-in-time) is easily accessible
Reviewing performance measures to reflect focus areas like economic
development
Graphical presentation of numbers to support a narrative description
Hyperlink to policies within the budget book
o Summarized policy – key point of what the policy does
o Attachment to an agenda item for all policies including redline, new, or
amended policies within the budget book that are provided to City Council
with a staff report
Internal Audit functions and responsibilities to be considered for budget
presentation to the City Council
Next Steps
Following Council’s approval, staff will review the draft implementation action plan
(Attachment B) and include a final implementation action plan as part of the proposed
budget. Any budget format changes would first be presented to the Audit Committee as
budget format falls under the Committee’s responsibilities.
Sustainability Impact
No sustainability impact.
Fiscal Impact
No fiscal impact to the General Fund. Funding for this work was $89,900 through salary
savings from the current Budget Manager vacancy in budget unit 100-41-426.
City Work Program (CWP) Item:
No.
CWP Item Description:
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Not applicable.
Council Goal:
Public Engagement and Transparency
Sustainability and Fiscal Strategy
California Environmental Quality Act
Not applicable.
_____________________________________
Prepared by: Toni Oasay-Anderson, Senior Management Analyst
Reviewed by: Kristina Alfaro, Director of Administrative Services
Tina Kapoor, Deputy City Manager
Approved for Submission by: Pamela Wu, City Manager
Attachments:
A – Budget Document and Performance Measures Improvements Final Report
B – Draft Implementation Action Plan
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February 2025
City of Cupertino
Budget Document and Performance Measures Improvements
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Baker Tilly US, LLP
2055 Gateway Place
Suite 140
San Jose, CA 95110
United States of America
T: +1 (408) 625 5100
F: +1 (408) 625 5125
bakertilly.com
February 12, 2025
Ms. Pamela Wu, City Manager
Ms. Kristina Alfaro, Director of Administrative Services
City of Cupertino
10300 Torre Avenue
Cupertino, CA 95014
Dear Ms. Wu and Ms. Alfaro:
Baker Tilly is pleased to present our report resulting from our analysis of the City of
Cupertino’s current budget document and the performance measures upon which City services
are evaluated. The budget document is one of the most critical policy documents that reflect the
priorities of the City in the provision of services to the community. The ability to tell the story
regarding those priorities and the allocation of resources that the community has entrusted to
City leaders to spend wisely is critical to informing the City Council’s policy priorities and
provision of resources to achieve those goals.
We have identified 32 recommendations for change and improvement in the City’s budget
document, related processes, and a set of performance measures that better reflect the success in
providing services to the community and its stakeholders.
We look forward to presenting this report to the City’s Audit Committee and, ultimately, the
City Council.
Sincerely,
Carol Jacobs, Managing Director
+1 (949) 809 5588 | carol.jacobs@bakertilly.com
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Table of Contents
Executive Summary .................................................................................................................................. 2
Key Observations ............................................................................................................................. 2
Key Recommendations .................................................................................................................... 3
Project Introduction .................................................................................................................................. 4
Project Approach .............................................................................................................................. 4
Methodology ..................................................................................................................................... 4
Guiding Principles ........................................................................................................................... 5
Report Content ................................................................................................................................. 7
Budget Document ..................................................................................................................................... 8
Budget Document Interview Themes ............................................................................................ 8
Interview Themes - City Councilmembers ................................................................................. 8
Interview Themes- City Staff ...................................................................................................... 9
Key Takeaways from Interviews ............................................................................................... 10
Current Budget Document Review and Analysis ..................................................................... 10
Comparative Research ................................................................................................................... 12
Budget Document Observations and Recommendations ........................................................ 14
Budget Formatting .................................................................................................................... 14
Budget Message ........................................................................................................................ 14
Budget Guide ............................................................................................................................ 16
Community Profile ................................................................................................................... 16
Financial Policies ...................................................................................................................... 16
All Funds Financial Schedules ................................................................................................. 17
General Fund Financial Schedules ........................................................................................... 17
Department Sections ................................................................................................................. 18
Capital Budget/Capital Improvement Plan .............................................................................. 19
Other Budget-Related Matters ................................................................................................. 21
Recommended Document Framework (Table of Contents) .................................................... 23
Performance Measures ........................................................................................................................... 30
Performance Measures Interview Themes ................................................................................. 30
Interview Themes – Council ..................................................................................................... 30
Interview Themes – Staff .......................................................................................................... 30
Key Takeaways .......................................................................................................................... 31
Current Performance Measures Review and Analysis ............................................................. 31
Performance Measures Observations and Recommendations ................................................ 32
Performance Measures vs. Workload Indicators ...................................................................... 32
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Strategic Planning .................................................................................................................... 34
Recommended Performance Measures ....................................................................................... 37
Conclusion ................................................................................................................................................ 45
Attachment A – List of Recommendations ......................................................................................... 46
Table of Contents - Tables
Table 1. Defining Guiding Principles in Local Government Budgeting and
Performance Measurement ............................................................................................................ 6
Table 2. Shared Themes on Budget Document from City Councilmembers and Staff ........ 10
Table 3. Components of the Budget Document ............................................................................ 12
Table 4. Performance Measures Versus Workload Indicators ................................................... 33
Table 5. Suggested Performance Measures ................................................................................... 37
Table of Contents - Figures
Figure 1. Guiding Principles in Local Government Budgeting and
Performance Measurement ............................................................................................................ 6
Figure 2. Strategic Planning Framework ..................................................................................... 36
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Executive Summary
The City of Cupertino engaged Baker Tilly US, LLP to conduct a comprehensive review of its
budget document and performance measures. The primary objective of this engagement was to
enhance the clarity, accessibility, and strategic alignment of the City's annual budget document
and to improve the effectiveness of performance measures in tracking progress toward key
citywide goals.
The project was divided into two distinct phases:
1. Budget Document Review: This phase focused on assessing the structure and content of
Cupertino’s existing budget document. While Cupertino has a history of producing
award-winning budgets, opportunities exist to refine the document to improve
readability, transparency, and accessibility for a wider range of stakeholders, including
elected officials, community members, and non-financial professionals.
2. Performance Measures Assessment: The second phase involved evaluating Cupertino’s
current performance measures and workload indicators. Many existing measures were
developed several years ago and no longer align with the City’s evolving priorities and
strategic objectives. The project sought to establish a robust framework for performance
measurement that reflects current service delivery priorities, fosters accountability, and
supports continuous improvement.
Our approach included reviewing key city documents including the budget document,
performance measure data, and strategic goals of the City. We conducted interviews with City
Councilmembers and staff across multiple departments, and conducted comparative research
with peer cities to identify best practices and potential improvements.
Key Observations
Our analysis identified several key themes related to both the budget document and
performance measures:
• Budget Document Challenges: Stakeholders noted that the budget document is highly
detailed but difficult to navigate, leading to underutilization. Complex financial
terminology and inconsistent formatting further hinder accessibility.
• Performance Measurement Gaps: Existing performance measures lack alignment with
strategic goals, are inconsistently applied across departments, and often focus on
workload indicators rather than true performance outcomes.
• Capital Improvement Plan (CIP) Integration: The absence of a dedicated and
consistently published CIP document limits transparency in capital project planning and
funding.
• Public Engagement: The City’s budget process includes limited direct engagement with
community members outside of Council meetings and publication of various budget
reports and materials, reducing opportunities for public input and education.
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• Strategic Planning Alignment: The City's budgeting process and performance measures
lack a comprehensive citywide strategic plan upon which they should be based, creating
a disconnect between resource allocation and long-term priorities.
Key Recommendations
Based on our findings, we recommend the following actions to improve Cupertino’s budget
document and performance measurement framework:
• Refine the Budget Document Structure: Implement a more intuitive layout, including a
clearer table of contents, a standalone budget message, and an elevated Budget
Overview section.
• Improve Budget Transparency and Accessibility: Condense complex financial
terminology, move non-essential sections to an appendix, and leverage OpenGov for
detailed budget data.
• Streamline Departmental Budget Presentations: Standardize departmental sections to
include key priorities, performance measures, and financial summaries.
• Enhance Capital Improvement Plan (CIP) Reporting: Develop a five-year CIP
document integrated into the annual budget and assign clear roles for its preparation
and publication.
• Increase Public Engagement: Expand community outreach efforts, review efficacy of
educational materials explaining budget priorities, and explore additional interactive
budget tools for greater accessibility.
• Integrate Strategic Planning into Budgeting: Establish a structured strategic planning
framework to ensure that budget allocations align with citywide priorities and
performance tracking is consistent across departments.
• Revamp Performance Measures: Align performance measures with the City’s strategic
goals, differentiate between workload indicators and true performance metrics, and
standardize the reporting process.
By implementing these recommendations, Cupertino can create a budget document that is not
only more user-friendly and transparent but also a more effective tool for decision-making and
accountability. Additionally, refining performance measures will provide meaningful insights
into service delivery and help track the City’s progress in achieving its strategic vision.
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Project Introduction
Project Approach
The City of Cupertino ("Cupertino" or "the City") has engaged Baker Tilly US, LLP (“Baker
Tilly”) to review the City’s current budget document and performance measures. The goal of
this project is to help the City enhance its annual budget document and performance measures
to ensure they are meaningful, accessible, and insightful for all stakeholders.
The project is divided into two phases. Phase 1 focuses on reviewing the structure and content
of the budget document. Cupertino has a strong history of producing award-winning budgets.
Yet there is a need for more relevant, clear, and easily understandable budget document that
can be accessed by a broader audience. Specifically, the challenge is to provide elected officials,
community stakeholders, and non-financial professionals with a budget document that helps
them understand how the City allocates and invests resources to achieve its highest priorities.
Phase 1 aims to revamp the structure and content of the City’s budget document to help
increase transparency and accessibility.
Phase 2 shifts focus on Cupertino's current performance measures and workload indicators. The
existing performance measures, developed several years ago, no longer align with the City’s
evolving priorities and strategic objectives. With recent shifts in development activity, service
delivery, and the City's strategic goals, there is a need to revisit and update these measures.
Phase 2 aims to bridge the gap between outdated metrics and the City’s evolving priorities,
ensuring that the new performance measures reflect current goals and foster continuous
improvement and accountability. The ultimate objective is to develop a set of robust, dynamic
performance measures that accurately track the City's progress in achieving its strategic vision.
Methodology
To achieve the goals of this project, Baker Tilly requested and reviewed data provided by City
staff. The following serves as a summary of the data we reviewed the following resources:
• Current and prior year budgets,
• Performance measure information,
• Budget process and timeline,
• Budget award documentation,
• OpenGov portal,
• Cupertino budget website, and
• City Council strategic goals.
The data received was used to facilitate interviews with City Councilmembers and staff. Baker
Tilly consultants interviewed the following participants:
• Mayor, Vice-Mayor and three Councilmembers,
• Nine staff members from the following departments:
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o City Manager’s Office,
o Administrative Services,
o Public Works,
o Parks and Recreation,
o Innovation and Technology, and
o Community Development.
Each provided unique insights into both the budget document and current performance
measures as shown below. These activities offered a detailed understanding of how current
budget practices intersect with the city’s broader objectives.
Guiding Principles
Local governments use the budget process to distribute limited resources among various
programs and services, making it one of their most critical functions. As the centerpiece of
resource allocation decisions, the budget process culminates in the adopted budget document,
which serves as a powerful decision-making tool. The effectiveness and acceptance of these
decisions depend heavily on the structure and characteristics of the budgeting process itself.
When the budget process and its outcomes are closely aligned with other government
functions, such as strategic planning and operational management, they lead to more informed
financial and programmatic decisions, ultimately enhancing government performance. An
inclusive budgeting approach that actively engages stakeholders—including elected officials,
administrators, employees and their representatives, community organizations, and business
leaders—ensures that diverse needs and priorities are reflected. This approach fosters positive
public relations and strengthens trust and confidence in government among citizens and other
stakeholders.
Best practices in local government budgeting and measuring performance suggest a series of
guiding principles to provide meaningful information that informs the allocation of fiscal
resources to accomplish the agency’s objectives. The overarching principles guiding this
assessment focus on five essential areas that are foundational to improving the current budget
document and performance measures, displayed in Figure 1.
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Figure 1. Guiding Principles in Local Government Budgeting and Performance Measurement
Each is summarized in Table 1 below.
Table 1. Defining Guiding Principles in Local Government Budgeting and Performance Measurement
Guiding Principle Definition
Strategic
Alignment
• Clearly reflect how the city’s resources, initiatives, and policies are aligned with long-
term vision and goals.
• Strategic objectives integrated into the budget
• Demonstrate a purposeful allocation of resources supporting future growth and
sustainability
• Performance measures track progress toward strategic goals, allowing for more
informed adjustments in future planning cycles
Fiscal
Stewardship
• Demonstrate responsible management of public funds
• Highlight efforts to maximize value of taxpayer dollars while maintaining financial
stability
• Performance measures track key fiscal metrics to ensure effectively use of City funds,
identify potential inefficiencies, and make necessary improvements to support
essential programs and services
Community
Engagement
• Collaboration with community stakeholders fosters transparency, builds trust, and
empowers residents to take an active role in shaping the city’s future
• Leads to better alignment with community-driven goals
Transparency • Provide clear, accessible information about the city’s financial resources
• Clarify and communicate decision-making processes
• Demonstrate how funds are allocated across departments and initiatives
Budget and
Performance
Measures
Strategic
alignment
Fiscal
stewardship
Community
engagement
Transparency
Accessibility
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• Performance measures track and report progress toward specific goals, providing
transparency in how the city is meeting its objectives
Accessibility • Ensures that the budget and performance measures are understandable and
accessible to all stakeholders.
• Presents financial information in a clear, user-friendly format
• Uses plain language and visual aids to make complex data more digestible
• Performance measures include clear metrics that allow residents, community groups,
and decision-makers to easily track the city’s progress toward its goals
Together, these principles form a comprehensive framework for updating the budget document
to align with these goals, ensuring that the city’s financial planning and resource allocation
support its long-term vision and foster transparency.
Report Content
This report includes the following sections that discuss the results of our data gathering and
interviews, common themes, our independent analysis and recommendations,
• Budget Document – This section is focused on our observations, analysis and
recommendations to improve the budget document reflective of the guiding principles
discussed earlier. This section includes:
o Interview Themes – an overview of what we heard from our interviews with City
Councilmembers and staff
o Review and Analysis – a summary of our analysis of the data and documents
reviewed
o Comparative Research – the results of our review of various budget documents
of comparable agencies in Santa Clara County and the region
o Observations and Recommendations – a summary of our analysis and
recommendations to improve the budget document
o Recommended Budget Document Framework – a summary of our
recommendations in the form of a proposed table of contents with descriptions
for the proposed new format of the budget document.
• Performance Measures – This section is focused on our observations and
recommendations to develop performance measures that are reflective of the City’s top
priorities as they are known today. This section includes:
o Interview Themes – an overview of what we heard from our interviews with City
Councilmembers and staff
o Review and Analysis – a summary of our analysis of the data and documents
reviewed
o Observations and Recommendations – a summary of our analysis and
recommendations of performance measures to be considered for inclusion in a
revised budget document and to track and report on during the fiscal year.
o Recommended Performance Measures – a list of proposed new performance
measures.
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Budget Document
Budget Document Interview Themes
As mentioned earlier, we conducted individual interviews with all City Councilmembers and
nine staff members. The following represents the themes we heard as part of our interview of
each group, respectively.
Interview Themes - City Councilmembers
The common themes regarding the budget document from council interviews is summarized in
the following five themes:
1. Transparency and Accessibility
a. The "Budget at a Glance" document and departmental summaries provide an
accessible overview of the City's financial plan, highlighting key allocations and
priorities.
b. The budget document frequently uses complex financial terms that are difficult
for the reader to understand.
c. City staff always make themselves available to answer questions and provide
clarification and was consistently noted as a positive aspect.
2. Clarity and Presentation
a. The introduction section is perceived as too lengthy.
b. Layout issues, such as the use of portrait versus landscape orientation and the
absence of a title page, have been noted as affecting readability.
c. The table of contents appears to need refinement to enhance navigability. A more
clearly structured and detailed table would help readers easily locate relevant
sections within the document.
3. Capital Improvement Projects (CIP)
a. The CIP projects cause confusion, especially regarding how they are prioritized
and how their funding overlaps with other programs.
b. There is a lack of cohesiveness between the operating and capital budgets
c. There is limited visibility into fund transfers, consulting services, and community
grant funding, making it harder to fully understand resource allocation.
4. Data and Accountability
a. Insufficient tracking of special project carryovers and enterprise fund allocations
raises concerns about accountability.
b. Some budgetary elements, such as contingencies and extended library hours, are
viewed as unnecessary "bloat."
c. Revenue projections are perceived as overstated, and cash management practices
seem to be underutilized.
5. Engagement and Strategy
a. The budget’s role as a planning document is not clear.
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b. The budget does not adequately reflect Council priorities or provide a clear
strategic plan.
c. Simplifications, such as the "Budget in Brief," are seen as overly reductive.
Interview Themes- City Staff
The common themes regarding the budget document and its preparation from staff interviews
is summarized into the following six themes:
1. Detail, Transparency and Usability
a. The budget document is extremely detailed, reflecting the City Council priority
for transparency.
b. The "Budget at a Glance" section, City Manager’s budget message and
departmental summaries are helpful for informing the public.
c. Although OpenGov is a valuable resource for accessing budget information,
finance staff are readily available to clarify and provide additional detail on
budget to council members and staff as needed.
d. While some departments find the detailed program-level information necessary,
others feel overwhelmed by the volume of content.
e. The document’s size and complexity lead to confusion and underutilization by
many staff and stakeholders.
f. Definitions and explanations can be simplified to help explain complex financial
topics in layman’s terms.
2. Communication and Process Challenges
a. The budget process is effectively communicated internally, but time constraints
hinder thorough review and input from departments.
b. Additional requests from Administrative Services, councilmembers, or
administration add pressure and exacerbate time limitations.
3. Document Accessibility and Navigation
a. Finance staff can navigate the document but recognize that others may struggle
to utilize it effectively.
b. The budget message is seen as overly lengthy and redundant, contributing to
user frustration.
4. Technology and Tools
a. Departments find OpenGov challenging to use but believe training and layout
improvements could make it a more effective tool for presenting the budget.
5. Connection to Capital Improvement Projects (CIP)
a. There is city-wide confusion about why the CIP budget is not integrated into the
departmental sections of the budget document.
b. The CIP projects cause confusion, particularly regarding prioritization and
funding overlaps with other programs.
6. Relevance and Usage
a. The document is infrequently used by staff and becomes outdated as soon as the
fiscal year begins.
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Key Takeaways from Interviews
Our interviews of Council and staff members identified several commonalities that should be
highlighted. They are presented in Table 2 below.
Table 2. Shared Themes on Budget Document from City Councilmembers and Staff
Common Theme Description
Transparency
and Accessibility
• Council and staff acknowledge the importance of transparency, with positive mentions
of tools like the "Budget at a Glance" and the availability of City staff to clarify
questions
• Most also find the budget document overwhelming or too complex, suggesting a need
for a focused simplification of explanations of financial terms and processes
Strategic
Alignment
• Both groups note a lack of strategic alignment with City priorities, in part due to the
lack of a citywide strategic plan
Clarity and
Presentation
• Both groups raise concerns about the document’s readability and navigability
• There is also agreement that certain sections, such as the introduction and budget
message, are overly lengthy, negatively impacting their utility
• Both groups observe that the budget is not user-friendly for all stakeholders
Capital
Improvement
Projects
• Council and staff identify significant confusion regarding Capital Improvement Plan
(CIP) prioritization, funding overlaps, and its lack of integration with the operating
budget
• They also both highlight a lack of visibility into specific resource allocations within the
CIP, such as funding sources and fund transfers
Data and
Accountability
• Understanding that the budget is a planning document for allocation of resources,
both groups mention challenges with deciphering or tracking financial details, such as
enterprise fund allocations and the status and origination of City work programs
completed or underway in the prior budget cycle that may influence budgetary
carryover needs in the current budget year
• Councilmembers and staff also agree on the need for clarity in terms of revenue
projections and how any dedicated revenue sources were allocated
By addressing these shared concerns, the City can improve the budget document's utility and
alignment with stakeholder needs.
Current Budget Document Review and Analysis
We reviewed the current and past two years of budget documents, focusing on the latest FY
2025 adopted budget document. We also reviewed all of the other information provided to us as
indicated earlier, including the OpenGov portal used by staff, Council and the community.
Based on our understanding of Cupertino’s needs, using the guiding principles as a reference
point, and our years of experience in developing and working with local government budgets
in California and across the country, our initial observations about the budget document and its
preparation are summarized into the following four themes:
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1. Budget Document Structure:
a. The document is redundant and includes repeated information in the five-year
forecast, budget message, and notable accomplishments section.
b. The document lacks a clear definition of its purpose, leading to the inclusion of
financial data not typically found in a budget.
c. The Budget’s role as a planning document is not clear.
d. Additions to the document, driven by City Council requests over the years, have
been made without evaluating the overall structure.
2. Components of the Budget Document:
a. The CIP is not part of the budget document and is handled separately by Public
Works.
b. The "Budget in Brief" for FY 2024-25 has been completed, but not yet published
as of the date of this report.
3. Program and Department Information:
a. Although the City Work Program is tied to Council priorities, the projects are not
aligned with the specific departments responsible for carrying out the projects.
b. The City Work Program and Special Projects sections are confusing, with no clear
distinction between them.
c. Insufficient tracking of special project carryovers and enterprise fund allocations
raises questions about accountability.
d. Department write-ups go into excessive program-level detail.
e. Personnel by department is repeated multiple times throughout the document.
f. The General Fund and other restricted funds are presented as totals, with no
breakdown by individual fund.
4. Tools Readily Available to Improve Accessibility:
a. OpenGov could serve as an alternative for users who need additional detail,
reducing the need for excessive information in the document itself.
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Comparative Research
Comparative research provides a perspective to help understand how functions are budgeted, staffed and organized in similar
settings. This type of research informs discussions by organizational leaders about service level alignment and can often surface
opportunities for improvement.
We conducted a review of budget documents from cities within the region. We researched various components of their budget
document. The components we researched included the following:
• Frequency – annual or biennial budgets
• Pages – total number of pages in the document
• Budget presentation level – whether by department, program, or other
• CIP – whether the CIP plan is included in the overall budget document
• Budget in brief – whether a budget in brief document is also produced
• Online – the extent to which the budget is online and interactive
• Hard copy – whether the agency produces a hard copy version of their budget that is available online
• GFOA award – whether the agency submitted and received a GFOA award of achievement
• CSMFO award – whether the agency submitted and received a CSMFO award of achievement
Working with staff, and referencing input received from the City Council during their interviews, we identified nine cities to which
to compare. These cities are similar in terms of population, size and geographic location. Table 3 summarizes the various aspects of
their budget documents.
Table 3. Components of the Budget Document
City Frequency Pages
Budget Level
(Dept, Division or
Program) CIP Included
Budget in
Brief
Y/N
Online
Interactive
Budget
Hard
Copy
Budget GFOA Award CSMFO Award
Cupertino Annual 650 Program Separate Yes Yes Yes Yes Yes
Campbell Annual 762 Department - Fund Included No No Yes Yes Yes
Los Altos Annual 181 Department Included capital
budget
Separate 5-year plan
No No Yes Yes Yes
Excellence in Operating
Budget
Menlo Park Annual 136 Department Included No Yes Yes No, won award for ACFR No
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City Frequency Pages
Budget Level
(Dept, Division or
Program) CIP Included
Budget in
Brief
Y/N
Online
Interactive
Budget
Hard
Copy
Budget GFOA Award CSMFO Award
Milpitas Annual 385 Budget summarized by
Division
With no narrative by
Division
Included capital
budget
Separate 5-year plan
Yes Yes Yes Yes, won a special
distinction
for performance
measures
Yes
Innovation Awards
Morgan Hill Annual 332 Department Separate Capital
Budget
No No Yes No Yes
Excellence in Operating
Budget
Palo Alto Annual 585 &
697
Department - Fund Separate Capital
Budget
No Yes Yes Yes, won a special
distinction
for performance
measures
Yes
Capital and Operating
San Bruno Annual 302 Department Included capital
budget
Separate 5-year plan
Yes No Yes No Yes (2020)
Excellence in Operating
Budget
Sunnyvale Annual 726 &
676
Fund - Department Separate Projects
Budget
Yes No Yes Yes, won a special
distinction
for performance
measures
No
Review of the components of the comparable cities shows that the budget is broken down by Department and Fund level compared
to Cupertino which goes into programmatic detail. Additionally, for all cities compared, the capital budget document is posted
together with the operating budget online or as a separate volume or incorporated in the main budget document. The size of the
budget varies for most cities, but the majority are under 400 pages.
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Budget Document Observations and Recommendations
The City of Cupertino has an extensive budget document that contains detailed budget
information at the program level. There is also duplication of information throughout the
document. We developed recommendations to reduce the information contained in the
document but still capturing the pertinent information for the user of the document.
Budget Formatting
The budget document needs to include consistent formatting and typical items in any document
such as a title page and a table of contents that is easily understood and navigable. We also
noted some pages are not formatted in proper orientation (portrait vs. landscape). Consistency
is important in the appearance of what can be considered a complex document.
Recommendation 1. Ensure the document includes a title page, improved
table of contents, consistent layout and orientation.
Budget Message
The Budget Message section currently contains five subsections:
• Budget Message,
• Strategic Goals,
• Notable Accomplishments,
• New Initiatives and
• Budget Overview.
We believe this section needs to be reorganized to better emphasize its various components and
streamline the budget presentation. The section name is confusing as it includes other separate
sections besides the Budget Message. The Budget Message itself is well written and offers the
reader good information on the state of the City. Because of its importance, a best practice of
other agencies is to have the Budget Message stand on its own as its own section. We believe
this should be adopted in the City’s budget document as well.
Recommendation 2. Isolate the Budget Message as a standalone section.
The Strategic Goals section is well written and offers the reader good information on the City
Council’s priorities. In the absence of a full strategic plan, this section best captures the highest
priorities upon which the budget should be based. (See “Strategic Planning” subsection of this
report within the Performance Measures section for recommendations regarding strategic
planning.) Because the City’s mission and its priorities provide an overarching theme upon
which the budget should be developed, this section belongs at the front of the document in the
Introduction section.
Recommendation 3. Incorporate the City’s Mission in the Budget Guide
section with the Strategic Goals subsection and move them to the
Introduction section after the City’s organization chart.
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Other areas of the current Budget Message section can be condensed for consistency and moved
to other sections of the document.
Recommendation 4. Eliminate the Notable Accomplishments and New
Initiatives sections by condensing its content into a bulleted one or two
sentence description for each accomplishment and relocate each relevant
accomplishment to the respective department section.
Recommendation 5. Summarize high-level notable accomplishments and
new initiatives within the City Manager’s Budget Message
The Budget Overview subsection contains a summary of all funds that reads like a Budget-in
Brief document and is very useful for the reader. Given our other recommendations above, this
is the sole remaining subsection of the current Budget Message section of the budget. The
Budget Overview should be a standalone section within the budget document.
Recommendation 6. Elevate the Budget Overview subsection as its own
section in the budget document.
The Budget Overview section will now contain the following subsections as currently included
in the City’s existing budget:
• Budget Roadmap,
• Changes to the Budget and Policies,
• Budget by Fund,
• Service-Level Reductions,
• Special Projects,
• Current Economic Update,
• Key Budget Assumptions, and
• Ongoing Challenges
Each of these sections add value to the document, however there are ways to streamline their
presentation to focus on the important elements in the City’s Budget Overview. The Service
Level reductions sub section by department details each proposed reduction at the program
level and it is difficult to consume the impact of the reductions. This should be condensed to a
summary level with details spelled out in each relevant department section. When the time
comes that the City no longer needs to reduce services, this element can be eliminated or
changed into “key budget changes” that are discussed in the City Manager’s Budget Message.
Recommendation 7. Report department reductions at the summary level and
refer to the department section for further detail.
The resulting Budget Overview section can become the basis of the City’s “Budget at a Glance”
document for the future. It would need to be summarized and condensed into no more than
four letter-size pages written in easy-to-understand non-financial language so that stakeholders
within the community with no training in municipal finance can understand the key elements
of the City’s adopted budget. This should be published upon adoption of the final budget for
each budget cycle.
Recommendation 8. Complete and publish the FY 2024-25 Budget at a Glance
document to summarize the budget for the casual user.
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Budget Guide
This section is unnecessary for the budget document and pertinent sub sections should be
moved to other sections of the document. As long as they are included within the appendix or
other pertinent sections, the City can still qualify its budget document for the GFOA award.
Recommendation 9. Move the Mission Statement to the strategic goals
section.
Recommendation 10. Move the Elements of the Budget Document, Glossary of
Budget Terminology, Commonly Used Acronyms, and
Revenues/Expenditures/Fund Balance Table to the Appendix.
Community Profile
The Community Profile section currently includes eight subsections.
• History,
• Community Economic Profile,
• City Profile,
• Education,
• Programs and Applications,
• Community Statistics,
• Community and Recreation
Services, and
• Things to Do and See
The History, Community Economic Profile, and Community Statistics sections are the only
sections needed for the GFOA award. The other sections have good information but is not
normally provided in a budget document. This information is better served on the City’s
website or in a program guide and only extends the size of the budget document.
Recommendation 11. Eliminate the City Profile, Education, Programs and
Applications, Community and Recreation Services and Things to Do and
See subsections of the Community Profile section from the budget
document.
Financial Policies
Including key financial (budget) policies upon which the budget is based is a best practice to
inform the reader of the policies that inform the preparation of the Budget. The GFOA only
requires a summary of financial policies. This section in the budget document contains the
entire policy. Each policy should contain a summary and a link to the website for the entire
policy, similar to how the Investment Policy is currently shown in the document.
Recommendation 12. Update all policies to provide a summary of the policy
and include a link to the official policy on the City’s website.
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All Funds Financial Schedules
This section is a good summary of the budget that includes all funds. This is a best practice and
required for the GFOA award. The Flow of Funds Chart (Sankey) is somewhat confusing, even
with the explanation provided at the bottom of the chart. It is not a typical chart used in local
government budgets. Instead, a narrative discussion of how taxes are used to fund City services
is rightfully an area that public stakeholders are interested in, which could be supplemented by
graphic depictions of, for example, a $100 bill that shows how taxes are allocated to various
programs/services. This can be provided in the Budget Overview section instead of this section.
Recommendation 13. Eliminate the Flow of Funds Chart and replace it with a
narrative description of how taxes are used to fund City services within the
Budget Overview section of the budget.
General Fund Financial Schedules
This section provides important information on one of the most focused-upon funds in local
government – the General Fund. It includes the following subsections:
• Contribution Schedule,
• Summary,
• Revenues,
• Expenditures,
• Transfers,
• Fund Balance, and
• Long-Range Forecast
The section starts out with a General Fund Contribution Schedule which is meant to depict how
General Fund resources are subsidizing or supporting operations in various General Fund
departments and other funds (e.g., Special Revenue funds, Enterprise funds, etc.). The table can
be confusing to the casual reader. General Fund departments already identify what revenues
they specifically bring in within their department sections. Contributions to other funds are
already demonstrated in the Transfers subsection. This table can instead be summarized to
show where the General Fund is contributing resources to other funds in a narrative overview.
Readers can refer to the City’s OpenGov site to find more details.
Recommendation 14. Revise the General Fund Contribution Schedule
subsection to include a brief narrative of General Funds resources that are
being contributed to other funds, refer to the General Fund Transfers
subsection, and eliminate the existing table.
Recommendation 15. Refer the reader to the department section or OpenGov
for further detail.
The Revenues section contains an in-depth review of each type of revenue which is contained in
the long-range financial forecast schedule. The definition of each of the revenue components is
useful but is, in many ways, duplicative in nature to the information that is included in the
long-range financial forecast section. Information about each revenue source would best be
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presented as condensed information within this subsection, and the more exhaustive
descriptions and relevant charts and graphics included in the long-term financial forecast.
Recommendation 16. Condense the General Fund Revenues to provide an
overview of the key revenue sources, and include the more detailed
descriptions and analysis in the General Fund Forecast subsection.
The Expenditure section includes good summary information and a reference to OpenGov for
further detail could be added in case the reader wants to see additional detail. Otherwise, we
recommend no changes in this section.
The General Fund Transfer section and the General Fund Fund Balance section also provide
summary information, and no changes are recommended.
The General Fund Forecast section goes into great detail on the revenue components as the
revenue forecast and the key assumptions upon which the long-range financial forecast is based
are core ingredients in this section. The City might wish to review this level of detail and
condense some of the information presented, but otherwise we believe the composition of these
sections is good and proper.
Department Sections
The department section of any local government budget is important in demonstrating how
fiscal resources have been appropriated to provide services to the community that the agency
serves. The key question that a department section should answer is “How are City resources
being used to accomplish its mission in serving the community?”
Best practices suggest that the following key elements should be included in any department
section of a local government agency, influenced by the nature of the agency (e.g., city, county,
special district):
• Description of the department and its services;
• Organizational structure (personnel and/or divisions/programs);
• Personnel summary (FTEs and FTE-equivalents for seasonal positions)
• Key priorities, with emphasis on how they achieve the citywide strategic plan/priorities;
and
• Revenues and Expenditure appropriations by division and/or program.
Smaller agencies might include line-item details within the department sections. Larger
agencies, however, will summarize those details within the department section and may refer to
a separate document or resource (e.g., OpenGov) for the detailed line-items upon which the
budget is developed.
The City’s budget includes department sections with summary information by division level
but also includes all of the details of each program including FTE allocation and all funds
budget appropriation. This is primarily the reason for the voluminous size of the operating
budget document, and the confusion which many departments find in understanding their
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appropriations each year. Most comparable cities show this information at the division or
department level and while programs are shown as part of divisions, the overall budget
information is rolled up to the division level.
The summary revenue and expenditure charts for each department provides the high-level
analysis necessary to understand what revenue sources the department specifically brings in
and how its resources are used to serve the community in the form of personnel, materials,
contract services and allocation of costs from support departments (“cost allocation”).
The reader can drill down for more detail through OpenGov. The City posts its budget to
OpenGov and there is a robust amount of information that the user can drill down and see. To
condense the budget document, information should be shown at the division level with links to
the OpenGov portal so budget document users can drill down to the specific program detail
within the division.
We have two recommendations to streamline the presentation of department information that
will provide transparency in services provided and the allocation of resources and streamline
budget presentation.
Recommendation 17. Review each department section to include the following
components: 1) Department description; 2) Organizational chart (by
division/program including number of assigned personnel FTE
equivalents); 3) Personnel summary (subtotals by position); 4) Key
priorities, with emphasis on how they achieve the citywide strategic
plan/priorities; 5) Performance measures with a reference to key
departmental priorities and citywide strategic plan/priorities; and 6)
Revenue and Expenditure summary by division/program and by
expenditure type (personnel costs, materials and services, capital outlay,
etc.).
Recommendation 18. Eliminate the program budget information in the
department sections and refer the user to OpenGov to obtain further detail.
Capital Budget/Capital Improvement Plan
The City has not issued an official capital budget/capital improvement plan (CIP) document in
three years. This is a critical step in the process of providing additional information and
transparency to the capital budget. This is also a mandatory criterion for the GFOA award and
the City risks losing the award if this is not completed.
Best practices for creation of the capital improvement plan to be incorporated within the budget
include the following elements:
• Capital Improvement Plan Overview, including the following elements:
o Overview of what is included in the CIP (e.g., infrastructure
improvements/maintenance, types such as parks and streets, whether capital
outlay for equipment is included)
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o Summary of projects completed and closed out in the previous budget cycle/year
o Key Projects for Current Budget Year with abbreviated summary descriptions of
each
o Summary Five-Year Funding Analysis, including a summary of all projects by
priority level and whether any projects are underfunded or unfunded.
• CIP Budgeting Process, including:
o Definition of what a CIP project is
o Planning process (e.g., identifying CIP projects, project prioritization criteria, cost
estimates, cost components, funding sources and development of the five-year
plan
• CIP Project Descriptions, including each of the following elements:
o Project total by year by funding source
o Project total by year by expenditure category (estimated project cost,
inflation/escalation, contingency)
o Project Priority Category Assignment, with any description of reasons therefore
o Project Description (high-level summary, may include graphics where necessary)
o Funding Sources, including any matching requirements for grant funding
o Estimated Project Milestones (e.g., project design, project bid, construction,
implementation/completion)
• Financial Summary by year, grouped by project type (e.g., utilities, transportation/roads,
storm drains, parks, facilities, etc.)
• Funding Availability, grouped by priority level, displaying fund source and projected
available revenue sources in total for the five-year outlook.
The City should incorporate these concepts in its CIP Plan section to be included in each budget
and should be updated by the Public Works Department and integrated within the preparation
of each budget for Council consideration and adoption.
Recommendation 19. Develop a minimum five-year Capital Improvement Plan
and incorporate the CIP plan into the budget document.
Public Works is currently assigned as the department primarily responsible for development
the City’s long-range CIP plan. Most agencies will assign development of the CIP plan to Public
Works or Engineering, although there are some that assign that responsibility to the budget
office or the department that acts in that capacity. Yet development of the CIP plan relies
heavily on Public Works/Engineering expertise as stewards of the public infrastructure. We
believe this assignment to Public Works for Cupertino is appropriate. However, the CIP plan
cannot be developed in a vacuum. While Public Works takes the lead in developing most of the
City’s long-range CIP plan, collaboration with other departments providing input into the
various projects (e.g., Parks and Recreation for parks projects) and funding sources is necessary.
A spirit of shared responsibility is necessary, with Public Works in the lead role. The
Administrative Services Department, as the City’s budget office, is then ultimately responsible
for compiling and publishing the document as part of the overall budget document.
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Recommendation 20. Affirm primary responsibility and lead role of the
development of the CIP Plan to Public Works as a shared responsibility
and collaboration with other departments.
Recommendation 21. Assign compilation and publication of the CIP Plan
section of the budget document to the Administrative Services
Department’s Budget division.
Recommendation 22. Complete the FY 2024-25 Capital Budget and issue as
Volume 2 of the current adopted budget.
Recommendation 23. Provide clear quarterly tracking of CIP priorities,
progress, and alignment with Council work programs.
Recommendation 24. Create a detailed appendix for fund transfers, enterprise
funds, and grant funding usage.
Recommendation 25. Ensure all appropriated funds and consulting services
are tracked and reported against original purposes.
Other Budget-Related Matters
During the course of our work, other budget-related matters came to our attention that have an
impact on the usefulness of the budget document and meeting the core principles discussed
earlier. Those are discussed here.
Special Projects
The City uses the concept of Special Projects to indicate various priority projects that have been
identified outside of the ordinary course of serving the community. The City has tracked these
special projects within the context of the annual budget, providing a report on projects that
were developed and their status heading into the subsequent budget year. The City also
provides updates on special projects as a part of its quarterly financial report.
Concerns were raised as part of our interview process about the timeliness of the reporting,
understanding the costs associated with each project, and the authority upon which the special
project was developed and approved (e.g., staff-level authority vs. Council authority). There
also seems to be confusion regarding how projects that either are not completed or span
multiple fiscal years are budgeted and carried over. Staff indicates that quarterly reports are
provided to the City Council as part of its quarterly financial reporting.
The issue that needs to be addressed is how Special Projects should be defined, the form of
reporting, how often the reports should be prepared and discussed during Council meetings,
and how best to follow-up on items that result from policy direction on those Special Projects as
the year progresses. There needs to be a common understanding of these parameters among
Council and staff.
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We believe that a policy that addresses these issues should be created. The policy should be
developed considering the context of the City’s highest priorities evidenced in the citywide
strategic plan or strategic priorities (in the absence of a strategic plan). We believe that the
reporting should be conducted quarterly, understanding that check-ins on specific projects may
be necessary throughout the year.
Recommendation 26. Develop and implement a Special Projects policy to
address such issues as definitions, approval authorities, timelines, projects
spanning multiple fiscal years, budget carryovers for projects extending
into a subsequent fiscal year, and periodic reporting timelines and form.
Contracted/Consulting Services
Concerns were also expressed relative to the use of contracted and/or consulting services
throughout the budget year. Currently, the use of consulting services to support the delivery of
services is within the context of the City Manager’s budget authority through the annual budget
resolution as well as the Expenditure Policies of the City that are currently spelled out in the
annual budget document. Most local government agencies in the region and in California
include a provision within the annual budget adoption resolution that provides their City
Manager or chief executive with the authority to expend funds appropriated at the
fund/department level. The typical budget resolution also expresses that the City Council is the
authority relative to position control, meaning that new positions cannot be created without
Council approval. It is not uncommon for the city manager to be granted authority to use
appropriated funds, within the fund/department limitation, to use contracted and/or consulting
services to support operational needs in achieving the objectives within the budget. In many
cases, city managers will use contracted/consulting services to support operational needs where
temporary staffing vacancies exist and where services must be delivered timely to meet the
operational objectives.
To the extent that the City Council wishes to address this issue in the coming fiscal year, we
recommend that this be clarified through the Expenditure Policy and/or the annual budget
resolution.
Recommendation 27. Review the City’s annual budget resolution and/or
expenditure and budget policies to ensure they align with City Council
authorities provided to the City Manager or designee in managing the
annual budget, including use of contracted and/or consulting services to
achieve the City’s annual service delivery goals expressed in the adopted
budget.
Budget Public Engagement
Budget public engagement is becoming more critical in assuring that community needs are
being adequately addressed and to create a partnership environment with stakeholders in the
community to ensure the agency is accomplishing its most important needs with the financial
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resources it has been entrusted to oversee. Such public engagement can take on the form of
various strategies including public information, education materials, and in-person community
engagement activities to solicit input and inform the community on fiscal-related matters.
Moreover, it is important to stress that a budget document represents a “financial planning
tool” that provides the allocation of resources to accomplish the agency’s objectives in service
delivery to the community. These elements are important in conveying budget information to
the community.
Increasing engagement with the budget is essential for fostering transparency and
understanding within the community. By actively involving the public in the budgeting
process, governments can build trust and ensure that residents feel informed and empowered.
The City’s existing Budget Roadmap indicates various points in the budget process for public
engagement. Typically, those are included as part of City Council meetings rather than separate
engagement opportunities with community stakeholders. Yet the City publishes several well-
designed and informational documents, notices, and engagement opportunities via the City
website and social media accounts to inform and engage the community in budget
deliberations.
Recommendation 28. Review the City’s current budget community
engagement strategy with the City Council to ensure it is successfully
meeting the needs for identifying community priorities and to inform the
community about how City services are funded.
Recommendation 29. Review educational content on the budget’s role as a
financial planning tool and document in light of any changes to the
engagement strategy using easy-to-understand content and graphics.
Recommendation 30. Leverage tools like OpenGov to create interactive,
department-focused summaries for each user type including the
community, council and staff.
Recommended Document Framework (Table of Contents)
Based on our recommendations indicated above, we recommend the following changes to the
budget document framework that will streamline its presentation and make it easier to
navigate. These changes balance the need for detailed information with creating a document
that is understandable by finance professionals, City/department leaders, stakeholders and
community members alike. These changes will still allow the City to pursue GFOA awards for
excellence in budgeting. Changes are indicated in red font.
Introduction
City Organizational Chart
City Mission and Strategic Goals (moved from Budget Summary and Budget Guide and
combined)
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Directory of City Officials
Commissions and Committees
GFOA Distinguished Budget Presentation Award
CSMFO Operating Budget Excellence Award
Resolutions
Budget Message (moved out of Budget Summary into its own section)
Budget Overview (moved out of Budget Summary into its own section)
Budget Summary
Budget Message
City Mission and Strategic Goals -(move to Introduction section)
Notable Accomplishments-(move to department section)
New Initiatives (move to department section)
Budget Overview
Budget Guide
Our Mission (move to Introduction section)
Elements of the Budget Document- (move to appendix)
Glossary of Budget Terminology- (move to appendix)
Commonly Used Acronyms- (move to appendix)
Revenues, Expenditures, and Fund Balance Table (move to appendix)
Community Profile
History
Community Economic Profile
City Profile (leverage City website to host such information)
Education (leverage City website to host such information)
Programs and Applications (leverage City website to host such information)
Community Statistics
Community and Recreation Services (leverage City website to host such information)
Things To Do and See (leverage City website to host such information)
Financial Policies (summarize key policies rather than detailed policy descriptions)
Annual Budget Process
Structure of City Finances
Fund Structure
Department/Fund Relationship
Balanced Budget Policy
Revenue Policies
Expenditure Policies
Capital Improvement Programs Policy
Information Technology Replacement and Capitalization Policy
Pension and Retirement Funding Policy
Long Term Financial Stability Policies
Committed, Unassigned Fund Balance, and Use of One Time Funds Policy
Investment Policy
Community Funding Policy
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Appropriations Limit
Legal Debt Margin
All Funds Financial Schedules
Financial Overview by Fund
Flow of Funds Chart (Sankey) (eliminate and summarize use of tax resources)
All Funds Summary
All Funds Revenues
All Funds Expenditures
All Funds Expenditures by Department
All Funds Fund Balance
General Fund Financial Schedules
General Fund Contribution Schedule
General Fund Summary
General Fund Revenues
General Fund Expenditures
General Fund Transfers
General Fund Fund Balance
General Fund Forecast
Departments (see Recommendation #17 regarding streamlined content to include for each
section listed below)
Council and Commissions
Department Overview
City Council
Commissions
Community Funding (summarized in overview)
Historical Society (summarized in overview)
Sister Cities (summarized in overview)
Technology, Information & Communications Commission (summarized in
overview)
Library Commission (summarized in overview)
Arts and Culture Commission (summarized in overview)
Public Safety Commission (summarized in overview)
Bicycle and Pedestrian Commission (summarized in overview)
Parks and Recreation Commission (summarized in overview)
Teen Commission (summarized in overview)
Planning Commission (summarized in overview)
Housing Commission (summarized in overview)
Sustainability Commission (summarized in overview)
Audit Committee (summarized in overview)
Administration
Department Overview
City Manager
Sustainability (summarized in overview)
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Office of Communications (summarized in overview)
Multimedia (summarized in overview)
Public Access Support (summarized in overview)
Community Outreach and Neighborhood Watch (summarized in overview)
Office of Emergency Management (summarized in overview)
Economic Development (summarized in overview)
City Clerk
Duplicating and Mail Services (summarized in overview)
Elections (summarized in overview)
City Manager Contingency
City Attorney
Law Enforcement
Department Overview
Law Enforcement
Interoperability Project (summarized in overview)
Innovation and Technology
Department Overview
Innovation & Technology Administration
Video
Applications
Infrastructure
GIS
Administrative Services
Department Overview
Administrative Services Administration (summarized in overview)
Accounting (summarized in overview)
Business Licenses (summarized in overview)
Purchasing (summarized in overview)
Budget (summarized in overview)
Finance
Human Resources
Retiree Benefits (summarized in overview)
Insurance Administration (summarized in overview)
Workers Compensation Insurance (summarized in overview)
Long Term Disability (summarized in overview)
Compensated Absences (summarized in overview)
Parks and Recreation
Department Overview
Parks and Recreation
Business and Community Services
Recreation and Education
Sports, Safety and Outdoor Recreation
Recreation Administration (summarized in overview)
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Library Services (summarized in overview)
Administration (summarized in overview)
Cultural Events (summarized in overview)
Facilities (summarized in overview)
Administration (summarized in overview)
Youth Teen Recreation (summarized in overview)
Senior Center (summarized in overview)
Teen Programs (summarized in overview)
Neighborhood Events (summarized in overview)
Park Facilities (summarized in overview)
Administration (summarized in overview)
Blackberry Farm Golf Course (summarized in overview)
Outdoor Recreation (summarized in overview)
Sports Center Operations (summarized in overview)
Community Development
Department Overview
Community Development Administration
Current Planning
Mid and Long Term Planning (summarized in overview)
Housing Services
CDBG General Admin (summarized in overview)
CDBG Capital/Housing Projects (summarized in overview)
CDBG Public Service Grants (summarized in overview)
BMR Affordable Housing Fund (summarized in overview)
Human Service Grants (summarized in overview)
General Building
Building Plan Review (summarized in overview)
Building Code Enforcement (summarized in overview)
Muni Code Enforcement (summarized in overview)
Code Enforcement
Public Works
Department Overview
Public Works Administration
Environmental Programs
Developmental Services
Service Center
Grounds
Streets
Trees and Right of Way
Facilities and Fleet
Transportation
Sustainability (summarized in overview)
Resource Recovery (summarized in overview)
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Non-Point Source (summarized in overview)
Storm Drain Fee (summarized in overview)
General Fund Subsidy (summarized in overview)
Storm Drain Maintenance (summarized in overview)
Plan Review (summarized in overview)
CIP Administration (summarized in overview)
Service Center Administration (summarized in overview)
Golf Grounds Maintenance (summarized in overview)
McClellan Ranch Park (summarized in overview)
Memorial Park (summarized in overview)
BBF Ground Maintenance (summarized in overview)
School Site Maintenance (summarized in overview)
Neighborhood Parks (summarized in overview)
Sport Fields Jollyman, Creekside (summarized in overview)
Civic Center Maintenance (summarized in overview)
Sidewalk Curb and Gutter (summarized in overview)
Street Pavement Maintenance (summarized in overview)
Street Sign Marking (summarized in overview)
Street Lighting (summarized in overview)
Equipment Maintenance (summarized in overview)
Environmental Materials (summarized in overview)
Trail Maintenance (summarized in overview)
Overpasses and Medians (summarized in overview)
Street Tree Maintenance (summarized in overview)
Sheriff Work Program (summarized in overview)
BBF Golf Maintenance (summarized in overview)
City Hall Maintenance (summarized in overview)
Library Maintenance (summarized in overview)
Service Center Maintenance (summarized in overview)
Quinlan Community Center Maintenance (summarized in overview)
Senior Center Maintenance (summarized in overview)
McClellan Ranch Maintenance (summarized in overview)
Monta Vista Community Center Maintenance (summarized in overview)
Wilson Park Maintenance (summarized in overview)
Portal Park Maintenance (summarized in overview)
Sports Center Maintenance (summarized in overview)
Creekside Park Maintenance (summarized in overview)
Community Hall Maintenance (summarized in overview)
Teen Center Maintenance (summarized in overview)
Park Bathrooms Maintenance (summarized in overview)
Blackberry Farm Maintenance (summarized in overview)
Franco Traffic Operations Center (summarized in overview)
City Hall Annex (summarized in overview)
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Community Shuttle (summarized in overview)
Traffic Engineering (summarized in overview)
Traffic Signal Maintenance (summarized in overview)
Safe Routes 2 School (summarized in overview)
Non-Departmental (Fixed Assets Acquisition)
Non-Departmental
Department Overview
General Fund Non-Departmental (summarized in overview)
Tree Fund Non-Departmental (summarized in overview)
Debt Service Non-Departmental (summarized in overview)
Capital Reserve Non-Departmental (summarized in overview)
Facility Lease Debt Service
Appendix
Unfunded Needs
CIP Schedule
All Funds Forecast Schedule
Personnel Schedule
Elements of the Budget Document
Glossary of Budget Terminology
Commonly Used Acronyms
Revenues, Expenditures, and Fund Balance Table
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Performance Measures
Performance Measures Interview Themes
As mentioned earlier, we conducted individual interviews with all City Councilmembers and
nine staff members. The following represents the themes we heard as part of our interview of
each group, respectively.
Interview Themes – Council
The common themes regarding the performance measures from council interviews are
summarized into the following themes:
1. Governance and Oversight
a. There is a lack of oversight in public works and other areas.
b. There is a need for improved transparency, particularly regarding project
statuses and permitting.
2. Performance Measures Needed
a. Council addressed the following areas that need improved performance
measures:
i. Public safety community perception
ii. Community amenities and service utilization
iii. Code enforcement responsiveness
iv. Permitting process efficiency and equity
v. Financial and economic performance
vi. Employee and resource management
Interview Themes – Staff
The common themes regarding the performance measures from staff interviews are
summarized in the following five themes:
1. Lack of Alignment with Goals
a. Performance measures often do not align with departmental goals, which
themselves are closer to mission statements rather than actionable objectives.
b. The disconnect between measures and goals reflects limited initial input from
department directors during the creation of performance measures.
2. Limited Engagement and Emphasis
a. There is no clear mandate or directive emphasizing the importance of
performance measures, leading to a lack of priority across departments.
b. Most departments primarily update existing metrics with little effort to develop
or refine new measures.
3. Process Challenges and Misunderstandings
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a. Staff are unclear about the timeline, process, and format for updating
performance measures during the budget cycle.
b. Confusion exists between workload indicators (operational data) and
performance measures (outcome-focused metrics).
4. Lack of Standardization and Collaboration
a. There is no standardized timeline or regular meetings for department heads to
collaborate on and review performance measures.
b. Departments have ideas for improvement but lack a coordinated process to
update measures effectively.
5. Data Dependencies and Interdepartmental Impact
a. Changes to performance measures may require verification of data availability
by I&T, creating additional hurdles.
b. Shared data sets between departments mean that updates to one department’s
measures can have cascading effects on others.
Key Takeaways
The interviews with both Council and staff reveal consistent themes related to the need for
improved performance measures but highlight different areas of concern. Both groups
emphasize the importance of aligning performance measures with the City’s overarching goals.
Council members focused on the need for clear governance and oversight, particularly in public
works and project transparency, while staff point to the lack of alignment between
departmental goals and performance metrics. Both also identify a lack of prioritization and
emphasis on performance measures, with Council seeking clearer accountability and staff
noting limited engagement and unclear directives. Additionally, both groups agree that there is
a need for a more structured process, with Council advocating for more strategic direction and
staff noting confusion in how performance measures are developed and updated.
Ultimately, both Council and staff recognize the importance of performance measures but agree
that the current system requires better alignment, clearer guidelines, and improved
collaboration to be effective.
Current Performance Measures Review and Analysis
Our initial observations about the department performance measures and the process are
summarized into the following two themes:
1. Alignment with Overall City Goals
a. Department goals do not directly align with the City Council’s five priority goals;
they are too broad to be linked to any one specific goal.
b. Internal auditors have suggested the need for a strategic plan.
c. Departments list a single, mission-like goal in the budget, with all performance
measures tied to it, but no other specific departmental goals
d. Staff invest little time in performance measures due to their disconnect from
overall city goals.
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2. Performance Measures Utilization
a. There are no clear instructions for creating new or updating performance
measures.
b. Departments are reluctant to develop performance goals, believing no one
reviews them.
c. Staff feel the existing goals are sufficient and don't need revision.
d. Departments would like to update their performance measures but with no
importance placed on the measures, they fill in the current performance
measures.
Performance Measures Observations and Recommendations
The City’s budget document includes performance measures, something that several other cities
in the region do not. For that, the City is to be complimented. However, the performance
measures need to be relevant to those key metrics that evaluate the City’s performance in
meeting the priority needs of the community. We developed recommendations to identify
meaningful performance measures for the City’s consideration in evaluating performance in the
years to come.
Performance Measures vs. Workload Indicators
Currently in the budget document, there is no clear distinction between a performance measure
and workload indicator. Additionally, there is no standardized approach in the budget
document to determine which departments, divisions or programs should have either a
performance measure, a workload indicator, or a combination of both. This inconsistency can
make it difficult to assess and compare the effectiveness or efficiency of different departments
or services. For example, the Recreation and Community Services Department has overarching
departmental performance and workload indicators on a divisional level while the Public
Works Department has both performance measures and workload indicators at a division and
program level.
Guidelines for which types of metrics should be applied departmentally, divisionally and
programmatically can help ensure consistency. A standardized approach would help ensure
that the performance metrics and workload indicators are tailored to its goals, operations, and
desired outcomes.
Additionally, the current budget document lacks a clear and consistent differentiation between
performance measures and workload indicators, which are two distinct and important types of
metrics.
• Performance measures are indicators that assess the effectiveness, efficiency, and
outcomes of a program or service. These metrics focus on the results achieved relative to
the goals set, offering a gauge of whether objectives are being met and how well
resources are being utilized to achieve these outcomes. Performance measures often
involve qualitative or quantitative data that demonstrate the success or impact of a
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program. For example, a performance measure could include metrics such as customer
satisfaction rates, reduction in response time for a service, or improvements in a specific
outcome. These measures help stakeholders understand the value delivered by a
program and can guide decisions on areas for improvement, funding allocation, or
program expansion.
• Workload indicators measure the volume or level of activity within a program or
service, tracking the inputs or resources required to carry out specific tasks. Workload
indicators typically quantify aspects such as the number of transactions processed, the
number of people served, the amount of time spent on activities, or the frequency of
certain events or processes. These indicators help to assess the scope of operations, and
the demand placed on staff and resources. For instance, a workload indicator might
include metrics like the number of calls answered, the volume of permits issued, or the
number of inspections conducted. While workload indicators provide insight into the
operational aspects of a program, they do not necessarily reflect the effectiveness or
quality of the services being delivered.
Table 4 presents our analysis of the current “performance measures” included in the current
budget document as to whether those items are performance measures or workload indicators.
Table 4. Performance Measures Versus Workload Indicators
Departments Division Program Current PM Current WI
City Attorney City Manager
City Clerk x x
Public Affairs x x
Sustainability Program x
Economic Development x x
Law Enforcement x x
City Treasurer Administrative Services
Finance x x
Human Resources x x
Community Development x
Building x
Planning x
Economic Dev
Code Enforcement
Housing x
Recreation and Community Services x
Rec and Ed x
Sports, Safety, Outdoor Rec x
Business and Comm Services x
Public Works
Capital Improvement Program x x
Development Services x x
Transportation x x
Environmental Programs x x
Service Center
Grounds x x
Streets x x
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While workload indicators can identify how busy a department might be, the focus should
instead be on performance measures to determine whether departments are being successful in
delivering services to the community and identify areas that require additional focus or
resources as part of the budget process.
Strategic Planning
Since the creation of the original performance measures and workload indicators, there has
been a lack of clear, consistent guidance on how departments should update and refine these
metrics over time. Without a structured approach for periodic review and adjustment, these
metrics may become outdated, misaligned with evolving departmental goals, or insufficient to
reflect changes in service delivery, operations, or external factors. As a result, the data collected
through these metrics may no longer provide an accurate or comprehensive picture of a
department's performance or workload.
Integrating the update of these metrics into a formal, ongoing strategic planning process can
help address this issue. For Cupertino, implementing a structured strategic planning process is
crucial to ensuring that its programs and services remain effective, relevant, and aligned with
the city's evolving needs. In 2020, the City Council adopted five overarching goals to guide the
city’s priorities, which are reviewed every two years. These goals feed directly into the City’s
Two-Year Work Plan, but they currently do not tie into the budget, leaving a gap in how the
city’s objectives are measured and funded. By creating an overarching City Strategic Plan,
Cupertino can establish a high-level roadmap for all departments, aligning their performance
measures and workload indicators with the city’s long-term goals.
A City Strategic Plan would provide a clear framework for ensuring that each department's
metrics are directly tied to the city's priorities and resources, promoting consistency across
departments and ensuring that all efforts are aligned with the broader vision for Cupertino’s
future. This process would help the city maintain a unified vision, guide resource allocation,
and evaluate performance based on clear, well-defined objectives. Additionally, by
incorporating the update of performance measures and workload indicators into the strategic
planning cycle, the city can ensure these metrics remain relevant and effective as the city grows
and its needs evolve.
Moreover, this process would foster a culture of continuous improvement by encouraging
regular reflection on past performance, identifying areas for adjustment, and implementing
data-driven decisions. By embedding performance measures and workload indicators within a
Departments Division Program Current PM Current WI
Trees & ROW x x
Facilities and Fleets x x
Innovation and Technology
GIS x x
Multimedia x
Infrastructure x x
Apps x x
Video
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citywide strategic planning framework, Cupertino can ensure a cohesive and efficient approach
to meeting its goals and improving service delivery.
The pyramid structure in Figure 2 that follows provides a framework for how to begin thinking
about strategic planning for the City.
• Core Values – Core values form the foundation of an organization, guiding decisions
and actions in fulfilling its mission and vision. They define what the organization stands
for, providing boundaries around leadership, service philosophy, priorities, and
strategies.
• Mission – The mission statement focuses on the present, defining the organization’s
purpose and answering, "What do we do?"
• Vision – The vision, on the other hand, looks to the future, answering "Where are we
going?" and offering inspiration for the community, staff, and policymakers.
• Organizational Goals – Organizational goals outline the direction and desired future,
offering the "why" behind specific actions.
• Organizational Strategies – Strategies are the means to achieve these goals, providing a
method to ensure success. Performance measures are developed to assess whether the
goals are being met, and these can be organization-wide or department-specific.
• Strategic Priorities – Strategic priorities form an implementation action plan (IAP) that
assigns responsibility across departments, ensuring goals and strategies are achieved.
• Personal Priorities – Personal priorities create action plans for staff and volunteers,
aligning their efforts with the organization’s broader mission and vision to serve the
community effectively.
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Figure 2. Strategic Planning Framework
Based on the foregoing, we believe that the City should develop a strategic plan along the lines
of what we have presented above.
Recommendation 31. Develop a citywide strategic plan that includes a review
of the core values, mission and vision by the City Council to form the
appropriate strategic goals and priorities for the organization and its
operating departments.
Personal Priorities
Strategic Priorities
Organizational Strategies
Organizational Goals
Vision
Mission
Core Values
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Recommended Performance Measures
As stated earlier, this project seeks to bridge the gap between outdated performance metrics and the City’s evolving needs, ensuring
that the measures not only reflect current service delivery priorities but also support continuous improvement and accountability
across departments. We have also taken care to eliminate workload indicators from this list since, as indicated earlier, workload
indicators merely represent how busy a department might be whereas performance measures are the key indicators of whether the
City is achieving the outcomes it desires based on its strategic initiatives and priorities.
Table 5 details current performance measures by department and proposed new performance measures, with the performance
measures in red being new proposed performance measures.
Priority 1 performance measures should be implemented in the next budget. Priority 2 performance measures should be reviewed
and implemented as soon as possible. Standards for performance will need to be established, with City Council approval, to have a
basis upon which to evaluate performance and an indicator of areas that require greater focus or attention.
This set of recommended performance measures will need to be updated when the City conducts a strategic planning process as
discussed above.
Table 5. Suggested Performance Measures
Department/Division Current Performance Measures Recommended Performance Measures
City Manager’s Office
City Attorney N/A Priority 1:
• Percent of City Council resolutions reviewed within 7 business days
• Percent of public information requests for legal review submitted to City
Attorney’s office reviewed within 7 business days
• Percent of legal opinion requests from external department responded to
within 5 business days
• Percentage of contract reviews completed within 10 business days
City Manager N/A Priority 1:
• Percent of council requests responded to within 24 hours
• Percentage of citizen requests to the City Manager’s Office acknowledged in
3 business days
• Percent of Council requests/inquiries on published agenda items that are
provided to Council at or before the Council meeting
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Department/Division Current Performance Measures Recommended Performance Measures
City Clerk • City Council minutes for meetings presented for
Council approval by the following regular meeting
• Adopted City Council resolutions and ordinances
processed and city scanned to Laserfiche within a
week of Clerk’s office receipt of final, signed
document
• Public Record Act requests responded to by the
Statutory deadline date
Priority 1:
• Percent of City Council preliminary agenda posted on time, in accordance
with Open Government Ordinance, 6 business days prior to meeting
• Percent of City Council Agendas packets prepared, posted and delivered 4
days prior to meeting
• Percent of timely filings of Fair Political Practices Commission Form 700
Statements of Economic Interest
• Percent of timely filings of Fair Political Practices Commission Forms
460/Campaign Committee reports
Priority 2:
• Percent of City Council minutes for regular meetings presented for Council
approval by the following regular meeting"
• Percent of adopted City Council resolutions and ordinances processed and
scanned to Laserfiche within 1 week of Clerk’s office receipt of final, signed
document
• Percent of Public Record Act requests responded to by the Statutory
deadline date
Public Affairs/
Communication • Social media engagement: total number of followers
including City Hall Nextdoor, Facebook, Twitter, and
Instagram accounts
• Community engagement: total number of IOI
recipients
• Total number of Gov Delivery Notices sent
• Cupertino 311: Average response time to customers
organization‐wide (in days)
Priority 1:
• Growth of number of total followers on City social media channels
(Facebook, LinkedIn, X, Instagram, Nextdoor)
Priority 2:
• Percent of residents that rate the overall quality of information on the
City’s communications channels as good or excellent
• Social media engagement: total number of followers including City Hall
Nextdoor, Facebook, Twitter, and Instagram accounts
• Social media engagement: average number of engagements (reactions,
comments, shares, and clicks) per post on City Hall Facebook account
• Community engagement: total number of IOI recipients
• Total number of Gov Delivery Notices sent
Economic
Development
• Maintain Economic Development Business Connect
Subscribers
• Economic Development Business Visits, Workshops
& Events
Priority 1:
• Number of meetings conducted with developers and prospective businesses
• Growth in the number of people subscribing to Business Connect Newsletter
• Percentage growth of number of corporate visits
Law Enforcement • Response Time for
o Priority 1 Calls
o Priority 2 Calls
o Priority 3 Calls
• Total Teen/Community maintaining minimum
attendance
Priority 1:
• Percent of calls that met response time standards for
• Priority 1 Calls
• Priority 2 Calls
• Priority 3 Calls
• Percent of graduates from the Teen Academy
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Department/Division Current Performance Measures Recommended Performance Measures
Administrative Services
Finance • General Fund committed, assigned, and unassigned
fund balance as a % of budgeted appropriations"
• Credit Rating
• Actual revenue vs. budget (% below budget)"
• Actual expenditure (% below budget)
• Funding allocated to high priority services (Public
Works, Community Development, Law Enforcement)"
Priority 1:
• General Fund committed, assigned, and unassigned fund balance as a % of
budgeted appropriations
• Total actual revenue vs. budget within 10% of original projections
• Consecutive years of maintaining a credit rating of A+ or better
• Consecutive years of timely completion of debt compliance reporting
• Number of high-risk internal audit issues identified
• Number of consecutive years that the City's annual financial statements
receive an unmodified opinion from the External Auditors with no significant
deficiencies or material weaknesses
Priority 2:
• Actual expenditure (% below budget)
• Average number of days from approved invoice received to check issuance
• Percent of funding allocated to high priority services (Public Works,
Community Development, Law Enforcement)
• Number of consecutive years the City's Annual Comprehensive Financial
Report (ACFR) receives the Government Finance Officers Association
Award
Human Resources • # of Worker’s Compensation Cases
• Total recordable Injury Rate YTD
• % absenteeism (% of total annual work hours)
• % turnover rate
• % Employee participation in wellness activities
• Average # of applications received per recruitment
• Recruitment timeline ‐ # days from hiring request to
offer letter"
Priority 1:
• Decline in workers compensation costs
• Citywide turnover rate percentage
• Percentage of recruitments completed within established timelines
Priority 2:
• Number of workers compensation claims processed
• The total recordable Injury Rate
• Percent absenteeism (% of total annual work hours)
• Percent of Employee participation in wellness activities
• Percentage of employees participating in Citywide training program
• Average number of applications received per recruitment
Community Development
Building • Building permit applications shall be plan reviewed
within 15 business days.
• Customer/Applicants visiting the Building Permit
Counter shall be assisted within 15 minutes
Priority 1:
• Percent of building permit applications reviewed within 15 business days
• Percent of customers/applicants visiting the building/permit counter that are
assisted within 15 min
• Percent of customers/applicants visiting the building/permit counter rating
the service received as good or better
• Percent compliance with regulations such as Permit Streamlining Act and
AB1633
• Percent of building inspections performed versus the building inspections
received
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Department/Division Current Performance Measures Recommended Performance Measures
Planning • Applicants visiting the Planning Counter shall be
assisted within 15 minutes
• Building permit applications reviewed/issued over‐the‐
counter (OTC)
Priority 1:
• Number of staff decision planning permit applications (excluding Design
Review) submitted and percent receiving 1st set of staff comments in 30 or
fewer calendar days
• Average number of days to review a revision
• Percentage of development applications scheduled for Planning
Commission review within 90 business days of the project deemed complete
• Percent of Applicants visiting the Planning Counter assisted within 15
minutes
• Percent of building permit applications reviewed/issued over the counter
(OTC)
Priority 2:
• Number of required public meetings for applications deemed complete and
heard by a hearing body within 90 days.
Code Enforcement • Average number of days to initiate investigation of
code complaints
• Code enforcement cases resolved without issuance of
citations
Priority 1:
• Average number of days to initiate investigation of code complaints
• Percent of code complaints through the 311 system that received an update
on the status within 48 hours of initial contact
• Percent of code complaints through the 311 system that were resolved
Housing • Below market rate rental and purchase vacancies
filled
• Landlord‐tenant counseling and dispute resolution
cases provided
• Public Outreach Events
• Funds received from Community Block Grant (CDBG)
federal entitlement program
Priority 1:
• Percent of below market rate rental and purchase vacancies filled
• Number of landlord‐tenant counseling and dispute resolution cases provided
• Number of housing program applications (including BMR, first-time
homebuyer and rehabilitation) and percent processed within 21 calendar
days.
• Percentage decline in number of censused unhoused individuals within the
community (Note: County is responsible for providing unhoused remediation
programs; measure indicates whether greater coordination with County is
needed)
Priority 2:
• Growth in outreach to target groups identified in Housing Element for
housing redevelopment opportunities
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Department/Division Current Performance Measures Recommended Performance Measures
Recreation and Community Services
All divisions • % Department’s total cost recovery for all (direct and
indirect) costs
• # of new programs or events offered
• % of Parks and Recreation Department customers
surveyed who rate services as good or excellent
• % of programs maintaining minimum registration
Priority 1:
• % of Parks and Recreation Department customers surveyed who rate
services as good or excellent
• % Department’s total cost recovery for all (direct and indirect) costs
• % growth in total Enrollment in classes/camps/programs.
• Average enrollment-to-capacity percentage in all recreation offerings
• % of programs maintaining minimum registration
• Growth in reservations (e.g., facility rentals, picnic/court reservations)
• Percent growth in memberships (e.g., senior center and sports center)
Public Works
Capital Improvement
Program
• Percentage of projects completed on budget
• Percentage of construction projects completed on
time
Priority 1:
• Timely completion of Capital Improvement Plan and incorporation into the
budget document
• Consecutive years of publishing an updated Capital Improvement Plan
• Percentage of projects completed within the originally adopted budget
(unless formally amended)
• Percentage of projects completed on time
• Percentage of projects that have been started or completed from latest
Capital Improvement Plan
Development Services • Respond to complete plan submittals or applications
within two (2) weeks
• Respond to complete encroachment permit
applications within two (2) weeks
• Respond to public inquiries at the Public Works
counter in City Hall within 15 minutes
Priority 1:
• Percent of complete plan submittals or applications responded to within 2
weeks
• Percent of complete encroachment permit applications responded to within
2 weeks
• Percent of public inquiries at the Public Works counter in City Hall
responded to within 15 minutes
• Cupertino 311: Average response time to customers organization‐wide (in
days)
Transportation • Percentage of non‐emergency traffic signal requests
addressed within 72 hours
• Percentage of emergency traffic signal requests
addressed within 2 hours.
• Percentage of traffic engineering requests responded
to within 72 hours
• Annual mileage increases of separated bicycle lanes
and pedestrian paths.
Priority 1:
• Percentage of non‐emergency traffic signal requests addressed within 72
hours
• Percentage of emergency traffic signal requests addressed within 2 hours.
• Percentage of traffic engineering requests responded to within 72 hours
• Annual mileage increases of separated bicycle lanes and pedestrian paths.
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Performance Measures Baker Tilly
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Department/Division Current Performance Measures Recommended Performance Measures
Environmental
Program
• Percent of businesses in compliance during annual
proactive stormwater pollution prevention inspections"
• Percent of non‐exempt businesses and multi‐family
accounts separating organics
• Percent trash/litter reduction achieved to meet
Stormwater Permit requirements"
• Diversion rate from all single‐family, multi‐family, and
commercial accounts as reported by Recology
tonnage reports
• Respond to reports of actual or potential discharge
the same business day
• % of plan reviews completed in required number of
days
• Cubic yards of compost distributed via compost site
• % of vegetation obstructions resolved within 15 days
from time of report
Priority 1:
• Percent of businesses in compliance during annual proactive stormwater
pollution prevention inspections"
• Percent of non‐exempt businesses and multi‐family accounts separating
organics
• Percent trash/litter reduction achieved to meet Stormwater Permit
requirements"
• Diversion rate from all single‐family, multi‐family, and commercial accounts
as reported by Recology tonnage reports
• Respond to reports of actual or potential discharge the same business day
• % of plan reviews completed in required number of days
• Cubic yards of compost distributed via compost site
• % of vegetation obstructions resolved within 15 business days from time of
report
Sustainability • % community‐wide emissions reduced from baseline
of 307,288 MT CO2e/yr
• Initiate, develop, and complete actions from the
Climate Action Plan 2.0
• % initiated
• % complete or ongoing
• % municipal operations emissions reduced from
baseline of 1,865 MT CO2e/yr
Priority 1:
• Percentage of applicable capital improvement projects that integrate
sustainability and resilience
• % community‐wide emissions reduced from baseline of 307,288 MT
CO2e/yr
• % municipal operations emissions reduced from baseline of 1,865 MT
CO2e/yr
Priority 2:
• Initiate, develop, and complete actions from the Climate Action Plan 2.0
• % CAP actions initiated
• % CAP actions complete or ongoing
Grounds • Percentage of 311 requests that are responded to
and closed within 3 business days
• Percentage of the 1,872 park inspections, including
playgrounds, performed weekly
• Percentage of Backflow Prevention
• Devices inspected, tested and repaired annually
Priority 1:
• Percentage of 311 requests that are responded to and closed within 3
business days
• Percentage of the 1,872 park inspections, including playgrounds,
performed weekly
• Percentage of Backflow Prevention
• Percent of parks and playgrounds rated as being maintained in good
condition by visitors
• Percentage of parks and facilities that pass routine inspections
Priority 2:
• Number of devices inspected, tested and repaired annually
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Performance Measures Baker Tilly
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Department/Division Current Performance Measures Recommended Performance Measures
Streets • Pavement condition index (PCI) > or equal to 82
• Percent of the 2087 storm drain inlets inspected and
cleaned in fiscal year
• Percent of Inlets with Trash Capture Screens
inspected and cleaned twice yearly
• Percentage of roadway regulatory & street name
signs repaired or replaced
• Percentage of trip and fall complaints investigated
and mitigated within 2 business days"
• Percentage of reported streetlight outages
investigated and repaired in 3 business days
Priority 1:
• Pavement condition index (PCI) > or equal to 82 (or City standard as so
established)
• Percent of the 2,087 storm drain inlets inspected and cleaned in fiscal year
• Percent of Inlets with Trash Capture Screens inspected and cleaned twice
yearly
• Percentage of roadway regulatory & street name signs repaired or replaced
• Percentage of trip and fall complaints investigated and mitigated within 2
business days"
• Percentage of reported streetlight outages investigated and repaired in 3
business days
Trees & ROW • Percentage of 311 requests that are responded to
and closed within 3 business days
• Percentage of trees inspected and maintained in the
yearly maintenance zone (8-year maintenance cycle)
• Percentage of trees planted versus trees removed
• # planted
• # removed
Priority 1:
• Percentage of 311 requests that are responded to and closed within 3
business days
• Percentage of trees inspected and maintained in the yearly maintenance
zone (8-year maintenance cycle)
• Percentage of trees planted versus trees removed
o # planted
o # removed
Facilities and Fleets • Percentage of preventative maintenance work orders
completed for Fleet assets within 14 days of the due
date.
• Percentage of facilities maintenance requests closed
within 30 days.
Priority 1:
• Percentage of preventative maintenance work orders completed for Fleet
assets within 14 business days of the due date.
• Percentage of facilities maintenance requests closed within 30 business
days.
Innovation Technology
GIS • GIS: % of time spent Developing Application
• GIS: % of time Maintaining applications
• GIS: Increase Property Information (Internal/External)
site visits per month
• GIS: Cityworks utilization ‐ # of assets Cupertino
maintains vs # of assets maintained in Cityworks.
Also, the % increase of work units completed (WOs,
INSP,SRs)
Priority 1:
• Cityworks utilization ‐ # of assets Cupertino maintains vs # of assets
maintained in Cityworks. Also, the % increase of work units completed
(WOs, INSP,SRs)
Priority 2:
• GIS: % of time spent Developing Application
• GIS: % of time Maintaining applications
• GIS: Increase Property Information (Internal/External) site visits per month
Multimedia/ Video • Percentage of total video productions performed vs
scheduled productions (city meetings excluded)
• Percentage of total engineering projects vs scheduled
projects
• Total video views on YouTube
Priority 1:
• Percentage of surveyed non-English speaking residents who are aware of
and have accessed the City’s video productions in any media form
Priority 2:
• Percentage of total video productions performed vs scheduled productions
(city meetings excluded)
• Percentage of total engineering projects vs scheduled projects
• Total video views on YouTube
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Department/Division Current Performance Measures Recommended Performance Measures
Infrastructure • Infrastructure: Percentage based upon number of
scheduled projects/Number of projects completed on
time"
• Infrastructure: Percentage based upon number of
Helpdesk tickets/SLA measurements
• Infrastructure: % Customer satisfaction based upon
Satisfaction Rate from helpdesk tickets
• Infrastructure: % of network uptime (not including
planned maintenance)
Priority 1:
• % of network uptime (not including planned maintenance)
• Percentage based upon number of Helpdesk tickets/SLA measurements
• % Customer satisfaction based upon Satisfaction Rate from helpdesk tickets
• Percentage based upon number of scheduled projects/Number of projects
completed on time"
• Percentage of helpdesk requests closed within 8 hours
Apps • Applications: % of citywide‐enterprise application
project management performed on time and on
budget"
• Applications: Number of website site visits/Number of
site hits
• Applications: Number of support requests for the
applications support per month
Priority 1:
• % of citywide‐enterprise application project management performed on time
and on budget"
• Number of website site visits/Number of site hits
• Number of support requests for the applications support per month
• Number of legacy systems replaced, eliminated or consolidated.
• Percent project implementations performed on time and budget
The performance measures identified herein will need to be reviewed in light of standards of performance expected for each
Department. Performance measures for Parks and Recreation are consolidated for the overall department rather than division based
on their operations and to provide an overall comprehensive view into parks and recreation services rather than by division. The
final list will require review by City staff and City Council approval of those performance standards and should be updated at least
biennially.
Recommendation 32. Establish performance standards for each performance measure and reevaluate at least
biennially.
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Conclusion Baker Tilly
45
Conclusion
A city’s budget document is one of the most important financial planning tools that the City
Council and staff must review and complete each year. It should be reflective of the highest
priorities that the City is facing in the budget year. The budget document should address the
needs of the City Council to inform their decision-making, the staff to support their delivery of
services to the community, and the community itself in understand how the City is spending its
tax dollars and exercising its role as fiscal stewards of the tax dollars to which it has been
entrusted. Performance measures relevant to achieving its strategic priorities are an important
element that leads to trust in the services that the City provides.
The recommendations made herein will help the City streamline its budget document, which
provides more meaningful information and is laid out in a way that is understandable. The
performance measures we have identified will help the City evaluate its performance in
achieving its goals.
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Attachment A – List of Recommendations Baker Tilly
46
Attachment A – List of Recommendations
Recommendation 1. Ensure the document includes a title page, improved table of contents,
consistent layout and orientation.
Recommendation 2. Isolate the Budget Message as a standalone section.
Recommendation 3. Incorporate the City’s Mission in the Budget Guide section with the
Strategic Goals subsection and move them to the Introduction section after the City’s
organization chart.
Recommendation 4. Eliminate the Notable Accomplishments and New Initiatives sections
by condensing its content into a bulleted one or two sentence description for each
accomplishment and relocate each relevant accomplishment to the respective department
section.
Recommendation 5. Summarize high-level notable accomplishments and new initiatives
within the City Manager’s Budget Message
Recommendation 6. Elevate the Budget Overview subsection as its own section in the
budget document.
Recommendation 7. Report department reductions at the summary level and refer to the
department section for further detail.
Recommendation 8. Complete and publish the FY 2024-25 Budget at a Glance document to
summarize the budget for the casual user.
Recommendation 9. Move the Mission Statement to the strategic goals section.
Recommendation 10. Move the Elements of the Budget Document, Glossary of Budget
Terminology, Commonly Used Acronyms, and Revenues/Expenditures/Fund Balance Table
to the Appendix.
Recommendation 11. Eliminate the City Profile, Education, Programs and Applications,
Community and Recreation Services and Things to Do and See subsections of the
Community Profile section from the budget document.
Recommendation 12. Update all policies to provide a summary of the policy and include a
link to the official policy on the City’s website.
Recommendation 13. Eliminate the Flow of Funds Chart and replace it with a narrative
description of how taxes are used to fund City services within the Budget Overview section
of the budget.
Recommendation 14. Revise the General Fund Contribution Schedule subsection to
include a brief narrative of General Funds resources that are being contributed to other
funds, refer to the General Fund Transfers subsection, and eliminate the existing table.
Recommendation 15. Refer the reader to the department section or OpenGov for further
detail.
Recommendation 16. Condense the General Fund Revenues to provide an overview of the
key revenue sources, and include the more detailed descriptions and analysis in the General
Fund Forecast subsection.
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Recommendation 17. Review each department section to include the following
components: 1) Department description; 2) Organizational chart (by division/program
including number of assigned personnel FTE equivalents); 3) Personnel summary (subtotals
by position); 4) Key priorities, with emphasis on how they achieve the citywide strategic
plan/priorities; 5) Performance measures with a reference to key departmental priorities and
citywide strategic plan/priorities; and 6) Revenue and Expenditure summary by
division/program and by expenditure type (personnel costs, materials and services, capital
outlay, etc.).
Recommendation 18. Eliminate the program budget information in the department sections
and refer the user to OpenGov to obtain further detail.
Recommendation 19. Develop a minimum five-year Capital Improvement Plan and
incorporate the CIP plan into the budget document.
Recommendation 20. Affirm primary responsibility and lead role of the development of
the CIP Plan to Public Works as a shared responsibility and collaboration with other
departments.
Recommendation 21. Assign compilation and publication of the CIP Plan section of the
budget document to the Administrative Services Department’s Budget division.
Recommendation 22. Complete the FY 2024-25 Capital Budget and issue as Volume 2 of the
current adopted budget.
Recommendation 23. Provide clear quarterly tracking of CIP priorities, progress, and
alignment with Council work programs.
Recommendation 24. Create a detailed appendix for fund transfers, enterprise funds, and
grant funding usage.
Recommendation 25. Ensure all appropriated funds and consulting services are tracked and
reported against original purposes.
Recommendation 26. Develop and implement a Special Projects policy to address such
issues as definitions, approval authorities, timelines, projects spanning multiple fiscal years,
budget carryovers for projects extending into a subsequent fiscal year, and periodic reporting
timelines and form.
Recommendation 27. Review the City’s annual budget resolution and/or expenditure and
budget policies to ensure they align with City Council authorities provided to the City
Manager or designee in managing the annual budget, including use of contracted and/or
consulting services to achieve the City’s annual service delivery goals expressed in the
adopted budget.
Recommendation 28. Review the City’s current budget community engagement strategy
with the City Council to ensure it is successfully meeting the needs for identifying
community priorities and to inform the community about how City services are funded.
Recommendation 29. Review educational content on the budget’s role as a financial
planning tool and document in light of any changes to the engagement strategy using easy-
to-understand content and graphics.
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Recommendation 30. Leverage tools like OpenGov to create interactive, department-
focused summaries for each user type including the community, council and staff.
Recommendation 31. Develop a citywide strategic plan that includes a review of the core
values, mission and vision by the City Council to form the appropriate strategic goals and
priorities for the organization and its operating departments.
Recommendation 32. Establish performance standards for each performance measure and
reevaluate at least biennially.
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Draft Implementation Action Plan
March 2025
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Making the Most of the Draft Implementation Action Plan
Baker Tilly has developed this draft Implementation Action Plan to assist the City of Cupertino with the phasing and scheduling of 33 recommendations in the project report. That
report sets forth the analysis leading to each recommendation. The work involved in implementing the recommendations will need to be integrated into the other work of the
departments tasked with their completion, along with appropriate assignments of responsibility and with identification of specific planned completion dates. The draft Action Plan
begins that process with guidance about a recommended priority assignment. Priority 1 recommendations are those that we believe are the most important to accomplish without
delay or are easy to accomplish. Priority 2 recommendations have less importance in the near term or have an added element of complication to complete or require a significant
amount of resources (perhaps internal and external) to assist with completion. Priority 3 recommendations are the least urgent to complete, either due to span of control or
complexity Department .
We suggest that you use this document to prepare a final Action Plan for the City of Cupertino. In doing so, the management team will need to identify specific target dates for
completing implementation activities associated with each recommendation. Additionally, you may want to modify the described activities for implementing an individual
recommendation based on internal knowledge of what will be required for completion or adjust the assignment of responsibility based on pending or future workload or other
considerations. Where a draft task calls for an event to occur “regularly” or with a preset frequency (e.g., quarterly, monthly) you’ll want to ensure that your implementing
procedure or policy is written to accomplish that objective. Prudent implementation of most recommendations will require “circling back” after the work of implementation has
begun to fine-tune the work or the milestones based on experience. This step is not explicitly called out for each recommendation; however, assessing the progress of
implementation (via “circling back”) should be a part of your normal management system. We would be happy to set up a consultation with you to support the conversion of this
draft into the final Action Plan you can use to manage implementation.
To turn this draft into the Action Plan that is used to manage implementation, replace the column titled “Priority” with actual completion dates. Target dates can be
specific (e.g., September 1) or by month or quarter (e.g., 3Q 2025), as appropriate to the individual action.
All of the work to implement the strategies is in addition to the normal work of involved City staff. Baker Tilly has staff associates who are experienced in implementing many of
the actions identified in this draft Action Plan. We welcome the opportunity to assist you in doing so, and in any case, we remain available to consult with you in whatever way we
can be helpful. Please do not hesitate to contact Carol Jacobs at 949-809-5588 or Steve Toler at 408-385-3414 if we can be of assistance. Steve Toler can be reached by email
at Steve.Toler@bakertilly.com.
The discipline of project planning is basic to the successful execution of the work ahead. We hope that you find the draft Implementation Action Plan useful in that regard.
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Rec
No. Recommendation Implementation Steps Priority 1
Department
Responsible 2 Comments
1 Ensure the document includes a title page, improved table of contents,
consistent layout and orientation.
• Review the budget document for consistent formatting including
font, font size, page orientation
• Ensure title page and table of contents are properly formatted
1
Admin Services
2 Isolate the Budget Message as a standalone section. • Move the Strategic Goals Budget Message section to the front of
the document in the Introduction Section
2 Admin Services
3 Incorporate the City’s Mission in the Budget Guide section with the
Strategic Goals subsection and move them to the Introduction section
after the City’s organization chart.
• Condense the City’s Mission in the Budget Guide section areas of
the Budget Message
• Move to the introduction section
2 Admin Services
4 Eliminate the Notable Accomplishments and New Initiatives sections by
condensing its content into a bulleted one or two sentence description
for each accomplishment and relocate each relevant accomplishment to
the respective Department section.
• Condense Notable Accomplishments and New Initiatives sections
into small bulleted or narrative list by Department
• Move each bulleted description into relevant Department
section
• Remove Notable Accomplishments and New Initiatives sections
2 Admin Services
5 Summarize high-level notable accomplishments and new initiatives
within the City Manager’s Budget Message
• Summarize high-level notable accomplishments and new
initiatives into a small paragraph
• Put this paragraph in the City Manager’s Budget Message
2 Admin Services/
City Manager’s
Office
6 Elevate the Budget Overview subsection as its own section in the budget
document.
• Add the existing Budget Overview subsection as it’s own new
section
• Include the following subsections:
o Budget Roadmap,
o Changes to the Budget and Policies,
o Budget by Fund,
o Service-Level Reductions,
o Special Projects,
o Current Economic Update,
o Key Budget Assumptions, and
o Ongoing Challenges
2 Admin Services
1Priority 1: Important to accomplish without delay and/or easy to accomplish.
Priority 2: Second tier of importance to accomplish and/or may involve some complexity or time to complete.
Priority 3: Least urgent to complete and/or may take longer to set-up or to execute.
2To establish clear accountability there should be a single manager assigned responsibility for completing implementation of each recommendation. Where more than one manager is identified in this column, responsibility should be clarified
when the Final Action Plan is prepared.
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Rec
No. Recommendation Implementation Steps Priority 1
Department
Responsible 2 Comments
7 Report Department reductions at the summary level and refer to the
Department section for further detail.
• Use the newly created Budget Overview section in
Recommendation #6 to create a four page narrative
• Refer to the individual Department sections for further detail
2 Admin Services
8 Complete and publish the FY 2024-25 Budget at a Glance document to
summarize the budget for the casual user.
• Publish the above four page narrative from Recommendation #7
as a separate City’s Budget at a Glance document
2 Admin Services
9 Move the Mission Statement to the strategic goals section. • Move the Mission Statement from the Budget Guide section to
the Strategic Soals section.
2 Admin Services
10 Move the Elements of the Budget Document, Glossary of Budget
Terminology, Commonly Used Acronyms, and
Revenues/Expenditures/Fund Balance Table to the Appendix.
• Move the following Elements of the Budget Document to the
appendix
o Glossary of Budget Terminology
o Commonly Used Acronyms
o Revenues/Expenditures/Fund Balance Table
2 Admin Services
11 Eliminate the City Profile, Education, Programs and Applications,
Community and Recreation Services and Things to Do and See
subsections of the Community Profile section from the budget
document.
• Remove the following subsections of the Community Profile
section
o City Profile
o Education
o Programs and Applications
o Community and Recreation Services
o Things to Do and See
2 Admin Services
12 Update all policies to provide a summary of the policy and include a link
to the official policy on the City’s website.
• Remove the full financial policies from the budget document
• Include a summary of the relevant financial policies and a link to
the full policy on the City’s website
3 Admin Services
13 Eliminate the Flow of Funds Chart and replace it with a narrative
description of how taxes are used to fund City services within the Budget
Overview section of the budget.
• Eliminate the Flow of Funds Chart in the All Funds Financial
Schedule section
• Include a narrative of how taxes are used to fund City services
within the Budget Overview section
3 Admin Services
14 Revise the General Fund Contribution Schedule subsection to include a
brief narrative of General Funds resources that are being contributed to
other funds, refer to the General Fund Transfers subsection, and
eliminate the existing table.
• Develop a draft narrative summary for City Manager’s Office
review and feedback
• Eliminate the existing table of the General Fund Contribution
Schedule in the General Fund Financial Schedules sections
• Refer to the General Fund Transfers subsection in the narrative
2 Admin Services
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Rec
No. Recommendation Implementation Steps Priority 1
Department
Responsible 2 Comments
• Publish the updated section for incorporation into the annual
budget document
15 Refer the reader to the Department section or OpenGov for further
detail.
• Review architecture and links in OpenGov to ensure accuracy
and usability of financial schedules that provide the same or
similar information as in the current budget document
• Make revisions to OpenGov as required
• Modify text references in the General Fund Financial Schedules
section in each department to direct readers to the department
sections, appendix and/or OpenGov
• Condense Revenues section detail
• Add reference to Open Gov to show further detail
2 Admin Services
16 Condense the General Fund Revenues to provide an overview of the key
revenue sources, and include the more detailed descriptions and
analysis in the General Fund Forecast subsection.
• Develop a revised draft of a condensed General Funds revenue
section (e.g., start with an outline, then complete a draft based
on prior budget)
• Move the more detailed descriptions and analysis in the General
Fund Forecast subsection
• Ensure consistency in formatting and align structure across both
sections for clarity
• Publish the updated section as part of the draft budget
2 Admin Services
17 Review each Department section to include the following components:
1) Department description; 2) Organizational chart (by division/program
including number of assigned personnel FTE equivalents); 3) Personnel
summary (subtotals by position); 4) Key priorities, with emphasis on how
they achieve the citywide strategic plan/priorities; 5) Performance
measures with a reference to key departmental priorities and citywide
strategic plan/priorities; and 6) Revenue and Expenditure summary by
division/program and by expenditure type (personnel costs, materials
and services, capital outlay, etc.).
• Review each Department section to ensure there is consistency
in including the following components:
o Department description
o Organizational chart
o Personnel summary
o Key priorities
o Performance measures
o Revenue and Expenditure summary
3 Admin Services
18 Eliminate the program budget information in the Department sections
and refer the user to OpenGov to obtain further detail.
• Eliminate the program budget information in the departmental
sections
• Add reference to Open Gov for the reader to obtain further
detail at the program budget level
2 Admin Services
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Rec
No. Recommendation Implementation Steps Priority 1
Department
Responsible 2 Comments
19 Develop a minimum five-year Capital Improvement Plan (CIP) and
incorporate the CIP plan into the budget document.
• Develop the Capital Improvement Plan should be created and
include the following elements:
o CIP Overview
o CIP Process that explains the definition of a
project and the planning process
o Project descriptions
o Financial Summary by Year
o Funding Availability
• The CIP should be included as part of the annual budget with
similar timelines so that the recommended operating and capital
budgets are published within the budget schedule.
2 Public Works/
Admin Services
20 Affirm primary responsibility and lead role of the development of the
CIP Plan to Public Works as a shared responsibility and collaboration
with other departments.
• Assign the lead role of development of the CIP to the Public
Works Department
• Conduct cross-departmental CIP meetings to ensure input is
received
• Develop a department coordination framework that defines
roles, responsibility for input and collaboration
• Discuss and disseminate the framework with departments.
• Conduct periodic check-ins on CIP plan development to include
the City Manager, and representatives from Public Works and
Administrative Services
1 City Manager’s
Office, delegated
to Public Works
21 Assign compilation and publication of the CIP Plan section of the budget
document to the Administrative Services Department’s Budget division.
• Assign the lead role of compilation and publication of the CIP to
the Admin Services Department
• Standardize CIP formatting and structure to ensure consistency
in CIP descriptions, budget projections and reporting
• Establish a review and submission timelines for the draft and
final CIP version in the context of the broader budget process
• Collaborate with Public Works to inform final development of
the finalized CIP plan
• Incorporate the capital budget in the recommended budget
document.
1 City Manager’s
Office, delegated
to Admin Services
22 Complete the FY 2024-25 Capital Budget and issue as Volume 2 of the
current adopted budget.
• Complete the FY 2024-25 Capital Budget already in progress
(performed by Public Works)
1 Public Works/
Admin Services
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Rec
No. Recommendation Implementation Steps Priority 1
Department
Responsible 2 Comments
• Issue the Capital Budget as Volume 2 of the current adopted
budget.
23 Provide clear quarterly tracking of CIP priorities, progress, and
alignment with Council work programs.
• Develop a quarterly reporting framework to define reporting
element such as progress tracking, estimated time of
construction and completion, and tracking against budget
• Establish a reporting calendar to set quarterly review deadlines
on City Council agendas
• Implement the CIP progress reporting
• Check-in with City Council and department leaders to evaluate
CIP progress reporting and opportunities to improve it
3 City Manager’s
Office, delegated
to Public Works
24 Create a detailed appendix for fund transfers, enterprise funds, and
grant funding usage.
• Create a framework to report the following:
o Fund transfers
o Enterprise funds
o Grant funding
• Compile the fund transfer and grant data to document all
sources and uses of funds
• Publish the developed report(s)
2 Admin Services
25 Ensure all appropriated funds and consulting services are tracked and
reported against original purposes.
• Review current trancking mechanisms and implement any
necessary changes based on feedback received from City
Councilmembers regarding past reports
• Review the current expense report that shows budget and actual
expenditures for all appropriated funds
• Create a report in OpenGov that highlights the consulting
services expenses compared to the original budget.
• Keep clear documentation of all consulting services budgets.
3 Admin Services
26 Develop and implement a Special Projects policy to address such issues
as definitions, approval authorities, timelines, projects spanning multiple
fiscal years, budget carryovers for projects extending into a subsequent
fiscal year, and periodic reporting timelines and form.
• Develop a special projects policy that addresses:
o Definition of special projects
o Form of reporting
o Frequency of reporting
o Follow-up on items and direction from City
Council
3 City Manager’s
Office
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Rec
No. Recommendation Implementation Steps Priority 1
Department
Responsible 2 Comments
27 Review the City’s annual budget resolution and/or expenditure and
budget policies to ensure they align with City Council authorities
provided to the City Manager or designee in managing the annual
budget, including use of contracted and/or consulting services to
achieve the City’s annual service delivery goals expressed in the adopted
budget.
• Review the City’s annual budget resolution and/or expenditure
and budget policies to ensure the following:
o Authorities provided to the City Manager
o Use of contracted or consulting services
• Make any changes or updates as needed
1 City Manager’s
Office
28 Review the City’s current budget community engagement strategy with
the City Council to ensure it is successfully meeting the needs for
identifying community priorities and to inform the community about
how City services are funded.
• Present the City’s current budget community engagement
strategy to the City Council
• Solicit feedback on additional community engagement strategies
• Make any changes or updates as needed
1 City Manager’s
Office
29 Review educational content on the budget’s role as a financial planning
tool and document in light of any changes to the engagement strategy
using easy-to-understand content and graphics.
• Review the proposed changes to the community engagement
strategies
• Update educational content and engagement strategy with easy-
to-understand content and graphics based on proposed changes
1 Admin Services/
City Manager’s
Office
30 Leverage tools like OpenGov to create interactive, department-focused
summaries for each user type including the community, council and
staff.
• Review the current OpenGov design and layout for departments
and solicit feedback for improvements
• Move the current year so the newest information is listed first on
the main page
• Develop content based on the needs of the community and
council
• Include links in the budget document to OpenGov to create
more tailored content
1 Admin Services
31 Develop a citywide strategic plan that includes a review of the core
values, mission and vision by the City Council to form the appropriate
strategic goals and priorities for the organization and its operating
departments.
• Determine if the strategic plan will be done with assistance from
consultants or in house
• Work with City Council to create a city-wide strategic plan
according to the following framework
o Core Values
o Mission
o Vision
o Organizational Goals
o Organizational Strategies
o Strategic Priorities
o Personal Priorities
1 City Manager’s
Office
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City of Cupertino – Budget Document Improvements and Performance
Measures
Draft Implementation Action Plan Baker Tilly
7
Rec
No. Recommendation Implementation Steps Priority 1
Department
Responsible 2 Comments
• Incorporate strategic plan into planning for the budget document
and performance measures
32 Establish performance standards for each performance measure and
reevaluate at least biennially.
• Review Baker Tilly’s suggested performance measures by
Department
• Obtain City Council approval on the set of performance
measures to be implemented, informed by the Baker Tilly report
and any subsequent creation of a citywide strategic plan
• Identify roles and responsibilities within each department to
identify the metrics to be tracked, gather the data, and develop
the reports
• Implement a tracking mechanism by developing a reporting
structure to monitor compliance and effectiveness (e.g.,
quarterly, semi-annually)
• Create a process for reviewing performance and updating
performance measures with the City Council periodically (semi-
annually) and as part of the annual budget process
1 City Manger’s
Office, delegated
to each
department
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CITY OF CUPERTINO
Agenda Item
24-13302 Agenda Date: 3/4/2025
Agenda #: 8.
Subject: Accept the City Manager’s Mid-Year Financial Report for Fiscal Year 2024-25; Budget
Modification No. 2425-383, increasing appropriations by $4,161,892 and revenues by $4,115,183.
1. Accept the City Manager’s Mid-Year Financial Report for Fiscal Year 2024-25
2. Adopt Resolution No. 25-018 approving Budget Modification No. 2425-383, increasing
appropriations by $4,161,892 and revenues by $4,115,183.
CITY OF CUPERTINO Printed on 2/26/2025Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: March 4, 2025
Subject
Accept the City Manager’s Mid-Year Financial Report for Fiscal Year 2024-25
Recommended Action
1. Accept the City Manager’s Mid-Year Financial Report for Fiscal Year 2024-25
2. Adopt Resolution No. 25-XXX approving Budget Modification No. 2425-383,
increasing appropriations by $4,161,892 and revenues by $4,115,183.
Executive Summary
The Mid-Year Financial Report for Fiscal Year (FY) 2024-25 outlines the City’s financial
status as of December 31, 2024. The City has updated its 10-Year financial forecast and,
due to significant changes in revenues and expenditures assumptions, is forecasting to be
structurally sound with no deficits through FY 2033-34. The details are discussed later in
the report.
The FY 2024-25 Amended Budget is $217.4 million, increasing from an adopted budget of
$146.6 million due to carryovers and encumbrances from the last fiscal year, in addition
to Council-approved budget adjustments.
As of Mid-Year FY 2024-25, revenue was $5.3 million, or 11%, lower than Mid-Year 2023-
24, primarily attributed to a significant decrease in reported sales tax due to a shift to cash
basis accounting for interim reports as recommended by the City’s financial auditors, The
Pun Group. While this change enhances cash flow accuracy, it may limit comparability
with FY 2023-24. This decrease is offset by an increase in use of money and property
primarily due to the reversal of the $2.8 million mark-to-market adjustment recorded as a
year-end entry in FY 2023-24, resulting in a temporary positive revenue impact in FY 2024-
25. Mid-Year expenditures were $10.3 million, or 22% higher than last year, primarily due
to a City Council approved one-time Additional Discretionary Payment to CalPERS to
address the City’s Unfunded Accrued Liability retirement costs.
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Key recommendations from the report include the following proposed budget
adjustments:
• Increase Capital Reserve to meet the minimum reserve levels per policy and restart
annual Capital Reserve funding transfers;
• Funding for additional executive recruitment; and
• Funding for the purchase of a new lawn mower.
Reasons for Recommendation
Background
On June 4, 2024, the City Council adopted the FY 2024-25 Adopted Budget, a $146.6
million spending plan funded by $139.3 million in revenue and $7.3 million in fund
balance. The adopted budget reflected a $102,805 increase from the proposed budget.
As described in the City Manager’s First Quarter Financial Report, the budget was revised
to account for encumbrances and carryover appropriations.1 As part of the FY 2023-24
year-end close, additional funds were carried forward to FY 2024-25, amounting to $9.0
million in encumbrances and $61.1 million in budget carryovers. The largest
encumbrances were for General Fund ($4.8 million), and the largest carryovers were for
General Fund ($24.3 million) and are largely related to The Rise Project.
Furthermore, the FY 2024-25 Amended Budget as of December 31, 2024, includes Council-
approved budget adjustments from July 1 to December 31, 2024, for a total of $227,801,053
across all funds.
The amended budget at the end of mid-year is $227.8 million, funded with $175.0 million
in revenue and $52.8 million in fund balance. The amended budget is the adopted budget,
plus encumbrances, carryovers, and Council-approved budget adjustments. The
reflection of carryovers and encumbrances in the amended budget is a standard practice
in municipal budgeting and aligns with the amounts in previous years, which have been
approximately $80 million. Carryovers and encumbrances are appropriations approved
in prior years but have not yet been spent and are still required for ongoing projects or
obligations.
1 Encumbrances are outstanding commitments tied to unfilled purchase orders or
contracts, which are rolled over to the following fiscal year until those obligations are
fulfilled or terminated. Carryover appropriations are unencumbered funds for unfinished
projects carried over to the following fiscal year to be spent for the same purpose for which
they were approved. Carryovers can be found in the Q1 financial report presented to City
Council on December 3, 2024.
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Mid-Year Summary of Budget Adjustments by Fund
Fund
FY 2024-25
Adopted
Budget Carryovers Encumbrances
Adjustments
Approved in 1st
and 2nd Quarters
FY 2024-25 Amended
Budget as of
December 31, 2024
General 90,041,794 24,271,306 4,753,530 10,729,524 129,796,154
Special Revenue 13,956,348 15,445,956 885,056 374,115 30,661,475
Debt Service 2,676,200 - - - 2,676,200
Capital Projects 22,057,580 20,678,417 2,449,854 300,000 45,485,851
Enterprise 9,271,222 522,360 55,396 20,545 9,869,523
Internal Service 8,643,349 151,167 837,023 (299,998) 9,331,541
Total All Funds 146,646,493$ 61,069,206$ 8,980,859$ 11,124,186$ 227,820,744$
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Discussion
The Mid-Year Financial Report, reported as of December 31, 2024, is a critical tool for the
City to evaluate its current revenue outlook and make necessary adjustments to the
budget in response to changing spending priorities. It provides an overview of the City's
budget status, including its revenue outlook, expenditure patterns, and other key financial
metrics. Additionally, the report helps the City ensure that it stays on track toward
achieving its goals and objectives by providing valuable insights into the City's financial
performance. By using this information to make informed decisions and take appropriate
actions, the City can maintain its fiscal sustainability.
The largest request at mid-year is related to fully funding the Capital Reserve to policy
levels and a few other minor requests for funding. Transferring unassigned fund balance
dollars from the General Fund to the Capital Reserve does not allocate those funds for
spending, which is done as part of the Capital Improvement Plan process or via a staff
report.
The City will continue to closely monitor revenue and expenditure trends in the coming
months. This ongoing analysis is critical to ensuring that the City's budget remains
responsive to the needs of its constituents and is aligned with the City's goals and
objectives. By proactively managing its budget, the City can remain fiscally responsible
and provide essential services and programs to its community.
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General Fund
Forecast
The City had previously forecasted a structural deficit in the last six years of its ten-year
financial forecast. As shown in the graphic below, the City’s deficit began in FY 2029,
primarily due to the reinstatement of a $2 million transfer to the Capital Reserve to fund
future capital improvement projects. In FY 2030, the deficit grows as the Utility User Tax
sunsets, resulting in a loss of approximately $4 million annually. However, this impact is
partially offset by the full repayment of debt in FY 2031. From then, ongoing increases in
expenditures outpace revenues resulting in a growing deficit.
Due to the settlement agreement with California Department of Tax and Fee
Administration (CDTFA) and other adjustments to forecast assumptions, the City is now
forecasting to be structurally sound for the next 10 years. The table below describes how
the funding gap closed.
In FY 2023-24, $15.1 million in reductions was achieved by reducing materials and
contracts and eliminating 13 vacant positions. In FY 2024-25, the reduction focus shifted
from category to service-level reductions, resulting in $8.7 million in savings. The majority
of the savings came from aligning the budgets to actual expenditures and reducing annual
Capital Improvement funding. These efforts resulted in $23.8 million in total reductions.
In addition, refinements to the City’s budget forecast had a net positive impact further
improving the City’s long-term financial outlook. Budget reductions are detailed in the
table below:
-$0.2M
$0.7M $1.1M
$0.3M
-$0.4M
-$2.8M -$3.1M
-$5.2M
-$6.2M
-$7.2M
General Fund Annual Operating Surplus/(Deficit)
6
Recession scenario
Sunset of Utility User Tax
in November 2030,
resulting in a loss of
revenue of over $4M
annually
Resumption of $2M
transfers
to Capital Reserve
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Budget Reductions FY 2023-24 and FY 2024-25
Category FY24 Summary
Materials & Contracts $5.5M Reductions across departments, most notably
reductions to street pavement maintenance and
training and development
Staffing $2.4M 13 FTE positions
Transfers2 $5.8M Reduced Transfers out to other funds
Capital Outlays, Special
Project, Contingencies and
Cost Allocations 2
$1.4M Reduced all categories listed
FY24 Reductions $15.1M
Category FY25
Community Benefits $0.1M 4th of July Fireworks
Fiscal Accountability $2.8M Align Law Enforcement costs with actuals, ERP,
and legal costs
Infrastructure $2.9M No CIP reserve transfer and tree maintenance
moved inhouse
Operations and
Maintenance
$2.9M Elimination of two Project Managers and
reduction of part-time staff. Includes additional
materials and contract reductions.
Total FY25 Reductions $8.7M
TOTAL REDUCTIONS ALL YEARS $23.8M
2 Transfers and Capital outlay, special projects etc. were not previously included in
reduction discussions after the proposed budget as they did not result in a service level
reduction. These are included to show the full budget reductions made, with exception of
use of fund balance.
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Changes since FY 2024-25 Final Budget
Since the forecast was last presented to City Council as part of the FY 2024-25 Final
Budget, we have gained clarity on a number of budget-related items, including the
CDTFA Audit resolution and water system lease revenues. Additionally, City Council
approved a one-time additional discretionary payment (ADP) to CalPERS for the City’s
retirement system of $10 million dollars, which has had a significant impact on the
forecast.
Furthermore, staff have made additional refinements to the forecast to better align with
historical actuals in property tax and Franchise fees, and made changes to the employee
vacancy rate to better align it with historical employee vacancy savings. The table below
summarizes these changes and their impact, comparing the FY 2024-25 Final Budget
Forecast with the FY 2024-25 Mid-Year Forecast.
FY26 and FY34 Projection Changes by Category: Final Budget vs Mid-Year Forecasts
($ in millions)
FY25 Final
Budget 10 Year
Forecast
FY25 Mid-Year 10 Year Forecast Changes
FY25 Mid-Year
Budget
Outcome
$7.20 Million
Deficit
Expenditure
decreases
of ($1.77)
million
$0.52 million
Surplus
Revenue
increases of
$5.95 million
-=
Expenditure Categories Changes in FY26 of the Forecast Changes in FY34 of the Forecast
Employee compensation & benefits (2.39)$ (1.77)$
45 - Transfer out 2.00$ -$
Total Expenditure Changes (0.39)$ (1.77)$
Revenue Categories
05 - Sales Tax (0.04)$ (0.05)$
10 - Property Tax 1.11$ 1.40$
15 - Transient Occupancy (0.46)$ (0.54)$
25 - Franchise Fees 0.82$ 0.92$
40 - Use of Money and Property 0.17$ 2.32$
60 - Miscellaneous 1.85$ 1.84$
Total Revenue Changes 3.49$ 5.95$
Net Impact 3.88$ 7.72$
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The table above compares the original forecast presented as part of the FY 2024-25 Final
Budget to the updated FY 2024-25 Mid-Year forecast. These numbers were calculated by
comparing both forecasts at the category level. Both FY 2025-26 and FY 2033-34 forecast
are compared to show how impacts either increase or decrease in the forecast.
Revenues
Sales and Transient Occupancy Tax are decreasing just over $500,000 in FY 2025-26 and just
under $600,000 in FY 2033-34. This decline is primarily driven by updated forecast
projections based on prior year actuals.
Property Tax and Franchise Fees are increasing by about $1.9 million dollars in FY 2025-26
and $2.3 million in FY 2033-34, reflecting refinements in the forecast to better align with
the prior year actuals. The growth trend is expected to continue throughout the forecast.
Use of Money and Property is increasing due to the City’s improved financial position. With
more years in the positive than in a deficit this results in more funds or fund balance
available for the City to invest. The additional fund balance contributes to higher interest
earnings, as more funds are available for investment. The increase is reflected throughout
the forecast, with estimated increases in FY 2025-26 of $170,000, growing by $2.32 million
in FY 2033-34, as fund balances continue to rise.
Miscellaneous Revenue is increasing due to the City’s new water system lease agreement,
which provides approximately $1.8 million in annual revenues for the life of the 12-year
contract with San Jose Water Company. These revenues began in the current fiscal year,
FY 2024-25, and will conclude in FY 2036-37, which is beyond the current forecast.
Expenditures
Employee Compensation and Benefits is decreasing by $2.39 million in FY 2025-26 and $1.77
million in FY 2033-34. This reduction is primarily due to aligning FY 2024-25 projections
with the adopted budget, the one-time Additional Discretionary Payment (ADP) to
CalPERS to reduce the City's Unfunded Accrued Liability (UAL), and an increase in the
assumed vacancy rate to 4%. The gradual decline in annual savings over the forecast
period is attributed to CalPERS UAL payments stabilizing and aligning more closely with
the initial forecast.
Transfers out is increasing in the FY 2025-26 to account for the recommendation in this staff
report to begin funding the Capital Reserve sooner than previously anticipated. Since this
funding was already included in the later years of the original forecast, there is no impact
in FY 2033-34.
Although this is great news, the City must remain cautious, as expenditure growth
outpaces our revenues, leading to a decreasing surplus figure in the later years of the
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current forecast. To maintain long-term financial stability, the City will likely need to seek
further reductions and/or revenue enhancements in the near future.
Updated 10-Year Forecast as of FY 2024-25 Mid-Year Financial Report
After applying the changes noted in the section above, the City’s financial forecast has
significantly improved. What was previously a deficit in over half the forecast is now
positive throughout the entire forecast period. Additionally, the forecast allows for
resumption funding of the Capital Improvement at $2 million annually beginning in FY
2024-25 versus FY 2028-29. These positive changes in our forecast reflects the work the
City Council, Community, and staff have put into solving the unprecedented loss of $30
million in revenue and subsequent structural deficit
However, we recommend proceeding with caution as our forecast shows that our
expenditure growth outpaces revenue growth, as shown with declining budget surpluses
throughout the forecast. As we move forward in this year’s budget process along with
next year’s proposed and final budget, the focus should be on limiting ongoing expenses
and focusing on one-time costs. The City should continue to pursue revenue
enhancements such as fee increases and tax measures and look to reduce costs where
feasible, with a goal of having growing surpluses in out-years versus declining, a sign that
the city is fiscally sound into the future.
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General Fund at Mid-Year
4-Year Comparison of Revenues, Expenditures, and Changes to Fund Balance
($ in millions)
The General Fund's year-end actuals show that the City’s revenues have historically
exceeded expenditures, leading to the increase in fund balance. In addition, the City's
encumbrance and budget carryover process typically led to increases in year-end fund
balance. Historically, when this was not the case, it was not due to a structural deficit but
the transfer of excess fund balance from the General Fund to the Capital Reserve per the
City's Fund Balance policy. The updated long-term forecast discussed later in this report
will show that the City expect to have positive fund balance for the next 10 years.
By continuing to monitor and manage its financial resources effectively, the City can
ensure that it maintains a healthy fund balance in the General Fund.
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Revenue
General Fund revenue is $5.3 million, or 11%, lower than the same time last year due to
changes in the City’s revenue sources as shown in the following table.
Comparison of FY 2023-24 and FY 2024-25 Mid-Year Revenues
General Fund
Sales Tax revenue as of mid-year is $6.2 million, which is a 72% decrease from the previous
year. This decline is primarily due to two factors. First, as noted in the First Quarter
Financial Report, the City reached a settlement agreement with the CDTFA, which
resulted in the cessation of previously misallocated sales tax revenue. The City adjusted
the sales tax received to reflect the new reporting amount of $6.2 million. The CDTFA has
yet to adjust any sales tax reporting as a result of the settlement. Second, sales tax revenues
are received on a two-month lag, meaning the current figures account for collections from
July through October 2024 (FY 2024-25), whereas mid-year figures from the prior fiscal
year (FY 2023-24) included six months of collections, spanning July through December
2023.
For FY 2024-25, the City budgeted $11.6 million in sales tax revenue. Staff recommends
maintaining this projection to remain both conservative and realistic, as it accounts for
current trends while ensuring fiscal prudence. Given that only four months of sales tax
collections have been received, it is still too early in the fiscal year to make significant
adjustments based on partial-year data.
Property Tax revenue is higher than last year by approximately $422,000, or 5%. According
to HdL, the City’s property tax consultant, residential use values increased 5.7% for a total
Revenue Category
Mid-Year
2024
Mid-Year
2025 Variance ($) Variance (%)
05 - Sales tax 22,486,303 6,253,234 (16,233,070) -72%
10 - Property tax 9,111,207 9,533,057 421,850 5%
15 - Transient occupancy 2,256,103 2,517,307 261,204 12%
20 - Utility tax 1,519,268 1,747,222 227,953 15%
25 - Franchise fees 910,438 828,043 (82,396) -9%
30 - Other taxes 656,756 903,132 246,376 38%
35 - Licenses and permits 1,859,890 2,703,734 843,845 45%
40 - Use of money and property 1,662,349 5,620,126 3,957,777 238%
45 - Intergovernmental revenue 221,695 1,593,094 1,371,399 619%
50 - Charges for services 5,705,245 7,219,090 1,513,845 27%
55 - Fines and forfeitures 118,777 157,093 38,316 32%
60 - Miscellaneous 564,192 1,445,733 881,540 156%
65 - Transfers in 111,000 15,000 (96,000) -86%
70 - Other financing sources - 1,331,275 1,331,275 N/A
Total 47,183,225$ 41,867,139$ (5,316,086)$ -11%
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of $1.147 billion and represented 81% of all growth experienced in the City. The citywide
growth in value in the 2024-25 assessment roll is $1.412 billion, an increase of 4.4%. Staff
will continue to monitor this top revenue source and may recommend adjustments as part
of the Third Quarter Financial Report.
The City’s property tax base remains strong, and HdL is currently projecting growth in
property taxes over the next five years, as shown in the table below.
Transient Occupancy Tax (TOT) revenue increased by $261,000, or 12%, compared to the
previous year due to the remittance of taxes from a hotel in Cupertino during the current
mid-year period that were not received in the previous year. Although an increase is
reflected here, business travel has not returned compared to pre-pandemic levels.
According to HdL, occupancy is improving a couple of percentage points each year,
however, the Average Daily Rate may still be too low, compared to prior years. So, while
the Average Daily Rate is increasing, it doesn't appear that it is driven by demand.
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28
31,223,141 32,324,317 33,606,651 35,024,886 36,531,087
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Average Daily Rates and Occupancy Rates by Month
Hotels in Cupertino
Although TOT revenues have mostly recovered from the pandemic, the City's TOT
revenues may continue to be affected in the long term due to telework and decreased
business travel. Headwinds in the tech industry have resulted in layoffs and reduced
spending in areas such as travel. Staff will continue to monitor economic regulations and
other factors and report back on their impact on TOT revenues as part of the quarterly
financial reports.
Utility Tax (UUT) increased by approximately $228,000, or 15%, primarily due to an
increase in the amount of UUT collected based on higher gross receipts compared to the
same period in the prior year.
Franchise Fees decreased by approximately $82,000, or 9%, due to a one-time overpayment
reflected in the prior mid-year period for October 2023 that was corrected with an
underpayment in January 2024.
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Other Taxes increased by approximately $246,000, or 38%, due to increases received for the
collection of business license taxes and property transfer taxes.
Licenses and Permits increased by approximately $844,000, or 45%, due to construction plan
check revenues for multiple large office tenant improvement submittals, an increase in
residential submittals for new homes and remodels, as well as an increase in permits to
clear code enforcement cases.
Use of Money and Property increased by approximately $4.0 million, or 238%, largely due
to the reversal of the $2.8 million mark-to-market adjustment recorded as a year-end entry
in FY 2023-24, resulting in a temporary positive revenue impact in FY 2024-25.
Intergovernmental Revenue increased by $1.4 million, or 619%, over the same period last
year primarily due to the receipt of grant funds for the community shuttle.
Charges for Services increased by $1.5 million, or 27%, driven mainly by increases in cost
allocation plan methodology and general service fees related to library maintenance.
Fines and Forfeitures increased by $38,000, or 32%, due to an increase in revenues related
to parking fines compared to the same period last year.
Miscellaneous Revenue increased by approximately $882,000, or 156%, primarily due to the
timing of the Apple donation for sheriff services.
Transfers In decreased by $96,000, or 86%, due to transfers in from other funds that
occurred during the previous mid-year period.
Other Financing Sources increased by $1.3 million due to revenues received from the Byrne
property transaction.
Expenditures
Expenditures in the General Fund have increased by $10.3 million, or 22%, when
compared to the same time last year. The following table shows the differences between
General Fund expenditures as of the mid-year in the current fiscal year and the prior fiscal
year:
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Comparison of FY 2023-24 and FY 2024-25 Mid-Year Expenditures
General Fund
Salary decreased by approximately $0.5 million, or 5%, from the previous mid-year period
due to vacancy savings.
Benefits increased by approximately $10.6 million, or 227%, from last year primarily due
to a City Council approved one-time Additional Discretionary Payment to CalPERS to
address the City’s Unfunded Accrued Liability retirement costs. In addition, increases in
retirement, healthcare, and workers’ compensation costs account for the remaining
increase.
Materials increased by approximately $326,000, or 13%, primarily due to increases in
electrical costs and general supplies.
Contract Services increased by approximately $424,000, or 3%, primarily driven by
insurance premium increases, paid claims, settlements, and law enforcement contract
costs.
Cost Allocation increased by approximately $190,000, or 4%, primarily due to increased
Cost Allocation Plan (CAP) charges.3
3 The cost allocation plan (CAP) allocates indirect and overhead costs to the departments
that benefit from them. Costs incurred by central service providers (e.g., City Manager's
Office, City Attorney's Office, Finance, Human Resources, Facilities, etc.) are charged to
the departments that benefit from the services (e.g., Parks & Recreation). The purpose of
the CAP is to help the City to determine the true cost of providing services.
Expenditure Category
Mid-Year
2024
Mid-Year
2025 Variance ($) Variance (%)
05 - Employee compensation 11,096,489 10,566,467 (530,022) -5%
10 - Employee benefits 4,664,982 15,264,471 10,599,488 227%
15 - Materials 2,487,504 2,813,766 326,262 13%
20 - Contract services 13,833,030 14,256,813 423,784 3%
25 - Cost allocation 5,128,828 5,319,290 190,462 4%
30 - Capital outlays 421,523 32,349 (389,174) -92%
31 - Special projects 1,909,536 623,226 (1,286,311) -67%
35 - Contingencies - 3,035 - N/A
45 - Transfer out 6,595,284 7,403,168 807,884 12%
50 - Other financing uses 102,412 247,521 145,109 142%
Total 46,239,589$ 56,530,107$ 10,287,483$ 22%
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Capital Outlay decreased by approximately $389,000, or 92%, due to the security gate
project at the Service Center in the prior year.
Special Projects decreased by approximately $1.3 million, or 67%, primarily due to I-
280/Wolfe Road Interchange Improvement.
Contingencies remain relatively unchanged from last year.
Transfers Out increased by approximately $808,000, or 12%, due to the increase of transfers
for retiree medical due to the use of the Other Post Employment Benefits Trust paying for
the last two years. Interfund transfers are the movement of cash between one or more
funds. As part of the Adopted Budget process, transfers from the General Fund to other
City funds serve as operating subsidies to ensure each fund has a positive fund balance at
the end of the fiscal year.
Other Financing Uses increased by approximately $145,000, or 142%, due to a higher
volume of on-call contracts in the Community Development Department for plan reviews
and inspections.
Special Revenue Funds
Revenue
Special Revenue Funds revenue is $0.2 million, or 4%, higher than the same time last year
primarily due to an increase in use of money and property and intergovernmental
revenue.
Comparison of FY 2023-24 and FY 2024-25 Mid-Year Revenues
Special Revenue Funds
Other Taxes decreased by approximately $119,000, or 58%, primarily due to decreased park
dedication fees received in the prior mid-year period for Alan Row.
Revenue Category
Mid-Year
2024
Mid-Year
2025 Variance ($) Variance (%)
30 - Other taxes 205,602 86,517 (119,085) -58%
40 - Use of money and property 348,511 1,116,291 767,779 220%
45 - Intergovernmental revenue 3,031,052 3,527,541 496,489 16%
50 - Charges for services 76,061 54,491 (21,570) -28%
55 - Fines and forfeitures 156 -(156) N/A
60 - Miscellaneous 4,304 200 (4,104) -95%
65 - Transfers in 3,449,019 2,595,150 (853,869) -25%
Total 7,114,705$ 7,380,189$ 265,485$ 4%
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Use of Money and Property increased by approximately $768,000, or 220%, primarily due to
the mark-to-market adjustment, mirroring the impact seen in the General Fund.
Intergovernmental Revenue increased by approximately $0.5 million, or 16%, due primarily
to transportation related federal grants.
Charges for services decreased by approximately $22,000, or 28%, primarily due to general
fee revenues received for environmental storm drain clean-up reimbursement received.
Fines and forfeitures were relatively unchanged from last year.
Miscellaneous revenues were relatively unchanged from last year.
Transfers In decreased by approximately $854,000, or 25%, due to decreased transfers in
from general fund for street and sidewalk maintenance as part of service level reductions.
Interfund transfers are the movement of cash between one or more funds. As part of the
Adopted Budget process, transfers from the General Fund to other City funds serve as
operating subsidies to ensure that each fund has a positive fund balance at the end of the
fiscal year. Additionally, when Capital Improvement Program (CIP) projects are
authorized by City Council, a transfer from the Capital Reserve to the appropriate fund is
necessary to record the costs and activities of the project. For more information on the
City’s operating and capital transfers, refer to pages 625-627 and 631-632 of the FY 2024-
25 Adopted Budget.
Expenditures
Special Revenue Funds expenditures are $1.8 million, or 30%, lower than the same time
last year due primarily to decreases in capital outlays and special projects.
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Comparison of FY 2023-24 and FY 2024-25 Mid-Year Expenditures
Special Revenue Funds
Salary decreased by approximately $37,000, or 4%, due to vacancy savings.
Benefits increased by approximately $56,000 or 15%, from last year due to increases in
health care premiums and retirement costs.
Materials decreased by approximately $33,000, or 12%, due to decreases in BMR and
CDBG expenditures compared to the same period last year.
Contract Services decreased by approximately $256,000, or 53%, primarily due to annual
sidewalk curb and gutter maintenance.
Cost Allocation increased by approximately $405,000, or 66%, primarily due to increased
City Manager and Human Resources CAP Charges.
Capital Outlays decreased by approximately $794,000, or 39%, due to decreases in Facility
Improvements and SB1 Road.
Special Projects decreased by approximately $758,000, or 86%, due to decreases in the
annual asphalt project.
Transfers Out decreased by $368,000, or 96%, due to reduced transfers for CIP projects.
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Debt Service Funds
Revenue
Debt Service Funds revenue is similar to last year.
Comparison of FY 2023-24 and FY 2024-25 Mid-Year Revenues
Debt Service Funds
Expenditures
Debt Service Funds expenditures are similar to last year.
Comparison of FY 2023-24 and FY 2024-25 Mid-Year Expenditures
Debt Service Funds
Capital Projects Funds
Revenue
Capital Projects Funds revenue is higher than last year primarily due to transfers in.
Comparison of FY 2023-24 and FY 2024-25 Mid-Year Revenues
Capital Projects Funds
Capital Projects funds differ from year to year based on projects that have been approved
or worked on in a given fiscal year.
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Expenditures
Capital Projects Funds expenditures are $4.8 million, or 83%, higher than last year due to
an increase in transfers to fund capital projects.
Comparison of FY 2023-24 and FY 2024-25 Mid-Year Expenditures
Capital Projects Funds
Capital Projects funds differ from year to year based on projects that have been approved
or worked on in a given fiscal year.
Enterprise Funds
Revenue
Enterprise Funds revenue is $66,000, or 2%, lower than the same time last year due
primarily to a reduction in service fee charges.
Comparison of FY 2023-24 and FY 2024-25 Mid-Year Revenues
Enterprise Funds
Use of Money and Property increased by approximately $99,000, or 30%, due to increased
field rental permit revenue.
Charges for services decreased by approximately $668,000, or 21%, primarily due to a
reduction in enterprise service fees.
Miscellaneous decreased by $11,300, or 100%, primarily due to stormwater pollution
remediation recovery received during the prior mid-year period.
Transfers In increased by approximately $0.5 million due to transfers from the General
Fund.
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Expenditures
Enterprise Funds expenditures are $0.7 million, or 16%, lower than the same time last year
due primarily to a decrease in contract services.
Comparison of FY 2023-24 and FY 2024-25 Mid-Year Expenditures
Enterprise Funds
Salary and Benefits increased by approximately $224,000, or 19%, primarily due to health
insurance premiums and retirement costs.
Materials increased by approximately $49,000, or 32%, primarily due to software and Cal
Recycle payment program administration expenses.
Contract Services decreased by approximately $1.0 million, or 46%, primarily due to the
restructuring of the Lifetime Tennis contract at the Sports Center.
Cost Allocation increased by approximately $319,000, or 68%, primarily due to increased
City Manager CAP allocation and Finance cost allocation.
Special Projects decreased by approximately $0.25 million, or 69%, due to projects that
differ in scope and timing from year to year.
Internal Service Funds
Revenue
Internal Service Funds revenue is $1.6 million, or 46%, higher than the same time last year
due to increased transfers in.
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Comparison of FY 2023-24 and FY 2024-25 Mid-Year Revenues
Internal Service Funds
Use of Money and Property increased by approximately $108,000, or 141%, due to increased
interest earnings from the City’s investment portfolio and mark-to-market adjustments.
Charges for Services increased by approximately $321,000, or 15%, primarily due to
Innovation Technology related Cost Allocation charges.
Transfers In increased by approximately $1.0 million, or 68%, due to increased transfers
from the General Fund to the Innovation & Technology and Compensated Absences
Fund.
Other Financing Sources increased by about $252,000 due to workers compensation charges
being billed to departments and received as revenue in this fund. In FY 2023-24, the fund
had enough savings to cover the workers compensation fund, and therefore no revenue
was collected.
Expenditures
Internal Service Funds expenditures are $290,000, or 8%, lower than the same time last
year due primarily to a decrease in materials and salaries, offset by increases in cost
allocation and contract services.
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Comparison of FY 2023-24 and FY 2024-25 Mid-Year Expenditures
Internal Service Funds
Salary decreased by approximately $157,000, or 16%, due to vacancy savings. This is offset
by a $55,000 increase in benefit costs.
Materials decreased by $259,000, or 41%, mainly due to a decrease in small tools and
equipment costs.
Contract Services are up approximately $115,000, or 15%, largely due to an increase in
general service agreements.
Cost Allocation increased by approximately $123,000, or 428%, primarily due to Innovation
Technology and Finance related CAP charges.
Special Projects decreased by approximately $91,000, or 27%, due to projects that differ in
scope and timing from year to year.
Transfers Out decreased by $76,000, or 100%, due to Innovation Technology related
transfers that occurred in the prior mid-year period.
Budget Adjustment Requests
The City's departments regularly evaluate their budget expenditures throughout the fiscal
year to ensure they stay within their budget appropriations. In case of any variance, they
can request budget adjustments as necessary as part of the quarterly reports.
The budget adjustment requests are summarized in the table below and are also provided
in this report as Attachment D.
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I&T - Video & Admin - PT salary transfers
Staff is requesting salary transfers to cover administrative support for the department
during the Management Analyst’s upcoming leave of absence.
Executive Recruitment – Assistant City Manager and City Attorney
Staff requests additional funds to be used for the executive recruitment of an Assistant
City Manager and City Attorney. The cost of engaging an Executive Search Firm for
executive-level recruitment can vary, but based on past experience, the average expense
is approximately $25,000 per recruitment. The Human Resources budget includes only
one executive level recruitment in their base budget.
Hidden Treasures Proceeds
The Hidden Treasures event at the Senior Center accepts donations from the community
and, in turn, sells the donations on the last Thursday in October. The proceeds are then
calculated into the costs to run the event, with the remaining amount incorporated into
the Stay Active Fund. The Stay Active Fund helps members ages 50 and over remain active
and engaged at the Cupertino Senior Center. This fund provides financial assistance
Fund Department Reven ue Expenditure
Change in Fund
Balance Proposal
GENERAL FUND
100 General Fund Innovation & Technology - (31,564) 31,564 I&T - Admin - PT Admin Assistant
100 General Fund Administrative Services - 25,000 (25,000)Exec recruitment - Assistant City
Manager & City Attorney
100 General Fund Parks & Recreation 13,619 11,188 2,431 Hidden Treasures Proceeds
100 General Fund Non-Departmental - 4,101,564 (4,101,564)Transfer out to meet minimum
capital reserve levels per policy,
resume annual $2 million transfer to
capital reserve and IT salary savings
to Internal Service Funds
100 General Fund Innovation & Technology - (3,481) 3,481 Partial Defund of Redesign of City
Website
TOTAL GENERAL FUND 13,619 4,102,707 (4,092,569)
CAPITAL FUNDS
429 Capital Reserve Non-Departmental 4,070,000 - 4,070,000 Transfer in to meet minimum
reserve levels per policy & resume
annual $2 million transfer
TOTAL CAPITAL FUND 4,070,000 - 4,070,000
INTERNAL SERVICE
FUNDS
610 Innovation & Technology Innovation & Technology 31,564 31,564 - I&T - Admin - PT Admin Assistant
fund by GF Transfer
610 Innovation & Technology Innovation & Technology - (6,079) 6,079 Partial Defund of City Facilities
Video Capture
630 Vehicle/Equip
Replacement
Public Works - 33,700 (33,700)Mower Replacement
TOTAL INTERNAL
SERVICE FUND 31,564 59,185 (27,621)
TOTAL ALL FUNDS $ 4,115,183 $ 4,161,892 $ (50,190)
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through scholarships for members to offset the cost of a Senior Center membership and
registration for classes and events. This fund is also utilized to bring in specialized
speakers, secure educational films, and purchase resource materials, etc., for events and
programs that promote prevention and preparedness of aging issues, such as the Health
Fair. Staff requests the use of the $13,619 revenue brought in during the Hidden Treasures
event to reimburse the costs to run the program and continue to support the Stay Active
Fund.
I&T – Partial Defund of Redesign of City Website & City Facilities Video Capture
Staff is requesting the partial defund of Redesign of City Website & City Facilities Video
Capture as these projects were successfully completed under budget.
Capital Funds Reserve Transfer
Staff is requesting $2.07 million in transfers to meet the minimum reserve levels per the
Committed, Unassigned Fund Balance, and Use of One Time Funds Policy and resuming
Capital Fund Transfer in the current Fiscal Year. In addition, staff is requesting to resume
the annual Capital Reserve transfer of $2 million dollars this fiscal year due to the updated
forecast versus waiting for FY29 to resume the transfer, for a total request of $4.07 million.
Mower Replacement
The proposal seeks to address the issue of an aging and inefficient EQP15 Mower, a 2015
model that has accumulated 2,114 engine hours and reached the end of its useful life. The
current equipment is no longer reliable, with frequent repairs and ongoing maintenance
becoming economically unfeasible. This situation has created operational inefficiencies
and increased downtime, which hinders productivity and escalates costs. Staff requests
funds for the purchase of a new mower. This investment will ensure improved
performance, reduce maintenance expenses, and enhance operational efficiency. By
replacing the outdated mower, the organization can maintain its commitment to reliable
and cost-effective operations while ensuring uninterrupted service delivery.
Fund Balance
As of mid-year, staff anticipates the General Fund will end FY 2024-25 with $152.8 million
in fund balance, a decrease of $17 million from the first quarter projection of $169.8. The
decrease is due to the uncommitting of $10 million dollars for a one-time discretionary
payment towards the City’s retirement system, CalPERS, in addition to changes in the
amended budget, including adjustments being requested in this report. It is important to
note that the only portion available for use, according to City policy, is unassigned funds.
Committed funds, such as the Committed for Future Use reserve are set aside for specific
purposes determined by City Council resolution. Restricted funds, such as the Section 115
Pension Trust, are allocated for specific purposes stipulated by external resource
providers. Assigned funds are reserved for encumbrances. Of the total fund balance, $25.3
million is unassigned and available to be used.
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Approximately $10.7 million of unassigned fund balance is attributed to Vallco Town
Center plan check and building inspection revenues that were carried over. These
revenues will continue to be carried over each year until the services are rendered, and
the revenues are recognized.
General Fund Classification of Fund Balance
Per the City’s Fund Balance Policy, unassigned fund balance over $500,000 is to be used
in the following order to replenish committed/restricted fund balances with any
remaining balances to be placed in the Capital Reserve:
1. Economic Uncertainty Reserve
2. For Future Use
3. CalPERS Reserve (Section 115 Pension Trust)
4. Sustainability Reserve
5. Unassigned
As of mid-year, all priority areas in the General fund are fully funded. As mentioned
earlier in this report minimum funding for the Capital Reserve in the Capital Reserve
Fund is under funding minimums and an adjustment is being requested to bring it back
in line with policy.
Staffing
As of December 31, 2024, the FY 2024-25 Amended Budget includes a total of 207 full-time
equivalent (FTE) positions. No changes are recommended at mid-year.
Performance Measures & Workload Indicators
The Mid-Year Financial Report includes updated performance measures and workload
indicators that are in line with the best practices of both government and private industry.
These measures have been designed to provide a comprehensive understanding of the
City's performance and progress toward achieving its goals and objectives. Attachment E
provides an overview of the status of the performance measures as of mid-year. This
Classification
Actual
2022-23
Actual
2023-24
Adopted Budget
2024-25
1st Quarter
Projection
2024-25
Mid-Year Year
End Projection
2024-25
Non Spendable 0.9$ 3.4$ 0.4$ 4.7$ 3.4$
Restricted 20.7 23.3 20.7 20.7 20.7
Committed 34.1 108.6 99.0 31.1 98.6
Assigned 9.7 4.7 7.0 7.0 4.7
Unassigned 73.1 26.0 23.6 106.2 25.3
TOTAL FUND BALANCE 138.6$ 166.1$ 150.8$ 169.8$ 152.8$
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information is critical to effective decision-making and ensures that resources are being
used in the most efficient and effective way possible.
City Manager Discretionary Fund
In the FY 2024-25 Adopted Budget, City Council approved $50,000 in funding for the City
Manager Discretionary Fund. The quarterly financial reports will detail the City
Manager’s use of the discretionary fund and may include recommendations to replenish
depending on the extent and nature of use. As of December 31, 2024, the City Manager’s
Discretionary Fund has not been used.
Special Projects
The quarterly financial reports provide a status update on special projects, including the
budget, amount spent, and estimated completion date. See Attachment F for FY 2024-25
special projects as of December 31, 2024.
Grants
Staff provides updates on the status of grants as part of the quarterly financial reports. As
mentioned in the First Quarter financial staff report, staff will begin to provide updates
only on active grants and any completed projects for which funding is yet to be received.
Active grants have not yet been fully closed out with the granting agency. Previously,
staff reported on grants that have also been closed out. Also, as of Mid-Year, staff will now
begin to provide information on the granting agency, grant amount spent, and grant
amount remaining.
Below is a high-level summary of the grant tracking document. Please refer to Attachment
G for complete grant tracking updates.
Competitive Grants Non-Competitive Grants
Active Grants 18 10
Pending Results 2 1
Total Grant Dollars Awarded $30,128,192 $1,444,913
Staff will continue to provide additional updates on the status of grants as part of the
quarterly financial reports.
Capital Improvement Program
The quarterly financial reports provide a revised estimate and update on Capital
Improvement Program (CIP) projects. As of mid-year, the Public Works Department is
not requesting any revisions to the capital budget. See Attachment H for the status of
projects.
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Proposed Budget Changes
Vacancy Reporting
On September 22, 2024, Assembly Bill 2561 (“AB 2561”) was signed into law to amend the
Meyers-Milias-Brown Act (“MMBA”) and create a new obligation for public agencies to
publicly address the status of their vacancies. AB 2561 requires public agencies to present
the status of their vacancies in a public hearing before their governing body at least once
per fiscal year. This section is in compliance with AB 2561. Staff will bring this information
as part of the Proposed Budget study session in May 2024.
Budget Format Changes
Based on recommendations from Baker Tilly on the Budget Document and Performance
Measures Improvements review, staff will determine what changes may be feasible as
part of the FY 2025-26 Proposed Budget.
Capital Improvement Plan
Public Works staff will bring forward potential Capital Improvement Projects to City
Council in April and May 2025, to be reviewed at the FY 2025-26 Proposed Budget Study
Session in May 2025, for inclusion in the FY 2025-26 Final Budget Hearing and Adoption
in June 2025.
Council Work Program
City Manager’s Office staff will be bringing City Council Work Programs in March and
April 2025, for inclusion the FY 2025-26 Proposed Budget Study Session in May 2025.
Other Budget Items
Administrative Services staff in conjunction with Parks and Recreation anticipates
including both the Festival and Fee Waiver and Community Funding items as part of the
proposed budget. This is a change from prior years when these documents were discussed
as part of the proposed budget study session but not included in the document due to
timing issues.
Additionally, proposed budget requests are still in process but staff wanted to highlight
that it anticipates providing potential revenue tax measures in FY 2025-26 for Council
consideration to inform Council of options should it choose to proceed with placing a tax
measure on the November 2026 ballot. This aligns with the need to have a structurally
balanced budget in the out years of our forecast where we currently have declining
surpluses.
Sustainability Impact
No sustainability impact.
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Fiscal Impact
The Mid-Year Financial Report shows the City is positioned as anticipated. City staff
recommends adjustments of $4,161,892 in new appropriations, funded by $4,115,183 in
revenues and $50,190 in one-time fund balance. The City will continue to monitor its
revenue and expenditure trends closely to ensure it remains on track toward achieving its
budgetary goals and objectives.
City Work Program (CWP) Item:
No.
CWP Item Description:
Not applicable.
Council Goal:
Public Engagement and Transparency
Sustainability and Fiscal Strategy
California Environmental Quality Act
Not applicable.
_____________________________________
Prepared by: Toni Oasay-Anderson, Senior Management Analyst
Reviewed by: Kristina Alfaro, Director of Administrative Services
Tina Kapoor, Deputy City Manager
Approved for Submission by: Pamela Wu, City Manager
Attachments:
A – FY 2024-25 Mid-Year Financial Report
B – Draft Resolution
C – Description of Budget Transfers as of December 31, 2024
D – FY 2024-25 Mid-Year Recommended Adjustments
E – Mid-Year Performance Measures & Workload Indicators
F – FY 2024-25 Mid-Year Special Projects Update as of December 31, 2024
G – Competitive and Non-Competitive Citywide Grants Tracking
H – Capital Improvement Program Project Status
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This Financial Report is interactive. Click on a chart to learn more.
Background
On June 4, 2024, the City Council adopted the FY 2024-25 Adopted Budget, a $146.6 million spending plan
funded by $139.3 million in revenue and $7.3 million in fund balance. The adopted budget reflected a
$102,805 increase from the proposed budget.
As described in the City Manager’s First Quarter Financial Report, the budget was revised to account for
encumbrances and carryover appropriations . As part of the FY 2024-25 year-end close, additional funds were
carried forward to FY 2024-25, amounting to $9.0 million in encumbrances and $61.1 million in budget
carryovers. The largest encumbrances were for General Fund ($4.8 million), and the largest carryovers were
for General Fund ($24.3 million) and are largely related to The Rise Project.
Furthermore, the FY 2024-25 Amended Budget as of December 31, 2024 includes Council-approved budget
adjustments from July 1 to December 31, 2024, for a total of $227,801,053 across all fund.
The amended budget at the end of mid-year is $227.8 million, funded with $175.0 million in revenue and $52.8
million in fund balance. The amended budget is the adopted budget, plus encumbrances, carryovers, and
Council-approved budget adjustments. The reflection of carryovers and encumbrances in the amended budget
is a standard practice in municipal budgeting and aligns with the amounts in previous years, which have been
approximately $80 million. Carryovers and encumbrances are appropriations approved in prior years but have
not yet been spent and are still required for ongoing projects or obligations.
CITY OF CUPERTINO
FY 2024-25 Mid-Year Financial Report
The Administrative Services Department is pleased to present the Mid-Year Financial Report for Fiscal Year 2024-
25, covering the period from July 1, 2024 to December 31, 2024. This report serves as an update on the City's
financial standing, providing the City Council, City leadership, and the public with important insights on the City's
fiscal status.
The City is committed to providing accurate and timely financial information, and this report reflects its ongoing
efforts to maintain transparency and accountability.
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Amended Budget
2023-24
Amended Budget
Q1
2023-24
Amended Budget
Q3
2024-25
Adopted Budget
2024-25
Amended Budget
Q2
Fiscal Year
0.0
50.0M
100.0M
150.0M
200.0M
Do
l
l
a
r
s
Public Works
Capital Projects
Community Development
Law Enforcement
Non Departmental
Parks and Recreation
Administrative Services
Innovation & Technology
Administration
Council and Commissions
Community Development
Flow of Funds Chart (in Millions)
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General Fund Revenues, Expenditures, and Fund Balance
To date the City’s financial statement audit has yet to be issued and revenue, expenditure, and fund balance
totals listed in this report are preliminary and subject to change after a full review by the City’s auditors. City
staff does not anticipate many if any changes from the auditors.
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2020-21
Amended Budget
Q2
June
2020-21
Actual
December
2021-22
Actual
2022-23
Amended Budget
Q2
June
2022-23
Actual
2023-24
Amended Budget
Q2
December
2024-25
Actual
Fiscal Year
0.0
100.0M
25.0M
50.0M
75.0M
125.0M
Do
l
l
a
r
s
Revenues
Expenses
-$14,662,967.41
Revenues Less Expenses in Dec 2024
-$15M
-$10M
-$5M
$0
$5M
$10M
Dec 2020 Dec 2022 Dec 2024
$27,877,519.81
Revenues Less Expenses in Jun 2023
$0
$5M
$10M
$15M
$20M
$25M
$30M
Jun 2021 Jun 2022 Jun 2023
General Fund Revenue and Expenditure Trends
As of December 31, 2024, General Fund revenues have totaled $41.9 million, representing 34.3% of the
budgeted revenue. This is below the mid-year revenue range of the past three years, which was between 35%
and 40%. General Fund expenditures have totaled $56.5 million, which is 43.2% of the budgeted
appropriations*. This is below the mid-year expenditure range of the previous three years, which was between
General Fund Revenues - Expenses at Mid-Year General Fund Revenues - Expenses at Year End
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48% and 50% of year-end actual expenditures. To ensure fiscal stability, staff will continue to closely monitor
leading revenue sources throughout the year.
*Staff is working with Opengov to resolve the discrepancy in the amended budget amount of $131,006,154.
General Fund Revenues - Mid-Year Actuals vs Budget
Data Updated Feb 26, 2025, 11:37 AM
12/2020 12/2021 12/2022 12/2023 12/2024
34.30%
In Revenues of $122,062,969.00 Budgeted through Dec 2024
General Fund Expenses - Mid-Year Actuals vs Budget
Data Updated Feb 26, 2025, 11:37 AM
12/2020 12/2021 12/2022 12/2023 12/2024
43.15%
In Expenses of $131,006,154.00 Budgeted through Dec 2024
$41,867,139.46
Revenues in Dec 2024
$0
$20M
$40M
$60M
$80M
$100M
$120M
Jun 2021 Jun 2022 Jun 2023 Dec 2024
$56,530,106.84
Expenses in Dec 2024
$0
$20M
$40M
$60M
$80M
$100M
Jun 2021 Jun 2022 Jun 2023 Dec 2024
General Fund Revenues - Mid-Year vs Year End Actuals General Fund Expenses - Mid-Year vs Year End Actuals
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$41,867,139.43
Revenues in Dec 2024
Property Tax
Charges for ...
Sales Tax
Other
Licenses and...
Use of Money
$56,530,106.84
Expenses in Dec 2024
Contract Ser...
Employee Com...
Other
Cost Allocat...
Transfers Ou...
Expenses
General Fund Classification of Fund Balance
As of mid-year, staff anticipate the General Fund will end FY 2024-25 with $152.8 million in fund balance. A
decrease of $13.2 million from the first quarter projection of $169.8. The decrease is due to the uncommitting
of $10 million dollars for a one-time discretionary payment towards the City’s retirement system CalPERS, in
addition to changes in the amended budget including adjustments being requested in this report. It’s important
to note that the only portion available for use, according to City policy, is unassigned funds. Committed funds,
such as the Committed for Future Use reserve are set aside for specific purposes determined by City Council
resolution. Restricted funds, such as the Section 115 Pension Trust, are allocated for specific purposes
stipulated by external resource providers. Assigned funds are reserved for encumbrances. Of the total fund
balance, $29.1 million is unassigned and available to be used.
Approximately $10.7 million of unassigned fund balance is attributed to Vallco Town Center plan check and
building inspection revenues that were carried over. These revenues will continue to be carried over each year
until the services are rendered, and the revenues are recognized.
General Fund Revenues by Type General Fund Expenses by Type
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Recommended Adjustments
The City's departments regularly evaluate their budget expenditures throughout the fiscal year to ensure they
stay within their budget appropriations. In case of any variance, they can request budget adjustments as
necessary as part of the quarterly reports.
The budget adjustment requests are summarized in the table below.
Summary
The Mid-Year Financial Report shows the City is positioned as anticipated. City staff recommends adjustments
of $4,161,892 in new appropriations, funded by $4,115,183 in revenues and $50,190 in one-time fund balance.
The City will continue to monitor its revenue and expenditure trends closely to ensure it remains on track
toward achieving its budgetary goals and objectives.
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City of Cupertino, California
Cupertino City Hall
10300 Torre Avenue
Cupertino, CA 95014-3202
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RESOLUTION NO. 25-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
AMENDING THE OPERATING BUDGET FOR FISCAL YEAR 2024-25 BY
APPROPRIATING, TRANSFERRING, AND UNAPPROPRIATING MONIES
FOR SPECIFIED FUNDS
WHEREAS, the orderly administration of municipal government depends
on a sound fiscal policy of maintaining a proper ratio of expenditures within
anticipated revenues and available monies; and
WHEREAS, accomplishing City Council directives, projects and programs,
and performing staff duties and responsibilities likewise depends on the monies
available for that purpose; and
WHEREAS, the City Manager has determined that the balances from the
funds specified in this resolution are adequate to cover the proposed amen ded
appropriations, and therefore recommends the fund reallocations described
herein.
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby
approve the recommended fund reallocations and ratifies the attached amended
appropriations as set forth in Exhibit A.
PASSED AND ADOPTED at a special meeting of the City Council of the City of
Cupertino this 4th day of March 2025, by the following vote:
Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
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Resolution No. __________________
Page 2
SIGNED:
________
Liang Chao, Mayor
City of Cupertino
________________________
Date
ATTEST:
________
Kirsten Squarcia, City Clerk
________________________
Date
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Attachment B
Exhibit A
General Fund 4,102,707 13,619 (4,092,569)
Special Revenue Funds - - -
Capital Project Funds - 4,070,000 4,070,000
Enterprise Funds - - -
Internal Service Funds 59,185 31,564 (27,621)
Total Appropriation
Amendment All Funds $ 4,161,892 $ 4,115,183 $ (50,190)
Fund Balance
(Use of)
Appropriation
Amendment by Fund
Revenue
Amendment
Appropriation
Amendment
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Budget Transfers as of December 31, 2024 Attachment C
GL Account Description Amount
100‐74‐202 500‐501 ‐ Employee Compensation Salaries Full Time Code enforcement abatement (20,000)
100‐74‐202 700‐702 ‐ Contract Services General Service Agreement Code enforcement abatement 20,000
‐
100‐74‐202 700‐702 ‐ Contract Services General Service Agreement Transfer $20k from Contract Services to new Abatement account (20,000)
100‐74‐716 700‐702 ‐ Contract Services General Service Agreement Transfer $20k from Contract Services to new Abatement account 20,000
‐
100‐31‐305 700‐702 ‐ Contract Services General Service Agreement Funds for Applications Intern III (25,303)
100‐32‐308 500‐502 ‐ Employee Compensation Salaries Part Time Funds for Applications Intern III 24,626
100‐32‐308 501‐501 ‐ Employee Benefits PT Medicare Funds for Applications Intern III 357
100‐32‐308 501‐520 ‐ Employee Benefits PT PERS Funds for Applications Intern III 320
‐
100‐31‐305 700‐702 ‐ Contract Services General Service Agreement Funds for Citywide Interns (95,315)
100‐44‐412 500‐502 ‐ Employee Compensation Salaries Part Time Funds for Citywide Interns 95,315
‐
100‐12‐126 500‐501 ‐ Employee Compensation Salaries Full Time Jo Nguyen ‐ Medicare ‐ PT Communications & Marketing Coordinator (892)
100‐12‐126 500‐501 ‐ Employee Compensation Salaries Full Time Jo Nguyen ‐ PARS ‐ PT Communications & Marketing Coordinator (800)
100‐12‐126 500‐501 ‐ Employee Compensation Salaries Full Time Jo Nguyen ‐ Salary ‐ PT Communications & Marketing Coordinator (63,308)
100‐12‐126 500‐502 ‐ Employee Compensation Salaries Part Time Jo Nguyen ‐ Salary ‐ PT Communications & Marketing Coordinator 63,308
100‐12‐126 501‐501 ‐ Employee Benefits PT Medicare Jo Nguyen ‐ Medicare ‐ PT Communications & Marketing Coordinator 892
100‐12‐126 501‐519 ‐ Employee Benefits PT PARS Jo Nguyen ‐ PARS ‐ PT Communications & Marketing Coordinator 800
‐
100‐12‐120 500‐501 ‐ Employee Compensation Salaries Full Time Shawn Spano ‐ Exec Coaching, Team Training, Strategic Planning (12,000)
100‐12‐120 700‐702 ‐ Contract Services General Service Agreement Shawn Spano ‐ Exec Coaching, Team Training, Strategic Planning 12,000
‐
100‐12‐120 500‐501 ‐ Employee Compensation Salaries Full Time CBRE Real Estate Appraisal Services (3,100)
100‐12‐120 700‐702 ‐ Contract Services General Service Agreement CBRE Real Estate Appraisal Services 3,100
‐
100‐12‐120 500‐501 ‐ Employee Compensation Salaries Full Time City‐Owned Properties (16,900)
100‐12‐120 700‐702 ‐ Contract Services General Service Agreement City‐Owned Properties 16,900
‐
100‐12‐120 750‐239 ‐ Special Projects PR & Strategic Comm Strategy Branding Guidelines & City Logo Refresh Consultant 50,000
100‐12‐126 500‐501 ‐ Employee Compensation Salaries Full Time Branding Guidelines & City Logo Refresh Consultant (50,000)
‐
100‐13‐130 700‐702 ‐ Contract Services General Service Agreement Assist in funding Logikcull Amendment for increased PRA storage (3,000)
100‐32‐308 600‐606 ‐ Materials Software Assist in funding Logikcull Amendment for increased PRA storage 3,000
‐
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Budget Transfers as of December 31, 2024 Attachment D
GL Account Description Amount
100‐12‐120 700‐702 ‐ Contract Services General Service Agreement Assist in funding Logikcull Amendment for increased PRA storage (1,000)
100‐32‐308 600‐606 ‐ Materials Software Assist in funding Logikcull Amendment for increased PRA storage 1,000
‐
100‐41‐405 600‐629 ‐ Materials Conference and Training Conference and Training for Greg (600)
100‐41‐425 600‐629 ‐ Materials Conference and Training Conference and Training for Greg 600
‐
100‐12‐120 700‐702 ‐ Contract Services General Service Agreement Vallco Project Management 2025 (20,593)
100‐71‐701 700‐702 ‐ Contract Services General Service Agreement Vallco Project Management 2025 20,593
‐
100‐32‐308 600‐606 ‐ Materials Software BMN for Plante & Moran ERP Consulting Agreement (69,166)
100‐32‐308 750‐181 ‐ Special Projects ERP (Phase II)BMN for Plante & Moran ERP Consulting Agreement 69,166
TOTAL ‐
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FY 2024‐25 Mid‐Year
Recommended Budget Adjustments
Attachment D
2/19/2025 10062623450404 13,619 Hidden Treasures Proceeds
2/19/2025 10062623600639 11,188 Hidden Treasures Proceeds
2/19/2025 63090985900945 33,700 Mower Replacement
2/19/2025 10031305500502 (31,564)I&T ‐ Admin ‐ PT Admin Assistant
2/19/2025 10090001800902 31,564 I&T ‐ Admin ‐ PT Admin Assistant
2/19/2025 61030300500502 22,479 I&T ‐ Admin ‐ PT Admin Assistant
2/19/2025 61034310500502 9,085 I&T ‐ Admin ‐ PT Admin Assistant
2/19/2025 61030300421401 22,479 I&T ‐ Transfers
2/19/2025 61034310421401 9,085 I&T ‐ Transfers
2/19/2025 10044412700702 10,000 Exec recruitment ‐ ACM
2/19/2025 10044412700702 15,000 Exec recruitment ‐ CA
2/19/2025 10090001800902 4,070,000
Transfer out unassigned fund balance to Capital Reserve to meet
minimum reserve levels per policy
2/19/2025 42999001421401 4,070,000
Transfer in to Capital Reserve from unassigned fund balance to meet
minimum reserve levels per policy
2/19/2025 61034310750199 (6,079)Partial Defund of City Facilities Video Capture
2/19/2025 10032308750123 (3,481)Partial Defund of Redesign of City Website
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Administrative Services
Finance
Goal: Financial Stability ‐ Provide a sustainable level of core services that are funded from
ongoing and stable revenue sources.
So that…Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
General Fund committed, assigned,
and unassigned fund balance as a %
of budgeted appropriations
122% 45% 101% 35%
Credit Rating AA+ AA+ AA+ AA+
Actual expenditures (% below budget)14% 14% 189% 5%
So that…
Citizens can enjoy high quality services that meet community priorities.
Human Resources
Goal: To create a thriving organization with meaningful careers in public service.
So that…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
# of Worker’s Compensation Cases 4950
Total recordable Injury Rate YTD 1.4%3.3% 1.9% 0%
% absenteeism
(% of total annual work hours)3% 3% 3% 2%
% turnover rate 9% 7% 3% 1%
% Employee participation in wellness
activities 38% 44% 41% 75%
Average # of applications received per
recruitment 45 50 83 50
Recruitment timeline ‐ # days from
hiring request to offer letter 105 79 63 60
So that…
Citizens can enjoy high quality services that meet community priorities.
Actual revenue vs. budget (% below
budget)17%20% 147% 10%
Funding allocated to high priority
services (Public Works, Community
Development, Law Enforcement)
58% 66% 71% 63%
The City is
financially
responsible.
The City can
invest in
Community
priorities.
The City can
ensure a safe
working
environment for
all employees
The City attracts
and retains a
talented
workforce
The agency
builds a flexible
and productive
work
arrangement.
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Administrative Services
Finance
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
# of vendor checks processed 5,130 4,541 2,407
# of payroll checks processed 9,176 9,038 4,505
# of business license applications 969 1,087 582
# of business license renewals 2,176 2,206 1,089
# of journal entries posted 3,695 4,560 3,273
# of purchase orders approved 543 445 332
# of receipts processed 11,275 10,191 5,114
Human Resources
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
# of regular recruitments 29 21 12
# of regular new hires 31 24 17
# of temporary new hires 70 68 15
# of personnel payroll changes 773 768 160
# of full‐time employee exits
processed 22 25 11
# of mandated training classes
offered* 19 15 11
# of employees participating in the
wellness program 80 94 79
*some trainings mandated every other year, however not on the same annual schedule
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Community Development Department
Community Development
Goal: Review and guide development activity to ensure compliance with relevant codes and policies,
and alignment with community values to promote and enhance Cupertinoʹs community‐wide quality
of life.
Enabled by…Measure
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec Ongoing Target
Building permit applications shall be
plan reviewed within 15 business days.
80% 82% 95%80%
Customer/Applicants visiting the
Building Permit Counter shall be assisted
within 15 minutes
90% 92% 89%80%
Applicants visiting the Planning Counter
shall be assisted within 15 minutes 98% 96% 93%50%
Building permit applications
reviewed/issued over‐the‐counter (OTC)
62% 61% 60%75%
Below market rate rental and purchase
vacancies filled 20 8 4 15 per year
Average number of days to initiate
investigation of code complaints 0.54 0.46 0.45 < 7
Code enforcement cases resolved
without issuance of citations 93% 92% 88%80%
Landlord‐tenant counseling and dispute
resolution cases provided 25 38 12 100 per year
Public Outreach Events 15 9 5 12 per year
Funds received from Community Block
Grant (CDBG) federal entitlement
program
$388,459 $358,910 $173,313
Comply with
HUDʹs annual
timeliness test
Efficient
planning and
building
services and
enhanced
customer
service.
Effective code
enforcement
services.
Affordable and
Below Market
Rate Housing
programs and
public service
grants.
Cupertino is a thriving City to live, work, learn and play.
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Community Development
Planning and Community Development
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec
Number of preliminary reviews 127 21 29
Number of planning applications
received 232 95 170
Number of planning counter inquiries 1,223 644 891
Housing Services
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec
Number of BMR rental and ownership
vacancies filled 20 8 4
Number of landlord tenant counseling
and dispute cases received 25 38 12
Number of annual HUD documents
(CAPER, Action Plan, Consolidated
Plan) completed 21 1
Housing and Human Services Grant
Funds inquiries 10
N/A
(applications
are due
2/6/24)
N/A
(applications are
due 2/4/25)
Building
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec
Number of permits received 2,618 1,324 1,596
Number of inspections requested 15,181 8,406 7,605
Number of building counter inquiries 2310 1755 1940
Data provided from April 2022‐ June 2022
* In person appointment started July 15, 2021, the counters were temporary
closed in January 10, 2022 due to the surge of the Omicron variant of Covid‐
19
*For FY 2024, the City only accepted applications for Capital Housing projects. Public service funds
operate on a multi‐year cycle and will be made available during the FY 2025 funding cycle.
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: City Managerʹs Office, City Clerk Division
GOAL: Streamline information processing for Council, staff and community members
for compliance with State requirements and facilitate independent and transparent access
to public information.
Enabled by…Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
City Council minutes for meetings
presented for Council approval by the
following regular meeting
100% 100% 100% 100%
Adopted City Council resolutions and
ordinances processed and scanned to
Laserfiche within a week of Clerk’s
office receipt of final, signed document
85%/60%100%/
100%
100%/
100%100%
Public Record Act requests responded
to by the Statutory deadline date 99% 99% 100% 100%
So that…
All can fully participate in local government to achieve the community & organizational goals.
Online
information and
updated records
that can be
easily accessed
in a timely
manner.
Response to
records requests
to comply with
State law of 10
days.
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Administration, City Clerk Division
City Clerk
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
City Council minutes for regular
meetings presented for Council
approval by the following regular
meeting
20/20 44/44 16/16
Adopted City Council resolutions and
ordinances processed and scanned to
Laserfiche within a week of Clerk’s
office receipt of final, signed
document
136/160;
6/10
131/131;
13/13 55/55; 8/8
Public Record Act requests responded
to by the Statutory deadline date
271/274 258/259 183/183
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: City Managerʹs Office, Economic Development Division
Enabled by…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
Maintain Economic Development
Business Connect Subscribers 6,000 8,758 9,752 9,000
Economic Development Business
Visits, Workshops & Events 7643320 per year
So that…
GOAL: To actively pursue opportunities in the areas of business attraction, retention, and expansion as a
means of promoting economic vitality, and strengthening the City’s sales tax base to support Cupertino’s
excellent quality of life for its residents, businesses, and daytime population.
Effective
partnerships
and proactive
Economic
Development
programs to
support local
businesses.
Cupertinoʹs economy and sales tax revenue base are diversified to further enhance the Cityʹs financial
stability and its ability to provide quality amenities to the community.
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Administration, Economic Development Division
Economic Development
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Meetings with large groups/organizations; appointments
with brokers, prospective business owners, business owners
and operators, City staff, etc.50 281 257
Special events, including small business workshops and
seminars, ICSC conferences and events, ribbon cuttings and
grand openings, and Small Business Saturday Celebration 71313
Number of Delivery Posts to Business Connect Subscribers 31219
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Administration, City Managerʹs Office, Office of Communications Division
GOAL: Promote and increase interest and participation in City services, programs,
initiatives, and projects while building community pride and positive identification with the
City among its residents.
Enabled by…Measure
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec
Ongoing
Target
Social media engagement: total number
of followers including City Hall
Nextdoor, Facebook, Twitter, and
Instagram , YouTube, accounts
41,000 48,622 49,426
10%
annual
increase
Community engagement: total number
of IOI recipients 1732 2,581 2,819
10%
annual
increase
Total Number of Gov Delivery Notices
sent 586 556 302
10%
annual
increase
So that…
*Social media engagement metrics seen here are different due to Facebookʹs changes on its metrics, how they calculate it, and what
they provide now. Previously, Facebook would count any action as engagement; now they only count likes/reactions, comments,
link clicks, and shares.
Residents have access to timely, engaging, and important information
Leveraging the
communication
skills,
knowledge, and
experience of
employees while
utilizing existing
and emerging
technologies to
enhance,
improve, and
streamline the
communication
process.
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Administration, Office of Communications
Public Affairs
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25 Jul‐
Dec
Social Media Engagement: Post per
year (Facebook, Nextdoor, Twitter,
Instagram)500 747 483
Number of YouTube videos created 17 31 26
Number of Community Information
and Outreach Program products
provided (newsletters, press releases,
website news postings)150 50 48
Number of Communications Requests
Received and Completed from
Departments via Communications
Request Form N/A N/A 416
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Innovation & Technology
Innovation & Technology
Goal: Provide superior delivery of information and technology services to city employees and
constituents while continually enhancing levels of engagement.
Enabled by…Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
GIS: % of time spent Developing
Application 50% 28% 34% 65%
GIS: % of time Maintaining
applications 50% 72% 66% 35%
GIS: Increase Property Information
(Internal/External) site visits per
month
279/84 338/97 325/96 500/100
GIS: Cityworks utilization ‐ # of assets
Cupertino maintains vs # of assets
maintained in Cityworks. Also the %
increase of work units completed
(WOs, INSP,SRs)
45/31 45/32 45/32 45/45
Infrastructure: Percentage based upon
number of scheduled projects/Number
of projects completed on time
N/A 63% 67% 100%
Infrastructure: Percentage based upon
number of HelpDesk tickets/SLA
measurements
85.9% 90.4%91.3%90%
Infrastructure: % Customer
satisfaction based upon Satisfaction
Rate from helpdesk tickets
99.6% 94.8% 100% 85%
Infrastructure: % of network uptime
(not including planned maintenance)99.9% 99.9% 99.9% 99%
Applications: % of citywide‐enterprise
application project management
performed on time and on budget
98% 96% 95% 95%
Applications: Number of website site
visits/Number of site hits 857,387 1,100,000 630,000
5%
annual
increase
Applications: Number of support
request for the applications support
per month
640 850 628 20
Tools and
services leverage
existing,
emerging and
innovative
technologies to
enhance,
improve, and
streamline
business and
communications
processes
Integrated
information
services enable
customers’
access to the
tools and
information they
need, when and
where they need
it
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Innovation Technology
Applications
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of tasks for Enterprise Programs Support & Maintenanace ‐ includes
enterprise business platforms like ERP, Land Management System, Recreation System,
City Digital Records, City Website and many programs like Admin Services digital
transformation, citywide permiting, licensing and enforcement solutions.
2,250
Standardizin
g tracking
process
2,550 1,530
Number of Hours for Application Development ‐ includes custom software solutions
like Bid Management solution and Permit Parking software solutions. Application
development for these kind of software solution goes through all stages of Software
Development Life Cycle (SDLC) of Requirement‐gathering, Analysis, Designing,
Coding, Testing and Deployment of these custom software solutions.
1,300 1,500 1,240
% of Project Implementation Performed on Time and Budget for Ciytwide
Applications ‐ This measure involves the task of project research and communications,
project charter creation, creating or reviewing statement of work, contractor research
and selection process, activity and resource planning, creation of work breakdown
structure, team building, time management, deliverable management, customer
satisfaction, risk management, communication management, project closeout process
and documentation.
95%96% 95%
Infrastructure
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
% of helpdesk requests completed 48 hours or less ‐ Prompt customer service and
attention is a critical customer service measurement to ensure staff is able to perform
and excel with their daily duties. This core responsibilty is performed by two Network
Specialists serving 200‐250 staff depending on the time of year. Infrastructureʹs goal is
to provide a service level where 90% of all helpdesk service requests are completed in
48 hours or less.
85.9%90.4%91.3%
% of network uptime ‐ Maintain availability and accessibility of the Cityʹs network
infrastructure during business hours of operation. The Cityʹs local and wide area
networks require high reliability to ensure various applications (ERP, GIS, Land
management, etc.) and services (Internet, e‐mail, shared files, City web services, etc).
are available for staff and members of the public.
99.9%99.9% 99.9%
Number of IT Projects Completed ‐ Project research and communications, project
charter creation, SOW creation, contractor research and selection process, activity &
resource planning/work breakdown structure, team building and motivation, time
management, deliverable management, ensuring customer satisfaction, risk
management, communication management, project closeout process, documentation
N/A 5 4
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GIS
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Hours Spent on Development ‐ The GIS Division builds internal and external web
applications, business intelligence tools, digital workflows, and configures enterprise
applications.
507/new
tracking
system was
in
development
during this
time frame
673/new
tracking
system was in
development
during this
time frame
433
Number of Map, Data, Analysis, Report Completed Requests ‐ Requests range from
hard copy maps to interactive web maps, data request, data changes, crystal report
requests.
316/new
tracking
system was
in
development
during this
time frame
349/new
tracking
system was in
development
during this
time frame
279
Number of I&T workplan projects completed ‐ Project research and communications,
project charter creation, SOW creation, contractor research and selection process,
activity & resource planning/work breakdown structure, team building and
motivation, time management, deliverable management, ensuring customer
satisfaction, risk management, communication management, project closeout process,
documentation
90%*
7/8 3/3 3/5
*One project was removed due to budget cuts
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Information & Technology, Video Division
Enabled by…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
Percentage of total video productions
performed vs scheduled productions (city
meetings excluded)
356%
57/16
220%
44/20
155%
28/18 100%
Percentage of total engineering projects vs
scheduled projects
200%
10/5
182%
11/6
133%
4/3 100%
Total video views on YouTube*141,571 135,641 80,351
5% annual
increase
So that…
* Unable to retrieve Granicus viewership data due to error in their reporting module
GOAL: Video Division oversees numerous outreach projects, public meetings, internal equipment upgrades, and
public events. These activities coincide with the City Council and City’s expectation for a positive presence in the
community and communications and transparency to residents.
24/7 government access
channel, radio station,
digital signage network,
City website, and
numerous online video
platforms.
Public awareness, interest, understanding, and participation in the issues, programs, and services presented by the
City of Cupertino can be enhanced.
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Information & Technology, Video Division
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Video Productions Completed vs. Those Scheduled ‐ Video productions
range in scope from relatively simple 30‐second public service announcements
to major projects like CREST that require more than two months of on‐going
field production, post‐production editing, and a live awards program telecast.
This specific Workload Indicator clearly indicates that a large percentage of
annual video projects are unscheduled or unanticipated. The measurements
here are tracked in the ʺmilestonesʺ document located in our City Channel
documentation folder. The milestones document is a comprehensive dataset of
all the video division projects‐‐both large and small‐‐and is maintained by the
entire video staff. City meeting telecasts are not included in this particular
dataset.
245%
27/11
356%
57/16
245%
27/11
Engineering Projects Completed vs. Those Scheduled ‐ Video staff is
responsible for designing, managing, and maintaining the many audiovisual
and broadcast systems located within the organization. These include
systems within the conference and multipurpose rooms, office and huddle
spaces, as well as the complex broadcast systems within the video control
room at Community Hall. The Workload Indicator here measures the number
of projects completed vs. the number of scheduled projects. These
measurements are tracked in the ʺengineering milestonesʺ document located
in our City Channel documentation folder. This document is maintained by
Pete Coglianese, who is the broadcast engineer for the division.
100%
2/2
275%
11/4
100%
2/2
Total Viewership on the YouTube and Granicus Platforms ‐ Video staff
historically tracks viewership data within our primary online video platforms‐‐
YouTube and Granicus. Both YouTube and Granicus provide advanced
reporting modules that allow us to accurately track the number of views over
a given date range. The numbers here indicate total views rather than total
unique views. Other online platforms were considered as part of this dataset;
however, because we do not consistently post videos to our other social media
sites such as Facebook, Twitter, Instagram, and Nextdoor, those statistics were
not included as part of this specific performance measure. Similarly, we do
have accurate viewership data for the City Channel, our government access
television channel, so that platform was excluded as well.
60,249 158,300 60,249
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Law Enforcement
Law Enforcement
Goal: Maintain a safe environment to live, work, learn and play.
Enabled by…Measure
FY23 Jul‐
Jun
FY24
Jul‐Jun
FY25 Jul‐
Dec
Ongoing
Target
Priority 1 6.57 5.81 7.28 5 minutes
Priority 2 7.46 6.32 6.41 9 minutes
Priority 3 12.72 7.86 6.30 20 minutes
% programs maintaining minimum
attendance
Teen & Citizen
Academy
90% 100% 0% 80%
Response time for emergency callsAll members of
the community are
safe, informed,
empowered and
supported.
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Law Enforcement
Law Enforcement
Workload Indicator FY23 Jul‐
Jun
FY24 Jul‐
Jun
FY25 Jul‐
Dec
Total Priority 1 Calls 85 52 14
Total Priority 2 Calls 4,263 5,315 2,910
Total Priority 3 Calls 3,161 3,818 1,836
Total Teen/Community Academy
Participants 18 31 0
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Parks and Recreation
Parks and Recreation
Goal: Create a positive, healthy and connected community.
Enabled by…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
% of Parks and Recreation Department
customers surveyed who rate services
as good or excellent
98% 98% 98% 85%
% of programs maintaining minimum
registration 78%78% 82% 80%
% change in participants 16% 13% 14% 1%
So that…
Cupertino has an exceptional system of parks and services that align with community values.
40%% Departmentʹs total cost recovery for
all (direct and indirect) costs 55% 56% 53%
City investment in
quality recreation
and community
programs
Improved business
processes to
improve customer
experience
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Parks and Recreation
Business and Community Services
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of reservations at Quinlan
Center 405 426 202
Number of festival applications
received 10 9 9
Recreation and Education
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of registrations 3,756 3,960 2,178
Number of survey respondents 95 62 54
Number of Senior Center classes
offered 235 381 216
Number of Senior Center trips offered 14 22 11
Sports, Safety and Outdoor Recreation
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of programs offered 1,256 1,202 730
Number of picnic reservations @ BBF 152 159 100
Rounds of golf at BBF Golf Course 37,961 41,974 20,009
Sports Center Memberships 1,394 1,493 1,689
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Public Works
Capital Project Delivery
So that…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of projects completed on
budget
100% 100% 100%
Percentage of construction projects
completed on time 100% 100% 33%
Goal: Develop and deliver projects on time and within budget that serve the residentʹs needs and supports the City
stability and growth
*FY23: 10 projects completed, 10 projects on budget, 10 projects on time;
*FY24: 6 projects completed, 6 projects on budget, 6 projects on time;
*FY25 Q1 & Q2: 6 projects completed, 6 projects on budget, 2 projects on time
City funds
capital
improvement
projects.
Projects are
utilized by the
community.
Benefit: Residents and businesses are assured their community is being improved
insightful, targeted and efficient use of taxes and fees towards maintaining and impr
the Cityʹs facilities and assets.
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Environment
Goal: Protect our natural environment for current and future generations.
So that...
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percent of businesses in compliance
during annual proactive stormwater
pollution prevention inspections
95% 93% 67%
Percent of non‐exempt businesses and
multi‐family accounts separating
organics
87% 98% 99%
Percent trash/litter reduction achieved to
meet Stormwater Permit requirements
94%97% N/A
Diversion rate from all single‐family,
multi‐family, and commercial accounts
as reported by Recology tonnage reports
53%48% 50%
Respond to reports of actual or potential
discharge the same business day 86%72% 71%
% of plan reviews completed in required
number of days 93%92% 92%
Cubic yards of compost distributed via
compost site Quarry: 600CY
SMaRT Station:
789CY
Compost;
239CY Mulch
Quarry: 180
CY SMaRT
Station: 580
CY Compost
45.45 CY
Mulch
Quarry: 0 CY
SMaRT
Station:
278.18 CY
Compost
21.82 CY
Mulch
% of vegetation obstructions resolved
within 15 days from time of report* 37%68% N/A
*Inspections occur in the spring only
City is
responsible for
a
comprehensive
storm water
pollution
prevention
program.
Potential
pollutants are
stopped before
entering the
storm drain
system.
City implements
solid waste
collection
services that
encourage
diversion of
waste from
landfills.
Benefit: Current and future residents enjoy a healthy, sustainable environmen
Diversion of
solid waste
from landfill is
maximized,
compost is
produced for
community use,
recyclable
material is sold
to help offset
collection costs
and methane
gas emissions at
landfills are
reduced.
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Development Services
Goal: Provide timely review and permitting of privately completed improvements within the
public right of way.
So that…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of completeed plan
submittals or applications responded to
within two (2) weeks
94% 88% 77%
Percentage of completed encroachment
permit applications responded to within
two (2) weeks
94%92% 90%
Percentage of public inquiries at the
Public Works counter in City Hall
attended to within 15 minutes
95%95% 95%
Grounds Division
So that...Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of 311 requests that are
responded to and closed within 3
business days
62%59% 47%
Percentage of the 1,872 park inspections,
including play grounds, performed
weekly
31%37% 59%
Percentage of Backflow Prevention
Devices inspected, tested and repaired
annually
100% 100% 100%
Goal: Provide well maintained, clean, and safe areas for the community’s recreational use and enjoyment at optim
cycle costs.
Improvements
within the
public right of
way have
engineering
oversight and
are constructed
to City
standards.
Public
improvements
are consistent
and meet the
needs of the
community.
Benefit: Customers can expect quality reviews and permitting on a defined schedule
the community can expect quality public facilities.
The City
consistently
funds park
maintenance
and safety
improvement
programs.
Benefit: Cupertino has a well maintained public park system that meets the needs of
community and is beneficial to personal wellness.
Parks are
maintained in
good, usable
condition;
safety
programs are
effective.
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Streets Division
So that…Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Pavement condition index (PCI) > or
equal to 82 81 82 82
Percent of the 2087 storm drain inlets
inspected and cleaned in fiscal year 53% 21% 12%
Percent of Inlets with Trash Capture
Screens inspected and cleaned twice
yearly
100% 100% 50%
Percentage of roadway regulatory &
street name signs repaired or replaced 2.0% 5.0% 5.0%
Percentage of trip and fall complaints
investigated and mitigated within 2
business days
73% 60% 84%
Percentage of reported streetlight
outages investigated and repaired in 3
business days
90% 90% 90%
Trees and Right of Way Division
So that...Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of 311 requests that are
responded to and closed within 3
business days
90%90% 90%
Percentage of trees inspected and
maintained in the yearly maintenance
zone (8 year maintenance cycle)
22%87% 48%
Percentage of trees planted versus trees
removed
# planted/# removed
146% 153/105 68% 77/114 88% 44/50
Goal: Timely maintenance of public sidewalks, streets, streetlights and storm drain system in good condition to en
environmentally compliant, and accessible infrastructure that minimizes liability and has an optimal life cycle cost
Goal: Maintain and enhance the Cityʹs street trees and medians to ensure a safe, healthy and environmentally cons
Urban Forest.
The City
consistently
funds street
and storm
drain
maintenance
and safety
improvement
programs.
Street and
storm drain
systems are
maintained in a
good condition;
safety
programs are
effective.
Benefit: Cupertino has well maintained street and storm drain systems that meet the n
of the community.
Benefit: Cupertino has a healthy and safe urban forest and medians provide good
aesthetic and environmental value.
The City
consistently
funds street
tree and
median
maintenance
and safety
programs
Street trees and
medians
remain in good
health and
condition
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Facilities and Fleet Division
So that…Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of preventative maintenance
work orders completed for Fleet assets
within 14 days of the due date.
54%69% 72%
Percentage of facilities maintenance
requests closed within 14 days.35%66% 63%
Transportation Division
So that...Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of non‐emergency traffic
signal requests addressed within 72
hours.
95% 100% 100%
Percentage of emergency traffic signal
requests addressed within 2 hours.100% 100% 100%
Percentage of traffic engineering
requests responded to within 72 hours 85% 90% 90%
Annual mileage increase of separated
bicycle lanes and pedestrian paths.
0.82 0.00 0.2
Goal: Timely maintain City Facilities and City Fleet to meet staff, community and environmental requirements at a
optimal life cycle cost.
Goal: Ensure the efficiency and safety of the transportation system for all modes of travel.
The City
consistently
funds facility
and fleet
maintenance,
fleet
procurement,
and safety
improvement
programs.
Benefit: Cupertino has well maintained, usable, and safe facilities and fleet in orde
meet the needs of staff and the community.
Benefit: Having a safe and efficient transportation system that is inviting for all mod
travel.
Infrastructure
indicates good
condition;
safety
programs are
effective.
Facilities and
Fleet remain in
good and
operable
condition.
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Ongoing
Target
95%
95%
yʹs
d by
roving
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Ongoing
Target
75%
100%
(SB1383)
100% by
7/1/2025
55%
95%
100%
1,000 CY
100%
nt.
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Ongoing
Target
90%
90%
95%
Ongoing
Target
80%
100%
100%
al life
e, and
f the
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Ongoing
Target
82
100%
100%
7%
98%
90%
Ongoing
Target
95%
100%
101%
sure safe,
t.
cious
needs
d
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Ongoing
Target
85%
90%
Ongoing
Target
100%
100%
95%
1 mile
n
er to
des of
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Public Works
Capital Improvement Program
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of projects started in the first
year funded
4/5 2/2 6/6
Number of active projects versus total
number of projects
24/26 23/28 17/25
Environmental Programs
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of actual versus potential
discharges
93 actual
27 potential
104 actual
17 potential
25 actual
13 potential
Number of stormwater pollution
prevention industrial commercial
inspections
136 160 2 so far
Number of building and demolition
permits reviewed
754 662 327 so far
Number of non‐exempt businesses
and multi‐family accounts required to
separate organics
272 475 471
Tons of waste entering landfill from
single‐family, multi‐family, and
commercial accounts as reported by
Recology
July 1,2022‐ June
30,2023:
11,879.39
13,008 6,324
Number of visitors to compost site (FY22‐23)
Quarry: 910;
SMaRT Station:
Compost (397)
Mulch (103)
Quarry: 913
SMaRT Station:
Compost (506)
Mulch (148)
Quarry: 411
SMaRT Station:
Compost (220)
Mulch (54)
Number of vegetation obstructions
reported
95 25 N/A
*Vegetation obstructions being handled by Code beginning August 2023
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Developmental Services
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of development applications
received
127 111 70
Number of encroachment permit
applications received
449 478 218
Number of customer service visits 358 471 297
Grounds
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Maintain city grounds (#) with total
acreage (SF)
29 sites/149AC 29 sites/149AC 29 sites/149AC
Maintain school sites (#)with total
acreage (SF)
9 sites/46AC 9 sites/46AC 9 sites/46AC
Total Number of 311 Requests 45 69 32
Total number of play grounds
maintained
37 37 37
Total number of irrigation controllers
maintained
74 74 74
Total number of park trees maintained 5,223 5,361 5,361
Total number of park furniture
maintained (tables and benches)
431 431 431
Total number of city trash receptacles
maintained
420 420 420
Total number of backflow preventers
maintained
174 174 174
Streets
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Total roadway miles 138 138 138
Total concrete sidewalk miles 196 196 196
Total number of unique sidewalk
repair sites addressed
730 258 211
Total square footage of sidewalk, curb
and gutter repaired/replaced
46,466 30,996 5,425
Total number of storm drain inlets 2,094 2,103 2,103
Total number of drain inlets with trash
capture devices
179 182 200
Total number of streetlights 3,413 3,421 3,421
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Total number of roadway signs 10,394 10,444 10,494
Total miles of storm drain pipe
maintained
104.7 104.7 104.7
Total number of crosswalks
maintained
723 723 723
Total miles of pavement striping
maintained
162 162 162
Total number of street miles swept
monthly
696 696 696
Trees and Right of Way
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Total number of street trees 1,922 Trees
Maintained
2828 Trees
Maintained
1696 Trees
Maintained
Total acreage of medians maintained 40 AC 40 AC 40 AC
Total number of median islands
maintained
185 185 185
Total square feet of median landscape
converted or installed to water efficent
landscaping
16,873 0 Defunded 0 Defunded
Total number of irrigation controllers
maintained
45 45 45
Total number of 311 Requests for tree
maintenance
386 473 332
Miles of pedestrian and bicycle trails
maintained
0.85 3.0+3.0+
Facilities and Fleet
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Total number of city facilities
maintained
51/221,500 SF 51/221,500 SF 51/221,500 SF
Total number of Fleet vehicles
maintained
105 107 107
Total number of special equipment
maintained (tractors, trailers, chippers,
riding mowers, club car, forklift,
generator)
329 329 329
Total number of small equipment
maintained
278 278 278
Total number of work orders
completed
1,836 Facilities
553 Fleet
1772 Facilities
693 Fleet
1105 Facilities
395 Fleet
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Fleet vehicles replaced with hybrid
and/or electric models
132
Annual number of sitevisits to ensure
janitorial compliance
1,628 1,628 1,628
Transportation
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of signalized intersections 60 60 60
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City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Public Works, Sustainability
GOAL: Implement Cupertino’s Climate Action Plan and General Plan Sustainability
Element to achieve quantifiable emissions reductions, conserve finite resources, and
achieve utility cost avoidance and savings across municipal operations and community partners.
Enabled by…Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
% community‐wide emissions reduced
from baseline of 307,288 MT CO2e/yr
15%
reduction
by 2020
(261,195
MT
CO2e/yr)
Initiate, develop, and complete actions
from the Climate Action Plan 2.0
% initiated
% complete or ongoing
(CAP
1.0)100%
79%
6%
4%
28%
10%
100%
100%
% municipal operations emissions
reduced from baseline of 1,865 MT
CO2e/yr
15%
reduction
by 2020
1 Cupertinoʹs GHG inventories are conducted roughly every 3‐5 years.
So that…
2018 inventory: 24% decrease
in emissions from baseline
(258,659 MT CO2e/yr)
2018 inventory: 66%
reduction in emissions from
baseline: 642 MTCO2e
An agency
implementing
Council and
community
sustainability
goals to
effectively
safeguard
shared
resources.
Engaged
community
partners and
volunteers
supporting CAP
implementation
Cupertino is a thriving City to live, work, learn and play.
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City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Public Works, Sustainability
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Climate Action Plan 2.0 Actions
initiated or in Progress 82230
Climate Action Plan 2.0 Actions
Completed 5714
Community Education and Outreach
Activities Held 5514
Cross‐Departmental Projects
Supporting 959
Number of municipal and community
programs leading or supporting 883
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FY 2024-25 First Quarter Special Projects Attachment G
FY Added Department Program Base And Detail Account
With Detail Description
Full Org Set Code And
Description
Amended
Budget
Actual Amount
(Expenses)
Encumbrances Status Estimated
Completion
Notes (e.g., carried over
to next fiscal year)
FY24
Administration 120 City Manager 750.239 ‐ PR & Strategic Comm
Strategy
100‐12‐120 ‐ General Fund‐City Manager‐City
Manager
127,400.00 0.00 0.00 In Progress 6/30/2026
FY24
Administration 120 City Manager 750.245 ‐ CWP Rise Const
Stakeholder Engmt
100‐12‐120 ‐ General Fund‐City Manager‐City
Manager
100,000.00 0.00 0.00 In Progress 6/30/2025 The City will continue engagement
with The Rise on an ongoing basis.
Expenses may occur after Q2.
FY20
Administration 632 Comm Outreach &
Neigh Watch
750.056 ‐ Neighborhood
Engagement
100‐12‐632 ‐ General Fund‐City Manager‐
Comm Outreach & Neigh Watch
56,781.00 23,562.29 0.00 Completed 9/30/2024 The Neighbor to Neighbor grant
ended on 9/30/24. Final
encumbrance of $19,481 processed
in Q2.
FY24
Administration 632 Comm Outreach &
Neigh Watch
750.227 ‐ CWP Public Safety res/com
areas
100‐12‐632 ‐ General Fund‐City Manager‐
Comm Outreach & Neigh Watch
10,000.00 0.00 0.00 In Progress 6/30/2025 The Block Leader outreach program
has started and staff will continue to
promote the programs until the end
of this fiscal year.
FY24
Administration 633 Disaster
Preparedness
750.230 ‐ Business Continuity
Resilience
100‐12‐633 ‐ General Fund‐City Manager‐
Disaster Preparedness
500,000.00 0.00 0.00 Not Started 6/30/2024 Staff is considering making
improvements to the EOC later this
fiscal year.
FY23
Administration 633 Disaster
Preparedness
750.240 ‐ MRC Rise 100‐12‐633 ‐ General Fund‐City Manager‐
Disaster Preparedness
2,194.00 1,176.24 0.00 Completed 9/30/2024 Additional supplies purchased for
MRC Rise in July 2024. Project is now
complete.
FY24
Administration 705 Economic
Development
750.230 ‐ Business Continuity
Resilience
100‐12‐705 ‐ General Fund‐City Manager‐
Economic Development
310,487.00 0.00 0.00 In Progress 6/30/2025 Funds were carried over for the
ongoing support for Small to
Medium Business Resiliency. This
was a Budget allocation from the
State of California
FY23
Administration 705 Economic
Development
750.179 ‐ Econ Dev Strategy
Outreach
100‐12‐705 ‐ General Fund‐City Manager‐
Economic Development
20,000.00 0.00 0.00 Not Started Defund at Q3
FY17
Community development 701 Current Planning 750.007 ‐ The Hamptons 100‐71‐701 ‐ General Fund‐Planning‐Current
Planning
108,640.00 0.00 0.00 Not Started Waiting for building submittal.
Project approval expries in 2026
FY21
Community development 701 Current Planning 750.009 ‐ Marina Plaza 100‐71‐701 ‐ General Fund‐Planning‐Current
Planning
23,317.00 0.00 0.00 Not Started Waiting for building submittal.
Project approval expries in
December 2026.
FY22
Community development 701 Current Planning 750.029 ‐ Vallco SB35/Rise 100‐71‐701 ‐ General Fund‐Planning‐Current
Planning
109,207.00 0.00 0.00 In Progress Ongoing Waiting for building permit. Some
permits for grading and site
preparation work issued.
FY20
Community development 702 Mid Long Term
Planning
750.032 ‐ General Plan 100‐71‐702 ‐ General Fund‐Planning‐Mid
Long Term Planning
239,805.00 0.00 0.00 In Progress Ongoing Operational item, no completion
date
18
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FY 2024-25 First Quarter Special Projects Attachment G
FY17
Community development 702 Mid Long Term
Planning
750.090 ‐ Residential/Mixed Use
Design
100‐71‐702 ‐ General Fund‐Planning‐Mid
Long Term Planning
194,922.00 0.00 0.00 In Progress Summer 2025 Delays in prjoect due to previous
contractor/consultant and Housing
Element. First community meeting to
be held on Feb 10, in hybrid format.
FY22
Community development 702 Mid Long Term
Planning
750.101 ‐ CWP RHNA and Gen Plan
Update
100‐71‐702 ‐ General Fund‐Planning‐Mid
Long Term Planning
422,564.00 46,095.75 378,394.22 Completed Sep 2024 Completed in September, when the
City received notice from HCD that
the Housing Element complies with
State law. Housing Element
implementation policies will be
presented for Commission and
Council input as project progesses.
Community development 702 Mid Long Term
Planning
750.102 ‐ CWP Sign Ordinance
Update
100‐71‐702 ‐ General Fund‐Planning‐Mid
Long Term Planning
200,000.00 0.00 0.00 Not Started Spring 2025 RFP was released Winter 2024 to
obtain consultant. Pending adoption
of CWP by Council to determine
budget and which projects can move
forward.
FY22
Community development 702 Mid Long Term
Planning
750.135 ‐ Laserfiche planning map
scanning
100‐71‐702 ‐ General Fund‐Planning‐Mid
Long Term Planning
726.00 0.00 0.00 In Progress Winter 2024 Ongoing Operational Item
FY24
Community development 702 Mid Long Term
Planning
750.235 ‐ CWP Tree List 100‐71‐702 ‐ General Fund‐Planning‐Mid
Long Term Planning
50,000.00 0.00 0.00 In Progress June 2025 Joing project with Public Works, RFP
released to obtain consultant.
FY20
Community development 711 BMR Affordable
Housing Fund
750.052 ‐ Develop ELI Housing 265‐72‐711 ‐ BMR Housing‐Housing Services‐
BMR Affordable Housing Fund
238,301.00 0.00 3,005.00 In Progress Winter 2025 Pending development of Mary Ave,
then operational. Project is under
review in compliance with Exclusive
Negotiation Agreement (ENA).
Following the Negotiation period,
staff will present the Council with a
Disposition and Development
Agreement (DDA) and Lease
agreement for the project and the
project will also concurrently go
through entitlement hearings.
FY22
Community development 714 Construction Plan
Check
750.031 ‐ Westport 100‐73‐714 ‐ General Fund‐Building‐
Construction Plan Check
89,621.00 1,087.50 33,194.23 In Progress 2026 Pending building permit status. The
timeline is uncertain, however, staff
estimates the townhome portion
should be fully occupied within the
first quarter of 2025. The Senior
BMR apartment building is complete
and fully occupied. The assisted
living parcel is currently under
redesign and will be submitted for
review in Fall 2025.
FY20
Community development 714 Construction Plan
Check
750.067 ‐ VTC 100‐73‐714 ‐ General Fund‐Building‐
Construction Plan Check
14,595,179.00 580.00 2,594,599.46 In Progress Ongoing This pertains to building permits and
staff estimates that the developer
will submit additional building
permits in 2025
FY20
Community development 715 Building Inspection 750.067 ‐ VTC 100‐73‐715 ‐ General Fund‐Building‐Building
Inspection
5,406,634.00 0.00 0.00 Not Started This pertains to building inspections
required for this project. It is
estimated that permits will be
submitted this year for permitting
and possible inspections starting in
2026.
FY22
Information Services 308 Applications 750.123 ‐ Redesign of City Website 100‐32‐308 ‐ General Fund‐I&T Applications‐
Applications
3,481.00 0.00 3,481.31 Completed 12/30/2024 Proposed to defund at midyear
FY23
Information Services 308 Applications 750.183 ‐ ACA Guide & Wrapper 100‐32‐308 ‐ General Fund‐I&T Applications‐
Applications
25,000.00 0.00 25,000.00 In Progress 6/30/2025
FY23
Information Services 308 Applications 750.184 ‐ Accela Roadmap 100‐32‐308 ‐ General Fund‐I&T Applications‐
Applications
23,000.00 0.00 23,000.00 In Progress 6/30/2025
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FY 2024-25 First Quarter Special Projects Attachment G
FY21
Information Services 308 Applications 750.236 ‐ Project Dox 100‐32‐308 ‐ General Fund‐I&T Applications‐
Applications
394.00 393.75 0.00 Completed 8/1/2024
FY23
Information Services 310 Infrastructure 750.199 ‐ City Facilities Video
Capture
610‐34‐310 ‐ Innovation & Technology‐I&T
Infrastructure‐Infrastructure
6,079.00 0.00 0.00 Completed 6/30/2024
Proposed to defund at midyear
FY22
Information Services 986 GIS 750.166 ‐ AR McClellan Ranch 610‐35‐986 ‐ Innovation & Technology‐I&T
GIS‐GIS
11,333.00 11,333.32 0.00 Completed 12/30/2024
FY23
Information Services 986 GIS 750.212 ‐ Laserfiche Scanning 610‐35‐986 ‐ Innovation & Technology‐I&T
GIS‐GIS
4,099.00 0.00 4,098.54 Completed 9/30/2024
FY24
Information Services 986 GIS 750.238 ‐ VR Decarb 610‐35‐986 ‐ Innovation & Technology‐I&T
GIS‐GIS
112,002.00 38,249.70 73,750.25 In Progress 6/30/2025
FY23
Law enforcement 200 Law Enforcement SC
Sherif
750.227 ‐ CWP Public Safety res/com
areas
100‐20‐200 ‐ General Fund‐Law Enforcement‐
Law Enforcement SC Sherif
60,000.00 62,250.00 62,250.00 In Progress 3/30/2025
FY24
Public works 122 Sustainability
Division
750.025 ‐ Special Maintenance 100‐81‐122 ‐ General Fund‐Environmental
Programs‐Sustainability Division
10,000.00 0.00 0.00 In Progress 6/30/25
FY22
Public works 122 Sustainability
Division
750.106 ‐ Electric Cooking Workshop
Series
100‐81‐122 ‐ General Fund‐Environmental
Programs‐Sustainability Division
6,400.00 0.00 0.00 In Progress 6/30/2025
FY24
Public works 122 Sustainability
Division
750.176 ‐ Climate AP Vision
Summary Doc
100‐81‐122 ‐ General Fund‐Environmental
Programs‐Sustainability Division
10,000.00 0.00 0.00 In Progress 6/30/2025 Carried over from last FY; Will
confirm if IT has in base budget. They
may have paid for it. If so, this can be
removed
FY24
Public works 122 Sustainability
Division
750.223 ‐ CWP Electrification Study 100‐81‐122 ‐ General Fund‐Environmental
Programs‐Sustainability Division
96,057.00 21,002.79 15,104.88 In Progress 6/30/2025
FY21
Public works 800 Public Works Admin 750.071 ‐ Municipal Water System 100‐80‐800 ‐ General Fund‐PW
Administration‐Public Works Admin
5,811.00 8,796.00 0.00 In Progress 6/30/2025 Ongoing Legal Fees. Will be moved
to base budget in FY26
FY25
Public works 800 Public Works Admin 750.244 ‐ CWP Recycled Water
Feasibility
100‐80‐800 ‐ General Fund‐PW
Administration‐Public Works Admin
200,000.00 0.00 0.00 In Progress 6/30/2025
FY25
Public works 801 Resources Recovery 750.025 ‐ Special Maintenance 520‐81‐801 ‐ Resource Recovery‐
Environmental Programs‐Resources Recovery
20,000.00 0.00 0.00 In Progress 6/30/2025 CAP dashboard pilot
FY24
Public works 801 Resources Recovery 750.041 ‐ HHW and PaintCare 520‐81‐801 ‐ Resource Recovery‐
Environmental Programs‐Resources Recovery
161,010.00 66,540.50 0.00 In Progress Ongoing annual
project
SCC Household Hazardous Waste
program. Annual on‐going program
to cover residential drop off of items
that cannot be accepted by
Recology.
FY21
Public works 801 Resources Recovery 750.084 ‐ Single Use Plastics
Ordinance
520‐81‐801 ‐ Resource Recovery‐
Environmental Programs‐Resources Recovery
94,544.00 (1,205.00)0.00 In Progress 1/31/2026 Ordinance implementation still in
progress and on schedule. Contract
term extended.
FY22
Public works 801 Resources Recovery 750.137 ‐ SB1383 Procurement
Requirements
520‐81‐801 ‐ Resource Recovery‐
Environmental Programs‐Resources Recovery
205,653.00 0.00 0.00 In Progress Ongoing annual
project
No completion date
FY22
Public works 801 Resources Recovery 750.174 ‐ New Lndfill Agrmnt/Solid
Wst con
520‐81‐801 ‐ Resource Recovery‐
Environmental Programs‐Resources Recovery
103,542.00 24,660.00 47,266.25 In Progress 8/31/2025
FY20
Public works 802 Non Point Source 750.064 ‐ Low Income Cost Share 230‐81‐802 ‐ Env Mgmt Cln Crk Strm Drain‐
Environmental Programs‐Non Point Source
2,000.00 0.00 0.00 In Progress Ongoing Ongoing item will be moved to base
budget in FY26
FY20
Public works 802 Non Point Source 750.065 ‐ CUSD Joint Use Cost Share 230‐81‐802 ‐ Env Mgmt Cln Crk Strm Drain‐
Environmental Programs‐Non Point Source
8,707.00 0.00 0.00 In Progress Ongoing Ongoing item will be moved to base
budget in FY26
FY19
Public works 804 Plan Review 750.039 ‐ PW Scanning Project 100‐82‐804 ‐ General Fund‐Developmental
Services‐Plan Review
9,310.00 0.00 9,310.29 Completed Ongoing Funds are encumbered in Q1 for PW.
Remaining project will be funded by
IT.
FY20
Public works 804 Plan Review 750.067 ‐ VTC 100‐82‐804 ‐ General Fund‐Developmental
Services‐Plan Review
1,961,366.00 14,065.00 1,182,523.68 In Progress Anticipated 2030
FY22
Public works 804 Plan Review 750.105 ‐ CWP Revisit 5G 100‐82‐804 ‐ General Fund‐Developmental
Services‐Plan Review
250,000.00 0.00 0.00 In Progress 6/30/2025 Most of the work to date has been
completed in‐house. Ongoing
changes to related laws, limited
staffing resources, and other
priorities have resulted in delays to
finalization.
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FY 2024-25 First Quarter Special Projects Attachment G
FY20
Public works 807 Service Center Admin750.043 ‐ Office Reconfiguration 100‐83‐807 ‐ General Fund‐Service Center‐
Service Center Administration
111,416.00 9,109.11 0.00 In Progress Ongoing Partial Defund at Q3, included in
base budget
FY25
Public works 812 School Site
Maintenance
750.025 ‐ Special Maintenance 100‐84‐812 ‐ General Fund‐Grounds‐School
Site Maintenance
10,500.00 0.00 0.00 In Progress 06/30/2025 Dugout roof replacement ‐ Hyde
FY25
Public works 814 Sport Fields Jollyman
CRK
750.025 ‐ Special Maintenance 100‐84‐814 ‐ General Fund‐Grounds‐Sport
Fields Jollyman CRK
10,500.00 0.00 8,500.00 In Progress 06/30/2025 Dugout roof replacement ‐ Jollyman
FY19
Public works 820 Sidewalk Curb and
Gutter
750.020 ‐ Annual Sidewalk Curb &
Gutter
270‐85‐820 ‐ Transportation Fund‐Streets‐
Sidewalk Curb and Gutter
2,776,484.00 0.00 1,588,567.91 In Progress 6/30/2025 Annual project
FY24
Public works 825 Street Tree
Maintenance
750.235 ‐ CWP Tree List 100‐86‐825 ‐ General Fund‐Trees and Right
of Way‐Street Tree Maintenance
60,000.00 0.00 0.00 In Progress 6/30/2025 Collaborating with CDD. Project
currently awaiting CDD's completion
of RFP. RFP just went out
10/21/2024. CWP update from
Council may turn this into a Urban
Forest Master Plan.
FY25
Public works 827 Bldg Maint City Hall 750.025 ‐ Special Maintenance 100‐87‐827 ‐ General Fund‐Facilities and
Fleet‐Bldg Maint City Hall
2,000.00 0.00 0.00 Not Started 6/30/2025 Burglar Alarm Upgrades
FY25
Public works 828 Bldg Maint Library 750.025 ‐ Special Maintenance 100‐87‐828 ‐ General Fund‐Facilities and
Fleet‐Bldg Maint Library
45,000.00 0.00 0.00 In Progress 6/30/2025 Library HVAC
FY25
Public works 829 Bldg Maint Service
Center
750.025 ‐ Special Maintenance 100‐87‐829 ‐ General Fund‐Facilities and
Fleet‐Bldg Maint Service Center
2,000.00 297.09 0.00 Not Started 6/30/2025 Burglar Alarm Upgrades
FY24
Public works 830 Bldg Maint Quinlan
Center
750.025 ‐ Special Maintenance 100‐87‐830 ‐ General Fund‐Facilities and
Fleet‐Bldg Maint Quinlan Center
79,174.00 8,955.65 0.00 Not Started 6/30/2025 Security project
FY24
Public works 831 Bldg Maint Senior
Center
750.025 ‐ Special Maintenance 100‐87‐831 ‐ General Fund‐Facilities and
Fleet‐Bldg Maint Senior Center
123,675.00 0.00 0.00 Not Started 12/31/2025 Funds are allocated to replace
kitchen HVAC unit.
FY25 Public works 832 Bldg Maint McClellan 750.025 ‐ Special Maintenance
100‐87‐832 ‐ General Fund‐Facilities and
Fleet‐Bldg Maint McClellan Ranch 2,000.00 0.00 0.00
Not Started 12/31/2024 Burglar Alarm Upgrades
FY25
Public works 833 Bldg Maint Monta
Vista Ct
750.025 ‐ Special Maintenance 100‐87‐833 ‐ General Fund‐Facilities and
Fleet‐Bldg Maint Monta Vista Ct
2,000.00 0.00 0.00 Not Started 6/30/2025 Burglar Alarm Upgrades
FY23
Public works 836 Bldg Maint Sports
Center
750.025 ‐ Special Maintenance 570‐87‐836 ‐ Sports Center‐Facilities and
Fleet‐Bldg Maint Sports Center
45,705.00 20,169.00 0.00 In Progress 12/31/2025 HVAC repair (in progress), raquetball
court (November 2024)
FY25
Public works 838 Comm Hall Bldg
Maint
750.025 ‐ Special Maintenance 100‐87‐838 ‐ General Fund‐Facilities and
Fleet‐Comm Hall Bldg Maint
2,000.00 0.00 0.00 Not Started 6/30/2025 Burglar Alarm Upgrades
FY23
Public works 844 Traffic Engineering 750.040 ‐ Planned Transportation
Project
100‐88‐844 ‐ General Fund‐Transportation‐
Traffic Engineering
2,788.00 2,565.00 222.50 Completed 6/30/2025
FY22
Public works 844 Traffic Engineering 750.163 ‐ VMT to LOS Standards 100‐88‐844 ‐ General Fund‐Transportation‐
Traffic Engineering
30,637.00 10,800.26 19,776.97 In Progress 6/30/2025
FY23
Public works 844 Traffic Engineering 750.219 ‐ CWP Bicycle Facilities 100‐88‐844 ‐ General Fund‐Transportation‐
Traffic Engineering
50,000.00 0.00 0.00 In Progress 6/30/2025 No progress since last quarterly
report.
FY23
Public works 844 Traffic Engineering 750.231 ‐ SC Corridor Vision Study 100‐88‐844 ‐ General Fund‐Transportation‐
Traffic Engineering
154,079.00 151,968.63 0.00 In Progress 6/30/2025
FY23
Public works 844 Traffic Engineering 750.242 ‐ AC2 Traffic Monitoring 100‐88‐844 ‐ General Fund‐Transportation‐
Traffic Engineering
42,975.00 0.00 42,975.00 Completed 6/30/2026 Funds encumbered. Waiting for
invoices. Completed for this FY.
FY25 Public works 844 Traffic Engineering 750.243 ‐ CWP Active Transportation
100‐88‐844 ‐ General Fund‐Transportation‐
Traffic Engineering 330,000.00 0.00 0.00
In Progress 6/30/2025
FY23
Public works 853 Storm Drain Fee 750.063 ‐ Rainwater Capture 230‐81‐853 ‐ Env Mgmt Cln Crk Strm Drain‐
Environmental Programs‐Storm Drain Fee
28,207.00 6,634.62 9,072.44 In Progress Ongoing annual
project
FY20 Public works 854 General Fund Subsidy 750.065 ‐ CUSD Joint Use Cost Share
230‐81‐854 ‐ Env Mgmt Cln Crk Strm Drain‐
Environmental Programs‐General Fund
Subsidy 0.00 17,672.77 0.00
In Progress Ongoing annual purchase
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Department
Granting
Agency Name of Grant Description/Purpose of Grant
Requested
Grant Amount
Date
Applied
Date
Due
Grant Application
Status (Grant
Awarded,
Pending Results,
Grant Denied)
Grant Amount
Awarded
City Matching
Funds Required?
Yes/No; If yes,
please include
amount Date Awarded
Grant
Amount
Spent
Grant
Amount
Remaining
Is Grant Active
or Closed or
N/A?
Innovation and
Technology
CA Energy
Commission
California Automated Permit
Processing (CalAPP) Program
CalAPP is proving a one time grant
for the enhancement of Solar permit
applications
$60,000 2/15/2023 5/31/2027 Grant Awarded $60,000 $45,020 4/4/2023 $0 $35,520 Active
Public Works CalSTA TIRCP (Transit and Intercity Rail
Program)
5‐year expansion of Via shuttle,
including partnership with City of
Santa Clara
$8,465,000 3/3/2022 3/8/2022 Grant Awarded $8,465,000 No ʺrequiredʺ
match, but City
must fund the non
grant‐funded
balance of the
program, or
$8,465,000. This is
shared with City of
7/11/2022
Public Works Caltrans HSIP (Highway Safety
Improvement Program)
Improving safety on roadway
segments
$3,561,800 9/12/2022 9/12/2022 Grant Awarded $3,205,620 $356,180 3/15/2023 $3,444 $3,202,176 Active
Public Works FHWA Safe Streets 4 All (SS4A) Bollinger Road road diet traffic
analysis, outreach and engineering
design
$532,000 7/10/2023 7/10/2023 Grant Awarded $425,600 $106,400 12/13/2023
Public Works HUD Federal Community Project
Funding Grant FY22
Funding for Cupertino Library
Expansion project
$1,000,000 3/25/2021 6/10/2022 Grant Awarded $1,000,000 No 2/15/2024 $0 $1,000,000 Active
Public Works CA Parks and
Recreation Dept. State Specified Grant
Funding for Jollyman All Inclusive
Play Area
$1,000,000 3/17/2022 7/1/2022 Grant Awarded $1,000,000 No N/A $0 $1,000,000 Active
Public Works CA DOT McClellan Road Bridge
Reconstruction
State Funding Grant (Evan Lo) $7,500,000 3/17/2022 7/1/2022 Grant Awarded $5,000,000 No N/A $0 $7,500,000 Active
Public Works Santa Clara
County
Santa Clara County AIPG Funding for Jollyman All Inclusive
Play Area
$1,440,000 10/10/2018 10/12/2018 Grant Awarded $1,440,000 $1,591,799 5/13/2019 $0 $1,440,000 Active
Public Works VTA 2016 Measure B Capital Projects Funding for Tamien Innu (I‐280
Trail)‐East
$1,936,000 12/1/2021 12/1/2021 Grant Awarded $1,936,000 $830,000 (30% of
total project cost ‐
includes both
Measure B Grants)
11/12/2021 $0 $1,936,000 Active
Public Works VTA 2016 Measure B Capital Projects Funding for Tamien Innu (I‐280
Trail)‐Central
$460,000 7/1/2020 7/1/2020 Grant Awarded $460,000 $1,795,000 (30% of
project cost ‐
includes both
Measure B Grants)
7/14/2020 $110,802 $349,198 Active
Public Works VTA 2016 Measure B Capital Projects Funding for Tamien Innu (I‐280
Trail)‐Central
$3,725,000 7/1/2020 7/1/2020 Grant Awarded $3,725,000 $1,795,000 (30% of
project cost ‐
includes both
Measure B Grants)
7/14/2020 $0 $3,725,000 Active
Public Works California Office
of Traffic Safety
(OTS)
Pedestrian and Bicycle Safety
Program
Bicycle and Pedestrian Traffic
Safety Education
$152,000 1/31/2024 1/31/2024 Grant Awarded $160,000 No 10/22/2024 $0 $160,000 Active
Public Works FHWA BPMP (Bridge Preventative
Maintenance Program)
Funding for recommended
preventative maintenance on local
roadway bridges
$1,144,472 9/30/2020 N/A Grant Awarded $1,144,472 $148,278 4/12/2023 $965,930 $178,155 Active
Public Works FHWA HBP (Highway Bridge Program) Repairs to bridge 37C0011, SCB
over Stevens Creek
$688,000 10/5/2018 N/A Grant Awarded $688,000 $172,000 10/12/2018 $0 $688,000 Active
Public Works BAAQMD BAAQMD ‐ TFCA 40% Fund
(Transportation Fund for Clean
Air)
Funding for year three (FY25) of
Silicon Valley (SV) Hopper.
$500,000 3/14/2024 3/15/2024 Grant Awarded $500,000 No ʺrequiredʺ
match, but City
must fund the non
grant‐funded
balance of the
program. Cityʹs
contribution is
$882,704.
N/A $0 $500,000 Active
Competitive Citywide Grants Tracking - FY25 Mid-Year Update
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Department
Granting
Agency Name of Grant Description/Purpose of Grant
Requested
Grant Amount
Date
Applied
Date
Due
Grant Application
Status (Grant
Awarded,
Pending Results,
Grant Denied)
Grant Amount
Awarded
City Matching
Funds Required?
Yes/No; If yes,
please include
amount Date Awarded
Grant
Amount
Spent
Grant
Amount
Remaining
Is Grant Active
or Closed or
N/A?
Competitive Citywide Grants Tracking - FY25 Mid-Year Update
Public Works SVCE Community Decarbonization
Engagement Grant
Competitive grant for community
engagement around
decarbonization topics from SVCE.
Grant Funds shall be disbursed to
Recipient on a reimbursement basis.
$100,000 4/1/2022 4/4/2022 Grant Awarded $111,500 No 2/2/2023 $0 $111,500 Active
Parks and Recreation NRPA NRPA: Supporting Healthy
Aging Through Parks and
Recreation 3.0
With the support of the Centers for
Disease Control and Prevention
(CDC), NRPA is offering instructor
training grants for five arthritis‐
appropriate, evidence‐based
interventions (AAEBIs). Essentially,
these are physical activity classes
that are proven to help people with
hii b ll
$0 10/20/2023 10/23/2023 Grant Awarded $0 ‐ Grant
provides
instructor
training and
material/equip
ment for the
class
No 11/28/2023 $0 $0 Active
Public Works MTC One Bay Area Grant (OBAG)
Cycle 2
Stevens Creek Blvd Protected Bike
Lanes Phase 2
$807,000 7/28/2016 N/A Grant Awarded $807,000 Yes, $93,000 (11.47%
of project cost)
1/24/2022 $3,230 $803,770 Active
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Department Granting Agency Name of Grant Description/Purpose of Grant
Requested
Grant Amount
Date
Applied Date Due
Status (Grant
Awarded,
Pending Results,
Grant Denied) Grant Amount Awarded Date Awarded Grant Amount Spent
Grant Amount
Remaining
Is Grant Active
or Closed or
N/A?
Administration Santa Clara County
(CalOES)
Emergency Management
Performance Grant
(EMPG)
Performance Grant (EMPG) program is one of the grant programs that
constitute DHS/FEMA’s focus on all‐hazards emergency preparedness.
These grant programs are part of a comprehensive set of measures
authorized by Congress and implemented by DHS. Among the goals
noted in the DHS Strategic Plan, the EMPG program supports the goal
to Strengthen Preparedness and Resilience.
$11,000 N/A N/A Grant Awarded $11,000 N/A $2,471 $ 8,529 Active
Public Works DOE Energy Efficiency
Community Block Grant
EECBG funds for use in developing energy efficiency services or
strategies, code enforcement, other uses
$125,790 N/A 4/28/2023 Grant Awarded $125,790 7/2/2024 $0 $125,790 Active
Administration/
Community
Development
Department
County of Santa
Clara (Simitian)
Homeless Services and
Supports
A matching grant of $50,000 for the City of Cupertino, which currently
funds several assistance programs for unhoused residents. These
programs include Haven to Home, a program run by West Valley
Community Services that offers bus passes, laundry quarters, hygiene
kits, foods assistance, and other forms of assistance, as well as a Rotating
Safe Car Park program that serves Saratoga and Cupertino and is
operated by Amigos de Guadalupe and West Valley Community
Services. Use of the additional $50k will be determined.
$50,000 4/29/2024 4/29/2024 Grant Awarded $50,000 TBD $0 $50,000 Active
Community
Development
Department
HUD Community Development
Block Grant (CDBG)
U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement
Allocation ‐ FY 2023‐24
$358,910 7/31/2023 Annually: 6/30 Grant Awarded $358,910 7/21/2023 $193,777 $ 165,113 Active
Community
Development
Department
HUD Community Development
Block Grant (CDBG)
U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement
Allocation ‐ FY 2024‐25
$173,313 11/18/2024 Annually: 6/30 Grant Awarded $173,313 11/6/2024 $9,553 $ 163,760 Active
Public Works VTA Bicycle/Pedestrian
Education &
Encouragement
2016 Measure B $33,090 9/8/2022 N/A Grant Awarded $38,082 7/1/2024 $18,000 $ 20,082.00 Active
Public Works Calrecycle CalRecycle Beverage
Container Recycling
City/County Payment
Program
Provide opportunities for beverage container recycling. Allowable uses
include 2 staff attending annual CA Resource Recovery Association
conference, water refill stations, and recycling receptacles.
$15,158 Funds must be
expensed
between
4/13/2023‐
3/1/2025
Annually: dates
vary
Grant Awarded $15,158 4/13/2023 $3,578 $ 11,580.00 Active
Public Works Calrecycle CalRecycle Beverage
Container Recycling
City/County Payment
Program
Provide opportunities for beverage container recycling. Allowable uses
include 2 staff attending annual CA Resource Recovery Association
conference, water refill stations, and recycling receptacles.
$15,137 12/15/2023 Annually: dates
vary
Pending Results $15,137 Money not received yet
as of 2/2025; typically
receive in April‐ May
N/A N/A N/A
Public Works Calrecycle CalRecycle SB 1383 Local
Assistance Grant Program ‐
2023 cycle
Grant program meant to provide aid in the implementation of
regulation requirements associated with SB 1383.
$161,264 11/14/2023 11/15/2023 Grant Awarded $161,264 5/22/2024 $0 161264 Active
Public Works MTC TDA3 Funding for De Anza Blvd Buffered Bike Lanes $166,259 5/24/2023 5/26/2023 Grant Awarded $166,259 10/5/2023 $131,751 $34,508 Active
Public Works MTC TDA3 Active Transportation Plan $330,000 5/16/2024 5/16/2024 Grant Awarded $330,000 10/3/2024 $0 $330,000 Active
Non-Competitive Citywide Grants Tracking - FY25 Mid-Year Update
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CIP PROJECT AND STAFFING UPDATE January 1, 2025
Q2 - FY2024 – 2025 (October - December 2024):
Status of Current CIP Projects
The Capital Improvement Programs division continues to accomplish a great deal with limited
resources. Two positions are currently vacant (for 1.5FTEs) and we are in the process of restarting
recruitment, partnering with Human Resources division.
Facilities CIP Projects (orange) – 5 active projects, 4 queued
Parks and Recreation CIP Projects (green) - 3 active projects, 1 queued
Streets and Infrastructure CIP Projects (mauve) – 5 active projects, 1 completed
Transportation (Traffic, Bike and Pedestrian) CIP Projects (blue) – 5 active projects, 2
queued, 1 completed
Total: 18 active projects, 7 queued, 2 completed.
Note: The color-coded project categories used here correlate to the terminology adopted in the five-year CIP
annual proposal. These ‘types’ are descriptive rather than prescriptive, as many projects could fall into
multiple categories.
COMPLETED PROJECTS
Project Title Description Notes
Vai Avenue Outfall Repair of an outfall at Vai Avenue. Completed in October 2024.
De Anza Boulevard
Buffered Bike Lanes
Restripe De Anza Blvd to include a
painted buffered zone between the
existing bike lane and the vehicle
lanes.
Completed in January 2025.
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Page 2 October 30, 2024
ACTIVE PROJECTS (6) – SUSAN (CIP Manager) (1.0 FTE)
Project Title Description Phase, Schedule, and Status
PV Systems Design &
Installation
Design and install photovoltaic systems at 3
City facilities.
• Phase: Design, RFQ
• Completion: April 2026
After review by Commissions, Community
and Council, the project is moving ahead
with 3 of the originally proposed 5 sites. RFP
for Design Build Entities is in process and the
contract award will be coming to Council at
the 1st meeting in February.
ADA Improvements This is an ongoing program funded annually
to improve accessibility at all public facilities
throughout the City. (Multi-year funding)
• Phase: Ongoing
• Completion: N.A.
Undertaking improvements at Jollyman Park
BCA Implementation:
Sports Center shower
rooms renovation
Renovate Shower/Locker room facilities at
the Sports Center to address water damage
issues causing safety concerns.
• Phase: Design
• Completion: Summer 2025
Permit and construction documentation
underway for renovations to the Locker/
Shower rooms.
All Inclusive Play Area
& Adult-Assistive
Bathroom Facility
(Jollyman Park)
At Jollyman Park, Design and construct an
all-inclusive playground and an adult-
assistive bathroom facility adjacent to the
new AIPG. (Externally Funded, in part)
• Phase: Construction
• Completion: June 2025
Construction is underway.
Lawrence-Mitty Park
and Trail Plan
Design and construct a new neighborhood
park. Located on 7.8 acres adjacent to
Saratoga Creek, near the intersection of
Lawrence Expressway and Mitty Way
• Phase: Design
• Completion: Spring 2027
Design process is underway.
Park Amenity
Improvements
Funding for various park amenities such as
benches, hydration stations, outdoor table
tennis, cornhole, shade structures, pickleball
striping, etc. (Multi-year funding).
• Phase: Design, Procurement
• Completion: Ongoing
Linda Vista DOLA hedge barrier
implementation scheduled for Spring 2025.
Jollyman Park will receive new bike racks,
trash receptables, and picnic tables. Picnic
tables for Creekside Park will be installed in
Spring 2025.
ACTIVE PROJECTS (8) – JASON (Senior Civil Engineer) (1.0 FTE)
Project Title Description Phase, Schedule, and Status
Stevens Creek Blvd
CL IV Bikeway Phase
2A
Design and Construction of the separated
bikeway along Stevens Creek Blvd from
Wolfe Road to DeAnza Blvd. (Externally
Funded, in part)
• Phase: Bid
• Completion: Spring 2025
Phase 2A Construction bid process
complete, and contract award will come to
Council in January 2025.
Stevens Creek Blvd
CL IV Bikeway Phase
2B and Bandley
Intersection
Design and Construction of the separated
bikeway along Stevens Creek Blvd from De
Anza Blvd to US-85. This includes signal
upgrades at Bandley Drive. (Externally
Funded, in part)
• Phase: Design
• Completion: 2025-26
Design is underway; 95% complete. Grant
funding being sourced.
Tamien Innu - East
and Central
Segments
Design and construct an off-street bicycle
and pedestrian facility parallel to the I-280
HWY, from De Anza Blvd. Wolfe Road
• Phase: Design
• Completion: 2025-26
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(Central), from Wolfe Rd. to Vallco Parkway
(East) (Externally Funded)
East segment: revised design concept under
analysis to verify impact to the trees on the
adjacent property (Apple). Once that impact
is deemed to be mutually acceptable, the
final design will return to Valley Water for
review.
Central segment: paused while the east
segment design is finalized.
Bollinger Road
Corridor Study
Traffic analysis, topographic and utilities
survey, and preliminary engineering of
Bollinger Road. (Externally Funded, in part)
• Phase: Analysis
• Completion: 2027
Roadway Safety
Improvements - HSIP
High Friction pavement treatment and
speed feedback signage added to seventeen
locations. (Externally Funded, in part)
• Phase: RFP and Design
• Completion: Winter 2025
McClellan Road
Bridge Replacement
Removal and replacement of the bridge on
McClellan Road near the entrance to
McClellan Ranch Preserve. (Externally
Funded)
• Phase: RFQ/RFP for Project team
• Completion: TBD
Stevens Creek Bridge
Repair
Stevens Creek Blvd Bridge over Stevens
Creek. Prepare feasibility study and PS&E to
determine and implement appropriate scour
countermeasures. (Externally Funded, in
part)
• Phase: Design
• Completion: 2025
Engineering/design is underway.
City Bridge
Maintenance Repairs
(BPMP)
Repair 4 bridges as recommended in the
Caltrans Bridge Report along with additional
improvements to prolong the useful life of
the bridges. The work is partially funded
(80%) through the Bridge Preventative
Maintenance Program, a federally funded
program.
• Phase: Construction
• Completion: Spring 2025
Repairs are complete at SCB at Calabazas
Creek (CC), Tantau at CC, Miller at CC. Creek-
adjacent work at Homestead over Stevens
Creek (SC) will be completed in the Spring,
after rainy season.
ACTIVE PROJECTS (2) – JO ANNE (Project Manager, works in 2 PW Divisions) (0.25 FTE)
Project Title Description Phase, Schedule, and Status
City Lighting LED
improvements
Implement the transition of City's streetlight
infrastructure from induction and other
fixtures to LED fixtures to meet the "Dark
Sky" Ordinance requirements and reduce
light pollution and energy cost
• Phase: Construction
• Completion: Procurement is TBD; 12-18
months installation
Public bid process is complete. Award of
contract will come to Council in January
2025.
Street Light
Installation - Annual
Infill
Infill of streetlights as requested by
residents. (Multi-year funding)
• Phase: Ongoing
• Completion: N.A.
ACTIVE PROJECTS (2) – JIMMY (Assistant Director of Public Works) (0.0 FTE)
Project Title Description Phase, Schedule, and Status
EVCS expansion -
Service Center
Design and Construction of infrastructure
for EVCS for the City’s Fleet vehicles.
• Phase: Design
• Completion: 2026
Working with PG&E and SVCE to confirm
scope of work.
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BCA Implementation:
Senior Center fire
alarm system
New Fire Alarm system for the Senior
Center, and baseline specifications for other
facilities. (Externally Funded, in part)
• Phase: Design
• Completion: May 2025
Project team is working on bid
documentation.
QUEUED PROJECTS (7)
Project Title Description Notes
Annual Playground
Replacement
Replacement of older playground
equipment that is dated and worn. (Multi-
year funding)
RFPs for Little Rancho and Canyon Oaks
playgrounds scheduled for 2025.
School Walk Audit
Implementation
Construct infrastructure-related
improvements around schools that were
identified as part of the comprehensive
School Walk Audit study. (Externally Funded,
in part)
• Phase: Ongoing
• Completion: N.A.
More projects expected to become active in
Spring 2025.
Tamien Innu - West
Segment
Design and construct an off-street bicycle
and pedestrian facility parallel to the I-280
HWY, from the Don Burnett Bicycle –
Pedestrian Bridge to De Anza Blvd.
This segment is on hold until the other
segments are designed
City Hall Annex Program, plan and build facility
improvements required for interim facility
to accommodate staff while City Hall is
remodeled, as well as the long-term use of
this facility.
Design documentation is 60% complete.
Awaiting direction on City Hall project
before further action on this project.
City Hall
Improvements
Programming, Feasibility and Community
Outreach to form the basis of a renovation
strategy for the buildings.
Understanding of the overall City financial
issues and scope delineation must advance
before this project can progress.
Library Expansion
Project (landscaping
& donor wall)
Develop a design and construct a 5600 SF
addition to the existing Library building.
(Externally Funded, in part)
Grant funding ($1M) is received for
Courtyard and Landscaping scope. Staffing
required to move the project ahead. Donor
Wall repair is complete.
SV Hopper EV Parking Provide electric vehicle charging stations
(EVCS) for SV Hopper (formerly VIA) fleet at
Cupertino Sports Center.
Engineering analysis complete. Cost
estimate and scoping to be finalized.
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Upcoming projects (Unfunded):
Project FY Notes
BCA Implementation: future
projects
Ongoing Ongoing project[s] will continue to require staffing. The Building
Condition Assessment Report documented the need for ~$20M worth
of projects, in 2018.
Outfall Repairs FY25-26 FY25-26 proposal; Recent report shows 52 outfalls in critical need of
repair.
Park Shade Structures: 5
locations included in the 5yr
CIP
FY25-26 FY25-26, as noted in the 5yr CIP program.
BBF Golf Course Irrigation &
Pond repairs: included in the
5yr CIP
FY25-26 FY25-26, as noted in the 5yr CIP program.
Memorial Park projects: All-
Inclusive Playground
FY25-26 Grant funding may be available, making a FY25-26 proposal likely.
ATP update: projects FY26-27 FY26-27 proposal. The Active Transportation Plan update will refocus
prioritization of ATP projects.
Memorial Park projects:
Softball Field Lighting
FY26-27 The current system has exceeded its useful lifecycle.
Don Burnett Bridge
Architectural Lighting to LED
FY26-27 Pathway lights have been upgraded to LED, but the architectural
lighting remains to be changed over.
Regnart Road Improvements,
Phase 2
FY26-27 The 2017 study identified 4 additional sites of Regnart Road in need of
improvements to mitigate hillside degradation.
Bollinger Road Corridor
Construction; included in the
5yr CIP
FY28-29 FY28-29, as noted in the 5yr CIP program.
Electrification of all buildings FY28-29 The CAP calls for residents to electrify their properties. The City can
lead the way by electrifying the City Facilities.
Little Rancho picnic area TBD PW/P&R had a recent request from residents, and this is indicative of
future demands for unplanned projects
Pumpkin Fiesta Storm Drain
Improvements, Phase 2
FY29-30 The Storm Drain Master Plan identifies the need to upgrade additional
sections of this storm drain.
City Hall project TBD Design and Construction, following programmatic development, FY-
TBD.
Memorial Park projects
derived from MPSP
TBD Numerous projects are possible
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CITY OF CUPERTINO
Agenda Item
25-13778 Agenda Date: 3/4/2025
Agenda #: 9.
Subject:Amendments to the Cupertino City Council Procedures Manual (Continued from February 19, 2025
City Council Meeting)
Adopt Resolution No. 25-016 amending the Cupertino City Council Procedures Manual
CITY OF CUPERTINO Printed on 2/26/2025Page 1 of 1
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CITY COUNCIL STAFF REPORT
SUPPLEMENTAL 1
Meeting: March 4, 2025
Subject
Further amendments to the Cupertino City Council Procedures Manual
Recommended Action
Adopt Resolution No. 25-___ amending the Cupertino City Council Procedures Man-
ual
Background
This item was continued from the City Council meeting held on February 19, 2025.
Since that meeting, the following two additions have been made to the Amendments
to the Cupertino City Council Procedures Manual:
-- language that was previously inadvertently omitted from Section 2.2 has been
added (page 2).
-- new language proposed after a conversation with the Mayor regarding texting and
other private communications of public officials while on the dais has been added
to Section 8.7.1 (page 13).
No other changes have been made to the redline originally attached to the agenda
item contained on the February 19, 2025 agenda.
Attachments Provided with Original Staff Report:
A – Redline of Cupertino City Council Procedures Manual
B – Proposed Resolution No. 25-____
_____________________________________
Prepared by: Floy Andrews, City Attorney
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CITY COUNCIL STAFF REPORT
Meeting: February 19, 2025
Subject
Amendments to the Cupertino City Council Procedures Manual
Recommended Action
Adopt Resolution No. 25-____ amending the Cupertino City Council Procedures Manual
Reasons for Recommendation
On February 7, 2023, the City Council adopted Resolution No. 23-021, approving the
Cupertino City Council Procedures Manual. The adoption of the Procedures Manual
addressed an identified deficiency in the City’s governance policies . The Manual
includes rules and guidelines for communication, meeting management, decorum, and
decision making. The Procedures Manual was subsequently amended in March 2024
(Resolution No. 24-024).
On February 4, 2025, the City Council conducted a study session to consider further
revisions to the Procedures Manual and provided direction to the City Attorney’s Office
to return to Council with proposed amendments to the Manual . A redline of the
Procedures Manual is provided as Attachment A. The proposed amendments include
revisions made at the direction of Council (in some cases, revised for clarity) and minor
additional revisions to Procedures Manual Section s 1.4, 7.4, 8.1, and 8.3 recommended to
limit the City’s legal risk and conform to current practices.
Consistent with the City Council’s February 4 direction, staff recommends that the City
Council adopt the proposed Resolution (Attachment B) amending the Cupertino City
Council Procedures Manual.
Sustainability Impact
No sustainability impact.
Fiscal Impact
No fiscal impact.
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City Work Program (CWP) Item:
N/A
CWP Item Description:
N/A
Council Goal:
Public Engagement & Transparency
California Environmental Quality Act
Not applicable.
_____________________________________
Prepared by: Christopher D. Jensen, City Attorney
Reviewed by: Tina Kapoor, Deputy City Manager
Approved for Submission by: Pamela Wu, City Manager
Attachments:
A – Redline of Cupertino City Council Procedures Manual
B – Proposed Resolution No. 25-____
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City of Cupertino
City Council Procedures
Manual
Attachments:
Ex. A – Elected Officials’
Compensation Program
Ex. B – Council Technology Policy
Ex. C – Resolution No. 07-103
Ex. D – Municipal Code Chapter 2.17
Effective Date:
March 20, 2024February 20, 2025March 4, 2025
Responsible Departments:
City Manager’s Office
Related Policies & Notes:
See Exhibits A–D.
1. Introduction
1.1 Purpose. The purpose of this Manual is to promote communication,
understanding, fairness, and trust among the members of the City
Council, City staff, and members of the public concerning their roles,
responsibilities, and expectations for management of the business of
the City of Cupertino.
1.2 Values. Courtesy and respect for individual points of view should be
practiced at all times. All Councilmembers shall respect each other’s
right to disagree. All Councilmembers shall act with decorum and
courtesy.
1.3 Brown Act. All actions of the City Council and City commissions,
committees, and subcommittees shall comply with the Ralph M. Brown
Act.
1.4 No Cause of Action Against City. This Manual is intended to govern the
internal policies and procedures. Violations of this Manual are enforceable
solely through enforcement pursuant to Section 10. Nothing in this Manual is
intended to give rise to a claim or cause of action against the City, or any City
Councilmember or other City official.
2. Selection of the Mayor and Vice Mayor
2.1 Selection of Mayor and Vice Mayor. The Mayor and Vice Mayor shall
be selected annually at a special meeting on the second Thursday of
December. The Mayor and Vice Mayor shall not serve consecutive
terms; provided, however, this provision shall not prevent the Vice
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Mayor from succeeding to the office of Mayor.
2.2 Removal of Mayor and Vice Mayor. The Mayor or Vice Mayor may be
removed from office, for cause, by a 4/5ths affirmative vote of the
members. Removal for cause shall mean removal of a Councilmember
because of such member’s (a) willful and continued failure
substantially to perform their duties, (b) conviction for, or guilty plea
to, a felony, or a crime involving moral turpitude, (c) abuse of illegal
drugs or other controlled substances or habitual intoxication, or (d)
other illegal activities. The removal should proceed with a formal
warning, which states with proven evidence of the member’s failure to
perform their duties and proposed corrective measures. The Mayor or
Vice Mayor must be advised of the proposed cause for removal at least
72 hours before any action is taken. If the Mayor is removed from office,
the Vice Mayor shall become Mayor. If either officer is removed from
office, the Vice Mayor shall be appointed from among the remaining three
Councilmembers.
3. Councilmember Committees and Subcommittees
3.1 Appointment. The Mayor shall appoint Councilmembers to standing
and ad hoc committees and subcommittees established by the City
Council, subject to ratification by the Council at its next regular
meeting. It will be the responsibility of the committees and
subcommittees to inform and submit recommendations to the Council.
3.2 Instructions and Expectations. The Council shall make certain that all
Council committees and subcommittees are properly instructed in their
assigned scope of work and responsibilities. The committee’s or
subcommittee’s jurisdiction shall be defined in writing and approved
by a majority of the City Council. All Council committees and
subcommittees having a continuing or indefinite jurisdiction shall be
subject to the Brown Act.
3.3 Reporting. Council committee and subcommittee members are to
keep the Council informed of the work and progress of their
committee or subcommittee. These reports or minutes shall be made
in writing whenever a recommendation is made to the Council.
4 Other City Commissions and Committees
4.1 Responsibility. The Council will make appointments to City’s
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commissions and committees. Qualifications to serve on commissions
and committees shall be set forth in the Municipal Code or by a
resolution or motion of the Council that is not inconsistent with the
Municipal Code. Appointment of Councilmembers to City committees
shall be governed by the procedures in Section 3.
4.2 Attendance at Council Meetings. The Chair or another commission
member appointed by the Chair shall attend City Council meetings
whenever the commission makes a recommendation to Council
regarding an item of business on the Council agenda. The commission
liaison shall promptly notify the Chair after an item requiring a
commissioner’s appearance is placed on a future City Council agenda.
4.3 Performance Expectations. The Council shall make certain that all
commissions and committees are properly instructed on their
responsibilities and performance expectations. This will include the
issuance of a Council‐approved Commission and Committee
Handbook and a mandatory annual training session for all
Commission and Committee members.
4.4 Appointment. Commission and Committee applicants will be
interviewed by the Council before being voted on by the Council in a
noticed public meeting. Applicants are considered by motion and
appointed by a majority vote of Council. Two members of an immediate
family or persons residing in the same household shall not be allowed
to serve simultaneously on the same commission or committee.
Immediate family members residing in the same household as a
Councilmember are not eligible for appointment to any commission or
committee. Former Councilmembers are not eligible for appointment to
any commission or committee within four years of having served on the
City Council.
4.5 Removal. The City Clerk shall remove notify the City Council and
make a recommendation for potential removal of commission
members for failure to comply with attendance policies adopted in
the Commissioner’s Handbook. Council retains full discretion to
review commission and committee member performance and may
take disciplinary action as needed, including removal from the
commission or committee.
4.6 Undue Influence on Commissioners. Councilmembers should not
attempt to influence or publicly criticize commission recommendations
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or to influence or lobby individual commission members on any item
under their consideration. It is important for commissions to be able to
make objective recommendations to the City Council on items before
them. Councilmembers that attempt to influence commission positions
on an item may prejudice or hinder their role in reviewing the
commission’s recommendation as a member of the City Council.
Individual Councilmembers shall have the right to attend meetings of
Cupertino commissions and other Cupertino governmental bodies but
shall refrain from speaking or becoming involved in deliberations.
5. Administrative Matters
5.1 Attendance. City Councilmembers acknowledge that attendance at
lawful meetings of the City Council is part of their official duty.
Councilmembers shall make a good faith effort to attend all such
meetings. Council members shall notify the Mayor or the City Clerk if
they will be absent from a meeting.
Council attendance will be noted in the agenda of the next regular
meeting and thereafter for that calendar year, if five or more regular
meetings are missed.
5.2 Correspondence. Proposed correspondence from the Mayor or other
Councilmembers on City stationery should generally be reviewed by
the Council in draft form prior to release. On occasion, there are urgent
requests from the League of California Cities for correspondence
concerning legislation directly affecting municipalities. If the Mayor and
the City Manager agree that the League’s position corresponds with that
of the Council, the Mayor may send a letter without first obtaining
Council approval. City letterhead will be made available for routine
correspondence (e.g., thank you notes). Official correspondence (including
email) from Councilmembers should be respectful and professional.
5.3 Regional Bodies. The Mayor shall appoint Councilmembers to
represent the City of Cupertino on regional bodies subject to ratification
by the Council at its next regular meeting. The Mayor should endeavor
to provide all Councilmembers a fair opportunity to represent the City.
The positions taken by the appointed representatives should be in
alignment with the positions that Council has taken on issues that
directly impact the City of Cupertino. If an issue arises that is specific to
Cupertino and Council has not taken a position, the issue should be
discussed by Council prior to taking a formal position at a regional board
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meeting to assure that it is in alignment with Council’s position. Council
representatives to such various boards shall keep the Council informed
of ongoing business through brief oral or written reports to the Council.
Councilmembers shall make a good faith effort to attend all regional
meetings that require a quorum of the appointed members to convene a
meeting. Attendance should not be less than 75% of all scheduled
meetings. If a Councilmember is unable to attend, they should notify
their alternate as far in advance of the meeting as possible so as to allow
the alternate to attend. To ensure continuity of the City’s representation,
the alternate should receive all correspondence from the regional bodies
that is sent to the primary representative.
5.4 Responses to Public. It will be the responsibility of the City Manager to
ensure a response is provided to public correspondence for
informational requests addressed to the Council. Staff shall respond to
all requests for services as appropriate, and the City Manager shall keep
Council informed of the City response.
5.5 Reimbursement. City Councilmembers may be reimbursed for expenses
for travel to and lodging at conferences or meetings related to their role
as a Councilmember as stated in the Elected Officials’ Compensation
Program, as may be amended from time to time (Exhibit A). Any
additional expenses that fall outside the scope of this policy may be
reimbursed only if approved by the City Council, at a public meeting
before the expenses are incurred. Any request for reimbursement of
expenses shall be accompanied by an expense form and receipts to
document the expenditure. These documents are public records subject
to disclosure under the California Public Records Act. Councilmembers
shall be eligible to receive City‐issued hardware and software for the
conduct of official business pursuant to the Council Technology Policy
(Exhibit B).
5.6 Council Training. Any member of the City Council and City
commissions or advisory committees formed by the City Council shall
receive ethics and anti‐harassment training required by state law. New
members must receive the training within their first year of service and
shall comply with ongoing training requirements imposed by state law
and shall attend training on the Brown Act and Rosenberg’s Rules of
Order. Members shall attend training sessions that are offered locally
in the immediate vicinity of Santa Clara County, by completing online
a state‐approved public service ethics education program, or through a
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state‐approved training which may be provided at a conference
attended by the member. The City Clerk shall keep ethics training
records for five years.
5.7 Mayor’s Initiative Budget. The Mayor may use the Mayor’s initiative
budget established as part of the City Manager’s discretionary fund for
projects that the Mayor deems appropriate during the Mayor’s term of
office, subject to the requirements of Resolution No. 07‐103 (Exhibit C).
The amount of the Mayor’s initiative budget is determined by the City
Council.
6. Relationship with City Staff
6.1 Incorporation of Municipal Code by Reference. Cupertino Municipal
Code Chapter 2.17 (Exhibit D) governs the City Council’s relationship
with the City Manager and their staff under the Council‐Manager form
of government. To the extent that the provisions of Chapter 2.17 are
not set below, they are incorporated by reference into this Manual.
6.2 Council/Manager Form of Government. Under the Council/Manager
form of government, the City Council sets policy direction as the direct
representatives of the community. with tThe City Manager providesing
the professional expertise to manage the organization and carry out the
Council’s direction. To enable the City Council to make informed decisions
while weighing community input, the City Manager provides staff
recommendations and presents options, along with their associated pros
and cons. The City Manager is responsible for carrying out the Council’s
policy direction through the day‐to‐day management of City functions,
including the oversight of City operating departments. Neither
individual Councilmembers nor the Council as a whole shall interfere
with the City Manager’s performance of the administrative duties
conferred upon them in Cupertino Municipal Code section 2.28.040.
6.3 Council‐Manager Relations. The City Council and its members
shall deal with the administrative services of the City only through
the City Manager, except for the purpose of inquiry, and neither the
City Council nor any Councilmember shall give orders to any
subordinates of the City Manager. The City Manager shall take
instructions from the City Council only when given at a duly held
meeting of the City Council, and no individual Councilmember shall
give any instructions to the City Manager. In the event that any
suggestion or comment from an individual Councilmember might be
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perceived as an instruction by the City Manager or any staff, the City
Manager and/or staff should assume positive intent and treat it as a
suggestion or comment.
6.4 Individual Councilmember Influence on Staff Decisions
Prohibited. Individual Councilmembers shall not attempt to influence
staff decisions, recommendations, workloads, and schedules, and
department priorities without prior knowledge and approval of the
City Council. If a Councilmember wishes to influence the actions,
decisions, recommendations, workloads, work schedules and
priorities of staff, that member must prevail upon the City Council to
do so as a matter of Council policy.
6.5 Decorum. All Councilmembers and City staff shall treat each other
with dignity, courtesy, and respect. In exercising the City Council’s
policymaking authority, Councilmembers must often critique, modify,
or reject a staff recommendation. While thorough vetting and criticism
of staff policy recommendations or decisions is a necessary component
of Council’s policymaking role, criticism should focus on the policy
recommendations and decisions and should avoid personal attacks.
Councilmembers shall refrain from publicly criticizing the general
abilities, character, or motivations of any staff member and should
share any such concerns privately with the City Manager or City
Attorney.
6.6 Councilmember Access to Information. City Councilmembers have
free access to the flow of any information related to the operation of the
City. The City Manager shall ensure that such information is
communicated by staff in full and with candor to the Council. City staff
will make every effort to respond in a timely and professional manner
to all requests made by individual council members for information or
assistance, provided that, in the judgment of the City Manager, the
request is not of a magnitude either in terms of workload or policy,
which would require that it more appropriately be assigned to staff
through the collective direction of the City Council, based on the
guidelines set forth in Cupertino Municipal Code section 2.17.043. The
City Manager shall place requests that impose a significant workload
on staff on the Council agenda for review by the full Council, along
with a statement from that Councilmember as to why the information
is needed. No Councilmember shall circumvent the City Manager’s
direction regarding a request for information by seeking information
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through a Public Records Act request. A Councilmember may file a
request for information by seeking information through a Public
Records Act request to the same extent as any member of the public.
6.7 Authority of City Council. Nothing in this Manual shall limit the City
Council’s power to accept, reject, amend, or otherwise guide and direct
staff actions, decisions, recommendations, workloads and schedules,
department priorities, and the conduct of city business through the
office of the City Manager. This power cannot be delegated to
individual Councilmembers, nor to committees composed of
Councilmembers consisting of less than a quorum of the City Council.
7. Agendas and Staff Reports
7.1 Future Agenda Items. The City Manager, the City Attorney, the Mayor,
or any two Councilmembers may request that an item be added to a
future agenda for Council action. The City Manager shall provide a
quarterly report to Council regarding the status of future agenda items,
which may include a request to remove items from the list of future
agenda items. Any item may be removed for the future agenda items
list by a majority vote of the City Council.At the requestor’s discretion,
the agenda request may also include additional information explaining
the rationale for or timing of the agenda item. Under the “Future
Agenda Items” section of each regular Council meeting agenda, the City
Manager shall include a document listing all current future agenda
requests.
7.2 Preparation of Agenda. The City Clerk shall prepare the agenda in
consultation with the City Manager, the Mayor, and the City Attorney.
Absent exigent circumstances, an item will be scheduled for Council
action no sooner than 14 days after receipt of a request to add the item
to the future agenda items list. Any item requiring preparation of a staff
report requires City Manager approval or, in case of a report prepared
by City Attorney’s Office staff, City Attorney approval, before being
added to an agenda. The Mayor, in consultation with the City Manager
and the City Clerk, shall determine the order of items on the agenda.
7.3 Agenda Item Descriptions. Each agenda item shall include a brief
general description of the matter to be discussed (approximately 20
words in length), including any action that may be taken under the
California Environmental Quality Act, and should generally include
the recommendation of the City Manager. If the agenda item includes
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any budget request or modification, the amount of the request or
modification should be stated when possible. The brief description of
the agenda item should be comprehensible by a typical resident. For
example, an amendment to the Municipal Code should include a
description of the amendment, rather than only the Code section to be
amended; similarly, an item related to a development project should
include not only the street address, but the common name of the project
when applicable. Where practicable, the second reading of an
ordinance should have the same agenda title as the first reading.
7.4 Staff Reports. Staff reports should include the following sections:
1. Subject
2. Recommended Action
2.3. Executive Summary (optional)
2. Background
2.3. Reasons for Recommendation and Available Options
3.4. Sustainability Impact
5. Fiscal Impact
6. City Work Program Item
7. City Work Program Item Description
4.8. Council Goal
9. California Environmental Quality Act
The “Background” section should include the date, at least the month and the year,
previous meetings were held and decisions were made on the item. Where
applicable, maps and charts should be provided in the staff report for easy reference.
7.5 Agenda Publication. Agenda packets for a regular meeting should be
published and delivered to Councilmembers no later than the
Wednesday prior to a Tuesday Council meeting. Councilmembers are
encouraged to contact staff in advance for answers to questions
regarding an agenda packet. Written communications addressed to
Council shall be forwarded to Council and made available to members
of the public, consistent with the requirements of the Brown Act.
7.6 Supplemental Materials. Supplemental reports and materials received
by the City Clerk after the agenda is published but before 12:00 p.m. on
the Monday prior to the City Council meeting shall be published and
delivered to Councilmembers at 5:00 p.m. on Monday. Supplemental
reports and materials received by the City Clerk after 12:00 p.m. on
Monday but before 4:00 p.m. on the day of the meeting shall be
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published and delivered to Councilmembers prior to the Council
meeting. Council questions and staff‐prepared responses will be
included in supplemental materials provided to Council and the public.
7.7 Written Communication. All written communications on an agenda item sent
after the meeting agenda is posted shall be included with the Council agenda
materials and made available to the public. Any written communications on
items not on the agenda shall be included with the Council agenda materials
and made available to the public if the sender requests that the communication
be so included. Written communication received before 4:00 p.m. on the day of
a regular City Council meeting will be posted by 5:00 p.m. Written
communication received after 4:00 p.m. on the day of the regular City Council
meeting will be posted on the business day following the meeting.
8. Meeting Procedures
8.1 Meeting Schedule. The City Council conducts its regular meetings on
the first and third Tuesdays of the month, except when Council is in
recess. At the second regular meeting in January, tThe City Council will
approve the schedule of meetings for the calendar year, which in
addition to the regular meeting schedule may include the cancellation
of regular meetings and the addition of special meetings and study
sessions. This practice does not, however, preclude the Mayor or a
majority of the members of the City Council from calling additional
meetings pursuant to the Brown Act. The City Council may by
resolution reschedule regular meetings that occur the day after a
Monday holiday on Wednesday of the holiday week. When a regular
City Council meeting is rescheduled to a Wednesday, the agenda shall
be published the prior Wednesday; the meeting shall start at 6:45 p.m.
and follow the adopted Order of Business for regular City Council
meetings.
8.2 Rules of Order. City Council meetings shall be governed by Rosenberg’s
Rules of Order except as otherwise provided by this Manual. Unless
otherwise required by state law or City ordinance, decisions of the
Council shall be made by a majority of members present and voting.
The Mayor may impose additional reasonable procedural rules not
inconsistent with Rosenberg’s Rules of Order and the provisions of this
Manual, unless objected to by a majority of Councilmembers present.
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8.3 Order of Business. The order of agenda items for regular Council
meetings is as follows:
1. Call to Order
2. Pledge of Allegiance
3. Roll Call
4. Closed Session Report
5. Ceremonial Items
6. Postponements and Orders of the Day
7. Oral Communications (public comment on non‐agenda matters)
8. Consent Calendar
9. Public Hearings
10. Action Calendar
11. Items Removed from the Consent Calendar
12. City Manager Report
13. Oral Communications (continued)
14. Councilmember Reports
15. Future Agenda Items
16. Adjournment
Oral communications shall be limited to 30 minutes. Additional
speakers wishing to comment on non‐agenda items may be given time
to speak at the end of the agenda, after the City Manager’s report.
Councilmember Reports should focus on Council committee assignments and
ceremonial appearances and may include other information relevant to
matters within the jurisdiction of the City Council. In the absence of an
objection made by a majority of Councilmembers present and voting,
the Mayor may modify the order of business to facilitate the fair and
efficient conduct of Council meetings. The Mayor shall determine the
Order of Business of a special City Council meeting, subject to
overruling by any objections sustained by a majority of vote of the City
Council.
8.4 Consent Calendar.
8.4.1 Adding Item to Consent Calendar. The Mayor, the City
Manager, the City Attorney, or the City Clerk may recommend
that items appearing on the agenda be placed on the consent
calendar for action by the City Council. All items placed on the
consent calendar shall appear together on the agenda with the
recommendation as to the action to be taken by the City Council
with respect to such item. Upon the motion of any member of the
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City Council, all items placed upon the consent calendar may be
acted upon together, and each shall be deemed to have received
the action recommended.
8.4.2 Removing Item from Consent Calendar. Items may be removed
from the consent calendar only by a member of the City
Council. Any member of the City Council who would like to
remove any item from the consent calendar shall notify the City
Manager and the City Clerk no later than 12:00 p.m. on the day
of the City Council meeting. A request to remove a consent
calendar item shall be made in writing and shall state the reason
for removing the item from the consent calendar. Items may be
removed from the consent calendar after 12:00 p.m. on the day
of the City Council meeting only by a majority vote of the
Council. Items removed from the consent calendar shall be
placed on the agenda for consideration after the action calendar.
8.5 Public Comment. An opportunity for public comment shall be provided
for the consent calendar, each other agenda item under consideration,
and, during regular meetings, on any matter that is within the subject
matter jurisdiction of the City Council. The Mayor may consolidate
public comment for related agenda items, subject to overruling by a
majority vote of the Council. Non‐ agenda matters (including Council
and staff reports) may be addressed by the public during oral
communications. Members of the public wishing to speak regarding an
item shall submit a request to comment to the Clerk (ʺblue cardʺ) or,
where applicable, raise their hand in Zoom within nine minutes of the
time the Mayor opens public comment or prior to the close of public
comment on the item, whichever is earlier. Each individual speaker will
ordinarily have up to three minutes to address the Council. If a speaker
representing five or more two or more members of the public in
attendance and wishing to comment on the item but electing not to
speak, the speaker may have up to two minutes per group member to
speak, up to a total of 10 minutes, to address the Council. Consolidation
of time among speakers is not otherwise allowed. If a large number of
speakers wish to address Council on an item, the Mayor may reduce the
time allotted to each speaker consistent with the Brown Act. Twice the
speaking time will be provided to any member of the public who uses a
translator.
8.6 Communications with Members of the Public. The City Council may
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ask questions of speakers providing public comment but should avoid
an extended discussion with members of the public during meetings.
Additionally, when a member of the public provides comments
regarding a matter that is not on the agenda, Councilmembers may (1)
refer the speaker to staff; (2) refer the speaker to appropriate reference
material; (3) request that staff report back at a future meeting; or (4)
request that staff place the item on a future agenda.
Councilmembers should not otherwise respond to or comment on an
item of business that is not on the agenda. City staff should generally
avoid responding to comments or questions from members of the
public during Council meetings, although the City Manager or City
Attorney may offer to arrange a time to discuss the subject matter of
public comments with members of the public subsequent to the Council
meeting.
8.7 Conduct of Meetings
8.7.1 Councilmembers. Members of the City Council value and
recognize the importance of the trust invested in them by the
public to accomplish the business of the City. Councilmembers
shall accord courtesy to each other, to City employees, and to
members of the public appearing before the City Council. During
public meetings, Councilmembers shall not text or otherwise communicate
privately with any Public Official, as defined in the City’s Code of Ethics
for Conduct for Elected and Appointed Officials, or with members of the
public regarding matters relevant to items on the agenda while on the
dais..
8.7.2 City Employees. City staff shall observe the same rules of
decorum applicable to the City Council. City staff shall act
at all times in a businesslike and professional manner
towards Councilmembers and members of the public.
8.7.3 Members of the Public. Members of the public attending City
Council meetings are encouraged to treat Councilmembers, City
staff, and other members of the public with the same courtesy
that Councilmembers and City staff must accord to them. Any
members of the public who engages in conduct that disrupts a
City Council meeting shall be removed from the meeting.
Nothing in this Manual or any rules of conduct that may be
adopted by the City Council shall be construed to prohibit public
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criticism of the policies, procedures, programs, or services of the
City, or of the acts or omissions of the City Council, City advisory
bodies, or City staff.
8.8 Discussion and Deliberation
8.8.1 Ex Parte Contacts. Councilmembers shall disclose any ex parte
communications prior to deliberation on a quasi‐judicial matter.
A quasi‐ judicial matter is typically a hearing in which the City
Council hears evidence and makes findings of fact to reach a
conclusion based on the applicable law. An ex parte
communication occurs when a Councilmember hearing a quasi‐
judicial matter communicates directly or indirectly with any
person or party in connection with a matter before the Council,
without notice and the opportunity for all parties to participate.
8.8.2 Relevance. All discussion must be relevant to the issue before
the City Council. A Councilmember is given the floor only for
the purpose of discussing the pending matter; discussion
which departs from the item agendized for discussion is out of
order. Councilmembers should avoid repetition and shall not
discuss matters that are not on the agenda. Arguments for or
against a measure should be stated as concisely as possible.
8.8.3 Council Questions and Deliberations. Councilmembers may obtain
the floor by seeking recognition from the Mayor. Following
presentations to Council on an agenda item, Councilmembers
shall each be given five minutes to ask questions of any presenter.
The Mayor may allow additional time for questions where
appropriate. Following public comment, the Mayor may request
that a motion be made and seconded. After the motion has been
stated to the Council and seconded, any member of the Council
has a right to discuss the motion after obtaining the floor. A
member who has been recognized shall limit their time to five
minutes, but may reserve any portion of their time for further
questions or deliberations, as applicable, by advising the Mayor
before yielding the floor. Councilmembers may yield any unused
speaking time during Councilmember questions or deliberations
to colleagues who have already used their allotted time. The
Mayor may allow additional time for deliberations where
appropriate to encourage meaningful discussion and exchange of
ideas. This rule shall displace any conflicting rule in the City’s
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adopted rules of procedure.
8.8.4 Opportunity for Equal Participation. It is the policy of the Council to
encourage the full, fair participation of all members of the
Council in discussions and deliberations. The Mayor may impose
reasonable limits on the time any Councilmember is permitted to
speak to advance this policy. In addition, all Councilmembers
wishing to be recognized should be given an opportunity to speak
before any member is allowed to speak a second time.
8.8.5 Civility. While it is appropriate to vigorously debate a motion,
its nature, or its consequences, Councilmembers shall avoid
attacks on the motives, character, or personality of other
Councilmembers, City staff, and members of the public. The
Mayor shall rule out of order any Councilmember who engages
in such attacks.
8.8.6 Role of the Mayor. The Mayor has the responsibility for
controlling and expediting the discussion of an agenda item. It is
the duty of the Mayor to keep the subject clearly before the
Councilmembers, to rule out irrelevant discussion, and to ensure
civil discussion among Councilmembers.
8.9 Meeting Length. Meetings of the City Council shall adjourn by 11:00
p.m. unless the time of adjournment is extended by a vote of a majority
of the City Council. Discussion of an agenda item shall not begin after
10:30 p.m. Any motion to extend the meeting beyond 11:00 p.m. shall
include a list of specific agenda items to be discussed or approved and
shall specify the order these items shall be considered. If a meeting
continues past 11:00 p.m., it shall end at 11:30 p.m. All meetings shall be
adjourned at 11:30 p.m. unless by a vote of a majority of the City
Council suspends this rule and Council votes affirmatively to extend
the meeting past 11:30 p.m. Following the adjournment of the meeting,
any remaining items on the agenda shall be continued to the next
regular meeting of the City Council.
8.10 Public Hearing Procedures. The order of proceeding where there is a
public hearing item (non‐appeal items) before the City Council shall
be as follows:
1. Open Public Hearing
2. Staff Report (preferably 10 minutes)
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3. Applicant’s presentation (where applicable) (preferably 8 minutes)
4. Questions from the Council
5. Public comment
6. Applicant’s response to public comment (where applicable)
(preferably 2 minutes)
7. Close Public Hearing
8. City Council discussion and vote
Where the public hearing involves an appeal of a decision to the City
Council, the order of proceeding shall be as follows:
1. Open Public Hearing
2. Staff Report (preferably 10 minutes)
3. Appellant’s statement (preferably 8 minutes)
4. Applicant’s statement (where applicable) (preferably 8 minutes)
5. Questions from the Council
6. Public comment
7. Applicant’s response to public comment (where applicable)
(preferably 2 minutes)
8. Appellant’s response to public comment (preferably 2 minutes)
9. Close Public Hearing
10. City Council discussion and vote
8.11 City Council Recess Period. The City Council recess period shall begin
the first Tuesday in August at 12:00 a.m. and end the Tuesday following
Labor Day at 12:00 a.m. During any recess period, the City Manager is
authorized to take such ministerial actions for matters of operational
urgency, including such emergency actions as are necessary for the
immediate preservation of the public peace, health, or safety, as would
normally be taken by the City Council during the period of recess,
except for those duties specifically reserved to the Council by law. This
authority extends throughout the period of recess established by the
City Council and includes the authority to execute agreements and
make expenditures necessary for the exigent operational matters. The
City Manager shall make a full and complete report to the City Council
at its first regularly scheduled meeting following the period of recess of
actions taken by the City Manager pursuant to this section, at which time
the City Council may make such findings as may be required to ratify
the actions of the City Manager. Nothing in this Section prevents the
City Council from calling a special meeting during the recess period.
9. Closed Sessions
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A closed session may be held at any regular or special meeting for any
purpose authorized by the Brown Act. The City Attorney will schedule
closed session meetings in consultation with the Mayor and the City
Manager. Public comment shall be received in open session prior to a closed
session. To ensure strict compliance with the Brown Act, the City Attorney
or the City Attorney’s designee shall report out in public session any
reportable action taken during closed session and any other information
from closed session authorized to be disclosed based on a majority vote of
the City Council. Any documents referenced or presented during closed
sessions shall be shared with Councilmembers upon request and shared in
the same manner as other closed session materials, with appropriate
protections for confidentiality.
10. Enforcement of Rules; Suspension of Rules. Nothing in this Manual shall be cited
to invalidate a properly noticed and acted upon action of the City Council. Any rule
set forth in this Manual may be suspended by three votes of the Council. The City
Council may enforce repeated or serious violations of the rules set forth in this
Manual through a censure action placed on a Council agenda.
11. Information Memoranda.
11.1 Staff Information Memoranda. Two Councilmembers may request an
information memorandum be provided on any matter within the subject matter
jurisdiction of the City Council. The City Manager shall place requests that
impose a significant workload on staff on the Council agenda for review by the
full Council, along with a statement from one or more requesting
Councilmembers as to why the information is needed.
11.2 Councilmembers Information Memoranda. Individual Councilmembers may
prepare information memoranda for inclusion in their Councilmember
Reports. Councilmember memoranda may address any matter within the
subject matter jurisdiction of the City Council that the Councilmember wishes
to share with their fellow Councilmembers and the public, thereby enhancing
transparency and accountability in City operations; provided however, that
Councilmember memoranda shall not include confidential or deliberative
information or communications or information protected by law from
disclosure.
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RESOLUTION NO. 25-
A RESOLUTION OF THE CUPERTINO CITY COUNCIL AMENDING THE
CUPERTINO CITY COUNCIL PROCEDURES MANUAL
WHEREAS, on February 7, 2023, the Cupertino City Council adopted
Resolution No. 23-021, adopting the Cupertino City Council Procedures Manual;
and
WHEREAS, on March 19, 2024, the City Council adopted Resolution No.
24-024, amending the City Council Procedures Manual; and
WHERAS, on March 4, 2025, the City Council considered further
amendments to the City Council Procedures Manual.
NOW, THEREFORE, BE IT RESOLVED that:
1. The City Council hereby adopts the Cupertino City Council Procedures
Manual, as amended, attached hereto as Exhibit A.
2. Resolution No. 24-024 and any other procedures, policies, or rules that are
inconsistent with the Council Procedures adopted herein are hereby
repealed and rescinded.
3. This Resolution shall take effect on March 5, 2025.
PASSED AND ADOPTED at a special meeting of the City Council of the City of
Cupertino this 4th day of March, 2025, by the following vote:
Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
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Resolution No. 25-
Page 2
SIGNED:
Liang Chao, Mayor
City of Cupertino
Date
ATTEST:
Kirsten Squarcia, City Clerk
Date
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EXHIBIT A
City of Cupertino
City Council Procedures
Manual
Attachments:
Ex. A – Elected Officials’
Compensation Program
Ex. B – Council Technology Policy
Ex. C – Resolution No. 07-103
Ex. D – Municipal Code Chapter 2.17
Effective Date:
March 4, 2025
Responsible Departments:
City Manager’s Office
Related Policies & Notes:
See Exhibits A–D.
1. Introduction
1.1 Purpose. The purpose of this Manual is to promote communication,
understanding, fairness, and trust among the members of the City
Council, City staff, and members of the public concerning their roles,
responsibilities, and expectations for management of the business of
the City of Cupertino.
1.2 Values. Courtesy and respect for individual points of view should be
practiced at all times. All Councilmembers shall respect each other’s
right to disagree. All Councilmembers shall act with decorum and
courtesy.
1.3 Brown Act. All actions of the City Council and City commissions,
committees, and subcommittees shall comply with the Ralph M. Brown
Act.
1.4 No Cause of Action Against City. This Manual is intended to govern the
internal policies and procedures. Violations of this Manual are enforceable
solely through enforcement pursuant to Section 10. Nothing in this Manual is
intended to give rise to a claim or cause of action against the City, or any City
Councilmember or other City official.
2. Selection of the Mayor and Vice Mayor
2.1 Selection of Mayor and Vice Mayor. The Mayor and Vice Mayor shall
be selected annually at a special meeting on the second Thursday of
December.
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2.2 Removal of Mayor and Vice Mayor. The Mayor or Vice Mayor may be
removed from office, for cause, by a 4/5ths affirmative vote of the
members. Removal for cause shall mean removal of a Councilmember
because of such member’s (a) willful and continued failure
substantially to perform their duties, (b) conviction for, or guilty plea
to, a felony, or a crime involving moral turpitude, (c) abuse of illegal
drugs or other controlled substances or habitual intoxication, or (d)
other illegal activities. The removal should proceed with a form al
warning, which states with proven evidence of the member’s failure to
perform their duties and proposed corrective measures. The Mayor or
Vice Mayor must be advised of the proposed cause for removal at least
72 hours before any action is taken. If the Mayor is removed from office,
the Vice Mayor shall become Mayor. If either officer is removed from
office, the Vice Mayor
3. Councilmember Committees and Subcommittees
3.1 Appointment. The Mayor shall appoint Councilmembers to standing
and ad hoc committees and subcommittees established by the City
Council, subject to ratification by the Council at its next regular
meeting. It will be the responsibility of the committees and
subcommittees to inform and submit recommendations to the Council.
3.2 Instructions and Expectations. The Council shall make certain that all
Council committees and subcommittees are properly instructed in their
assigned scope of work and responsibilities. The committee’s or
subcommittee’s jurisdiction shall be defined in writing and approved
by a majority of the City Council. All Council committees and
subcommittees having a continuing or indefinite jurisdiction shall be
subject to the Brown Act.
3.3 Reporting. Council committee and subcommittee members are to
keep the Council informed of the work and progress of their
committee or subcommittee. These reports or minutes shall be made
in writing whenever a recommendation is made to the Council.
4 Other City Commissions and Committees
4.1 Responsibility. The Council will make appointments to City’s
commissions and committees. Qualifications to serve on commissions
and committees shall be set forth in the Municipal Code or by a
resolution or motion of the Council that is not inconsistent with the
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Municipal Code. Appointment of Councilmembers to City committees
shall be governed by the procedures in Section 3.
4.2 Attendance at Council Meetings. The Chair or another commission
member appointed by the Chair shall attend City Council meetings
whenever the commission makes a recommendation to Council
regarding an item of business on the Council agenda. The commission
liaison shall promptly notify the Chair after an item requiring a
commissioner’s appearance is placed on a future City Council agenda.
4.3 Performance Expectations. The Council shall make certain that all
commissions and committees are properly instructed on their
responsibilities and performance expectat ions. This will include the
issuance of a Council-approved Commission and Committee
Handbook and a mandatory annual training session for all
Commission and Committee members.
4.4 Appointment. Commission and Committee applicants will be
interviewed by the Council before being voted on by the Council in a
noticed public meeting. Applicants are considered by motion and
appointed by a majority vote of Council. Two members of an immediate
family or persons residing in the same household shall not be allowed
to serve simultaneously on the same commission or committee.
Immediate family members residing in the same household as a
Councilmember are not eligible for appointment to any commission or
committee.
4.5 Removal. The City Clerk shall notify the City Council and make a
recommendation for potential removal of commission members for
failure to comply with attendance policies adopted in the
Commissioner’s Handbook. Council retains full discretion to review
commission and committee member performance and may take
disciplinary action as needed, including removal from the
commission or committee.
4.6 Undue Influence on Commissioners. Councilmembers should not
attempt to influence or publicly criticize commission recommendations
or to influence or lobby individual commission members on any item
under their consideration. It is important for commissions to be able to
make objective recommendations to the City Council on items before
them. Councilmembers that attempt to influence commission positions
on an item may prejudice or hinder their role in reviewing the
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commission’s recommendation as a member of the City Council.
Individual Councilmembers shall have the right to attend meetings of
Cupertino commissions and other Cupertino governmental bodies but
shall refrain from speaking or becoming involved in deliberations.
5. Administrative Matters
5.1 Attendance. City Councilmembers acknowledge that attendance at
lawful meetings of the City Council is part of their official d uty.
Councilmembers shall make a good faith effort to attend all such
meetings. Council members shall notify the Mayor or the City Clerk if
they will be absent from a meeting.
Council attendance will be noted in the agenda of the next regular
meeting and thereafter for that calendar year, if five or more regular
meetings are missed.
5.2 Correspondence. Proposed correspondence from the Mayor or other
Councilmembers on City stationery should generally be reviewed by the
Council in draft form prior to release. On occasion, there are urgent
requests from the League of California Cities for correspondence
concerning legislation directly affecting municipalities. If the Mayor and
the City Manager agree that the League’s position corresponds with that of
the Council, the Mayor may send a letter without first obtaining Council
approval. City letterhead will be made available for routine
correspondence (e.g., thank you notes). Official correspondence (including
email) from Councilmembers should be respectful and professional.
5.3 Regional Bodies. The Mayor shall appoint Councilmembers to represent
the City of Cupertino on regional bodies subject to ratification by the
Council at its next regular meeting. The Mayor should endeavor to
provide all Councilmembers a fair opportunity to represent the City. The
positions taken by the appointed representatives should be in alignment
with the positions that Council has taken on issues that directly impact
the City of Cupertino. If an issue arises that is specific to Cupertino and
Council has not taken a position, the issue should be discussed by Council
prior to taking a formal position at a regional board meeting to assure that it
is in alignment with Council’s position. Council representatives to such
various boards shall keep the Council informed of ongoing business
through brief oral or written reports to the Council. Councilmembers
shall make a good faith effort to attend all regional meetings that require
a quorum of the appointed members to convene a
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meeting. Attendance should not be less than 75% of all scheduled
meetings. If a Councilmember is unable to attend, they should notify
their alternate as far in advance of the meeting as possible so as to allow
the alternate to attend. To ensure continuity of the City’s representation,
the alternate should receive all correspondence from the regional bodies
that is sent to the primary representative.
5.4 Responses to Public. It will be the responsibility of the City Manager to
ensure a response is provided to public correspondence for
informational requests addressed to the Council. Staff shall respond to
all requests for services as appropriate, and the City Manager shall keep
Council informed of the City response.
5.5 Reimbursement. City Councilmembers may be reimbursed for expenses for
travel to and lodging at conferences or meetings related to their role as a
Councilmember as stated in the Elected Officials’ Compensation
Program, as may be amended from time to time (Exhibit A). Any
additional expenses that fall outside the scope of this policy may be
reimbursed only if approved by the City Council, at a public meeting
before the expenses are incurred. Any request for reimbursement of
expenses shall be accompanied by an expense f orm and receipts to
document the expenditure. These documents are public records subject
to disclosure under the California Public Records Act. Councilmembers
shall be eligible to receive City -issued hardware and software for the
conduct of official business pursuant to the Council Technology Policy
(Exhibit B).
5.6 Council Training. Any member of the City Council and City
commissions or advisory committees formed by the City Council shall
receive ethics and anti-harassment training required by state law. New
members must receive the training within their first year of service and
shall comply with ongoing training requirements imposed by state law
and shall attend training on the Brown Act and Rosenberg’s Rules of
Order. Members shall attend training sessions that are offered locally
in the immediate vicinity of Santa Clara County, by completing online
a state-approved public service ethics education program, or through a
state-approved training which may be provided at a conference
attended by the member. The City Clerk shall keep ethics training
records for five years.
5.7 Mayor’s Initiative Budget. The Mayor may use the Mayor’s initiative
budget established as part of the City Manager’s discretionary fund for
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projects that the Mayor deems appropriate during the Mayor’s term of
office, subject to the requirements of Resolution No. 07-103 (Exhibit C).
The amount of the Mayor’s initiative budget is determined by the City
Council.
6. Relationship with City Staff
6.1 Incorporation of Municipal Code by Reference. Cupertino Municipal Code
Chapter 2.17 (Exhibit D) governs the City Council’s relationship with
the City Manager and their staff under the Council-Manager form of
government. To the extent that the provisions of Chapter 2.17 are not
set below, they are incorporated by reference into this Manual.
6.2 Council/Manager Form of Government. Under the Council/Manager
form of government, the City Council sets policy direction as the direct
representatives of the community. The City Manager provides professional
expertise to manage the organization and carry out the Council’s direction.
To enable the City Council to make informed decisions while weighing
community input, the City Manager provides staff recommendations and
presents options, along with their associated pros and cons. The City
Manager is responsible for carrying out the Council’s policy direction
through the day-to-day management of City functions, including the
oversight of City operating departments. Neither individual
Councilmembers nor the Council as a whole shall interfere with the City
Manager’s performance of the administrative duties conferred upon them
in Cupertino Municipal Code section 2.28.040.
6.3 Council-Manager Relations. The City Council and its members
shall deal with the administrative services of the City only through
the City Manager, except for the purpose of inquiry, and neither the
City Council nor any Councilmember shall give orders to any
subordinates of the City Manager. The City Manager shall take
instructions from the City Council only when given at a duly held
meeting of the City Council, and no individual Councilmember shall
give any instructions to the City Manager. In the event that any
suggestion or comment from an individual Councilmember might be
perceived as an instruction by the City Manager or any staff, the City
Manager and/or staff should assume positive intent and treat it as a
suggestion or comment.
6.4 Individual Councilmember Influence on Staff Decisions Prohibited.
Individual Councilmembers shall not attempt to influence
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staff decisions, recommendations, workloads, and schedules, and
department priorities without prior knowledge and approval of the
City Council. If a Councilmember wishes to influence the actions,
decisions, recommendations, workloads, work schedules and
priorities of staff, that member must prevail upon the City Council to
do so as a matter of Council policy.
6.5 Decorum. All Councilmembers and City staff shall treat each other
with dignity, courtesy, and respect. In exercising the City Council’s
policymaking authority, Councilmembers must often critique, modify, or
reject a staff recommendation. While thorough vetting and criticism of
staff policy recommendations or decisions is a necessary component of
Council’s policymaking role, criticism should focus on the policy
recommendations and decisions and should avoid personal attacks.
Councilmembers shall refrain from publicly criticizing the general
abilities, character, or motivations of any s taff member and should
share any such concerns privately with the City Manager or City
Attorney.
6.6 Councilmember Access to Information. City Councilmembers have
free access to the flow of any information related to the operation of the
City. The City Manager shall ensure that such information is
communicated by staff in full and with candor to the Council. City staff
will make every effort to respond in a timely and professional manner
to all requests made by individual council members for information or
assistance, provided that, in the judgment of the City Manager, the
request is not of a magnitude either in terms of workload or policy,
which would require that it more appropriately be assigned to staff
through the collective direction of the City Council, based on the
guidelines set forth in Cupertino Municipal Code section 2.17.043. The
City Manager shall place requests that impose a significant workload
on staff on the Council agenda for review by the full Council, along
with a statement from that Councilmember as to why the information
is needed.’ A Councilmember may file a request for information by
seeking information through a Public Records Act request to the same
extent as any member of the public.
6.7 Authority of City Council. Nothing in this Manual shall limit the City
Council’s power to accept, reject, amend, or otherwise guide and direct staff
actions, decisions, recommendations, workloads and schedules,
department priorities, and the conduct of city business through the
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office of the City Manager. This power cannot be delegated to
individual Councilmembers, nor to committees composed of
Councilmembers consisting of less than a quorum of the City Council.
7. Agendas and Staff Reports
7.1 Future Agenda Items. The City Manager, the City Attorney, the Mayor,
or any two Councilmembers may request that an item be added to a
future agenda for Council action . The City Manager shall provide a
quarterly report to Council regarding the status of future agenda items,
which may include a request to remove items from the list of future
agenda items. At the requestor’s discretion, the agenda request may also
include additional information explaining the rationale for or timing of
the agenda item. Under the “Future Agenda Items” section of each
regular Council meeting agenda, the City Manager shall include a
document listing all current future agenda requests.
7.2 Preparation of Agenda. The City Clerk shall prepare the agenda in
consultation with the City Manager, the Mayor, and the City Attorney.
Absent exigent circumstances, an item will be scheduled for Council
action no sooner than 14 days after receipt of a request to add the item
to the future agenda items list. Any item requiring preparation of a staff
report requires City Manager approval or, in case of a report prepared
by City Attorney’s Office staff, City Attorney approval, before being
added to an agenda. The Mayor, in consultation with the City Manager
and the City Clerk, shall determine the order of items on the agenda.
7.3 Agenda Item Descriptions. Each agenda item shall include a brief
general description of the matter to be discussed (approximately 20
words in length), including any action that may be taken under the
California Environmental Quality Ac t, and should generally include
the recommendation of the City Manager. If the agenda item includes
any budget request or modification, the amount of the request or
modification should be stated when possible. The brief description of
the agenda item should be comprehensible by a typical resident. For
example, an amendment to the Municipal Code should include a
description of the amendment, rather than only the Code section to be
amended; similarly, an item related to a development project should
include not only the street address, but the common name of the project
when applicable. Where practicable, the second reading of an
ordinance should have the same agenda title as the first reading.
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7.4 Staff Reports. Staff reports should include the following sections:
1. Subject
2. Recommended Action
3. Executive Summary (optional)
2. Background
3. Reasons for Recommendation and Available Options
4. Sustainability Impact
5. Fiscal Impact
6. City Work Program Item
7. City Work Program Item Description
8. Council Goal
9. California Environmental Quality Act
The “Background” section should include the date, at least the month and the year,
previous meetings were held and decisions were made on the item. Where
applicable, maps and charts should be provided in the staff report for easy reference.
7.5 Agenda Publication. Agenda packets for a regular meeting should be
published and delivered to Councilmembers no later than the
Wednesday prior to a Tuesday Council meeting. Councilmembers are
encouraged to contact staff in advance for answers to questions
regarding an agenda packet. Written communications addressed to
Council shall be forwarded to Council and made available to members
of the public, consistent with the requirements of the Brown Act.
7.6 Supplemental Materials. Supplemental reports and materials received
by the City Clerk after the agenda is published but before 12:00 p.m. on
the Monday prior to the City Council meeting shall be published and
delivered to Councilmembers at 5:00 p.m. on Monday. Supplemental
reports and materials received by the City Clerk after 12:00 p.m. on
Monday but before 4:00 p.m. on the day of the meeting shall be
published and delivered to Councilmembers prior to the Council
meeting. Council questions and staff -prepared responses will be
included in supplemental materials provided to Council and the public.
7.7 Written Communication. All written communications on an agenda item sent
after the meeting agenda is posted shall be included with the Council agenda
materials and made available to the public. Any written communications on
items not on the agenda shall be included with the Council agenda materials
and made available to the public if the sender requests that the communication
be so included. Written communication received before 4:00 p.m. on the day of
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a regular City Council meeting will be posted by 5:00 p.m. Written
communication received after 4:00 p.m. on the day of the regular City Council
meeting will be posted on the business day following the meeting.
8. Meeting Procedures
8.1 Meeting Schedule. The City Council conducts its regular meetings on
the first and third Tuesdays of the month, except when Council is in
recess. The City Council will approve the schedule of meetings for the
calendar year, which in addition to the regular meeting schedule may
include the cancellation of regular meetings and the addition of special
meetings and study sessions. This practice does not, however, preclude
the Mayor or a majority of the members of the City Council from calling
additional meetings pursuant to the Brown Act. The City Council may
by resolution reschedule regular meetings that occur the day after a
Monday holiday on Wednesday of the holiday week. When a regular
City Council meeting is rescheduled to a Wednesday, the agenda shall
be published the prior Wednesday; the meeting shall start at 6:45 p.m.
and follow the adopted Order of Business for regular City Council
meetings.
8.2 Rules of Order. City Council meetings shall be governed by Rosenberg’s Rules
of Order except as otherwise provided by this Manual. Unless otherwise
required by state law or City ordinance, decisions of the Council shall
be made by a majority of members present and voting. The Mayor may
impose additional reasonable procedural rules not inconsistent with
Rosenberg’s Rules of Order and the provisions of this Manual, unless
objected to by a majority of Councilmembers present.
8.3 Order of Business. The order of agenda items for regular Council
meetings is as follows:
1. Call to Order
2. Pledge of Allegiance
3. Roll Call
4. Closed Session Report
5. Ceremonial Items
6. Postponements and Orders of the Day
7. Oral Communications (public comment on non-agenda matters)
8. Consent Calendar
9. Public Hearings
10. Action Calendar
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11. Items Removed from the Consent Calendar
12. City Manager Report
13. Oral Communications (continued)
14. Councilmember Reports
15. Future Agenda Items
16. Adjournment
Oral communications shall be limited to 30 minutes. Additional speakers
wishing to comment on non-agenda items may be given time to speak
at the end of the agenda, after the City Manager’s report. Councilmember
Reports should focus on Council committee assignments and ceremonial
appearances and may include other information relevant to matters within
the jurisdiction of the City Council. In the absence of an objection made by
a majority of Councilmembers present and voting, the Mayor may
modify the order of business to facilitate the fair and efficient conduct of
Council meetings. The Mayor shall determine the Order of Business of a
special City Council meeting, subject to overruling by any objections
sustained by a majority of vote of the City Council.
8.4 Consent Calendar.
8.4.1 Adding Item to Consent Calendar. The Mayor, the City
Manager, the City Attorney, or the City Clerk may recommend
that items appearing on the agenda be placed on the consent
calendar for action by the City Council. All items placed on the
consent calendar shall appear together on the agenda with the
recommendation as to the action to be taken by the City Council
with respect to such item. Upon the motion of any member of the
City Council, all items placed upon the consent calendar may be
acted upon together, and each shall be deemed to have received
the action recommended.
8.4.2 Removing Item from Consent Calendar. Items may be removed from
the consent calendar only by a member of the City Council. Any
member of the City Council who would like to remove any item
from the consent calendar shall notify the City Manager and the
City Clerk no later than 12:00 p.m. on the day of the City Council
meeting. A request to remove a consent calendar item shall be
made in writing and shall state the reason for removing the item
from the consent calendar. Items may be removed from the
consent calendar after 12:00 p.m. on the day
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of the City Council meeting only by a majority vote of the
Council. Items removed from the consent calendar shall be
placed on the agenda for consideration after the action calendar.
8.5 Public Comment. An opportunity for public comment shall be provided
for the consent calendar, each other agenda item under consideration, and,
during regular meetings, on any matter that is within the subject matter
jurisdiction of the City Council. The Mayor may consolidate public
comment for related agenda items, subject to overruling by a majority vote
of the Council. Non- agenda matters (including Council and staff reports)
may be addressed by the public during oral communications. Members of
the public wishing to speak regarding an item shall submit a request to
comment to the Clerk ("blue card") or, where applicable, raise their hand in
Zoom within nine minutes of the time the Mayor opens public comment or
prior to the close of public comment on the item, whichever is earlier. Each
individual speaker will ordinarily have up to three minutes to address the
Council. If a speaker representing two or m ore members of the public in
attendance and wishing to comment on the item but electing not to speak,
the speaker may have up to two minutes per group member to speak, up
to a total of 10 minutes, to address the Council. Consolidation of time among
speakers is not otherwise allowed. If a large number of speakers wish to
address Council on an item, the Mayor may reduce the time allotted to each
speaker consistent with the Brown Act. Twice the speaking time will be
provided to any member of the public who uses a translator.
8.6 Communications with Members of the Public. The City Council may
ask questions of speakers providing public comment but should avoid
an extended discussion with members of the public during meetings.
Additionally, when a member of the public provides comments
regarding a matter that is not on the agenda, Councilmembers may (1)
refer the speaker to staff; (2) refer the speaker to appropriate reference
material; (3) request that staff report back at a future meeting; or (4)
request that staff place the item on a future agenda.
Councilmembers should not otherwise respond to or comment on an
item of business that is not on the agenda. City staff should generally
avoid responding to comments or questions from mem bers of the public
during Council meetings, although the City Manager or City Attorney
may offer to arrange a time to discuss the subject matter of public
comments with members of the public subsequent to the Council
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meeting.
8.7 Conduct of Meetings
8.7.1 Councilmembers. Members of the City Council value and
recognize the importance of the trust invested in them by the public
to accomplish the business of the City. Councilmembers shall
accord courtesy to each other, to City employees, and to members
of the public appearing before the City Council.
8.7.2 City Employees. City staff shall observe the same rules of
decorum applicable to the City Council. City staff shall act
at all times in a businesslike and professional manner
towards Councilmembers and members of the public.
8.7.3 Members of the Public. Members of the public attending City
Council meetings are encouraged to treat Councilmembers, City
staff, and other members of the public with the same courtesy
that Councilmembers and City staff must accord to them. Any
members of the public who engages in conduct that disrupts a
City Council meeting shall be removed from the meeting.
Nothing in this Manual or any rules of conduct that may be
adopted by the City Council shall be construed to prohibit public
criticism of the policies, procedures, programs, or services of the
City, or of the acts or omissions of the City Council, City advisory
bodies, or City staff.
8.8 Discussion and Deliberation
8.8.1 Ex Parte Contacts. Councilmembers shall disclose any ex parte
communications prior to deliberation on a quasi-judicial matter.
A quasi- judicial matter is typically a hearing in which the City
Council hears evidence and makes findings of fact to reach a
conclusion based on the applicable law. An ex parte
communication occurs when a Councilmember hearing a quasi-
judicial matter communicates directly or indirectly with any
person or party in connection with a matter before the Council,
without notice and the opportunity for all parties to participate.
8.8.2 Relevance. All discussion must be relevant to the issue before
the City Council. A Councilmember is given the floor only for
the purpose of discussing the pending matter; discussion
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which departs from the item agendized for discussion is out of
order. Councilmembers should avoid repetition and shall not
discuss matters that are not on the agenda. Arguments for or
against a measure should be stated as concisely as possible.
8.8.3 Council Questions and Deliberations. Councilmembers may obtain
the floor by seeking recognition from the Mayor. Following
presentations to Council on an agenda item, Councilmembers
shall each be given five minutes to ask questions of any presenter.
The Mayor may allow additional time for questions where
appropriate. Following public comment, the Mayor may request
that a motion be made and seconded. After the motion has been
stated to the Council and seconded, any member of the Council
has a right to discuss the motion after obtaining t he floor. A
member who has been recognized shall limit their time to five
minutes. Councilmembers may yield any unused speaking time
during Councilmember questions or deliberations to colleagues
who have already used their allotted time. The Mayor may allow
additional time for deliberations where appropriate to encourage
meaningful discussion and exchange of ideas. ’
8.8.4 Opportunity for Equal Participation. It is the policy of the Council to
encourage the full, fair participation of all members of the Council
in discussions and deliberations. The Mayor may impose reasonable
limits on the time any Councilmember is permitted to speak to
advance this policy. In addition, all Councilmembers wishing to be
recognized should be given an opportunity to speak before any
member is allowed to speak a second time.
8.8.5 Civility. While it is appropriate to vigorously debate a motion,
its nature, or its consequences, Councilmembers shall avoid
attacks on the motives, character, or personality of other
Councilmembers, City staff, and members of the public. The
Mayor shall rule out of order any Councilmember who engages
in such attacks.
8.8.6 Role of the Mayor. The Mayor has the responsibility for
controlling and expediting the discussion of an agenda item. It is
the duty of the Mayor to keep the subject clearly before the
Councilmembers, to rule out irrelevant discussion, and to ensure
civil discussion among Councilmembers.
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8.9 Meeting Length. Meetings of the City Council shall adjourn by 11:00
p.m. unless the time of adjournment is extended by a vote of a majority
of the City Council. Discussion of an agenda item shall not begin after
10:30 p.m. Any motion to extend the meeting beyond 11:00 p.m. shall
include a list of specific agenda items to be discussed or approved and
shall specify the order these items shall be considered. If a meeting
continues past 11:00 p.m., it shall end at 11:30 p.m. All meetings shall be
adjourned at 11:30 p.m. unless by a vote of a majority of the City
Council suspends this rule and Council votes affirmatively to extend
the meeting past 11:30 p.m. Following the adjournment of the meeting,
any remaining items on the agenda shall be continued to the next
regular meeting of the City Council.
8.10 Public Hearing Procedures. The order of proceeding where there is a
public hearing item (non-appeal items) before the City Council shall
be as follows:
1. Open Public Hearing
2. Staff Report (preferably 10 minutes)
3. Applicant’s presentation (where applicable) (preferably 8 minutes)
4. Questions from the Council
5. Public comment
6. Applicant’s response to public comment (where applicable)
(preferably 2 minutes)
7. Close Public Hearing
8. City Council discussion and vote
Where the public hearing involves an appeal of a decision to the City
Council, the order of proceeding shall be as follows:
1. Open Public Hearing
2. Staff Report (preferably 10 minutes)
3. Appellant’s statement (preferably 8 minutes)
4. Applicant’s statement (where applicable) (preferably 8 minutes)
5. Questions from the Council
6. Public comment
7. Applicant’s response to public comment (where applicable)
(preferably 2 minutes)
8. Appellant’s response to public comment (preferably 2 minutes)
9. Close Public Hearing
10. City Council discussion and vote
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8.11 City Council Recess Period. The City Council recess period shall begin
the first Tuesday in August at 12:00 a.m. and end the Tuesday following
Labor Day at 12:00 a.m. During any recess period, the City Manager is
authorized to take such ministerial actions for matters of operational
urgency, including such emergency actions as are necessary for the
immediate preservation of the public peace, health, or safety, as would
normally be taken by the City Council during the period of recess,
except for those duties specifically reserved to the Council by law. This
authority extends throughout the period of recess established by the
City Council and includes the authority to execute agreements and
make expenditures necessary for the exigent operational matters. The
City Manager shall make a full and complete report to the City Council
at its first regularly scheduled meeting following the period of recess of
actions taken by the City Manager pursuant to this section, at which time
the City Council may make such findings as may be required to ratify
the actions of the City Manager. Nothing in this Section prevents the
City Council from calling a special meeting during the recess period.
9. Closed Sessions
A closed session may be held at any regular or special meeting for any
purpose authorized by the Brown Act. The City Attorney will sc hedule
closed session meetings in consultation with the Mayor and the City
Manager. Public comment shall be received in open session prior to a closed
session. To ensure strict compliance with the Brown Act, the City Attorney
or the City Attorney’s designee shall report out in public session any
reportable action taken during closed session and any other information
from closed session authorized to be disclosed based on a majority vote of
the City Council. Any documents referenced or presented durin g closed
sessions shall be shared with Councilmembers upon request and shared in
the same manner as other closed session materials, with appropriate
protections for confidentiality.
10. Enforcement of Rules; Suspension of Rules. Nothing in this Manual shall be cited
to invalidate a properly noticed and acted upon action of the City Council. Any rule
set forth in this Manual may be suspended by three votes of the Council. The City
Council may enforce repeated or serious violations of the rules set forth in this
Manual through a censure action placed on a Council agenda.
11. Information Memoranda.
11.1 Staff Information Memoranda. Two Councilmembers may request an
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information memorandum be provided on any matter within the subject matter
jurisdiction of the City Council. The City Manager shall place requests that
impose a significant workload on staff on the Council agenda for review by the
full Council, along with a statement from one or more requesting
Councilmembers as to why the information is needed.
11.2 Councilmembers Information Memoranda. Individual Councilmembers may
prepare information memoranda for inclusion in their Councilmember
Reports. Councilmember memoranda may address any matter within the
subject matter jurisdiction of the City Council that the Councilmember wishes
to share with their fellow Councilmembers and the public, thereby enhancing
transparency and accountability in City operations; provided however, that
Councilmember memoranda shall not include confidential or deliberative
information or communications or information protected by law from
disclosure.
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EXHIBIT A
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EXHIBIT A
City of Cupertino
ELECTED OFFICIALS' COMPENSATION PROGRAM
Policy No. 1
PROGRAM PURPOSE AND DEFINITIONS FOR ELIGIBILITY
It is City of Cupertino policy that those certain persons holding positions hereinafter
defined and designated as elected official positions shall be eligible for participation under
the Elected Officials Compensation Program as hereby adopted by action of the City Council
and as same may be amended or as otherwise modified from time to time.
Eligibility for inclusion with this Compensation program is limited to persons holding
positions as elected officials. These are designated by the voters and may be modified as
circumstances warrant.
The position in the following classification has been designated as elected official.
ELECTED OFFICIAL CLASSIFICATIONS:
Classification Title City
Council Member
Adopted by Action of the City Council,
July 2013
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City of Cupertino
ELECTED OFFICIALS COMPENSATION PROGRAM
Policy No. 2
SALARY SCHEDULE
As rates of pay are set forth under the Cupertino Municipal Code 2.16.020, and
hereby adopted by action of the City Council, so are those rates of pay included herein as
a part of this Compensation program. The inclusion herein of said rates and schedules
does not affect any effective dates or otherwise reflect on the approval processes required
but is shown as an integral part of this Program for completeness of record.
Adopted by Action of the City Council
July, 2013, October 2016
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City of Cupertino
ELECTED OFFICIALS COMPENSATION PROGRAM
Policy No. 3
TRAINING AND CONFERENCES
I. POLICY
It is City of Cupertino policy that members of the City Council and the Council's
commissions and committees, shall be reimbursed or receive a direct advance according
to the schedules, terms and conditions as set forth herein for the expenses authorized
below. This policy is established in accordance with California Government Code
Sections 53232.2 and 53232.3.
III. AUTHORIZED EXPENSES
The City Council and their comm1ss1on and committee members can receive
reimbursements or advances toward actual and necessary expenses incurred by
participating in the following activities or events:
1. Communicating with representatives of regional, state and national government
on City adopted policy positions;
2. Attending seminars, conferences, and training to improve skill and information
levels;
3. Participating in regional, state and national organizations whose activities affect
the City's interests (such as the League of California Cities);
4. Attending International Conferences, budget limited to $2,500 per fiscal year,
provided there is a benefit to the City;
5. Attending City events;
1. Attending functions of other local civic or community organizations where there is
a clear nexus between the event and the member's attendance as an official
representative of the City. Purely social events, service club dues and meals, and
political or charitable contributions or events would be excluded. For purposes of
this section, reimbursable fundraisers and events include, but are not limited to,
Cupertino Union School District, Fremont Union High School District, Foothill- De Anza
Community College District, Silicon Valley Leadership Group, Cupertino
American Cancer Society (ACS) Relay for Life and Cupertino Chamber of
Commerce activities.
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The City will not reimburse or advance payment toward expenses including, but not
limited to:
1. The personal portion of any trip;
2. Family expenses, including those of a partner when accompanying Council or
commission member on City related business, as well as child or pet related
expenses.
3. Entertainment expenses, including theatre, shows, movies, sporting events, golf,
spa treatments, etc.
4. Meals and entertainment paid on behalf of third parties outside of the City;
5. Gifts of any kind for any purpose;
6. Alcoholic beverages;
7. Non-mileage personal automobile expenses including repairs, insurance,
gasoline, traffic citations; and
8. Personal losses incurred while on City business.
IV. BUDGETARY LIMITATIONS
Reimbursement or advancement of expenses shall not exceed budgetary limitations.
Changes in appropriations will be done through the budget process.
V. REIMBURSEMENT AND ADVANCE SCHEDULE
A. Intent
This schedule is written with the intent that the City Councilmember, commissioner, or
committee member will make every effort to find the lowest possible cost to the City for
traveling on City business. For example, if paying for parking at the airport is less
expensive than paying for a taxi or airport shuttle, then officials should drive their car and
park at the airport; or if renting a car is lower than taking taxis at the out-of-town location,
then a car should be rented. Air reservations should be booked in advance to obtain
discounted fares. The following procedures apply whether the expense is being paid
through a reimbursement or a direct advance.
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B. Local Area
The local area is defined to be within Santa Clara and San Mateo Counties and within a
40 mile distance from Cupertino when traveling to Alameda County.
C. Registration
The City will pay the registration fee for authorized attendance at a convention,
conference, seminar or meeting.
D. Transportation
The City will pay transportation costs on the basis of the lowest cost intent stated in
paragraph A. Eligible transportation costs include airfare (with coach fare being the
maximum), van or taxi service to and from the attendee's home and airport, destination
or airport parking charges, taxi and shuttle services at the out-of-town location, trains,
tolls, or rental cars. Use of a personal automobile for City business shall be reimbursed or
advanced at the rate per mile in effect for such use, except in no case shall it exceed air
coach fare if the vehicle is being used for getting to the destination. Government or group
rates offered by a provider of transportation must be used when available.
E. Lodging
Hotel or lodging expenses of the City official resulting from the authorized event or
activity defined in this policy will be reimbursed or advanced if the lodging and event
occur outside the local area. Not covered will be lodging expenses related to person(s)
who are accompanying the City member, but who themselves are not on City business.
In this instance, for example, the difference between single and multiple occupancy rates
for a room will not be reimbursed.
Where the lodging is in connection with a conference or other organized educational
activity, City-paid lodging costs shall not exceed the maximum group rate published by
the conference or activity sponsor, providing that lodging at the group rate is available at
the time of booking. If the group rate at the conference hotel is not available, then the
non-conference lodging policy described in the next paragraph should be followed to find
another comparable hotel.
Where lodging is necessary for an activity that is not related to a conference or other
organized educational activity, reimbursement or advances shall be limited to the actual
cost of the room at a group or government rate. In the event that a group or government
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rate is not available, lodging rates that do not exceed the median price for lodging for that
area and time period listed on travel websites like www.hotels.com, www.expedia.com
or an equivalent service shall be eligible for reimbursement or advancement.
F. Meals
1. No Conference
The actual cost of a meal can be claimed, within a standard of reasonableness, but
receipts must be kept and submitted for the expense incurred.
2. As Part of a Conference
When City officials are attending a conference or other organized educational
activity, they shall be reimbursed or advanced for meals not provided by the activity,
on an actual cost basis. The actual cost rate shall follow the rules described in the
meals with no conference paragraph.
G. Other Expenses
Payments toward or reimbursement of other expenses related to authorized activities or
events shall be limited to the actual costs consistent with the application of reasonable
standards. Receipts must be kept and submitted for all expenses.
VI. DIRECT CASH ADVANCE POLICY
From time to time, it may be necessary for a City official to request a direct cash advance
to cover anticipated expenses while traveling or doing business on the City's behalf. Such
request for an advance should be submitted to the City Manager or Department Head no
less than seven days prior to the need for the advance with the following information: 1)
Purpose of the expenditure; 2) The anticipated amount of the expenditure (for example,
hotel rates, meal costs, and transportation expenses); and 3) The dates of the expenditure.
An accounting of expenses and return of any unused advance must be reported to the
City within 30 calendar days of the official's return on the expense report described in
Section VII.
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VII. EXPENSE REPORT REQUIREMENTS
All expense reimbursement requests or final accounting of advances received must be
approved by the City Manager or Department Head, on forms determined by the Finance
Department, within 30 calendar days of an expense incurred, accompanied by a business
purpose for all expenditures and a receipt for each item other than mileage. The report
will be a public record subject to disclosure under the Public Records Act.
VIII. REPORTS TO CITY COUNCIL OR COMMISSIONS
At the next regular City Council or commission meeting, each councilmember or
commissioner shall briefly report on publicly noticed meetings attended at City expense.
If multiple members attended the meeting, a joint report may be made.
IX. POLICY VIOLATIONS
Violations of this policy including falsifying expense reports may result in any or all of
the following: (1) loss of reimbursement privileges, (2) demand for restitution to the City,
(3) civil penalties of up to $1,000 per day and three times the value of the resources used,
and 4) prosecution for misuse of public resources.
Revised 7/83, 7/85, 7/87, 7/88, 7/91, 7/92, 12/07, 7/10
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8
City of Cupertino
ELECTED OFFICIALS' COMPENSATION PROGRAM
Policy No. 4
MILEAGE REIMBURSEMENTS
It is City of Cupertino policy that eligible persons under this Compensation
Program shall be compensated fairly for the use of personal automotive vehicles on City
business. Those persons who occasionally are required to use their personal automobiles
for City business shall be reimbursed for such use at the established IRS rates. Submission
of reimbursement requests must be approved by the City Manager.
Adopted by Action of the City Council
July, 2013
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9
City of Cupertino
ELECTED OFFICIALS' COMPENSATION PROGRAM
Policy No. 5
ASSOCIATION MEMBERSHIPS AND
PROFESSIONAL PUBLICATIONS
It is City of Cupertino policy that eligible persons under this Compensation
Program shall be entitled to City sponsored association memberships as well as receiving
subscriptions to professional and technical publications. Such sponsorship, however, shall
be conditioned upon the several factors as set forth below.
Each association for which membership is claimed must be directly related to the
field of endeavor of the person to be benefited. Each claim for City sponsored membership
shall be submitted with their concurrence to the City Manager for approval.
Subscriptions to or purchase of professional and technical publications may be
provided at City expense when such have been authorized by the City Manager providing
the subject matter and material generally contained therein are related to municipal
governmental operations.
Adopted by Action of the City Council
July, 2013
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10
City of Cupertino
ELECTED OFFICIALS' COMPENSATION
PROGRAM
Policy No. 7
HEALTH BENEFITS PLAN - CITY
CONTRIBUTION
It is the policy of the City of Cupertino to provide group hospital and medical
insurance under which the elected official positions and their dependents may be
covered. The purpose of this program is to promote and preserve the health of
employees and their families through comprehensive health plans available only
through employer sponsorship.
Although the premium cost for the insurance provided remains the ultimate
responsibility of the employee in these positions, the City shall contribute the amounts listed
below towards the premium or pay the full cost of the premium if less than the stated
amounts. If the premium amounts for any employee covered by this policy are less than
the amounts listed below per month, the difference between the premium amount and the
stated amounts will be retained by the City.
Effective
January 1, 2020
City Max Health
Contribution
City Max *Dental
Contribution
City Total Max
Contribution
Employee 848.87 126.78 975.65
Employee +1 1,443.09 126.78 1,569.87
Employee +2 1,876.01 126.78 2,002.79
January 1, 2021 City Max Health
Contribution
City Max *Dental
Contribution
City Total Max
Contribution
Employee 891.32 126.78 1,018.10
Employee +l 1,515.24 126.78 1,642.02
Employee +2 1,969.81 126.78 2,096.59
January 1, 2022 City Max Health
Contribution
City Max *Dental
Contribution
City Total Max
Contribution
Employee 935.88 126.78 1,062.66
Employee +1 1,591.01 126.78 1,717.79
Employee +2 2,068.31 126.78 2,195.09
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*Dental Coverage: Effective the first month after Council adoption of MOU, dental coverage is
capped at $2,500.00 per dependent per annual plan year for the term of this contract.
Adopted by Action of the City Council
July, 2013, October 2016, July 2019,
December 2019, January, 2023
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City of Cupertino
ELECTED OFFICIALS' COMPENSATION PROGRAM
Policy No. 9
LIFE INSURANCE
It is the policy of the City of Cupertino to provide life insurance benefits to the
elected officials to a maximum of $16,000.
The elected officials may enroll in the life insurance program offered if eligible
under the contract provisions of the policy and the personnel rules of the City. The full
cost of premiums for these programs shall be paid by the City for such individuals.
Adopted by Action of the City Council
July, 2013
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13
City of Cupertino
ELECTED OFFICIALS COMPENSATION PROGRAM
Policy No. 10
DEFERRED COMPENSATION
It is the policy of the City of Cupertino to provide equitable current compensation
and reasonable retirement security for the elected officials for services performed for the
City. The City participates in the California Public Employees' Retirement System (PERS)
and deferred compensation plans have been established. Both the elected official and City
may make contributions from current earnings to these plans. The purpose of this policy
is to promote means by which compensation may be provided in such manner and form
to best meet the requirements of the City and the needs of the elected officials..
The City shall maintain and administer means by which the elected officials in
these positions may defer portions of their current earnings for future utilization. Usage
of such plans shall be subject to such agreements, rules and procedures as are necessary
to properly administer each plan. Individual contributions to such plans may be made in
such amounts as felt proper and necessary to the elected official. The City contributions
shall be as determined by the City Council.
Adopted by Action of the City Council
July, 2013
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14
City of Cupertino
ELECTED OFFICIALS COMPENSATION PROGRAM
Policy No. 11
PUBLIC EMPLOYEES' RETIREMENT SYSTEM CONTRIBUTION
A. Council Members occupying office on or before December 29, 2012 Only:
For Council Members occupying office on or before December 29, 2012, the City has
contracted with CalPERS for a 2.7% @55 retirement formula.
Effective in the first full pay period in July 2017, each employee shall pay the full 8.0%
of applicable salary of the employee's contribution towards CalPERS.
B. Council Members occupying office on December 30, 2012 or December 31, 2012 or a
current CalPERS employee who qualifies as a classic member under CalPERS
Regulations Only.
For Council Members hired on December 30, 2012 or December 31, 2012 or a current
CalPERS employee who qualifies as a classic member under CalPERS Regulations only
the City has contracted with CalPERS for a 2.0% @ 60 retirement formula, three year
average compensation
Effective January 1, 2017, the City shall not pay the employee's contribution rate to the
California Public Employees Retirement System (CalPERS) and each employee shall pay
the full 7% of applicable salary of the employee's contribution towards CalPERS.
C. For Council members occupying office on of after January 1, 2013, or former
CalPERS employees that do not qualify as Classic employees hired by the City of
Cupertino on or after January 1, 2013
For Council Members occupying office on or after January 1, 2013 CalPERS has by
statute implemented a 2% @ 62 formula, three year average and employees in this
category shall pay 50% of the normal cost rate as determined by CalPERS.
Adopted by Action of the City Council
July, 2013, October 2016, July 2019
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City of Cupertino
ELECTED OFFICIALS' COMPENSATION PROGRAM
Policy No. 12
DENTAL INSURANCE - CITY CONTRIBUTION
It is the policy of the City of Cupertino to provide dental insurance under which
the elected official positions and their dependents may be covered.
The premium cost for the insurance provided by the City shall not exceed $126.78*
per month per individual. Enrollment in the plan or plans made available pursuant to this
policy shall be in accordance with Personnel Rules of the City and the provisions of the
contract for such insurance between the City and carrier or carriers.
*Dental Coverage: Effective the first month after Council adoption of agreement, dental
coverage is capped at $2,500.00 per dependent per annual plan year for the term of this
contract.
Adopted by Action of City Council
July, 2013, October 2016, July 2019
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City of Cupertino
ELECTED OFFICIALS COMPENSATION PROGRAM
Policy No. 14
EMPLOYEE ASSISTANCE PROGRAM
It is the policy of the City of Cupertino to provide an Employee Assistance
Program for the benefit of the elected officials and their eligible dependents. The purpose
of this program is to provide professional assistance and counseling concerning financial,
legal, pre-retirement, and other matters of a personal nature.
Adopted by Action of the City Council
July, 2013
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City of Cupertino
ELECTED OFFICIALS' COMPENSATION PROGRAM
Policy No. 17
VISION INSURANCE - CITY CONTRIBUTION
It is the policy of the City of Cupertino to provide vision insurance under which
employees and their dependents may be covered.
The premium cost for the insurance provided by the City shall not exceed $14.94
per month per employee. Enrollment in the plan or plans made available pursuant to this
policy shall be in accordance with the provisions of the contract between the City and
carrier or carriers providing vision insurance coverage,
Adopted by Action of the City Council
July, 2013
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18
City of Cupertino
ELECTED OFFICIALS' COMPENSATION PROGRAM
Policy No. 18
TECHNOLOGY POLICY
Purpose
This policy establishes guidelines and standards regarding the provision of technology
hardware and software for Councilmembers.
Scope and Applicability
This policy applies to all City Councilmembers for the provision and maintenance of
City issued technology hardware and software This technology is in addition to City
technology equipment and software residing within the Mayor's and Council's office at
City Hall.
Technology Provision
To facilitate communications with citizens, staff and other Councilmembers, each
Councilmember may elect to be issued the following technology hardware at the
beginning of each term.
• 1 Laptop
• 1 Docking Station
• 1 Monitor
• 1 Webcam
• 1 Keyboard & Mouse
• 1 Phone with Voice/Data Plan
Each Councilmember's issued laptop will have the following additional software
applications:
• Office productivity platform, e.g., Microsoft 0365
• Cybersecurity Tools, e.g.., end point protection and multifactor authentication
• Video Conferencing, e.g., Zoom
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Each Councilmember's issued phone will have the following additional software
applications
• Office productivity platform
• Cybersecurity Tools
• Video Conferencing
Issued technology hardware and software will meet current City hardware and software
standards to ensure proper security, maintenance, and support.
Councilmembers who wish to not use City issued equipment must provide written
acknowledgement that the technology they will use has current antivirus software and
all software applications are up to date from a cyber security standpoint.
Councilmembers use the issued equipment for the performance of official City business.
Data contained within the equipment is public property and considered a public record,
therefore subject to all Public Records Act and Brown Act policies.
Councilmembers, upon completion of their term, will return all issued equipment to the
Innovation & Technology Department. City equipment and/or software is not available
for purchase.
City Support
Innovation & Technology staff are solely responsible to provide technical support and
maintenance for issued equipment and may be reached at helpdesk@cupertino.org or
(408) 777-3381. If required, Councilmembers shall bring their equipment to City Hall
for repair and/or service.
Adopted by Action of the City Council
July, 2019, January, 2023
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City of Cupertino
City Council
and
Planning Commission
Compensation
Effective January 1, 2017
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CITY OF CUPERTINO CITY COUNCIL
AND PLANNING COMMISSION
EFFECTIVE January 1, 2017
The salaries, wages or rates of pay for members of the City Council and Planning
Commission are set forth below. Only the City Council can modify these rates.
Members of the City Council
Members of the Planning Commission*
Effective first full pay period in July 2017
Members of the City Council
Members of the Planning Commission*
$737.54/month
$50.00/meeting (maximum $200 monthly)
$743.07/month
$50.00/meeting (maximum $200 monthly)
*Benefits as set forth in this document do not apply to members of the Planning
Commission.
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EXHIBITB
a Council
Technology
CUPERTINO Policy
Citywide Policy Manual
Policy#
Attachments:
NIA
Effective Date:
December 12, 2022
Responsible Department:
Innovation & Technology
Related Policies & Notes:
This policy supersedes previous Council Technology Polices from 2005, 2012, and 2018
Purpose
This policy establishes guidelines and standards regarding the provision of technology
hardware and software for Councilmembers.
Scope and Applicability
This policy applies to all City Councilmembers for the provision and maintenance of City
issued technology hardware and software This technology is in addition to City technology
equipment and software residing within the Mayor's and Council's office at City Hall.
Technology Provision
To facilitate communications with citizens, staff and othe r Councilmembers, each
Councilmember may elect to be issued the following technology hardware at the
beginning of each term.
• 1 Laptop
• 1 Docking Station
• 1 Monitor
• 1 Webcam
• 1 Keyboard & Mouse
• 1 Phone with Voice/Data Plan
Each Councilmember's issued laptop will have the following additional
software applications:
• Office productivity platform, e.g., Microsoft 0365
• Cybersecurity Tools, e.g.., end point protection and multifactor authentication
• Video Conferencing, e.g., Zoom
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Each Councilmember's issued phone will have the following additional software
applications
• Office productivity platform
• Cybersecurity Tools
• Video Conferencing
Issued technology hardware and software will meet current City hardware and
software standards to ensure proper security, maintenance, and support.
Councilmembers who wish to not use City issued equipment must provide written
acknowledgement that the technology they will use has current antivirus software and all
software applications are up to date from a cyber security standpoint.
Councilmembers use the issued equipment for the performance of official City business.
Data contained within the equipment is public property and considered a public record,
therefore subject to all Public Records Act and Brown Act policies.
Councilmembers, upon completion of their term, will return all issued equipment to the
Innovation & Technology Department. City equipment and/or software is not available for
purchase.
City Support
Innovation & Technology staff are solely responsible to provide technical support and
maintenance for issued equipment and may be reached at helpdesk@cupertino.org or (408)
777-3381. If required, Councilmembers shall bring their equipment to City Hall for repair
and/or service.
Submitted By:
Printed Name: Bill Mitchell
Approved By:
Printed Name: Pamela Wu
Title: CTO
Title: City Manager
Signature:
Signature: Bi,,{£M
Date: December 11, 2022
Date:
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EXHIBIT C
RESOLUTION NO. 07-103
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
PROVIDING FOR A DISCRETIONARY FUND TO BE ADMINISTERED BY
THE CITY MANAGER TO PROVIDE A FUNDING SOURCE FOR PROJECTS
THAT THE MAYOR MAY WISH TO PROPOSE FROM TIME TO TIME
DURING THE MAYOR':S TERM OF OFFICE
WHEREAS, The City Council wishes to provide a small source of funds for
projects that may be proposed at the discretion of the Mayor during the Mayor's term of
office; and,
WHEREAS, The City Council wishes to establish a Mayor's initiative budget that
will be included as part of the City Manager's Office budget in the City Manager's
discretionary account; and,
WHEREAS, The City Council wishes to determine, as part of the budget process,
the amount of funding for the duration of th e Mayoral term;
NOW, THEREFORE, BE IT RESOLYEO by the City Council of the City of Cupertino
that Mayor's initiative budget is established in an amount to be determined by the City
Council as part of the City Manager's discretionary fund to be used for projects that the
Mayor deems appropriate during the Mayor's term of office; and,
BE IT FURTHER RESOLVED that the decision to spend money on a Mayor's
project will be jointly determined by the Mayor and the City Manager, except that the City
Manager may, at his or her sole discretion escalate the spending decision to the City Council
if he or she determines that to be necessary or appropriate; and,
BE IT FURTHER RESOLVED that the City Council will be advised by an item
on the Council Agenda prior to the date of the Mayor's State of the City Address, of any
new project or initiative that the Mayor may wish to propose during the State of the City
Address.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 5th day of June 2007, by the following vote:
Vote
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST:
ls/Kimberly Smith
Members of the City Council
Wang, Kwok, Lowenthal, Mahoney, Sandoval
None
None
None
APPROVED:
ls/Kris Wang
City Clerk Mayor, City of Cupertino
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EXHIBITD
CHAPTER 2.17: CITY COUNCIL/CITY STAFF RELATIONSHIPS
ec I0n
2.17.010 Preamble.
2.17.020 Intent and purpose.
2.17.030 Council and Council members.
2.17.031 Council power.
2.17.032 Individual Council members.
2.17.033 Council Policy.
2.17.034 Information.
2.17.040 Staff.
2.17.041 Execution of Council direction.
2.17.042 Undue influence.
2.17.043 Timely response.
2.17.010 Preamble.
After the City of Cupertino's incorporation, the City Council enacted Ordinance No. 106 creating and establishing the
Council/City Manager form of government whereby the City Council controls the administrative services of the City only
through the City Manager. The Council/Manager form of government is intended to provide the best of unencumbered
professional/technical staff input balanced with the collective oversight of elected officials. Under the Council/Manager form
of government neither the City Council, nor individual Council members, can give orders to any subordinates of the City
Manager. The City Manager takes his or her orders and instructions from the City Council only when given at a duly held
meeting of the City Council. No individual council member can give any orders or instructions to the City Manager. Although
this provision has worked well over the years, a number of specific issues and questions have arisen from time to time
regarding the respective roles of the City Council and City Manager due, in part, to the City's expanding involvement into a
variety of new areas of society. It therefore has become necessary and convenient for the City Council to delineate with
more specificity the respective roles of City Manager, the City Council and individual Council members.
(Ord. 2009, 2007)
2.17.020 Intent and Purpose.
The intent of this chapter is to address and clarify the relationship between the City Council, individual Council members,
and city staff by:
A. Maintaining control and direction of the City by the City Council as a whole;
B. Insuring that City Council members have free access to the flow of any information relative to the operation of the City
and insuring that such information is communicated by staff in full and with candor to the Council;
C. Ensuring that the Council decision making process benefits from the unencumbered input and advice from the
professional staff free from undue influence in staff decision making, formation of staff recommendations, scheduling of
work, and executing department priorities without intervention by individual Council members;
D. Allowing city staff to execute priorities given by management and the City Council and protecting city staff from undue
influence from individual Council members .
(Ord. 2009, 2007)
2.17.30 Council and Council members.
2.17.31 Council Power.
The City Council retains the full power to accept, reject, amend, or otherwise guide and direct staff actions , decisions,
recommendations, workloads and schedules, department priorities, and the conduct of city business through the office of the
City Manager. This power cannot be delegated to individual Council members, nor to committees composed of council
members consisting of less than a quorum of the City Council.
(Ord. 2009, 2007)
2.17.32 Individual Council members.
Individual Council members shall not attempt to influence staff decisions, recommendations, workloads, and schedules,
and department priorities without prior knowledge and approval of the City Council.
(Ord. 2009, 2007)
2.17.33 Council Policy.
If a Council member wishes to influence the actions, decisions, recommendations, workloads, work schedules and
priorities of staff, that member must prevail upon the City Council to do so as a matter of council policy.
(Ord. 2009, 2007)
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2.17.34 Information.
Individual Council members as well as the City Council as a whole, have complete freedom of access to any information
requested of staff (except information which is otherwise protected by law from disclosure) and will receive the full
cooperation and candor of City staff in being provided with any requested information. Information sought by an individual
council member may, at the discretion of the City Manager, be automatically provided to the City Council as a whole. In
exercising this discretion, the City Manager will consider whether the information is significant or new or otherwise not
available to the Council or is of interest to the Council.
(Ord. 2009, 2007)
2.17.40 Staff.
2.17.41 Execution of Council Direction.
The primary functions of City staff is the execution of Council policy and actions taken by the Council as well as keeping
the Council informed regarding the general operations of the city.
(Ord. 2009, 2007)
2.17.42 Undue Influence.
City staff may take guidance and direction only from management or the City Council as a whole. Staff is prohibited from
accepting direction or being unduly influenced by individual Council members to pressure staff members into making,
changing or otherwise suppressing staff decisions or recommendations, or changing departmental work schedules and
priorities. Staff members will report such attempts to influence them in confidence to the City Manager, who may inform the
City Council as a whole of such attempts. Any staff member who violates this prohibition may be subject to disciplinary
action at the discretion of the City Manager.
(Ord. 2009, 2007)
2.17.43 Timely Response.
City staff will make every effort to respond in a timely and professional manner to all requests made by individual council
members for information or assistance, provided that, in the judgment of the City Manager, the request is not of a magnitude
either in terms of work load or policy, which would require that it more appropriately be assigned to staff through the
collective direction of the City Council. In terms of making this judgment, the following guidelines should be considered:
A. Is the request specific and limited in scope so that staff can respond without altering other priorities and with only
minimal delay to other assignments?
B. Is the request a "one time" work requirement, as opposed to an on-going work requirement?
C. Does the response to a request require a significant allocation of staff resources (generally defined as consisting of
more than one staff person, or a single staff person working on the request in excess of two hours)?
(Ord. 2009, 2007)
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CITY OF CUPERTINO
Agenda Item
25-13786 Agenda Date: 3/4/2025
Agenda #: 10.
Subject:Study Session on updates to the Policies and Guidelines on Sister Cities, Friendship Cities, and
International Delegations pertaining to international travel
Study Session to consider, discuss and provide direction on revisions to the Policies and Guidelines on Sister
Cities, Friendship Cities, and International Delegations pertaining to 1) international travel, including the
addition of appropriate prior approvals for travel expenses and staff time away from usual duties at the City,
and other related matters, and 2) staff time focused on supporting delegation visits to the City from Sister
Cities and Friendship Cities
CITY OF CUPERTINO Printed on 2/26/2025Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: March 4, 2025
Subject
Study Session on updates to the Policies and Guidelines on Sister Cities, Friendship
Cities, and International Delegations pertaining to international travel
Recommended Action
Study Session to consider, discuss and provide direction on revisions to the Policies and
Guidelines on Sister Cities, Friendship Cities, and International Delegations pertaining
to 1) international travel, including the addition of appropriate prior approvals for travel
expenses and staff time away from usual duties at the City, and other related matters,
and 2) staff time focused on supporting delegation visits to the City from Sister Cities
and Friendship Cities.
Reasons for Recommendation
Over the past two years City staff have increased the time devoted to the Sister Cities
and Friendship Cities programs. Clearer and defined expectations on these issues would
be helpful.
The Sister Cities and Friendship Cities policy was adopted in 2005, and last updated in
October 2023. The current policy is included as Attachment A.
Sustainability Impact
No sustainability impact anticipated.
Fiscal Impact
If updates are eventually adopted, such updates might permit the City Council to limit
the number of trips and officials traveling to sister cities on an annual basis, which will
result in savings.
California Environmental Quality Act
No California Environmental Quality Act impact.
_____________________________________
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CUP - Staff Report re Sister City Travel Discussion(1055413.1).odt
Prepared by: Floy Andrews, City Attorney
Approved for Submission by: Pamela Wu, City Manager
Attachments:
A – 2023 Policies and Guidelines on Sister Cities, Friendship Cities, and International
Delegations
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POLICIES AND GUIDELINES ON
SISTER CITIES, FRIENDSHIP
CITIES, AND INTERNATIONAL
DELEGATIONS
FOR THE CITY OF CUPERTINO
Citywide Policy Manual
Policy #
Attachments:
Effective Date:
October 2023
Responsible Department:
City Manager’s Office
Related Policies & Notes:
Prior versions: 2005, 2013, 2016, 2018
Background:
Cupertino has four active Sister Cities registered with Sister Cities International; the
cities of Toyokawa, Japan; Hsinchu, Taiwan; Copertino, Italy; and Bhubaneswar, India.
In addition, Cupertino has established several Friendship City relationships and attracts
many international delegations for cultural, educational, business, and economic
development reasons.
SISTER CITIES
Intent of Sister City Affiliations:
The City recognizes the value of developing people-to-people contacts as a way to
further international communication and understanding. Sister City partnerships have
proved very successful in fostering educational, technical, economic and cultural
exchanges.
Sister City relationships are effective only when organizations of interested residents in
one community work with interested residents in another city to promote
communication and understanding among people of different cultures.
The ideal affiliation should involve a large number of citizens and organizations in both
cities, engaging in exchanges of people, ideas and cultures on a long-term, continuing
basis.
The City intends to provide limited financial support to those Sister City Committees
that operate student exchange programs. Those Sister City organizations which do not
operate student exchange programs shall be completely financially independent from
the City, except for limited City facility use.
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Sister City Citizen Committee Responsibilities (Receiving City Support):
• Identify, manage, coordinate and implement all activities related to the Sister
City Program.
• Establish a formal, incorporated 501(c)(3) structure, with officers and
subcommittees.
• Solicit donations and in-kind contributions from the local community as
appropriate.
• Maintain communication with the affiliate Sister City Committee, ensuring the
counterpart committee is equally committed to the program.
• Finance activities from fundraising efforts and resources other than public
funding, including all travel and program expenses, postage, fax, copying, and
printing costs for events in which the City is participating. This includes
fundraising or securing gifts for special celebrations, such as anniversaries.
• Prepare a detailed budget including funds raised through fundraising efforts and
public (City) funding for events and activities and keep track of expenses. The
budget should show funds available and should identify adequate, ongoing
funding sources for program activities.
• Work with City staff at least one month in advance in arranging official
promotional gifts and meetings for foreign delegations. For local groups
traveling abroad and bringing promotional gifts, similar notice is required,
unless waived by the City Manager.
• Meet the following eligibility requirements/annual submittals:
o Proof of 501(c)(3) status
o Detailed accounting of prior year actual revenue and expenses
o Summary of prior year activities
o Proposed budget plan
o Fundraising plan
Sister City Citizen Committee Responsibilities (Not Receiving City Support):
• Identify, manage, coordinate, and implement all activities related to the Sister
City Program.
• Establish a formal, incorporated 501(c)(3) structure, with officers and appropriate
functional sub committees.
• Solicit donations and in-kind contributions from the local community as
appropriate.
• Maintain communication with the affiliate Sister City Committee, ensuring the
counterpart committee is equally committed to the program.
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City of Cupertino Responsibilities (With regard to City supported Sister City Committees):
Coordinated through the City Manager’s Office, the City will serve as a support for
programs and activities by:
• Providing for set-up and complimentary access to a large City facility for three
community events per Sister City per fiscal year. All cost of food, drinks, and
materials are the responsibility of the Sister City Committee.
• The City shall accept gifts from the Sister City, which will be considered the
property of the City and may be displayed at a City facility or offered to the
Sister City Committee at City’s discretion.
• The City will establish and maintain a written record of said gifts, regardless of
actual or perceived monetary value. The written gift log will include: donation
City, gift date, gift occasion (if applicable), and whether they are being offered to
the Sister City Committee.
• Providing up to $2,500 per year for a Sister City with a student exchange
program of up to 9 student delegates and up to $5,000 per year for a Sister City
with a student exchange program of 10 or more student delegates .
Coordinated through the City Manager's Office, the City will serve as a support for Sister
City programs and activities by:
• Providing access to postage, fax, copying and printing equipment to Sister City
Committee members for support of Sister City events in which the City is
participating. City staff is not responsible for preparing mailings or printed
materials.
• Providing the use of meeting room space (up to 18 per calendar year) at no cost to
the Sister City Committee for related activities. Meeting room space does not
include Cupertino Community Hall or the Quinlan Community Center’s
Cupertino Room.
• Providing City promotional gift items, when budget allows, typically given at
community events to government representatives and student delegations from
visiting countries. These include but are not limited to: branded t-shirts, pens,
reusable bags, and lapel pins. The cost of each promotional gift or gift bag shall
not exceed $25. Additional gifts presented to members of a Sister City delegation
are the responsibility of the Sister City Committee.
• Facilitating participation of City officials.
City of Cupertino Responsibilities (With regard to non-City supported Sister City
Committees):
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• The City shall maintain registration with the Sister Cities International
organization.
• Provide the use of meeting room space (up to 4 per calendar year) at no cost to
the Sister City Committee for related activities. For additional meeting room
uses, non-City supported Sister City Committees shall be charged the facility use
resident rate on the rental of any City facility. Meeting room space does not
include Cupertino Community Hall or the Quinlan Community Center’s
Cupertino Room.
Travel and Program Expenses:
Program Expenses:
• The City Council will, as part of its annual budget adoption process, establish a
program budget for anticipated City supported Sister City program activities.
This budget will include up to $2,500 for a Sister City with a student exchange
program of up to 9 student delegates and up to $5,000 for a Sister City with a
student exchange program of 10 or more student delegates, as funds allow. This
adopted budget, less the cost of the Sister City membership fee, will be remitted
to the Committee once an accounting of the prior year's expenditures has been
received and reviewed by the Finance Department. These funds represent the
City's sole monetary commitment each fiscal year with the exception of the items
listed above.
Travel Expenses:
• The City will pay for 50% of one trip per year for the Mayor or their designee,
provided the trip is in conjunction with an official delegation.
• All other Council travel for Sister City programs shall be funded by Sister City
Committee fundraising activities, when feasible, or by the individual traveling
councilmember, unless authorized in advance by the City Council.
• The City will budget for one Sister City delegation trip per year. The number of current
Sister City relationships will determine the rotating frequency of delegate visits (e.g. visits
to each Sister City will occur every three years when three current Sister City relationships
exist, every ten years when ten relationships exist, etc.) Travel expenses for Sister City
visits occurring outside this annual rotating schedule will be the sole responsibility of the
persons traveling.
New Affiliations:
To ensure that there is a broad base of community support for a global partnership, the
citizen committee responsible for implementing the Sister City program should include
at least 10 active Cupertino residents who are committed to making a new affiliation
successful.
No more than one Sister City relationship may be established in any given country.
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Proposal Process
The new Sister City Committee will prepare and submit the following to the City of
Cupertino:
• Detailed demographic profile of the prospective city
• Application for a formal, incorporated 501(c)(3) structure, with officers and
appropriate subcommittees
• Documentation of broad-based community support, with a minimum of 10
members on the organizing committee
• A preliminary program plan outlining objectives and funding sources
If the City Council adopts a resolution establishing a new Sister City relationship, the
City shall register that new Sister City with Sister Cities International. If the proposed
new Sister City Committee desires to operate a student exchange program (open to any
school within the Cupertino Union School District and/or Fremont Union High School
District boundaries) and demonstrates that it can meet its responsibilities as a Cit y
supported Sister City Committee, the budget for the following year shall be adjusted, if
approved by Council, to provide for financial support.
Terminating a Sister City Affiliation
While regrettable, it is sometimes necessary for a city to terminate a Sister City
affiliation. Sister City affiliations are meant to be long-standing, official city linkages
that involve extensive community participation beyond government. For a variety of
reasons, a Sister City relationship may lose community interest and support, and
Cupertino or the Sister City may opt to terminate the Sister City relationship.
If a Sister City affiliation is inactive for a period of three years and there is a lack of
community support for the Sister City relationship to continue, the City may initiate the
process to terminate the Sister City affiliation with the Sister City and Sister Cities
International. Termination process resulting from inactivity shall be administered by the City
Manager or designee, who shall inform the partner sister city of the decision through a written
letter. City Manager’s Office shall also inform the Council of the termination through an
informational memo.
FRIENDSHIP CITIES
Intent of Friendship City Affiliations:
The City recognizes the value of developing people-to-people contacts as a way to further
international communication and understanding. Friendship city partnerships can be
effective in fostering increased global cooperation and communication. Friendship cities
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may be established, however, they will not be considered official Sister Cities and are not
eligible for City funding.
New Affiliations:
All proposed Friendship City relationships must have Councilmember or community
sponsorship and be approved by the City Council. The Friendship City will submit a
Friendship City application to the City of Cupertino, which requires sponsorship from a
Council Member and a citizen' s committee to ensure the new affiliation is successful. If
approved, the City will issue a signed Letter of Intent establishing the Friendship City
relationship.
A Friendship City affiliation will be effective for two years and may be renewed
administratively every two years.
Friendship City Committee Responsibilities:
• Identify, manage, coordinate and implement all activities related to the
Friendship City program.
• Maintain communication with the affiliate Friendship City, ensuring the
counterpart is equally committed.
• Work with City staff at least one month in advance in arranging official
promotional gifts and meetings for foreign delegations. For local groups
traveling abroad and bringing city gifts, similar notice is required , unless waived
by the City Manager.
City of Cupertino Responsibilities:
Coordinated through the City Manager’s Office, the City will:
• Issue a signed Letter of Intent establishing a new Friendship City relationship in
an effort to assist international delegation visits from the Friendship City.
• Provide City promotional items typically given at community events to
government representatives from visiting countries as the budget allows. These
may include, but are not limited to: City t-shirts, pens, reusable bags, and lapel
pins, to the extent there remains a budgeted amount to purchase such gifts and
promotional items.
• Facilitate meetings with City officials.
• Conduct tours of city facilities.
Travel and Program Expenses:
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Friendship City travel and program expenses will be treated as those of international
delegations and will follow the guidelines outlined in this policy in the “Travel and Program
Expenses” section under “INTERNATIONAL DELEGATIONS.” Friendship Cities must
establish a 501(c)(3) tax exempt organization before participating in the travel program.
Renewal of Friendship City Relationship
Friendship City renewals should be requested by an official of the Friendship City with
support of the Friendship City Committee. The Friendship City Committee should submit a
renewal application, which includes:
• Intent to renew letter from Friendship City official on official letterhead.
• Summary of Friendship City delegation visits to Cupertino hosted by the Committee
over the last two years.
• Summary of Cupertino delegation visits hosted by Friendship City.
• Description of activities held and outcomes.
• How the relationship has been mutually beneficial for Cupertino and the friendship
community.
• An updated profile of the Friendship City Committee.
Notification of the intent to renew the Friendship City relationship should be sent to the City
at least 60 days in advance to ensure sufficient time to process the renewal. Renewals will be
processed administratively through the City Manager’s Office. Friendship City committees
are not required to prepare a presentation for the City Council. However, Friendship City
committees may submit presentation materials to be included as part of the renewal process.
Terminating a Friendship City Affiliation:
A Friendship City affiliation will be effective for two years. After two years the Friendship City
affiliation will automatically expire unless renewed. Renewal requests after the expiration date
has passed will be considered at the City Manager’s discretion.
While regrettable, it is sometimes necessary for a city to terminate a Friendship City
affiliation prior to the end of the two-year term. For a variety of reasons, a Friendship City
relationship may no longer be mutually beneficial, and Cupertino or the Friendship City may
opt to terminate the Friendship City relationship by notifying the City Manager’s Office in
writing,
INTERNATIONAL DELEGATIONS
Intent of International Delegations:
The City recognizes the value of developing people-to-people contacts as a way to further
international communication and understanding.
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Delegations must contact city staff at least 60 days in advance in arranging meetings,
unless waived by the City Manager.
Travel and Program Expenses:
Program Expenses -
The City Council will, as part of its annual budget adoption process, establish a program
budget for promotional items for delegations. Promotional gifts shall not exceed the cost of
$25 each.
Councilmembers on an official delegation visit to a Sister City or Friendship City typically
present a gift to the host city dignitary, such as the Mayor. This host-City dignitary gift
should not exceed $200.
Travel Expenses -
International travel shall be at the expense of the traveling Councilmember or any
accompanying staff member unless authorized in advance by the City Council.
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CITY OF CUPERTINO
Agenda Item
24-13566 Agenda Date: 3/4/2025
Agenda #: 11.
Subject: Councilmember Reports
CITY OF CUPERTINO Printed on 2/26/2025Page 1 of 1
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CITY COUNCILMEMBER REPORT
Meeting: March 4, 2025
Reporting Councilmember: Councilmember J.R. Fruen
Report Dates: 2/11/25 to 2/24/25
Item Date, Title, and Description:
Event 1. February 11, 2025 – Meeting with Representatives of SummerHill re Development
Applications – I met with representatives of SummerHill Homes about their pending
development applications in the city. It was a productive meeting and exchange of views.
Event 2. February 14, 2025 – Meeting of Council Subcommittee to Negotiate Contract with
Aleshire and Wynder for Interim City Attorney Services – Per council direction, this
subcommittee, consisting of Vice Mayor Moore and myself, met with Assistant City Attorney
Michael Woo met to discuss the negotiation of a contact with Aleshire and Wynder for Interim
City Attorney Services. The ultimate contract was approved by council at the February 19, 2025
meeting.
Event 3. February 21, 2025 – Briefing from City Staff on City Work Program Process –
Subsequent to the publication of the agenda and related materials for the March 3 council
workshop on the city work program prioritization, Councilmember Mohan and I attended a
briefing with city staff to review the revised, consolidated list of council-initiated work
program items and to discuss the prioritization process.
Event 3. February 24, 2025 – Meeting with Constituent re 20865 McClellan Road – I met with a
neighbor of this property living on Bonny Drive who sought to better understand the pending
project application at this site and opportunities for community engagement in the application
review process and how its impacts could be mitigated.
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CITY COUNCILMEMBER REPORT
Meeting: March 4, 2025
Reporting Councilmember: Councilmember Sheila Mohan
Report Dates: 2/11/25 to 2/24/25
Item Date, Title, and Description:
2/11/25 Along with city CDD staff, I participated in a meeting with representatives from
Toll Brothers, the homebuilding company. They reached out to share their proposal to build
55 units (townhomes and ADU’s) on a 15-acre property site on East Estates Drive. The
proposal will be reviewed by the Planning Commission in May/June and groundbreaking is
planned for the summer of 2026.
2/12/25 I was honored to participate in the grand opening of AlphaX Capital, a real estate
investment group that specializes in ensuring optimized returns through investing in property
acquisition, financing, construction and asset management. The company is founded by two
women with expertise in knowledge of the constantly changing real-estate landscape. The
event was attended by a large number of elected officials, including State Treasurer Fiona Ma,
State Representative Alex Lee, County Supervisors Otto Lee and Margaret Abe Koga among
others.
2/13/25 As the City’s liaison with the CUSD and FUHSD school districts, I
attended a joint strategic partnership meeting (2x2x2) to discuss items of mutual
interest, such as Safe Routes to School and Bike Paths, Finch Property, enrollment
concerns and yearlong celebration of Cupertino’s 70th anniversary. Mayor Chau
also attended.
2/13/25 As a member of the Audit Committee, I attended the Mandatory
Annual Commissioner Training. City staff, led by City Clerk, City Attorney and
City Manager made presentations on information critical to optimal functioning of
commissioners and committee members. The Brown Act and Rosenberg Rules of
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City Council Councilmember Report
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Order were explained, and staff emphasized the need to follow rules pertaining to
Form 700 (financial disclosure), attendance and civil behavior at meetings.
2/14/25 I met with Assemblymember Patrick Aherns to follow up on last
year’s issues like collaboration with De Anza re: fireworks, drone display, parking
for our school students and medical services for De Anza and the City community.
2/18/25 Council Prep session re: McClellan Road property rezoning. This was
an item that appeared on the 2/19/25 Council agenda – and involved an
inadvertent mismatch between zoning regulations and the general plan. Staff from
CDD filled in details about noticing requirements, likely responses from HCD, and
impact on the community if item was not approved by Council.
2/18/25 I attended a meeting with representatives from Summer Hill Homes
who presented their proposal to build 32 townhomes on 1.5 acres. Both staff and I
emphasized the need to retain some retail on the site.
2/18/25 As the Council representative on the Audit Committee, I, along with
Vice Mayor Moore, attended the special meeting of the Audit Committee which
focused on the budget format review presented by Baker Tilly. Several changes
were proposed, and these will be brought to the Council for discussion and
approval.
2/22/25 I was honored to participate in the ribbon cutting of Be Natural, a Jazz
and Rock music school program, which was celebrating its 3rd anniversary. The
event was organized by the Chamber of Commerce and the founder, staff and
students participated in the celebrations. I made some remarks congratulating the
music school for being a part of Cupertino and providing much needed education
and entertainment to the community.
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CITY COUNCILMEMBER REPORT
Meeting: March 4, 2025
Reporting Councilmember: Vice Mayor Kitty Moore
Report Dates: 2/11/25 to 2/25/25
Item Date, Title, and Description:
February 12, 2025. Special City Council Meeting Closed Session.
February 13, 2025. Cupertino Chamber of Commerce Lunar New Year Luncheon.
February 13, 2025. VTA Policy Advisory Committee.
Recording:
https://santaclaravta.iqm2.com/Citizens/SplitView.aspx?Mode=Video&MeetingID=
4288&Format=Agenda
Agenda Packet:
https://santaclaravta.iqm2.com/Citizens/FileOpen.aspx?Type=1&ID=4111&Inline=T
rue
February 13, 2025. Cities Association of Santa Clara County Joint Powers
Authority Legislative Action Committee.
February 13, 2025. Cities Association of Santa Clara County Board of Directors.
February 14, 2025. Staff meeting.
February 15, 2025. Tutoring Center Visit.
February 15, 2025. Presented Proclamation to Chinese Americans for the Future
Generations Lunar New Year Celebration and attended performances by
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City Council Vice Mayor Moore Report
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performing artists.
February 16, 2025. Attended Thomas Foon Chew presentation at the Alviso Yacht
Club.
February 18, 2025. Council prep. session.
February 18, 2025. Cupertino Audit Committee Meeting. Review of Budget
modification recommendations. Report by Baker Tilly available here:
https://cupertino.legistar.com/gateway.aspx?M=F&ID=36652f3e-2aa2-463a-94b0-
25ce8ecda787.pdf
February 19, 2025. Special Cupertino City Council Meeting.
February 21, 2025. Attended CWP prep session meeting.
February 22, 2025. Participated in San Jose Neighborhood Beautification project
hosted by SJ Mayor Matt Mahan.
February 22, 2025. Attended N. Blaney neighborhood meeting to here concerns.
February 22, 2025. Attended informal meeting with local legislators.
February 24, 2025. Staff meeting.
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