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01. Proposed Budget 2009-10City °f Cupertino 2oog to CUPERTI~JO May 20, 2009 To the Citizens of Cupertino, Honorable Mayor and Members of the City Council Subject: Fiscal Year 2009/10 Budget Message Enclosed please find Cupertino's fiscal year 2009/10 operating and capital improvement budgets, together with projections for the following four fiscal years. As in every year, these are balanced budgets. Proactive Financial Planning For the fourth consecutive year, Cupertino's financial picture projects a positive net operating income after debt service, internal transfers and before funding of capital projects. This positive trend is an improvement over five years ago when the City was experiencing its fourth year of recessionary trends. To counter balance economic uncertainties and proactively plan for recessionary times, the City Council adopted a Fiscal Strategic Plan in May 2006. This plan identified revenue and expenditure strategies to improve the City's ability to provide services under fluctuating economic conditions. The City has already seen the benefits of this plan in the areas ofbusiness-to-business sales tax and property tax. This year, the budget process began with a $2 million dollar revenue decrease due to the recession. I initiated a selective hiring freeze and asked departments to submit modest budgets that would maintain public services as much as possible. These measures have kept Cupertino in a positive financial position at a time when most cities throughout the state are experiencing layoffs, reorganizations or cuts in services. This year's Fiscal Strategic Plan update targets improving retail sales tax, reducing costs via "green" technology options, preserving the cell phone utility users tax and providing for long- term extra library hours funding. The Strategic Plan Committee recommendations will be available at the end of the month in time for your first budget study session. 1 Fiscal Year 06/07and 07/08 Results During fiscal year 06/07, revenue trends began to improve, especially in the area of sales and property taxes, charges for services and use of money and property. Sales tax increased as a direct result of high-tech business activities. In addition, outreach efforts brought Insight, a new business-to-business sales tax producer to Cupertino. Apple, HP and Insight were the top three sales tax producers. Another major success was the passage of State legislation, which partially reversed a 1980's decision and restored a portion of the property tax revenue previously lost to the County. City Council members were instrumental in getting this legislation approved. This Tax Equity Allocation (TEA) change provided another $1.35 million in property tax for the fiscal year. Charges for service and construction tax also were up and, as our portfolio balance increased, so did interest income. The City's audit report for the year ended June 30, :2007 showed the General Fund in a positive net income position of $.6 million with an additional $2.2 million from the sale of surplus property and loan paybacks. As for expenditures, all departments came in under-budget and our low crime rate contributed to savings in law enforcement costs. Trends improved over prior years, and the General Fund realized an operating surplus of 1.5% on a $40 million operating budget after adjustments for one-time revenues. The fiscal year 07/08 budget provided for full funding of staff positions as well as new positions to accommodate specific customer service level standards and growth in workload. Maintenance was budgeted at moderate levels and capital projects, deferred for several years, were funded. During the year, Council approved two major capital projects -the Mary Avenue Bicycle Footbridge and the first reach of the Steven's Creek Corridor Project. In addition, Parks and Recreation operations were reviewed and restructured to separate the self-supporting programs in the Enterprise Funds and readily reflect all of the programs subsidized by the General Fund. The City finished the 07/08 fiscal year with revenue exceeding expectations by $745,000 (1.8%) due to growth in sales taxes, hotel taxes and interest earnings. Development-related fees and taxes were down however, thus signaling the start of the current recessionary period. Our expenditure budgets resulted in a savings of $2.1 million (6.2%) which, when added to the revenue savings, helped fund the $11.7 million obligation from the General Fund for the capital improvement projects. Fiscal Year 08/09 Status The adopted budget for the year ending June 30, 201)9 is a balanced budget which maintains the City's reserve policy levels. City service levels have been kept intact and in some areas, including pavement management, enhanced with additional outside .revenue to address community needs. New capital improvement projects over the next five years are limited because most available funds have already been authorized for projects and project administration capacity has been fully committed. 2 Fiscal Year 08/09 Status, continued Revenue projections reflect the anticipated economic downturn which started in the fall of 2008. The recession continues to impact transient occupaJicy taxes, property transfer taxes, utility user taxes, building permits and interest earnings: Construction activity continues its slump with devf;lopers requesting extensions and phasing in plans for approved projects. Property taxes, charge; for services in the areas of engineering fees and recreation revenues, and fine revenues are witl-~standing the economic downturn. Although our sales tax looks promising, the increase is due to the fiscal year 07/08 State "true up", as actual revenues in both the retail and business-to-bu:~iness sectors are declining across the board. Year-end revenues are now forecast to be below current budget and 1 % below last year's results. However, year-to-date expenditures are down 2% from last year. Year-end budget savings will help offset the revenue weakness. Further, the St~~te's budget crisis will surely impact cities as the State Legislature fails to make the hard choices required to live within its means, especially if the proposed ballot measures do not pass in May. Fiscal Year 09/10 Highlights The budget presented to you today is balanced, not ~~nly for next fiscal year but for the next four years as well, and maintains your policy levels for economic uncertainty reserves. This is noteable when compared to other cities in Sant<< Clara County and the State. To ensure Cupertino's financial health, it is imperative that we continue to improve revenue composition, streamline operations, and control costs. To that er~d, I am recommending the following actions consistent with our Fiscal Strategic Plan: / Enhancing the Retail Sector -Economic development efforts will concentrate on the retail sector as a hedge against the more vol;~tile business-to-business sales tax. We will continue to work with the owners of our regional mall as one-third of all retail space in the city is located in Cupertino Square. Its success means important commercial services for our residents and needed sales tax doll;~rs to fund municipal programs. Additional efforts will concentrate on the vacant Mervy:ns site, the Rosebowl site and the Mainstreet Cupertino development; / Updating the Utility User Tax Ordinance -- The existing City ordinance has not been updated to accommodate current technology, and this has put cell phone utility user tax revenue of approximately $500,000 per year at risk. Recent court cases have ruled that our current, outdated language does not necessarily apply to cell phones. As approved by Council last year, an updated ordinance will be taken to the voters in the municipal election in November 2009. A successful v~~te would preserve this $500,000 per year in utility tax from this source; / Identifying long-term funding for Library Excess Hours -The Santa Clara County Library JPA has committed to funding $12'i,000 towards the $250,000 cost of keeping the library open seven days a week during this next fiscal year only, which is a direct result of our city's property assessments holding at current levels. However, we do not believe that along-term solution will be fortL~coming from the JPA. 3 Fiscal Year 09/10 Highlights, continued Therefore, the Fiscal Strategic Plan Committee will be identifying options for a revenue stream that will provide the means to maintain seven-day service on a long-term basis. As is evidenced by our library circulation numbers, this is an important facility for our constituents. / Establishing a trust fund for Retiree Medical Obligations -Staff postponed establishing a trust fund for our retiree medical obligations during this current year due to the volatility of the investment market. We plan to proceed with this approved policy decision during 09/10 as a way to save the City approximately $500,000/year in funding this long-term obligation. The adopted budget reflects the third year funding of a three-year salary and benefit package and covers future retiree medical obligations. It contains the following administrative decisions and changes for salary and benefit cost categories: - Vacant Positions -The City is currently iri a selective hiring freeze. One position has been approved for recruitment, an Equipment Mechanic, and eight positions are on hold. We will be reviewing these positi~~ns on a quarterly basis to ensure service continuity. - Changes with Existing Positions - Our Park Planner position, originally hired for a two year period to work on the Stevens Creek Corridor project is extended for another two years to work on Phase II of the project as well as several other smaller capital improvement projects. Our Code Enforcement division will be reorganized to include two Senior Code Enforcement Officers. This will acknowledge the current experience of the officers, provide backup at the senior level and enhance one-to-one mentoring. We are reclassifying a Special Programs Coordinator to a Recreation Coordinator at McClellan Ranch based on an analysis of t:he job duties being performed. And finally, the Assistant City Attorney position ha.s been included on a full-time position, providing Council maximum flexibility in providing legal services. In addition to staffing, the adopted budget includes: Park and Building maintenance Reserve for State of California raids to balance :its budget Maintenance of effort funding for pavement management Funding of a City infrastructure reserve Expanded Heart of the City/General Plan Amendment Housing Element Completion Traffic Analysis for Office & Hotel Allocation Blackberry Farm program costs -park opens July 4th Seven Day Library Service ($125,000 to be paid by SCC Library) Community Hall/City Channel equipment repla~~ement fund $534,750 915,000 750,000 100,000 130,000 50,000 50,000 301,200 250,000 100,000 4 Fiscal Year 09/10 Highlights, continued Festival use of facilities, staff, sheriff and speci;~l event fees ~ 170,470 Two School Resource Officers ($20,000 to be f~aid by the schools, 360,100 $105,000 to be paid by the State) Contribution to the Housing Trust Fund 25,000 Public Safety Commission -Safety Fair 5,000 Santa Clara County Interoperability project 4,530 National League of Cities membership and coni~erences 12,500 The following capital improvement projects have been funded during fiscal year 09/10: Pavement Management (Gas Tax, ARRA & Prop 42) $2,050,000 Blackberry Farm Infrastructure Upgrades 800,000 McClellan Ranch Blacksmith Shop 250,000 Service Center Equipment Wash Rack 150,000 McClellan Ranch Painting 85,000 Quinlan Center Repairs 30,000 Monta Vista Community Building Repairs 28,000 Wilson & Portal Park Repairs 25,000 Major capital improvement projects funded for fiscal year 09/10 and beyond include: Lawrence & Mitty Park (Saratoga Creek) Stevens Creek Corridor Park (Phase II) $1,350,000 200,000 Funding for the Mary Avenue Bicycle Footbridge acid the Stevens Creek Corridor Park (Phase I) occurred in FY 07/08. There were some requests for funding which are not included in this proposed budget: Cupertino Tennis Club request to install lighting on the five unlit courts at the Sports Center. These five courts are adjacent to the homes on Patriot way. This lighting would be in addition to the $434,000 upgrade that is underway. Housing Trust Fund request for $S0, 000 to support loans to first-time home buyers and financing for affordable housing. The proposed budget includes $25,000 for the Housing Trust Fund. 5 Conclusion I am pleased to submit to you a balanced budget: for the upcoming fiscal year 2009/10 and beyond. We are currently managing the economic downturn with a reduced revenue base that is providing us the funding for our anticipated operal:ional and capital needs. However, national economic forces and the fact that our fiscal health is strongly tied to three business-to-business sales tax producers require that we stay firm to our commitment to implement the Fiscal Strategic Plan. This means supporting economic development, embarking on new revenue sources, and continually seeking ways to deliver high customer service more efficiently. Respectfu ly submitted, ~~ ~~. David W. Knapp ~~ City Manager 6 The Fiscal Strategic Plan Committee will be meeting on May 27 to finalize the Fiscal Strategic Plan for 2009-10. A presentation will be made at the May 27 Budget ~~tudy Session. Revenue Summary Five Year Budget Forecast BUDGET SUMMARY 2009/10 Fiscal Year Estimated Estimated Balance at Operating Operating Non-operating Balance at Funds July 1 Reve:iues Expenditures Transfers June 30 General Fund $ 18,369,000 $ 40,561,000 $ (34,490,000) $ (7,493,000) $ 16,967,000 Special Revenue Funds: Storm Drain 501,000 83,000 (103,000) (60,000) 421,000 Pack Dedication Tax 598,000 1,42,9,000 - (200,000) 1,827,000 Environmental Management 132,000 357,000 (510,000) 15,000 4,000 Transportation fund 327,000 2,311,000 (3,412,000) 750,000 6,000 Housing & Community Development 1,845,000 553,000 (1,024,000) - 1,384,000 Vallco Redevelopment 236,000 670,000 (346,000) - 560,000 Fund Totals $ 3,639,000 $ 5,4,53,000 $ (5,395,000) $ 505,000 $ 4,202,000 Debt Service: Cupertino Facilities Corporation 54,000 - (3,538,000) 3,539,000 55,000 Traffic Impact 117,000 9,000 (35,000) - 91,000 Fund Totals $ 171,000 $ 9,000 $ (3,573,000) $ 3,539,000 $ 146,000 Capital Projects Funds: Capital Improvement 1,675,000 - (560,000) 660,000 1,775,000 Stevens Creek Corridor Park - - (500,000) 500,000 - Mary Ave Bicycle Footbridge - - - - - Fund Totals $ 1,675,000 $ - $ (1,060,000) $ 1,160,000 $ 1,775,000 Enterprise Funds: Resource Recovery 5,539,000 2,606,000 (2,494,000) - 5,651,000 Blackberry Farm 394,000 6.10,000 (548,000) - 486,000 Cupertino Sports Facility 54,000 1,7.18,000 (1,711,000) - 101,000 Recreation Programs 1,129,000 2,432,000 (2,416,000) - 1,195,000 Fund Totals $ 7,116,000 $ 7,4136,000 $ (7,169,000) $ - $ 7,433,000 Internal Service Funds: Information Management 1,369,000 1,2:>1,000 (1,128,000) 89,000 1,581,000 Workers' Compensation 116,000 3')4,000 (301,000) - 209,000 Equipment Replacement 1,308,000 1,015,000 (985,000) - 1,338,000 Comp Abs and Long Term Disb. 36,000 107,000 (350,000) 300,000 93,000 Retiree Medical Insurance 5,791,000 - (7,691,000) 1,900,000 - Fund Totals $ 8,620,000 $ 2,767,000 $ (10,455,000) $ 2,289,000 $ 3,221,000 1~ Total City Revenue Total City revenue for fiscal year 2009/10 is expected to be $64,051,000, a decrease of 11% from the prior year. The chart below provides ayear-to-year comparison of revenue by category. A General Fund comparison is shown on the next page of this summary and the following assumptions are included in these projections: Property Tax revenues will decline 1 % from last year because of falling real estate values in the Vallco Redevelopment Agency project area. F~°anchise Fees and Utility Taxes on various garbage, gas, electric and telecom providers will be flat or rise 2%. Transient Occupancy Taxes (TOT) on City hotels will fall by 10% because of reductions in corporate travel budgets. Licenses/Permits and Charges for Services will rise because of major new projects in the building pipeline with the latter benefiting further from the reopening of the renovated Blackberry Farm picnic grounds and new Stevens Creek Corridor Park. Use of ?Loney/Property will increase due to rising yields and interest earnings. Intergovernmental Revenue includes grant funds, gasoline taxes, and motor vehicle license fees. The 73% decrease from 2008/09 comes from the completion of two major grant-funded capital projects, the Mary Avenue Bicycle Footbridge and the Stevens Creek Corridor Park in 2009. CIP/Other Transfers, relatively unchanged from last year, are targeted for retiree medical contributions, Phase II of Stevens Creek Corridor Park, street resurfacing, and other park and building capital projects. Debt Paybacks represent the annual principal and interest due on the 2002 Certificates of Participation used to finance past park acquisitions, recreational buildings and the new library. Sales Tax, tied with Property Taxes as the City's largest source of revenue, is discussed on the next page. Total City Revenue $64,051,000 16,000,000 11,000,000 12 ,000 ,000 10 ,000 ,000 S,000.000 6,000,600 -1.000,000 2 ,000 ,000 0 .~4 ~~~ ~~ . c`' tee`' .c~ ~S zT ,acs cam" O~ ~~~" ~ S°O c{~ ~~ 1~} ode ~~. ~~~ `~~; G~.. ~.~ ~~~ ~a, ~ ~~~~ ~~ oa ~~'~ ~ ~~~ ~ e~ c ~~ ~.~ ~~ g~ 4 ~J 4~ c S° ,ci ~~~ r c~ -{ ~c `}~` of S~ ~C _~~ ~`~ w o ~ .: c i 200 S,•'09 ^ 2009;7 0 Total City Expenditures Total City expenditures for fiscal year 2009/10 are expected to be $71,396,000, mostly unchanged from last year's adopted budget. The chart below provides ayear-to-year comparison of expenditures by category. A General Fund comparison is shown on the next page. Many Special Revenue fund activities, such as Transportation, Storm Drain, Park Dedication, and Environmental Management, are admil~istered by the Public Works Department, as part of its $16.6 million City-wide budget. The Department also oversees the Resource Recovery enterprise that manages the $2.2 million City-wide solid waste collection and disposal contract. All other Enterprise fund operations are directed by the Parks and Recreation Department, which spends over $8.7 million annually to provide programs for all ages and to maintain the City's enviable cominuluty facilities at Blackberry Faun, Quinlan Community Center, Cupertino Sports Center, and Senior Center. The $4.5 million in new Capital Projects for 2009/10 is earmarked for street pavement, curbs, gutters, sidewalks, park improvements, and facility repairs and upgrades. Total City Expenditures $71,396,000 1 s.ooo,ooo ~ 16,000,000 1-1,000,000 12 ,000 ,000 10,000,000 s.ooo,ooo 6,000,000 4,000,000 2,000,000 `o`'`' ~c~S ~,~p O~ ~~`S5 ~{~' ``G~s , cG~S ~i`~~ ``tee 4~c Sosti ~~SS ^~5 .5~.~ .~~~ Q,~ ~ ~~ .~°~ ;ter g~` s~ ~'~ C.P`~l~ ~>`~~ `` a~'`J~1 .`~~~`J`, {1ct`~\ Q~v`,G ~`~~~~ ~t~\e QG ~ Q`5~ 4 ~ •~ 2 O~ ~~ a ~Q ~ C..°~ ~~ ~', ~,y ~~~~` ~~A 0~0 4 ^ 2005.09 2009 10 12 General Fund Revenue Total General Fund revenue for fiscal year 2009/10 is expected to be $40,581,000, a decline of 4% from last year. The chart below provides ayear-to-year comparison of revenue by category. Sales Tax is used for general government expenditures and is therefore accounted for entirely in the General Fund. Taxes will be down dramatically by 13% because of the recession. Our sales tax comes mostly from the business-to-business (high tech) sector, retail sales, and food products. We receive 1% of the 9.25% collected by the state. General Fund Property Tax revenues will be held to a 1 % increase over last year because of flat real estate values. Franchise Fees and Utility Taxes on various garbage, gas, electric and telecom providers will be flat or rise 2%. Transient Occupancy Taxes (TOT) on City hotels will fall by 10% because of reductions in corporate travel budgets. Licenses/Permits and Charges for Sep°vices will rise because of major new projects in the building pipeline with the latter benefiting further from the reopening of the renovated Blackberry Farm picnic grounds and new Stevens Creek Corridor Park. Use of Money/Property will increase due to rising yields and interest earnings. General Fund Revenue $40,581,000 16,000,000 _------- ---- -------------------- -- 1,000,000 - 1 >_.ooo.ooo - lo,ooo,ooo - s.ooo.ooo 6,000,000 x,000,000 - 2,000,000 - Q ®~, r cC`'` ,`~T ^c~^`` QED "' v`,`. S ~C^v `~~ ~`~ ~G '~~ ``~~~ .~~ ti JY p ~~~• OQ o200S!U9 ~IU09'lU 13 General Fund Expenditures Total General Fund expenditures for fiscal year 2009/10 are expected to be $43,041,000, about 1% higher than last year's adopted budget. General Fund expenditures, for the general operation and administration of the City, comprise over 60% of total expenditures. The General Fund budget allows for all expenditures necessary to carry out the basic activities of the City that are not provided through other funds. It includes the necessary resources to carry out police and emergency preparedness; community development through planning, building and economic development activities; public works operations, engineering and maintenance; recreational progranls and park utilization; and other general government functions such as legal, personnel, finance and administrative services. The City's debt service costs are also borne by the General Fund, as well as funding for capital projects where grant dollars are not available. General Fund Expenditures (Including Transfers) $43,041,000 ia.ooo.ooo -,-------------- ---------------------._ i i i2.ooo.ooo ?_--- ------ --__ _ -- - -_-__ ---__ -_--- io,ooo.ooo - s,ooo,ooo ~.ooo,ovo - -t .000,000 - 1,000,U0U - o _. ~_ ------ - -- ----- -- ^ 2005.'09 ~ 2009'10 o```,`J~, Q C' Y`i~`~`~~ PJ ~~`.`.~ Q" \ cam`{CC 1~`,~ N L ```tio C`C e 4° 14 REVENUE SUMMARY Property Taxes Property taxes represent 18% of overall City revenues and are estimated to be $11,849,000 for fiscal year 2009/10. $11,190,000 of the revenue goes to the general fund and $650,000 to the City's Redevelopment Agency (RDA). The RDA, created in 1.990, encompasses the regional shopping mall, Cupertino Square. Tax growth in that area stays within the RDA and is used to promote economic development that will alleviate the area's blight. 25% of the RDA tax goes toward expansion of low and moderate income housing stock throughout the City. General fund property taxes include amounts received to replace revenues lost as a result of the motor vehicle license fee rate reduction in 2004/05. Property tax revenues fluctuate with market conditions. In accordance with State law, property is assessed at actual full cash value with the maximum levy being 1 % of the assessed valuation. Increases in assessed valuation are limited to 2% annually if there is no change in property ownership, major improvements or requests for re-assessment. Assessed values normally increase greater than 2% due to property sales and new construction; however because of property valuation reassessments and appeals driven by the deep recession and declining real estate prices, redevelopment agency tax revenues will decline and general fund property tax revenues will rise only 1% in 2009/10. In 1978, voters approved the passage of Proposition 13, which froze property tax rates and limited the amount of their increase each year. Cupertino had one of the lowest property tax rates in Santa Clara County receiving $.02 for every $1.00 paid. The County then provided another $.02 as a tax equity allocation (TEA). A major success in fiscal year 2006/07 was the passage of State legislation which reversed a 1980's decision and restored a portion of our property tax revenue which had been lost to the County. City Council was nistru- mental in getting this legislation approved. This TEA change provides another $1.35 million in property tax for the fiscal year. $0.243 Cupertino Elementary $0.205 County Bond $0.164 Fremont High School Maintenance $0.148 Santa Clara County Fire District $0.065 Mid Peninsula Open Space & Various Agencies $0.063 Foothill Community College Maintenance $0.042 County Library Retirerment $0.050 City of Cupertino 15 REVENUE SUMMARY Property Taxes (continued) The TEA legislation resulted in an inequitable Educational Revenue Augmentation Fund (ERAF) obligation on those funds received. We are continuing to work on the issue with the three other cities in Santa Clara County to finish correcting the inequitable distribution of the entire property tax allocation. If successful, this would mean between $982,000 to $1,308,000 in additional property tax to the City per year. 2007/08 2008/09 2009/10 Actual Estimate Proposed REVENUE BY CATEGORY: Property Taxes REVENUE BY FUND: General Redevelopment Agency Traffic Impact 11 044.000 $11.931.000 $11.849.000 $11,190,000 650,000 9,000 $11.849.000 16 REVENUE SUMMARY Sales Tax The City's sales and use tax revenues are generated from four principal economic categories: business-to-business 67% (includes electronic equipment and software manufacturers and distributors), general retail 15%, food products 11%, and other sources 7%. Three companies in the business-to-business sector, -Apple, Hewlett-Packard, and Insight - represent over 58% of our sales tax. Apple's recent success with the iPhone, Mac, and iPod along with the 2007 establishment of an Insight regional sales office in the city resulted in strong sales tax increases in 2005 through 2007 that overc~~me the flat to declining revenues in general retail. However the recession has affected the business-to-business sector and these leading companies locally with tax declines showing up in tl ~e last half of 2008. The new 16-screen AMC theatre at Cupertino Square is ranked in the top 10 out of 90 AMC locations in the Bay Area for attendance. Howe,rer a difficult credit environment and the recession has stalled the addition of new retail and :Food tenants at the mall to take advantage of the theatre's success. A dispute with their financing; company led to a bankruptcy filing by the mall owners. In other areas of the City though, maj~~r retailers have opened including: Marukai, an Asian food market; Daiso, Japan's No. 1 livingware store, and Staples. Many new restaurants and eateries have also opened and Cupertino's economic development division has coordinated with food service operators to establish a marketing campaign and restaurant association to promote the city as a regional dining destination. Ori the other hand, the local Mervyn's clothing store and TGIFriday's restaurant closed due to company or franchise shutdowns. Symantec plans to move its corporate headquarters out of Cupertino. but will hopefully keep a sales office in the City. Overall sales taxes are anticipated to bottom out with a decline of 13% in 2009/10, but as the economy begins to recover in 2010, sales taxes arf; forecasted to resume modest growth after that. The following schedule shows a per capita comparison of sales tax for the cities in Santa Clara County and overall for California. Although Cupertino is one of the highest in tax earned per capita at $263, it by far has the highest concentr~~tion of the tax in the volatile business-to- business sector at $175, or nearly 2/3 of the tax ba:ce. A key goal of the City's long-term fiscal strategic plan is to diversify by building up the gener~~l retail and food product sectors. 17 REVENUE SUMMARY Sales Tax (continued) Saratoga ~! ^~ -. Sauta Clara - --- ----- - San Toe --- Palo alto Riountaiu t ie,v ~ ~ ---- sBusiuetoBttsine~s Alor;au FIilI ~` ~ ' 1\Ioute Sereuo - -j-- ~ ----- ~------ i ^ General Retail rlilpitas -- - - ~ Food Products Los csatos ~ i ~ Tran,:ytc,rtatian Los3ltos ' ~ ~-- ~! C'ou:~tmction Crilro~• i ~- 1\iiscellaueous Cupertino ~ - Cautpbell - -- ------ Sauta Clara. . ~ ~ ~ ` ~-- --. C:tliforuia - ~ SO $SO $100 $1~0 $2 00 $2~0 $300 Source: Alum FirtaucKal, LLC Heading toward this goal, the Council has approved 400,000 square feet of new or replacement retail currently planned or in process, including new retail at the Marketplace, Rose Bowl, Main Street Cupertino, the Oaks, and Cupertino Village. As the credit crunch eases and commercial development resumes, such a realized build-out will help balance retail sales with our business- to-business revenues. Sales taxes are tied with property taxes as the City's largest source of revenue and are budgeted at $11,649,000 for 2009/10, representing 18% of total revenues. 2007!08 2008/09 2009/10 Actual Estimate Proposed REVENUE BY CATEGORY: Sales Tax REVENUE BY FUND: 13,155,000 $13,390,000 $11,649,000 General 11.649.000 18 REVENUE SUMMARY Other Taxes The principal components of Other Taxes include utility user, franchise, transient occupancy, and construction taxes. Development impact fees are also included. The utility user tax, which was approved by voters in 1990, is assessed on gas, electricity and telecommunication service provided within the City's jurisdiction at a rate of 2.4% of billed charges. It is a general tax that can be used for any purpose. The following chart shows that the City's tax rate is generally lower than that of other cities within Santa Clara County. In March 2002, voters approved extending the utility tax's su~iset date from 2015 to 2030. This extension corresponded with the extended debt maturity date; resulting from the refinancing of debt for capital improvement projects. Utility user taxes are budgeted to be $3,366,000, up 2% compared to the previous year's projections. To maintain tax revenues currently received from telecom services, the City plans to place a measure on the November 2009 ballot to make the current ordinance up to date with the changing technology ire this area. Utility User Tax Comparison Sales/Hotel Tax Comparison Gas/Electric Cable Water Phone Sales Tax TOT Morgan Hill -- -- -- -- 9.25% 10% Santa Clara -- -- -- -- 9.25% 9.5% Campbell -- -- -- -- 9.50% 10% Milpitas -- -- -- -- 9.25% 10% .Sunnyvale 2.0% -- -- 2.0% 9.25% 9.5% Cupertino 2.4% -- -- 2.4% 9.25% 10% Mountain View 3.0% -- -- 3.0% 9.25% 10% Los Altos 3.5% 3.5% 3.5% 3.5% 9.25% 11% Palo Alto 5.0% -- 5.0% 5.0% 9.25% 12% Gilroy 5.0% 5.0% -- 5.0% 9.25% 9% San Jose 5.0% 5.0% 5.0% 4.5% 9.25% 10% Franchise fees are received from cable, garbage, water, gas and electricity franchisees that operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues depending on each particular agreement. Franchise fee revenues, estimated to be $2,630,000 for fisca12009/10, have been flat in recent years. Park dedication fees are paid by developers to address the need for additional parkland resulting from new residential development. It is paid in-lieu of providing the necessary new open space acreage. Revenues can vary greatly from year-to-year depending on the timing and size of projects. Estimated revenue for fiscal year 2009/10 increases substantially to $1,400,000 primarily from a large project in the Rose Bowl area. 19 REVENUE SUMMARY Other Taxes (continued) Transient occupancy taxes (TOT) are levied on four hotels located in the City at the rate of 10% of room revenues. The 2009/10 taxes in this category are budgeted at $2,394,000 reflecting a 10% decline from 2008/09's already weak numbers. Corporate expense cutbacks caused a downward trend in these taxes beginning in November 2008 and we anticipate this decline to extend into 2009/10. Three new hotels have been discussed for the future, but only one seems to be at this point far enough along in the planning ~~rocess to consider an impact from it in the City's five-year revenue plan. Housing mitigation fees are assessed against new residential, office, industrial, hotel, retail and research and development construction to address th~~ affordable housing impact of the additional square footage. Funds go toward the City's below-market rate housing programs. Revenues have been down recently because of the building downturn. Construction and other taxes of $1,500,000 for 2009/10 reflect taxes for business licenses, property transfers, and construction. Revenues will be unchanged from the prior year. although construction taxes will rise because of Main Street Cupertino, the new hotel, and One Results Way while property transfer taxes will continue its recent falloff due to the housing slump. 2007/08 2008/09 2009/10 Actual Estimate Proposed REVENUE BY CATEGORY: Utility Tax Franchise Fees Transient Occupancy Tax Park Dedication Fee Housing Mitigation Fee Construction & Other Taxes $ 3,176,000 $ 3,300,000 $ 3,366,000 2,~~47,000 2,630,000 2,630,000 2,712,000 2,660,000 2,394,000 173,000 300,000 1,400,000 2.82,000 50,000 50,000 1,4.86,000 1,500,000 1,500,000 10 3 76,000 $10,440,000 $11,340,000 REVENUE BY FUND: General Housing & Community Development Park Dedication $ 9,890,000 50,000 1,400,000 $11.340.000 20 REVENUE SUMMARY Licenses and Permits Licenses and permits represent 8% of total general fund operating revenues. This category includes fees for reviewing'building plans and inspecting construction, tenant improvements and commercial/residential installations for compliance with state and municipal building codes. Commercial and residential development has been weak because of the housing recession, growth of available office space in the Silicon Valley, difficulties in obtaining construction financing, and due to voter referendums the past several years which sought to limit setback, height and density of new construction and the building of condominiums. Some developers have hesitated to invest in Cupertino for fear that their project will not be approved or will be reversed by voter referendum. Expect to see a positive effect of new projects -One Results Way, Main Street Cupertino, Rose Bowl, ahotel -that appear to be moving along in the planning process. 2007/08 2008/09 2009/IO Actual Estimate Proposed REVENUE BY CATEGORY: Licenses and Permits $2 656,000 $2,980.000 $3,210,000 REVENUE BY FUND: General $3,210,000 21 REVENUE SUMMARY Revenues From Use of Money and Property This revenue category represents 3% of total City rf;venues and is comprised of interest earnings on City funds, facility and concession rents on City-owned property, and principal repayments and interest on housing loans. Investment earnings are a function of the amount of excess cash available for investment, current interest rates, and composition of investments. The (~ity's investment policy requires investments to be made in this order of priority: safety, liquidity., and yield. The unprecedented turmoil in the financial markets necessitated a weighting of the portfolio toward safety, but naturally this comes at a cost of lower average yield. The Federal Reserve drove short-term target interest rates down to almost zero in an attempt to unfreeze credit markets. In addition, average cash balances declined due to capital spending on two major infrastructure projects -the Mary Avenue Bicycle Footbridge and Stevens Creek Corridor Park. As ~i result, use of money and property earnings for 2008/09 will end up 38% below 2007/08 numbers with such. revenues growing 5% in 2009/10 to $2,040,000 based on rising yields and steady cash balances because of the project completions in 2008/09. 2f-07/08 2008/09 2009/10 Actual Estimate Proposed REVENUE BY CATEGORY: Investment Earnings Property Rentals Loan Repayment $2,'i00,000 $1,347,000 $1,416,000 'i51,000 533,000 579,000 64,000 43,000 45,000 ~l 15.000 $1.923,000 $2.040.000 REVENUE BY FUND: General Resource Recovery Transportation Housing and Community Development Recreation Programs Other Funds $1,391,000 187,000 66,000 77,000 77,000 242,000 2 040 000 22 REVENUE SUMMARY Intergovernmental Revenues Intergovernmental revenues will comprise 5% of tY-e City's total revenues in 2009/10. Recent revenues have consisted of state motor vehicle licen:>e fees, state gasoline taxes, and federal, state and local grants for housing programs and capital ~~rojects such as the Stevens Creek Corridor Park, Mary Avenue Bicycle Footbridge and the City's pavement management program. Major grants come from Federal Housing and Ur),~an Development, the Federal Highway Administration, Proposition 1B, the Valley Transportation Authority, the Santa Clara Valley Water District and the Urban Park Act. This revenue fluctuates depending on grant awards. Cupertino received $887,000 in state Proposition 1B bond money and $330,000 in federal Surface Transportation Program dollars to augment gasoline tax and general fund dollars dedicated to the city's street resurfacing program. The City has applied for an allocation of $800,000 from the Federal 2009 American Reco~~ery and Reinvestment Act toward similar purposes. 2007/08 2008/09 2009/10 Actual Estimate Proposed REVENUE BY CATEGORY: Gasoline Taxes Proposition 1 B Bonds Stevens Creek Corridor Park grants Mary Avenue Footbridge grants Vehicle License Fees Community Development Block Grants Federal Highway Administration Other Intergovernmental $983,000 $1,389,000 $1,475,000 F~87,000 0 0 0 3,448,000 0 5,_`45,000 4,642,000 0 267,000 210,000 170,000 124,000 405,000 391,000 0 330,000 800,000 ~~04,000 1,004,000 259,000 $8 ~ 10.000 $11.428,000 $3.095.000 REVENUE BY FUND: General Fund Transportation Housing & Community Development Resource Recovery $415,000 2,275,000 391,000 14,000 $3.095.000 23 REVENUE SUMMARY Charges for Services Due to the nature of the services provided, most of the activity in this category is accounted for in enterprise funds. As such, the City attempts to recover the cost of the services provided through user charges. Solid waste collection and management are provided by the City's franchisee, Los Altos Garbage Company, while recreational programs at the Cupertino Sports Center, Quinlan Community Center, Senior Center, Blackberry Farm, McClellan Ranch and City parks are either considered enterprises or general fund supported. Recreational revenues have been resilient through the recession. The renovated Blackberry F~~rm picnic grounds will reopen in July 2009, in conjunction with the new Stevens Creek Corridor Park, resulting in higher 2009/10 revenues. Zoning and planning permit revenues for new df;velopments will rise in 2009/10 from the projects mentioned in the Licenses and Permits section of this Revenue Summary. Charges for services, representing 14% of total City revenues, are estimated to be $8,992,000 for the 2009/10 fiscal year. 2C-07/08 2008/09 2009/10 Actual Estimate Proposed REVENUE BY CATEGORY: Planning, Zoning & Engineering Permits Solid Waste Service Charges Blackberry Farm Recreation Fees Cupertino Sports Center Fees Cultural, Youth, Teen, Physical, and Nature Recreation Fees Senior Center Fees Other $ 003,000 $ 870,000 $ 940,000 2;.?55,000 2,358,000 2,405,000 ti24,000 640,000 917,000 1,600,000 1,689,000 1,734,000 2,~~99,000 2,508,000 2,408,000 :299,000 500,000 500,000 _ 55,000 80,000 88,000 ~8 '_'_-535 000 58.645.000 $8.992.000 REVENUE BY FUND: General Resource Recovery Enterprise Blackberry Farm Enterprise Cupertino Sports Center Enterprise Recreation Programs Enterprise $1,834,000 2,405,000 614,000 1,734,000 2.405.000 $8.992,000 24 REVENUE SUIVZMARY Fines and Forfeitures Fines result from vehicle, parking, and miscella~Zeous code violations carried out by the County Sheriff and by the City's Code Enforcement division. Efforts to increase seat belt usage, decrease red light violations, and increase school safety have led to an increase in fines. 2007/08 2008/09 2009/10 Actual Estimate Proposed REVENUE BY CATEGORY: Fines and Forfeitures $722.000 X820.000 $902.000 REVENUE BY FUND: General 902 000 2~> REVENUE SUMMARY Miscellaneous Revenues Miscellaneous revenues consist of parcel taxes and development fees for managing storm drain runoff along with various donations and other revenues. Fiscal 2009/10 proposed amounts are mostly unchanged at $515,000. 2007/08 200$/09 2009/10 Actual Estimate Proposed REVENUE BY CATEGORY: Development Fees Parcel Tax Miscellaneous REVENUE BY FUND: General Fund Storm Drain Environmental Management $ 50,000 $ 55,000 $ 50,000 ?65,000 365,000 365,000 85,000 100,000 100,000 $~~00,000 $520.000 $515.000 $100,000 50,000 365,000 $515.000 26 REVENUE SUMMARY Interdepartmental Revenues Interdepartmental revenues consist . of interdep;~rtmental service charges and transfers. Interdepartmental service charges arise from the centralized administration of certain activities the costs of which are allocated to the various City departments benefited. The City uses internal service funds to account for the provision of these services and the related charges. Transfers can be used to fund debt service, capital projects, and equipment purchases, or can be used to subsidize other one-time outlays of another fund. Transfers-in of $7,753,000 for 2009/10 are primarily used to fund $3,538,000 in debt service payments, $1,911,000 in capital projects, and $1,900,000 in retiree medical benefit contributions. 2007/08 2008/09 2009/10 Actual Estimate Proposed REVENUE BY CATEGORY: Transfer-In of Funds Interdepartmental Service Charges: Insurance Premiums Equipment Usage Information Technology Usage $21,:56,000 $7,710,000 $7,753,000 ~t43,000 358,000 489,000 F~99,000 1,102,000 985,000 ~-09,000 1,066,000 1,231,000 23 ~F07 000 $10.236.000 $10.458.000 REVENUE BY FUND: Cupertino Facilities Corporation Retiree Medical Information Technology Equipment Replacement Transportation Capital Improvement Funds Stevens Creek Corridor Park Capital Project Compensated Absence/Long-term Disability Workers' Compensation Environmental Management $3,538,000 1,900,000 1,320,000 985,000 750,000 661,000 500,000 405,000 384,000 15,000 10.45 8.000 27 REVENUE SUMMARY Fund Balance Reserves The City Council has established reserve policy levels for various capital and contingency purposes as follows: Economic Uncertainty I $1.2,500,000 For disaster contingencies, economic downturns, and major unforeseen outlays. Economic Uncertainty II $915,000 For ;Mate borrowing of local funds under Propo;~ition lA or other shifts of monies to address state budget deficits. Utility Users Tax $1,600,000 Contingency for revenue lost due to the failure to adopt a modern utility users tax ordinance for telecommunications. Capital Improvement $5,000,000 Reser<~es set aside for future capital projects. Infrastructure $100,000/year Funds for citywide infrastructure improvements. Undesignated $500,000 For mid-year budget adjustments and re- deployment into the five year budget. In fiscal 2009/10, $1,551,000 in general fund unciesignated reserves is used for new capital projects and $100,000 is added to infrastructure re~;erves. The remaining undesignated reserves are needed to maintain the long-term general fund commitment toward pavement management. 2007/08 2008/09 2009/10 Actual Estimate Proposed RESERVES BY CATEGORY: Economic Uncertainty I Economic Uncertainty II Utility Users Tax Capital Improvement Infrastructure Undesignated RESERVES BY FUND: General Capital Improvement $12,_`00,000 $12,500,000 $12,500,000 0 915,000 915,000 1,()70,000 1,600,000 1,600,000 ~>00,000 699,000 699,000 Ei00,000 900,000 1,000,000 2,Ei08,000 3,354,000 1,952,000 17 Ei78,000 $19,968,000 $18,666,000 $16,967,000 1,699,000 18,666.000 28 Summary of Employees By Department so.oo 7 0 0. 0 60 00 . 50 00 . 40 00 . 0 00 . 3 20 00 . 10.00 0 00 . 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 ^CounciUCommissions ^.4dministration ^Public(Endvonmental Affairs ^Aduuniatrative Senices ^Pazks and Recreation OCommunity Development ^Public R~orks 30 Employee Summary Trend Analysis Council and Commissions During the 2006-07 budget preparations, City Cc-uncil requested inclusion of all staff time associated with commissions for consistency in recording purposes. Administration The Administration Department has had minimal ch;~rrges over the past six years. Public and Environmental Affairs Staffing in the Public Information Department includes adding a Media Coordinator position in 2006-07 and a City Hall Receptionist in 2007-08. An Environmental Affairs Coordinator was added in 2008-09 with a funding re-allocation of 40 percent of that position to Environmental Management in fiscal year 2009-10. Administrative Services During fiscal years 2006-07 to 2008-09 the Administrative Services Department had several changes in staffing including the addition of an [T Assistant, the transfer of the City Hall Receptionist position from the City Clerk's office to Public and Environmental Affairs, and a part-time Code Enforcement Officer to full-time. ~- Human Resources Analyst was also added in 2008-09 to accommodate the increased workload. During 2009-10, Code Enforcement was restructured to reflect two Senior Code Enforcement Officers based on experience and job duties. Parks and Recreation Parks and Recreation has changed staffing due to riew programs and restructuring. Continued consolidation of contract maintenance efforts allowed for the reduction of one (vacant) Maintenance Worker position at Blackberry Farm i:z 2004-05. In 2006-07 a Facility Attendant was added to service the new Community Hall and a Recreation Coordinator was eliminated at Blackberry Farm. During 2007-08, the department eliminated a Recreation Supervisor, replaced the position with atwo-year term Park Planner, and closed Blackberry Park operations during the reconstruction of the park. In 2008-09, the Park Planner position was moved to Public Works and a Building Attendant was added for Community Hall. Finally, during 2009-10 a Special Programs Coordinator was reclassified to a Recreation Coordinator based on a review of the required duties of the position. 31 Community Development For fiscal year 2006-07 an Economic DevelopmenlJRDA Manager was authorized as well as a Counter Specialist. The Economic Development/RI)A Manager was hired with the position split between the Redevelopment Agency and Community Development. In 2007-08, an Assistant Planner was added due to the growing workload. Public Works The Public Works Department has had minimal increases over the past six years. In 2006-07 a Traffic Technician was upgraded to a Senior Civil Engineer and in 2008-09 a Senior Traffic Technician was upgraded to Associate Civil Engi~ieer. Finally, in 2009-10 the Park Planner position was extended for two more years to facilitate the Stevens Creek Corridor Phase II project. 32 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions 2003-04 2004-OS 2005-06 2006-07 CITY COUNCIL/COMMISSIONS City Council Fine Arts Commission Technology, Information & Communications Commission Parks and Recreation Commission Teen Commission Housing Commission Library Commission Senior Commission Public Safety Commission Bicycle and Pedestrian Commission Planning Commission ADMINISTRATION City Manager Community Outreach City Attorney PUBLIC AND ENVIRONMENTAL AFFAIRS Community Relations Cupertino Scene Government Channel City Website Environmental Affairs ADMINISTRATIVE SERVICES Administration Accounting Business Licensing City Clerk Duplicating and Printing Human Resources Insurance Administration Code Enforcement Information Technology 0.40 0.40 0.40 0.40 0.10 0.10 0.10 0.10 0.05 0.05 0.05 0.05 0.10 0.10 0.10 0.10 0.15 0.15 0.15 0.15 0.00 0.00 0.00 0.05 0.00 0.00 0.00 0.02 0.00 0.00 0.00 0.02 0.00 0.00 0.00 0.03 0.00 0.00 0.00 0.03 0.00 0.00 0.00 0.45 0.80 0.80 0.80 1.40 1.45 1.50 1.50 1.40 0.50 0.50 0.50 0.50 2.70 2.70 2.70 2.40 4.65 4.70 4.70 4.30 0.75 0.75 0.75 0.75 0.40 0.40 0.40 0.40 3.25 2.25 2.25 3.40 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 4.40 4.40 4.40 5.55 1.90 1.95 1.95 1.94 4.40 4.40 4.40 4.39 0.50 0.50 0.50 0.50 3.90 3.90 3.90 3.90 0.60 0.60 0.60 0.60 2.70 2.70 2.70 2.70 0.30 0.30 0.30 0.30 3.00 3.00 3.00 3.30 3.00 3.00 3.00 4.00 20.30 20.35 20.35 21.63 33 2007-08 2008-09 2009-10 0.40 0.40 0.50 0.10 0.10 0.10 0.05 0.10 0.10 0.10 0.10 0.10 0.15 0.15 0.15 0.05 0.05 0.05 0.02 0.02 0.02 0.02 0.01 0.00 0.03 0.00 0.00 0.03 0.02 0.00 0.45 0.45 0.45 1.40 1.40 1.47 1.40 1.40 1.40 0.50 0.50 0.50 2.40 2.95 3.00 4.30 4.85 4.90 1.85 1.90 1.80 0.35 0.35 0.35 3.30 3.30 3.30 1.00 0.90 0.90 0.00 1.00 0.60 6.50 7.45 6.95 1.94 1.94 1.94 4.39 4.40 4.40 0.50 0.50 0.50 2.90 2.90 2.90 0.60 0.60 0.60 2.55 3.54 3.49 0.45 0.45 0.50 4.55 4.00 4.00 4.00 4.00 4.00 21.88 22.33 22.33 34 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions 2003-04 2004-OS 2005-06 2006-07 PARKS AND RECREATION Administration Facilities/Community Events Youth & Teen/McClellan Ranch Park Sports & Fitness/Golf Course Senior Center/Stevens Creek Trail Blackberry Farm COMMUNITY DEVELOPMENT Administration Planning Housing Services Building Economic Development/RDA PUBLIC WORKS Administration Environmental Management Engineering Services Service Center Grounds Streets Facilities Transportation General Services TOTAL PERMANENT, BENEFITED POSITIONS 1.90 1.90 1.90 1.89 7.00 7.00 7.00 7.55 3.35 3.35 3.35 3.35 5.50 5.50 5.50 5.50 7.50 7.50 7.50 7.69 7.88 6.88 6.88 5.98 33.13 32.13 32.13 31.96 1.49 1.49 1.49 1.3 9 6.96 7.04 7.04 7.76 0.90 0.90 0.90 0.81 11.40 11.40 11.40 11.90 0.00 0.32 0.32 0.92 20.75 21.15 21.15 22.78 3.25 3.25 3.00 3.23 2.17 3.02 3.27 3.02 5.75 5.75 5.75 5.68 2.20 2.20 2.20 2.20 18.40 18.40 18.40 18.40 22.70 22.45 22.45 22.45 7.30 7.60 7.60 7.60 4.35 4.35 4.35 4.35 4.10 4.20 4.20 4.20 70.22 71.22 71.22 71.13 154.25 154.25 154.75 158.75 35 2007-08 2008-09 2009-10 2.89 1.90 2.00 8.60 9.60 9.60 4.88 4.88 4.88 6.00 6.00 6.00 7.39 7.39 7.30 2.00 1.00 1.00 31.76 30.77 30.78 1.39 8.28 0.79 11.90 1.42 1.39 7.78 0.79 11.90 1.92 1.39 7.77 0.80 11.90 1.87 23.78 23.78 23.73 3.23 3.35 3.35 3.02 3.02 3.57 5.68 6.72 6.72 2.20 2.20 2.20 18.15 18.30 18.30 22.20 21.90 21.75 7.50 7.90 7.90 4.75 4.23 4.25 4.40 4.55 4.55 71.13 72.17 72.59 160.75 162.75 162.75 36 FUND BALANCE TRENDS Current ~ Five Year Forecast (in thousands) 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 Beginning Balance at July 1 Operating Activity: $ 16,998 $ 18,369 $ 16,967 $ 16,593 $ 15,689 $ 15,482 Estimated Operating Revenues 41,689 40,581 42,590 44,665 46,685 48,817 Estimated Operating Expenditure Savings 2,000 1,000 0 0 0 0 Change in Encumb/Loans/Pub Access 56 58 60 65 66 68 Estimated Operating Expenditures (35,838) (35,548) (36,535) (39,257) (40,407) (42,006) Net Operating Activity 7,907 6,091 6,115 5,473 6,344 6,880 Debt Service (3,537) (3,538) (3,533) (3,534) (3,539) (3,535) Retiree Medical (1,946) (1,900) (1,500) (1,500) (1,500) (1,500) Net Operating Activity after Long-Term 2,424 653 1,082 439 1,305 1,845 Obligations Transfers Out to Other Funds: Infrastructure Reserve (100) (100) (100) (100) (100) (100) Information Technology Fund (332) (89) (200) (200) (300) (300) Compensated Absence (400) (300) (200) (100) (100) (100) Equipment Fund (45) 0 (45) (45) (45) (45) Environmental Management 0 (15) (161) (201) (218) (235) Net Income/(Loss) After Transfers 1,547 149 376 (207) 542 1,065 One Time Revenues: Traffic Impact -close out fund 0 0 0 54 0 0 Income/(Loss) before Capital Projects 1,547 149 376 (153) 542 1,065 Proposed Capital Projects: Capital Projects 0 (501) 0 0 0 0 Stevens Creek Corridor Park 0 (300) 0 0 0 0 Transportation Projects & Maintenance (750) (750) (750) (750) (750) (750) Capital Project Savings 574 0 0 0 0 0 Income/(Loss) 1,371 (1,402) (374) (903) (208) 315 Ending Balance at June 30 Reserves: Economic Uncertainty Economic Uncertainty I Economic Uncertainty II $ 18,369 $ 1 b~,967 $ 16,593 $ 15,689 $ 15,482 $ 15,796 Policy 12, 500 12,500 12.,500 12, 5 00 12,500 12, 500 12, 5 00 915 915 915 915 915 915 915 13,415 13,415 13,415 13,415 13,415 13,415 13,415 UUT 1,600 1,600 1,600 1,600 1,600 1,600 1,600 Undesignated 500 3,354 1,952 1,578 674 467 781 2,100 4,954 3,552 3,178 2,274 2,067 2,381 Total Reserves $15,515 $ 18,369 $ 1ty967 $ 16,593 $ 15,689 $ 15,482 $ 15,796 37 FUND BALANCE TRENDS Current 8 Five Year Forecast (in thousands) SPECIAL REVENUE FUNDS STORM DRAIN Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Capital Projects Transfers Out Ending Balance at June 30 PARK DEDICATION Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Transfers Out Capital Projects Ending Balance at June 30 ENVIRONMENTAL MANAGEMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Transfers In Ending Balance at June 30 TRANSPORTATION Beginning Balance at July 1 Estimated Operating Revenues GrantsBonds Estimated Operating Expenditures Net Operating Activity Transfers In Estimated Operating/Capital Savings Capital Projects Ending Balance at June 30 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 $ 1,055 $ 501 $ 421 $ 29 $ 39 $ 49 85 83 84 84 85 86 (121) (103) (75) (75) (75) (75) (493) 0 (400) 0 0 0 (25) (60) 0 0 0 0 $ 501 $ 421 $ 29 $ 39 $ 49 $ 60 $ 334 $ 598 $ 1,827 $ 957 $ 1,187 $ 118 314 1,429 230 230 231 231 0 0 0 0 0 0 314 1,429 230 230 231 231 0 (200) (1,100) 0 (1,300) 0 (50) 0 0 0 0 0 $ 598 $ 1,827 $ 957 $ 1,187 $ 118 $ 349 $ 216 $ 132 $ 4 $ 4 $ 4 $ 4 367 367 (451) (510) 367 (528) 367 (568) 367 367 (585) (603) (84) (143) (161) (201) (218) (235) 0 15 161 201 218 235 $ 132 $ 4 $ 4 $ 4 $ 4 $ 4 $ 3,950 $ 327 $ 6 $ 117 $ 149 $ 173 1,449 1,541 1,603 1,620 1,636 1,653 430 800 837 0 0 0 (831) X752) (779) (837) (862) (888) 1,048 1,589 1,661 782 774 765 775 750 750 750 750 750 0 140 0 0 0 0 (5,446) (2,800) (2,300) (1,500) (1,500) (1,500) $ 327 $ 6 $ 117 $ 149 $ 173 $ 188 38 FUND BALANC E TRENDS Current 8~ Five Year Forecast (in thousands) 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 SPECIAL REVENUE FUNDS HOUSING & COMMUNITY DEVELOPMENT Beginning Balance at July 1 $ 3,733 $ 1,845 $ 1,384 $ 1,069 $ 925 $ 730 Estimated Operating Revenues 568 563 603 823 795 796 Estimated Operating Expenditures (2,456) (1,024) (917) (967) (989) (1,011) Ending Balance at June 30 $ 1,845 $ 1,384 $ 1,069 $ 925 $ 730 $ 516 REDEVELOPMENT AGENCY Beginning Balance at July 1 $ (67) $ 236 $ 560 $ 553 $ 550 $ 567 Estimated Operating Revenues 824 670 600 631 663 1,110 Estimated Operating Expenditures (521) (346) (358) (384) (396) (408) Capital Projects/Affordable Housing Debt 0 0 (250) (250) (250) (500) Ending Balance at June 30 $ 236 $ 560 $ 553 $ 550 $ 567 $ 769 39 FUND BALANCE TRENDS Current 8~ Five Year Forecast (in thousands) 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION Beginning Balance at July 1 $ 52 $ 54 $ 55 $ 55 $ 55 $ 56 Estimated Operating Revenues 2 2 2 2 2 2 Transfers In 3,537 3,538 3,533 3,534 3,539 3,535 Debt Service (3,537) (3,540) (3,535) (3,536) (3,541) (3,537) Ending Balance at June 30 $ 54 $ 55 $ 55 $ 55 $ 56 $ 56 TRAFFIC IMPACT Beginning Balance at July 1 $ 117 $ 117 $ 91 $ 54 $ 0 $ 0 Estimated Operating Revenues 37 9 0 0 0 0 Debt Service/Close-Out (37) (35) (37) (54) 0 0 Ending Balance at June 30 $ 117 $ 91 $ 54 $ 0 $ 0 $ 0 40 FUND BALANCE TRENDS Current & Five Year Forecast (in thousands) 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROJECTS Beginning Balance at July 1 $ 5,396 $ 0 $ 0 $ 0 $ 0 $ 0 Transfers In 1 561 0 0 1,300 0 Transfers Out (574) 0 0 0 0 0 Grants/Other Income 606 0 0 0 0 0 Capital Projects (5,429) (561) 0 0 (1,300) 0 Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 CAPITAL RESERVES Beginning Balance at July 1 $ 1,576 $ 1,675 $ 1,775 $ 1,875 $ 1,975 $ 2,075 Transfers Into Infrastructure Reserves 100 100 100 100 100 100 Transfers Into Capital Reserves 0 0 0 0 0 0 Transfers Out (1) 0 0 0 0 0 Grants/Other Income 0 0 0 0 0 0 Ending Balance at June 30 $ 1,675 $ 1,775 $ 1,875 $ 1,975 $ 2,075 $ 2,175 Reserves: Policy Infrastructure $100/yr 900 ],000 1,100 1,200 1,300 1,400 Capital Improvement $5,000 699 699 699 699 699 699 Designated projects 76 76 76 76 76 76 Total Reserves $ 1,675 $ 1.,775 $ 1,875 $ 1,975 $ 2,075 $ 2,175 STEVENS CREEK CORRIDOR PARK Beginning Balance at July 1 $ 7,879 $ 0 $ 0 $ 0 $ 0 $ 0 Grants/Other Income 3,448 0 0 0 0 0 Transfers from GF/Park Dedication 0 500 1,100 0 0 0 Capital Projects (11,327) (500) (1,100) 0 0 0 Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 MARY AVENUE BICYCLE FOOTBRIDGE Beginning Balance at July 1 $ 1,918 $ 0 $ 0 $ 0 $ 0 $ 0 Grants 4,642 0 0 0 0 0 Capital Projects (6,560) 0 0 0 0 0 Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 41 FUND BALANCE TRENDS Current ~ Five Year Forecast (in thousands) 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 ENTERPRISE FUNDS RESOURCE RECOVERY Beginning Balance at July 1 $ 5,464 $ 5,539 $ 5,651 $ 5,729 $ 5,665 $ 5,572 Estimated Operating Revenues 2,542 2,606 2,658 2,711 2,765 2,820 Estimated Operating Expenditures (2,467) (2,494) (2,581) (2,775) (2,858) (2,943) Net Operating Activity 75 112 77 (64) (93) (124) Ending Balance at June 30 $ 5,539 $ 5,651 $ 5,729 $ 5,665 $ 5,572 $ 5,448 BLACKBERRY FARM GOLF COURSE Beginning Balance at July 1 $ 306 $ 394 $ 486 $ 571 $ 627 $ 678 Estimated Operating Revenues 666 640 652 665 679 692 Estimated Operating Expenditures (578) (548) (567) (609) (628) (646) Net Operating Activity 88 92 85 56 51 46 Ending Balance at June 30 $ 394 $ 486 $ 571 $ 627 $ 678 $ 724 CUPERTINO SPORTS CENTER Beginning Balance at July 1 $ 194 $ 54 $ 101 $ 140 $ 139 $ 157 Estimated Operating Revenues 1,711 1,758 1,810 1,904 1,979 2,057 Estimated Operating Expenditures (1,740) (1,712) (1,771) (1,904) (1,961) (2,020) Net Operating Activity (29) 46 39 (0) 18 37 Capital Projects (111) 0 0 0 0 0 Ending Balance at June 30 $ 54 $ 101 $ 140 $ 139 $ 157 $ 194 RECREATION PROGRAMS Beginning Balance at July 1 $ 1,885 $ 1,129 $ 1,195 $ 1,337 $ 1,400 $ 1,490 Estimated Operating Revenues 2,560 2,482 2,532 2,631 2,735 2,843 Estimated Operating Expenditures (2,336) (2,308) (2,389) (2,568) (2,646) (2,725) Net Operating Activity 224 174 143 63 90 118 Capital Projects (980) x;108) 0 0 0 0 Ending Balance at June 30 $ 1,129 $ 1,195 $ 1,337 $ 1,400 $ 1,490 $ 1,608 Reserves: Undesignated 829 895 887 800 740 708 Designated for Infrastructure/Repairs 0 0 150 300 450 600 Workers Compensation 300 300 300 300 300 300 Total Reserves $ 1,129 $ 1,195 $ 1,337 $ 1,400 $ 1,490 $ 1,608 42 FUND BALANCE TRENDS INTERNAL SER MICE FUNDS INFORMATION TECHNOLOGY Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Transfer In--General Fund Depreciation Reserve Capital Outlay -New & Replacement Ending Balance at June 30 WORKERS' COMPENSATION Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 Current & Five Year Forecast (in thousands) 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 $ 1,520 $ 1,369 $ 1,581 $ 1,800 $ 2,034 $ 2,375 1,106 1,251 1,294 1,390 1,432 1,475 (1,006) (1,039) (1,075) (1,156) (1,191) (1,227) 100 212 219 234 241 248 332 89 200 200 300 300 102 188 100 100 100 100 (685) x;277) (300) (300) (300) (300) $ 1,369 $ 1,581 $ 1,800 $ 2,034 $ 2,375 $ 2,723 $ 83 $ 116 $ 209 $ 305 $ 407 $ 513 341 394 408 438 451 464 (308) x;301) (312) (335) (345) (356) $ 116 $ 209 $ 305 $ 407 $ 513 $ 621 EQUIPMENT Beginning Balance at July 1 $ 1,554 $ 1,308 $ 1,338 $ 1,369 $ 1,400 $ 1,432 Estimated Operating Revenues 1,150 1,015 1,050 1,127 1,161 1,195 Estimated Operating Expenditures (983) i"985) (1,019) (1,096) (1,129) (1,163) Net Operating Activity 167 30 31 31 32 32 Transfer In--General Fund 45 0 45 45 45 45 Depreciation Reserve 242 111 255 255 255 255 Capital Outlay -New & Replacement (700) (1.1.1) (300) (300) (300) (300) Ending Balance at June 30 $ 1,308 $ 1,338 $ 1,369 $ 1,400 $ 1,432 $ 1,464 COMPENSATED ABSENCE & LTD Beginning Balance at July 1 $ 20 $ 36 $ 93 $ 152 $ 215 $ 280 Estimated Operating Revenues 66 107 111 119 122 126 Estimated Operating Expenditures (450) 1350) (252) (156) (157) (159) Net Operating Activity (384) 1.243) (141) (37) (35) (33) Transfer In--General Fund 400 300 200 100 100 100 Ending Balance at June 30 $ 36 $ 93 $ 152 $ 215 $ 280 $ 347 43 FUND BALANCE TRENDS Current & Five Year Forecast (in thousands) 2008-09 2009.10 2010-11 2011-12 2012-13 2013-14 INTERNAL SERVICE FUNDS RETIREE MEDICAL Beginning Balance at July 1 $ 6,320 $ 5,791 $ 0 $ 0 $ 0 $ 0 Transfers In--General Fund 1,946 1,900 1,500 1,500 1,500 1,500 Estimated Operating Expenditures (1) (2,475) (7,691) (1,500) (1,500) (1,500) (1,500) Ending Balance at June 30 $ 5,791 $ 0 $ 0 $ 0 $ 0 $ 0 (1) Place into trust in 2009-10 44 REVENUE ESTIMATE Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 GENERAL TAXES: Property Tax 10,787 11,080 11,080 11,190 11,633 12,335 13,320 14,384 Sales Tax 13,155 13,890 13,390 11,649 12,232 12,843 13,229 13,626 Transient Occupancy Tax 2,712 2,660 2,660 2,394 2,993 3,142 3,299 3,464 Utility Users Tax 3,176 3,300 3,300 3,366 3,433 3,502 3,572 3,643 Franchise Fees 2,547 2,630 2,630 2,630 2,656 2,683 2,710 2,737 Other Taxes 1,486 1,500 1,500 1,500 1,650 1,800 1,818 1,836 33,863 35,060 34,560 32,729 34,597 36,305 37,947 39,690 LICENSES AND PERMITS 2,656 3,180 2,980 3,210 3,210 3,371 3,539 3,716 USE OF MONEY AND PROPERTY: Investment Earnings 1,516 1,000 767 844 900 1,000 1,100 1,200 Property Rentals 500 470 500 547 558 569 580 592 2,016 1,470 1,267 1,391 1,458 1,569 1,680 1,792 INTERGOVERNMENTAL: Motor Vehicle License Fees 267 210 210 170 180 190 200 210 Grants 218 50 159 120 120 120 120 120 Other Intergovernmental 175 125 125 125 125 125 125 125 660 385 494 415 425 435 445 455 CHARGES FOR SERVICES: Zoning and Planning Fees 380 470 470 508 523 549 576 605 Engineering Fees 523 400 400 432 445 467 491 515 Senior Center 399 500 500 500 510 520 531 541 Blackberry Farrn/Teen Center 6 58 18 306 312 318 325 331 Other Service Chazges 55 40 80 88 90 92 93 95 1,363 1,468 1,468 1,834 1,880 1,946 2,016 2,088 FINES AND FORFEITURES 722 820 820 902 920 938 957 976 MISCELLANEOUS 85 100 100 100 100 100 100 100 STATE TAKE-AWAYS 0 (815) 0 0 0 0 0 0 Subtotal 41,365 41,668 41,689 40,581 42,590 44,665 46,685 48,817 TRANSFERS IN/OTHER REVENUES Resource Recovery 500 0 0 0 0 0 0 0 Senior Center/Traffic Impact 50 0 0 0 0 54 0 0 Stevens Creek Corridor Park 420 0 0 0 0 0 0 0 Capital Improvement Project Savings 330 70 574 0 0 0 0 0 Total General Fund 42,665 41,738 42,263 40,581 42,590 44,719 46,685 48,817 45 REVENUE ESTIMATE SPECL4L REVENUE FUNDS Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 STORM DRAIN Investment Earnings 51 30 30 33 34 34 35 36 Developer Fees 50 50 55 50 50 50 50 50 101 80 85 83 84 84 85 86 PARK DEDICATION Park Dedication Fee 173 300 300 1,400 200 200 200 200 Investment Earnings 11 16 14 29 30 30 31 31 184 316 314 1,429 230 230 231 231 ENVIRONMENTAL MANAGEMENT Investment Earnings 4 4 2 2 2 2 2 2 Fees 365 365 365 365 365 365 365 365 Transfer In -General Fund 0 0 0 15 161 201 218 235 369 369 367 382 528 568 585 602 TRANSPORTATION Investment Earnings 188 100 60 66 67 69 70 71 Transfer In -General Fund/Storm Drain 845 775 775 750 750 750 750 750 Sales Tax on Gasoline-Proposition 42 0 553 479 525 576 582 588 593 Grants 11 100 430 800 0 0 0 0 Proposition 1 B Bonds 887 890 0 0 837 0 0 0 Gasoline Tax 983 1,035 910 950 960 969 979 989 2,914 3,453 2,654 3,091 3,190 2,370 2,386 2,403 HOUSING & COMMUNITY DEVELOPMEP Investment Earnings & Rent 144 100 70 77 79 80 82 83 Grants 124 405 405 391 379 368 368 368 Loan Repayments 64 43 43 45 45 45 45 45 Housing Mitigation Fees 282 320 50 50 100 330 300 300 614 868 568 563 603 823 795 796 REDEVELOPMENT AGENCY Investment Earnings 7 10 10 20 30 50 70 110 Property Taxes 220 223 814 650 570 581 593 1,000 227 233 824 670 600 631 663 1,110 46 REVENUE ESTIMATE DEBT SERVICE FUNDS Adopted Revised Actual Budget Bu~Iget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2006-09 2009-10 2010-I1 2011-12 2012-13 2013-14 CUPERTINO FACILITIES CORPORATION Investment Earnings 6 0 2 2 2 2 2 2 Transfer from General Fund 3,538 3,537 3,537 3,538 3,533 3,534 3,539 3,535 3,544 3,537 3,539 3,540 3,535 3,536 3,541 3,537 TRAFFIC IMPACT Property Assessment 37 37 37 9 0 0 0 0 37 37 37 9 0 0 0 0 47 REVENUE ESTIMATE CAPITAL PROJECTS FUNDS Adopted Re~~ised Actual Budget Bu~jget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 CAPITAL IMPROVEMENT PROJECTS Transfer into Capital Projects 3,191 1 1 561 0 0 1,300 0 Grants/Other Income 10 0 606 0 0 0 0 0 3,201 1 607 561 0 0 1,300 0 CAPITAL RESERVES Transfer into Infrastructure Reserve 100 100 100 100 100 100 100 100 Transfer into Capital Improvement Reserve 900 0 0 0 0 0 0 0 Other Income 76 0 0 0 0 0 0 0 1,076 100 100 100 100 100 100 100 STEVENS CREEK CORRIDOR PARK Transfers from Gen Fd/Park Ded/Cap Imprv 8,546 0 0 500 1,100 0 0 0 Grants/Other Income 0 0 3,448 0 0 0 0 0 8,546 0 3,448 500 1,100 0 0 0 MARY AVENUE BICYCLE FOOTBRIDGE Transfers from Transportation 645 0 0 0 0 0 0 0 Transfers from Capital Improvement 71 0 0 0 0 0 0 0 Grants 5,545 0 4,642 0 0 0 0 0 6,261 0 4,642 0 0 0 0 0 48 REVENUE ESTIMATE ENTERPRISE FUNDS Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2006-09 2009-10 2010-11 2011-12 2012-13 2013-14 RESOURCE RECOVERY Investment Earnings 257 170 170 187 191 195 198 202 Charges for Services 2,255 2,358 2,358 2,405 2,453 2,502 2,552 2,603 Grants 14 14 14 14 14 14 14 14 2,526 2,542 2,542 2,606 2,658 2,711 2,765 2,820 BLACKBERRY FARM GOLF COURSE Investment Earnings 12 5 5 6 6 6 6 6 Rent 17 19 21 20 20 21 21 22 Charges for Services 624 565 640 614 626 639 652 665 653 589 666 640 652 665 679 692 SPORTS CENTER Investment Earnings 20 10 10 I 1 11 15 15 15 Rent 5 12 12 12 13 13 13 13 Tennis 1,190 1,230 1,230 1,263 1,301 1,366 1,42] 1,478 Membership 410 459 459 471 486 510 530 551 1,625 1,711 1,711 1,758 1,810 1,904 1,979 2,057 RECREATION PROGRAMS Investment Earnings 90 40 70 77 79 80 82 83 Cultural, Youth, and Teen Programs 1,332 1,235 1,330 1,245 1,270 1,321 1,374 1,429 Physical Recreation and Sports 1,161 1,120 1,160 1,160 1,183 1,231 1,280 1,331 2,583 2,395 2,560 2,482 2,532 2,631 2,735 2,843 49 REVENUE ESTIMATE Adopted Rey ised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY Investment Earnings 72 20 40 20 20 21 21 22 Service Charges 909 1,066 1,066 1,231 1,274 1,370 1,411 1,453 Transfers In from General Fund 194 322 332 89 200 200 300 300 1,175 1,408 1,438 1,340 1,494 1,590 1,732 1,775 WORKERS' COMPENSATION Investment Earnings 70 25 45 10 10 10 I 1 11 Premiums 293 296 296 384 397 427 440 453 363 321 341 394 408 438 451 464 EQUIPMENT Investment Earnings 80 35 48 30 31 31 32 32 Service Charges 899 1,155 1,102 985 1,019 1,096 1,129 1,163 Transfers In 44 45 45 0 45 45 45 45 1,023 1,235 1,195 1,015 1,095 1,172 1,206 1,240 COMPENSATED ABSENCE & LTD Investment Earnings 1 0 4 2 2 2 2 2 LTD Premiums 50 62 62 105 109 117 120 124 Transfers In from General Fund 0 400 400 300 200 100 100 100 51 462 466 407 311 219 222 226 RETIREE MEDICAL Transfers In from General Fund 1,882 1,946 1,946 1,900 1,500 1,500 1,500 1,500 50 EXPENDITURE ESTIMATES GENERAL COUNCIL AND COMMISSIONS: 1000 City Council 1031 Telecommunications Commission 1040 Library Commission 1042 Fine Arts Commission 1050 Public Safety Commission 1055 Bicycle/Pedestrian Safety Commission 1060 Recreation Commission 1065 Teen Commission 1067 Senior Commission 1070 Planning Commission 1075 Housing Commission ADMINISTRATION: 1200 City Manager 1201 Community Outreach 1300 City Manager Discretionary Fund 1500 CITY ATTORNEY Adopted Revised Actual Budget Budlget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 20011-09 2009-10 2010-11 2011-12 2012-13 2013-14 216 273 278 256 265 285 293 302 25 31 31 23 23 25 26 27 4 5 5 5 5 5 5 6 IS 21 21 21 22 23 24 25 5 11 11 11 12 12 13 13 4 3 3 0 0 0 0 0 9 10 10 11 11 12 12 13 21 15 15 14 15 16 16 17 1 2 2 0 0 0 0 0 100 99 99 97 101 108 111 115 6 7 7 7 7 8 8 8 406 477 482 445 460 495 510 525 336 372 375 364 376 405 417 429 69 76 76 81 84 90 93 96 4 50 50 35 35 50 50 50 409 498 501 480 495 545 560 575 536 620 500 622 644 693 713 735 LAW ENFORCEMENT: 2100 Law Enforcement 7,331 8,302 8,368 8,357 8,775 9,214 9,674 10,158 2101 InteroperabilityProject 0 13 13 5 IS 15 15 15 2401 Citizens Option for Public Safety 126 0 0 125 125 125 125 125 7,457 8,315 8,381 8,487 8,915 9,354 9,814 10,298 PUBLIC & ENVIRONMENTAL AFFAIRS: 3300 Community Relation & Information 3400 Cupertino Scene 3500 Government Channel 3501 Gov't Channel--Special Project 3502 Public Access Support 3600 City Web Site 3700 Environmental Affairs ADMINISTRATIVE SERVICES: 4000 Administration 4010 Leadership Cupertino 4040 Library Extra Hours 4050 Neighborhood Watch 4100 Accounting 41 l0 Business Licenses 4300 City Clerk 4310 Duplicating and Postage 4330 Elections 4400 Disaster Preparedness 4510 Human Resources 4511 Human Resources Litigation 4540 Insurance Administration 4700 Code Enforcement 233 114 491 118 57 156 0 294 127 673 71 56 167 103 332 127 686 77 56 167 68 312 122 623 74 58 182 128 322 127 645 77 60 189 133 347 136 693 83 65 203 142 357 140 714 85 66 209 147 368 144 735 88 68 215 151 1,169 1,491 1,513 1,500 1,552 1,668 1,719 1,770 345 363 363 374 387 416 429 442 0 13 13 0 15 15 15 15 240 255 255 125 129 139 143 148 31 42 42 45 47 50 52 53 664 705 719 737 763 820 845 870 44 46 46 50 51 55 57 59 455 418 411 495 512 550 567 584 137 150 150 138 143 153 158 163 190 2 2 200 0 200 0 200 108 96 112 .93 96 103 106 110 547 693 716 671 695 747 769 792 1 30 30 25 26 28 29 30 321 571 671 517 535 575 593 610 714 726 724 772 799 859 885__ 912 3,797 4,110 4,254 4,242 4,199 4,712 4,647 4,986 51 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Bwlget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2004-09 2009-10 2010-11 2011-12 2012-13 2013-14 GENERAL (cont.) RECREATION SERVICE: 6100 Recreation Administration 529 328 328 341 353 379 391 402 Quinlan Community Center-Cultural: 6200 Supervision 525 527 527 543 562 604 622 641 6220 Blackberry Farm Picnic Area (1) 177 652 657 658 681 732 754 776 6230 Community Hall Operation 28 33 33 38 39 42 43 45 6248 Cultural Programs 178 202 202 197 204 220 226 233 6265 Quinlan Community Center 419 383 384 382 395 425 438 451 Monta Vista Recreation Center-Youth: 6300 Administration 275 306 306 315 326 351 361 372 6342 Youth Programs 33 46 46 43 45 48 50 51 6343 Teen Programs 4 9 9 9 9 10 10 11 6344 Teen Center 64 71 71 70 72 78 80 82 6347 Nature Programs 89 99 100 1 I S 119 128 131 135 Cupertino Sports Center-Physical/Recreation 6400 Supervision 251 259 259 266 276 296 305 315 6445 Creekside Pazk 6 9 9 9 9 10 10 11 6460 Monta Vista Recreation Center 4 13 13 14 14 15 16 16 Senior Center: 6500 Senior Adult Programs 533 555 555 572 592 636 656 675 6529 Senior Center Case Manager 70 78 78 82 84 91 94 96 6549 Senior Adult Recreation (1) 537 803 803 701 726 780 804 828 6660 Blue Pheasant Restaurant (1) 23 13 ] 7 13 13 14 l4 15 (1) Former Enterprises 3,745 4,386 4,397 4,367 4,519 4,858 5,004 5,154 COMMUNITY DEVELOPMENT: 7200 Planning Administration 207 265 256 264 273 294 303 312 7301 Current Planning 835 958 879 958 992 1,066 1,098 1,131 7302 Mid and Long Range Planning 200 310 323 417 328 353 363 374 7305 Annexations 0 10 10 ] 0 ] 0 11 11 12 7306 Economic Development 106 242 278 236 245 263 271 279 7307 North Vallco Study 19 0 0 0 0 0 0 0 7406 Human Service Grants 38 40 40 40 41 45 46 47 7501 General Building 605 725 747 750 777 835 860 886 7502 Construction Plan Checking 891 891 875 322 333 358 368 380 7503 Building Code Enforcement 517 725 725 746 772 830 854 880 7504 Building Abatements 0 25 25 ] 5 16 17 17 I8 3,418 4,191 4,158 3,758 3,786 4,070 4,192 4,318 52 EXPENDITURE ESTIMATES GENERAL (cont.) PUBLIC WORKS: Administration: 8001 Public Works Administration 8005 Environmental Management Engineering: 8101 Engineering Design 8102 Inspection Service Service Center Administration: 8201 Public Works Supervision Grounds: 8302 McClellan Ranch Park 8303 Memorial Park 8312 School Site Maintenance 8314 Neighborhood Parks 8315 Sports Fields/Jollyman/Creekside 8321 Civic Center Maintenance Streets: 8401 Storm Drain Maintenance 8402 Street Cleaning 8406 Graffiti Removal 8407 Overpasses & Medians Maintenance 8408 Street Trees Maintenance 8409 Elmwood Program Facilities: 8501 City Hall 8502 Library 8503 Service Center 8504 Quinlan Community Center 8505 Senior Center 8506 McClellan Ranch 8507 Monta Vista 8508 Wilson 8509 Portal 8511 Creekside 8512 Community Hall 8513 Teen Center 8830 Street Lighting Traffic Management: 8601 Traffic Engineering 8602 Traffic Signal Maintenance 8603 School Traffic Improvements Operating Expenditures Adopted Re~•ised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 506 544 531 562 582 625 644 664 150 162 162 164 170 ]82 188 193 704 939 ],078 1,006 1,041 1,120 1,153 1,188 140 142 142 148 153 165 169 175 888 880 867 828 857 921 949 977 42 57 57 55 56 61 63 64 477 548 551 516 534 574 591 609 658 602 563 579 600 644 664 684 904 1,025 1,030 1,166 1,103 1,186 1,221 1,258 386 520 445 466 482 518 533 549 140 157 156 153 158 170 175 180 0 0 0 142 147 158 162 167 84 85 83 76 79 85 87 90 44 58 58 60 62 66 68 70 671 794 805 869 899 967 996 1,026 713 735 736 753 780 838 863 889 321 276 276 278 288 309 319 328 517 503 515 546 565 608 626 645 248 274 274 253 262 282 290 299 280 328 327 308 319 343 353 364 375 431 431 384 415 446 460 473 148 197 197 205 190 204 210 217 55 65 65 81 76 82 84 87 94 137 137 122 145 156 161 165 27 28 28 33 35 38 39 40 33 32 31 27 33 35 37 38 58 66 66 77 80 86 89 91 139 147 159 179 186 200 206 212 29 26 26 47 48 52 53 55 421 479 588 468 484 521 536 552 400 454 529 487 505 542 559 575 413 568 608 609 630 678 698 719 9 30 131 0 0 0 0 0 10,074 11,289 11,652 11,648 11,964 12,861 13,247 13,645 31,011 35,377 35,838 35,548 36,535 39,257 40,407 42,006 53 EXPENDITURE ESTIMATES GENERAL (cont.) Transfers Out: 0100 Debt Service Obligations 0100 Capital Improvement Projects 0100 Infrastructure Reserve 0100 Capital Improvement Reserve 0100 Transportation Projects & Maintenance 0100 Environmental Management 0100 Park Dedication-McClellan Ranch 0100 Stevens Creek Corridor Park 0100 Mary Ave. Bicycle Footbridge 0100 Equipment Fund 0100 Information Technology Fund 0100 Compensated Absence 0100 Retiree Medical Non-operating Expenditures TOTAL GENERAL FUND Adopted Revised Actual Budget Buclget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 3,538 3,537 3,537 3,538 3,533 3,534 3,539 3,535 3,191 0 0 501 0 0 0 0 100 100 100 100 100 100 100 100 900 0 0 0 0 0 0 0 750 750 750 750 750 750 750 750 0 0 0 15 161 201 218 235 0 0 0 0 0 0 0 0 7,736 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 44 45 45 0 45 45 45 45 194 322 332 89 200 200 300 300 0 400 400 300 200 100 100 100 1,882 1,946 1,946 1,900 1,500 1,500 1,500 1,500 18,335 7,100 7,110 7,493 6,489 6,430 6,552 6,565 49,346 42,477 12,948 43,041 43,024 45,687 46,959 48,571 54 EXPENDITURE ESTIMATES Adopted Revised SPECL4L REVENUE FUNDS STORM DRAIN 9612 Minor Storm Drain Improvements 9620 CIP -Minor Storm Drain Projects 0100 Transfer to Transportation/Cap Imprv PARK DEDICATION 0100 Transfers Out -Corridor II/Mitty 9213 CIP -McClellan Ranch Imp ENVIRONMENTAL MANAGEMENT 8004 Non Point Source 8402 Street Cleaning TRANSPORTATION 0100 Transfer to Mary Ave Footbridge 8403 Sidewalk, Curb and Gutter Maint 8404 Street Pavement Maintenance 8405 Street Signs/Markings 9435 CIP -Neighborhood Traffic Calming 9443 CIP -Bollinger Bike Lane/Calabzas Cr Brd 9450 CIP -Pavement Management 9450 CIP -Pavement Management-Prop 1B 9450 CIP -Pavement Management-Prop 42 9450 CIP -Pavement management - ARRA 9451 CIP -Curb, Gutter, Sidewalk, ADA Ramps 9452 CIP -Rancho Rinconada Street Study 9454 CIP -Route 85 Soundwall Repairs Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2009-09 2009-10 2010-11 2011-12 2012-13 2013-14 65 75 121 103 75 75 75 75 0 0 493 0 400 0 0 0 95 25 25 60 0 0 0 0 160 100 639 163 475 75 75 75 0 0 0 200 1,100 0 1,300 0 0 0 50 0 0 0 0 0 0 0 50 200 1,100 0 1,300 0 328 441 451 510 528 568 585 603 1 0 0 0 0 0 0 0 329 441 451 510 528 568 585 603 645 0 0 0 0 0 0 0 168 168 168 119 124 133 137 141 180 204 207 180 186 200 206 212 387 452 456 453 469 504 519 535 1 0 0 0 0 0 0 0 20 25 256 0 0 0 0 0 646 2,170 4,088 750 750 750 750 750 0 0 0 0 800 0 0 0 0 0 0 500 0 0 0 0 0 0 0 800 0 0 0 0 647 750 972 750 750 750 750 750 0 100 100 0 0 0 0 0 0 30 30 0 0 0 0 0 2,694 3,899 6,277 3,552 3,079 2,337 2,362 2,388 HOUSING & COMMUNITY DEVELOPMEP 7401 General Administration 92 86 86 85 88 94 97 100 7403 Affordable Housing 4 254 909 379 250 250 250 250 7404 Public Service Grants 67 64 64 64 67 72 74 76 7405 Below Market Rate Housing 141 296 1,397 496 513 552 568 585 304 700 2,456 1,024 917 967 989 1,011 REDEVELOPMENT AGENCY 0100 Transfers to General Fund 0 0 0 0 0 0 0 0 7304 Cupertino Square Project Area 210 231 521 346 358 384 396 408 9xxx CIP/Affordable Housing Debt 0 0 0 0 250 250 250 500 210 231 521 346 608 634 646 908 55 EXPENDITURE ESTIMATES DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION 5301 Principal 5301 Interest + Fees TRAFFIC IMPACT 5306 Principal 5306 Interest + Fees Close Out to General Fund Adopted Revised Actual Budget Bud get FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 200f1-09 2009-10 2010-11 2011-12 2012-13 2013-14 1,355 1,415 1,415 1,460 1,500 1,545 1,600 1,660 2,183 2,122 2,122 2,080 2,035 1,991 1,941 1,877 3,538 3,537 3,537 3,540 3,535 3,536 3,541 3,537 30 30 30 30 35 0 0 0 9 7 7 5 2 0 0 0 0 0 0 0 0 54 0 0 39 37 37 35 37 54 0 0 56 EXPENDITURE ESTIMATES CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROJECTS 9121 Memorial Park Softball Field Renovation 9122 Sterling/Bamhart Park Acquisition 9124 McClellan Ranch Facility Improvements 9126 SterlingBaznhart Pazk Construction 9127 Lawrence & Mitty Park (Saratoga Creek) 9128 Veterans Memorial 9129 Stocklmeir Orchard Rehabilitation 9130 Wilson Pazk Irrigation Renovation 9131 Linda Vista Pond Restoration Study 91xx McClellan Ranch Blacksmith Shop 9229 City Hall Emerg Generator/PG&E Upgrd 9231 Sports Center Upgrade and Pool Demol 9232 Library Improvements & Upgrades 9233 Community Hall Improvm & Upgrades 9234 Monta Vista Park Bldg HVAC 9235 Service Center Security Gate 9236 Sports Ctr Tennis Lighting 9237 Quinlan Center Fountain Replacement 9239 Library Book Drop Modifications 9240 Library Stair Seatwall Modifications 9241 Community Hall Fountain 9243 Community Develop Office Reconfig 9244 Community Hall Lighting Upgrade 9245 City Hall Office Improvements 92xx Service Center Equip Wash Rack 92xx McClellan Ranch Painting 92xx AM Radio Station Relocation 9545 Traffic Sig Upgrade-Stelling/Greenleaf 9547 Countdown Ped Heads 9548 Traffic Street Walkability Models 9549 Safe Routes to School - Gazden Gate 9555 SVITS Extensions (FO Cable & Boxes) 9557 DeAnza/McClellan/Pacifica Signal Mod 9558 Various Trf Signal/Intersection Modif Capital Projects Transfers Out: 0100 Transfer to General Fund 0100 Trf to Stevens Creek Corridor Park 0100 Transfer to Mary Av Bridge Transfers Out TOTAL CAPITAL IMPROVEMENT CAPITAL RESERVES 0100 Transfer to Capital Improvement 0100 Trf to Stevens Creek Corridor Park Transfers Out Adopted Revised Actual Budget Buiiget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 0 0 10 0 0 0 0 0 0 0 1,514 0 0 0 0 0 335 0 314 0 0 0 0 0 0 650 700 0 0 0 0 0 0 (810) 65 0 0 0 1,300 0 55 0 0 0 0 0 0 0 0 24 0 0 0 0 0 0 0 150 150 0 0 0 0 0 0 30 30 0 0 0 0 0 0 0 0 250 0 0 0 0 17 30 212 0 0 0 0 0 12 0 388 0 0 0 0 0 40 0 0 0 0 0 0 0 34 0 10 0 0 0 0 0 72 0 64 0 0 0 0 0 0 0 50 0 0 0 0 0 10 0 240 0 0 0 0 0 8 0 284 16 0 0 0 0 11 20 69 0 0 0 0 0 3 0 26 0 0 0 0 0 5 400 371 0 0 0 0 0 0 0 50 0 0 0 0 0 0 25 25 0 0 0 0 0 0 50 50 0 0 0 0 0 0 0 0 150 0 0 0 0 0 0 0 85 0 0 0 0 0 0 0 10 0 0 0 0 0 0 25 0 0 0 0 0 0 50 65 50 0 0 0 0 0 0 0 0 0 0 0 0 0 0 442 0 0 0 0 0 50 0 0 0 0 0 0 0 0 0 200 0 0 0 0 0 0 0 75 0 0 0 0 0 652 619 5,429 561 0 0 1,300 0 330 70 574 810 0 0 71 0 0 1,211 70 574 1,863 689 6,003 561 0 0 1,300 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 57 EXPENDITURE ESTIMATES CAPITAL PROJECT FUNDS (cont.) Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 200,3-09 2009-10 2010-11 2011-12 2012-13 2013-14 STEVENS CREEK CORRIDOR PARK 9112 Stevens Creek Corridor Pazk-Phase I 1,357 0 10,827 0 0 0 0 0 91xx Stevens Creek Corridor Pazk-Phase II 0 0 0 200 1,100 0 0 0 91xx BBF Infrastructure Upgrades 0 0 500 300 0 0 0 0 0100 Transfer to General Fund 420 0 0 0 0 0 0 0 1,777 0 11,327 500 1,100 0 0 0 MARY AVE. BICYCLE FOOTBRIDGE-9449 4,847 0 6,560 0 0 0 0 0 58 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budlget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 200It-09 2009-10 2010-11 2011-12 2012-13 2013-14 ENTERPRISE FUNDS RESOURCE RECOVERY 8003 Programs 2,056 2,467 2,467 2,494 2,581 2,775 2,858 2,943 0100 Transfers to General Fund 500 0 0 0 0 0 0 0 2,556 2,467 2,467 2,494 2,581 2,775 2,858 2,943 BLACKBERRY FARM GOLF COURSE 6440 Golf Course 450 578 578 548 567 609 628 646 0100 Transfers to General Fund 442 0 0 0 0 0 0 0 892 578 578 548 567 609 628 646 SPORTS CENTER 6450 Sports and Physical 1,372 1,474 1,508 1,485 1,537 1,652 1,702 1,753 8510 Maintenance 175 232 232 226 234 252 259 267 9230 CIP -Tennis Court Resurfacing 0 0 111 0 0 0 0 0 1,547 1,706 1,851 1,712 1,771 1,904 1,961 2,020 RECREATION PROGRAMS 6349 Cultural, Youth and Teen Programs 1,133 1,393 1,393 1,229 1,272 1,367 1,408 1,450 6449 Sports and Physical 720 943 943 1,080 1,118 1,201 1,237 1,275 9121 CIP Memorial Pk Softball Field /Bleachers 0 20 250 25 0 0 0 0 9123 CIP Library Field Irrigation 0 0 100 0 0 0 0 0 9132 CIP Park Tennis Court Resurfacing 0 225 225 0 0 0 0 0 9247 CIP Quinlan -Aerobic Room floor 0 0 0 30 0 0 0 0 9249 CIP Wilson Park Building Repairs 0 0 0 15 0 0 0 0 9250 CIP Portal Park Building Repairs 0 0 0 10 0 0 0 0 9248 CIP Monta Vista Community Bldg Repairs 0 405 405 28 0 0 0 0 1,853 2,986 3,316 2,416 2,389 2,568 2,646 2,725 SENIOR CENTER 0100 Transfer to General Fund 50 0 0 0 0 0 0 0 50 0 0 0 0 0 0 0 59 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budlget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2006-09 2009-10 2010-11 2011-12 2012-13 2013-14 INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY 4800 Operations 836 969 1,006 1,039 1,075 1,156 1,191 1,227 9800 Acquisitions & Projects 215 423 685 277 300 300 300 300 1,051 1,392 1,691 1,316 1,375 1,456 1,491 1,527 WORKERS' COMPENSATION 4550 Claims 395 308 308 301 312 335 345 356 EQUIPMENT 8840 Equipment Maintenance 961 1,034 983 985 1,019 1,096 1,129 1,163 9820 Equipment Acquisition 0 613 700 111 300 300 300 300 Loss on Equipment Disposal 0 0 0 0 0 0 0 0 961 1,647 1,683 1,096 1,319 1,396 1,429 1,463 COMPENSATED ABSENCE & LTD 4570 Disability Claims 48 50 50 50 52 56 57 59 4571 Leave Payouts 0 400 400 300 200 100 100 100 48 450 450 350 252 156 157 159 RETIREE MEDICAL 4512 Insurance Payments 605 820 820 850 930 1,010 1,080 1,080 4512 Long Term Obligation 0 7,110 1,655 6,841 570 490 420 420 605 7,930 E,475 7,691 1,500 1,500 1,500 1,500 TOTAL EXPENDITURES 75,065 71,576 55,626 71,396 66,470 66,558 70,771 70,432 TOTAL REVENUES 81,620 63,341 ~ 2,313 64,051 65,020 65,892 69,640 71,302 60 CITY COUNCIL AND COMMISSIONS Expenditures by Division 2006-07 2007-08 2008-09 Actual Actual Adopted CITY COUNCIL 1000 CITY COUNCIL 2009-10 203,997 216,237 272,417 256,020 203,997 216,237 272,417 256,020 COMMISSIONS 1031 TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION 1040 LIBRARY 1042 FINE ARTS 1050 PUBLIC SAFETY 1055 BICYCLE AND PEDESTRIAN 1060 PARKS AND RECREATION 1065 TEEN 1067 SENIOR 1070 PLANNING 1075 HOUSING TOTAL 15,556 24,765 31,126 22,659 3,811 4,105 4,776 4,660 15,371 14,919 20,928 20,880 4,400 4,429 11,200 11,200 4,626 4,302 3,457 200 7,317 9,460 10,040 10,791 11,947 20,873 15,380 14,121 1,694 1,315 1,748 0 91,944 99,764 99,180 97,233 3,907 6,475 6,855 7,063 160,573 190,407 204,690 188,807 364,570 406,644 477,107 444,827 62 ADMINISTRATION Expenditures by Division 2006-07 2007-08 2008-09 Actual Actual Adopted 1200 CITY MANAGER 1201 COMMUNITY OUTREACH 1300 CITY MANAGER DISCRETIONARY FUND 1500 LEGAL SERVICES TOTAL 307,415 59,494 49,837 506,585 336,013 68,533 4,229 535,853 372,027 75,992 50,000 619,780 2009-10 363,609 81,065 35,000 622,491 923,331 944,628 1,117,799 63 1,102,165 PUBLIC AND ENVIROl~fMENTAL AFFAIRS Expenditures by Division 2006-07 Ac:tual 2007-08 Actual 2008-09 Adopted 2009-10 Proposed 3300 COMMUNITY RELATIONS 231,740 233,252 294,309 311,532 3400 CUPERTINO SCENE 109,718 113,603 126,561 122,331 3500 GOVERNMENT CHANNEL 472,167 490,868 673,046 623,014 3501 GOVERNMENT CHANNEL-SPCIAL PROJ 99,023 117,959 71,103 74,300 3502 PUBLIC ACCESS SUPPORT 42,554 57,118 56,000 58,000 3600 CITY WEBSITE 153,242 156,372 166,651 182,344 3700 ENVIRONMENTAL AFFAIRS 0 0 103,302 128,043 TOTAL ~ 1,108,444 1,169,172 1,490,972 1,499,564 64 LAW ENFORCEMENT Expenditures by Division 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Proposed 2100 LAW ENFORCEMENT 6,870,725 7,330,590 8,301,556 8,357,106 2101 INTEROPERABILITY PROJECT 0 0 13,500 4,530 2401 COPS GRANT 104,792 126,071 0 125,000 TOTAL ~ 6,975,517 7,456,661 8,315,056 8,486,636 65 ADMINISTRATIVE SERVICES Expenditures by Division 2006-07 2007-08 2008-09 2009-10 ADMINISTRATIVE SERVICES 4000 ADMINISTRATION 4010 LEADERSHIP CUPERTINO 4040 LIBRARY SERVICE 4050 NEIGHBORHOOD WATCH FINANCE 4100 ACCOUNTING 4110 BUSINESS LICENSING CITY CLERK 4300 CITY CLERK 4310 DUPLICATING AND MAIL SERVICE 4330 ELECTIONS EMERGENCY PREPAREDNESS 4400 EMERGENCY PREPAREDNESS HUMAN RESOURCES 4510 HUMAN RESOURCES/LITIGATION 4512 RETIREE MEDICAL LIABILITY 4540 INSURANCE ADMINISTRATION CODE ENFORCEMENT 4700 CODE ENFORCEMENT 331,172 344,756 362,707 374,248 417 0 12,500 0 0 240,000 255,000 125,000 30,145 30,739 42,218 45,225 361,734 615,495 672,425 544,473 766,052 663,693 704,874 736,989 40,612 43,966 46,383 49,746 806,664 707,659 751,257 786,735 418,786 455,522 418,002 494,711 155,739 137,357 150,340 137,928 118,421 189,889 2,000 200,000 692,946 782,768 570,342 832,639 127,845 107,908 96,038 92,875 127,845 107,908 96,038 92,875 543,254 547,754 722,823 696,060 514,692 604,992 7,930,000 7,691,000 X08,656 764,511 1,329,000 1,168,262 2,366,602 1,917,257 9,981,823 9,555,322 641,804 713,971 541,804 713,971 67 726,467 772,295 726,467 772,295 Expenditures by Division INFORMATION TECHNOLOGY 4800 INFORMATION TECHNOLOGY 9800 EQUIPMENT ACQUISITION TOTAL 2006-07 Actual 2007-08 Actual 2008-09 Adopted 2009-10 Proposed 706,391 836,225 969,224 1,039,123 323 214,785 423,000 277,000 706,714 1,051,010 1,392,224 1,316,123 5.,404,309 5,896,068 14,190,576 13,900,462 FY 2008-09 total includes a one time transfer of funds from OP1:,B to trust 68 PARKS AND RECREATION Expenditures by Division 2006-07 2007-08 2008-09 Actual Actual Adopted PARKS AND RECREATION 6100 ADMINISTRATION 2009-10 259,226 528,703 328,392 340,875 259,226 528,703 328,392 340,875 FACILITIES/PARKSBLACKBERRY FARM/ COMMUNITY EVENTS 6200 QUINLAN C.C., CULTURAL/SUPRVSN 6220 BLACKBERRY FARM PICNIC AREA 6230 COMMUNITY HALL 6248 CULTURAL PROGRAMS 6265 QUINLAN COMMUNITY CENTER YOUTH & TEEN PROGRAMS/ MC CLELLAN RANCH PARK ~~68,359 525,102 527,371 ~ 542,796 178,879 177,482 651,698 657,812 23,323 27,824 33,054 37,703 102,913 178,321 201,594 197,339 :318,581 418,825 383,000 381,877 1,:392,055 1,327,554 1,796,717 1,817,527 6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR 6342 YOUTH PROGRAMS 6343 TEEN PROGRAMS 6344 TEEN CENTER 6347 NATURE PROGRAMS 6349 RECREATION PROGRAMS :?29,841 275,081 306,539 315,025 37,353 33,234 45,566 43,269 4,347 4,314 9,042 9,010 46,773 63,810 71,026 69,771 85,023 89,040 99,515 114,671 642,170 1,132,881 1,393,337 1,228,706 1,045,507 1,598,360 1,925,025 1,780,452 SPORTS & FITNESSBLACKBERRY FARM GOLF COURSE/MONTA VISTA REC/ CREEKSIDE PARK BUILDING 6400 PHYSICAL RECREATION/SUPERVISION 6440 BLACKBERRY FARM GOLF COURSE 6445 CREEKSIDE PARK PROGRAMS 6449 RECREATION PROGRAMS 6450 CUPERTINO SPORTS CENTER 6460 MONTA VISTA RECREATION CENTER :?27,236 250,552 258,601 266,440 153,183 450,206 578,098 547,672 7,040 6,255 9,074 9,074 '149,430 720,336 942,902 1,079,759 1,138,158 1,371,726 1,474,174 1,485,196 5,778 3,998 13,166 13,666 2,880,825 2,803,073 3,276,015 3,401,807 69 Expenditures by Division SENIOR CENTER PROGRAMS/STEVENS CREEK TRAIL/BLUE PHEASANT 6500 SENIOR ADULT PROGRAMS 6529 SENIOR CENTER CASE MANAGER 6549 RECREATION PROGRAMS 6660 BLUE PHEASANT RESTAURANT BLACKBERRY FARM/ NATURE PROGRAMS 6600 BLACKBERRY FARM ADMINISTRATION 6680 BLACKBERRY FARM RETREAT CENTER 2006-07 2007-08 2008-09 2009-10 A~~tual Actual Adopted Proposed 524,042 533,413 555,117 571,989 55,092 69;907 77,559 81,604 772,790 536,483 803,170 701,139 0 22,900 12,500 12,500 1,351,924 1,162,703 1,448,346 1,367,232 7,000 0 0 0 6,000 0 0 0 13,000 0 0 0 TOTAL ~ 6,942,537 7,420,393 8,774,495 8,707,893 70 COMMUNITY DEVELOPMENT Expenditures by Division 2006-07 2007-08 2008-09 Actual Actual Adopted PLANNING 7200 PLANNING ADMINISTRATION CURRENT PLANNING 7301 CURRENT PLANNING 7302 MID AND LONG RANGE PLANNING 7304 VALLCO REDEVELOPMENT 7305 ANNEXATIONS 7306 ECONOMIC DEVELOPMENT 7307 NORTH VALLCO STUDY HOUSING SERVICES 7401 CDBG GENERAL ADMINISTRATION 7402 REHAB LOAN ADMINISTRATION 7403 AFFORDABLE HOUSING 7404 PUBLIC SERVICE GRANTS 7405 BMR HOUSING 7406 HUMAN SERVICE GRANTS BUILDING 7501 GENERAL BUILDING 7502 CONSTRUCTION PLAN CHECKING 7503 BUILDING CODE ENFORCEMENT 7504 BUILDING ABATEMENTS 2009-10 Proposed 194,606 207,125 265,068 264,248 194,606 207,125 265,068 264,248 714,745 834,974 957,581 958,038 224,566 199,712 309,905 417,147 93,190 209,828 230,666 345,508 7,000 0 10,000 10,000 26,669 106,646 242,276 236,329 100,453 19,573 0 0 1,166,623 1,370,733 1,750,428 1,967,022 76,817 92,392 85,997 84,610 177 177 200 0 50,153 3,964 254,147 379,491 62,193 66,614 64,493 64,493 144,961 140,628 295,624 495,687 41,267 37,630 40,092 40,092 375,568 341,405 740,553 1,064,373 488,586 605,012 725,281 750,493 1,199,100 890,994 890,773 321,518 541,846 516,216 724,599 745,558 1,200 0 25,000 15,000 2,230,732 2,012,222 2,365,653 1,832,569 TOTAL ~ 3,967,529 3,931,485 5,121,702 5,128,212 71 PUBLIC W~DRKS Expenditures by Division 20(-6-07 2007-08 2008-09 Actual Actual Adopted ADMINISTRATION 8001 PUBLIC WORKS ADMINISTRATION 8005 ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL PROGRAMS 8003 RESOURCE RECOVERY 8004 NON POINT SOURCE 2009-10 Proposed 456,117 505,970 543,611 562,112 _ 153,772 150,437 161,622 163,892 609,889 656,407 705,233 726,004 2.168,848 2,056,063 2,467,143 2,493,675 _339,524 328,262 441,131 510,453 2.508,372 2,384,325 2,908,274 3,004,128 ENGINEERING SERVICES 8101 ENGINEERING DESIGN 8102 INSPECTION SERVICE SERVICE CENTER 8201 ADMINISTRATION GROUNDS 8302 MCCLELLAN RANCH PARK 8303 MEMORIAL PARK 8312 SCHOOL SITE MAINTENANCE 8314 NEIGHBORHOOD PARKS 8315 SPORTS FIELD JOLLYMAN/CREEKSIDE 8321 CIVIC CENTER MAINTENANCE 659,570 127,844 704,205 140,122 939,144 141,708 1,006,209 147,879 787,414 844,327 1,080,852 1,154,088 856,327 887,759 880,012 827,931 856,327 887,759 880,012 827,931 38,686 42,145 56,661 54,563 522,403 477,065 548,013 516,055 479,988 658,404 601,945 579,250 873,473 904,348 1,024,680 1,165,946 505,891 386,105 520,254 465,510 165,697 140,245 157,163 152,808 2.586,138 2,608,312 2,908,716 2,934,132 72 Expenditures by Division STREETS 8401 STORM DRAIN MAINTENANCE 8402 STREET CLEANING 8403 SIDEWALK CURB AND GUTTER 8404 STREET PAVEMENT MAINTENANCE 8405 STREET SIGNS MARKINGS 8406 GRAFFITI REMOVAL 8407 OVERPASSES AND MEDIANS 8408 STREET TREE MAINTENANCE 8409 ELMWOOD PROGRAM FACILITIES 8501 BUILDING MAINTENANCE CITY HALL 8502 LIBRARY 8503 SERVICE CENTER 8504 QUINLAN COMMUNITY CENTER 8505 SENIOR CENTER 8506 MC CLELLAN RANCH 8507 MONTA VISTA 8508 WILSON 8509 PORTAL 8510 CUPERTINO SPORTS CENTER 8511 CREEKSIDE PARK 8512 COMMUNITY HALL MAINTENANCE 8513 TEEN CENTER BLDG MAINTENANCE TRANSPORTATION 8601 TRAFFIC ENGINEERING 8602 TRAFFIC SIGNAL AND MAINTENANCE 8603 TRAFFIC SAFETY STUDY 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Proposed 0 0 0 141,775 41,130 85,015 84,747 76,298 172,016 168,440 167,681 119,348 237,997 179,875 203,531 180,020 415,181 387,154 452,346 453,091 44,489 44,047 57,764 59,553 579,303 670,559 793,958 868,988 581,888 712,949 735,501 753,372 258,785 321,164 276,345 278,111 2,330,789 2,569,203 2,771,873 2,930,556 490,183 516,761 502,746 546,214 240,213 247,988 274,355 253,427 314,647 279,959 327,749 308,036 325,112 375,067 431,458 383,727 144,491 147,876 197,555 204,700 59,297 54,874 65,088 81,085 89,797 94,218 136,688 122,138 17,695 26,935 27,714 33,213 22,804 32,570 31,366 26,632 185,680 175,014 231,527 226,332 51,867 58,511 66,351 77,442 133,524 138,516 146,751 179,429 25,218 28,567 26,051 46,659 2,100,528 2,176,856 2,465,399 2,489,034 406,822 426,200 0 399,850 412,558 8,542 454,177 568,593 30,000 487,471 609,119 0 333,022 .820,950 1,052,770 1,096,590 73 Expenditures by Division 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Proposec GENERAL SERVICES 8830 STREET LIGHTING 8840 EQUIPMENT MAINTENANCE FIXED ASSETS ACQUISITION 9820 FIXED ASSETS ACQUISITION 529,396 420,877 478,955 467,950 _809,519 961,265 1,034,060 985,015 1,338,915 1,382,142 1,513,015 1,452,965 10,000 0 613,000 111,000 10,000 0 613,000 111,000 TOTAL 13,961,394 14,330,281 16,899,144 16,726,428 74 NON-DEPAII~TMENTAL INTERFUND TRANSFERS 0100 TRANSFERS OUT GENERAL FUND STORM DRAIN FUND PARK DEDICATION FUND REDEVELOPMENT AGENCY CAPITAL IMPROVEMENT CAPITAL IMPROVEMENT RESERVE RESOURCE RECOVERY STEVENS CREEK CORRIDOR PARK TRANSPORTATION FUND BLACKBERRY FARM PARK ENT FUND SENIOR CENTER DEBT SERVICE 5301 PUBLIC FACILITIES CORPORATION 5306 TRAFFIC IMPACT 5304 VALLCO ASSESSMENT DISTRICT Expenditures by Division 2006-07 Actual 2007-08 Actual 2008-09 Adopted 2009-10 Proposed 14,577,500 18,334,750 7,100,000 7,493,000 0 95,000 25,000 60,000 200,000 0 0 200,000 0 0 0 0 0 1,211,000 70,000 0 0 0 1,000 0 500,000 500,000 0 0 0 420,000 0 0 0 645,000 0 0 0 441,000 0 0 0 50,165 0 0 15,277,500 21,696,915 7,196,000 7,753,000 3,534,588 36,363 120,000 3,538,402 39,300 0 3,536,994 37,000 0 3,539,543 34,750 0 3,690,951 3,577,702 3,573,994 3,574,293 TOTAL 18,968,451 25,274,617 10,769,994 11,327,293 75 Five Year Capital Improvements Program 76 Proposed Five Year Capital Improvement Program Current Fund Description 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 v v 9100 Parks 580-9121 Memorial Park Softball Field Renovation 250,000 25,000 580-9123 Library Field Irrigation 100,000 420-9126 Sterling Barnhart Park Design & Construction 700,000 420-9127 Lawrence & Mitty Park (Saratoga Creek) 15,000 50,000 1,300,000 580-9132 Park Tennis Court Resurfacing 225,000 420-9130 Wilson Park Irrigation System Renovation 150,000 420-9131 Linda Vista Pond Restoration Study 30,000 New Projects Stevens Creek Corridor Park Phase II 200,000 1,100,000 Blackberry Farm Infrastructure Upgrades 800,000 McClellan Ranch Blacksmith Shop 250,000 Total 1,065,000 1,730,000 1,100,000 0 1,300,000 0 9200 Buildings 420-9229 City Hall Emergency Power/Electrical System 211,660 420-9240 Library Stair and Seatwall Modifications 26,395 420-9237 Quinlan Center Fountain Replacement 300,000 420-9241 Community Hall Fountain 370,530 420-9244 Community Hall Lighting Upgrade 25,000 420-9245 City Hall Office Improvements 50,000 580-9246 Monta Vista Community Bldg. Re-roof 405,000 New Projects Service Center Equipment Wash Rack 150,000 McClellan Ranch Painting 85,000 AM Radio Station Relocation 10,000 580-9247 Quinlan Center Aerobic Room Floor 30,000 580-9248 Monta Vista Community Bldg Repairs 28,000 580-9249 Wilson Park Building Repairs 15,000 580-9250 Portal Park Building Repairs 10,000 Total 1,088,585 628,000 0 0 0 0 9400 Streets 270-9450 Pavement Management 2,668,000 750,000 750,000 750,000 750,000 750,000 270-9451 Curb, Gutter and Sidewalk Repairs & ADA Ramps 972,267 750,000 750,000 750,000 750,000 750,000 270-9452 Rancho Rinconada Street Study 100,000 270-9450 Pavement Management - Prop. 1 B 890,000 800,000 270-9450 Pavement Management -Prop. 42 530,000 500,000 270-9454 Route 85 Soundwall Repairs 30,000 New Projects Pavement Management - ARRA 800,000 Total 5,090,267 2,900,000 2,300,000 1,500,000 1,500,000 1,500,000 Proposed Five Year Capital Improvement Program Current Fund Description 2008-09 2009-10 2010-11 2011-12 2012-13 2013-1~ 9500 Traffic Facilities 420-9545 T/S Upgrade Stelling/Greenleaf 25,000 420-9549 Safe Routes to School-Garden Gate 442,000 420-9547 Countdown Ped Heads 65,527 50,000 420-9557 DeAnza Bivd./McClellan/Pacifica Signal Modification 200,000 Total 65,527 717,000 0 0 0 0 9700 Storm Drainage 210-9612 Minor Storm Drain Improvements 215-9620 Monta Vista Storm Drainage Syst. 210-9612 Master Storm Drain Plan Update 270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge Total Major Projects 428-9449 Mary Avenue Bicycle Footbridge 427-9112 Stevens Creek Corridor Park (Phase I) Total 90,623 75,000 75,000 75,000 75,000 75,000 93,046 400,000 400,000 30,000 256,363 440,032 505,000 475,000 75,000 75,000 75,000 6,560,000 10,827,000 17,387,000 0 0 0 0 0 ~ Total Capital Improvement Program 25,138,411 8,480,000 3,875,000 1,575,000 2,875,000 1,575,000 Total Outside Revenue Share Net City General Fund Funding 13,027,299 3,833,000 3,125,000 825,000 2,125,000 825,000 12,109,112 2,847,000 750,000 750,000 750,000 750,000 RFVFNIIF Proposed Five Year Capital Improvement Program Current Fund Description Funding Source 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 9100 Parks 580-9121 Memorial Park Softball Field Renovation 580-9123 Library Field Irrigation 420-9127 Lawrence ~ Mitty Park (Saratoga Creek) 580-9132 Park Tennis Court Resurfacing Stevens Creek Corridor Park Phase II Total Recreation Recreation Park Dedication Funds Recreation Park Dedication Funds 250,000 25,000 100,000 1,300,000 225,000 200,000 1,100,000 350,000 425,000 1,100,000 0 1,300,000 0 9200 Buildings 580-9246 Monta Vista Community Bldg. Re-roof Service Center Equipment Wash Rack 580-9247 Quinlan Center Aerobic Room Floor 580-9248 Monta Vista Community Bldg Repairs 580-9249 Wilson Park Building Repairs 580-9250 Portal Park Building Repairs Total 9400 Streets 270-9452 Rancho Rinconada Street Study 270-9451 Curb, Gutter and Sidewalk Repairs 270-9450 Pavement Management 270-j4JU raVelllellt IV1411G1~`CIIICIIt 270-9454 Route 85 Soundwall Repairs 270-9450 Pavement Management Total Recreation Strom Drain Account Recreation Recreation Recreation Recreation VTA Local Streets & County Roads Gas Tax Prop. 1 B PfUp. 42 Gas Tax ARRA -Fed. Stimulus Package 9500 Traffic Facilities 420-9549 Safe Routes to School-Garden Gate SR2S 420-9557 DeAnza/McClellan/Pacifica Sig. Mod. Developer Total 9600 Storm Drainage 210-9612 Minor Storm Drain Improvements Storm Drain Account 215-9620 Monta Vista Storm Drainage Syst. Storm Drain Account 215-9612 Master Storm Drain Plan Update Storm Drain Account 270-9443 Bollinger Bike Lanes/Calabazas Crk Brdge Storm Drain/Gas Tax Total 405,000 60,000 30,000 28,000 15,000 10,000 405,000 143,000 0 0 0 0 100,000 972,267 750,000 750,000 890,000 800,000 53U,UU() SUU,000 30,000 750,000 750,000 750,000 800,000 2,422,267 2,150,000 1,550,000 750,000 750,000 750,000 410,000 200,000 0 610,000 0 0 0 0 90,623 75,000 75,000 75,000 75,000 75,000 93,046 400,000 400,000 30,000 256,363 440,032 505,000 475,000 75,000 75,000 75,000 REVENUE Proposed Five Year Capital Improvement Program Current Fund Description Funding Source 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 MaJor Projects 427-9112 Stevens Creek Corridor Park 427-9112 Stevens Creek Corridor Park (EF)* 427-9112 Stevens Creek Corridor Park 427-9112 Stevens Creek Corridor Park 428-9449 Mary Avenue Bicycle Footbridge 428-9449 Mary Avenue Bicycle Footbridge 428-9449 Mary Avenue Bicycle Footbridge 428-9449 Mary Avenue Bicycle Footbridge Total TOTAL OUTSIDE REVENUE SHARE Urban Park Act, Land&Water Conservation, 3,448,000 Roberti-Z'Berg-Harris, SCVWD FACHE Settlement, Dept. of Water Resources, SCVWD Collaborative Blackberry Farm Revenue Account 680,000 Park Dedication 200,000 Green Projects Fund 440,000 VTA Measure B/TFCA/TDA 802,000 City of Sunnyvale 190,000 Caltrans 304/BTA - 2005/2006 300,000 VTA Measure B Fund Augmentation 3,350,000 0 25,000 13,027,299 3,833,000 3,125,000 00 0 Unfunded Five Year Capital Improvement Program Current Fund Descri tion 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 9100 Parks 9200 Buildings City Hall Remodel with Seismic/ADA/ Fire Code Upgrades (Essential Building) Sports Center Gymnasium 9300 Trails 9500 Traffic Facilities 0 0 0 0 0 0 3,000,000 2,500,000 0 0 3,000,000 2,500,000 0 0 0 0 0 0 0 0 9700 Storm Drainage Bubb/McClellan Storm Sewer Upgrade 750,000 2,000,000 0 0 0 750,000 2,000,000 0 Total Unfunded Projects 0 0 3,000,000 3,250,000 2,000,000 0 SUMMARY ~1VE'1~EAR PRODRANr FIV~YEAFt 09-1D 1D-11 11-12 12-13 13-14 T©TAL SUMMARY Of FUNDING SOURCES - GF=GENERAL FUND 2,572,000 750,000 750,000 750,000 750,000 5,572,000 RC=RECREATION FUND 333,000 0 0 0 0 333,000 GT=GAS TAX 750,000 750,000 750,000 750,000 750,000 3,750,000 EI=ENVIRONMENTAL IMPACT 0 0 0 0 0 0 PD=PARK DEDICATION 250,000 1,100,000 0 1,300,000 0 2,650,000 SD=STORM DRAIN 565,000 475,000 75,000 75,000 75,000 1,265,000 RA=RESERVE ACCOUNT 0 0 0 0 0 0 TG=TRANSPORTATION GRANT FUND 1,810,000 800,000 0 0 0 2,610,000 PG=PARK GRANT 0 0 0 0 0 0 DV=DEVELOPER CONTRIBUTION 200,000 0 0 0 0 200,000 SC=SPORTS CENTER 0 0 0 0 0 0 SP=SALE OF PROPERTY 0 0 0 0 0 0 TOTALS 6,480,000 3,875,000 1,575,000 2.875.000 1.575.000 16 3An nno SUMMARY (?F PROGRAMS PARKS 1,730,000 1,100,000 0 1,300,000 0 4,130,000 BUILDINGS 628,000 0 0 0 0 628,000 STREETS 2,900,000 2,300,000 1,500,000 1,500,000 1,500,000 9,700,000 TRAFFIC FACILITIES 717,000 0 0 0 0 717,000 STORM DRAIN 505,000 475,000 75,000 75,000 75,000 1,205,000 TOTALS 6,480,000 3,875,000 1,575,000 2,875,000 1,575,000 16,380,000 SUMMARY`QF t]PERATfN[~ MAINTENA NCE'` OM=OPERATING MAINTENANCE 0 0 0 0 0 N PARKS SUMMARY FIVE YEAR PROGRAM ' uNPft(~GRAMMED 09=10 10-11 11-17 12-13 13-14 CURRENT DOLLARS SUMMARY OF FUNDINiG SURGES GF=GENERAL FUND 1,230,000 RC=RECREATION FUND 250,000 GT=GAS TAX EI=ENVIRONMENTAL IMPACT PD=PARK DEDICATION 250,000 1,100,000 1,300,000 SD=STORM DRAIN TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION SP=SALE OF PROPERTY PARKS TOTAL 1,730,000 1,100,000 1,300,000 SUMMARY C?F RROGRAMS ; MEMORIAL PARK SOFTBALL FIELD RENOVATION 25,000 LAWRENCE 8 MITTY PARK (SARATOGA CK.) 50,000 1,300,000 PARK TENNIS COURT RESURFACING 225,000 WILSON PARK IRRIGATION SYSTEM RENOVATION 150,000 LINDA VISTA POND RESTORATION STUDY 30,000 STEVENS CREEK CORRIDOR PARK PHASE II 200,000 1,100,000 BLACKBERRY FARM INFRASTRUCTURE UPGRADE 800,000 MCCLELLAN RANCH BLACKSMITH SHOP 250,000 TOTAL 1,730,000 1,100,000 1,300,000 SUMMARY`<~F QPERATING'' MAINTENAN CE OM=OPERATING MAINTENANCE w .PARKS. f IVE YEAF~ PROGRAM -09-10 . FD 10-?1 FD _ 11-12 "FD '' 1'2-13 FD 13-14 Fp l1NPRDGRAMM~D CURR!^NT DdLIAR MEMORIAL PARK SOFTBALL FIELD RENOVATION Renovation of existing softball field. Project Cost 25,000 RC LAWRENCE 8~ MITTY PARK (Saratoga Creek) Acquire property end design end canafrud park al fhe North end of the San Thomas Aquino Saratoga Creek trail. Project Cost 50,000 PD 1,300,000 PD PARK TENNIS COURT RESURFACING This project will resurface the 6 tennis courts in Memorial Park and 2 at Varian Park and 2 at Monte Vista. Total Project Cost 225,000 RC WILSON PARK IRRIGATION SYSTEM RENOVATION Renovation of existing irrigation system to keep turf in good condition. Total Project Cost 150,000 GF LINDA VISTA POND RESTORATION STUDY Study to determine the feasiabilily of restoring the existing pond to make operetionat. 30,000 GF 00 -P PARKS ,,. , .; FNE YEAR PRCIGRAM -0910 FD 10-11 FD 11-12'''FD 12-13 FD 13-14 FD' urvPROGRAMMED CURR~NT.;DOLLAR STEVENS CREEK CORRIDOR PARK PHASE II This phase kN the project will install a bridge and extend the trail Uvu the Stocklemier property and conned to Steven Creek Blvd. Total Project Cost 200,000 PD 1,100,000 PD BLACKBERRY FARM INFRASTRUCTURE UPGRADES Continuing renovations of existing facilities, concession stand, pool dressing rooms, eta ` Total Project Cost 800,000 GF McClellan Ranch Blacksmith Shop Build a new Blacksmith Shop in McClellan Ranch Tor the Blacksmith equipment and demostrations. Total Project Cost 250,000 GF BUfLDINGS SUMMARY ' FI~fE`YEAR P'RQGRAM``- P R ' [1N ROG AMMED - U9-1b 10-11 11-12' 12-13 13-14 CURRENT DOLLARS SUMMARY OF FUNDING SOURCES - GF=GENERAL FUND 485,000 RC=RECREATION FUND 83,000 GT=GAS TAX EI=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN 60,000 RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION SC=SPORTS CENTER BUILDINGS TOTAL 628,000 0 0 0 0 4~I IRA~A A f7v /'1C nonr•:rs.w r~z+ .avusure~n r -vr r ravvr~r-~n;~ .. QUINLAN CENTER FOUNTAIN REPLACEMENT 300,000 SERVICE CENTER EQUIPMENT WASH RACK 150,000 MCCLELLAN RANCH PAINTING 85,000 AM RADIO STATION RELOCATION 10,000 QUINLAN CENTER AEROBIC ROOM FLOOR 30,000 MONTA VISTA COMMUNITY BLDG. REPAIRS 28,000 WILSON PARK BUILDING REPAIRS 15,000 PORTAL PARK BUILDING REPAIRS 10,000 TOTAL 628,000 0 0 0 0 aUMMARY QF C)PERATING MAINTENA NCE OM=OPERATING MAINTENANCE BUILDINGS FIVE. YEAR PROGRAM 09-10 FD 1Q:11 FD 11-12. `FD 12-13 FQ 13-14 Fb UNPROGRAMMED CURRENT DOLLARS QUINLAN CENTER FOUNTAIN REPLACEMENT 9237 Demolition and removal of nonfundional fountain behind the puinlen Community Center, with reconfiguration of the space for community events and private rentals. Cany over from 08-09 Project Cost 300,000 GF SERVICE CENTER EQUIPMENT WASH RACK Install an equipment wash rack at the service center for City owner equipment. Cost Total;150,000 60,000 SD 90,000 GF McCLELLAN RANCH PAINTING Exiting atnidures ere in need of painting to restor them. Project Cost 85,000 GF AM RADIO STATION RELOCATION Relocate the existing AM radio station to eliminate RF interference al City Hall. This will also enhance redio signal coverege in the western half d CupeAino. Project Cost 10,000 GF 00 v BUILDINGS FIVE YEAR FROG-RAM 09-10 '~fl 10-31 ~Ll 11' 12 FD 12-13 FD 'i3~14 FD UNPROGRAMMED CUF2RENT QQLG.ARS QUINLAN CENTER AEROBIC ROOM FLOOR 9247 Relplace the existing floor. Project Cost 30,000 RC MONTA VISTA COMMUNITY BLDG. REPAIRS 9248 New vinyl flooring end asbestos abatement in the stroage room and new storage cabinest for the pre-erhaol. Project Cost 28,000 RC WILSON PARK BUILDING REPAIRS 9249 Replace HVAC end air filtretian system. ' rrojeci Cosi 15,000 RC PORTAL PARK BUILDING REPAIRS 9250 Replace tiVAC. Project Cost 10,000 RC 00 00 'STREETS SUMMARY 'FIVE YEAR. PRC?GRAM' unlP~oGRAMnnED 09-10 10 11 11-12 12' 13 13-14 CURRENT DOLLARS SUMMARY OF FUNaING SOURCES - GF=GENERAL FUND 750,000 750,000 750,000 750,000 750,000 RC=RECREATION FUND GT=GAS TAX 750,000 750,000 750,000 750,000 750,000 Et=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND 1,400,000 800,000 PG=PARK GRANT DV=DEVELOPER CONTRIBUTION STREETS TOTAL 2,900,000 2,300,000 1,500,000 1,500,000 1,500,000 SUMMARY OF PROGR~IMS - _. _ . PAVEMENT MANAGEMENT 750,000 750,000 750,000 750,000 750,000 CURB, GUTTER AND SIDEWALK REPAIRS 750,000 750,000 750,000 750,000 750,000 RANCHO RINCONADA STREET STUDY 100,000 PAVEMENT MANAGEMENT -Prop . 1 B 0 800,000 PAVEMENT MANAGEMENT -Prop . 42 500,000 PAVEMENT MANAGEMENT - ARRA 800,000 TOTAL 2,900,000 2,300,000 1,500,000 1,500,000 1,500,000 STREETS _ _ FIDE YEAR PROGRAM 0910 FD t0-t1 Fb : 11-12 FD 12-13 FD 13-14' FD uNPROGR,annnnED CURRENT D©LiARS PAVEMENT MANAGEMENT 9450 Annual City funding of 5750,000 (maintenance of effort). Actual PMS backlog is 51,540,000. Additional Grant Funding will be sought on an annual basis for the short fall in the backlog. Project Cost 750,000 GF 750,000 GF 750,000 GF 750,000 GF 750,000 GF CURB, GUTTER AND SIDEWALK REPAIRS 9451 These funds are for the repair of curb, gutter end sidewalks when they meet repair criteria. This may include accessibility upgrades. Project Cost 750,000 GT 750,000 GT 750,000 GT 750,000 GT 750,000 GT RANCHO RINCONADA STREET STUDY VTA Local Streets end County Roads money for the neighborhood street circulation study, funded by VTA Project Cost 100000 TG PAVEMENT MANAGEMENT - PROP. 1 B Currently allocated funds from local transportation facilities maintenance end improvement Proposition 1 B will be used for pavement maintenance projects in the Pavement Management Program. Project Cost 800,000 TG PAVEMENT MANAGEMENT -PROP. 42 Proposition 42 of gasoline sale taz allocation will be used for pavement maintenance projects in the Pavement Management Program. Project Cost 500,000 TG O 'STREETS FIVE YEAR PROGRAM 09<10 FD ' 1D-11 ~D 11-12"FD 12-13 FD 13-14 FD uNPROCRAMMED CURRENT DOLLARS. PAVEMENT MANAGEMENT - ARRA Federal Stimulus Pedcage monies to be used for pavement maintenance projects. Project Cost 800,000 TG ..r TRAFFfC FACILITfES SUMMARY FNE YEAR PRQGRAM uwPROGRAMMEO '' 09-10 10-T1 11-12' 12-13 13-14 CURRENT DOLLARS SUMMARY OF FUNDING SC3URCES - GF=GENERAL FUND 107,000 0 RC=RECREATION FUND GT=GAS TAX EI=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND 410,000 PG=PARK GRANT DV=DEVELOPER CONTRIBUTION 200,000 STREETS TOTAL 717,000 ~ 0 0 ~~ YY 0 0 SUIVIMAF2Y Ott PROGRAMS _, T/S UPGRADES STEELING/GRFFNI FAF ~G n~0 SAFE ROUTES TO SCHOOL-GARDEN GATE 8 SIG. 442,000 COUNTDOWN PED HEADS 50,000 0 DeANZA BL./McCLELLAN SIGNAL MODS. 200,000 TOTAL 717,000 0 0 0 0 SUMMARY UF`OPERAT1NGsMA~NTENANCE OM=OPERATING MAINTENANCE N TI~F:FIC::~AG1~tTIES ..... :~:~:•:~:~:~:~::•:•::~:~:•:•:•:•:•:•:~:~::•:~::~:~:~:•:•:•:~:•:•:•:•:~:~:•::•:~:~:~:~:•:•:•:~:~:~::•:•:~:~:~ :.:.:.:.:.:.:.:.: .....~ .....................~........~:F11fE~:YEAR:PRCI~:F~AM.......~........~... :::::,:09.1• ~::~~ :~:: .. D .FD •~~ ~ ::::::::::::::::'':~::~:~:::~•''':: ..:.:.:.:.:.: ....... 1. FC.~:~:~:~:~:~:~:-:~:~11=12~:F.D:~:~:~:-:~:~:~:~:~::'12-13: FA~:•:~:•:•:•:•:•:•:•:~1~-14:~:Fa ... ... uric ... .. R~G~L4AAtirl Eb: ? ~: .... : CUFtR~NT:~pOLLARS~:~ SIGNAL UPGRADE AT STEELING/GREENLEAF Upgrades to Stelling/Greenleaf sgnal that were not covered in the Safe Route to School grant. Project Cost 25,000 GF SAFE ROUTES TO SCHOOL -GARDEN GATE & 9549 Install sidewalks where gaps e>dst on Stalling Rd., Greenleaf Dr. and on Ann Arbor Ave. to provide a safe route to Garden School. InGuded some work to the Stelling/Greenleaf signal. This is a Grant project yet to be funded. City Share of Protect Cost 32,000 GF Grant Share of Project Cost 410,000 TG Total Project Cost 442,000 COUNTDOWN PED HEADS 9547 The Countdown feature advises pedestrian trme provided andlor remaining to cross the street cn ,.. ,,,, ,,,,,,,,,,,,,,,,,,,,, ,w„ad, w ,~v wTiNio.du. ,,,nw iuiiu'a wiii tAlrrrlHeltl lu more intersections. Cost 50,000 GF DeANZA BLVD./McCLELLAN SIGNAL MODS. This project would involve relocating two 55' mast arms and poles from the near side to the far side of the intersection, and related electrical, concrete and striping work. Funding from adjacent developments. Project Cost 200,000 DV w STORM 'DRAIN SUMMARY ' FIVE YEAR PROGRAM o AM n uNP~ GR M~ 09-10 10-11 11-12 12-13 13-14 CURRENTbOLLARS SUMMARY "QF FUN'DtW~ SOURCES- GF=GENERAL FUND RC=RECREATION FUND GT=GAS TAX EI=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN 505,000 475,000 75,000 75,000 75,000 RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION STREETS TOTAL 505,000 475,000 75,000 75,000 75,000 StJI`YIIYIAKT VF 1'1'Sl![aKP-1M1?- _ "- MINOR STORM DRAIN IMPROVEMENTS 75,000 75,000 75,000 75,000 75,000 MONTA VISTA STORM DRAINAGE SYSTEM 400,000 400,000 MASTER STROM DRAIN PLAN UPDATE 30,000 TOTAL 505,000 475,000 75,000 75,000 75,000 St1MMARY OF OPERATING MAINTENANCE OM=OPERATING MAINTENANCE STORM DRAtIV FIVE YEAR. PROGRAM 09-1Q FD i0-1i FD 11-12 FD 12-13 FD t3-14 FD uapROGi~M~rr<a CURREI+IT.DOLL{tRS' MINOR STORM DRAIN IMPROVEMENTS 9612 Funding for emergency drainage repairs as needed in various locations Project Cost 75,000 SD 75,000 SD 75,000 SD 75,000 SD 75,000 SD MONTA VISTA STORM DRAINAGE SYST. 9620 Installation of atone drainage system in Monte vats Area. Linea to be installed on Orange Avenue end Byme Avenue. Design and Construction 400,000 SD 400,000 SD MASTER STORM DRAIN PLAN UPDATE The Master Stone Drain Plan was last updated in 1993, this update would evaluate the existing system and make recommendations, including fee updates. Cost 30,000 SD to .:. UNFUNQED PR~}JECTS FIVE YEAR. PROGRAM '09-1Q 'FD 1 Q-1 f'? Fp 11-12 FD t2-t3 Fp 13-1'4 FD PARKS BUILDINGS City Hall Remodel with Seismic/ADA 3,000,000 Fire Code Upgrades (Essential Building) Sports Center Gymnasium 2,500,000 STORM DRAINAGE Bubb/McClellan Storm Sewer Upgrade 750,000 2,000,000 rn ~-- ~ ~ -o ~ ~~ EXHIBIT CUPERTINC3 FY 2009-2010 CIP SUMMARY • Park Facility Improvements $ 283,000 • Blackberry Farm Infrastruc1;ure 800,000 • Stevens Creek Corridor Ph II (Design 200,000 • Parks Tennis Courts Resurf=ace 225,000 • Wilson Park Irrigation 150,000 • McClellan Blacksmith Shop 250,000 • Quinlan Terrace (Fountain Replace) 300,000 • Service Center Wash Rack 150,000 • Street/Concrete Maintenan~,ce 2,900,000 • Traffic Improvements 71 7,000 • Storm Drainage 505,000 • TOTAL CIP 09-10 $ 6,480,000 09-10 CIP RESOIURCE SUMMARY (NON GENERAL FUND) • Parl<s & Recreation EntE~rprise $ 508,000 • Streets Revenue (var.) • Storm Drainage • Traff i c TOTAL NON GF 2,1 50,000 565,000 610.000 $3,833,000 1 09-10 CIP GENERAL FUND TOTAL PROPOSED CIP $ 6,480,000 TOTAL NON-GF REVENUE (3,833,000) NET GENERAL FUND $ 2,647,000 09-10 5-YEAR CI P UNFUNDED • City Hall Remodel $3,000,000 (10-11) • Sports Center Gym $2,500,000 (11-12) • Bubb/McClellan Storm 2,750,000 (12-13) ., z. t `; Q. ~,''- ,nom 2 5- ~Z~ -c~ 9 ~ / EXHIBIT ~UPERTINC+~ N r