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Budget 2009-2010City of Cupertino Citizens of Cupertino CITY O F JJ ' ~ 1 ' I city Council ,`~~ 1 ~ t u ;; V , I////Y Citizen Adivisory Commissions and Committees CUPERTINO City Attorney City Manager City Treasurer Carol Korade David Knapp Carol Atwood Public & Environmental Affavs Drector Rick Kitson Director of Administrative Services Carol Atwood ... IT Manager Mariyah Serratos Finance Director David Woo Code Enforcement Emergency Preparedness City Clerk Kimberly Smith Human Resources Director Vacant Neighborhood Watch Director of Director of Director of Community Development Parks and Recreation Public Works Aarti Shrivastava Mark Linder Ralph Qualls Building Official Recreation Supervisor Sr. Recreation Supervisor CityArchitec[ Assis[an[Director Greg Casteel Sports Center Senior Center Terry Greene of Public Works -Eng. Don McCarthy Julia Lamy Glenn Goepfert City Planner Recreation Supervisor Recreation Supervisor Public Works Environmental Gary Chao Youth Programs Facilities/Community Events Project Manager Programs Manager Christine Hanel Tom Walters Carmen Lynaugh Cheri Donnelly Economic Developmend Assistant Director Senior Civil Engineer RDA Manager of Public Works - Maint David Stillman Kelly Kline Roger Lee Parks Facilities Sveets Public Works Supervisor Supervisor Supervisor Supervisor John Bisely Chris Orr Diane Mahan Vacant CITY OF CUPERTINO, CALIFORNIA Orrin Mahoney Mayor Mark Santoro Councilmember Fiscal Year 2009/10 CITY COUNCIL Kris Wang Vice Mayor l Dolly Sandoval Councilmember Gilbert Wong Councilmember DIRECTORY OF CITY OFFICIALS David W. Knapp -City Manager Carol Korade -City Attorney Carol Atwood -Director of Administrative Services Mark Linder -Director of Parks and Recreation Ralph Qualls - Director of Public Works Aarti Shrivastava -Director of Community Development iii CITY OF CUPERTINO, CALIFORNIA Fiscal Year 2009/10 COMMISSIONS ANI) COMMITTEES AUDIT COMMITTEE ]'ARKS & RECREATION COMMISSION Myoung Kang Mark Santoro Stanley Stemkoski Garrett Wade Gilbert Wong Jeanne Bradford David Greenstein David Lee Darcy Paul Debbie Stephens Stauffer HOUSING COMMISSION Harvey Barnett Radha Kulkarni Nicole Maroko Frances Seward FINE ARTS COMMISSION KC Chandratreya John Fiegel Christina Hackworth Robert Harrison Jessi Kaur PUBLIC SAFETY COMMISSION Charles Caldwell Nina Daruwalla Craig Lee Daniel Nguyen Tamara Pow TEEN COMMISSION Utkarsh Bhagi Sanjana Ramachandran Sruthi Damodar Shailee Samar Ojas Goyal Anna Kathryn Sengupta Esther Lim Nirali Shah Laura Liu Stephanie Szeto Nikhil Menon TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION William Allen Peter Friedland Avinash Gadre Wallace Iimura Andrew Radle ]LIBRARY COMMISSION Adrian Kolb Ronald Miller l~atherine Stakey Ann Stevenson ;iusanna Tsai ]PLANNING COMMISSION Paul Brophy ]~isa Giefer David Kaneda 'JVinnie Lee ]vlarty Miller ]BICYCLE PEDESTRIAN COMMISSION Mark Fantozzi Geoffrey Paulsen .Alan Takahashi .lames Wiant ]ECONOMIC DEVELOPMENT ]Bob Adams Carol Atwood :.Mike Foulkes Shawna Holmes :Kelly Kline :David Knapp Orrin Mahoney Marty Miller Ralph Qualls Aarti Shrivastava Kris Wang iv I,rrr® ~~ yl` .. I % ,~,, . ,i~~'' ~` . ~. ~,'\'~ ~f~~tfl City of Cupertino ~;,, . ~q ~f~i ': : @~~~ . For meeting the criteria established to achieve the EXCELLENCE AWARD in the OPERATING BUDGET CATEGORY. ~,If G~' February 17, 2009 '~''i; ,, _ i// ~ f"" ~ `/' V // i ~ i %%~i~ ~ ~ ~ " ~ °~% ~ µ`~~ / - . t~\ ~tr~~~t+%A~~iu!///A dlfky/~c~~ r ~.rtnl/A~I~Y,//t 0~at~~~~M~~//O~Q t~; O~strq~~~~ti,///S~~t;~ ntr, ~~`P~///S~\\„i1~,;7A~itc ~q///d~„_. -._ "~ ~'~ ~ i ,~/ ii" t i Cali ornia Society of ~VI u;r~icipaC Finance Officers .f Certificate ~of Award '' ~; ,, . Fo:r ~~sll: . ~ ~~, Excellence zn Ope,rating Budgeting ~''~il i; ~~ Fiscal Year 2008-2009 ~~~,;. ,, The California Society of Municipal Finance Officers (CSMFO) proudly presents this certificate to ~ y~l '~ ~~ ~;;, ~~ Viki Copeland Pamela ArendrKing, Chair I Bud etin & Financial Re ortin - ~'~'f CSMFO President S g P S _ _ r - :. ~. ~/// °Q\\W//Ir,•w~~A///i, Q\\~~///n~ Q\\w//s:"~~~//~ ~\\\A/// ~~\\w//h~"~~~~~~ \\\w/Oi "iQ\\~///~a"!\O''v%~\\\\w///~F~ ///nm\~~ ~~~~ y' The California Society of Municipal Finance Of ricers issues annual awards for outstanding achievement and contributions to the profession. The City of Cupertino received the award shown above for its 2008-09 annual operating budget. In bestowing this honor, the Society acknowledges the City for its outstanding presentation of financial and budgetary data. Our 2009/10 budget document is intended to meet the Society's high standards and will be submitted again this year to determine eligibility for another award. ~' RESOLUTION NO. 09-092 A RESOLUTION OF THE CITY COUrdCIL OF THE CITY OF CUPERTINO ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR FISCAL YEAR 2009-10 BY RATIFYIN~T ESTIMATES OF REVENUES TO BE RECEIVED IN EACH FUND AND APPROPRIATING MONIES THEREFROM FOR SPECIFIED ACTIVITIES AND AC(~OUNTS AND SETTING FORTH CONDITIONS OF ADMINISTERING SAID BUDGET WHEREAS, the orderly administration of municipal government is dependent on the establishment of a sound fiscal policy of maintaining a proper ration of expenditures within anticipated revenues and available monies; and WHEREAS, the extent of any project or program and the degree of its accomplishment, as well as the efficiency of performing assigned duties and responsibilities, is likewise dependent on the monies made available for that purpose; and WHEREAS, the City Manager has submitted his estimates of anticipated revenues and fund balances, and has recommended the allocation of monies for specified program activities; NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt the following sections as a part of its fiscal policy: Section 1: The estimates of available fund balances and anticipated resources to be received in each of the several funds during fiscal year 2009-10 as submitted by the City Manager in his proposed budget and as have been amended during the budget study sessions are hereby ratified. Section 2. There is appropriated from each of the several funds the sum of money as determined during the budget sessions for the pur)~oses as expressed and estimated for each department. Section 3. The City Manager is hereb}~ authorized to administer and transfer appropriations between Budget Accounts within the Operating Budget when in his opinion such transfers become necessary for administrative pur~~oses. Section 4. The Director of Administrative Services shall prepare and submit to City Council quarterly a revised estimate of Operating Revenues. Section 5. The Director of Administrative Services is hereby authorized to continue unexpended appropriations for Capital Improvemf;nt projects. vi Section 6. The Director of Administr~~tive Services is hereby authorized to continue appropriations for operating expenditures that are encumbered or scheduled to be encumbered at year end. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 16th day of June, 2009 by the following vote: Vote Members of the City Council AYES: Mahoney, Sandova:~, Santoro, Wang, Wong NOES: None ABSENT: None ABSTAIN: None APPROVED: ayor, City of Cupertino ATTEST: ~~~~~ c~~ City Clerk 1 `~, 1 vi i TABLE OF CCINTENTS FISCAL YEA1Z 2009-10 PAGE TITLE PAGE . ORGANIZATION CHART DIRECTORY OF CITY OFFICIALS COMMISSIONS/COMMITTEES EXCELLENCE 1N OPERATIONAL BUDGETING 2008-09 ADOPTED BUDGET RESOLUTION BUDGET MESSAGE FISCAL STRATEGIC PLAN FINANCIAL AND CITIZEN VALUES Mission Statement. Financial Values Citizen Values. BUDGET GUIDE Elements of the Budget Document Structure of the City's Finances The Annual Budget Process Glossary of Budget Terminology . COMMUNITY PROFILE History of Cupertino Community Economic Profile. FINANCIAL AND PERSONNEL SUMMARIES Budget Summary . Revenue and Expenditure Charts . Revenue Summary Personnel Summary Five Year Budget Forecast Appropriations Limit . PERFORMANCE MEASURES . DEPARTMENTAL OPERATING BUDGETS COUNCIL AND COMMISSIONS City Council Technology, Information & Communications Commission . Library Commission Fine Arts Commission Public Safety Commission Bicycle and Pedestrian Commission . Parks and Recreation Commission Teen Commission . Senior Commission Planning Commission , Housing Commission . , i ii iii iv v vi 1 7 23 24 25 31 33 34 35 39 40 47 48 52 67 74 99 101 116 118 120 122 124 126 128 130 132 134 136 PAGE ADMINISTRATION City Manager 142 City Manager Discretionary Fund. 144 Legal Services . 146 LAW ENFORCEMENT Law Enforcement . 152 PUBLIC AND ENVIRONMENTAL AFFAIRS Community Relations . 158 Cupertino Scene 160 Government Channel . 162 City Website 164 Environmental Affairs 166 ADMINISTRATIVE SERVICES Administration 174 Accounting/Business Licensing. 176 City Clerk . 178 Emergency Preparedness 180 Human Resources . 182 Code Enforcement 184 Information Technology 186 PARKS AND RECREATION Administration 194 Facilities/Parks/Blackberry Farn1/Community Events. 196 Youth & Teen Programs/McClellan Ranch Park:. 198 Sports & Fitness/Blackberry Farm Golf/Monta Vista Rec Center. 200 Senior Center Programs/Stevens Creek Trail/Blue Pheasant. 202 COMMUNITY DEVELOPMENT Administration 208 Planning 210 Housing Services 212 Building 214 PUBLIC WORKS Administration 222 Environmental Programs 224 Engineering Services 226 Service Center. 228 Grounds 230 Streets . 232 Facilities 234 Transportation . 236 General Services 238 Fixed Assets Acquisition . 240 NON-DEPARTMENTAL OPERATING BUDGETS Interfund Transfers 246 Debt Service 248 CAPITAL IMPROVEMENTS Five Year Capital Improvements Program 251 CUPERTIIVO 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 pYione 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 thy; 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 ~~lso 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 c~rpital 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 stz.rt of the current recessionary period. Our expenditure budgets resulted in a savings of $2.l 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, 2009 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 occupancy taxes, property transfer taxes, utility user taxes, building permits and interest earnings. Construction activity continues its slump with developers requesting extensions and phasing in plans for approved projects. Property taxes, charges for services in the areas of engineering fees and recreation revenues, and fine revenues are wit}istanding 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-business 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 Higl:lig/its The budget presented to you today is balanced, not only 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 v~~e continue to improve revenue composition, streamline operations, and control costs. To that e:zd, 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 volatile 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 dollars to fund municipal programs. Additional efforts will concentrate on the vacant Merv}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 v~~ill be taken to the voters in the municipal election in November 2009. A successful vote 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 $125,000 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 fort:~coming from the JPA. 3 Fiscal Year 09/10 Hig/rliglits, 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 obligationc~ during this current year due to the volatility of the investment market. We plan to proceed with this approved policy decision during 09J10 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 contai~is the following administrative decisions and changes for salary and benefit cost categories: - Vacant Positions -The City is currently in 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 positions 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. "['his 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 the job duties being performed. And finally, the Assistant City Attorney position has 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 m~inagement 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 replacement 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 Higlrtigltts, continued Festival use of facilities, staff, sheriff and special event fees Two School Resource Officers ($20,000 to be ~~aid by the schools, $105,000 to be paid by the State) Funding for an enhanced Web search engine Funding for enhanced City Channel broadcasting Additional funds towards awalk/bike to schoo. program Contribution to the Housing Trust Fund Leadership 95014 Public Safety Commission -Safety Fair Santa Clara County Interoperability project 170,470 360,100 30,000 50,000 50,000 25,000 12,500 5,000 4,530 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 80Q,000 Designations for a Linda Vista water feature ar..d Dog Park project 580,000 McClellan Ranch Blacksmith Shop 250,000 Service Center Equipment Wash Rack 150,000 McClellan Ranch Painting 85,000 Quinlan Center Repairs 10,000 Monta Vista Community Building Repairs 28,000 Wilson & Portal Park Repairs 25,000 Major capital improvement projects funded for fisc~il 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 and 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 ~~n 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 $50, 000 to support loans to first-time home buyers and ftnancing 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 operational 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 developmf;nt, embarking on new revenue sources, and continually seeking ways to deliver high customer sf;rvice more efficiently. Respectfu ly submitted, ~~ ~~ David W. Knapp City Manager 6 FISCAL STRATEGIC PLAN Define the Problem -Analyze the Current Funding Gap Background -Fiscal Years 2000 to 2004 The 2000-2004 recession, coupled with significant increases in retirement and medical costs, energy costs, new infrastructure service needs grid the State of California take-always severely undermined the ability of the City of Cupertino to continue delivering high quality municipal services. The City weathered the economic storm by cutting service levels, freezing up to 17 staff positions, refinancing debt service, turning to a full cost recovery fee structure for certain services, realizing one-time revenues through sale of surplus property and reducing employee compensation through direct salary cutbacks and work furloughs. Service levels clearly suffered and sacrifices were necessary across the board. The City learned that our fiscal structure left us vulnerable to the whims of economic fluctuations and the ability of the State to raid our revenue sources. Two major revenue sources, sales tax and property tax, were principal weal: points in the above scenario. Cupertino is heavily dependent on business-to-business sales taxes and its retail sales tax is significantly under performing due to the condition of older strip shopping centers in the community and the loss of several significant revenue producers. Also, Cupertino is one of four no-low property tax cities frozen bypre-proposition 13 to abnormally low tax rates. It became apparent that the City needed to annually evaluate its revenue structure to ensure more reliable and less volatile revenue sources, and its cost structure to ensure that services were performed in a cost effective manner. The result was the adoption of the Fiscal Strategic Plan which has become an integral part of the budget process. The "Plan" identifies areas to reposition our revenue composition and analyze ;associated service deliver costs. By reviewing these two key areas on an annual basis, we are getter able to position ourselves to weather the impact of current and future changing economic conditions, continue existing programs and fund new service levels. Fiscal year 2004/05 The city's audit report for the year ended June 30.. 2005 showed the General Fund in a strong net income position after operating expenditures, debt service and transfer obligations. Based on this, and the fact that the federal government w<<s estimating inflation in the 3.6% plus levels, one might say that the goal of financial viability had been achieved. However, the 2004/05 financials were not representative of our true levf~l of service. Vacancies were upwards to 11% of our authorized workforce, maintenance of infrastructure was cut to an all-time low and, and many budgeted projects were carried over to thy: next fiscal year because of the shortages in staffing. In addition, one-time revenues such as sale of property inflated this bottom line. 7 FISCAL STRATEGIC PLAN To analyze our current funding gap and present a more accurate financial picture, we looked at the actual inflows and outflows to the General Fund and identified one-time, non-reoccurring revenue. In addition, we looked at the latest audit report for fiscal year 04/05 and added back the salary and benefits, deferred maintenance and deferred projects approved but not spent. Finally, for 04/05, we deducted the non-reoccurring State payback, park dedication fee payback and sale of property. The result was a snapshot of what our financial results would have been at fully approved levels of operation and without one-time revenue sources. Although Fiscal Year 04/05 ended with a $5.6 million dollar "profit", once one-time revenues were removed and expenditures were reflected at approved levels, the result was a net loss of $l.l million dollars. General Fund Trends Revenues versus Expenditures (including Capital Project Funding) 8 FISCAL STRATEGIC PLAN To add to this situation in FY 04/05, the net loss figure did not reflect concerns for the next fiscal year 05/06 in the following areas: Pending legislation resulting in $389,000 of cable franchise fees in jeopardy; ~ Pending court cases putting $350,000 in cell phone utility user tax in jeopardy; Potential increases in health premiums in excess of 8% per year. The City was currently spending $1.53 million per year on active and retiree medical prenuums and future liability costs for 150 active and 81 retired employees receiving benefits; Rising fuel costs, equating to approximately 30%. The City has approximately 130 rolling stock and vehicles in the fleet. Rising costs of asphalt (a petroleum-based product) which had dramatically affected the cost of street work. Based on a recent updated of the pavement management plan, projections indicated that street jobs were coming in 25% to 46% higher than a year ago; Resulting annexations of Monta Vista, Garden Gate and Rancho Rinconada neighborhoods had lowered the overall pavement standard for Cupertino, and a disproportionate amount of funding had gone into these areas to bring streets closer to city standard; Minimal annual funding of $750,000 for keeping the streets in good order. This funding level had not been adjusted for many years and keeping pavement in good condition is the most economical maintenance strategy over the long tem; Co~zelusio~z of the Co~nniittee Besides balancing at the basic level of operating revenues and operating expenses/debt service obligations with the above issues in mind, the Fiscal Strategic Plan Committee recommended that the City fund our reserves at appropriate and/or mandated levels. A healthy "net income" would be required to embark on operational or capital improvement areas that are already being discussed. Some of these projects included: ~ Additional parks on the east side of the City; Reserves to accommodate major renovation requirements of our facilities such as the Quinlan Community Centel; Funding for environmental components such as artificial turf and solar energy options for fields, parks and facilities; Extended library hours; - Improved street standards; Alternative energy sources; E-Services; and i Risk reduction efforts. Based on the under-funded current and non-funded future needs, the Comnttee recommended that the City reposition its revenue and expenditure base to fund an additional $2.5 nullion per year. 9 FISCAL STRATEGIC PLAN Automate and Streamline Service Delivery We currently have 162.75 full-time equivalent positions in our budget with approximately 70°Io of the general fund operating expenditures are associated with salary and benefit costs. Each year, the Committee will review the structure of our organization and discuss areas to automate or streamline. This task was critical since long-term trends for what we call "hidden" costs (medical insurance prenuums, workers compensation and retiree medical costs) are directly associated with the number of our employees. The more we can streamline or contract out services, the more we can control these current and long-term costs. Our hiring freeze in prior years demonstrated that we couldn't reduce our workforce and maintain all existing programs for any length of time. Our organization is too lean and too flat to accommodate this option without experiencing declines in customer satisfaction and service levels. If we are successful in a workforce reduction, programs impacted by staffing reductions need to be identified and either contracted out, modified or eliminated. 35C 3~5 34C 335 33C 325 32C 3.5 3.C 305 30C We also need to be cognizant of our future personnel needs. Law enforcement needs will be reviewed in conjunction with annexations and the development of new residential and commercial buildings on a proactive basis. New programs will be analyzed as to personnel requirements. 10 20C3 20C4 ?OCS 2006 2007 2008 2C0~ ^ResidertJEmplcyees FISCAL STRATEGIC PLAN Automate and Streamline Service Delivery, continued The Committee identified several areas for potential short term andlor long term savings for Council's consideration. A. Streamline and reposition our workforce as opportunities arise. As future vacancies occur through attrition, the City will consider opportunities to streamline and reposition our workforce whenever feasible. All vacant positions should be reviewed to identify opportunities for automation, level of effort shifts or other cost saving ideas. We will also need to reposition our workforce to meet evolving workload demands, emphasize cross training and career development opportunities, and fill vacancies through internal transfers and promotions. To enhance the skill set of our current workforce, the City has implemented a Talent Exchange Program to provide interdepartmental and project experience for interested employees. In lieu of sending employees offsite or to other organizations, this program will give them the opportunities for resume building here in Cupertino. Stahtis: h~7~le~neilted and Ongoing B. Implement E-Services with the goal of bringing city hall to the customer and reducing our cost. of service delivery. The City's E-Service budget was eliminated for two fiscal years in an effort to save expenditures. In 2006/07, an E-Services Master Plan was drafted which addressed automation opportunities of government services. Examples of products currently being assessed and implemented include but are not limited to: ~ Permit tracking % Econonuc Development lnformation Records management/retrieval ~ Conununity Outreach Information - On-line job applications i% Code Enforcement Tracking :' On-line business licenses Website Revision Intranet information ~ On-line forms Status: hnplenie~ited mid Ongoi~ig C. Consider using artificial turf in our athletic fields to reduce maintenance and risks associated with injury. Utilization of artificial turf is a growing trend to curb the rising costs of maintenance and general liability claims. The committee recommends that we use all future youth sports league fees for refurbishment of the fields and that we pursue utilization of artificial turf and solar energy whenever feasible and cost effective. Status: Not inl~~lenzer2ted at this time. 11 FISCAL STRATEGIC PLAN Automate and Streamline Service Delivery, continued D. Pursue alternate energy sources for the City's infrastructure and vehicle replacement needs. The Committee recommends the City investigate use of alternative energy for application in City facilities and vehicles where it is a proven cost benefit. Status: The City has adopted a policy to purchased hybrid vehicles where possible acid feasible. ht addition, a sustainability study i~ico~porating green buildi~ig stmadards and other eraviro~tme~2tal.frie~idly policies has been adopted and modification to our- solid waste contract to enha~zce r-ec~~cling is under consideration... Stabilize and Reposition Revenue Sources Cupertino has historically been heavily dependent on sales tax as a major general fund revenue source, however trends over the past ten years have chanced not only the percentage of revenue received from this source (31.6%) but also the make-up of where the revenue is coming from. Ten years ago, over 50% of our sales tax base came from the retail sector where today 66.5% is from the business-to-business or the high-tech sector. Sales Tam b~- Economic Categoi•~- s.ooo.cxla - -----...._..-------------------------- -.ooo.ooo 6,000 AU0 ^Business to Business ^ G en eral R etail :.000.000 ^FoodProducts -~ ,OG 0.000 ^Transportation •0001 ^q00 O Constru cti on 2 G00 000 OMiscellaneous l ,000,000 (1 =OOti~~ .U0-1 _00-~'_ 'Oil- 3 _00'x-0 'OOE1 _uUF_ 'OQS3 'O(i&~~ I' c:u• En dui g Qn artcr Our largest sales tax producer, Apple Computer, comprises 26% and given the volatility of the high tech industry, this fact alone has put this revenue source in an "at risk" situation. To add to this concern, the State is continuing its efforts to change the way Internet sales are reported and, if they are successful, will dramatically affect the amount of sales tax revenue currently received from our top three producers -Apple, Hewlett Packard and Insight, Inc. 12 FISCAL STRATEGIC PLAN Stabilize and Reposition Revenue Sources, continued During the recent years of budget cuts, we have mainly focused our efforts on reduction of expenditures. New revenue sources need to be identified and implemented for long-term financial stability. The Committee believes that it would be prudent to consider the following revenue strategies: A. Pursue Tax Equity Allocation (TEA) relief with Santa Clara County. When Proposition 13 passed in 1978, it froze property taxes at their current levels. This action created significant problems for cities that at the time had low property tax rates because they couldn°t raise those rates to meet their community needs. Four cities, including Cupertino, are significantly below the average. Status: During 2006/07, t12e passage of State legislationz reversed a 1980's decision and restored a portion of our property tax revenue, ~wl2ich had been lost to tlae County. Cit}~ Council was instrumental in getting this legislations approved. This TEA change provided a~totlaer $1.35 million i~z pr-opert,~ ta.x for the fiscal year and brought us to our 7% n.o/low property tax statutory rate. As part of the agreeme~it to enact this legislation, the City had to pa_y the former County ERAF rate on these monies to make the State whole. The rate difference bet-ti~een what is paid by Clrpertin.o and the Counh~ is substantiul. We will continue to work on the ERAF issue to finish correcti~zg the inequitable distribution of proper°t}' tax. If successful, this would result in an additional $982,000 to $1,308,000 per year in properr)~ tax. B. Re-assess Park Dedication Fees on an ongoing basis to capture rising real estate costs associated with park acquisition. Each time a new development application comes to the City, real estate costs should be researched to ensure that the park dedication fees are current and reflect appropriate costs for property acquisition. This will ensure that our purchasing power is not diminished. Status: Implemented and Ongoing C. Negotiate with Hansen regarding future land use rights in exchange for annexation. Hansen currently resides in the County but utilizes Cupertino streets for access to its site. The cement trucks that frequent Foothill Boulevard and Stevens Creek inflict much more street and landscape maintenance needs than the average user. Cupertino has been absorbing the traffic and pavement issues associated with this business, but receives no revenue benefit. It is estimated the utility users' tax from this site alone will bring over $750,000 per year to the City. The committee recommends pursuit of annexation in exchange for future land use rights. Status: Not implente~lted at this time. 13 FISCAL STRATEUIC PLAN Stabilize and Reposition Revenue Sources, continued D. Support Redevelopment/Economic Development for Cupertino Square and other major projects. Analysis shows us that our regional mall is producing well below the average sales tax per square foot that is required to have a strong operation. We currently receive approximately $ l . l million per year from Cupertino Square in sales tax as compared to the Oakridge Mall, which is renutting around $5.4 million per year. 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 dollars to fund municipal services. In addition, build-out projections on infrastructure will provide about $2 million per year in new tax increment for the project area starting in 11/12 and approximately $23 million for low and very-low housing over the next 30 years. To decrease our dependence on the business-to-business sector, we recommend strong support for the mall redevelopment. In addition, as new developments come before the Planning Commission and City Council, we recommend a quality retail component be incorporated into the project. Status: Implemented m2d Ongoing E. Consider an Entertainment Tax and a modification to our existing titility User Tax Ordinance in conjunction with a municipal election. The Committee recommends that we consider placing on the ballot both an entertainment tax for a new revenue component and re-wording of our UUT Ordinance to reflect recent trends in technology and retain existing UUT revenue such as cell phone remittances. Status: Entertainment Tax riot implemented at this time. Status: UUT Ordinance Update to be considered ticith the November- 2009 election. 14 FISCAL STRATEGIC PLAN Stabilize and Reposition Revenue Sources, continued F. Phase out one-time revenue to the General Fund. Limit park dedication fee payback to the General Fund to $500,000/year for 06/07, decreasing by $100,000 increments each year with additional revenues vesting to the Park Dedication Fund. The Committee believes that the payback of park acquisition costs inflates the General Fund revenue and gives the impression that this is on-Qoma revenue from operations. As this funding will eventually "dry up" it is prudent to replace it with true operational and annual revenue streams. Status: Implemented a~ad Outgoing. G. Consider assessing a sales tax in-lieu fee for discontinuance of retail land use. This concept would assess any developer who proposes taking land use currently zoned for retail/con2mercial use of over 50,000 square feet and replacing the infrastructure with non-sales tax producing product such as housing. Statttis: Not implemented at this time. H. Re-visit the adoption of a County Cona~nunication fee if our sales tax composition exceeds 50% from the business-to-business sector. Two years ago a 9-1-1 fee for County Communications was deliberated on by the City Council. Estimates showed $1 per line per month would provide approximately $650,000 towards a $750,000 cost of service. Given our high percentage amount of business-to-business sales tax, the committee proposes to re-visit this fee if our sales tax composition exceeds a 50°Io benchmark. Our current mix of sales tax providers results in a high risk of fluctuation in our largest general fund revenue category, and a 9-1-1 fee would identify a new and stable revenue source to offset this risk. Statr~~s: Not inaplenaented at this titrte. I. Consider a Vehicle Impact Fee. Several cities in California have successfully levied a street impact fee on heavy vehicles to offset the wear and tear on city streets from oversized equipment. Such an assessment would pass the cost of street repairs due to extra weight usage through to the company and provide needed funds for maintenance. Status: Neigl~~boring cir)~ ot•dirtances are being revie~l~ed by tlae City Attorney's office. l5 FISCAL STRATEGIC PLAN Decrease Expenditures and Risk Exposure The Committee looked at our major programs in relation to operating costs and risk exposure associated with general liability claims and workers compensation claims. Currently, claim costs are paid directly by the Risk Management Division, which results in an understatement of the true cost of service of some of our programs. For high-exposure or highly loaded "hidden cost" programs, additional trend analysis was performed to establish what other municipalities are implementing in an effort to decrease expenses and areas of risk. Several suggestions for potential short term andlor long term savings have been identified for consideration: A. Require developers to maintain new open space associated with their projects. With new parks and open space come the costs associated with maintaining those green spaces throughout our city. The Committee believes that it is in our best interests to use the permit process to require the developer to pay for, or provide for, mechanisms that fund the maintenance of these parks. Suggestions include the incorporation of a landscape district or homeowners association within the new development. Or, as in the case of Cali Mill Plaza, the property and its maintenance would stay with the developer. It is estimated that it costs the Public Works Department approximately $40,000 per year for every new acre of parkland that goes on-line. This recommendation would hold the line on our park maintenance and help control future costs in tlus area. Status: L~2pleme~~ted a~zd Ongviiig. 16 FISCAL STRATEGIC PLAN Decrease Expenditures and Risk Exposure, continued B. Require safety enhancements in new developments. The City has experienced an increase in residential burglaries this past year, which increases our sheriff costs. Many of these crimes involved taking jewelry from the homes. We suggest that new housing developments be required to have built-in safes to secure valuables and reduce accessibility of jewelry in an effort to reduce/deter crime. Status: Not ir~t~lenzeiited at tl~iis time. C. Contract School Maintenance In the 1990's, the City issued approximately $5 million in bonds to refurbish 9 school sports fields. The agreement with CUSD provided that we refurbish and maintain the fields in exchange for their use during non-school hours. This provided an excellent partnership by providing CUSD with high-quality fields and the City with expanded parkland. This has resulted however in a duplication of both maintenance equipment and workers between the two organizations. Currently, our Ground Maintenance Division mows 33.17 acres and edges 24,305 linear feet of turf at these school sites. Transitionin~ the mowin~peration only to CUSD would reduce our long-term "hidden costs" and our vehicle and equipment replacement needs. The current cost to provide mowing service to the schools is X137,594 out of $555,000 in total expense per year. Status: Not im~lemeltted at this ti»te. D. Add Capital Improvement Projects only if on-going maintenance funding can be identified (LLD, homeowners association, development maintained/owned). The City is currently using the permit process to incorporate private maintenance of sidewalks, medians and other improvements for new developments. For City projects, all associated budget costs should be considered with the adoption of the original budget for the Capital Improvement Program. Status: h~iplen2ented and ongoing. 17 FISCAL STRATEGIC PLAN Decrease Expenditures and Risk Exposure, continued E. Increase the number of Block Leaders, Neighborhood Watch Programs and CERT graduates. Increases in these programs will capitalize on community policing and reduce/maintain sheriff costs. We also encourage commissioners to become involved in these programs. Status: b~aplernented a~zd ongoi~ig. r_~ F. Change accounting for Enterprise Funds The Committee proposes that all Enterprise Fund activity be reflected in the individual fund whereby all costs, including building costs are recognized in one place. In addition, al] revenues associated with the complex should be recognized in the fund. The reader could easily ascertain the subsidy from the General Fund and Council could quantify self-supporting percentages for each fund. Status: Implemented and is on-goi~ig. 18 FISCAL STRATEGIC PLAN Decrease Expenditures and Risk Exposure, continued G. Continue to investigate cost-saving options for medical and retiree medical insurance. The City should analyze the benefits of setting up a trust for the retiree medical reserves to increase investment return and decrease funding obligations. In addition, staff should continue to look for ways to reduce medical benefit costs including benefits for City Council. Staff proposes to invest the OPEB retiree medical obligation monies in a sepal ate trust fund, thus saving the city approximately $500.000 each year in funding obligations. In addition, we will strive to maintain the current amounts for medical during future negotiations to limit this long-term liability. Status: Implemented aftid or~goi~zg. Trust Fund will be established iii FY 09/10. H. Adopt a Sidewalk Liability Ordinance requiring the landowner to be responsible for sidewalk maintenance and claims to third parties from failure to maintain. The City has approximately 250 miles of sidewalk to monitor and maintain. The annual sidewalk, curb and gutter contract is X750,000, including $150,000 in inspection and contract monitoring costs. It requires 1.25 full time staff per year. Since it is impossible for one worker to cover the miles of sidewalk that we are ultimately responsible for, we are at risk for claims associated with needed repairs. Per State law, the landowner already has a duty to inspect and maintain the area and is considered the most able to recognize and respond to a potential hazard. Sidewalk falls are ABAG's second most frequent claim with $4.5 nullion paid during the past 15 years in settlement and attorney fees. The City has paid over $100,000 in costs associated with these claims in the past five years. The Committee recommends that we continue to inspect and mark needed repairs, but that the liability for repair and associated claims vest to the property owner°. Status: Staff to anah~..e various czt}~ programs arrd bri~ig back fii~.diiigs a~td recom.mendatio~is to the Convnittee in FY 09/10... 19 FISCAL STRATEGIC PLAN Decrease Expenditures and Risk Exposure, continued I. Adopt a Tree Maintenance Ordinance requiring the landowner to be responsible for their street trees. The Street Tree Maintenance program provides for maintenance for over 13,000 trees, including safety trimming and clearing for vehicle and pedestrian height clearance. It costs approximately $525,000 per year, which covers 4.2 positions equipment costs of almost $200,000. As per the above suggestion, the Committee considers the landowner the most able to recognize and respond to a potential hazard caused by the tree(s). We recommend that we continue to inspect and notice needed maintenance, but that the liability for maintenance and associated claims should vest to the property owner. Status: Not implemented at this time. 20 FISCAL STRATEGIC PLAN Implementation Timeline Stabilize and Re osition Revenue Sources 2006/07 2007/08 ?008/09 2009/10 2010/11 Tax E uit Allocation -Phase UPhase II ~ _ ""~ Re-assess Park Dedication Fees ~ _ Annexations ~ ~' _ __ Su ort Redevelo ment Pro'ects - ------- - - Entertainment Tax Phase Out One-Time Revenue to General Fund ~i _.__ _. ___ Modif UUT to Include New Technoloa Charles for Oversize Vehicles A roach Foothill/DeAnza to Share Sheriff Costs Refuse Vehicle Im act Fee Sales Tax 111-Lieu Fee ~'~ _ __ _j Count Communications Fee ~ I, _ Subdivide1Se11 Simms Pro ert -Phase 2 of SCC Charge a User Fee at Librar for Monda Hours ~~~ Charge a Fee for "Excessive Calls for Service" Pursue Federal Stimulus Funding 2006/07 2007/08 2008/09 2009/10 2010/11 Re wire Develo ers to Maintain U en S ace ! _ ~___ I Re uire Safety Enhancements/New Develo ment ', ~' - = _ ~~ ____~__ Contract School Maintenance ;~.~~ "_ gr~~'" ~~~ ~I _ ~' -- ..- CIP if On-Going Maintenance Fundin Available 4 ;__ _ - Increase BL, NW, CERT Graduates ~~ ~ ~_ ~ Change Accounting for Enter rise Funds '~ ~'~h~ `~~~____ ~~___~_____I Cost Saving O tions for Medical/Retiree Medical Ado t Tree Maintenance Ordinance __ -~~-~=.,f,~' Adopt Sidewalk Liability Ordinance Pursue Library Funding Options Review Sanitary Sewer District Structure Completed and/or policy in place In process/to be implemented ~~~ Not approved at this time Undecided Under Review 21 NOTES 22 City of Cupertino MISSION STATEMENT The Cite of Cupertino will: • Provide prompt, courteous and equitable service that responds to individual needs. • Treat eadi customer and employee with respect, dignity, anal se~isitivi~ty. • Support acid encourage individual professional growth and innovation to enhance c sewice and employee satisfaction. • Create a positive, professional environment based upon teamwork. • Provide the highest level of satisfaction in all programs and services. 23 FINANCIAL AND CITIZEN VALUES FINANCIAL VALUES STATEMENTS The City of Cupertino adheres to the following guidelines and principles in preparing its budget and conducting its day-to-day and long-term fiscal affairs. 1. Revenue Levels • To the extent possible, maximize investment yield while maintaining a high level of liquidity for the City's anticipated capital costs. • Identify and recommend sources of revenue necessary to maintain the services desired by the community and to maintain the City's quality of life. • Perform ongoing evaluations of existing sources of revenue to maximize the City's revenue base. • Recover costs of special services through user fees. • Allocate all internal service charges to appropriate user departments. • Ensure that Enterprise activities remain self-supporting in the long term. 2. E.xpenditu~-e Control • Maintain operating activities at levels which are offset by revenues. • Evaluate expenditures at the department and project levels to ensure control. • Reduce costs and improve productivity through the use of efficiency measures. • Structure debt refinancing to provide the necessary capital while mininuzing future debt service costs. 3. Lo~ig-Terns Financial Stabilit}~ • Ensure ongoing productivity through employee training and retention programs. • Pursue consolidation of resources and activities with other agencies and jurisdictions where beneficial. • Ensure financial planning flexibility by maintaining adequate fund balances and reserves. • Provide for major maintenance and repair of City buildings and facilities on a timely basis. • Provide for infrastructure asset preservation that maximizes the performance of these assets at minimum life-cycle costs. • Continually evaluate and implement long-term financial planning including technology automation, multiple year capital improvement programs, revenue and expenditure forecasting. 24 FINANCIAL AND CITIZEN VALUES CITIZEN VALUES The following charts provide a summary of the Godbe Research survey from November, 2008. Overall, respondents were satisfied with the quality of life in Cupertino and with the job the City was doing to provide resident services and programs. 25 FINANCIAL AND CITI7_EN VALUES CITIZEN VALUES 26 FINANCIAL AND CITIZEN VALUES CITIZEN VALUES 27 FINANCIAL AND CITIZEN VALUES CITIZEN VALUES ~g FINANCIAL AND CITIZEN VALUES CITIZEN VALUES 29 BUDGET GUIDE The budget is the City's fundamental policy document. It describes the City's goals and details how resources are allocated to achieve these goals. In addition, the budget serves as the annual financial plan, an operations guide and a communications tool. The budget guide provides an overview of the elements of the budget document. It describes the structure of the City's finances and the annual budget process and includes a glossary of budget terminology. ELEMENTS OF THE BUDGET DOCUMENT The budget document includes the following key elements: 1. Budget Message: The Budget Message is the City Manager's transmittal letter submitting the budget to the City Council. The Budget Message summarizes the City's current and long- term financial position, highlights new prograrr~s and organizational changes addressed in the budget and outlines both short and long-term goals of our city government. 2. Fiscal Strategic Plan: The Fiscal Strategic Plan Committee was formed to analyze current funding gaps and present a more accurate financial picture. The committee identified one- time, non-recurring revenue and also reviewed t:he latest audit report. 3. Financial and Citizen Values: The Financial ;rnd Citizen Values section includes the City's mission statement, the Financial Values of the City, and the services citizens value from the Godbe Research survey of November, 2008. 4. Community Profile: This section describes Cupertino's history, the economic and city profiles, community statistics, recreation and community services, education, and additional areas of interest in the city. 5. Financial and Personnel Summaries: The Financial Summaries section provides financial information on projected revenues, expenditures, fund balances and reserves. This section includes the Budget Summary of Funds as well. as detailed fund descriptions and information on all revenue sources and expenditure projections. In addition to 2009/10 information, this section includes fund balance trends and detailed revenue and expenditure projections for the ne~:t five years. This section includes an analysis of all City revenues by category. Our major revenue projections are based on trends, current economic indicators and other agency input. Sales tax projections are based on input from our sales tax consultants, industry trends and major company forecasts. Property tax revenues are projected by the county and adjusted by staff based on known trends. Park dedication fees are estimated based on current development projects and other taxes are reviewed monthly rind budgets are based on this trend analysis. 3l BUDGET GUIDE 6. Performance Measures: This section describes key department goals and the measures by which these goals are achieved. 2008-09 performance actuals and 2009-10 projections are also included in the this section. 7. Departmental Operating Budgets: The Def~artmental Operating Budgets section details historical and proposed expenditures by operating department. The City is organized into eight key operating functions, including the Administration, Law Enforcement, Public and Environmental Affairs, Administrative Services, Parks and Recreation, Community Development and Public Works. Each department budget includes a summary narrative, financial infornation regarding the department and each of its major divisions and personnel information. Expenditures for employee compensation are based on negotiated contracts. The materials category of expenditures are based on trend;. Contract services and capital outlay are justified each year by the departments. Departmental expenditures are divided into five categories, which include the following charges: Employee Compensation represents permanent full-time and part-time salary costs, overtime, PERS retirement, health insurance costs, and other benefits. Materials represents items purchased for repair and maintenance, operational activities such as books, uniforms and recreation supplies, and office supplies. Contract Services represents legal, consulting and other professional services, contract repair and maintenance, utility charges, training and memberships, equipment rentals, insurance and employment services. Capital OutlaX represents expenditures foi• tangible fixed assets including land, buildings, furniture, equipment and City vehicles. Debt Service/Other represents principal and interest payments on outstanding debt and interfund transfers. 8. Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section details historical and proposed expenditures for the functions of interfund transfers and debt servrce. 9. Capital Improvements: The Capital Improvements section details the proposed capital projects for 2009-10 through 2013-14. These projects are organized into six categories: Parks, Buildings, Medians and Overpasses, Streets, Traffic and Storm. The five-year budget denotes funding sources and a description of ea~~h project. The City Council approves funding of Capital Improvements on a total project basis. The project may expend the funds over multiple years. 32 BUDGET GUIDE STRUCTURE OF THE CITY'S FINANCES The City's finances are structured in a variety of funds that are the basic accounting and reporting entities in governmental accounting. The funds that comprise the 2009-10 budget are grouped into two major categories, Governmental Funds and Proprietary Funds. The purpose of each of the various funds within these two categories is described below: GOVERNMENTAL FUNDS Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant Funds. They are accounted for under the modified <<ccrual basis of accounting. Tax Supported Funds include the General and Capital Improvement Funds. The General Fund is the primary operating fund for governmental servia:s, funding traditional tax-supported activities such as law enforcement and community develo~~ment. The Capital Improvements Fund is utilized for the acquisition or construction of major capital facilities. Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental Management and Leadership Cupertino funds. Tlie use of Special Revenue Fund resources is legally restricted for specific purposes. Federal Grant Funds include the Federal Housing and Community Development Block Grant programs. The Community Development Block Grant is a federally funded program for housing assistance and public improvements. PROPRIETARY FUNDS Proprietary Funds include Enterprise Funds and Imernal Service Funds. They are accounted for under the full accrual basis of accounting. Enterprise Funds, including the Resource Recovery, Sports Center, Blackberry Farm, Recreation and Senior Center funds, are used to account for operations that are self-supporting with user fees covering expenditures. Internal Service Funds include the Workers Comf~ensation, Management Information Services, Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise Funds, except that fees are charged to user City departments to cover the costs of services provided by the activity. 33 BUDGET GUIDE COST ACCOUNTING The City of Cupertino has five internal service funds that account for information technology, equipment replacement, workers compensation, l~~ng-term disability, and retiree health costs experienced by City departments. Fund costs arf; allocated to user departments or operating funds based on salaries, equipment purchase price, rind actuarial studies. Other employee fringe benefits such as medical, dental, life insurance, and pensions are directly added to department costs as a percentage of salaries. Staff salary and benefit costs are split among departments and related funds based on the anticipated percentage of time spent working in various departments. THE ANNUAL BUDGET PROCESS The City's annual budget is prepared on a July 1 to June 30 fiscal year basis. The budget process is an ongoing process that includes the phase; of development, proposal, adoption, and monitoring. The budget development phase begins in February with the preparation of budget instructions and goal setting sessions by the City Council and City Manager. During March, departments prepare the budgets for which they are responsible. These proposed department budgets are reviewed by the Finance Division and compared to current and prior year trends. The City Manager then reviews the proposals with the City Treasurer and departmental staff and makes final adjustments. The proposed budget is then submitted to the City Council in May. During the months of May and June City Council considers the budget proposals at a series of Study Sessions and public meetings. At this time, the Council hears from Boards, Commissions, community groups, and the public regarding budget requests and recommendations. The final budget is adopted by resolution and takes effect on .luly 1. After the budget is adopted, the City enters the bu~Jget monitoring phase. Throughout the year, expenditures are monitored by the Finance Division: staff and department managers to ensure that funds are used in an approved manner. Adju:>tments to expenditures within or between departmental budgets are accomplished on an as-deeded basis administratively throughout the year. The City Manager and Department Heads can transfer funds between their line items and/or divisions as needed. City Council approval is required for additional appropriations from fund balances or for new revenue sources. 34 BUDGET GUIDE GLOSSARY OF BUDGET TERMINOLOGY The City's budget contains specialized and tecluiica:. terminology that is unique to public finance and budgeting. To help the reader understand the tf~rms, a glossary of budgetary terminology has been included in the document. Adopted Budget -Revenues and appropriations a~~proved by the City Council in June for the following fiscal year. Allocated Costs - An expense charged by one department/division to another for services performed or expenditures of a general nature that arc; charged to one main account and allocated to other departments/divisions by a specified formula. Appropriation - An authorization made by the City Council that permits the City to incur obligations and to make expenditures of resources. Budget - A financial plan for a specific period o:F time (fiscal year) that matches all planned revenues and expenditures with various municipal services. Budget Amendment - A legal procedure utilized by the City Manager to revise a budget appropriation. Adjustments to expenditures withi:Z or between departmental budgets may be accomplished administratively. City Council approval is required for additional appropriations from fund balance or new revenue sources. Capital Improvement Program - A plan for capit~~l expenditures to provide for the acquisition, expansion or rehabilitation of an element of the City's physical plant to be incurred over a fixed period of several future years. Capital Outlay -Expenditures relating to the purcha:>e of equipment, land and other fixed assets. Cost Recovery -The establishment of user fees that is equal to the full cost of providing services. Department - A major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area. Division - A unit of organization that reports to a department. Enterprise Fund - A fund established to account for activities that are financed and operated in a manner similar to private business enterprises, in which costs of providing services are primarily recovered through user fees. 35 BUDGET GUIDE Estimated Budget -The status of appropriations between July 1 and June 30. Includes the adopted budget, budget amendments, prior year encumbrancf;s, approved carryovers, and transfers between objects, divisions and departments. Expenditure -Utilization of fund resources. E~:penditures include operating expenses, debt service and capital outlays. Expenditure Category - A basis for distinguishing types of expenditures. The major expenditure categories used by the City are: employee compensation, materials, contract services, capital outlay and debt service. Fiscal Year - A twelve-month time period signifying; the beginning and ending period for recording financial transactions. The City has specified July 1 through June 30 for its fiscal year. Fund - A fiscal and accounting entity for which the recording of financial transactions is made for the purpose of carrying on specific activities in accordance with the requirements placed upon the use of financial resources. Fund Balance -The net effect of assets less liabilities at any given point in time. General Fund -The fund used to account for the m~gor operating revenues and expenditures of the City, except for those financial resources that are required to be accounted for in another fund category. General Fund revenues are derived primarily from property and other taxes. Goal -Broad mission statements that define the purpose of a department. Infrastructure -Long lived capital assets that normally are stationary in nature and can be preserved for a significantly greater number of years than most capital assets. Examples include roadways, bridges, and drainage systems. Internal Service Fund - A fund used to account fir the services provided by one department to other departments on acost-reimbursement basis. Operating Budget - A financial plan for the provision of direct service and support functions that provide basic governmental services. The operating budget contains appropriations for such expenditures as employee compensation, materials, contract services, capital outlay and debt service. It does not include Capital Improvement Project expenditures. Reserve - An account used to designate a portion o_t~ the fund balance for a specific future use and is, therefore, not available for general appropriation. 36 BUDGET GUIDE Revenue -Increases in fund resources. Revenues include income from user fees, taxes, permits, and other sources. Section - A unit or organization that reports to a divi:;ion. Self-Supporting Activity - An enterprise activity where all service costs (including principal and interest debt payments) are primarily covered solely from the earnings of the enterprise. Subsidy - Supplemental resources provided to ensure adequate funding when anticipated expenditures exceed revenues. User Fees -Fees charged to users of a particular service provided by the City. 37 ~stoY~ Cupertino owes its name and earliest mention in recorded history to the 1776 expedition led by the Spaniard, Don Juan Bautista de Anza, from Sonora, Mexico to the Port of San Francisco to found the presidio of St. Francis. Leaving the majority of the party of men, women, and children in Monterey to rest from their travels, deAnza, his diarist and cartographer, Petrus Font, and 18 other men pressed on through the Santa Clara Valley in late March to their San Francisco destination. With the expedition encamped in what is now Cupertino, Font christened the creek next to the encampment the Arroyo San Joseph Cupertino in honor of his patron, San Guiseppe (San Joseph) of Cupertino, Italy. The arroyo is now known as Stevens Creek. The village of Cupertino sprang up at the crossroads of Saratoga- =~ ~""' ~„ r- _;~.. Sunnyvale Road (now DeAnza Boulevard) and Stevens Creek ~~ ~ ~-- -~~ -.~ ~ ~~-~~"~~~~ Boulevard. It was first known as West Side; but by 1898 the post office at the Crossroads needed a new name to distinguish it from other similarly named towns. John T. Doyle, a San Francisco lawyer and historian, had given the name Cupertino to his winery in recognition of the name bestowed on the nearby creek by Petrus Font. h1 1904 the name was applied to the Crossroads and to the post office when the Home Union Store incorporated under the name, The Cupertino Stores, Inc. Many of Cupertino's pioneer land in grapes. Vineyards Montebello Ridge, on the lc lands below. European settlers planted their and wineries proliferated on wer foothills, and on the flat After 1906 a lot more than grape growing was going on in Cupertino. Orchards were thriving and new businesses were being started. h~ the late 1940's Cupertino was swept up in Santa Clara Valley's postwar population explosion. Concerned by unplanned development, higher taxes, and piecemeal annexation to adjacent cities, Cupertino's community leaders began a drive in 1954 for incorporation. Cupertino rancher Norman Nathanson, the Cupertino - Monta Vista Improvement Association, and the Fact Finding Committee played important roles in this movement. Incorporation was approved in the September 27, 1955 election. Cupertino officially became Santa Clara County's 13`h City on October 10, 1955. A major nulestone in Cupertino's development was the creation by some of the city's largest landowners of Vallco Business and h~dustrial Park in the early 1960's. Of the 25 property owners, 17 decided to pool their land to form Vallco Park, six sold to Varian Associates, a thriving young electronics firm, founded by Russell Varian, and two opted for transplanting to farms elsewhere. The name Vallco was derived from the na-nes of the principal developers: Varian Associates and the Leonard, Lester, Craft, and Orlando families. 39 2009 c 'y ~ ~ ~~-o;~~ Cupertino, with a population of 55,000 and city limits stretching across l2 square miles, is considered to be one of the San Francisco Bay Area's most prestigious cities in which to live and work. Economic health is an essential component to maintaining a balanced environment, which provides high-level opportunities, and services that create and help sustain a sense of community and quality of life. Public and private interests must be mutual in that our success as a partnership is a direct reflection of our success as a community. The cornerstone of this partnership is that of a cooperative and responsive government that provides an environment for business and residential prosperity and fosters strong working relationships with all sectors of the community. Our economic development strategies are tailored to address the specific needs of the community. As the City of Cupertino is a mature city with over 90% buildout, our focus concentrates more on business retention and revitalization. Business recruitment is site specific and targeted to industries that enhance, rather than draw from, our existing business base. y As home to many well-known high-tech companies, Cupertino offers a dynamic and exciting business climate. Apple Inc., Symantec, ArcSiQht, and Chordiant Software are headquartered in the city. Key divisions of Hewlett-Packard, Oracle, Trend Micro and IBM are located here along with the westea-n region office of I»sight.com. The City's proactive economic development efforts have resulted in a number of innovative, mutually beneficial partnerships with local companies. The City strives to retain and attract local companies through policies of balanced growth and streamlined permitting. Cupertino Square includes Macy's, JCPenney, and Sears as anchors and features many exciting entertainment and eating venues. Shoppers can enjoy the latest shows at the new AMC 16-screen theater, skating at the mall's full-sine ice rink, and bowling at the chic and upscale Strike Cupertino. They can begin or top off the evening with fine-dining at the critically-acclaimed Alexander's Steakhouse or enjoy more casual cuisine at TGI Friday's, Dynasty Seafood Restaurant, Fresh Choice and the new food court. The city features many other restaurants and stores to serve the local workforce and residents. Four hotels occupy the city, with three of them operated by Hilton, Man-iott, and Kimpton. The City of Cupertino has a history of providing high-level municipal services to complement the sense of commwlity and quality of life enjoyed by our constituents. The City will continue to enhance and promote a strong local economy to provide municipal services that make Cupertino a place that people are proud to call home. 40 2009 City t raf~,~i The City of Cupertino operates as a general law city with a city council-city manager form of government. Five council members serve four year, overlapping terms, with elections held every two years. The council meets twice a month on the first and third Tuesday at 6:45 p.m. in the Community Hall. The City has 162 authorized full-time benefited employees. City departments include adTninistrative services (finance, human resources, IT, city clerk, neighborhood watch, emergency preparedness, code enforcement); community development (planning, building, and economic development); parks and recreation; public works (engineering, maintenance, transportation, and environmental); and public and environmental affairs. Police service is provided by the Santa Clara County Sheriff s Department, and fire service is provided through the Santa Clara County Fire District. Assisting the city council are several citizen advisory commissions/committees which include housing, te-]ecommunications, fine arts, library, planning, audit, parks and recreation, bicycle and pedestrian, teen, and public safety. Members of the volunteer boards are appointed by the city council and vacancies are announced so that interested residents may apply for the positions. Residents are kept informed about city services and programs through the Cupertino Scene, a monthly newsletter; Cupertino's government access cable TV channel; The City Channel; and the city's website. Housing As of May 2009, the average price of an existing single family home is $1,037,664~and the average price of a condominium/townhouse is $575,500. Corrrrnunity Health Care Facilities Cupertino is served by the Cupertino Medical Clinic, NovaCare Occupational Health Services. Nearby hospitals include El Canuno Hospital in Mountain View, O'Connor Hospital in San Jose, Community Hospital of Los Gatos, Kaiser Permanente Medical Center in Santa Clara, Stanford Hospital in Palo Alto, and the Saratoga Walk-in Clinic in Saratoga. Dtilities Gas & electric - Pacific Gas and Electric, 800-743-5000. Pho~te - AT&T, residential service, 800-894-2355; business service, 800-750-2355. Cable - Comcast, 800- 945-2288. Garbage -Los Altos Garbage, 408-725-0420. Water -San Jose Water Company, 408-279-7900 and California Water, 650-917-0152. Setiti~er- Sen~ice -Cupertino Sanitary District, 408-253-7071 Tax Rates and Government Services Residential, commercial, and industrial property is appraised at full market value, as it existed on March I, 1975, with increases limited to a maximum of 29o annually. Property created or sold since March 1, 1975 will bear full cash value as of the time created or sold, plus the 290 annual increase. The basic tax rate is $1.00 per $100 full cash value plus any tax levied to cover bonded indebtedness for county, city, school, or other taxing agencies. Assessed valuations and tax rates are published annually after July 1. Retail Sales Tax: Santa Clara County: 1.2590; City: 19c; State General Fund: 690; State Local Public Safety Fwld: 0.5090; State Local Revenue Fund: 0.25%; County Transportation Fund: 0.25%. Total: 9.2590. Assessed Valuation: (Secured and Unsecured) Cupertino: $ 11,930,514,178 (6/30/08) County: $283,038,960,771 (6/30/08) Transportation Rail -Southern Pacific, San Jose to San Francisco, with spur line in Cupertino. Air -Seven miles north of San Jose International Airport; 32 miles south of San Francisco airport. Bus -Santa Clara County Transit Systems, Greyhound bus lines Highways -Interstate Route 280, State Route 85. 41 c ~ y st~~~ Facts and Figures Population in City Limits Median Household Income Median Age Sales Tax Rate Registered Voters Democrats Republicans Independent Other Did Not State 55,840 $159,000 38 9.25% 27,473 10,298 6226 379 345 l 0,225 Top 40 Sales Tax Producers First Quarter 2009 (In Alphabetical Order) Alexander's Steakhouse Apple Inc. Argonaut Window & Door Benihana's BJ's Bar & Grill California Dental Arts Chevron Service Stations Cypress Hotel/Park Place DeAnza College Campus Center Dynasty Restaurant Elephant Bar Granite Rock Hewlett Packard Insight Direct JC Penney Toy Luck Place Macy's Marina Foods Mervyn's Michael's Arts & Crafts Mirapath Outback Steakhouse Ranch 99 Market Rohde & Schwarz Rotten Robbie Service Station Scandinavian Designs Sears Shane Diamond .Iewelers Shell Service Station Sodexho Marriott Management Strike Symantec Target TGI Friday's TJ Maxx Union 76 Service Station Valero Service Station Verigy Verizon Wireless Whole Foods Demographic Irtfor~nation White 50.1% Asian 44.4% Hispanic 4.0% Black 0.7% American Indian 0.2% Native Hawaiian 0.1 °Io 42 C ' y a~u~r~e~c~e~atrc~se~vu;~ Blackberry Faun After being closed for nearly two years, Blackberry Farm will re-open on July 4, 2009. The park has been upgraded and restored to improve the natural habitat for native trees, animals, and fish. Improvements to the park include construction of a new ticket kiosk, re- plastered pools, a new water slide, bocce ball, horseshoe courts, and numerous upgrades to the west bank picnic area. The park is located at 21979 San Fernando Avenue. Telephone:408-777-3140. The Blackberry Farm golf course is located at 22100 Stevens Creek Boulevard. Telephone: 408-253-9200. The Qzcizzlan Cornznuzzity Cezzter Civic Center azzd Librazy The City of Cupertino's Quinlan Community Center is a 27,000 square foot facility that provides a variety of recreational opportunities. Most prominent is the Cupertino Room - a multi- purpose room that can accommodate 300 people in a banquet format. Telephone: 408-777-3120. Cupertino Sports Cezztez• The complex has a 6,000 square foot Community Hall, plaza with fountain, trees and seating areas. City Council meetings are now held in the Community Hall as well as Planning Commission and Parks and Recreation Commission. The 54,000 square foot library continues to be one of the busiest in the Santa Clara County Library system. For more information call 408-446-1677. The Sports Center is a Great place to meet friends. The facility features 17 tennis courts, complete locker room facilities, and a fully equipped fitness center featuring free weights, Cybex, and cardio equipment. A teen center is also included as well as a child watch center. The center is located at the corner of Stevens Creek Boulevard and Stelling Road. Telephone: 408-777- 3 160. Cupertino Senior Center The Senior Center provides a welcome and friendly environment for adults over age 50. There is a full calendar of opportunities for learning, volunteering, and enjoying life. There are exercise classes, a computer lab and classes, language instruction including English as a second language, and cultural and special interest classes. The center also coordinates trips and socials. The Senior Center is located at 21251 Stevens Creek Boulevard and is open Monday through Friday 8 a.m. to 5 p.m. Telephone: 408-777-3150. McClellan Razzch Pm•k A horse ranch during the 1930'and 40's, this 18-acre park has the appearance of a working ranch. Preserved on the property are the original ranch house, milk barn, livestock barn, and two historic buildings: Baer's Blacksmith Shop, originally located at DeAnza and Stevens Creek, and the old water tower from the Parish Ranch, now the site of Memorial Park. Rolling Hills 4-H Club members raise rabbits, chickens, sheep, swine, and cattle and a Junior Nature Museum, which features small live animal exhibits and dispenses information about bird, animal, and plant species of the area. McClellan Ranch is located at 22221 McClellan Road. Telephone: 408-777-3120. 43 ~~~e%eCG~ted~2 Winner of numerous state and national awards for excellence, our city's schools are widely acknowledged to be models of quality instruction. Cupertino Union School District serves over 17,000 students in a 26 square mile area that includes Cupertino and portions of five other cities. The district has 20 elementary schools and five middle schools, including several choice programs. Eighteen schools have received state and/or national awards for educational excellence. Student achievement is exceptionally high. Historically, district test scores place Cupertino among the premier public school districts in California. The district is a leader in the development of a standards- based system of education and is nationally recognized for leadership in the use of technology as an effective tool for learning. Quality teaching and parent involvement are the keys to the district's success. The Fremont Union High School District serves over 10,000 students in a 42 square mile area covering all of Cupertino, most of Sunnyvale and portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five high schools of the district have garnered many awards and recognition based on both the achievement of students and the programs designed to support student achievement. Student achievement is at an all time high based on the statewide Academic Performance Index (API). All five high schools in the district exee~e.ded their state established achievement targets for the 2000 API. District students are encouraged to volunteer and/or provide service to organizations within the community. During their senior year, if students complete 80 hours of service to anon-profit community organization, they are re-cognized with a "Community Service Award" medal that may be worn during their graduation ceremonies. Cupertino is served by four local institutions of higher education: DeAnza College, the University of Sa~z Francisco, National Uraiversi~ty and the UCSC Extension. In addition to these schools, Cuperti~zo's location offers easy access to Stanford University, Santa Clara University and San Jose State University. Building on its tradition of excellence and impovation, DeAnza College challenges students of every background to develop their intellect, character and abilities; to achieve their educational goals; and to serve their community in a diverse and changing world. DeAnza College offers a wide range of quality programs and services to meet the work force development needs of our region. The college prepares current and future employees of Silicon Valley in traditional classroom settings and through customized training arranged by employers. Several DeAnza programs encourage economic development through college credit courses, short-term programs, services for manufacturers, technical assistance, and/or recruitment and retention services. 44 T 1tiivu~ to- do- av~ cL S e~ Euphrat Museum of Art The highly regarded Euphrat Museum of Art adjacent to the Flint Center on the DeAnza College campus traditionally presents one-of-a-kind exhibitions, publications and events reflecting the rich diverse heritage of ow° area. The Museum prides itself on its changing exhibitions of national and international stature, emphasizing Bay Area artists. Museum hours are 11 a.m. - 4 p.m. Tuesday, Wednesday, Thursday; 6-8 p.m. Tuesday and 1 1 a.m. - 2 p.m. Saturday. Telephone: 408-864-8836. Minolta DeAnza Planetarium Stargazers have a Cupertino facility catering to their interests, the Minolta Planetarium on the DeAnza College campus. It hosts a variety of planetarium shows and events, including educational programs for school groups and family astronomy evenings on Saturdays at 7:00 p.m. For more information and current schedule of events, visit the website at www.planetarium.deanza.fhda or call 408-864-8814. Flint Center The cultural life of the Peninsula and South Bay is enhanced by programs presented at the Flint Center for Performing Arts located at 2l 250 Stevens Creek Boulevard at DeAnza College campus. The center opened in 1971 and was named in honor of Calvin C. Flint, the fir°st chancellor of the Foothill-DeAnza Community College District. The box office is open 10 a.m. - 4 p.m. Monday through Friday and one and one half hours prior to any performance. Box office: 408-864- 8816; administrative office: 408-864-8820. Cuperti~zo Historical Society On May 2, 1966, the Cupertino Historical Society was founded as anon-profit organization by a group of 177 longtime residents concerned about the rapid growth in the area and its impact on the quickly vanishing Cupertino heritage. On March 30, 1990, the Society opened the Cupertino Historical Museum dedicated to the preservation and exhibition of the city's history. Through its exhibits the museum attempts to develop and expand the learning opportunities that it offers to the ethnically diverse community of the City of Cupertino. The Society continues to build partnerships with the local school districts to ensure that the history of Cupertino is offered as part of the educational curriculum. The Society is located at the Quinlan Community Center, 10185 N. Stelling Road. Telephone: 408-973-8049. Fanners' Market Residents and visitors can visit the farmers' market every Friday from 9:00 a.m. to l :00 p.m. The market is located at the Vallco Fashion Park behind Macy's. California History Center The California History Center is located on the DeAnza College campus. The center has published 39 volumes on California history and has a changing exhibit program. The center's Stocklmeir Library Archives boasts a large collection of books, a pamphlet file, oral history tapes, videotapes and a couple thousand student research papers. The library's collection is for reference only. Heritage events focusing on California's cultural or natural history are offered by the center each quarter. For more information, call 408-864-8712. The center is open September through June 8:30 a.m. to noon and 1:00 p.m. to 4:30 p.m. Monday through Thursday. 45 NOTES 46 BUDGET SUMMARY 2009/10 Fiscal Yenr Funds General Fund Special Revenue Funds: Storm Drain Park Dedication Tax Environmental Management Transportation fund Housing & Cormnunity Development Vallco Redevelopment Fund Totals Debt Service: Cupertino Facilities Corporation Traffic Impact Fund Totals Capital Projects Funds: Capital Improvement Stevens Creek Corridor Park Mary Ave Bicycle Footbridge Fund Totals Enterprise Funds: Resource Recovery Blackberry Farm Cupertino Sports Facility Recreation Programs Fund Totals Internal Service Funds: Information Management Workers' Compensation Equipment Replacement Comp Abs and Long Term Disb. Retiree Medical Insurance Fund Totals Estimated Estimated Balance at Operating Operating Non-operating Balance at July 1 Revenues Expenditures Transfers June 30 $ 18,369,000 $ 40,581,000 $ (34,410,000) $ (7,573,000) $ 16,967,000 501,000 83,000 (103,000) (60,000) 421,000 598,000 1,429,000 - (200,000) 1,827,000 132,000 367,000 (510,000) 15,000 4,000 327,000 2,341,000 (3,412,000) 750,000 6,000 1,845,000 563,000 (1,024,000) - 1,384,000 236,000 670,000 (346,000) - 560,000 $ 3,639,000 $ 5,453,000 $ (5,395,000) $ 505,000 $ 4,202,000 54,000 - (3,538,000) 3,539,000 55,000 117,000 9,000 (35,000) - 91,000 $ 171,000 $ 9,000 $ (3,573,000) $ 3,539,000 $ 146,000 1,675,000 - (560,000) 660,000 1,775,000 - - (500,000) 500,000 - $ 1,675,000 $ - $ (1,060,000) $ 1,160,000 $ 1,775,000 5,539,000 2,606,000 (2,494,000) - 5,651,000 394,000 640,000 (548,000) - 486,000 54,000 1,758,000 (1,711,000) - 101,000 1,129,000 2,482,000 (2,416,000) - 1,195,000 $ 7,116,000 $ 7,48b,000 $ (7,169,000) $ - $ 7,433,000 1,369,000 1,251,000 (1,128,000) 89,000 1,581,000 116,000 394,000 (301,000) - 209,000 1,308,000 1,015,000 (985,000) - 1,338,000 36,000 107,000 (350,000) 300,000 93,000 5,79],000 - (7,691,000) 1,900,000 - $ 8,620,000 $ 2,767,000 $ (10,455,000) $ 2,289,000 $ 3,221,000 47 Total City Revenue Total City revenue for fiscal year 2009/10 is expected to be $64,131,000, 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 Tux revenues will decline 1% from last year because of falling real estate values in the Vallco Redevelopment Agency project area. 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/Pern~lits 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 More}/Property will increase due to rising yields and interest earnings. hztergover~2~Tiental 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 Tra~isfer-s, up 3% 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 Pa~~backs 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 General Fund Revenue page. Total City Revenue $64,131,000 i~,ooo.ocx~ - - - _ _ __ _------ i~.ooo,oa, - _ _ - _ _ __ _ - _ _ _ __ s,noo,ooo _ __ __ _ - -- - -- G.000,OOp - - ~- __ _ _ _----- --_ -- - -_ --- -~ ? (1 [I a~i'(Y9 0 ~. ,``^,1. `may .v ~?^ .G`" LC.~' 2'~ •`-." . ~~ ~~ '~~~= ~= ,~~GG ~~i= ti 1, ~~ 48 Total City Expenditures Total City expenditures for fiscal year 2009/10 are expected to be $71,497,000, 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 General Fund expenditure page. Many Special Revenue fund activities, such as Transportation, Storm Drain, Park Dedication, and Environmental Management, are administered 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 community facilities at Blackberry Farm, 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 $71,497,000 i s,ooo,ooo , i~,ooo,ooo ! - i~.ooo.ooo , i_>,ooo,ooo io.ooo,ooo s.ooo,ooo ~,ooo,cao ^ aoos on ~,ooo,ooo o~oo~no ?,ooo,ooo ~, © ~ o°J~o~ ~`a``~~ P,~~`~ ~,~~`~J~S.`,`~~`~ Q°~; Pa~~o `~~`~~ Oro Q,~c`~c`~4~0 o" Q 49 General Fund Revenue Total General Fund revenue for fiscal year 2009/10 is expected to be $40,581,000, a decline of 4°1o from last year. The chart below provides ayear-to-year comparison of revenue by category. Sales Ta.x 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°10 of the 9.25% collected by the state. General Fund Properr)~ Ta.x revenues will be held to a lolo increase over last year because of flat real estate values. Fra~uhise Fees afzd Utility Taxes on various garbage, gas, electric and telecom providers will be flat or rise 2%. Trarzsie~it Occupancy Taxes (TOT) on City hotels will fall by 10°10 because of reductions in corporate travel budgets. Licenses/Pe~•i~iits and Clz.arges 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 Mo~ze~•/Property will increase due to rising yields and interest earnings. General Fund Revenue $40,581,000 i~.ooo,ooo -- i~,000,uca -- i ~.ooo.ooo 10,000,000 S,000,UUO 6AUU,000 a.oou,ooo ?.UOO,000 ti ,~.~• ; ,mom ;,o ,C~ pct ~ ~~ , ,cam lj =, . c V~ ^'UUE'Uq ^'UU9 10 50 General Fund Expenditures Total General Fund expenditures for fiscal year 2009/10 are expected to be $43,062,000, 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 programs 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) $43,062,000 j j.(11111111111 j ~ .111.111 ~ 11111 ln.(nlu!In(I S ~)tnl iu.lu u.uuu ~xw ~t.uuu,uuu i II ~•.1 '- ~ ~ .. ~ • ~~ 1 ~ .`~.' C` ` ``~.~ ,~~ ~~ ~ ``ice 1~~ .~~1 ~~~ ~ ~~t ~ ~ ~>~ `~~ r~~ `~. ^.(Itl;; (Kl ' _(11151 lfl 51 REVENUE SUMMARY Property Taxies Property taxes represent 1890 of overall City revenues and are estimated to be $1 1,849,000 for fiscal year 2009/10. $11,190,000 of the revenue Goes to the General fund and 5650,000 to the City's Redevelopment Agency (RDA). The RDA, created in 1990, encompasses the regional shopping mall, Cr~pertino Sgr.~are. Tax growth in that area stays within the RDA and is used to promote economic development that will alleviate the area-s bliGht. 2590 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 re~~enues lost as a result of the motor vehicle license fee rate reduction in 2004/05. Property tax revenues fluctuate v,-ith market conditions. In accordance «-ith State la«~, property is assessed at actual full cash value with the maximum levy being 190 of the assessed valuation. Increases in assessed valuation are linuted to 29r annually if there is no chance in property ownership, major improvements or requests for re-assessment. Assessed values normally increase Greater than 290 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 19o in 2009/10. In 1978, voters approved the passage of Proposition 13, which froze property tax rates and linuted the amount of their increase each year. Cupertino had one of the lo«~est property tax rates in Santa Clara County receivinG 5.02 for every 51.00 paid. The County then provided another 5.02 as a tax equity allocation (TEAj. A major success in fiscal year 2006/07 ~~,~as 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 instru- mental in Getting this leGislation approved. This TEA chance provides another 51.35 million in property tax for the fiscal year. 50.2-~~ Cupertino Elementary 50.206 County Bond SO.164 Fremont High School ~N Maintenance 50.1-~8 Santa Clara County N~ Fire District N~~~ 50.066 Mid Peninsula Open Space & Various A_encies ~~~ 50.063 Foothill Community College Maintenance ~M~ 50.042 County Librar}~ Retirerment ~~ 50.060 City of Cupertino 52 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 pe.r 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 53 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 overcame the flat to declining revenues in genes°al retail. However the recession has affected the business-to-business sector and these leading companies locally with tax declines showing up in the 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. However 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, major 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. On 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 are 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 concentration of the tax in the volatile business-to- business sector at $175, or nearly 2/3 of the tax base. A key goal of the City's long-term fiscal strategic plan is to diversify by building up the general retail and food product sectors. 54 REVENUE SUMMARY Sales Tax (continued) Suun~~'ale ~~s -- ----- _ SaiatoYa ~ ^ tiallta Clara San Jose ~ ~ __ _ Palo 31to ~ __ _ 1\iouutaut ~ ie~• ~ - ^ Bu suless to Business 1\fors;an Hill ~ ~ - - - _---- ^ Cieuei al Retail 1`LonteSereuo ~ _ _ _ __ Food Pi o<lucts 1\iilprtas ® _ _ _- __. Los i_Tatos ^ Tr anyxn'tahou - ____ Los_3ltos ~ ~ ^ Conshu~7trnt --_ Cnlro~' . _ , _ --_ ~ 1,irscellalleous Cupertino _ _ i Campbell ~ 9 Santa i'lara ~ California ~ ~ $(1 $~(1 $i(1(1 $i ~U $_'(1(1 $?S(1 $x(1(1 Source 1`ituti Financial. LLL' 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: General 13 155,000 $13 390,000 $11 649 000 ~ 11,649,000 55 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 utilit~~ 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°10 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 sunset 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 in this area. Utility User Tax Conzparisoiz Sales/Hotel Tax Cornpar-ison Gas/Electric Cable Water Phone Sales Tax TOT Morgan Hill -- -- -- -- 9.25% 10% Santa Clara -- -- -- -- 9.25% 9.5% Campbell -- -- -- -- 9.50% ] 0% Milpitas -- -- -- -- 925% 10% Sunnyvale 2.0% -- -- 2.0% 9.25~Ic 9.5% Cupertino 2.4% -- -- 2.4% 9.25% 100Io Mountain View 3.0% -- -- 3.0% 925% 10% Los Altos 3.5% 3.S~c 3.5% 3.2%. 9.25% ] 1% Palo Alto 5.0% -- 5.0°Io 5.0% 9.25% 12% Gilroy 5.0% S.OOIc -- 4.5% 9.25% 9% San Jose 5.0% 5.0% 5.0% 4.5%n 9.250Ic 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 fiscal 2009/10, have been flat in recent years. Park dedicatio~i 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. 56 REVENUE SUMMARY Other Taxes (continued) Tra~~zsierzt 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 process to consider an impact from it in the City's five-year revenue plan. Housing niitigati~on fees are assessed against new residential, office, industrial, hotel, retail and research and development construction to address the 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. Co~istructio~i anal 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 2,547,000 2,630,000 2,630,000 2,712,000 2,660,000 2,394,000 173,000 300,000 1,400,000 ? 82,000 50,000 50,000 1.486.000 1,500.000 1,500,000 $10,376 000 ~ 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 57 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 linut 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 2009/10 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 58 REVENUE SUMMARY Revenues From Use of Money and Property This revenue category represents 3% of total City revenues 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 City 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. lip 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 a 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. 2007/08 2008/09 2009/ 10 Actual Estimate Proposed REVENUE BY CATEGORY: Investment Earnings Property Rentals Loan Repayment $2,500,000 $1,347,000 $1,416,000 55 l ,000 533,000 579,000 64,000 43,000 45,000 $3,115,000 $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 59 REVENUE SUMMARY Intergovernmental Revenues Intergovernmental revenues will comprise 5% of the City's total revenues in 2009/10. Recent revenues have consisted of state motor vehicle license fees, state gasoline taxes, and federal, state and local grants for housing programs and capital projects 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 Urban 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 Recovery 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 5983,000 $1,389,000 $1,475,000 887,000 0 0 0 3,448,000 0 5,545,000 4,642,000 0 267,000 210,000 170,000 124,000 405,000 391,000 0 330,000 800,000 504 000 1.004,000 2.59,000 $8.310.000 $ ] 1.428.000 $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 60 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 Qeneral fund supported. Recreational revenues have been resilient through the recession. The renovated Blackberry Farm picnic grounds will reopen in July 2009, in conjunction with the new Stevens Creek Con-idor Park, resulting in higher 2009/10 revenues. Zoning and planning permit revenues for new developments will rise in 2009/10 from the projects mentioned in the Licenses and Permits section of this Revenue Summary. Charges for services, representing 14~Io of total City revenues, are estimated to be $8,992,000 i'or the 2009/].0 fiscal year. 2007/08 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 $ 903,000 $ 870,000 $ 940,000 2,255,000 2,358,000 2,405,000 624,000 640,000 917,000 1,600,000 1,689,000 1,734,000 2,499,000 2,508,000 2,408,000 399,000 500,000 500,000 55,000 80.000 88.000 x,335 000 $8 645,000 $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 61 REVENUE SUMMARY Fines and Forfeitures Fines result from vehicle, parking, and nuscellaneous 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 8820.000 $902,000 REVENUE BY FUND: General 8902,000 62 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 2008/09 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 $ 50,000 365,000 365,000 365,000 8 5.000 100.000 100.000 $500.000 $520.000 X515,000 $100,000 50,000 365.000 $515,000 63 REVENUE SUMMARY Interdepartmental Revenues Interdepartmental revenues consist of interdepartmental service charges and transfers. Interdepartmental service charges arise from the centralized administration of certain activities the costs of which v-e 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 $7,833,000 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 $21,256,000 $7,710,000 $7,833,000 343,000 358,000 489,000 899,000 1,102,000 985,000 909.000 1.066,000 1,231.000 23,407,000 $10 236 000 $10 538 000 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 1,400,000 985,000 750,000 661,000 500,000 405,000 384,000 15.000 ~ 10.538.000 64 REVENUE SUMMARY Fund Balance Reserves The City Council has established reserve policy levels for various capital and contingency purposes as follows: Economic Uncertainty I $12,500,000 For disaster contingencies, economic downturns, and major unforeseen outlays. Econonuc Uncertainty Il $915,000 For state borrowing of local funds under Proposition 1 A 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 Reserves set aside for future capital projects. Infrastructure $100,000/year Funds for citywide infrastructure improvements. UndesiQnated $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 undesignated reserves is used for new capital projects and $100,000 is added to infrastructure reserves. 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 $12,500,000 $12,500,000 $12,500,000 0 915,000 915,000 1,070,000 1,600,000 1,600,000 900,000 699,000 699,000 600,000 900,000 1,000,000 2,608,000 3,354,000 1,952,000 $17,678,000 $19,968 000 S 18,666,000 $16,967,000 1,699,000 $18,666.000 65 NOTES 66 Summary of Employees By Department 80.00 _-... _ ~o.oo 60.00 50.00 40.00 30.00 20.00 10.00 0.00 ._ .~.__. -. 2003104 ~UJ4;u~ 2005/06 2006/07 20Gi'OS 2008109 2009/10 OCouncillCommissions ^Administration •Public/Ern~'vonmental Affairs ^.4dminiatrati~e Services •Parks and Recreation OCommunin~ De~~elopment ^Public \~'orks 67 Employee Summary Trend A~ialysis Council and Commissions During the 2006-07 budget preparations, City Council requested inclusion of all staff time associated with commissions for consistency in recording purposes. Administration The Administration Department has had minimal changes 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-Ofd. 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 IT Assistant, the transfer of the City Hall Receptionist position from the City Clerk's offi~;e to Public and Environmental Affairs, and a part-time Code Enforcement Officer to full-time. A 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 Enforcem~:nt Officers based on experience and job duties. Parks and Recreation Parks and Recreation has changed staffing due to new programs and restructuring. Continued consolidation of contract maintenance efforts allowed for the reduction of one (vacant) Maintenance Worker position at Blackberry Farrn in 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, acid 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 Rec;reation Coordinator based on a review of the required duties of the position. 68 Community Development For fiscal year 2006-07 an Economic Developme:nt/RDA Manager was authorized as well as a Counter Specialist. The Economic Development/]ZDA 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 Engineer. Finally, in 2009-10 the Park Planner position was extended for two more years to fi~cilitate the Stevens Creek Corridor Phase II project. 69 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions 2003-04 2004-OS 2005-06 2006-07 CITY COUNCIL/COMMISSIONS City Counci] 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 70 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 i' 1 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 1.39 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 "~2 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 1.39 1.39 8.28 7.78 7.77 0.79 0.79 0.80 11.90 11.90 11.90 1.42 1.92 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 73 Five Year Budget Forecast '~4 FUND BALANCE TRENDS GENERAL FUND Current & Five Year Forecast (in thousands) 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 Beginning Balance at July 1 $ 16,998 $ 18,369 $ 16,967 $ 16,593 $ 15,691 $ 15,484 Operating Activity: Estimated Operating Revenues 41,689 40,581 42,590 44,665 46,685 48,817 Estimated Operating Expenditure Savings 2,000 1,021 0 0 0 0 Change in Encumb/Loans/Pub Access 56 58 60 65 66 68 Estimated Operating Expenditures (35,838) x;35,489) (36,534) (39,256) (40,406) (42,005) Net Operating Activity 7,907 6,170 6,116 5,473 6,345 6,881 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 2,424 733 1,083 439 1,306 1,846 Obligations Transfers Out to Other Funds: Infrastructure Reserve (100) (100) (100) (100) (100) (100) Information Technology Fund (332) (169) (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 1,547 149 377 (207) 543 1,066 One Time Revenues: Traffic Impact -close out fund Income/(Loss) before Capital Projects Proposed Capital Projects: 0 0 0 54 0 0 1,547 149 377 (153) 543 1,066 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) (373) (903) (207) 316 Ending Balance at June 30 Reserves: Economic Uncertainty Economic Uncertainty I Economic Uncertainty II UUT Undesignated Total Reserves $ 18,369 $ 16,967 $ 16,593 $ 15,691 $ 15,484 $ 15,800 Policy 12, 5 00 915 12, 5 00 915 12, 5 00 915 12, 5 00 915 12, 5 00 915 12, 5 00 915 12, 5 00 915 13,415 13,415 13,415 13,415 13,415 13,415 13,415 1,600 500 1,600 3,354 1,600 1,952 1,600 1,578 1,600 676 1,600 469 l ,600 785 2,100 4,954 3,552 3,178 2,276 2,069 2,385 $15,515 $ 18,369 $ 16,967 $ 16,593 $ 15,691 $ 15,484 $ 15,800 i5 FUND BALANCE TRENDS Current & 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 Grants/Bonds 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 $ 314 1,429 0 0 1,827 $ 957 $ 1,187 $ 118 230 230 231 231 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 $ 4 367 367 367 367 367 367 (451) (510) (528) (568) (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) (752) (779) (837) (862) (888) 1,048 ],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 "~6 FUND BALANCE TRENDS Current 8 Five Year Forecast (in thousands) 2008-09 2(109-10 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 -~~ FUND BALANCE TRENDS Current & Five Year Forecast (in thousands) 2008-09 21)09-10 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 ^' g FUND BALANCE TRENDS Current 8 Five Year Forecast (in thousands) 2008-09 21109-10 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 IQO 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 1,000 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 ~9 FUND BALANCE TRENDS ENTERPRISE FUNDS RESOURCE RECOVERY Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Ending Balance at June 30 BLACKBERRY FARM GOLF COURSE Beginning Balance at July I Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Ending Balance at June 30 CUPERTINO SPORTS CENTER Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Capital Projects Ending Balance at June 30 RECREATION PROGRAMS Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Capital Projects Ending Balance at June 30 $ 194 $ 54 $ lOl $ 140 $ 139 $ 157 1,711 1,758 1,810 1,904 1,979 2,057 (1,740} (1,712) (1,771) (1,904) (1,961) (2,020) (29) 46 39 (0) 18 37 (111) 0 0 0 0 0 $ 54 $ 101 $ 140 $ 139 $ 157 $ 194 $ 1,885 $ 1,129 $ 1,195 $ 1,337 $ 1,400 $ 1,490 2,560 2,482 2,532 2,631 2,735 2,843 (2,336) (2,308) (2,389) (2,568) (2,646) (2,725) 224 174 143 63 90 118 (980) (108) 0 0 0 0 $ 1,129 $ 1,195 $ 1,337 $ 1,400 $ 1,490 $ 1,608 Reserves: Undesignated 829 3 ] 5 457 520 610 728 Linda Vista water feature & dog park projects 0 580 580 580 580 580 Workers Compensation 300 300 300 300 300 300 Total Reserves $ 1,129 $ 1,195 $ 1,337 $ 1,400 $ 1,490 $ 1,608 Current & Five Year Forecast (in thousands) 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 $ 5,464 $ 5,539 $ 5,651 $ 5,729 $ 5,665 $ 5,572 2,542 2,606 2,658 2,711 2,765 2,820 (2,467) (2,494) (2,581) (2,775) (2,858) (2,943) 75 112 77 (64) (93) (124) $ 5,539 $ 5,651 $ 5,729 $ 5,665 $ 5,572 $ 5,448 $ 306 $ 394 $ 486 $ 571 $ 627 $ 678 666 640 652 665 679 692 (578) (548) (567) (609) (628) (646) 88 92 85 56 51 46 $ 394 $ 486 $ 571 $ 627 $ 678 $ 724 ~~ FUND BALANCE TRENDS Current i~ Five Year Forecast (in thousands) 2008-09 2(109-10 2010-11 2011-12 2012-13 2013-14 INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY Beginning Balance at July 1 $ 1,520 $ 1,369 $ 1,581 $ 1,800 $ 2,034 $ 2,375 Estimated Operating Revenues 1,106 1,251 1,294 1,390 1,432 1,475 Estimated Operating Expenditures (1,006) (1,039) (1,075) (1,156) (1,191) (1 227) Net Operating Activity 100 212 219 234 241 248 Transfer In--General Fund 332 169 200 200 300 300 Depreciation Reserve 102 188 t00 100 100 100 Capital Outlay -New & Replacement (685) (357) (300) (300) (300) (300) Ending Balance at June 30 $ 1,369 $ 1,581 $ 1,800 $ 2,034 $ 2,375 $ 2,723 WORKERS' COMPENSATION Beginning Balance at July 1 $ 83 $ 116 $ 209 $ 305 $ 407 $ 513 Estimated Operating Revenues 341 394 408 438 451 464 Estimated Operating Expenditures (308) (301) (312) (335) (345) (356) Ending Balance at June 30 $ 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) (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) (111) (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) (350) (252) (156) (157) (159) Net Operating Activity (384) (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 81 INTERNAL SER ijICE FUNDS RETIREE MEDICAL Beginning Balance at July I Transfers In--General Fund Estimated Operating Expenditures (1) Ending Balance at June 30 (1) Place into trust in 2009-10 FUND BALANCE TRENDS Current 8~ Five Year Forecast (in thousands) 2008-09 2U~09-10 2010-11 2011-12 2012-13 2013-14 $ 6,320 $ 5,791 $ 0 $ 0 $ 0 $ 0 1,946 1,900 1,500 1,500 1,500 1,500 (2,475) (7,691) (1,500) (1,500) (1,500) (1,500) $ 5,791 $ 0 $ 0 $ 0 $ 0 $ 0 g.Z REVENUE ESTIMATE GENERAL TAXES: Property Tax Sales Tax Transient Occupancy Tax Utility Users Tax Franchise Fees Other Taxes LICENSES AND PERMITS USE OF MONEY AND PROPERTY: Investment Earnings Property Rentals Adopted Revised Actual Budget l3udget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 10,787 11,080 11,080 11,190 11,633 12,335 13,320 14,384 13,155 13,890 13,390 11,649 12,232 12,843 13,229 13,626 2,712 2,660 2,660 2,394 2,993 3,142 3,299 3,464 3,176 3,300 3,300 3,366 3,433 3,502 3,572 3,643 2,547 2,630 2,630 2,630 2,656 2,683 2,710 2,737 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 2,656 3,180 2,980 3,210 3,210 3,371 3,539 3,716 1,516 1,000 767 844 900 1,000 1,100 ],200 500 470 500 547 558 569 580 592 2,016 1,470 1,267 1,391 1,458 1,569 1,680 1,792 INTERGOVERNMENTAL: Motor Vehicle License Fees 267 210 210 I70 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 Engineering Fees Senior Center Blackberry Farm/Teen Center Other Service Charges FINES AND FORFEITURES MISCELLANEOUS STATE TAKE-AWAYS Subtotal TRANSFERS IN/OTHER REVENUES Resource Recovery Senior Center/Traffic Impact Stevens Creek Corridor Park Capital Improvement Project Savings Total General Fund 380 470 470 508 523 549 576 605 523 400 400 432 445 467 491 515 399 500 500 500 510 520 531 541 6 58 18 306 312 318 325 331 55 40 80 88 90 92 93 95 1,363 1,468 1,468 1,834 1,880 1,946 2,016 2,088 722 820 820 902 920 938 957 976 85 100 100 100 100 100 100 100 0 (815) 0 0 0 0 0 0 41,365 41,668 41,689 40,581 42,590 44,665 46,685 48,817 500 0 0 0 0 0 0 0 50 0 0 0 0 54 0 0 420 0 0 0 0 0 0 0 330 70 574 0 0 0 0 0 42,665 41,738 42,263 40,581 42,590 44,719 46,685 48,817 S3 REVENUE ESTIMATE Adopted Revised Actual Budget ;Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 :.008-09 2009-10 2010-11 2011-12 2012-13 2013-14 SPECIAL REVENUE FUNDS 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 )\4ANAGEMENT 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 I61 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 1B Bonds 887 890 0 0 837 0 0 0 Gasoline Tax 983 1,035 910 950 960 969 979 489 2,914 3,453 2,654 3,091 3,190 2,370 2,386 2,403 HOUSING & COMMUNITY DEVELOPMENT 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 I10 Property Taxes 220 223 814 650 570 581 593 1,000 227 233 824 670 600 631 663 1,110 84 REVENUE ESTIMATE DEBT SERVICE FUNDS Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2.008-09 2009-10 2010-11 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 85 REVENUE ESTIMATE CAPITAL PROJECTS FUNDS CAPITAL IMPROVEMENT PROJECTS Transfer into Capital Projects Grants/Other Income CAPITAL RESERVES Transfer into Infrastructure Reserve Transfer into Capital Improvement Reserve Other Income STEVENS CREEK CORRIDOR PARK Transfers from Gen Fd/Park Ded/Cap Imprv Grants/Other Income Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-OS 2008-09 2008-09 2009-10 2010-I1 2011-12 2012-13 2013-14 3,191 1 1 561 0 0 1,300 0 ]0 0 606 0 0 0 0 0 3,201 1 607 561 0 0 1,300 0 100 100 100 100 100 100 100 100 900 U 0 0 0 0 0 0 76 0 0 0 0 0 0 0 1,076 100 100 100 100 100 100 100 8,546 0 0 500 1,100 0 0 0 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 Transfers from Capital Improvement 71 0 Grants 5,545 0 0 0 0 0 0 0 0 0 0 0 0 0 4,642 0 0 0 0 0 6,161 U 4,642 0 0 0 0 0 8(i REVENUE ESTIMATE Adopted lievised Actual Budget 13udget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2.008-09 2009-10 2010-11 2011-12 2012-13 2013-14 ENTERPRISE FUNDS 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 BLACKBERRl' FARA1 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 l3 13 l3 ]3 Tennis 1,190 1,230 1,230 1,263 1,301 1,366 1,421 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 PROGRA114S 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 g ,~ 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 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 194 322 332 169 200 200 300 300 1,175 1,408 1,438 1,420 1,494 1,590 1,732 1,775 WORKERS' COMPENSATION Investment Earnings 70 25 45 10 10 10 11 1 I 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 SI 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 g ~'~ EXPENDITURE ESTIMATES Adopted A.evised Actual Budget Etudget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2D08-09 2009-10 2010-I1 2011-12 2012-13 2013-14 GENERAL COUNCIL AND COMMISSIONS: 1000 City Council 216 273 278 256 265 285 293 302 1031 Telecommunications Commission 25 31 31 23 23 25 26 27 1040 Library Commission 4 5 5 5 5 5 5 6 1042 Fine Arts Commission 1S 21 21 21 22 23 24 25 1050 Public Safety Commission 5 1 I 1 I 11 12 12 13 13 1055 Bicycle/Pedestrian Safety Commission 4 3 3 0 0 0 0 0 1060 Recreation Commission 9 10 10 11 11 12 12 13 1065 Teen Commission 21 15 15 14 IS 16 16 17 1067 Senior Commission 1 2 2 0 0 0 0 0 1070 Planning Commission 100 99 99 97 101 108 111 115 1075 Housing Commission 6 7 7 7 7 8 8 8 406 477 482 445 460 495 510 525 ADMINISTRATION: 1200 City Manager 336 372 375 364 376 405 417 429 1201 Community Outreach 69 76 76 81 84 90 93 96 1300 City Manager Discretionary Fund 4 50 50 3S 35 50 50 50 409 498 501 480 495 545 560 575 1500 CITY ATTORNEY 536 620 500 622 644 693 713 735 LAW ENFORCEMENT: 2100 Law Enforcement 7,331 8,302 8,368 8,407 8,775 9,214 9,674 10,158 2101 Interoperability Project 0 13 ] 3 5 15 I S 15 I S 2401 Citizens Option for Public Safety 126 0 0 125 125 ~ 125 125 125 7,457 8,315 8,381 8,537 8,915 9,354 9,814 10,298 PUBLIC & ENVIRONMENTAL AFFAIRS: 3300 Community Relation & Information 233 294 332 312 322 347 357 368 3400 Cupertino Scene 114 127 127 122 127 136 140 144 3500 Government Channel 491 673 686 623 645 693 714 735 3501 Gov't Channel--Special Project 118 71 77 74 77 83 85 88 3502 Public Access Support 57 56 56 58 60 65 66 68 3600 City Web Site 156 167 167 182 189 203 209 2 ] 5 3700 Environmental Affairs 0 103 68 128 133 142 147 151 1,169 1,491 1,513 1,500 1,552 1,668 1,719 1,770 ADMINISTRATIVE SERVICES: 4000 Administration 348 363 363 374 387 416 429 442 4010 Leadership 95014 0 13 13 13 15 15 ] 5 15 4040 Library Extra Hours 240 255 285 125 129 139 143 148 4050 Neighborhood Watch 31 42 42 45 47 50 52 53 4(00 Accounting 664 705 719 737 763 820 845 870 4110 Business Licenses 44 46 46 50 5t 55 S7 59 4300 City Clerk 455 418 411 495 512 550 567 584 4310 Duplicating and Postage 137 150 150 138 143 153 158 163 4330 Elections 190 2 2 200 0 200 0 200 4400 Disaster Preparedness 108 96 112 93 96 103 106 110 4510 Human Resources 547 693 716 671 695 747 769 792 4511 Human Resources Litigation 1 30 30 25 26 28 29 30 4540 Insurance Administration 321 571 671 517 538 575 593 610 4700 Code Enforcement 714 726 724 772 799 859 885 912 3,797 4,110 4,254 4,255 4,199 4,712 4,647 4,986 $~) EXPENDITURE ESTIMATES Adopted P:evised Actual Budget Budget FIVE PEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 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 34 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 l0 11 6344 Teen Center 64 71 71 70 72 78 80 82 6347 Nature Programs 89 99 100 1 I5 119 128 131 135 Cupertino Sports Center-Physical/Recreation 6400 Supervision 251 259 259 266 276 296 305 315 6445 Creekside Park 6 9 9 9 9 10 10 l 1 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 17 13 13 14 14 IS (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 i,13] 7302 Mid and Long Range Planning 200 3(0 323 417 328 353 363 374 7305 Annexations 0 10 10 0 10 1 I 11 ] 1 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 0 15 16 ] 7 17 3,418 4,191 4,158 3,733 3,785 4,069 4,191 4,317 90 EXPENDITURE ESTIMATES GENERAL (coat.) 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 O verpasses & 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 Revised Actual Budget E:udget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2~J08-09 2009-10 2010-11 2011-12 2012-13 2013-14 506 544 531 562 582 625 644 664 150 162 162 164 170 182 188 193 704 939 1,078 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 64 477 548 551 516 534 574 591 609 658 602 563 529 600 644 664 684 904 1,025 1,030 1,157 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 1,026 713 735 736 753 780 838 863 889 321 276 276 278 288 309 319 328 517 503 515 546 565 608 626 645 248 274 274 253 262 282 290 299 280 328 327 308 319 343 353 364 375 431 431 364 415 446 460 473 148 197 197 187 190 204 210 217 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 I I ,551 11,964 12,861 13,247 13,645 31,011 35,377 35,838 35,489 36,534 39,256 40,406 42,005 91 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2(108-09 2009-10 2010-Ii 2011-12 2012-13 2013-14 GENERAL (cont.) Transfers Out: 0100 Debt Service Obligations 3,538 3,537 3,537 3,538 3,533 3,534 3,539 3,535 0100 Capital Improvement Projects 3,191 0 0 501 0 0 0 0 0100 Infrastructure Reserve 100 100 100 100 100 100 100 100 0100 Capital Improvement Reserve 900 0 0 0 0 0 0 0 0100 Transportation Projects & Maintenance 750 750 750 750 750 750 750 750 0100 Environmental Management 0 0 0 15 161 201 218 235 0100 Park Dedication-McClellan Ranch 0 0 0 0 0 0 0 0 0100 Stevens Creek Corridor Park 7,736 0 0 300 0 0 0 0 0100 Mary Ave. Bicycle Footbridge 0 0 0 0 0 0 0 0 0100 Equipment Fund 44 45 45 0 45 45 45 45 0100 Information Technology Fund 194 322 332 169 200 200 300 300 0100 Compensated Absence 0 400 400 300 200 100 100 100 0100 Retiree Medical 1,882 1,946 1,946 1,900 1,500 1,500 1,500 1,500 Non-operating Expenditures 18,335 7,100 7,110 7,573 6,489 6,430 6,552 6,565 TOTAL GENERAL FUND 49,346 42,477 42,948 43,062 43,023 45,686 46,958 48,570 9~, EXPENDITURE ESTIMATES SPECIAL 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 9455 CIP -Pavement Management-Prop 42 9456 CIP -Pavement management - ARRA 9451 CIP -Curb, Gutter, Sidewalk, ADA Ramps 9452 CIP -Rancho Rinconada Street Study 9454 CIP -Route 85 Sound~vall Repairs HOUSING & COMMUNITI' DEVELOPMENT 7401 General Administration 7403 Affordable Housing 7404 Public Service Grants 7405 Below Market Rate Housing REDEVELOPMENT AGENCY 0100 Transfers to General Fund 7304 Cupertino Square Project Area 9xxx CIP/Affordable Housing Debt Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2008-09 2009-10 2010-I1 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 I 0 0 0 0 4 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 I 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 2,385 92 86 86 85 88 94 97 100 4 254 909 379 250 250 250 250 67 64 64 64 67 72 74 76 141 296 1,397 496 513 552 568 585 304 700 2,456 1,024 917 967 989 1,011 0 0 0 0 0 0 0 0 210 231 521 346 358 384 396 408 0 0 0 0 250 250 250 500 210 231 521 346 608 634 646 908 93 EXPENDITURE ESTIMATES 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 DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION 5301 Principal 1,355 1,415 1,415 1,460 1,500 1,545 1,600 1,660 5301 Interest+Fees 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 TRAFFIC IMPACT 5306 Principal 30 30 30 30 35 0 0 0 5306 Interest+Fees 9 7 7 5 2 0 0 0 Close Out to General Fund 0 0 0 0 0 54 0 0 39 37 37 35 37 54 0 0 94 EXPENDITURE ESTIMATES CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROJECTS 9121 Memorial Park Softball Field Renovation 9122 Sterling/Barnhart Park Acquisition 9] 24 McClellan Ranch Facility Improvements 9126 Sterling/Barnhart Park Construction 9127 Lawrence & Mitty Park (Saratoga Creek) 9128 Veterans Memorial 9] 29 Stocklmeir Orchard Rehabilitation 9]30 Wilson Park Irrigation Renovation 9131 Linda Vista Pond Restoration Study 9133 McClellan Ranch Blacksmith Shop 9229 City Hall Emerg GeneratorlPG&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 9251 Service Center Equip Wash Rack 9252 McClellan Ranch Painting 9253 AM Radio Station Relocation 9545 Traffic Sig Upgrade-Stelling/Greenleaf 9547 Countdown Ped Heads 9548 Traffic Street Walkability Models 9549 Safe Routes to School -Garden 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 IMPROVEi14ENT CAPITAL RESERVES 0100 Transfer to Capital Improvement 0100 Trf to Stevens Creek Corridor Park Transfers Out Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 21108-09 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 ]0 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 ]0 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 0 0 0 0 0 810 0 0 0 0 0 0 0 71 0 0 0 0 0 0 0 1,211 70 574 0 0 0 0 0 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 95 EXPENDITURE ESTIMATES CAPITAL PROJECT FUNDS (coat) STEVENS CREEK CORRIDOR PARK 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 9112 Stevens Creek Corridor Park-Phase I 1,357 0 10,827 0 0 0 0 0 9134 Stevens Creek Corridor Park-Phase II 0 0 0 200 1,100 0 0 0 9135 BBF Infrastructure Upgrades 0 0 500 300 0 0 0 0 OI 00 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 G,560 0 0 0 0 0 9(- EXPENDITURE ESTIMATES ENTERPRISE FUNDS RESOURCE RECOVERY 8003 Programs 0100 Transfers to General Fund BLACKBERRY FARM GOLF COURSE 6440 Golf Course 0100 Transfers to General Fund SPORTS CENTER 6450 Sports and Physical 8510 Maintenance 9230 CIP -Tennis Court Resurfacing RECREATION PROGRAMS 6349 Cultural, Youth and Teen Programs 6449 Sports and Physical 9121 CIP Memorial Pk Softball Field /Bleachers 9123 CIP Library Field Irrigation 9132 CIP Park Tennis Court Resurfacing 9247 CIP Quinlan -Aerobic Room floor 9249 CIP Wilson Park Building Repairs 9250 CIP Portal Park Building Repairs 9248 CIP Monta Vista Community Bldg Repairs SENIOR CENTER 0100 Transfer to General Fund Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2007-08 2008-09 2(108-09 2009-10 2010-11 2011-12 2012-13 20]3-14 2,056 2,467 2,467 2,494 2,581 2,775 2,858 2,943 500 0 0 0 0 0 0 0 2,556 2,467 2,467 2,494 2,581 2,775 2,858 2,943 450 578 578 548 567 609 628 646 442 0 0 0 0 0 0 0 892 578 578 548 567 609 628 646 I ,372 1,474 1, 508 1,485 I , 5 37 l , 652 1,702 1,75 3 175 232 232 226 234 252 259 267 0 0 111 0 0 0 0 0 1,547 1,706 1,851 1,712 1,771 1,904 1,961 2,020 1,133 1,393 1,393 1,229 1,272 1,367 I ,408 I ,450 720 943 943 1,080 1,118 1,201 1,237 1,275 0 20 250 25 0 0 0 0 0 0 100 0 0 0 0 0 0 225 225 0 0 0 0 0 0 0 0 30 0 0 0 0 0 0 0 IS 0 0 0 0 0 0 0 10 0 0 0 0 0 405 405 28 0 0 0 0 1,853 2,986 3,316 2,416 2,389 2,568 2,646 2,725 50 0 0 0 0 0 0 0 50 0 0 0 0 0 0 0 9 ;' EXPENDITURE ESTIMATES 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 INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY 4800 Operations 836 969 1,006 1,039 1,075 1,156 1,191 1,227 4800 Acquisitions & Projects 215 423 685 357 300 300 300 300 1,051 1,392 l ,691 1,396 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 I 1 I 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 l ,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 2,475 7,691 1,500 1,500 1,500 1,500 TOTAL EXPENDITURES 75,065 71,576 95,626 71,497 66,469 66,557 70,770 70,431 TOTAL REVENUES 81,620 63,341 72,313 64,131 65,020 65,892 69,640 7],302 9~~ Gann Appropriations Limit Fiscal Year ~?009-10 Article XIIIB of the California State Constitution as enacted by Proposition 4, the Gann initiative of 1979, mandates a limit on the amount of proceeds of taxes that state and local governments can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit government spending by putting a cap on the tot~.l proceeds of taxes that may be appropriated each year. The original Article XIIIB was furtYier modified by Proposition 111 and SB 88 approved by California voters in June of 1990. Proposition 111 allows cities more flexibility in choosing certain inflation and population factors to calculate the limit. Appropriations Subject to Limit The limit is different for each agency and the limit changes each year. Each year's limit is based on the amount of tax proceeds that were authorized to be spent in fiscal year 1978-79 in each agency, modified for changes in inflation and pof~ulation in each subsequent year. Proposition 111 has modified those factors to allow cities to ch~~ose either the growth in California Per Capita Income or the growth in non-residential assessed valuation due to new construction in the city. Alternatively, the city could select a population growth factor represented by the population growth in Santa Clara County. Each year the city establishes its appropriations limit for the following fiscal year. The City's appropriation limit for fiscal year 2008/09 was $69,217,707 and was adopted by Council. The City's appropriations limit for fiscal year 2009110 of $70,733,348 is $1,515,641 or 2.18% higher than the fiscal year 2008/09 limit of $69,:~ 17,707. For fiscal year 2009/10, the City's estimated appropriations of proceeds from taxe:> are $35,216,000. This is $35,517,348 or 50.21% under the legal limit established for fiscal :gear 2009/10. When a city's proceeds of taxes (less statutory exclusions) exceed the legal limit, e;ccess tax revenue must be returned to the State or citizens through a process of refunds, rebates, or other means that may be determined at that time. The City is currently at 44.78% of its limit. As a result, the appropriations limit is not expected to present a restraint on current or future budget deliberations. 9~~ KEY PERFORMANCE MEASURES ADMINISTRATIVE SERVICES Goal: Provide excellent customer service to departments and the public. Strate Measure 2008/09 Actual 2009/10 Projected Business license certifi- Licenses sent within 3 work days 1-7 work days Cates sent in a timely seven work days. manner. Accounts payable invoices Invoices processed within 5 days 1-5 days processed in a timely five work days manner. Goal: Produce a Comprehensive Annual Financial Report (CAFR) that meets award program standards of the Government Finance Officers' Association (GFOA). Strate~y Measure 2008/09 Actual 2009/10 Projected CAFR award application Application materials materials prepared by sent by December 31 12-19-08 12-18-09 award deadlines. deadline. Goal: Produce an adopted annual budget that meets award program standards of the California Society of Municipal Finance officers (CSMFO). Strate Budget award application materials prepared in a timely manner. Measure Application materials sent by the Augl~st 31 deadline. 2008/09 Actual 2009/10 Projected 8-15-08 8-14-09 Goal: Maintain updated municipal code. Strate Update Cupertino Muni- cipal Code and distribute changes as soon as an ordinance is effective. Measure Percent of updates completed. 2008/09 Actual 2009/10 Projected 100% 100% Goal: Provide excellent customer service to dep~irtments and the public requesting records. Str te~y Provide records to depart- ments and the public within the requested timeframe. Measure Percent of records delivered with the timeframe specified. 2008/09 Actual 2009/10 Projected 100% 100% 01 KEY PERFORMANCE MEASURES ADMINISTRATIVE SERVICES Goal: Provide excellent duplication services. Str te~y Measure 2008/09 Actual 2009/10 Projected Provide duplication ser- Percent of duplication 100% 100% vices to departments and requests completed in the the public in a timely timeframe requested. manner. Goal: Process documents accurately and in a timely manner. Strate~y Measure 2008/09 Actual 2009/10 Pro; e~ cted Prepare City Council Number of minutes 25 of 29 minutes 25 minutes minutes within nine days of prepared within ninc: days prepared within prepared within meeting for 25 meetin s. of meetin nine days nine da s Goal: Provide the community with crime prevention information. Strate~y Measure 2008/09 Actual 2009/10 Projected Conduct neighborhood Number of neighborhood 17 17 watch meetings. watch meetin s helc. Goal: Educate community about emergency prep~uedness. Strate~y Measure 2008/09 Actual 2009/10 Projected Conduct monthly Personal Number of workshops 11 12 Emergency Preparedness held. Workshops. Provide Community Emer- Number of classes held. 4 4 gency Response Team training on a regular basis. Conduct public safety Number of classes L~eld. 2 3 training for youth three times a ear. 102 KEY PERFORMANCE MEASURES COMMUNITY DEVELOPMENT Goal: Check building permit plan sets for compli~mce with zoning requirements. Strate~y Approve building plan sets in a timely manner. Measure Percent of plan sets approved within five work days. 2008/09 Actual 91% 2009/10 Projected 100% Goal: Provide complete technical processing of applications for discretionary land use entitlements. Strate~y Provide timely technical processing of applications. Measure Percent of applic~-tions processed within 21 2008/09 Actual 95% 2009/10 Projected 100% Goal: Provide prompt and thorough plan check review to alert applicants of any issues as early as possible. Strate>;y Review plans submitted for plan check expediously given the type and complexity of the proiect. Measure Number of plan c:~ecks processed. 2008/09 Actual 2009/10 Pro'et cted 1,011 900 Goal: Enhance community awareness and education of projects and programs. Strate~y Expand educational pro- gramming through com- munity outreach mailings, including: Focus Group meetings, postcards, and ordinance changes. Measure Number of pr~~jects where citywide postcards were sent. Number of Focus (Troup meetings for the Housing Element. Number of Neighbor- hood meetings for citywide programs. 2008/09 Actual 2009/10 Projected 10 10 4 0 3 3 103 KEY PERFORMANCE MEASURES COMMUNITY DEVELOPMENT Goal: Administer the U.S. Department of Housing and Urban Development (HUD) funding of projects and programs throughout the communit}~ targeted at households of low and moderate income. Strate~y Fund up to 12 public service agencies and three capital projects equaling the full $386,580 in funding through com- munity Development Block Group (CDBG). Measure Number of low and moderate income households as;~isted through public service grants. Number of public service projects. Funds allocated to f~ublic $64,493 $64,493 service projects. Number of c~~pital 2 3 projects. Funds allocated to c~~pital $830,000 $279,491 projects. 2008/09 Actual 2009/10 Projected 800 800 14 14 Goal: Enhance community awareness of land use projects. Strategy Measure 2008/09 Actual 2009/10 Projected Notice the public of Percent of notices sent 100% 100% upcoming projects in a within 10 days of timely manner. Planning Commission 104 KEY PERFORMANCE MEASURES LAW ENFORCEMENT Goal: Maintain adequate sheriff response times to citizen calls. Strate~y Measure 2008/09 Actual 2009/10 Projected Monitor average response Priority One: Re:;pond 3.88 Minutes 5.00 Minutes time for emergency calls. within five minutes Priority Two: Respond 5.94 Minutes 9:00 Minutes within nine minutes. Priority Three: Re:;pond 9.40 Minutes 20 Minutes within 20 minutes. Goal: Provide crime prevention efforts through public in teraction and education. Strategy Measure 2008/09 Actual 2009/10 Projected Offer ride alongs with Number of ride alongs 34 34 sheriff deputies. held. Goal: Provide crime prevention efforts in the schools through interaction an d education. Conduct Teen Academy Number of Teen 2 2 classes. Academy classes held. Conduct Code Red training Number of trainingr'drills 24 24 and drills. held. i Conduct Every 15 Minutes Number of presentations 2 2 ~, Program. held. Conduct School Atten- Number of mec;tings 17 17 '~I dance Review Board held. 1(15 KEY PERFORMANCE MEASURES PARKS AND RI~CREATION Goal: Expand senior adult evening program offerings held at the Senior Center. Strate~y Measure 2008/09 Actual 2009/10 Projected Add one educational Number of classes 9 13 course, one computer course, one art class, and one seminar Goal: Using effective marketing techniques, increase membership in the Senior Center program. Strate~,y Measure 2008/09 Actual 2009/10 Projected Increase membership regis- Number of total member- 2,243 2,287 tration b two ercent. shi s Goal: Implement an effective volunteer recruitment campaign for Senior Center volunteers. Strategy Measure 2008/09 Actual 2009/10 Projected Increase number of new Number of new 12 25 volunteers to 25. volunteers Goal: Reduce General Fund subsidy for the Senior Center Travel Program. Strate~y Measure 2008/09 Actual 2009/10 Projected Decrease General Fund Amount of total program $40,000 $30,000 subsid b $10,000. subsid . Goal: Promote the importance of family fitness activities in the community. Str te~y Measure 2008/09 Actual 2009/10 Projected Increase participation in the Number of participants. 100 120 Big Bunny Kids Run by 20 ercent. Goal: Promote the availability of the Creekside P~irk Building for community rentals. StrateQV Measure 2008/09 Actual 2009/10 Projected Revise, update, and distri- Number of rentals. 121 130 Bute marketing materials for the Creekside Park Building. 106 KEY PERFORMANCE MEASURES PARKS AND RI~CREATION Goal: Promote golf opportunities for youth under 16 years of age. Strate Measure 2008/09 Actual 2009/10 Projected Increase youth golf course Number of rounds k~layed 1,100 1,210 rounds by 10 ercent. b outh 16 and under. Goal: Increase fitness class participants at the Cu~~ertino Sports Center by 10 percent. Strategy Measure 2008/09 Actual 2009/10 Projected Promote classes through in- Number of participants in 22,656 24,921 house and direct mail fitness classes. marketing. Goal: Incorporate two new outside training facilitators to provide pertinent employee training for the summer part-time staff during the In-Service training week. Strate Measure 2008/09 Actual 2009/10 Projected Increase amount of trainers Number of trainers 1 3 during the In-Service added. trainin week. Goal: Enhance the Leader in Training Program by adding at least two leadership/education components to the program. Strate~y Measure 2008/09 Actual 2009/10 Projected Recruit two community Number of workshops 0 2 leaders to present a added. leadership workshop to the LIT artici ants. Goal: Offer quality youth drop-in Playground Program during the summer months. Strate Measure 2008/09 Actual 2009/10 Projected Offer three playground Number of participants 109 120 sites. enrolled. Goal: Provide quality Afterschool Enrichment Program. Strate~y Measure 2008/09 Actual 2009/10 Projected Add two new class Number of classes 39 41 offerin s. offered. 107 KEY PERFORMANCE MEASURES PARKS AND RI~CREATION Goal: Provide high quality special events to the a~mmunity. Strategy Measure 2008/09 Actual 2009/10 Projected Increase special events to Number of special events 22 23 the communi offered. Goal: Increase swimming opportunities at Blackberry Farm. Strategy Measure 2008/09 Actual 2009/10 Pro: ei cted Provide community with a Number of lap swim 0 2 lap swim opportunity at times offered. Blackbe Farm. Goal: Increase Cupertino resident rentals at Blackberry Farm by 25 percent. Strate~Y Measure 2008/09 Actual 2009/10 Projected Market facility rentals on Number of Cupertino 28 35 the website, brochures and resident rentals at direct mailings. Blackbe Farm Goal: Increase revenue generated at the Quinlan (;ommunity Center. Strategy Measure 2008/09 Actual 2009/10 Projected Market facility rentals on Amount of revenue $80,000 $90,000 the website, brochures and generated. direct mailin s. 1 ~~8 KEY PERFORMANCE MEASURES PUBLIC Vi/ORKS Goal: Maintain traffic signs to reduce liability. Strate~y Measure 2008/09 Actual 2009/10 Projected Repair or replace street Percent of street signs 100% 100% signs in a timely manner. maintained within 24 hours. Goal: Maintain and enhance community infrastnzcture. Strate~y Measure 2008/09 Actual 2009/10 Projected Graffiti markings re- Clean up within 48 hours 48 hours 48 hours moved in a timely of call. manner. Goal: Maintain street markings and legends while minimizing impacts to traffic. Strate~y Measure 2008/09 Actual 2009/10 Projected Street markings painted Percent of street markings 100% 100% yearly prior to the and legends repainted beginning of the school annually. ear. Goal: Provide excellent street sweeping service ~.'or the community. Strate~y Measure 2008/09 Actual 2009/10 Projected Sweep streets on a Number of curb miles 696 696 monthl basis. swe teach month. Goal: Maintain excellent streetlight maintenance program. Strate~y Measure 2008/09 Actual 2009/10 Projected Repair streetlights in a Respond to customer calls 5 Days 5 Days timel manner. within five da s of call. 109 DEPARTMENTAL OPERATING BUDGETS The Departmental Operating Budgets section provides budget information for each of the City's eight key operating functions: City Council, Administration, Law Enforcement, Public and Environmental Affaris, Administrative Services, Parks and Recreation, Community Development and Public Works. Each departmf;ntal operating budget includes the following elements: 1. Department Summary: The department summary includes an organization chart for the department and condensed financial informati~~n for each division within the department. It is a "big picture" snapshot of the department's responsibilities and costs. 2. Division Summary: Most departments are organized into smaller units or divisions. A program overview has been presented for ea~;h division denoting the key functions of the division. In addition, service objectives are .listed to identify for the reader the upcoming goals and objectives of that section. Finally, the budget document includes an expenditure summary that details historical and proposed expenditures by category and funding source and the personnel charged to that division. 111 Council and Commissions 1 ~3 COUNCIL AND COMMISSIONS ~.1t1Zf;nS of Cupertino City Council J Teen Commission Technology Information & Communications Parks & Recreation Commission Planning Commission Fine Arts Commission Economic Development Committee Library Commission BicyclelPedestrian Commission Public Safety Commission Audit Committee 114 CITY COUNCIL AI~~D COMMISSIONS Expenditures by Division :?006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted CITY COUNCIL 1000 CITY COUNCIL 203,997 216,237 272,417 256,020 203,997 216,236 272,417 256,020 COMMISSIONS 1031 TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION 15,556 24,765 31,126 22,659 1040 LIBRARY 3,811 4,105 4,776 4,660 1042 FINE ARTS 15,371 14,919 20,928 20,880 1050 PUBLIC SAFETY 4,400 4,429 11,200 11,200 1055 BICYCLE AND PEDESTRIAN 4,626 4,302 3,457 200 1060 PARKS AND RECREATION 7,317 9,461 10,040 10,791 1065 TEEN 11,947 20,873 15,380 14,121 1067 SENIOR 1,694 1,315 1,748 0 1070 PLANNING 91,944 99,764 99,180 97,233 1075 HOUSING 3,907 6,474 6,855 7,063 160,573 190,407 204,690 188,807 TOTAL 364,570 406,643 477,107 444,827 115 COUNCIL AND COMMISSIONS CITY CO~:JNCIL PROGRAM OVERVIEW The Mayor and Councilmembers, acting as th~~ elected representatives of the residents of Cupertino, establish public policy to meet comm~xnity needs and assure orderly development of the City. SERVICE OBJECTIVES The City Council direction is carried out by city staff under the sole direction of the City Manager. l16 COUNCIL AND I~OMMISSIONS 1000 CITY COUNCIL Expenditures by Category 2006-0'j 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 118,476 117,112 156,637 145,730 72,2.90 77,328 79,600 86,500 0 7,126 15,000 2,500 13,2,30 14,670 21,180 21,290 Total 203,S~96 216,236 272,417 256,020 Expenditures by Fund 2006-0'1 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 203,5>96 216,236 272,417 256,020 Total 203,5-96 216,236 272,417 256,020 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.40 0.40 0.50 Total 0.40 0.40 0.50 1.17 COUNCIL AND COMMISSIONS TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION PROGRAM OVERVIEW The Technology, Information & Communicatio~is Commission advises the City Council and informs the community about issues relating to thy: rapidly changing field of telecommunications. Commissioners also served as a resource for t1~e Planning Commission in offering technical guidance for antenna sitings. The Public Information Manager serves as staff liaison. With legislation now in effect encouraging effective competition, the commission will continue to look at new and forthcoming FCC rulings that may alter Comcast's impact on the community. The commission also will continue to monitor cable services to subscribers and to act as a resource for both the Cupertino elementary and hi;h school districts. SERVICE OBJECTIVES Continue to work with appropriate companies in bringing advanced services to interested residents. Monitor Comcast services. Negotiate with public access provider KMVT to insure maximum programming value for Cupertino residents. Continue to work with staff and legal counsel to enforce the terms of the current cable franchise agreement. Work with the Cupertino Planning Commission iri developing an antenna ordinance. 118 COUNCIL AND I~OMMISSIONS 1031 TECHNOLOGS', INFORMATION, & COMMUNICATIONS COMMISSION Expenditures by Category 2006-0'1 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 6,E~16 7,121 14,626 16,309 Materials 1,x:55 1,531 2,500 1,350 Contract Services 7,E~85 16,113 14,000 5,000 Total 15,G~56 24,765 31,126 22,659 Expenditures by Fund 2006-0'7 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 15,`56 24,765 31,126 22,659 Total 15,556 24,765 31,126 22,659 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.05 0.10 Total 0.05 0.05 0.10 0.10 119 COUNCIL AND COMMISSIONS LIBRARY COMMISSION PROGRAM OVERVIEW The Library Commission is a five member commission appointed by the City Council that reviews and makes recommendations related to the operations and services of the Cupertino Library. The Cupertino Library is operated by the Santa Clara County Library Services. The building is provided by the City of Cupertino for which the county pays a rental fee. County Library staff serve as staff to the Commission and the Director of Administrative Services serves as City liaison. SERVICE OBJECTIVES Monitors the various service activities of th.e library and makes recommendations for improvements to appropriate bodies. Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino Library Foundation. Advocates library funding and service levels at thf; city, county, and state levels. Represents the Cupertino library in the local community. Participates in state and local library workshops and conferences. Participates in the long range planning of quality library services for the City. Develops potential resources to expand volunteer efforts in the library. Investigates ways to expand access to non-traditional media. Continues library advocacy in Cupertino activities; and with other organizations. Continues emphasis on integrating additional technology into library services. Continues proactive efforts to ensure adequate library funding. 120 COUNCIL AND ~~OMMISSIONS 1040 LIBRARY COMMISSION Expenditures by Category 2006-0'1 2007-08 2008-09 2009-10 Employee Compensation 3?22 3,903 3,926 4,060 Materials 89 202 850 600 Total 3,811 4,105 4,776 4,660 Expenditures by Fund 2006-0'1 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 3,~~11 4,589 4,776 4,660 Total 3,E~11 4,589 4,776 4,660 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.02 0.02 0.02 Total 0.02 0.02 0.02 1.2,1 COUNCIL AND COMMISSIONS FINE ARTS COMMISSION PROGRAM OVERVIEW The Cupertino Fine Arts Commission is charged with advancing the arts in the City through a number of activities and programs. These include overseeing the "Quarter Percent for Art" requirement for developments over 50,000 square feet; promoting art in public places; making recommendations to City Council regarding arts opportunities; awarding grants to individuals and organizations; and selecting a "Distinguished Artist of the Year." In prior years, grants had been awarded to a diverse group of individuals and organizations, including the Cherry Blossom Festival, local performing arts groups, sculptors, artists, and the Euphrat Museum of Art and its Arts in School:: program. Budget constraints resulted in the elimination of fine arts grants for several years, although in 2006-07 a small portion of the grant money was reinstated and annual awards have bef;n made to the Distinguished Artist of the Year, the Euphrat Museum of Art, and to help defra~~ the expenses of a professional art judge for annual show at the Fall Festival by the Fine Arts League of Cupertino. SERVICE OBJECTIVES Review and approve public art projects required fir developments over 50,000 square feet. Promote programs and activities that provide a direct cultural benefit to the citizens of Cupertino, with special emphasis on groups not likely to receive regular exposure to the arts. Actively encourage business and community participation in the arts. Pursue opportunities for visual and performing ar:s throughout the city. 122 COUNCIL AND I~OMMISSION5 1042 FINE ARTS COMMISSION Expenditures by Category 2006-0'~ 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 12,601 13,700 14,228 14,780 Materials 2,770 719 6,200 5,600 Contract Services 0 500 500 500 Total 15,3 71 14,919 20,928 20,880 Expenditures by Fund 2006-0'1 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 15,371 14,919 20,928 20,880 Total 15,371 14,919 20,928 20,880 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.10 0.10 0.10 Total 0.10 0.10 0.10 123 COUNCIL AND COMMISSIONS PUBLIC SAFETY COMMISSION PROGRAM OVERVIEW The Cupertino Public Safety Commission (PSC) is a five member board appointed by the City Council, which, when requested by Council, assists the Council by reviewing and recommending public safety services and policies for police, fire, emergency planning, and traffic. The Sheriff s West Valley Commander, who is the City's Chief of Police, serves as staff liaison. SERVICE OBJECTIVES Review safety issues and concerns and make recommendations to the City Council. Promote public education programs concerning sa:"ety issues. Provide assistance in implementing public safety programs approved by the City Council. 1 ~'.4 COUNCIL AND ~~OMMISSIONS 1050 PUBLIC SAFETY COMMISSION Expenditures by Category 2006-0'7 2007-08 2008-09 2009-10 Employee Compensation 4;83 4,302 0 0 Materials l17 127 200 200 Contract Services 0 0 11,000 11,000 Total 4,4G00 4,429 11,200 11,200 Expenditures by Fund 2006-0'1 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 4,~E00 4,429 11,200 11,200 Total 4,~G00 4,429 11,200 11,200 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.03 0.00 0.00 Total 0.03 0.00 0.00 125 COUNCILS AND COMMISSIONS BICYCLE AND PEDESTRIAN COMMISSION PROGRAM OVERVIEW The Cupertino Bicycle and Pedestrian Commissi~~n (BPC) is afive-member board appointed by the City Council, which, when requested by Council, assists the Council by reviewing, monitoring, and making recommendations on City transportation matters pertaining to bicycle and pedestrian traffic, parking, education, and recreation within Cupertino. The City's Associate Engineer serves as staff liaison. SERVICE OBJECTIVES Review City transportation infrastructure, development standards, public and private development projects, and citizen outreach and education efforts as they affect bicycle and pedestrian traffic in the City of Cupertino. Promote safe, efficient, and enjoyable travel for bicycle and pedestrian traffic within Cupertino. l :? 6 COUNCIL AND COMMISSIONS 1055 BICYCLE AND PEDESTRIAN COMMISSION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Employee Compensation 4,509 4,302 3,257 0 Materials ~?7 0 200 200 Total 4,626 4,302 3,457 200 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 4,6:?6 4,302 3,457 200 Total 4,6:'6 4,302 3,457 200 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.03 0.02 0.00 Total 0.03 0.02 0.00 127 COUNCIL AND C~~MMISSIONS PARKS AND RECREATION COMMISSION PROGRAM OVERVIEW The Parks and Recreation Commission is afive-member citizen's commission appointed by the City Council to make recommendations pertaining to parks and recreation. The Director of Parks and Recreation serves as staff liaison. SERVICE OBJECTIVES Engage the public in dialog regarding the design of new programs and facilities. Make recommendations regarding these projects to the City Council. Work with staff and the public to draft and/or re~rise policies for use of Parks and Recreation facilities. Consider public input regarding the operation of Parks and Recreation facilities and make recommendations for their improvement. Participate on a number of special committees dealing with Parks and Recreation. Serve as ambassadors for the Parks and Recreation Department. 123 COUNCIL AND COMMISSIONS 1060 PARKS AND RECREATION COMMISSION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 6,3`.>6 8,663 8,740 9,591 Materials 9fi1 798 1,300 1,200 Total 7,3717 9,461 10,040 10,791 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 7,3:.7 9,461 10,040 10,791 Total 7,317 9,461 10,040 10,791 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.10 0.10 0.10 Total 0.10 0.10 0.10 129 COUNCIL AND COMMISSIONS TEEN COMMISSION PROGRAM OVERVIEW The Teen Commission is composed of 11 teens representing grades 8-12. The Teen Commission advises the City Council and staff on teen issues. SERVICE OBJECTIVES Engage the public in dialog regarding the design of new programs, and make recommendations regarding these projects to city staff. Assist staff with the programming of the Teen Cen~:er. Assist staff with the evaluation of teen programming. Work with staff and the public to create new avenues to interact with teens. Assist staff with communication and public relations with teens. 130 COUNCIL AND COMMISSIONS 1065 TEEN COMMISSION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 11,230 18,740 11,360 11,821 Materials 717 1,278 3,220 1,500 Contract Services 0 855 800 800 Total 11,94.7 20,873 15,380 14,121 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 11,94.7 20,873 15,380 14,121 Total 11,94G7 20,873 15,380 14,121 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.15 0.15 0.15 Total 0.15 0.15 0.15 131 COUNCIL AND COMMISSIONS SENIOR CITIZENS COMMISSION On February 3, 2009, the City Council unanimously approved the dissolution of the Senior Citizen Commission as recommended by the Commission. The following expenditure sheet is provided as historicz l data only. 13:? COUNCIL AND COMMISSIONS 1067 SENIOR COMMISSION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Employee Compensation 1,694 1,193 1,248 0 Materials 0 122 500 0 Total I 1,694 1,315 1,748 0 Expenditures by Fund ~ 2006-07 2007-08 2008-09 2009-10 General 1,654 1,315 1,748 0 Total 1,694 1,315 1,748 0 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.02 0.01 0.00 Total 0.02 0.01 0.00 133 COUNCIL AND COMMISSIONS PLANNING COI\~MISSION PROGRAM OVERVIEW The Planning Commission is afive-member citizen board appointed by the City Council to make or recommend decisions on matters pertaining to land use and physical development. The major work of the Commission is to conduct public hearings on planning applications. The Director of Community Development and the City Planner serve as staff liaisons. The Commission also advises the City Council on land use and development policy through study sessions and formal hearings on issues necessary to maintain the current status of the General Plan. The Commission also undertakes periodic review of implementation ordinances and issues interpretations of these documents. SERVICE OBJECTIVES Conduct periodic reviews of the General Plan. These reviews test the fundamental goals and measure performance of short-term objectives. Conduct public hearings for approximately 75 ].and development applications. Ensure that decisions are made fairly and expeditiously in accordance with adopted General Plan policies, zoning ordinances, development plans, and design guidelines. Review specific plans, zoning ordinance amendments, and amendments to the General Plan and make recommendations to Council. Serve on the Planning Commission Design Review Committee, the Environmental Review Committee, and in an advisory role to the Housi~lg Commission and Economic Development Committee. 131 COUNCIL AND COMMISSIONS 1070 PLANNING COMMISSION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 73,03tS 81,568 80,680 78,733 Materials 10,713 9,294 10,500 10,500 Contract Services 8,19:> 8,902 8,000 8,000 -- --- Total 91,941 99,764 99,180 97,233 Expenditures by Fund 2006-07 2007-08 2408-09 2009-10 Actual Actual Adopted Adopted General 91,941 99,764 99,180 97,233 Total 91,941 99,764 99,180 97,233 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.45 0.45 0.45 Total 0.45 0.00 0.45 13 `i COUNCIL AND COMMISSIONS HOUSING COMMISSION PROGRAM OVERVIEW The Cupertino Housing Commission (CHC) is afive-member board appointed by the City Council to assist the Planning Commission and the City Council in developing housing policies and strategies for implementation of General Plan F(ousing Element goals. The Commission also serves as part of the CDBG Steering Committee which oversees the Conununity Development Block Grant (CDBG) program. The Senior Planner serves as staff liaison. SERVICE OBJECTIVES: When requested by the Director of Communit}~ Development or the City Council, make recommendations regarding affordable housing proposals including requests for money from the CDBG and the Affordable Housing funds, possibly; fee waivers or other incentives, the number and type of affordable units, and the target groups to be served. 136 COUNCIL AND COMMISSIONS 1075 HOUSING COMMISSION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Employee Compensation 3,86'7 6,237 6,655 6,863 Materials 4~) 237 200 200 Total 3,90'7 6,474 6,855 7,063 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 3,907 6,474 6,855 7,063 Total 3,90'7 6,474 6,855 7,063 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.05 0.05 0.05 Total 0.05 0.05 0.05 13 ;' Administration 1?9 ADMINISTRATION Administration (4.90 Clty Attorney (3.00 Clty Mana~~er (1 .40~~ Community Outreach (. SOS 140 ADMINISTRATION Expenditures by Division 2006-07 Actual 2007-08 Actual 2008-09 Adopted 2009-10 Adopted 1200 CITY MANAGER 307,415 336,013 372,027 363,609 1201 COMMUNITY OUTREACH 59,494 68,533 75,992 81,065 1300 CITY MANAGER DISCRETIONARY FUND 49,837 4,229 50,000 35,000 1500 LEGAL SERVICES 506,585 535,853 619,780 622,491 TOTAL ~ 923,331 944,628 1,117,799 1,102,165 141 ADMINISTRATION CITY MAN~~GER PROGRAM OVERVIEW The City Manager is responsible to the City Council for the effective and efficient operation of the City. Under the direction of the City Council as a whole, the City Manager carries out the City's adopted goals and objectives. The City Manager also oversees the Community Outreach Program and is responsible for developing and sustaining community-building activities that increase citizen involvement in the community. SERVICE OBJECTIVES Accomplish the City Council's work program. Manage City operations. See that all laws and ordinances of the City are duly enforced and that all franchises, permits, licenses, and privileges granted by the City are faithfully performed and observed. Keep the City Council advised as to the financial conditions and needs of the City. Investigate all complaints concerning the operation of the City. Supervise the use and condition of buildings, public. parks, streets and other public property. Make reports and initiate recommendations as may be desirable or as requested by the City Council. Ensure that the City's policies and procedures »rovide a foundation for a secure financial position. Develop strategies to enhance the City's tax base and to position the City to take advantage of economic opportunities. 142 CITY MANAGERI COMMUNITY OUTREACH 1200 ADMINISTRATION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contrat Services Capital Outlay Cost Allocation Total 317,254 352,065 364,839 377,144 42,025 48,751 55,500 53,250 0 0 10,500 11,000 0 0 15,000. 0 7,630 3,730 2,180 3,280 366,909 404,546 448,019 444,674 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 366,909 404,546 448,019 444,674 Total 366,909 404,546 448,019 444,674 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time Total 1.90 1.90 1.40 1.90 1.90 1.40 143 ADMINISTRATION CITY MANAGER DISCRETIONARY FUND PROGRAM OVERVIEW This fund is established to meet unexpected expenses that may occur during the year. l44 CITY MANAGER DIS(~RETIONARY FUND 1300 ADMINISTRATION Expenditures by Category 2006-0",' 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Contract Services 49,837 4,229 50,000 35,000 Total 49,837 4,229 50,000 35,000 Expenditures by Fund 2006-0'1 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 49,f>37 4,229 50,000 35,000 Total 49,637 4,229 50,000 35,000 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.00 0.00 0.00 Total 0.00 0.00 0.00 -~ 45 ADMINIST]ZATION LEGAL SERVICES PROGRAM OVERVIEW The City Attorney serves as legal counsel to the City Council, City Commissions, and City administrative staff. The legal services provided includes preparation of ordinances and resolutions as requested, preparation or review of contracts and agreements, conducting research and supporting the City in litigation and some negotiations, and prosecution of code violations. SERVICE OBJECTIVES Attend or provide legal representation at all regularly scheduled City Council meetings, provide procedural and legislative information to the Council, and attend commission and staff meetings as requested. Meet with the City administrative staff on a regular basis to provide legal services and advice. Prosecute municipal code violations as necessary. l46 LEGAL SERVICES 1500 ADMINI.'>TRATION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 408,963 433,163 507,200 263,601 Materials 31,560 30,467 40,700 37,700 Contract Services 59,252 69,883 69,000 318,250 Cost Allocation 6,810 2,340 2,880 2,940 Total 506,585 535,853 619,780 622,491 Expenditures by Fund 2006-0'1 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 506,~~85 535,853 619,780 622,491 Total 506,~~85 535,853 619,780 622,491 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 2.40 2.95 3.00 Total 2.40 2.95 3.00 ]47 Law Enforcement 149 LAW ENFORCEMENT Lave Enforcement (Contract) is>o LAW ENFO:I~CEMENT Expenditures by Division 21)06-07 2007-08 2008-09 2009-10 flctual Actual Adopted Adopted 2100 LAW ENFORCEMENT 6,870,725 7,330,590 8,301,556 8,407,106 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 8,536,636 * Represents funding from the State COPS grant ($105,000), CUSD ($10,000), and FUHSD ($10,000) towards the cost of a second School Resource Officer. 151 LAW ENFORCEMENT LAW ENFORCEMENT PROGRAM OVERVIEW This Division provides for law enforcement, emergency communications, School Resource Officers, and the Youth Probation Programs. Law Enforcement services are provided by the; Santa Clara County Sheriffs Department, communication services are provided by the Santa Clara County General Services Administration, and the County's Youth Probaticn Program is enhanced by contract through a partnership with the Cupertino Union School District and the City of Cupertino. Law Enforcement services include general lave enforcement (patrol), traffic and detective services. SERVICE OBJECTNES Respond to emergency situations within an average of less than six minutes. Enforce the vehicle code with the goal of increasing traffic safety. Divert first time/minor youth offenders from the juvenile justice system. Provide daily on-site interaction with our youth. 1:~2 LAW ENFOlZCEMENT 2100 LAW ENFORCEMENT Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Materials Contract Services COPS Grant Interoperability Project 39,4.55 41,560 45,500 47,000 6,831,270 7,289,030 8,256,056 8,360,106 104,7 ~2 126,071 0 125,000 0 0 13,500 4,530 Total 6,975,517 7,456,661 8,315,056 8,536,636 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 6,975,517 7,456,661 8,315,056 8,536,636 Total 6,975,517 7,456,661 8,315,056 8,536,636 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.00 0.00 0.00 Total 0.00 0.00 0.00 153 Public and Environmental Affairs 155 PUBLIC AND ENVIRONMENTAL AFFAIRS Public and Environmental Affairs (6.95) Community Cupertino Scene Government Relations (0.35) Channel (1.80) (3.30) City Website Environmental (0.40) Affairs (0.60) 156 PUBLIC AND ENVIRO]vMENTAL AFFAIRS Expenditures by Division 2(?06-07 E~ctual 2007-08 Actual 2008-09 Adopted 2009-10 Adopted 3300 COMMUNITY RELATIONS 244,734 233,252 294,309 311,532 3400 CUPERTINO SCENE 109,718 113,603 126,561 122,331 3500 GOVERNMENT CHANNEL 472,167 493,898 673,046 623,014 3501 GOVERNMENT CHANNEL-SPCIAL PROD 99,023 123,959 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 ~ 1,121,438 1,178,202 1,490,972 1,499,564 1.~ 7 PUBLIC AND ENVIROTIMENTAL AFFAIRS COMMUNITY F:ELATIONS PROGRAM OVERVIEW Functions of this department include informing citizens about programs and services provided by local government, responding to media inquiries a;zd preparing all press information. The office acts as a resource for other city departments, staff ;end council members. The public information officer actively participates in regional dis~;ussions and workshops involving crisis communications, media relations and cable television regulation. Awards dinners, special events and ceremoni~-1 activities also are handled through this department. Examples include the annual Commissioners' Dinner, the CREST Awards (up to ten recipients per year), mayoral proclamations acid the SWING program. Also included is the Chamber of Commerce membership. SERVICE OBJECTIVES Aid in the coordination of City programs designed to draw Cupertino neighborhoods together. Coordinate and disseminate useful and important information to all Cupertino residents through appropriate local, state and national communications channels. Coordinate and implement recommendations of city communications audit including customer service software. 1.~ 8 COMMUNITY RELATIONS 3300 PUBLIC AND ENVIP:ONMENTAL AFFAIRS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 104,5:55 161,981 202,679 189,892 79,4'79 47,816 38,200 37,700 53,0-10 18,455 47,000 67,000 7,660 5,000 6,430 16,940 Total 244,734 233,252 294,309 311,532 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 244,734 233,252 294,309 311,532 Total 244,734 233,252 294,309 311,532 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 1.85 1.90 1.80 Total 1.85 0.75 1.80 1~9 PUBLIC AND ENVIROTIMENTAL AFFAIRS CUPERTINU SCENE PROGRAM OVERVIEW The Cupertino Scene is published 11 months out of the year and is distributed to residents and businesses in Cupertino. The Cupertino Scene is the most read City publication and continues to be the most important source of community inforrr~ation for residents. The Scene provides information that is of general interest to the community and is presented in a straightforward manner that is non-political, non-religious and non-commercial. The postal rate has been increased slightly to offset a rise in bulk-rate permit costs. Each issue of the Cupertino Scene costs approximately 14 cents to mail. Many of the articles appearing in the Scene are regular, monthly features, such as Roots, Simply Safe, Community Calendar, Council Actions and Library News. Another portion of material in the Cupertino Scene includes articles dealing with ongoing citywide issues, including community outreach, environmental programs and city jobs. Other material appearing in the Scene is a mixture of one-time city events, community activi~:ies, government services and other city-related information. About 300,000 copies of the Scene are distributed annually. SERVICE OBJECTIVES Provide an electronic subscription option for the S,~ene. Continue regular production schedule of the Scene, presenting information in a timely, interesting and visually pleasing manner. Focus on information relevant to citizens of all cultural backgrounds. Continue to adhere to regulations imposed by Proposition 73 and other legislation that regulates public communications by the city. 160 CUPERTINO SCENE 3400 PUBLIC AND ENVIP:ONMENTAL AFFAIRS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Total 40,3,35 42,631 41,361 44,131 69,333 70,972 85,200 78,200 109,7"l8 113,603 126,561 122,331 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 109,7 t 8 113,603 126,561 122,331 Total Full-time 109,7 "L 8 113,603 12b,561 122,331 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted 0.35 0.35 0.35 Total 0.35 0.35 0.35 lf~l PUBLIC AND ENVIRONMENTAL AFFAIRS GOVERNMENT CHANNEL PROGRAM OVERVIEW The City Channel continues to offer a variety of news and information for and about the residents of Cupertino. As the first government channel to broadcast city council meetings in the county, the City Channel continues to set best-practice service standards including web casting of many city meetings. Demands for City Channel services continue to increase with frequent coverage of community meetings and study sessions. The fulltime web specialist position also works within the Communications Department. The Web Specialist works closely with department he;~ds, managers and members of the community to ensure that the City of Cupertino's website is bath timely and relevant. Multimedia advancements have allowed this department to improve and expand many of its services. The City's new webcasting service allows Cupertino residents who are not cable subscribers to see live council meetings, commission meetings and study sessions. Webcasting has also allowed online video archives to be made available to the public on demand at no cost to the public. The department creates visual effects using animation and software graphics for city department presentations and productions. The City Channel also provides audio-video se~~vices that include tape duplication, viewing, editing, equipment recommendations and design :meeting set-ups and multimedia presentations. In addition to special programs produced for and featured on the City Channel, other programs come from the following sources: PBS, the Unitf;d Nations and The California Channel (CAL- SPAN). Those who are not cable subscribers may check out tapes from the Cupertino Library, including City Council meetings. In addition to publishing a monthly schedule, programs on the City Channel are featured on the city's website. Throughout each week, viewers may tune in to the City Channel to learn about city departments and services, special city programs, local points cf interest, health and safety tips and upcoming community events. Staff members produce numerous promotions, public service announcements and video bulletin board announcements made specifically for Cupertino residents. These local announcements continue to increase annually and are presented in a timely manner, showcasing an active, involved community. SERVICE OBJECTIVES Maintain a timely and relevant website in response; to city needs. Continue improvements to city meetings, productions, promotions and website services by incorporating more multimedia technology. 162 GOVERNMENT CHANNEL 3500 PUBLIC AND ENVIA:ONMENTAL AFFAIRS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 297,385 356,515 362,829 368,214 Materials 38,927 33,801 36,100 36,000 Contract Services 139,610 106,169 111,500 114,500 Capital Outlay 49,562 0 10,000 0 Cost Allocation 88,260 178,460 279,720 236,600 Total 613,744 674,945 800,149 755,314 Expenditures by Fund 2006-0'1 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 613,744 674,945 800,149 755,314 Total 613,; 44 674,945 800,149 755,314 Personnel Summary 2007-08 2008-09 2oo9-la Actual Adopted Adopted Full-time 3.30 3.30 3.30 Total 3.30 3.30 3.30 163 PUBLIC AND ENVIROr1MENTAL AFFAIRS CITY WEBSITE PROGRAM OVERVIEW The Web Specialist position works within the Communications Department. The Web Specialist works closely with department heads, managers and members of the community to ensure that the City's website is both timely and relevant. SERVICE OBJECTIVES Ensure the clear, comprehensive and accurate presentation of the City's online presence on the Internet by designing, developing and maintaining the City's website. Incorporate new web technology, features and functionalities into the site based on the needs of the community and current trends. Maintain all related documents for the usage and policies of the site. Implement and maintain the City's Intranet site. Continue work on the e-government initiatives. 164 CITY W~~BSITE 3600 PUBLIC AND ENVIP:ONMENTAL AFFAIRS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 98,233 105,367 1,332 2,230 50,337 46,805 3,370 1,970 99,111 102,994 2,100 3,000 61,000 60,000 4,440 16,350 Total 153,242 156,372 166,651 182,344 Expenditures by Fund 2006-0'' 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 153,242 156,372 166,651 182,344 Total 153,2.42 156,372 166,651 182,344 Personnel Sufnmary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time Total 1.00 1.00 0.90 1.00 1.00 0.90 165 PUBLIC AND ENVIROr~MENTAL AFFAIRS ENVIRONMENTAL AFFAIRS PROGRAM OVERVIEW The City of Cupertino's Environmental Affairs Program is to provide leadership and contribute practical solutions to ensure a prosperous community where people and nature thrive, now and in the future. The program provides leadership and supports practical solutions to improve the environmental, social and economic health of Cupertino. The pro;~ram integrates policy and programs related to energy efficiency, renewable resources, waste reduction and recycling, global warming, green building and sustainable food systems. Develop, implement and monitor action plans for implementation of the city sustainability initiatives and policies, organization wide, de.aartmentally, and by division. Works with Department Directors to ensure compliance, implementation and communication. SERVICE OBJECTIVES Collect data to demonstrate environmental impacts of municipal operations and compliance with state and federal regulations as they relate to sustainability. Provide education, public exposure, goverrunental recognition, and information on environmental efficiencies and energy management programs and practices internally and externally. Research best practices for efficient energy management and conservation and adapts these practices to the unique culture of City government. Research, communicate, and work with surrounding municipalities to obtain grant funding for energy initiatives. Integrate energy management and awareness into organizational culture and operations. 166 ENVIRONMENrCAL AFFAIRS 3700 PUBLIC AND ENVIP:ONMENTAL AFFAIRS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 0 0 103,302 77,618 Materials 0 0 0 14,125 Contract Services 0 0 0 36,300 Total 0 0 103,302 128,043 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 0 0 103,302 128,043 Total 0 0 103,302 128,043 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.00 0.87 0.60 Total 0.00 0.87 0.60 167 Administrative Services 169 ADMINISTRATIVE SERVICES Administrative Services (22.33) Administration (1.94) Finance (4.90) City Clerk (3.50) Human Resources (3.99) IT (4.00) Code Enforcement (4.00) 170 ADMINISTRATIVE SERVICES Expenditures by Division I :',006-07 2007-08 2008-09 Actual Actual Adopted ADMINISTRATIVE SERVICES 4000 ADMIl~ISTRATION 4010 LEADERSHIP 95014 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 (1) 4540 INSURANCE ADMIlVISTRATION 2009-10 331,172 344,756 362,707 374,248 417 0 12,500 12,500 0 240,000 255,000 125,000 30,145 30,739 42,218 45,225 361,734 615,495 672,425 556,973 766,052 663,693 704,874 40,612 43,956 46,383 806,664 707,649 751,257 418,786 455,522 418,002 155,739 137,690 150,340 118,421 189,889 2,000 692,946 783,101 570,342 736,989 49,746 786,735 494,711 137,928 200,000 832,639 127,845 107,908 96,038 92,875 _ 127,845 107,908 96,038 92,875 543,254 547,754 722,823 696,060 614,692 604,992 7,930,000 7,691,000 908,656 764,511 1,328,254 1,168,262 2,066,602 1,917,257 9,981,077 9,555,322 CODE ENFORCEMENT 4700 CODE ENFORCEMENT 641,804 713,971 726,467 772,295 641,804 713,971 726,467 772,295 (1) Transfer of funds to a trust was budgeted in 2008-09, but it has been deferred to and re-budgeted in 2009-10. 1'71 Expenditures by Division INFORMATION TECHNOLOGY 4800 INFORMATION TECHNOLOGY 9800 EQUIl'MENT ACQUISITION :006-07 -Actual 2007-08 Actual 2008-09 Adopted 2009-10 Adopted 706,391 859,225 969,224 1,039,123 323 279,121 423,000 357,000 706,714 1,138,346 1,392,224 1,396,123 TOTAL ~ 5,404,309 5,983,727 14,189,830 13,992,962 172 ADMINISTRATIVE SERVICES ADMINISTRATION PROGRAM OVERVIEW Provides overall department oversight for sevf;ral divisions including City Clerk, Human Resources, Information Technology (IT), Finance; Code Enforcement, Emergency Preparedness, and Neighborhood Watch. Staff support is also provided to the Audit Committee, Library Commission and Fine Arts Commission. In addition, the department over~:ees the contracts for Sheriff service, animal control, and funds the allocation for additional library hours. SERVICE OBJECTIVES Manage the City's investment portfolio to obtain safety of funds, liquidity and a rate of return equal to or exceeding the State investment fund. Provide short and long-term fiscal planning including the implementation of the Fiscal Strategic Plan. Monitor revenue and expenditure trends and analy;~is of cash flow needs. Enhance "neighborhood policing" through the expansion of the Neighborhood Watch Program and the E-cap Program. Perform special projects for the City Manager. Administration for Leadership 95014 will be trans;.'erred to Parks and Recreation in fiscal year 2009-10. 1 "~4 ADMINIS'T'RATION 4000 ADMINISTRATIVE SERVICES Expenditures by Category 2006-0 i 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 318,118 341,843 349,575 364,403 Materials 20,001 17,920 33,400 22,400 Contract Services 19,405 251,102 281,650 159,050 Cost Allocation 4,210 4,630 7,800 11,120 Total 361,734 615,495 672,425 556,973 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 361,734 615,495 672,425 556,973 Total 361,734 615,495 672,425 556,973 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 1.94 1.94 1.94 Total 1.94 1.94 1.94 1 "~5 ADMINISTR.ATI'VE SERVICES ACCOUNTING AND Bt~SINESS LICENSING PROGRAM OVERVIEW The Finance Division oversees accounting and business licensing functions for the City. Accurate and timely maintenance of all City fin,~ncial records, collection, disbursement of all funds, and payroll processing are handled by Accounting. All required Federal, State and other agency reports pertaining to the City's financial status are upheld. In addition, Accounting monitors budget-to-actual activities for both operational and capital budgets, analyzes financial alternatives, and conducts research and prepares reports on special fiscal matters for all internal and external customers. Collection of revenue and monitoring business activity for compliance with the City Municipal Code and applicable state law is handled through Iusiness Licensing. SERVICE OBJECTIV Maintain a high level of professionalism in all thy: City's financial practices and procedures and provide timely and accurate financial information for City departments to make sound fiscal decisions. Respond to inquiries from the public and City departments. Process invoices, deposits, vendor payments, purchase contracts and claims in a timely and accurate manner. Provide quality payroll service for the City's full and part-time employees, properly administering salaries and benefits in a timely and confidential manner. Provide businesses with information regarding compliance with the Business License Tax Code and provide useful sources of information related to business activity. Collect appropriate business license fees. Monitor business activiTy to identify non-compliance with the Municipal Tax Code and actively pursue non-compliant businesses. 1'~6 ACCOUlvTING/ BUSINESS LICENSING 4100 ADMINISTRATIVE SERVICES Expe~:ditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 486,948 504,343 521,272 548,959 14,015 12,813 20,660 17,455 117,071 100, 603 118,215 124,041 188,630 89,890 91,110 96,280 Total 806,664 707,649 751,257 786,735 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 806,654 707,649 751,257 786,735 Total 806,664 707,649 751,257 786,735 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 4.89 4.90 4.90 Total 4.89 4.90 4.90 177 ADMINISTRATIVE SERVICES CITY CLERKIDUPLICATII~~G & MAIL/ELECTIONS PROGRAM OVERVIEW The City Clerk's office administers the legislative process including management of local elections and filings of Fair Political Practices Commission documents. Other responsibilities include administrative and clerical duties associated with the City Council's actions; staff liaison to the Fine Arts Commission; records management; and reprographic and mail service for all City Departments. The division's goals are to administer elections anti Fair Political Practices Commission filings in compliance with State law, to ensure compliance with the Brown Act open meetings requirements, to accurately process documents, maintain a records management system that facilitates timely access to information, duplicate accurately and in a timely manner those documents needed in the day-to-day and long-term operation of City business, and deliver routine incoming and outgoing mail and packages daily. SERVICE OBJECTIVES Maintain compliance with State laws regarding elections, records, annexations, commission appointments, Brown Act public meeting requirements, legal notices, and Fair Political Practices Commission filings. Conduct a local election in odd-numbered years, and ballot measure elections as necessary, in compliance with the California Elections Code. Facilitate timely filing of required and voluntary documentation from candidates and election committees, including Nomination Papers, Canc.idate Statements of Qualification, Campaign Financial Disclosure Statements, and Statements of Economic Interest, as well as candidate biographies and photographs. Make election-related information available to the public and news media in a timely manner. Provide complete, accurate, and timely information to the public, staff, and City Council. Respond to routing requests within two working; days; respond to requests requiring archival research within five working days. Duplicate and assemble material within the time requested. Provide weekly delivery of documents to board members including City Council, Planning Commission, Parks and Recreation, and Design F:eview Committee. Provide additional special deliveries as needed. lib CITY CIC.ERKI DUPLICATION & NTAIL/ELECTIONS 4300 ADMINISTRATIVE SERVICES Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 314,757 331,754 356,402 359,294 95,992 57,820 103,500 88,325 210,557 308,247 77,100 281,500 71,640 85,280 33,340 103,520 Total 692,946 783,101 570,342 832,639 Expenditures by Fund 2006-0 ;' 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 692,946 783,101 570,342 832,639 Total 692,946 783,101 570,342 832,639 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 3.50 3.50 3.50 Total 3.50 3.50 3.50 179 ADMINISTRATI`~E SERVICES EMERGENCY PREPAREDNESS PROGRAM OVERVIEW The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino community and City staff are reasonably protect~~d/prepared for emergencies and/or disasters. The mission is accomplished through a comprehensive emergency preparedness, response, recovery and mitigation program. OES is staffed by a representative of the Santa Clara County Fire Department and apart-time Citizen Corps Coordinator. SERVICE OBJECTIVES Maintain the City's Emergency Operations Center in a perpetual state of operational readiness. Support the Cupertino Amateur Radio Emergency Service (CARES), Medical Reserve Corps (MRC) and Community Emergency Response Team (CERT) to ensure additional volunteer emergency communications and response capabilities in Cupertino. Systematically prepare, test and revise emergency response and recovery policies, plans and procedures in compliance with the California Emergency Services Act, the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS). Coordinate training of City staff in personal prepar~:dness, SEMS/NIMS, and EOC functions. Develop and coordinate all hazard emergency preparedness materials, community outreach, public education and training of Cupertino residents. Education is to be accessible and continuous by publishing a monthly column (Simply Safe) in the Cupertino Scene, maintaining an OES page on the City's website, offering personal emergency preparedness workshops, Community Response Team training for adults, Kaleidoscope Public Safety Camp for Jr. High and High School students, and providing public speaking support to community groups, schools, and service clubs. Provide guidance to neighborhood preparedness organizations through assistance with formation, team training, and drills. Maintain effective liaison with local, state and n~itional emergency management organizations and/or allied disaster preparedness and response agencies. Ensure interagency/multi-agency coordination and communication for disaster planning and responses including facilitating staff, school, businf;ss, and faith based preparedness meetings. Remain current on technology and emergency management trends to ensure astate-of--the-art program. 180 EMERGENCY PREPAREDNESS 4400 ADMINISTRATIVE SERVICES Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 15,465 32,545 34,718 39,275 Materials 78,9!7 50,705 27,900 30,200 Contract Services 28,313 18,858 27,000 16,500 Cost Allocation 5,010 5,800 6,420 6,900 Total 127,815 107,908 96,038 92,875 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 General 127,8~~5 107,908 96,038 92,875 Total 127,815 107,908 96,038 92,875 Personnel Summary 2007-08 2008-09 2009-10 Full-time 0.00 0.00 Total 0.00 0.00 0.00 0.00 18l ADMINISTRATIVE SERVICES HUMAN RESOURCES/RBTIREE MEDICAL/ INSURANCE ADMINISTRATION/RISK MANAGEMENT PROGRAM OVERVIEW The Human Resources Division is responsible foi• the administration of a full range of human resource, employee benefit and labor relations programs including personnel selection, classification, compensation, equal employment opportunity, labor negotiations, employee relations, employee development, benefits and retirement. In addition, Human Resources administers risk management, safety programs, general liability, property and aself-insured Workers' Compensation Program. Funding for r~:tiree medical is also covered in the Human Resources budget. SERVICE OBJECTIVES Provide for a working environment where respect for the individual is encouraged and safeguarded. Provide timely personnel services to departments and divisions in a fair, objective, and equitable manner. Enter into agreements with employee groups concerning terms and conditions of employment. Provide an employee development program addressing immediate and long-term training needs. Provide departments a listing of qualified persons :For employment consideration within 60 days of an authorized vacant position. Ensure for equal employment opportunity. Administer classification plan. Provide funding for retiree medical each year. Provide personnel services consistent with the oper~~tional needs of user department. Administer general liability and property insurance :ind associated claims. Satisfy statutory regulations regarding Workers' Compensation and employee safety. Promote a work environment that emphasizes safe work practices. 182. HUMAN RESOURCES/ INSURANCE ADNTINISTRATION/ RETIREE l~ZEDICAL 4500 ADMINISTRATIVE SERVICES Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 1,034,7f~7 1,077,710 8,444,497 8,252,492 Materials 50,329 66,116 75,750 62,300 Contract Services 953,0"l6 754,771 1,417,500 1,191,500 Cost Allocation 28,410 18,660 43,330 49,030 Total ~ 2,066,6Ci2 1,917,257 9,981,077 9,555,322 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Workers' Compensation 306,674 276,412 307,721 301,222 General 1,714,487 1,895,643 9,623,356 8,904,100 Long Term Disability 45,441 48,400 50,000 350,000 Total ~ 2,066,602 2,220,455 9,981,077 9,555,322 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 3.00 3.99 3.00 3.99 3.99 Total 3.99 18?~ ADMIlvISTRATIVE SERVICES CODE ENFORCEMENT PROGRAM OVERVIEW The Code Enforcement division investigates and responds to citizen complaints related to the Cupertino Muncipal Code. Code Enforcement staff will initiate appropriate corrective action through public education, verbal and written notice, citation, or other legal proceedings. Code Enforcement staff also provide assistance to the Sheriff's Department by responding to non- emergency calls in lieu of sworn law enforcement personnel. This assistance provides a cost savings to the City. Code Enforcement activities include services related to property maintenance, parking enforcement, abandoned vehicle abatement, citizen education, noise, graffiti, temporary sign enforcement, issuance of permits related to solicitors, handbills, taxi cab and massage therapy. Assistance is provided to other departments and agencies as related to code enforcement activities. This budget also includes funding for the anim;~l control contract. The City of Cupertino contracts with the City of San Jose for field, medical, licensing, and sheltering services. SERVICE OBJECTIVES Respond to citizen, City department, and Sheriff ~ Department requests for services within 24 hours. Provide services with an emphasis on public relations and customer service. Enforce the Municipal Code in a fair, equitable, anti objective manner. 181 CODE ENFORCEMENT 4700 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted 387,9:16 474,578 421,097 450,375 11,0:32 10,243 16,550 14,900 209,1f~6 176,510 220,500 230,500 33,6'0 52,640 68,320 76,520 Total ~ 641,8(14 713,971 726,467 772,295 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 641,804 713,971 726,467 772,295 Total 641,804 713,971 726,467 772,295 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 4.55 4.00 4.00 Total 4.55 4.00 4.00 185 ADMINISTRATI`IE SERVICES INFORMATION TECHNOLOGY PROGRAM OVERVIEW This activity provides for all technology related expenses for the citywide management of information services. The Information Technology Manager and staff are responsible for implementing the City's Technology Master Plan and assists in training staff and troubleshooting the City's information systems. These systems include: the Pentamation financial building systems, Records Management system, CLASS Reservation System, Graphical Information System (GIS) data, Egov and Recreation Web sf;rvers, Code Enforcement databases and the specific departmental MS SQL databases. SERVICE OBJECTIVES Establish standards and procedures for the replacement and maintenance of all personal computers, printers, peripherals and systems defined in the Technology Master Plan. Maintain and service the City's wide area network between eight separate locations. Oversee the implementation of the following key information systems in fiscal year 2009-10: City-wide PC and monitor replacement, BBF Golf Course network site and database, Intranet project, communication cabling, and PCI Compliance. Undertake upgrades to the following systems; Website search capabilities, Exchange: Email System, GIS Systems, Network Infrastructure, Microsoft Office, storage and disaster recovery. Infrastructure Upgrades Amount Replacement Equipment Amount Hardware/Software/E-Services $169,300 H~irdware/Software $187,700 Total $169,300 I Total $187,700 186 INFORMATION 'TECHNOLOGY 4800 ADMINISTRATIVE SERVICES Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 382,6Ei8 414,088 491,624 513,823 Materials 86,109 106,635 65,000 78,100 Contract Services 138,190 223,823 240,000 306,000 Capital Outlay 323 279,675 423,000 357,000 Cost Allocation 99,424 114,125 172,600 141,200 Total ~ 706,7].4 1,138,346 1,392,224 1,396,123 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Information Technology 706,714 1,138,346 1,392,224 1,396,123 Total 706,714 1,138,346 1,392,224 1,396,123 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted AclnntPr~ Full-time Total 4.00 4.00 4.00 4.00 4.00 4.00 187 Parks and Recreation 189 PARKS AND RECREATION Parks and Recreation (30.78) Administration (2.00) Facilities/ Community Events (9.60) Senior Center (7.30) Sports Center/ Blackberry Golf (6.00) Blackberry Farm (1.00) Youth Programs (4.88) 190 PARKS AND :RECREATION YAKKS AND RECREATION 6100 ADMINISTRATION 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 6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR 6342 YOUTH PROGRAMS 6343 TEEN PROGRAMS 6344 TEEN CENTER 6347 NATURE PROGRAMS 6349 RECREATION PROGRAMS 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 Expenditures by Division 2006-07 2007-08 2008-09 actual Actual Adopted _ 259,226 528,703 328,392 259,226 528,703 328,392 468,359 478,879 23,323 102,913 318,581 527,371 651,698 33,054 201,594 383,000 (,392,055 525,102 182,367 27,824 178,321 421,287 1,334,901 1,796,717 340,875 542,796 657,812 37,703 197,339 381,877 1,817,527 229,841 275,081 306,539 315,025 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 1,780,452 227,236 250,552 258,601 266,440 453,183 450,206 578,098 547,672 7,040 6,255 9,074 9,074 749,430 720,336 942,902 1,079,759 1,,438,158 1,406,726 1,474,174 1,485,196 _ 5,778 3,998 13,166 13,666 2.880,825 2,838,073 3,276,015 3,401,807 191 2009-10 340,875 Expenditures by Division 2006-07 2007-08 2008-09 .Actual Actual Adopted SENIOR CENTER PROGRAMS/STEVENS CREEK TRAILBLUE PHEASANT 6500 SENIOR ADULT PROGRAMS 524,042 533,413 555,117 6529 SENIOR CENTER CASE MANAGER 55,092 69,907 77,559 6549 RECREATION PROGRAMS 772,790 536,483 803,170 6660 BLUE PHEASANT RESTAURANT 0 22,900 12,500 TOTAL 2009-10 571,989 81,604 701,139 12,500 1,351,924 6,929,537 1,162,703 7,462,740 1,448,346 8,774,495 1,367,232 8,707,893 19 PARKS AND RECREATION ADMINISTRATION PROGRAM OVERVIEW Provides overall department administration, as w~;ll as project management, community outreach and support to the Parks and Recreation Commis~;ion. SERVICE OBJECTIVES Provide overall department administration, budget control, and employee development and evaluation. Supports the Planning and Public Works Departrr~ents in the development of new parks. l94 ADMINISrCR.ATION 6100 PARKS ANT- RECREATION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual. Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 251,387 510,454 306,942 323,415 3,~~09 7,228 9,290 8,350 0 1,076 1,600 1,300 0 1585 8560 0 4,~~30 8,360 2,000 7,810 Total 259,226 528,703 328,392 340,875 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual. Actual Adopted Adopted General 259,:?26 528,703 328,392 340,875 Total 259,226 528,703 328,392 340,875 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 2.89 1.90 2.00 Total 2.89 1.90 2.00 195 PARKS AND RBCR:EATION FACILITIES/PARKS/BLACKBERRY FARM/ COMMUNITY EVENTS PROGRAM OVERVIEW Provides the supervision and management of th~~ Quinlan Community Center, Memorial Park, Community Hall, and reservable picnic sites for f~rivate events, classes, community group events, and recreation department activities. Provides supervision and management of the Blackberry Farm Picnic area. This division is also responsible for the City's special events (Summer Concert Series, Cinema at Sundown, Shakesf~eare, the 4`" of July, and Community Tree Lighting). For the 2009-10 fiscal year, this division will l;enerate approximately $130,000 from facility rentals and picnic reservations. SERVICE OBJECTIVES Manage the Quinlan Community Center, Community Hall, reservable picnic areas, and Blackberry Farm. Complete staff training on the Quinlan Center M~rss Shelter Binder and set up meetings with full time Parks and Recreation staff to review informztion. Work with the Emergency Services Division to rf;view information regarding the Quinlan Center Mass Shelter binder and create a Blackberry Farrri emergency plan. Conduct and supervise the Summer Concert Series, Cinema at Sundown, 4`" of July, and Community Tree Lighting activities. Work with San Francisco Shakespeare Festiv;rl to bring free Shakespeare in the Park to Cupertino. Work with community groups and supervise all festivals that take place at the Quinlan Center, Memorial Park, and Community Hall. Manage and supervise the Blackberry Farm aquatic program. Create a positive relationship with the surrounding neighbors of Blackberry Farm. Organize and supervise the grand opening event of Blackberry Farm. 196 FACILITIES/PARKS/I3LACKBERRY FARM COMMUNI~CY EVENTS 6200 PARKS AND RECREATION Expenditures by Category 2006-G7 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 841,:269 835,638 1,010,747 1,154,007 Materials 233,~~58 230,697 247,950 203,930 Contract Services 182,505 144,796 204,300 321,800 Capital Outlay 13,223 0 190,000 0 Cost Allocation 121,~~00 123,770 143,720 137,790 Total ~ 1,392,~~55 1,334,901 1,796,717 1,817,527 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 913,176 1,334,901 1,796,717 1,817,527 Blackberry Farm 478,;379 0 0 0 Total 1,392,~~55 1,334,901 1,796,717 1,817,527 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 8.60 9.b0 9.60 Total 8.60 9.60 9.60 197 PARKS AND RECREATION YOUTH & TEEN PROGRAMS/iY1C CLELLAN RANCH PARK PROGRAM OVERVIEW Provides for the operation and coordination of youth and teen programs through the implementation of classes, camps, special events, and excursions. McClellan Ranch Park continues to offer environmental education classes to school groups, after-school nature classes, and is the location for the Organic Gardening Program and Rolling Hills 4-H Ranch Park. The Youth/Teen Division, in cooperation with the Cupertino Union School District, will oversee the After School Enrichment Program at school sites and will continue to expand program offerings. In addition, the Division will expand its level of :>ervice to teens by providing new and expanded programs with the ongoing operation of the Teen Center and through the efforts of the Teen Commission. The Youth/Teen Division will generate approximately $1,100,000 in user fees for the 2008-09 fiscal year. SERVICE OBJECTIVES Continue to provide anine-month Preschool program at the Monta Vista Recreation Center and the Quinlan Community Center. Provide additional information to parents of the pre-school participants by videotaping the annual Pre-school Parent Meeting and making the video accessible to parents on the City website. Coordinate with service providers to include additional training for part-time employees and the areas of ADA/Working with Special Needs Participants and Cultural Sensitivity, to be offered during the annual In-Service training week in June. Enhance the Summer Playground Program by increasing the hours and days of service to increase enrollment by 10%. Increase the program offerings for adults by implementing two new class offerings. Continue to increase enrollment and revenue for the Afterschool Enrichment program by contracting with two new service providers to increase the variety of classes that are offered to the community. Provide vacation camps that will be offered during the mid-year and spring recesses to elementary school students. Advertise the Ceramic Center at Wilson Park through at least two publications to increase enrollment in ceramic classes and ceramic birthd~iy parties. Enhance the summer teen volunteer opportunities by adding a leadership component to the Leader in Training Program and offer a new Community Service Camp that will satisfy the demand for volunteer/community service hours of high school students in Cupertino. Re-establish the noon time programs at the elf;mentary and middle schools in the Cupertino Union School District, as well as establish promotional opportunities with the high schools in Cupertino in an effort to increase enrollment in y~euth and teen programs. l98 YOUTH AND TEEN PROGRAMS MC CLELLAN RANCH PARK 6300 PARKS ANl) RECREATION Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 681,~~44 758,249 877,495 927,892 Materials 91,713 154,417 145,460 135,605 Contract Services 264,.357 676,214 691,070 693,920 Capital Outlay 0 0 194,000 0 Cost Allocation 8,:393 9,480 17,000 23,035 Total ~ 1,045,:07 1,598,360 1,925,025 1,780,452 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 403,:337 465,479 531,688 551,746 Recreation 642,170 1,132,881 1,393,337 1,228,706 Total 1,045,:507 1,598,360 1,925,025 1,780,452 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 4.88 4.88 4.88 Total 4.88 4.88 4.88 ]99 PARKS AND RECREATION SPORTS AND FITNESS PROGRAM OVERVIEW Provides for the supervision and operation of the; Cupertino Sports Center and Blackberry Farm Golf Course as enterprise facilities. In addition, provides for supervision and operation of the Monta Vista Recreation Center and Creekside Park building. The Sports and Fitness Division includes a di~~erse physical recreation program for all ages including sports leagues, camps, clinics, drop-in activities, and special events. Aquatic lessons, golf, and specialty classes are offered seasonally. This division will generate approximately $3,409,980 in user fees. The cost recovery is approximately 100%. SERVICE OBJECTIVES Manage the Cupertino Sports Center, Blackberry Farm Golf Course, Monta Vista Recreation Center, Creekside Park Building, eight school sitc;s, and various City fields. Work with Public Works staff regarding Memorial Park softball field and Library field renovation. Operate one high school pool during the summer to facilitate aquatics program and accommodate 2,000 participants in the Learn-to-`iwim Program. Conduct and supervise the Big Bunny Fun Run, ~.ccommodating 300 participants. Facilitate the adult softball program, accommodating 1,000 participants. Collaborate with tennis contractor, construction contractor, and Public Works staff, to ensure a smooth operation at the Sports Center during the tennis court lighting enhancement project. Increase participation in the youth dance prograrr~ by 10 percent. Renovate at least two tee boxes at the golf course. Collaborate with staff to increase community av~areness regarding the benefits of our programs and services. x:00 SPORTS & FITNESS/BLACKBERRY FARM GOLF COURSE/MONT,~ VISTA REC CENTER CREEKSIDE Pt~-RK BUILDING 6400 PARKS AND RECREATION Expenditures by Category 2006-07 2007-08 2008-09 2008-09 Actua~. Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 683,:?90 743,529 830,396 844,447 141,803 160,182 201,739 187,717 2,026,)312 1,876,964 2,181,630 2,323,193 0 29,273 23,000 15,000 28,~>20 28,125 39,250 31,450 Total 2,880,1325 2,838,073 3,276,015 3,401,807 Expenditures by Fund 2006-07 2007-08 2007-08 2008-09 Actual Actual Adopted Adopted General Recreation Sports Center Blackberry Farm Golf Course 240,054 260,805 280,841 289,180 749,130 720,336 942,902 1,079,759 1,43 8,1.58 1,406,726 1,474,174 1,485,196 453,].83 450,206 578,098 547,672 Total 2,880,625 2,838,073 3,276,015 3,401,807 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 6.00 Total 6.00 6.00 6.00 6.00 201 6.00 PARKS AND RECREATION SENIOR PROGRAMS/STEVENS CREEK TRAIL/BLUE PHEASANT PROGRAM OVERVIEW Create a welcoming environment at the Senior Center for everyone 50 years and older. Enhance a healthy lifestyle through quality educatio~i, recreation, travel, socials and volunteer opportunities. Cupertino residents use the facility for room rentals on weekends when the Senior Center is not being used for classes and programs. The Senior Center program will generate user fees of approximately $500,000 from trips, memberships, classes, rentals and social events. Council on Aging of Santa Clara County provides an annual grant of $20,000 from the Older Americans Act to fund the case management program. Senior Center members support programs and services and give over 13,000 hours of volunteer service annually. The Stocklmeir Orchard is encompassed in Phase: II of the Stevens Creek Corridor Project. The site includes one home built in 1903, a converted garage and a three acre orange, the only remaining orchard along the entire length of Stevens Creek. The Blue Pheasant property is a 6,800 square foot leased restaurant. SERVICE OBJECTIVES Expand senior adult class programs to include one educational course, one art class, and one seminar for the evening program, and a total of 12.1 classes offered for senior adults. Collaborate with the Cupertino Library Adult Program to offer, on a monthly basis, the library's book-talking program on-site at the Senior Center. Implement a senior issues forum sub-committee within the Senior Center Volunteer Advisory Council to address important issues for Cupertino seniors. Develop options for the Parks and Recreation (commission to consider for future use of the Stocklmeir property and Blue Pheasant Restauran':. Develop the conceptual plan for Phase II of the Stevens Creek Corridor Project. 21)2 SENIOR CENTI~R PROGRAMS STEVENS CREEK TR~~ILBLUE PHEASANT 6500 PARKS ANll RECREATION Employee Compensation Materials Contract Services Cost Allocation Expenditures by Category 2006-07 2007-08 2008-09 2008-09 Actual Actual Adopted Adopted 633,:61 686,553 735,316 757,322 654,'728 408,893 631,635 527,550 7,!~OS 31,377 38,225 30,660 55,330 35,880 43,170 51,700 Total 1,351,:24 1,162,703 1,448,346 1,367,232 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General Total 1,351;924 1,162,703 1,448,346 1,367,232 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 7.39 7.39 7.30 Total 7.39 7.39 7.30 1,351,!24 1,162,703 1,448,346 1,367,232 x,03 Community Development 205 COMMUNITY DEVELOPMENT Comm unity Development (23.'13) Administration Housing Services Planning Building Economic Dev./RDA (1.39) (0.$0) (7.71) (11.90) (1.87) 206 COMMUNITY DIEVELOPMENT Expenditures by Division 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted PLANNING 7200 PLANI~TING ADMINISTRATION 194,606 207,125 265,068 264,248 194,606 207,125 265,068 264,248 CURRENT PLANNING 7301 CURRENT PLANNING 714,745 845,974 957,581 958,038 7302 MID AND LONG RANGE PLANNING 224,566 209,712 309,905 417,147 7304 VALLCO REDEVELOPMENT 93,190 248,828 230,666 345,508 7305 ANNEXATIONS 7,000 0 10,000 0 7306 ECONOMIC DEVELOPMENT 26,669 106,646 242,276 236,329 7307 NORTH VALLCO STUDY 100,453 19,573 0 0 1,166,623 1,430,733 1,750,428 1,957,022 HOUSING SERVICES 7401 CDBG GENERAL ADMIlVISTRATION 76,817 92,392 85,997 84,610 7402 REHAB LOAN ADMINISTRATION 177 177 200 0 7403 AFFORDABLE HOUSING 50,153 3,964 254,147 379,491 7404 PUBLIC SERVICE GRANTS 62,193 66,614 64,493 64,493 7405 BMR HOUSING 144,961 152,628 295,624 495,687 7406 HUMAN SERVICE GRANTS 41,267 37,630 40,092 40,092 375,568 353,405 740,553 1,064,373 BUILDING 7501 GENERAL BUILDING 488,586 613,012 725,281 750,493 7502 CONSTRUCTION PLAN CHECKING 1,199,100 890,994 890,773 321,518 7503 BUILDING CODE ENFORCEMENT 541,846 516,716 724,599 745,558 7504 BUILDING ABATEMENTS 1,200 0 25,000 0 2,230,732 2,020,722 2,365,653 1,817,569 TOTAL 3,967,529 4,011,985 5,121,702 5,103,212 2.07 COMMUNITY DEVELOPMENT ADMIMS7'RATION PROGRAM OVERVIEW Efficiently manage the daily operations of the Community Development Department. SERVICE OBJECTIVES Administrative support for Planning, Building, Housing and Economic Development/Redevelopment functions including; processing permit applications and payments, maintaining records management systems, work::ng to employ technology designed to enhance customer service and clerical tasks as needed. Continue to utilize specialized training programs to develop a highly motivated and technically competent staff. Planners are encouraged to attend at least one UC extension course training sessions and/or conferences regarding professional planning toI-ics. Planners are also encouraged to get and maintain American Institute of Certified Planners (AICP) certification. The building inspectors will continue to participate in the certificate program offered by the International Conference of Building Officials. Continue to streamline the internal application processing system and public review process. Continue efforts to create a more effective records management system and land use data system using Geographic Information System (GIS). Continue to enhance the public interface and information systems. 208 ADMINIS~TR.ATION 7200 COMMUNITY' DEVELOPMENT Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 177,n 19 183,196 197,918 197,098 4,.380 4,005 9,700 9,450 2,:97 13,514 46,000 46,000 9,:>10 6,410 11,450 11,700 Total 194,1506 207,125 265,068 264,248 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 194,606 207,125 265,068 264,248 Total 194,1506 207,125 265,068 264,248 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 1.39 1.39 1.39 Total 1.39 1.39 1.39 209 COMMUNITY T;~EVELOPMENT PLAN~tING PROGRAM OVERVIEW Provide efficient and responsive professional planning services to the community and implement city development policies, programs, and regulations. The Mid and Long Range program examine:; the General Plan to ensure that it reflects community values, prepares new and updated ordinances, prepares and interprets development policy, and works with several special purpose agencies to address issues of regional concern such as transportation and air quality. The Current Planning program provides technical processing of applications for land development, including environmental assessment, architectural and landscaping review, and commercial sign requests. The Economic Development Committee is also covered in this division. The committee is responsible for the identification and implementation of programs specifically targeted to business retention, expansion and attraction. A detailed workplan is adopted each year to ensure high priority of this program. SERVICE OBJECTIVES Provide timely and complete technical processing of approximately 125 applications for discretionary land use entitlements and 30 code enforcement actions. Prepare and provide recommendations to the Planning Commission and Council regarding specific plans, zoning ordinance amendments anc~ amendments to the General Plan. Check approximately 400 building permit plan sets for compliance with zoning requirements within the time limits set by Planning Division policy. Implement Housing programs: housing development; Below Market Rate and Mortgage Credit Certificate programs, particularly for public employees, teachers; housing advocacy program. Maintain a parcel database, a project database, develop a Geographic Information System and provide planning resources on Cupertino's web page. Enhance the business environment and economic climate while maintaining a healthy balance with residential concerns. Improve pubic awareness and promote education of community interdependence. Enhance and promote a strong local economy to provide municipal services that business and residents desire and need to maintain the commu~iity's quality of life. 210 PLANNING 7300 COMMUNIT~~ DEVELOPMENT Expenditures by Category 2006-0'7 2007-08 2008-09 2008-09 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 893,724 1,184,905 1,355,468 1,332,198 42,423 82,859 77,100 194,100 199,476 113,929 261,000 370,134 31,000 49,040 56,860 60,590 Total General Redevelopment Agency Total 1,166, 623 1,43 0,733 1,750,428 1,957,022 Expenditures by Fund 2006-(~7 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted 1,073,433 1,181,905 1,519,762 1,611,514 93,190 248,828 230,666 345,508 1,166,623 1,430,733 1,750,428 1,957,022 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 8.28 7.78 7.77 Total 8.28 7.78 7.77 :? 11 COMMUNITY DEVELOPMENT HOUSING ,SERVICES PROGRAM OVERVIEW The Housing Services Division manages the City's housing programs and related services for residents of very low to moderate income. The Division's primary goals are (1) to encourage a balanced community by improving the local availability of affordable housing opportunities and (2) to maintain the existing housing stock by correcting housing deficiencies and building code violations in existing homes. The Division provides loans and grants for the: development of affordable housing units, the provision of housing related services, and thE; rehabilitation of single-family homes. The Division also conducts research and recommends innovative approaches to the financing and development of affordable housing options. SERVICE OBJECTIVES Submit approved Consolidated Plan to the federal department of Housing and Urban Development (HUD). This year, the feder~~l goverrunent decreased city allocations for Community Development Block Grants (CDBG). Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by April 2010. Present CDBG proposals to the I~[ousing Commission for their recommendation. Conduct public hearing in January 2010 for getting CDBG funding. priorities and a second hearing in April 2010 for final award of CDBG funds. Develop and monitor contracts with all CDBG sizb-recipients on a quarterly basis. Present funding applications and coordinate meetings as needed of the CDBG Steering Committee. Quarterly monitor housing program. accounts and affordable housing loan payments and rent payments to the Affordable Housing Fund. Meet with local developers and other property owners to encourage the development of 30 affordable housing units. Monitor existing Housing Rehabilitation Program loan collections, payoffs, foreclosures, and program income for $100,000 loan portfolio. Provide Mortgage Credit Certificate funding in t:~e amount of $100,000 (4 MCC's). Work with school district to develop teacher housing assistance program. Z12 HOUSING SERVICES 7400 COMMUNIT7~ DEVELOPMENT Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 94,175 105,368 108,462 108,078 Materials 188,363 175,576 491,099 808,503 Contract Services 92,.530 72,461 140,992 147,792 Total 375,:568 353,405 740,553 1,064,373 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 41,:?67 37,630 40,092 40,092 Housing 334,301 315,775 700,461 1,024,281 Total 375,;568 353,405 740,553 1,064,373 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.79 0.79 0.80 Total 0.79 0.79 0.80 x;13 COMMUNITY DEVELOPMENT BUILDING PROGRAM OVERVIEW Safeguard the health, safety and welfare of re:;idents, workers, and visitors to Cupertino by effective administration and enforcement of adapted codes and ordinances, which regulate the design, construction, use, occupancy, location, and maintenance of all buildings and structures. SERVICE OBJECTIVES Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement Program to ensure that buildings are constructed based upon approved codes and that they are safe and well maintained. Provide a friendly, efficient department that as:~ists customers in meeting their deadlines and objectives. Increase the knowledge of staff through in-house training, meetings, and seminars. Provide useful and informative data on the City's website. 214 BUILIDING 7500 COMMUNITY' DEVELOPMENT Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actua:~ Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 987, 124 1,042,234 1,437,273 1,475,929 20,:37 30,172 31,700 31,700 1,166,001 833,956 742,300 147,300 57,070 114,360 154,380 162,640 Total 2,230,'732 2,020,722 2,365,653 1,817,569 Expenditures by Fund 2006-07 2007-08 2008-09 2008-09 Actual Actual Adopted Adopted General 2,230,732 2,020,722 2,365,653 1,817,569 Total 2,230;732 2,020,722 2,365,653 1,817,569 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time Total 11.90 11.90 11.90 11.90 11.90 11.90 :? 15 Public Works 217 PUBLIC WORKS Public Works (72.59) Administration Transportation Service Center Environmental Engineering (3.35) (4.25) (2.:Z0) Mgmt. (3.57) (6.72) Facility Ground Street General Maintenance Maintenance Maintenance Services (7.90) (18.30) (21.75) (4.55) 218 PUBLIC 'WORKS Expenditures by Division 2006-07 2007-08 2008-09 Actual Actual Adopted ADMINISTRATION 8001 PUBLIC WORKS ADMINISTRATION 456,117 8005 ENVIRONMENTAL MANAGEMENT 153,772 609,889 ENVIRONMENTAL PROGRAMS 8003 RESOURCE RECOVERY 8004 NON POINT SOURCE ENGINEERING SERVICES 8101 ENGINEERING DESIGN 8102 INSPECTION SERVICE SERVICE CENTER 8201 ADMIlVISTRATION GROUNDS 8302 MCCLELLAN RANCH PARK 8303 MEMORIAL PARK 8312 SCHOOL SITE MAINTENANCE 8314 NEIGHBORHOOD PARKS 8315 SPORTS FIELD JOLLYMAN/CREEKSIDE 8321 CIVIC CENTER MAINTENANCE 505,970 543,611 150,437 161,622 656,407 705,233 726,004 2,168,848 2,056,063 2,467,143 2,493,675 339,524 338,262 441,131 510,453 2,508,372 2,394,325 2,908,274 3,004,128 659,570 829,804 939,144 1,006,209 127,844 140,122 141,708 147,879 787,414 969,926 1,080,852 1,154,088 856,327 856,327 887,759 880,012 827,931 38,686 42,145 56,661 54,563 522,403 481,259 548,013 516,055 479,988 658,404 601,945 529,250 873,473 915,303 1,024,680 1,157,446 505,891 386,105 520,254 465,510 165,697 140,245 157,163 152,808 2,586,138 2,623,461 2,908,716 2,875,632 219 887,759 880,012 827,931 2009-10 562,112 163,892 Expenditures by Division 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted STREETS 8401 STORM DRAIN MAINTENANCE 0 0 0 141,775 8402 STREET CLEANING 41,130 84,355 84,747 76,298 8403 SIDEWALK CURB AND GUTTER 172,016 168,440 167,681 119,348 8404 STREET PAVEMENT MAINTENANCE 237,997 183,615 203,531 180,020 8405 STREET SIGNS MARKINGS 415,181 390,816 452,346 453,091 8406 GRAFFITI REMOVAL 44,489 44,047 57,764 59,553 8407 OVERPASSES AND MEDIANS 579,303 685,559 793,958 868,988 8408 STREET TREE MAINTENANCE 581,888 717,949 735,501 753,372 8409 ELMWOOD PROGRAM 258,785 321,164 276,345 278,111 2,330,789 2,595,945 2,771,873 2,930,556 FACILITIES 8501 BUILDING MAINTENANCE CITY HALL 490,183 530,327 502,746 546,214 8502 LIBRARY 240,213 247,988 274,355 253,427 8503 SERVICE CENTER 314,647 279,959 327,749 308,036 8504 QUINL,AN COMMUNITY CENTER 325,112 375,067 431,458 363,727 8505 SENIOR CENTER 144,491 147,876 197,555 186,700 8506 MC CLELLAN RANCH 59,297 54,874 65,088 81,085 8507 MONTA VISTA 89,797 94,218 136,688 122,138 8508 WILSON 17,695 26,935 27,714 33,213 8509 PORTAL 22,804 32,570 31,366 26,632 8510 CUPERTINO SPORTS CENTER 185,680 175,014 231,527 226,332 8511 CREEKSIDE PARK 51,867 58,511 66,351 77,442 8512 COMMUNITY HALL MAINTENANCE 133,524 151,173 146,751 179,429 8513 TEEN CENTER BLDG MAINTENANCE 25,218 28,567 26,051 46,659 2,100,528 2,203,079 2,465,399 2,451,034 TRANSPORTATION 8601 TRAFFIC ENGINEERING 406,822 475,516 454,177 487,471 8602 TRAFFIC SIGNAL AND MAINTENANCE 426,200 455,339 568,593 609,119 8603 TRAFFIC SAFETY STUDY 0 8,542 30,000 0 833,022 939,397 1,052,770 1,096,590 220 Expenditures by Division GENERAL SERVICES 8830 STREET LIGHTING 8840 EQUIPMENT MAINTENANCE FIXED ASSETS ACQUISITION 9820 FIXED ASSETS ACQUISITION 2006-07 Actual 2007-08 Actual 2008-09 Adopted 2009-10 Adopted 529,396 498,970 478,955 467,950 809,519 963,319 1,034,060 985,015 1,338,915 1,462,289 1,513,015 1,452,965 298,000 349,000 613,000 111,000 298,000 349,000 613,000 111,000 TOTAL 14,249,394 15,081,588 16,899,144 16,629,928 2:? 1 PUBLIC `1VORKS ADMINISTRATION PROGRAM OVERVIEW Administers the different divisions within they Public Works Department -- Engineering, Environmental Programs, Transportation, Facilities, General Services, Grounds, and Streets. SERVICE OBJECTIVES Carry out the responsibilities of the Public Works Department in the most efficient and productive manner by continuously assessing current programs. Provide response within 24 hours to the community on complaints and request for services. Represent the City on county and regional issues such as congestion management. 2~'.2 ADMINIS7CRATION 8000 PUBLIC WORKS Expenditures by Category 2005-0~5 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 461,~~47 503,267 539,283 560,404 60,510 62,243 70,100 68,900 75,092 77,977 80,500 80,500 12,140 12,920 15,3 50 16,200 Total 609,it89 656,407 705,233 726,004 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 609,1>89 656,407 705,233 726,004 Total 609,1389 656,407 705,233 726,004 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 3.23 3.3 5 3.3 5 Total 3.23 3.35 3.35 223 PUBLIC ~~VORKS ENVIRONMENT~~L PROGRAMS PROGRAM OVERVIEW The Environmental Programs Division manages t;e Solid Waste Enterprise Fund, Urban Runoff Program Fund and the Environmental Management activity. The Division provides contract management, program development and implementation and public education and information as they relate to solid waste, recycling, household hazardous waste, and urban runoff pollution prevention. SERVICE OBJECTIVES Comply with State AB939 requirements to divert 50 percent solid waste from the landfill by the year 2000, and maintain 50 percent diversion by implementing source reduction, recycling and composting programs. Future State legislation may require 75 percent diversion. Cities like Cupertino are planning accordingly. Provide contract oversight for solid waste and r~cyclables collection and hauling, yard waste processing, compost hauling, solid waste disposal .end household hazardous waste collection. Comply with existing and new State Regional Plater Quality Control Board (NPDES) permit requirements with regard to urban runoff pollution prevention. Coordinate urban runoff pollution prevention activities (street sweeping, catch basin cleaning, implementation of new and redevelopment requirements for private .and municipal projects, oversight of required construction best management practices, inspection of grease generating food facilities and businesses that are more likely to generate water pollution discharges) with other departments and divisions (e.g. Planning, yBuilding, Engineering, Public Works Service Center). Represent the City on county and regional issues such as solid waste, urban runoff pollution prevention and household hazardous waste. Provide public education and information to the residents, businesses and schools regarding environmental programs and requirements. 224 ENVIRONMENT.~L PROGRAMS 8003-8004 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Expenditures by Category 2006-0'~ 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted 230,538 212,280 381,004 464,528 26,476 28,699 30,600 32,300 2,224,986 2,150,394 2,496,000 2,504,000 26,372 2,952 670 3,300 Total 2,508,372 2,394,325 2,908,274 3,004,128 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Resource Recovery 2,168,8~~8 2,056,063 2,467,143 2,493,675 Non Point Source 339,5:?4 338,262 441,131 510,453 Total 2,508,3'72 2,394,325 2,908,274 3,004,128 Personnel Su»imary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 3.02 3.15 3.57 Total 3.02 3.15 3.57 225 PUBLIC `VORKS ENGINEERING SERVICES PROGRAM OVERVIEW The Engineering Division provides design anti construction administration for all capital improvement programs including streets, buildinp;s, parks, utilities, and pavement maintenance. The Division reviews plans for all private developments including residential, commercial and industrial to ensure conformance with City stan~Jards. Inspection services ensure compliance with City standards on all public and private projects. SERVICE OBJECTIVES Respond to public inquiries or complaints in a timely manner. Ensure that all public improvements are constructf;d in accordance with City standards. Place safety of the general public, City employees and workers as the highest priority on construction sites. Minimization of injury accidents and prevention of fatalities is safety goal. Maintain infrastructure at the least possible co:;t by selecting the program to yield the best benefit/cost ratio. Continue to expand GIS system. 226 ENGINEERING SERVICES 5100 PUBLIC WORKS Expenditures by Category 2006-0 ~' 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 669,184 708,714 911,512 925,158 13,576 20,980 21,000 20,650 52,23 204,392 107,400 154,400 16,851 0 0 7,000 35,5~~0 35,840 40,940 46,880 Total ~ 787,414 969,926 1,080,852 1,154,088 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 787,41.4 969,926 1,080,852 1,154,088 Total 787,4]_4 969,926 1,080,852 1,154,088 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 5.68 6.72 6.72 Total 5.68 6.72 6.72 22'~ PUBLIC `WORKS SERVICE CENTER PROGRAM OVERVIEW Administer the operations of the public works field operations including streets, facilities, and grounds divisions, and provides administration for the service center and clerical support. Costs related to non-specific activity functions; such ~.s, sick leave, holiday, vacation, other leaves, travel time, contract administration for school crossing guards, and equipment operating cost are recorded to this cost center. SERVICE OBJECTIVIES Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs, vehicle and equipment, and streetlights. Maintain records of all complaints and requests for services by tracking responses through computer programs. Maintain productivity units of measure for each task performed by employee and activity center. Administer the Elmwood work furlough program to assist in daily cleanup tasks in the city. 2~~ 8 SERVICE CENTER 8200 PUBLIC WORKS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 366,359 376,301 348,492 342,951 46,469 53,525 62,500 64,000 144,429 161,573 154,000 162,500 299,070 296,360 315,020 258,480 Total 856,327 887,759 880,012 827,931 Expenditures by Fund 2006-0 i 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 856,3.27 887,759 880,012 827,931 Total 856,327 887,759 880,012 827,931 Persoi:nel Summary 2006-07 2008-09 2009-10 Actual Adopted Adopted Full-time 2.20 2.20 2.20 Total 2.20 2.20 2.20 229 PUBLIC ~JORKS GROUr1DS PROGRAM OVERVIEW The Grounds Division maintains 16 parks and landscape areas consisting of approximately 122 acres of community and neighborhood facilities. "the park sites include Memorial, Linda Vista, McClellan, Monta Vista, Portal, Somerset, Varian, Wilson, Jollyman, Three Oaks, Hoover, Canyon Oak, Little Rancho, Creekside. Library Field and Civic Center Plaza. The City also maintains school sites for recreational activities at Hyde, Eaton, Lincoln, Regnart, Faria, Stevens Creek, Garden Gate, and Kennedy schools consisting of approximately 52 acres. SERVICE OBJECTIVES Daily Tasks: restroom maintenance, equipment repair, general cleanup, debris, and graffiti removal. Goal to minimize complaints to less than two per month. Weekly Tasks: mowing, edging, maintenance of play equipment and park accessories. Maintenance of tennis courts, where available. Quarterly Tasks: landscape maintenance, aerating, fertilizing, weeding, etc. Semi-Annual Tasks: pruning and spraying trees and shrubs, and as needed, sprinkler repair, replacement of planting material, tennis court nets. etc. Maintain school sites for recreational activities for Eaton, Regnart, Faria, Stevens Creek, Hyde, Garden Gate, Kennedy, and Lincoln (approximate'..y 52 acres). Utilize Elmwood work furlough program to assist in weekend and weekday cleanup programs. This is equal to approximately three (3) full time maintenance workers. Contract restroom cleaning at the following park sites: Linda Vista, Monta Vista, Portal, Wilson, McClellan Ranch, Memorial, Jollyman, and Creekside Parks. 2.; 0 GROUNDS 8300 PUBLII~ WORKS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 1,500,3 36 1,616,895 1,722,921 1,798,947 593,235 607,723 583,525 599,025 127,1 X12 117,432 165,500 125,000 172,0:85 64,861 178,100 151,500 193,3:?0 216,550 258,670 201,160 Total 2,586,138 2,623,461 2,908,716 2,875,632 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 2,586,138 2,623,461 2,908,716 2,875,632 Total 2,586,138 2,623,461 2,908,716 2,875,632 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 18.15 18.30 18.30 18.30 Total 18.15 18.30 231 PUBLIC WORKS STREETS PROGRAM OVERVIEW The Streets Division maintains all street right;-of--way pavement, including curb, gutter, sidewalks, street signs and markings, and storm drain system. Administers the street-cleaning program. The division maintains another 31.54 developed acres of median and overpasses, 21.69 undeveloped acres, and approximately 13,000 street trees within the park strip. SERVICE OBJECTIVES Provide high-level maintenance of city's infrastructure to protect the City's investment. Continue annual street maintenance program consisting of slurry sealing and improving the structural integrity by adding asphalt overlays to existing facilities. The City utilizes an up-to- date computerized pavement management progr~im that assists in developing priorities and providing future planning for scheduling road improvements and maintaining all the streets in the community. Cleanup of storm drain inlets and respond to citizen requests immediately. Perform mainline cleaning contractual arrangements. The City pays San Jose a fee for use of San Jose's facilities in the area that was de-annexed from San Jose and annexed to Cupertino. Perform street cleaning every two weeks in residential areas and every week in the commercial and industrial areas. The City presently has approximately 696 curb miles that are swept each month. Provide for annual maintenance of sidewalks, curbs, and gutters through contractual service. Respond within 24 hours for emergency or tempor<<ry repair to alleviate hazardous conditions. Perform maintenance of all streets, traffic signs and markings within 24 hours to minimize liability. Repaint markings and legends once a year prior to the beginning of the school year and centerline striping as needed. Maintain street trees: staff performs watering, spraying, staking, pruning, and fertilizing in the commercial areas. Administer and schedule the weekday and weekend Elmwood work furlough program. Maintain landscaping medians strips, trails, landscape roadsides and public right of ways: Staff performs maintenance of irrigation systems, weed control, pruning and fertilizing of plant material in these areas. Respond within 48 hours to cleanup of graffiti on city property. 23.E STREETS 8400 PUBLII~ WORKS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 1,669,3~~2 1,845,837 2,009,183 2,033,376 383,733 409,253 381,700 414,450 36,380 37,481 12,500 113,000 21,184 34,944 12,000 20,000 220,150 268,430 356,490 349,730 Total 2,330,789 2,595,945 2,771,873 2,930,556 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Gas Tax 825,194 742,871 823,558 752,459 General Fund 1,505,595 1,853,074 1,948,315 2,178,097 Total 2,330,789 2,595,945 2,771,873 2,930,556 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time Total 22.20 21.90 21.75 22.20 21.90 21.75 2:33 PUBLIC V~~ORKS FACILITIES PROGRAM OVERVIEW Provides maintenance and mechanical services to all public buildings. These include 13 City- owned buildings and nine single standing restroom facilities. Administers the janitorial contract, alarm system, and the maintenance of building equipment at all City facilities and special projects. SERVICE OBJECTIVES Maintain City buildings and installations to reflect community pride by responding to citizen requests within 24 hours. Strive for safe and clean working environment. for the public and employees and reduce complaints to less than 24 requests per year. Maintain City communication system and telephor.:e system. 2? 4 FACILITIES 8500 PUBLIC: WORKS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 749,800 827,810 588,4:4 597,106 513,5] 8 468,718 166,2] 6 236,325 82,570 73,120 785,249 804,289 690,650 689,950 573,300 553,300 308,500 302,750 107,700 100,745 Total 2,100,52;8 2,203,079 2,465,399 2,451,034 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 1,914,848 2,028,065 2,233,872 2,224,702 Sports Center 185,6~~0 175,014 231,527 226,332 Total 2,100,52-8 2,203,079 2,465,399 2,451,034 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 7.50 7.90 7.90 Total 7.50 7.90 7.90 23.E PUBLIC VV"ORKS TRANSPORTATION PROGRAM OVERVIEW The Transportation Division develops plans, spe~:ifications and estimates for the installation, operation and maintenance of the traffic signals, the traffic signal interconnects, traffic signs, pavement markings, and design standards. The Division assists in the preparation of the General Plan, street plan lines and capital improvement pro;;ram related to street improvements. Staff, with support of consultants, is designing and building capital improvements projects for the transportation system. For traffic signals, the}~ are expanding the interconnect network, and are continuing to implement Silicon Valley Smart Corridor. For bicycle and pedestrian facilities, they have been instrumental in implanting the Mar`s Avenue Bicycle Footbridge SERVICE OBJECTIVES Ensure the efficiency and safety of the street sy.~tem through continual observation of traffic signals and other traffic control devices. Review traffic collision reports periodically, traffic flow patterns annually, intersection levels of service annually, and neighborhood traffic issues as needed. Cooperate with neighboring jurisdictions on mu~:ual issues that affect both traffic safety and traffic efficiency at city boundaries. Continue training personnel in traffic engineering by encouraging attendance at classes and seminars at least once a year. Maintain the level of service on the traffic control systems by monitoring traffic volumes at least once per year and updating the traffic signal timing; patterns as needed. 2., 6 TRANSPOR:TATION 8600 PUBLIC' WORKS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 530,147 582,200 591,640 602,650 56,692 55,163 72,500 72,150 178,013 241,094 301,500 306,500 68,170 60,940 87,130 115,290 Total 833,022 939,397 1,052,770 1,096,590 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 833,022 939,397 1,052,770 1,096,590 Total 833,022 939,397 1,052,770 1,096,590 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 4.75 4.23 4.25 Total 4.75 4.23 4.25 23'7 PUBLIC WORKS GENERAL SERVICES PROGRAM OVERVIEW Provides maintenance and service to all vehicles (92), rolling stock (51), trailers (18), riding mowers (12), and all power equipment (221). Maintains (3301) City-owned streetlights, parking lot lights, and park lights. Responsible for insp~:ctions of all new street light installations. Responsible for handling of hazardous waste and materials and responding to non-point source spills. Maintains above and below ground fuel tank;. Maintains the complete Service Center yard maintenance. Perform fabrication, welding and re;pair of metal parts and equipment for City vehicles, apparatus, structures and facilities. Respond to USA underground locates, and mark City owned utilities. Responsible for writing specifications and bidding process of major purchases of trucks, tractors, and other equipment; also administration of street sweeping and storm drain contracts. Responsible for all hazardous waste records, manif:sts, and reports, as well as all Service Center employee training and training records as required ley OSHA. SERVICE OBJECTIVES Maintain the City streetlight system for a safe environment and respond to outages within five working days of first notice. Maintain City vehicles and equipment for general rriaintenance and safety. Maintain City Park and parking lot lights for a safe environment. Strive for a safe and clean working environment for the public and employees at the Service Center Maintenance yard. Repair vandalized, broken and worn metal equipment for safety. 23 f> GENERAL SERVICES ssoo PusL.~c woxxs Expenditures by Category 2006-C-7 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Employee Compensation 455,957 492,874 506,189 539,075 Materials 487,929 523,931 499,000 528,500 Contract Services 80,114 90,518 86,000 112,000 Capital Outlay 108,470 121,179 163,000 45,000 Cost Allocation 206,445 233,787 258,826 228,390 Total ~ 1,338,915 1,462,289 1,513,015 1,452,965 Expenditures by Fund 2006-()7 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General 529,396 498,970 478,955 467,950 Equipment Maintainence 809,519 963,319 1,034,060 985,015 Total 1,338,915 1,462,289 1,513,015 1,452,965 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 4.40 4.55 4.55 Total 4.40 4.55 4.55 239 PUBLIC -WORKS FIXED ASSETS ACQUISITION PROGRAM OVERVIEW The purchase of equipment having a value grea~:er than $5,000, expected life of more than one year, and used for general government purposes is financed from this budget. Equipment users are charged for the use of these assets through a depreciation schedule. Equipment used by Special Revenue and Enterprise funds are charged to the respective funds. SERVICE OBJECTIVES Obtain quality equipment through competitive bidding and pursue the purchase of energy efficient vehicles whenever possible. CAPITAL OUTLAY Replacement Fund Purchase All Prices include safety light bar, tool racks, truck bed inserts, and two-way radios. Hybrids are not available for the following replacement vehicles and equipment. Vehicle # Description Amount D04 & D60 Aerial Boom Tracks $111,000 (Trade 2 for 1) Total Fixed Assets: $111,000 ~'.40 FIXED ASSETS ACQUISITION 9820 PUBL:[C WORKS Expenditures by Category 2006-Ci7 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Capital Outlay 298,000 349,000 613,000 111,000 Total 298,000 349,000 613,000 111,000 Expenditures by Fund 2006-C 7 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Equipment Maintenance 298,~~00 349,000 613,000 111,000 Total 298,~D00 349,000 613,000 111,000 Personnel Summary 2007-08 2008-09 2009-10 Actual Adopted Adopted Full-time 0.00 0.00 0.00 Total 0.00 0.00 0.00 241 Non- Departmental 243 NON-DE~'ARTMENTAL Expenditures by Division 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 2006-07 Actual 2007-08 Actual 2008-09 Adopted 2009-10 Adopted 14,577,500 18,334,750 7,100,000 7,573,000 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 0 0 0 _ 0 50,165 0 0 15,277,500 21,255,915 7,196,000 7,833,000 3,534,588 3,538,402 3,536,994 3,539,543 36,363 39,300 37,000 34,750 120,000 0 0 0 3,690,951 3,577, 702 3,573,994 3,574,293 TOTAL 18,968,451 24,833,617 10,769,994 11,407,293 245 NON-DEPAF:TMENTAL INTERFUND 'CRANSFERS PROGRAM OVERVIEW Interfund transfers represent transfers of monies between various funds. These transfers provide additional resources to the receiving fund to support operating and capital project costs. For the 2009-10 fiscal year, budget activity accounts have been established for the following transfers: 1. Funding from the General Fund to the Debt Service Fund in the amount of $3,538,000 which provides for the annual payment of the Certii-icates of Participation for the City Hall/Library remodel, Wilson Park, Memorial Park, Open Space acquisitions, the new library and the new animal control facility. 2. Funding from the General Fund to the Retiree Medical Fund in the amount of $1,900,000 to provide for current and future retiree medical obligations. 3. Funding from the General Fund to the Transportation Fund in the amount of $750,000 to maintain City streets. 4. Funding from the General Fund to the C~~mpensated Absence Fund in the amount of $300,000 for funding employee retirement an~i accumulated leave payouts. 5. Funding from the General Fund to the Information Technology Fund in the amount of $169,000 to improve the city's website, communication lines, permitting system, data security, video capabilities, GIS, and computer network, 6. Funding from the General Fund to the infrastructure reserve in the amount of $100,000. 7. Funding from the General Fund to the Environmental Management Fund in the amount of $15,000 to cover operations. 8. Transfer $60,000 from the Storm Drain Fund to the Capital Improvement Projects Fund for the Service Center equipment wash rack. 9. Funding from the General Fund to the Capit~il Improvement Projects Fund in the amount of $501,000 for the McClellan Ranch Blacksmith Shop ($250,000), the Quinlan Center fountain replacement ($16,000), the Service Center eq~.~ipment wash rack ($90,000), McClellan Ranch painting ($85,000), Countdown Pedestrian Si;nal Heads ($50,000), and the AM radio station relocation ($10,000). 10. Funding from the General Fund to the Stevens Creek Corridor Park Fund in the amount of $300,000 for Blackberry Farm infrastructure upgrades. 11. Funding from the Park Dedication Fund to the Stevens Creek Corridor Park Fund in the amount of $200,000 for Phase II design. X46 INTERFUND TRANSFERS 0100 INTERFUl~tD TRANSFERS Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Transfers Out 15,277,.500 21,255,915 7,196,000 7,833,000 Total 15,277,:500 21,255,915 7,196,000 7,833,000 Expenditures by Fund 2006-C~7 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted General Storm Drain Park Dedication Redevelopment Agency Capital Improvement Capital Improvement Reserves Resource Recovery Stevens Creek Corridor Park Transportation Fund Senior Center 14,577,.500 18,334,750 7,100,000 7,573,000 0 95,000 25,000 60,000 200,~~00 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 50,165 0 0 Total 15,277,:500 21,255,915 7,196,000 7,833,000 Personnel Summary 2006-C7 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Full-time C-.00 0.00 0.00 0.00 Total C~.00 0.00 0.00 0.00 47 NON-DEPARTMENTAL DEBT S1=RVICE PROGRAM OVERVIEW The Debt Service Program provides for the payment of principal and interest obligations and associated administrative costs incurred with the issuance of debt instruments for the City and the Public Facilities Corporation. The budget includes funding for the following debt service payments: The Public Facilities Corporation's annual payments of principal and interest on the City Hall/I,ibrary, Wilson/Memorial Open Space rind Library Certificates of Participation (COP). In September, 2002, the City refinanced its $~14 million in debt to obtain a lower interest rate and extend debt maturity. An additional $10 million was issued to ensure adequate funding of the five year Capital Improvement Program., and primarily the new library project. The majority of the borrowings occurred in early 1990 to acquire additional park real estate and expand community facilities. A breakdown of the capital acquisitions follows: • Increased 90 acres of park real estate t~~ 190 acres, a 111 % increase; • Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase; • Specific purchases included: Blackberry Farm - $18 million, voter approved debt; Creekside Park - $12 million voter approved debt; Sports Center - $8 million; Quinlan Community Center, including park real estate - $6.1 million; Wilson Park and improvements - 9;5.6 million; Jollyman Park development - $1 rrtillion; City Hall renovation/improvements - $1.7 million; Library renovation/improvements - $1.7 million. New library/community center - $ l0 million. 2. The annual payment of principal and interest on outstanding special assessment bonds for Traffic Impact. The City acts as agent for the property owners of parcels upon which assessments were made for local improvements and therefore is not a guarantee or directly liable for the debt. 248 DEBT SERVICE 5301-5306 DEBT SERVICE Expenditures by Category 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Debt Service/Other 3,690,!51 3,577,063 3,573,994 3,574,293 Total 3,690,'51 3,577,063 3,573,994 3,574,293 Expenditures by Fund 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Public Facilities Corporation 3,534,:>88 3,538,063 3,536,994 3,539,543 Traffic Impact 36,363 39,000 37,000 34,750 Vallco Assessment District 120,000 0 0 0 Total ~ 3,690,!51 3,577,063 3,573,994 3,574,293 Personnel Summary 2006-07 2007-08 2008-09 2009-10 Actual Actual Adopted Adopted Full-time C~.00 0.00 0.00 0.00 Total 0.00 0.00 0.00 0.00 249 Five Year Capital Iinproventents ~o r~a~ Fiscal Years 2009-10 to 2013-14 251 Proposed Five Year Capital Improvement Program Current Fund Description 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 ,.; w 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 OfFce 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 Blvd./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 N ~ Total Capital Improvement Program 25,136,411 6,480,000 3,875,000 1,575,000 2,875,000 1,575,000 Total Outside Revenue Share 13,027,299 3,833,000 3,125,000 825,000 2,125,000 825,000 Net City General Fund Funding 12,109,112 2,647,000 750,000 750,000 750,000 750,000 REVENl1E 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 97(1-U4.ri1 Ca ~rh C,i attar and Ciriawalk Rcnoirc 270-9450 Pavement Management 270-9450 Pavement Management 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 Prop. 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 .~7I L,LU7 7JV,VUU ! DU,000 890,000 800,000 530,000 500,000 30,000 l~U,000 /SU,000 /bU,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 N l!t RFVFNIIF 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, Roberti-Z'Berg-Harris, SCVWD FACHE Settlement, Dept. of Water Resources, SCVWD Collaborative Blackberry Farm Revenue Account Park Dedication Green Projects Fund VTA Measure B/TFCA/TDA City of Sunnyvale Caltrans 304/BTA - 2005/2006 VTA Measure B Fund Augmentation 3,448,000 680,000 200,000 440,000 802,000 190,000 300,000 3,350,000 9,410,000 0 0 0 0 0 13,027,299 3,833,000 3,125,000 .825,000 2,125,000 825,000 N FY 2009-2010 CAPITAL IMPROVEMENT PROGRAM Unfunded Projects for Future Consideration ~, Proiect Description Estimated Cost City Hall Remodel $3,000,000* Sports Center Gymnasium $2,500,000" Skate Park $ 250,000* Additional Tennis Court Lighting -Sports Center $ 250,000 Lawrence Mitty Park Additional Funding $1,500,000* Simms Property $ 300,000 Sports Court at Sports Center w/ Bathrooms $ 500,000 Stevens Creek Trail to Bay -Study Only $ 100,000 Stocklmeir Property TBD** Stevens Creek Trail Bridge over UPRR $2,000,000** Tank House Completion $ 500,000 '` Very preliminary estimate without study or full scope ** Placeholder only -scope details unknown 'SUNtM~1RY FIVE YEAR P'ROGRAWI ~-~~ YEAR 09-10 ' 1D-1T 11-12 1213 1'3-14 TOTAL 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 16,380,000 SUMMAaY OF 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' OF OPERATING MAINTEN ANCE OM=OPERATING MAINTENANCE 0 0 0 0 0 ~n 00 PARKS SUMMARY - FIVE YEAR PRCyGRAM i , . uNPR~G 7 aMMED -09-10 10-11' ' 11-12 12-13 13-14 CURREM" DOLWRS SUMMARY OF'fUNDING SOURCES 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 1730 000 ~ ~ nn nnn ~ ~~ _____ • -- ~ - ~ ~~ i,3uu,v00 SUMMARY OF PROGRAMS MEMORIAL PARK SOFTBALL FIELD RENOVATION 25,000 LAWRENCE & MITTY PARK (SARATOGA CK.) 50 000 PARK TENNIS COURT RESURFACING , 1,300,000 - 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 ~y1,3oo,000 .SUMMARY Off' OPERATING MAINTENAN CE OM=OPERATING MAINTENANCE N to PARKS 'FIVE'YEAR PROGRAM 09-10 FD 10-11 FD 11-12 FD r12-1'3 FD 13-1.4 FD ur~PRO~w,MnnEO CURRENT'DO~LAR MEMORIAL PARK SOFTBALL FIELD RENOVATION Renovation of existing softball field. Project Cost 25,000 RC LAWRENCE 8~ MITTY PARK (Saratoga Creek) Acquire property and design and construct park at the 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 Monta Vista. Tn4~1 D.ninn~ !`..~.a ........ • ••~••••• ••••••~ I L25,000 htt. 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 Sludy to determine the feasiability of restoring the existing pond to make operational. 30,000 GF N O~ O PARKS '' FIVE YEAR PRC7GRAM `' 09-10 -FD 10-11 FD 1 t-12' FD '12-13 FD 1314 FD uNPRO~RannnnE~ CURRENT LIQLLAR STEVENS CREEK CORRIDOR PARK PHASE 11 This phase of the project will install a bridge and extend the trail lhru 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, etc. Total Project Cost 800,000 GF McClellan Ranch Blacksmith Shop Build a new Blacksmith Shop in McClellan Ranch for the Blacksmith equipment and demostrations. Total Project Cost 250,000 GF N ~-. BUILDINGS SUMMARY FIVE YEAR PROGRAM"' UNPROGRAMMED 09-10' 10-11 11 92 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 T O 0 ~Y SUMMARY OF 'PROGRAMS _ ,. 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 SUMINARY OF OPERATING MAfNTENAN'GE OM=OPERATING MAINTENANCE N N BUILDINGS - FNE YEAR PROGRAM 09-10'FD 10-11 'FD 11-12 FD 12-13 FD " 13~i4 FD UNPROGRAMMED CURRENT DOLLARS QUINLAN CENTER FOUNTAIN REPLACEMENT 9237 Demolition and removal of noniundional fountain behind the Quinlan Community Center, with reconfiguration of the space for community events and private rentals. Carty over from OB-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 5150,000 60,000 SD 90,000 GF McCLELLAN RANCH PAINTING Exiting structures are in need of painting to reslor them. Project Cost 85,000 GF AM RADIO STATION RELOCATION Relocate the existing AM radio station to eliminate RF interference at City Hall. This will also enhance radio signal coverage in the weslem half of Cupertino. Project Cost 10,000 GF N W BUILDINGS FIVE YEAR 'PRO+GRAM 09 10 FD 10-31 FD 11-12 FD 12-13 FD '' 13-14 €b uNPRO~t~,MnnED- CURF2ENT DOLLARS QUINLAN CENTER AEROBIC ROOM FLOOR 9247 Relplace the existing floor. Project Cost 30,000 RC MONTA VISTA COMMUNITY BLDG. REPAIRS 9248 New vinyl flooring and asbestos abatement in the sUoage room and new storage cabinest for the pre-school. Project Cost 28,000 RC WILSON PARK BUILDING REPAIRS 9249 Replace HVAC and air filtration system. ' Project Cost 15,000 RC PORTAL PARK BUILDING REPAIRS 9250 Replace HVAC. Project Cost 10,000 RC N STREETS SUMMARY FIVE YEAR PROGRAM uNPROCRAMMED 09-10' 10,11 '' 11-12 12-13 13-14 CURRENT DOLLARS SUMMARY OFFUNDING 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 EI=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 ~~ ire ~ng~ ~F ~~~~:~ ;~r~ _ _ 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 N Cn STREETS FIVE YEAR PRODRAM 09-10 FD 10-11 Fb 11-12 FD' 12-1'3 FD -1314 FD uNPRO~RAMME~ CURRENT DOLLARS PAVEMENT MANAGEMENT 9450 Annual City funding of $750,000 (maintenance of effort). Actual PMS backlog is $1,540,000. 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, Butler and 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 and County Roads money for the neighborhood street rimilafinn sfudv fnnrieri 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 tax allocation will be used for pavement maintenance projects in the Pavement Management Program. Project Cost 500,000 TG N STREETS 'FIVE YEAR PROGRAM 09-10 FD ' 10-19 FD 11-12 FD 92-13 FD 13-14''FD uNPROCR,aMMEo CURRENT DOLLARS PAVEMENT MANAGEMENT - ARRA Federal Stimulus Package monies to be used for pavement maintenance projects. Project Cost 800,000 TG N J TRAFFIC FACILITIES SUMMARY- FIVE YEAR PROGRAM uNPROGRAnnMEO' 09-10 10-11 11'-12 12-13 13=14 CURRENT DOLLARS SUMMARY`'OF FUNDING SOURCES 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 0 0 SUMMARY OF PROGRAMS T/S UPGRADES STEELING/GREENLEAF 25,000 SAFE ROUTES TO SCHOOL-GARDEN GATE & SIG. 442,000 COUNTDOWN PED HEADS 50,000 0 DeANZA BL./McCLELLAN SIGNAL MODS. 200,000 TOTAL 717,000 0 0 0 0 SUMMARY OF OPERATING MAINTENANCE OM=OPERATING MAINTENANCE N T:RAF:FIC::~ACILITIE~ .. •:•:~:•:::•:•:~:•:~:•:•:•:•:~:~:•:•:•:•:~:•:•:~::~:•:•:•:•:•:~:~::~:•:•:•:•::~::~:•::•:•:~:~:~:~:~ ::.:.:.:.:.:.:.:.:.:.:.:.:. ....:.......:.....:..................::FIFE::YEAR:PR4~:ItAM.......:.......:.. .1.:~F :~::~:~:~:•::~:•:•: •:::~:..:•:•:•:~:•:•:•:::•: :• ~:~:~:09.0. D .:.:.:..:•: ...........1r1-11. FD..........19.92~:FD:~:~:~:~:~:~:~:~:~:~:12-13: FA~:•:~:~:~:•:•:•:•:~:•13:-14:•:FI~: uNi~f?CSGi:2iRMMEb.:~:~: CUFtR~NT:~QOGI.:ARS~:~ SIGNAL UPGRADE AT STEELING/GREENLEAF Upgrades to Stelling/Greenleaf signal 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 exist on Stelling Rd., Greenleaf Dr. and on Ann Arbor Ave. to provide a safe route to Garden School. Included some work to the Stelling/Greenleafsignat. This is a Grant project yet to be funded. City Share of Project 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 time provided andlor remaining to cross the street. 50 intersections remain to be completed. These funds will complete 10 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 N STORM DRAIN' SUMMARY FIVE;;YEAR PROGRAM uNP~oGRp,nnnnEr~ 09-10 ' 10-1 i 11'=12 12-13 13-14 CURRE=NT DOLLARS SUMMARY OF FUNDfNG 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 7r, nnn _ 7F nnn ~~ SUMMARY OF'PROGRAMS 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 SUMMARY OF OPERATING! MAIN7~NANC OM=OPERATING MAINTENANCE N J O STORM DRAIN 'FIVE YEAR PROGRAM` 09-10 FD 10-11 FD' 11-12 'FD 12-13 FD 13-14 'Fl? urvP~o~waMM~D GUR~tENT DOLLARS' MINOR STORM DRAIN IMPROVEMENTS 9612 Funding for emergency drainage repairs es 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 storm drainage system in Monta Vista Area. Lines to be installed on Orange Avenue and Byme Avenue. Design and Construction 400,000 SD 400,000 SD MASTER STORM DRAIN PLAN UPDATE The Master Storm Drain Plan was last updated in 1993, this update would evaluate the existing system and make recommendations, including fee updates. Cost 30,000 SD N J 2008-09 Funding'` 2009-10 Funding* Expended/Committed Carryover from 08-09 New General General General Fund Descri tion Fund Revenue Total Fund Revenue Fund Revenue Total 9100 Parks 580-9121 Memorial Park Softball Field Renovation 250,000 250,000 i 25,000 25,000 420-9121 Memorial Park Softball Field Renovation 10,300 10,300 ~ ~ 420-9122 Sterling Barnhart Park Acquisition 1,514,135 1,514,135 ~ ~ 580-9123 Library Field Irrigation 100,000 100,000 I ~ 420-9124 McClellan Ranch Facility Improvements 183,330 131,165 314,495 420-9126 Sterling Barnhart Park Design & Construction 700,000 700,000 420-9127 Lawrence & Mitty Park (Saratoga Creek) 15,000 15,000 50,000 I 50,000 580-9132 Park Tennis Court Resurfacing 225,000 I ~ 225,000 420-9130 Wilson Park Irrigation System Renovation 150,000 ' ' 150,000 420-9131 Linda Vista Pond Restoration Study 30,000 30,000 New Projects 427-91xx Stevens Creek Corridor Park Phase II-Trail & Bridge 200,000 200,000 427-91xx Blackberry Farm Infrastructure Upgrades 500,000 ~ 300,000 800,000 420-91xx McClellan Ranch Blacksmith Shop 250,000 250,000 Total 2,422,765 481,165 2,903,930 730,000 225,000 550,000 225,000 1,730,000 9200 Buildings 280-9213 McClellan Ranch Building Improvements 50,000 50,000 i 420-9229 City Hall Emergency Power/Electrical System 211,660 211,660 420-9232 Library Improvements & Upgrades 500 500 I 420-9233 Community Hall Improvements & Upgrades 9,y[1 9,92 i 420-9236 Sports Center Tennis Court Lighting 239,838 239,838 420-9234 Monta Vista Park Building Replace HVAC System 64,557 64,557 420-9235 Service Center Security Gate 50,000 50,000 420-9239 Library Book Drop Modifications 60,000 8,748 68,748 420-9240 Library Stair and Seatwall Modifications 26,395 26,395 420-9237 Quinlan Center Fountain Replacement 284,000 16,000 300,000 420-9231 Sports Center Upgrade and Pool Demolition 387,800 387,800 420-9243 Community Development Office Reconfiguration 50,000 50,000 420-9241 Community Hall Fountain 370,530 370,530 ~ ~ 420-9244 Community Hall Lighting Upgrade 25,000 25,000 420-9245 City Hall Office Improvements 50,000 50,000 I, 580-9246 Monta Vista Community Bldg Re-roof 405,000 405,000 !~ New Projects 420-92xx Service Center Equipment Wash Rack 90,000 60,000 ; 150,000 420-92xx McClellan Ranch Painting 85,000 'i 85,000 420-92xx AM Radio Station Relocation 'i 10,000 I 10,000 580-9247 Quinlan Center Aerobic Room Floor 30,000 , 30,000 580-9248 Monta Vista Community Bldg Repairs 28,000 ; 28,000 580-9249 Wilson Park Building Repairs 15,000 0 15,000 580-9250 Portal Park Building Repairs 10,00 10,000 Total 1,546,201 463,748 2,009,949 284,000 - i 201,000 143,000 1, 628,000 t.~ w ' Containing all projects shown in expenditure estimates Finance Reference Sheet 2008-09 Funding* 200 9-10 Funding* ___ Expended/Commi tted Carryover from 08-09 ~ New General General ~ General i Fund Descri tion Fund Revenue Total Fund Revenue Fund Revenue Total i 9400 Streets ~ 270-9450 Pavement Management 2,668,000 2,668,000 750,000 750,000 270-9451 Curb, Gutter and Sidewalk Repairs & ADA Ramps 972,267 972,267 750,000 750,000 270-9452 Rancho Rinconada Street Study 100,000 ~ ~ 100,000 270-9454 Route 85 Soundwall Repairs 30,000 30,000 i 270-9450 Pavement Management -Prop 1 B 890,000 890,000 0 270-9450 Pavement Management -Prop 42 530,000 530,000 500,00 500,000 New Projects 270-94xx Pavement Management - ARRA 800,000! 800,000 Total 2,668,000 2,422,267 5,090,267 - 100,000 750,000 2,050,000 ', 2,900,000 9500 Traffic Facilities 25 000 420-9545 T/S Upgrade Stelling/Greenleaf 25,000 i , 420-9549 Safe Routes to School-Garden Gate 32,000 410,000 442,000 420-9547 Countdown Ped Heads 65,527 65,527 50,000 50,000 420-9557 DeAnza/McClellan/Pacifica Signal Modification 200,000 ~ 200,000 420-9558 Various Traffic Signal/Intersection Modifications 75,000 75,000 Total 140,527 - 140,527 57,000 610,000 50,000 - I I 717,000 9600 Stone Drainage i. 210-9612 Minor Storm Drain Improvements 90,623 90,623 i 75,000,1 75,000 915-AF,9(1 Mnnta Vista Storm Drainage Svst. 93,046 93,046 400,000 ~ ~ 400,000 210-9612 Master Storm Drain Plan Update 30,000 30,000 270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge 256,363 256,363 Total - 440,032 440,032 - 430,000 - 75,0001 505,000 Major Projects ~~ 428-9449 Mary Avenue Bicycle Footbridge 1,918,000 4,642,000 6,560,000 427-9112 Stevens Creek Corridor Park (Phase 1) 6,059,000 4,768,000 10,827,000 Total 7,977,000 9,410,000 17,387,000 - - - - i I - Total Ca ital Im rovement Pro ram 14,754,493 13,217,212 27,971,705 1,071,000 1,365,000 ~, 1,551,000 2,493,000 6,480,000 N V * Containing all projects shown in expenditure estimates Finance Reference Sheet