01. Proposed Budget
City of Cupertino
Proposed Budget
Fiscal Year 2006-07
City
OjC
Cupertino
2006-07
NOTES
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CUPEIQ1NO
May 25, 2006
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
Enclosed please find the City of Cupertino's Fiscal-Year 2006/07 operating and capital
improvement program budgets. In addition, projections have been included for an additional
four fiscal years to aid as a long-range financial planning tool.
For the first time in the past four years of budget submittals, our financial position has started to
look brighter. Last year at this time the City had 17 positions (II % of our workforce) frozen and
had deferred needed maintenance of facilities, streets, trees and equipment for the previous four
years. Increases in business-to-business sales tax, license and permits, charges for services and
one-time revenues have all helped to ease the financial position of the City, and positions are
now being filled. Although we are still struggling with an operating deficit, revenue increases
coupled with a conservative approach on expenditures have put us in a stronger financial
position. In addition, the Council adopted the Fiscal Strategic Plan, which identifies revenue and
expenditure strategies to improve the City's ability to provide services under changing economic
conditions.
Fiscal Year 04/05 and 05/06 Results
The City's audit report for the year ended June 30, 2005 showed the General Fund in a strong net
income position after accounting for operating expenditures, debt service and transfer
obligations. This $5.6 million bottom line, however, is inflated by one-time revenues of $3.8
million from the sale of surplus property, state paybacks, and park dedication fee paybacks. As
for expenditures, vacancies were upwards of II %, saving both salary and benefit costs; deferred
maintenance was close to $1 million; and another $850,000 in appropriations were carried over.
Reflecting the above activity, our end result would have been a net loss to the General Fund of
$1.1 million for the year.
During fiscal year 05/06, revenue trends began to turn around, specifically in the area of sales
tax, charges for services and licenses and permits. Sales tax increased as a direct result of our
two large high-tech firms. Charges for service and licenses and permits were directly related to
development activity. Because of the increases in our revenues, frozen positions were released
for recruitment and various items for deferred maintenance were funded at mid-year. In
addition, we added a part-time emergency preparedness position, brought the part-time facility
attendant for the Community Hall to full-time due to workload, and upgraded a traffic technician
to that of senior engineer. We expect to end the fiscal year in a positive financial position.
Printed on Recycled Paper
Fiscal Year 06/07 Concerns
This proposed budget provides for full staffing levels and new positions to accommodate growth
in permits and development, information technology, new facility maintenance and specific
customer service level standards. Maintenance is budgeted at moderate, levels and most capital
improvement projects that had been deferred for several years are now funded. Our five-year
projections, however, are still underwater comparing annual operating revenues to annual
expenditures, and funding has not yet been secured to correct this imbalance. There are good
reasons to be concerned about pending legislation for franchise revenues, court decisions on
building development fees and cell phone utility tax, maintenance for annexed older areas to the
City and increasing fuel and asphalt costs.
To address these concerns, Council formed a Fiscal Strategic Plan Committee this spring
consisting of two council members and five key managers with the goal of addressing our
current financial picture, future obligations and revenue and expenditure structures. The City
Council approved the Fiscal Strategic Plan in May, which is incorporated as an integral part of
this budget. Based on those recommendations, the City will be taking measures to reposition its
revenue composition, streamline operations, and control costs.
But there are promising possibilities as well. As Silicon Valley rebuilds its economy, sales tax
and transient occupancy tax revenue will improve. In addition, there is a bill before the State
Legislature to adjust the City's share of property tax, brining us in line with the rest of the cities
in the California. If passed, our percentage of property tax could increase from 4% to 7%,
representing a gross property tax increase of just over $2 million dollars per year. Finally, local
owners of our regional mall are proceeding with much needed redevelopment of the property. A
new AMC theater is scheduled to open in November 2006 and is estimated to bring in
approximately 1.5 million shoppers to the mall each year. The developers are also proposing
new housing and retail components as well as a new hotel. If successful in their redevelopment
efforts, the City would benefit greatly from increases in both property and sales tax.
Fiscal Year 06/07 Funded and Unfunded Requests
In addition to contractual salary adjustments and covering our future retiree medical obligations,
the following programs have been re-instated or added in the proposed 06/07 budget:
~ Three new positions, including an Economic Development/RDA Manager, a Counter
Specialist and a Media Coordinator. One Recreation Coordinator position has been
eliminated through streamlining;
~ Consultant budgets for review of the Community Development Department Service
Delivery ($75,000), a Green Building Study ($75,000) and a North Vallco Area Study
($100,000);
~ Referendum election costs amounting to $215,000;
~ Pavement Management funding at the fiscal year 2001/02 levels (+$250,000);
~ Traffic Calming, including speed bumps ($25,000);
~ E-Services funding for upgrades to our Finance/Human Resources, Permit Tracking,
Code Enforcement and Business License systems ($100,000), and
~ Expanded outreach programs in the areas of Disaster Preparedness, Neighborhood Watch
and Leadership Cupertino.
With the above additions, this budget includes most of our needs for this upcoming fiscal year.
However, the following requested items have not been incorporated due to lack of funding:
~ North Area Vallco Study - $100,000 funded; $250,000 unfunded
~ Council TV Public Engagement Program
~ United Way request for 2-1-1 Program
~ Joint Venture Consortium Membership
~ Service Club Memberships, including Rotary
~ Santa Clara County request for 2nd homeless count study
~ Cupertino Jubilee Sponsorship
~ Senior Commission Work-plan
$250,000
25,000
10,000
5,000
2,500
2,279
TBD
TBD
In addition to the operating items above, the following capital improvement projects have not
been included:
~ Rancho Rinconada Park Construction!2009-1 0
~ Stocklmeir Property
· Roof
· Upgrade to rent
· Upgrade for public use (not including parking)
~ Quinlan Fountain!2007-08
~ City Hall Remodel with Seismic/ADAlFire Code/2008-09
~ Community Hall Reception Automatic Door/2006-07
~ Bubb/McClellan Storm Sewer Upgrade/2009-11
$1,000,000
50,000
50,000
250,000
200,000
150,000
3,000,000
45,000
2,750,000
Conclusion
I am pleased to submit to you a balanced budget for the upcoming fiscal year 2006/07. In order
to continue the high level of service the community is receiving, we will need to implement the
Fiscal Strategic Plan to ensure a stable and diverse revenue stream. This means supporting
economic development, embarking on new revenue sources, and continually asking ourselves
how we can deliver high customer service more efficiently.
sDZ
David W. Knapp
City Manager
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Defme the Problem - Analyze the Current Funding Gap
The 2000-2005 recession coupled with significant increases in retirement and medical costs,
energy costs, new infrastructure service needs and 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 weak 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 recent
loss of several significant revenue producers such as Anderson Chevrolet and Drexel Heritage
Furniture. Also, Cupertino is one of four no-low property tax cities frozen by pre-proposition 13
to abnormally low tax rates.
The City must evaluate its revenue structure to ensure more reliable, less volatile revenue
sources and evaluate its cost structure to ensure we are operating in a cost effective manner. The
following fiscal strategic plan defines strategies to reposition the revenue and cost structure of
the city to ensure it is not as severely impacted by future changing economic conditions and that
we are able to continue funding of existing and new service levels.
The city's latest audit report for the year ended June 30, 2005 shows 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 is estimating inflation next year in the
3.6% plus levels, one might say that the goal to achieve financial viability is already won.
However, the 2004/05 financials are not representative of our true level of service. Vacancies
were upwards to II % of our authorized workforce, maintenance of infrastructure was cut to an
all-time low and because of the shortages in staffing, many budgeted projects were carried over
to the current fiscal year. In addition, one-time revenues such as sale of property inflated this
bottom line.
I
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
To analyze our current funding gap and present for you 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. This provides you a snapshot of what our financial results would
have been at fully approved levels of operation and without one-time revenue sources.
The following chart shows total revenue (operating and transfers-in) versus total expenditures
(operating and transfers-out) for the fiscal years 99/00 to 04/05. One-time revenues are shown in
yellow to visually denote the magnitude of inflows versus outflows in the General Fund.
2
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Although Fiscal Year 04/05 ended with a $5.6 million dollar "profit", once one-time revenues
are removed and expenditures are reflected at approved levels, the result is a net loss of $1.1
million dollars. This net loss figure does not reflect future concerns in the following areas:
~ Pending legislation will put $389,000 of cable franchise fees in jeopardy;
~ Pending court cases may put $350,000 in cell phone utility user tax in jeopardy;
~ The City is currently spending $1.53 million per year on active and retiree medical
premiums and future liability costs. There are 150 active and 81 retired employees
receiving benefits. The cost of providing this benefit has fluctuated and it is conceivable
that health premiums could increase in excess of 8% per year;
~ Fuel costs have risen 30% since preparation of the 05/06 budget. The City has
approximately 130 rolling stock and vehicles in the fleet.
~ Asphalt is a petroleum-based product and the cost of street work has risen dramatically
this year. A consultant is updating the pavement management plan, and has indicated
that street jobs are coming in 25% to 46% higher than a year ago;
~ The annexation of Monta Vista, Garden Gate and Rancho Rinconada neighborhoods has
lowered the overall pavement standard for Cupertino, and a disproportionate amount of
funding has gone into these areas to bring streets closer to city standard;
~ Our current annual $750,000 commitment is minimal for keeping the streets in good
order. Keeping pavement in good condition is the most economical maintenance strategy
over the long tem;
~ Library aquarium maintenance reimbursement will be reduced by 50% ($7,500 per year)
starting in 2009 and will be the City's full responsibility in 2014.
Besides balancing at the basic level of operating revenues and operating expenses/debt service
obligations with the above issues in mind, we will need to fund our reserves at appropriate and/or
mandated levels. A healthy "net income" will be required to embark on operational or capital
improvement areas that are already being discussed. Some of these projects include:
~ Additional parks on the east side of the city;
~ Reserves to accommodate major renovation requirements of our facilities such as the
Quinlan Community Center;
~ Funding for enviromnental components such as artificial turf and solar energy options for
fields, parks and facilities;
~ Extended library hours;
~ Improved street standards;
~ Altemative energy sources;
~ E-Services;and
~ Risk reduction efforts.
Based on the under-funded current and non-funded future needs, staff recommends that the city
reposition its revenue and expenditure base to fund an additional $2.5 million per year.
3
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Automate and Streamline Service Delivery
We currently have 157.75 full-time equivalent positions in our budget. Although lean for a city
of our size, the committee looked at the structure of our organization and areas to automate or
streamline. This task was critical since approximately 7Ò% of the general fund operating
expenditures are associated with salary and benefit costs. In addition, long-term trends for what
we call "hidden" costs (medical insurance premiums, 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 this year 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
level. If we are successful in a workforce reduction, programs impacted by staffing reductions
need to be identified and either contracted out, modified or eliminated. In addition, previously
"frozen" maintenance positions will need to be filled to support infrastructure added during the
last five years and to address mounting workload demands associated with deferred maintenance.
390
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370
360 I
350 I
340 I I I
330 II II
320
310
2002 2003 2004 2005
~ Residents/Employees
We also need to be cognizant of our future personnel needs. This year we added a full-time
Information Technology Assistant to accommodate the workload associated with our increasing
technology base. A Facility Attendant was also approved to staff the new Community Hall. At
some point, possibly as early as fiscal year 2006/07, we will be facing increased law enforcement
needs as a result of our annexations and the development of new residential and commercial
buildings. We also foresee new staffing needs for economic development and a redevelopment
agency.
4
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
The Committee identified several areas for potential short term and/or long term savings for your
consideration.
A. Streamline and reposition our workforce as opportunities arise.
As future vacancies occur through attrition, we will need 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. Greater
emphasis will be placed on employee cross training and career development opportunities
and on filling vacancies through internal transfers and promotions. Repositioning will
provide staffing where it's needed most while reducing our long-term need for additional
positions.
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 the past two fiscal years in an effort to save
expenditures. This year, an E-Services master plan is being drafted which addresses
automation opportunities of government services. Examples of products currently being
assessed include but are not limited to:
~ Permit tracking in the Building Department,
~ Records management/retrieval in the Planning Department,
~ On-line job applications in the Human Resources Department, and
~ On-line business licenses in the Finance Department.
C. Pursue artificial turf in our parks 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.
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.
5
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Stabilize and Renosition 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 changed not only the percentage of revenue
received from this source (36% to 26%) 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
49% is from the business-to-business or the high-tech sector. 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 it's 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 Apple.
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CITY OF CUPERTINO
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BENCHMARK YEAR ENDING QUARTER
In the past four years of budget cuts, we have mainly focused our efforts on reduction of
expenditures. No new revenue sources per se have been implemented with the only major
change resulting from an independent analysis of existing fees to ensure that we are covering our
costs of service. The Committee believes that it would be prudent to consider the following
revenue strategies:
6
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
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. We are actively pursuing an
amendment to bring us to par with the TEA rate of 7% with the County.
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.
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 $1
million per year to the city. The committee recommends pursuit of annexation in
exchange for future land use rights.
D. Support Redevelopment/Economic Development for Vallco 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 approxi-
mately $1.2 million per year
from Vallco in sales tax as
compared to the Oakridge Mall
which is remitting around $5.4
million per year.
7
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
In addition, build-out projections on infrastructure will provide about $2 million per year
in new tax increment for the project area starting in 07/08 and approximately $23 million
for low and very-low housing over the next 30 years.
~ Val1co
~ Valley Fair
~ Stanford
~ Oakridge
$ 92 (Vallco estimates $450 after build out)
$653
$600
$385
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.
E. Consider an Entertainment Tax and a modification to our existing Utility User Tax
Ordinance in conjunction with the election this November.
If the City is required to hold an election for the Referendums, the Committee
recommends that we consider placing on the ballot both an entertaimnent tax and re-
wording of our UUT Ordinance to reflect recent trends in technology and retain existing
UUT revenue such as cell phone remittances.
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-going
revenue from operations. As this funding will eventually "dry up" it is prudent to replace
it with true operational and annual revenue streams
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/commercial use and replacing the infrastructure with non-sales tax producing
product such as housing.
8
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
H. Re-visit the adoption of a County Communication 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% 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.
I. Consider a Refuse Vehicle Impact Fee.
Several cities in California have successfully levied a street impact fee on their refuse
providers to offset the wear and tear on city streets from these oversized vehicles. Such
an assessment would pass the cost of street repairs due to heavy usage through to the
garbage company and provide needed funds for maintenance, but ultimately result in fee
increases to the customer. The Committee was not in agreement on pursuit of this
revenue. (Note - Council did not want to pursue this option at their 5-2-06 study
session.)
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 and/or long term savings have been identified for
your 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.
9
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
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 it's
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 this area.
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.
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.
10
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Currently, our Ground Maintenance Division mows 33.17 acres and edges 24,305 linear
feet of turf at these school sites. Transitioning the mowing operation 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 $137,594 out of
$555,000 in total expense per year.
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.
E. Increase the number of Block Leaders, Neighborhood Watch programs and CERT
graduates.
Increases in these programs wiJI capitalize on community policing and reduce/maintain
sheriff costs. We also encourage commissioners to become involved in these programs.
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,
all 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.
11
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
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.
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 $500,000 plus an additional $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. The landowner
however, 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 million paid during the
past 15 years in settlement and attorney fees. The City has paid over $100,00 in costs
associated with these claims in the past five years and two new claims this year could
equal $100,000. 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. (Note - Council did not want to pursue this option at their 5-2-06 study
session.)
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. (Note -
Council did not want to pursue this option at their 5-2-06 study session.)
12
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Implementation Timeline
Tax E uit Allocation
Re-assess Park Dedication Fees
Hansen Ne otiations
Su ort Redevelo ment Pro' ects
Entertainment Tax
Phase Out One-Time Revenue to General Fund
Sales Tax In-Lieu Fee
Count Communications Fee
Modi OUT to Include New Technolo
Modi Business License Ordinance for Quarries
A roach F oothilVDeAnza to Share Sheriff Costs
Revisit Refuse Vehicle 1m act Fee
Stabilize and Re osition Revenue Sources
Decrease Ex enditures and Risk Ex osure
2006/07 2007/08 2008/09 2009/10 2010111
13
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
The Fiscal Strategic Plan Committee would like to thank you for your consideration of the above
recommendations. We look forward to implementing a long-term plan that will reposition our
revenues, streamline operations and ensure a high quality of life and city service for our
residents.
Kris W g
Vice Mayor
Co-Chair
Omn Mahoney
Councilmember
Co-Chair
~ a. Œw-()15<9
Carol A. Atwood
Director of Administrative Services
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Sandy Abe
Human Resources Director
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Therese Ambrosi Smith
Director of Parks and Recreation
Steve Piasec i
Director of Community Development
¿JJ /lrpl>
Bob Rizzo
Asst. Director of Public Works-Maint.
14
Revenue Summary
&
Five Year
Budget Forecast
15
NOTES
16
BUDGET SUMMARY
2006/07 Fiscal Year
Estimated Estimated
Balance at Operating Operating Non-operating Balance at
Funds July 1 Revenues Expenditures Transfers June 30
General Fund S 17,543,000 S 35,603,000 S (29,989,000) S (8,020,000) S 15,137,000
Special Revenue Funds:
Storm Drain 125,000 276,000 (308,000) 93,000
Park Dedication Tax 8,000 500,000 (500,000) 8,000
Environmental Management 115,000 366,000 (391,000) 90,000
Gas Tax 251,000 1,445,000 (2,284,000) 800,000 212,000
Housing & Community Development 1,726,000 763,000 (662,000) 1,827,000
Valleo Redevelopment (336,000) 90,000 (217,000) (463,000)
Fund Totals S 1,889,000 S 3,440,000 S (3,862,000) S 300,000 S 1,767,000
Debt Service:
Cupertino Facilities Corporation 23,000 (3,535,000) 3,535,000 23,000
Traffic Impact 114,000 38,000 (36,000) 116,000
Vallco 1974 Assessment Dist. 120,000 (120,000)
Fund Totals S 257,000 S 38,000 S (3,691,000) S 3,535,000 S 139,000
Capital Projects Funds:
Capital Improvement 112,000 (2,139,000) 2,027,000
Stevens Creek Corridor Park (500,000) 500,000
Mary Ave Bicycle Footbridge 138,000 (388,000) 250,000
Fund Totals S S 250,000 S (3,027,000) S 2,777,000 S
Enterprise Funds:
Resource Recovery 4,963,000 2,460,000 (2,730,000) (500,000) 4,193,000
Blackberry Farm (138,000) 1,078,000 (1,242,000) (302,000)
Cupertino Sports Facility 73,000 1,527,000 (1,459,000) 141,000
Recreation Programs (10,000) 2,145,000 (1,987,000) 148,000
Senior Center 8,000 568,000 (568,000) 8,000
Fund Totals S 4,896,000 S 7,778,000 S (7,986,000) S (500,000) S 4,188,000
Internal Service Funds:
Information Management 934,000 903,000 (1,022,000) 137,000 952,000
W orkers' Compensation 156,000 329,000 (290,000) 195,000
Equipment Replacement 1,375,000 876,000 (841,000) 1,410,000
Long-term Disability 13,000 52,000 (44,000) 21,000
Retiree Medical Insurance 3,489,000 (650,000) 1,821,000 4,660,000
Fund Totals S 5,967,000 S 2,160,000 S (2,847,000) S 1,958,000 S 7,238,000
17
Total City Revenue
Total City revenue for fiscal year 2006-07 is expected to be $59,339,000. The chart below
provides an overview of all City revenue. General Fund revenue is shown on the next page of
this summary.
Sales Tax represents the City's largest source of revenue. We receive 1% of the 8.25% collected
in the county. Charges for Services includes program and engineering/building fees from
Blackberry Farm, the Sports Center, the Senior Center, Quinlan Center and our Community
Development and Public Works Departments.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds, while Use of
Money and Property represents rental fees and interest income on the city investment portfolio.
Property Tax is small in comparison to our other revenues as Cupertino is a no-low property tax
city, receiving only $.04 on every dollar paid. Other Taxes include park dedication fees,
business licenses taxes and property transfer taxes.
Total City Revenue
$59,339,000
Charges for
Services
14%
License &
Permits
5%
Capital
Projects/Equipment
Funding/Debt Paybacks
20%
Fines
1%
Utility Tax
4%
Franchise
Fees
4%
Sales Tax
18%
Revenues
4%
Use of Money & Property
3%
Intergovernmental
11%
18
Total City Expenditures
Total City expenditures for fiscal year 2006-07 are expected to be $61,869,000. This sununary
chart provides a quick overview of all the City's operating and capital expenditures.
Many of the Special Revenue fund activities, such as the Gas Tax, Storm Drain, Park Dedication
and Enviromnental Management funds, are administered by the Public Works Department. The
Public Works Department also oversees the Resource Recovery operations, with expenditures of
over $2.7 for the City-wide garbage collection contract and disposal costs.
All other Enterprise fund operations are directed by the Parks and Recreation Department, which
spends over $7.8 million annually to provide programs for all ages and to maintain the City's
enviable community facilities at the Blackberry Farm and Golf Course, Quinlan Community
Center, Sports Center, and Senior Center.
The majority of funding for Capital Projects, which provides for street projects, sidewalks,
facilities and upgrades, and major equipment purchases is designated to the Steven's Creek
Corridor Park Project and the Mary Avenue Bicycle Footbridge.
Total City Expenditures
$61,869,000
Administrative
Services
11%
Council &
Commissions
1%
Debt Ser¡ice
9%
Public Works
26%
Capital ProjectslRetiree
MedicallOther
14%
ParlΠ&
Recreation
7%
Community Development
9%
Administration
2%
Public
Infonnation 2%
law
Enforcement
19%
19
General Fund Revenue
Total General Fund revenue for fiscal year 2006-07 is expected to be $36,603,000. The chart
below provides an overview of our revenue.
Sales Tax is used for general government expenditures and is therefore accounted for entirely in
the General Fund; it represents approximately 28.4% of General Fund revenue. Our sales tax
comes from retail sales, business-to-business (largely high tech sector) sales and use tax.
Charges for Services within the General Fund is comprised of revenue from zoning, planning
and engineering fees.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. This revenue
source represents 12.5% of the budget. Use of Money and Property is received from rental fees
and interest income. Property Tax, though small in comparison to our other revenues, has
remained consistent.
General Fund Revenue
$36,603,000
License &
Permits 8%
Operating
Transfers In
3%
Fines
1%
Miscellaneous Other
Revenue 6% Taxes
4%
TOT
Charges for
Services 4%
Utility Tax
7%
Franchise
Fees
6%
20
General Fund Expenditures
Total General Fund expenditures for fiscal year 2006-07 are expected to be $39,059,000.
General Fund expenditures, for the general operation and administration of the City, comprise
over 63.1% 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 engineering activities; public works operations 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. Both operational and capital budgets have been tightened to minimize the effect on the
City's reserve levels.
General Fund Expenditures
(Including Operating Transfers)
$39,059,000
Administrative
Services
11%
Council &
Commissions
1%
Debt Service
9%
Public Works
26%
CapitalProjecuwRdrree
MedicaVOther
14%
Community Development
9%
Administration
2%
Public
Infonnation 2%
Law
Enforcement
19%
21
REVENUE SUMMARY
Property Taxes
Property taxes represent approximately 13.3% of total general fund operating revenues. Property
tax revenue for the 2006/07 fiscal year is estimated to be $4,978,000. Property tax revenues
fluctuate with market conditions from year-to-year; however, they will generally increase in the
long-term due to property sales and new construction.
In 1978, voters approved the passage of
Proposition 13 which froze property
tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in
Santa Clara County receiving $.02 for
every $1.00 paid. The County then
provides another $.02 as a tax equity
allocation.
In accordance with State law, property
is assessed at actual full cash value
with the maximum levy being I % of
the assessed valuation. Increases in
assessed valuation are limited to 2%
annually if there is no change in
property ownership, major improve-
ments or requests for re-assessment.
Our revenue has increased slightly in
this area with recent annexations and
housing development.
....a.l......
1__ ,.___,U,I.
T _ _,_.1
..In......
a__1
_..Ii.......
-
._-~.-
..L......
__II
....
$0.243 Cupertino Elementary
$0.236 County Bond
$0.164 Fremont High School
Maintenance
$0.148 Santa Clara County
Fire District
$0,065 Mid Peninsula Open
Space & Various
Agencies
$0,063 Foothill Community
College Maintenance
$0.Q42 County Library
Retirerment
$0,040 City of Cupertino
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
Property Taxes
REVENUE BY FUND:
General
Vallco RDA
Traffic Impact
$4.318.000
22
$4.743.000
$4.978.000
$4,850,000
90,000
38.000
$4.978.000
REVENUE SUMMARY
Sales Tax
The City's sales and use tax revenues are generated from three principal economic categories:
general retail-23.8%, business-to-business-55.5% includes electronic equipment and software
manufacturers and distributors), and other products-20.7%. Cupertino's sales tax has continued
to experience declines as a result of the recessionary impacts in our area and is just starting to
show signs of recovery.
$14,000
$12,000
$2,000
¡_ACTUAUEST.
$10,000
$8,000
$6,000
$4,000 -
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Sales and use taxes are the City's largest single source of revenue and are budgeted at $10.4
million for the 2006/07 fiscal year, representing 28.4% of the City's total general fund operating
revenues. With sales tax so dependent on a vital economy, the City must focus its efforts on
finding other stable revenue sources or embark on a more aggressive economic development
effort to ensure health in this area.
Towards that end, the City has approved 330,000 square feet of new or replacement retail in the
last five years. The majority of this buildout will occur in fiscal year 2008/09 and is reflected in
our five-year projections.
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
Sales Tax
$9.222.000
$9.650.000
$10.400.000
REVENUE BY FUND:
General
$10.400.000
23
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility, franchise, park, and transient
occupancy taxes.
The utility tax, which was approved by voters in 1990, is assessed on gas, electricity and
telecommunication service provided within the City's jurisdiction at a rate of 2.4% of user
charges. This tax is a general tax and can be used for any purpose. The following chart shows
that the City's tax rate and areas of application are generally lower than that of other cities within
Santa Clara County. In March 2002, voters approved an extension of the utility tax from a sunset
date of2015 to 2030. This extension will correspond with the extended debt maturity dates as a
result of refinancing for capital improvement projects. Utility taxes are budgeted to be
$2,392,000 which is down compared to the previous year's projections due to new court rulings
for applying this tax to cell phone usage.
Utility Tax Rate Comparison
GaslElectric Cable Water Telephone
Cupertino 2.4% 2.4%
Mountain View 3.0% 3.0%
Los Altos 3.5% 3.5% 3.5% 3.5%
Palo Alto 5.0% 5.0% 5.0%
Gilroy 5.0% 5.0% 5.0%
San Jose 5.0% 5.0% 5.0%
Franchise fees are received from cable television, 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 for fiscal year 2006/07,
estimated to be $2,200,000, are also flat due to the applicability for telecommunication
transmission.
Park tax is paid by developers on housing development and can vary greatly from year-to-year.
Estimated revenue for fiscal year 2006/07 is $500,000 which is generated from new
developments within the City.
Transient occupancy taxes are levied on hotel facilities located in the City at the rate of 10% of
room revenues. The taxes in this category amount to $2,226,000 and have been increasing since
January 2005 for all four hotels in the city.
24
REVENUE SUMMARY
Other Taxes (continued)
Other taxes of $1 ,640,000 reflect business license fees, property transfer tax, construction tax and
housing mitigation fees.
2004/05 2005/06 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
Utility Tax $ 2,706,000 $2,675,000 $2,392,000
Franchise Fees 2,217,000 2,200,000 2,200,000
Park Dedication Fee 1,726,000 634,000 500,000
Transient Occupancy Tax 1,791,000 2,100,000 2,226,000
Other Taxes 1.626.000 1.850.000 1.640.000
$10.066.000 $9.459.000 $8.958.000
REVENUE BY FUND:
General
Housing & Community Development
Park Dedication Fund
$ 8,208,000
250,000
500.000
$8.958.000
25
REVENUE SUMMARY
License and Permits
Licenses and Permits represent approximately 8.3% of total General Fund operating revenues.
This category includes building, plan check and electrical and plumbing permits. With the
adoption of a new fee study for building, planning and engineering fees to reflect full cost
recovery of services, and a large demand for construction, the City saw a substantial increase in
fees for fiscal year 2004/05 and 2005/06. We do not expect this volume to continue, however, in
2006/07.
2004/05 2005/06 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
License and Permits $2.896.000 $3.370.000 $3.050.000
REVENUE BY FUND:
General
$3.050.000
26
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents approximately 2.6% of total City revenues and is comprised of
interest earnings on City funds, facility rents and concession payments on City-owned property,
assessment bond interest, and repayment oflong-term affordable housing loans.
Investment earnings are a function of the amount of excess cash available for investment and the
current interest rate.
2004/05 2005/06 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
Investment Earnings $1,025,000 $ 796,000 $ 973,000
Property Rentals 537,000 510,000 503,000
Loan Repayment 152.000 250.000 55.000
$1.714.000 $1.556.000 $1.531.000
REVENUE BY FUND:
General
Storm Drain
Sports Center
Resource Recovery
Blackberry Farm
Transportation
Housing & Community Development
Other Funds
$ 880,000
26,000
60,000
185,000
82,000
80,000
115,000
103.000
$1.531.000
27
REVENUE SUMMARY
Intergovernmental Revenues
Intergovernmental revenues comprise approximately 11.6% of the City's total revenues and
consist of State motor vehicle license fees (VLF), State gas tax, and various grants from federal,
state or county agencies. This revenue fluctuates widely depending on grant awards and
allocations.
The State borrowed $780,000 of vehicle license fees in 2003/04 with the promise to pay them
back in 2006. In 2005, the State "borrowed" property tax, sales tax and VLF with final payback
over an 18 month period. This "triple flip" has affected our cash flows and thus our interest
income. During fiscal year 2004/05, the State remitted an early payback of $885,000.
Cupertino became an entitlement city for housing and community development block grants,
which increased our grant allocation from $60,000 to almost $500,000 per year. In addition, our
two new major capital projects, the Stevens Creek Corridor Park and the Mary Avenue Bicycle
Overcrossing are primarily funded by grants.
2004/05 2005/06 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
Motor Vehicle in Lieu $4,941,000 $ 4,365,000 $4,585,000
Transportation 991,000 1,691,000 1,315,000
Stevens Creek Corridor CIP 52,000 3,225,000 0
Mary Avenue CIP 0 7,532,000 138,000
Housing & Community Development 202,000 435,000 398,000
Other/Grants 419.000 153.000 437.000
$6.335.000 $13.501.000 $6.873.000
REVENUE BY FUND:
General Fund
Transportation
Housing & Community Development
Capital Improvement Projects
$4,585,000
1,315,000
398,000
575.000
$6.873.000
28
REVENUE SUMMARY
Charges for Services
Due to the nature of the services provided, most of the activity in this category is accounted for
separately as enterprise funds. As such, the City attempts to recover the cost of the services
provided through user charges.
Charges for services, representing approximately 14.3% of total City revenues, are estimated to
be $8,503,000 for the 2006/07 fiscal year. With the opening of our new Sports Center and
expansion of our youth programs and the update of our building, planning and engineering fees,
this category has been one of our largest growing revenue sources.
2004/05 2005/06 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
Construction and Other Permits $1,207,000 $1,785,000 $1,200,000
Resource Recovery 2,421,000 2,150,000 2,150,000
Blackberry Farm Park/Golf Fees I, I 08,000 1,150,000 995,000
Cupertino Sports Center Fees 1,324,000 1,442,000 1,467,000
Recreation - Cultural, Youth and Teen,
Physical, Nature and Park Programs 2,168,000 2,165,000 2,125,000
Senior Center Classes, Excursions 474.000 542.000 566.000
$8.702.000 $9.234.000 $8.503.000
REVENUE BY FUND:
General
Resource Recovery
Blackberry Farm
Cupertino Sports Center
Recreation Programs
Senior Center
$1,200,000
2,150,000
995,000
1,467,000
2,125,000
566.000
$8.503.000
29
REVENUE SUMMARY
Fines and Forfeitures
Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have
slightly declined due to an enhanced signage effort by our Code Enforcement and Public Works
Departments
D
[9'Ni~w¡IJ
2004/05 2005/06 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
Fines $560,000 $550,000 $560.000
REVENUE BY FUND:
General
$560.000
30
REVENUE SUMMARY
Miscellaneous Revenues
Miscellaneous revenues consist of enviromnental management fees, property sales and other
revenue items that the City receives on a non-consistent basis from year-to-year. Revenues for
fiscal 2006/07 are budgeted at $2,336,000. Non-reoccurring revenues include the sale of surplus
property.
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
Developer Fees
Enviromnental Management
Sale of Property
Miscellaneous
$ 50,000
361,000
1,200,000
447.000
$ 50,000
365,000
2,423,000
362.000
$ 50,000
365,000
1,750,000
171.000
$2.058.000
$3.200.000
$2.336.000
REVENUE BY FUND:
General Fund
Storm Drain
Enviromnental Management
Other
$1,870,000
50,000
365,000
51.000
, $2.336.000
31
REVENUE SUMMARY
Interdepartmental Revenues
Interdepartmental revenues consist of interdepartmental service charges and operating transfers.
Interdepartmental service charges arise from the centralized administration of certain activities
the costs of which are allocated to the various City departments benefited. The City uses internal
service funds to account for the provision of these services and the related charges. Operating
transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are
recorded as non-operating revenues in the receiving fund and as non-operating expenditures in
the transferring fund.
Operating transfers of $10,070,000 are primarily due to the transfer of $3,535,000 in debt service
payments, $3,577,000 to fund capital projects, and $1,821,000 in GASB #34 retiree medical
benefit obligations.
2004/05 2005/06 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
Transfer of Funds $12,232,000 $9,458,000 $10,070,000
Interdepartmental Service Charges:
Insurance Premiums 194,000 338,000 356,000
Equipment Chargebacks 891,000 855,000 841,000
IT Chargebacks 717.000 717.000 883.000
$14.034.000 $11.368.000 $12.150.000
REVENUE BY FUND:
General Fund
Capital Improvement Fund
Transportation
Cupertino Facilities Corporation
Information Technology (IT)
Equipment Replacement
Workers' Compensation
Long-term Disability
Retiree Medical
$1,000,000
2,777,000
800,000
3,535,000
1,020,000
841,000
304,000
52,000
1.821.000
$12.150.000
32
REVENUE SUMMARY
State Revenue Raid
This category denotes the 2004/05 through 2006/07 negotiated League of California Cities'
agreement with the State. The League and Governor Schwarzenagger have agreed that the State
will take $619,000 and $623,313 for fiscal years 2004/05 and 2005/06 respectively in return for a
payback of $989,093 in fiscal year 2006/07 (79%). The State repaid the City $885,000 in 2005,
earlier than expected.
This raid of local revenue represents one-third sales tax, one-third property tax and one-third
vehicle license fees and is therefore segregated in this budget as a separate line item.
2004/05 * 2005/06* 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
State Revenue Raid $ ($619.000) ($623.000) $ 0
REVENUE BY FUND:
General
$Q
* Not restated for prior year revenue raids.
33
Summary of Employees
By Department
80.00
70.00
_._._~.-
--.---
60.00
50.00
40.00 -
30.00
10.00
0.00
2000/01
2001/02
2002/03
2004/05
2003/04
34
2005/06
2006/07
II CounciVCommissions
· Administration
· Public Information
· Adminiatrative Services
· Parks and Recreation
D Community Development
· Public Works
· Redevelopment Agency
NOTES
35
Employee Summary
Trend Analysis
Administration
The Administration Department has had minimal increases over the past six years. The
Community Outreach Coordinator was decreased to a half-time position in 2001-02, a half-time
clerk receptionist was added in 2002-03.
Administrative Services
From fiscal year 2000-01 to 2005-06 the Administrative Services Department has seen minimal
changes in staffing. The majority of the increase was due to the expansion of the IT Division
with the addition of a GIS Coordinator and an IT Assistant. The Finance Division increased an
Account Clerk position from a part-time to a full-time position to handle Business Licensing, and
a half-time clerk receptionist was added to the City Clerk's office in 2002-03.
Public Information
The staffing in the Public Information Department has remained constant over the past eight
years except for a 75% position that was taken to full time in 2001-02, and a Media Coordinator
position will be added in 2006-07.
Recreation Services
Recreation Services has increased staffing due to new programs from fiscal year 2000-0 I to
2005-061. A Maintenance Worker for Blackberry Farm, a Building Attendant for the Senior
Center and two Recreation Coordinators were added in fiscal year 2000-01. Changes for 2001-
02 included the reclassification of four positions from part-time to full-time due to increased
workload at the Quinlan Center, Senior Center, Blackberry Golf Course and Sports Center.
During 2002-03, greens maintenance was contracted out, moving three Maintenance Workers to
vacancies in the Public Works Department, two part-time positions were consolidated into a full
time, Assistant Golf Shop Attendant and a part-time position went to 75% time at the Senior
Center. Continued consolidation of contract maintenance efforts allowed for the reduction of
one (vacant) Maintenance Worker position at Blackberry Farm in 2004-05. In 2005-06 a Facility
Attendant was added to service the new Community Hall and in 2006-07 a Recreation
Coordinator was eliminated at Blackberry Farm.
Community Development
The Community Development Department has had variations in staffing over the past eight
years. In 2001-02, the department combined two part-time intern positions into a full-time
position to increase efficiency. In addition, during 2002-03 the Senior Building Inspector
position was vacated as a result of an internal promotion. For fiscal year 2006-07 an Economic
Development Manager (50%) will be added as well as a Counter Specialist.
36
Public Works
The Public Works Department has had minimal increases over the past six years. A Traffic
Engineer was eliminated and replaced with a City Architect in 2001-02 and an Assistant Director
of Public Works was added in 2002-03. The Facilities position count was increased in 2004-05
by one maintenance worker to support the additional maintenance workload required for the
library, new Community Hall and City Center Park.
Redevelopment Al!:encv (RDA)
The Val1co Redevelopment Project Area was approved and existing staff time is allocated each
year as appropriate. During fiscal year 2006-07, an Economic Development Manager (50%) will
be added.
37
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2000-0 I 2001-02 2002-03 2003-04
CITY COUNCIL/COMMISSIONS
City Council 0.20 0.20 0.40 0.40
Fine Arts Commission 0.10 0.10 0.10 0.10
Telecommunications Commission 0.05 0.05 0.05 0.05
Parks and Recreation Commission 0.10 0.10 0.10 0.10
Teen Commission 0.00 0.00 0.15 0.15
Housing Commission 0.05 0.05 0.00 0.00
0.50 0.50 0.80 0.80
ADMINISTRATION
City Manager 1.35 1.35 1.45 1.45
Community Outreach 0.75 0.50 0.50 0.50
City Attorney 2.75 2.75 2.75 2.70
4.85 4.60 4.70 4.65
PUBLIC INFORMATION
Community Relations 0.75 0.75 0.75 0.75
Cupertino Scene 0.40 0.40 0.40 0.40
Government Channel 3.00 3.00 3.25 3.25
City Website 0.00 0.00 0.00 0.00
4.15 4.15 4.40 4.40
ADMINISTRATIVE SERVICES
Administration 2.00 2.00 1.90 1.90
Accounting 3.75 4.50 4.40 4.40
Business Licensing 0.25 0.50 0.50 0.50
City Clerk 3.90 3.90 3.90 3.90
Duplicating and Printing 0.00 0.00 0.60 0.60
Human Resources 2.50 2.50 2.70 2.70
Insurance Administration 0.35 0.35 0.30 0.30
Code Enforcement 3.15 3.15 3.00 3.00
Information Technology 2.00 3.00 3.00 3.00
17.90 19.90 20.30 20.30
PARKS AND RECREATION
Administration 1.90 1.90 1.90 1.90
Cultural Programs 6.25 8.00 6.50 7.00
Youth and Teen Services 2.00 3.50 3.35 3.35
Sports and Physical Recreation 4.00 5.00 5.50 5.50
Senior Programs 6.00 6.75 7.50 7.50
Blackberry Farm 8.50 10.00 7.88 7.88
28.65 35.15 32.63 33.13
38
2004-05 2005-06 2006-07
0.40 0.40 0.40
0.10 0.10 0.10
0.05 0.05 0.05
0.10 0.10 0.10
0.15 0.15 0.15
0.00 0.00 0.00
0.80 0.80 0.80
1.50 1.50 1.40
0.50 0.50 0.50
2.70 2.70 2.40
4.70 4.70 4.30
0.75 0.75 0.75
0.40 0.40 0.40
2.25 2.25 3.40
1.00 1.00 1.00
4.40 4.40 5.55 .
1.95 1.95 1.95
4.40 4.40 4.40
0.50 0.50 0.50
3.90 3.90 3.90
0.60 0.60 0.60
2.70 2.70 2.70
0.30 0.30 0.30
3.00 3.00 3.30
3.00 3.00 4.00
20.35 20.35 21.65
1.90 1.90 1.90
7.00 7.00 7.55
3.35 3.35 3.35
5.50 5.50 5.50
7.50 7.50 7.70
6.88 6.88 5.98
32.13 32.13 31.98
39
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2000-0 I 2001-02 2002-03 2003-04
COMMUNITY DEVELOPMENT
Administration 1.49 1.49 1.49 1.49
Planning 5.96 6.96 6.96 6.96
Housing Services 1.00 1.00 0.90 0.90
Building 10.50 10.50 11.40 11.40
18.95 19.95 20.75 20.75
PUBLIC WORKS
Administration 2.00 2.00 3.00 3.00
Environmental Management 2.35 2.35 2.57 2.42
Engineering Services 4.75 5.75 5.75 5.75
Service Center 2.20 2.20 2.20 2.20
Grounds 18.50 18.50 18.40 18.40
Streets 22.35 22.35 22.55 22.70
Facilities 7.40 7.40 7.30 7.30
Transportation 5.35 5.35 4.35 4.35
General Services 4.10 4.10 4.10 4.10
69.00 70.00 70.22 70.22
REDEVELOPMENT AGENCY 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00
TOTAL PERMANENT, BENEFITED POSITIONS 131.75 138.00 144.00 153.80
40
2004-05 2005-06 2006-07
1.49 1.49 1.49
7.04 7.04 8.13
0.90 0.90 0.81
11.40 11.40 11.90
20.83 20.83 22.33
3.00 3.00 3.00
3.27 3.27 3.27
5.75 5.75 5.75
2.20 2.20 2.20
18.40 18.40 18.40
22.45 22.45 22.45
7.60 7.60 7.60
4.35 4.35 4.35
4.20 4.20 4.20
71.22 71.22 71.22
0.32 0.32 0.92
0.32 0.32 0.92
154.75 154.75 158.75
41
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
GENERAL FUND
Beginning Balance at July 1 $ 18,314 $ 17,543 $ 15,137 $ 13,367 $ 10,464 $ 8,590
Operating Activity:
Estimated Operating Revenues 33,223 33,853 35,302 35,949 37,618 38,829
Use of Public Access Reserve 50 50 50 50 50 50
Estimated Operating Expenditures (29,983) (29,989) (31,040) (32,452) (33,670) (35,246)
Net Operating Activity 3,290 3,914 4,312 3,547 3,998 3,633
Debt Service (3,548) (3,535) (3,538) (3,534) (3,536) (3,532)
Net Operating Activity after debt (258) 379 774 13 462 101
Transfers Out to Other Funds:
MIS Fund (220) (137) (220) (220) (220) (220)
Retiree Medical - GASB #34 (1,763) (1,821) (1,882) (1,946) (2,013) (2,082)
Equipment Fund 0 0 (50) (50) (50) (50)
Net Income for CIP ProjectslReserves (2,241) (1,579) (1,378) (2,203) (1,821) (2,251)
One Time Revenues:
Enterprise Funds (Sports CenterlRec Prog) 353 0 0 0 0 0
Sale of Property 2,423 1,750 0 0 0 0
Park Dedication 634 500 400 300 200 100
Resource RecoverylRDA Payback 500 500 500 0 597 0
Income for CIP ProjectslReserves 1,669 1,171 (478) (1,903) (1,024) (2,151)
Proposed CIP Projects:
Capital Projects (430) (2,527) (500) (250) 0 (75)
Mary Ave Bicycle Footbridge (755) (250) 0 0 0 0
Transportation Projects & Operations (1,255) (800) (792) (750) (850) (860)
(2,440) (3,577) (1,292) (1,000) (850) (935)
Ending Balance June 30 17,543 15,137 13,367 10,464 8,590 5,504
Reserve: Policy
Capital Improvement Projects $5,000 5,000 2,477 1,585 0 0 0
PERS Reserve 1,001 1,000 1,000 1,000 0 0 0
Economic Uncertainty I 2,500 4,043 4,160 3,282 2,964 1,090 0
Economic Uncertainty II 7,500 7,500 7,500 7,500 7,500 7.500 5,504
$16,000 17,543 15,137 13,367 10,464 8,590 5,504
42
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
SPECIAL REVENUE FUNDS
STORM DRAIN
Beginning Balance at July I $ 1,156 $ 125 $ 93 $ 94 $ 96 $ 98
Estimated Operating Revenues 75 276 76 77 77 78
Estimated Operating Expenditures (176) (105) (75) (75) (75) (75)
Capital Projects (930) (203) 0 0 0 0
Ending Balance at June 30 $ 125 $ 93 $ 94 $ 96 $ 98 $ 101
PARK DEDICA TlON TAX
Beginning Balance at July I $ 182 $ 8 $ 8 $ 108 $ 308 $ 608
Estimated Operating Revenues 634 500 500 500 500 500
Estimated Operating Expenditures 0 0 0 0 0 0
Net Operating Activity 634 500 500 500 500 500
Operating Transfers Out - General Fund (634) (500) (400) (300) (200) (100)
Capital Projects - McClellanlPortal (174) 0 0 0 0 0
Ending Balance at June 30 $ 8 $ 8 $ 108 $ 308 $ 608 $ 1,008
ENVIRONMENTAL MANAGEMENT
Beginning Balance at July I $ 163 $ 115 $ 90 $ 86 $ 82 $ 78
Estimated Operating Revenues 366 366 366 366 366 366
Estimated Operating Expenditures (414) (391) (370) (370) (370) (370)
Ending Balance at June 30 $ 115 $ 90 $ 86 $ 82 $ 78 $ 74
TRANSPORTATlON
Beginning Balance at July I $ 2,163 $ 251 $ 212 $ 150 $ 54 $ 35
Estimated Operating Revenues 1,273 1,295 1,305 1,306 1,319 1,331
Grants/Other Income 468 150 327 0 0 0
Operating Transfers In - General Fund/CIP 1,255 800 792 750 850 860
Estimated Operating Expenditures (928) (834) (866) (902) (938) (976)
Net Operating Activity 2,068 1,411 1,558 1,154 1,231 1,215
Capital Projects (3,980) (1,450) (1,620) (1,250) (1,250) (1,250)
Ending Balance at June 30 $ 251 $ 212 $ 150 $ 54 $ 35 $ 0
43
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July I $ 2,577 $ 1,726 $ 1,827 $ 1,885 $ 1,890 $ 1,866
Estimated Operating Revenues 785 763 765 740 740 740
Estimated Operating Expenditures (1,636) (662) (707) (735) (764) (793)
Ending Balance at June 30 $ 1,726 $ 1,827 $ 1,885 $ 1,890 $ 1,866 $ 1,813
V ALLCO REDEVELOPMENT
Beginning Balance at July I (222) (336) (463) (594) 115 230
Estimated Operating Revenues 88 90 90 941 975 1,000
Estimated Operating Expenditures (202) (217) (221) (232) (263) (316)
Operating Transfers Out - General Fund 0 0 0 0 (597) 0
Ending Balance at June 30 $ (336) $ (463) $ (594) $ 115 $ 230 $ 914
44
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Beginning Balance at July I $ 23 $ 23 $ 23 $ 23 $ 23 $ 23
Operating Transfers In 3,548 3,535 3,538 3,534 3,536 3,532
Debt Service Payments (3,548) (3,535) (3,538) (3,534) (3,536) (3,532)
Ending Balance at June 30 $ 23 $ 23 $ 23 $ 23 $ 23 $ 23
TRAFFIC IMPACT
Beginning Balance at July I $ 118 $ 114 $ 116 $ 112 $ 112 $ 86
Estimated Operating Revenues 36 38 35 37 9 0
Debt Service Payments (40) (36) (39) (37) (35) (37)
Ending Balance at June 30 $ 114 $ 116 $ 112 $ 112 $ 86 $ 49
V ALLCO 1974 ASSESSMENT DISTRICT
Beginning Balance at July I $ 120 $ 120 $ 0 $ 0 $ 0 $ 0
Estimated Operating Revenues 0 0 0 0 0 0
Debt Service Payments 0 (120) 0 0 0 0
Ending Balance at June 30 $ 120 $ 0 $ 0 $ 0 $ 0 $ 0
45
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT
Beginning Balance at July I $ 1,583 $ 0 $ 0 $ 0 $ 0 $ 0
Operating Transfers In 390 2,027 0 250 0 75
Prior Year Grants 53 0 0 0 0 0
GrantslOther Income 45 112 0 0 0 0
Capital Projects (2,071) (2,139) 0 (250) 0 (75)
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CIVIC CENTER & LffiRARY
Beginning Balance at July I 2 0 0 0 0 0
Donations 105 0 0 0 0 0
Operating Transfers In 40 0 0 0 0 0
Transfers Out-FF&E Loan Payback (50) 0 0 0 0 0
Capital Projects (97) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CALI MILL PLAZA
Beginning Balance at July I 3 0 0 0 0 0
Operating Transfers Out (3) 0 0 0 0 0
Capital Projects 0 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
46
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
CAPITAL PROJECT FUNDS
STEVENS CREEK CORRIDOR PARK
Beginning Balance at July I 727 0 0 0 0 0
Grants/Other Income 1,652 0 0 0 0 0
Prior Year Grants Authorized 1,573 0 0 0 0 0
Operating Transfers In - General Fund 0 500 500 0 0 0
Capital Projects (3,952) (500) (500) 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
MARY A VENUE BICYCLE FOOTBRIDGE
Beginning Balance at July I $ 445 $ 0 $ 0 $ 0 $ 0 $ 0
Prior Year Grants Authorized 5,367 0 0 0 0 0
Federal and State Grants/Other Income 2,165 138 0 0 0 0
Operating Transfers In - General Fund 755 250 0 0 0 0
Capital Projects (8,732) (388) 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
47
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July 1 $ 5,716 $ 4,963 $ 4,193 $ 3,269 $ 2,777 $ 2,235
Estimated Operating Revenues 2,325 2,435 2,415 2,461 2,529 2,600
Estimated Operating Expenditures (2,798) (2,730) (2,839) (2,953) (3,071) (3,194)
Net Operating Activity (473) (295) (424) (492) (542) (594)
Loan Payback 220 25 0 0 0 0
Operating Transfers Out--General Fund (500) (500) (500) 0 0 0
Ending Balance at June 30 $ 4,963 $ 4,193 $ 3,269 $ 2,777 $ 2,235 $ 1,641
BLACKBERRY FARM
Beginning Balance at July 1 $ 11 $ (138) $ (302) $ (302) $ (194) $ (68)
Estimated Operating Revenues 1,237 1,078 722 1,312 1,336 1,360
Estimated Operating Expenditures (1,386) (1,242) (722) (1,204) (1,210) (1,215)
Net Operating Activity (149) (164) 0 108 126 145
Operating Transfer In- General Fund 0 0 0 0 0 0
Ending Balance at June 30 $ (138) $ (302) $ (302) $ (194) $ (68) $ 77
CUPERTINO SPORTS CENTER
Beginning Balance at July I $ 203 $ 73 $ 141 $ 169 $ 200 $ 224
Estimated Operating Revenues 1.649 1,527 1,595 1,651 1,708 1,768
Estimated Operating Expenditures (1,679) (1,459) (1,567) (1,620) (1,684) (1,752)
Net Operating Activity (30) 68 28 31 24 16
Operating Transfer Out--General Fund (100) 0 0 0 0 0
Ending Balance at June 30 $ 73 $ 141 $ 169 $ 200 $ 224 $ 240
48
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
ENTERPRISE FUNDS
RECREATION PROGRAMS
Beginning Balance at July 1 $ 95 $ (10) $ 148 $ 291 $ 416 $ 523
Estimated Operating Revenues 2,180 2,145 2,209 2,274 2,342 2,412
Estimated Operating Expenditures (2,085) (1,987) (2,066) (2,149) (2,235) (2,325)
Net Operating Activity 95 158 143 125 107 87
Operating Transfers Out (200) 0 0 0 0 0
Ending Balance at June 30 $ (10) $ 148 $ 291 $ 416 $ 523 $ 610
SENIOR CENTER
Beginning Balance at July I $ 4 $ 8 $ 8 $ 8 $ 8 $ 8
Estimated Operating Revenues 545 568 585 602 620 639
Estimated Operating Expenditures (541) (568) (585) (602) (620) (639)
Net Operating Activity 4 0 0 0 0 0
Operating Transfer In 0 0 0 0 0 0
Ending Balance at June 30 $ 8 $ 8 $ 8 $ 8 $ 8 $ 8
49
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Beginning Balance at July I $ 1,010 $ 934 $ 952 $ 1,019 $ 1,070 $ 1,103
Estimated Operating Revenues 735 903 921 939 957 976
Estimated Operating Expenditures (726) (821) (854) (888) (924) (960)
Net Operating Activity 9 82 67 51 33 16
Operating Transfers In 220 137 220 220 220 220
Depreciation Reserve 80 99 80 80 80 80
Capital Outlay - New & Replacement (385) (300) (300) (300) (300) (300)
Ending Balance at June 30 $ 934 $ 952 $ 1,019 $ 1,070 $ 1,103 $ 1,119
WORKERS' COMPENSATION
Beginning Balance at July I $ 156 $ 156 $ 195 $ 231 $ 264 $ 295
Estimated Operating Revenues 315 329 338 347 357 367
Estimated Operating Expenditures (315) (290) (302) (314) (326) (339)
Ending Balance at June 30 $ 156 $ 195 $ 231 $ 264 $ 295 $ 323
EQUIPMENT
Beginning Balance at July 1 $ 1,367 $ 1,375 $ 1,410 $ 1,437 $ 1,456 $ 1,467
Estimated Operating Revenues 870 876 902 929 957 986
Estimated Operating Expenditures (862) (841) (875) (910) (946) (984)
Net Operating Activity 8 35 27 19 11 2
Operating Transfer ¡n--General Fund 0 0 50 50 50 50
Depreciation Reserve 34 298 125 125 125 125
Capital Outlay - New & Replacement (34) (298) (175) (175) (175) (175)
Ending Balance at June 30 $ 1,375 $ 1,410 $ 1,437 $ 1,456 $ 1,467 $ 1,469
LONG-TERM DISABILITY
Beginning Balance at July 1 $ 14 $ 13 $ 21 $ 30 $ 39 $ 49
Estimated Operating Revenues 43 52 55 57 59 61
Estimated Operating Expenditures (44) (44) (46) (48) (49) (51)
Ending Balance at June 30 $ 13 $ 21 $ 30 $ 39 $ 49 $ 59
50
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
INTERNAL SERVICE FUNDS
RETIREE MEDICAL INSURANCE
Beginning Balance at July I $ 2,321 $ 3,489 $ 4,660 $ 5,774 $ 6,858 $ 7,916
Estimated Operating Revenues 1,763 1,821 1,882 1,946 2,013 2,082
Estimated Operating Expenditures (595) (650) (768) (862) (955) (1,054)
Ending Balance at June 30 $ 3,489 $ 4,660 $ 5,774 $ 6,858 $ 7,916 $ 8,944
51
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thonsands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
GENERAL
TAXES:
Property Tax 4,260 4,157 4,620 4,850 5,044 5,246 5,456 5,674
Sales Tax 9,222 9,150 9,650 10,400 11,816 12,289 13,280 13,811
Transient Occupancy Tax 1,791 1,730 2,100 2,226 2,337 2,182 2,269 2,360
Utility Users Tax 2,706 2,675 2,675 2,392 2,488 2,587 2,691 2,771
Franchise Fees 2,217 2,300 2,200 2.200 1,800 1,800 1,836 1,873
Other Taxes 1,371 1,350 1,550 1,390 1,432 1,475 1,519 1,564
21,567 21,362 22,795 23,458 24,917 25,578 27,051 28,054
LICENSES AND PERMITS 2,896 2,800 3,370 3,050 2,959 2,811 2,811 2,811
USE OF MONEY AND PROPERTY:
Invesbnent Earnings 595 600 500 510 520 531 541 552
Property Rentals 365 475 365 370 377 385 393 400
960 1,075 865 880 898 916 934 953
INTERGOVERNMENTAL:
Motor Vehicle License In-Lieu 4.527 3,450 4.040 4.220 4,300 4,450 4,610 4,780
Grants 228 125 225 180 180 180 180 180
Other Intergovernmental 186 100 100 185 185 185 185 185
4,941 3,675 4,365 4,585 4,665 4,815 4,975 5,145
CHARGES FOR SERVICES:
Zoning and Planning Fees 563 510 910 500 485 461 461 461
Engineering Fees 683 675 775 600 582 553 553 553
Other Service Charges (39) 100 100 100 104 108 112 117
1,207 1,285 1,785 1,200 1,171 1,122 1,126 1,131
FINES AND FORFEITURES 560 625 550 560 571 583 594 606
MISCELLANEOUS 171 100 116 120 122 125 127 130
STATE TAKE AWAY (sales/ property/VLF) (619) (623) (623) 0 0 0 0 0
Subtotal 31,683 30,299 33,223 33,853 35,302 35,949 37,618 38,829
TRANSFERS IN/OTHER REVENUES
Sale ofproperty 1,200 1.500 2,423 1,750 0 0 0 0
Park Dedication Tax 1,723 500 634 500 400 300 200 100
Resource RecoverylRDA Loan Payback 500 500 500 500 500 0 597 0
Loan Prepayment - Kilian 330 0 0 0 0 0 0 0
Leadership Program 8 0 0 0 0 0 0 0
Library/Cali Mill CIP savings 0 300 53 0 2 0 0 0
Sports Center 0 100 100 0 0 0 0 0
Recreation Programs 208 200 200 0 0 0 0 0
Total General Fund 35,652 33,399 37,133 36,603 36,204 36,249 38,415 38,929
52
REVENUE ESTIMATE
Adopted Revised
Actual Bndget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
SPECIAL REVENUE FUNDS
STORM PRAlN
Investment Earnings 30 25 25 26 26 27 27 28
Tax 50 50 50 50 50 50 50 50
Water District cost share 0 0 0 200 0 0 0 0
80 75 75 276 76 77 77 78
PARK DEDICATION TAX
Park Dedication Tax 1,726 500 634 500 500 500 500 500
1,726 500 634 500 500 500 500 500
ENVIRONMENTAL MANAGEMENT
Investment Earnings I 1 1 1 I I 1 I
Fees 361 374 365 365 365 365 365 365
362 375 366 366 366 366 366 366
TRANSPORT AnON
Investment Earnings 76 50 50 80 70 50 50 50
Operating Transfers In - General Fund 750 755 1.255 800 792 750 850 860
Traffic Congestion Relief - Proposition 42 0 0 223 200 210 221 223 225
Federal and State Grants 0 330 468 100 327 0 0 0
Other Revenues 0 0 0 50 0 0 0 0
Gasoline Tax 991 1,000 1,000 1.015 1,025 1,035 1,046 1,056
1,817 2,135 2,996 2,245 2,424 2,056 2,168 2,191
HOUSING & COMMUNITY DEVELOPMENT
Investment Earnings & Rent 18 20 20 85 85 85 85 85
Grants 202 435 435 398 400 400 400 400
Loan Repayments 32 30 30 30 30 30 30 30
Housing Mitigation Fees 255 200 300 250 250 225 225 225
Transfer In to Separate BMR from Gen Fd 721 0 () 0 0 0 0 0
1,228 685 785 763 765 740 740 740
V ALLCO REDEVELOPMENT
Property Assessment 19 60 88 90 90 941 975 1.000
19 60 88 90 90 941 975 1,000
53
REVENUE ESTIMATE
Adopted Revised
Aetual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings 1 0 0 0 0 0 0 0
Operating Transfer In 3.547 3,548 3,548 3,535 3,538 3,534 3.536 3,532
3,548 3,548 3,548 3,535 3,538 3,534 3,536 3,532
TRAFFIC IMPACT
Investment Earnings 0 1 1 0 0 0 0 0
Property Assessment 39 35 35 38 35 37 9 0
39 36 36 38 35 37 9 0
54
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thons8nds)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT
Operating Transfers In 447 340 390 2.027 0 250 0 75
Prior Year Grant Receipts 0 0 53 0 0 0 0 0
Grants/Other Income 146 45 45 112 0 0 0 0
593 385 488 2,139 0 250 0 75
CIVIC CENTER & LIBRARY
Miscellaneous 40 0 0 0 0 0 0 0
Donations 236 0 105 0 0 0 0 0
Operating Transfers In 0 0 40 0 0 0 0 0
276 0 145 0 0 0 0 0
STEVENS CREEK CORRIDOR PARK
Operating Transfers In 721 0 0 500 500 0 0 0
Prior Year Grants Authorized 0 0 1,573 0 0 0 0 0
Grants/Other Income 52 1,652 1,652 0 0 0 0 0
773 1,652 3,225 500 500 0 0 0
MARY A VENUE BICYCLE FOOTBRIDGE
Operating Transfers In from Genera] Fund 0 255 755 250 0 0 0 0
Prior Year Grants Authorized 0 0 5,367 0 0 0 0 0
Federal and State Grants 0 2,165 2,165 138 0 0 0 0
0 2,420 8,287 388 0 0 0 0
55
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
ENTERPRISE FUNDS
RESOURCE RECOVERY
Investment Earnings 173 120 120 160 150 150 150 150
Charges for Services 2,421 2,450 2,150 2,150 2,215 2.281 2,349 2,420
Loan Payback for FF&E 120 120 220 25 0 0 0 0
Grants 3 20 55 125 50 30 30 30
2,717 2,710 2,545 2,460 2,415 2,461 2,529 2,600
BLACKBERRY FARM
Investment Earnings 6 2 2 2 2 2 2 2
Rent 111 80 80 80 80 120 120 120
Charges for Services 1,108 1.150 1,150 995 640 1,190 1,214 1,238
Miscellaneous 0 5 5 I 0 0 0 0
1,225 1,237 1,237 1,078 722 1,312 1,336 1,360
SPORTS CENTER
Investment Earnings 9 7 7 7 8 9 10 11
Rent 61 65 65 53 70 72 74 78
Tennis Program 1,040 1.100 1,142 1,150 1,185 1,220 1,257 1,294
Membership 284 300 300 317 333 349 367 385
Other Revenue 0 0 135 0 0 0 0 0
1,394 1,472 1,649 1,527 1,595 1,651 1,708 1,768
RECREATION PROGRAMS
Investment Earnings 25 15 15 20 20 20 20 20
Culture Programs 373 385 385 375 386 398 410 422
Youth and Teen Programs 715 780 780 775 798 822 847 872
Physical Programs 1,080 1,000 1,000 975 1,004 1,034 1,065 1.097
2,193 2,180 2,180 2,145 2,209 2,274 2,342 2,412
SENIOR CENTER
Investment Earnings 2 2 2 2 2 2 2 2
Charges for Services 474 500 542 566 583 600 618 637
Miscel1aneous 0 1 1 0 0 0 0 0
476 503 545 568 585 602 620 639
56
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Investment Earnings 25 18 18 20 20 20 20 20
Service Charges 717 717 717 883 901 919 937 956
Operating Transfers In 120 220 220 137 220 220 220 220
862 955 955 1,040 1,141 1,159 1,177 1,196
WORKERS' COMPENSATION
Investment Earnings 28 20 20 25 25 25 25 25
Operating Transfers In 300 0 0 0 0 0 0 0
Premiums 149 295 295 304 313 322 332 342
477 315 315 329 338 347 357 367
EQUIPMENT
Investment Earnings 36 15 15 35 36 37 38 39
Service Charge 891 855 855 841 866 892 919 947
Operating Transfers In 0 0 0 0 50 50 50 50
927 870 870 876 952 979 1,007 1,036
LONG TERM DISABILITY
Investment Earnings 0 2 0 0 1 1 I I
Premiums 45 50 43 52 54 56 58 60
45 52 43 52 55 57 59 61
RETIREE MEDICAL
Operating Transfers In ITom General Fund 2,857 595 1,763 1,821 1,882 1,946 2,013 2,082
57
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousauds)
2004-65 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
GENERAL
COUNCIL AND COMMISSIONS:
1000 City Council 172 195 195 220 229 238 247 257
1031 Telecommunications Commission 59 63 63 65 67 70 73 76
1040 Library Commission 0 121 121 121 126 131 136 142
1042 Fine Arts Commission 11 13 13 14 15 15 16 16
1060 Recreation Commission 8 10 10 10 II II 12 12
1065 Teen Commission 13 16 16 15 16 16 17 18
1067 Senior Commission 0 I I I I I I 1
1070 Planning Commission 13 21 21 24 25 26 27 28
276 439 439 470 489 508 529 550
ADMINISTRATION:
1200 City Manager 308 330 330 350 364 379 394 410
1201 Community Outreach 50 47 47 57 60 62 64 67
1300 City Manager Discretionary Fund 4 15 32 20 20 20 20 20
362 392 409 427 444 461 478 496
1500 CITY ATTORNEY 524 513 513 524 545 567 590 613
2100 LAW ENFORCEMENT 6,145 6,969 7,177 7,269 7,632 8,014 8,414 8,835
PUBLIC INFORMATION:
3300 Community Relation & Information 154 184 184 161 168 175 182 189
3350 City 50th Anniversary 24 57 57 23 25 26 27 28
3400 Cupertino Scene 100 99 129 105 109 113 118 123
3500 Government Channel 324 319 383 435 453 471 490 509
3501 Gov't Channel--Special Project 47 48 48 49 51 53 55 57
3600 City Web Site 109 127 127 137 143 148 154 161
758 834 928 910 948 986 1,025 1,066
ADMINISTRATIVE SERVICES:
4000 Administration 289 316 316 331 344 358 372 387
40 10 Leadership Cupertino 0 0 0 22 22 22 22 22
4100 Accounting 608 687 687 740 769 800 832 865
4200 Business Licenses 39 41 41 42 44 46 47 49
4300 City Clerk 458 475 489 509 529 550 572 595
4310 Duplicating and Postage 163 218 233 211 220 228 238 247
4330 Elections 59 300 304 215 0 150 0 150
4400 Disaster Preparedness 144 103 151 87 91 94 98 102
4510 Human Resources 426 486 496 524 544 566 589 612
4511 Human Resources Litigation I 30 63 25 26 27 28 29
4530 Code Enforcement 502 589 589 643 668 695 723 752
4540 Insurance Administration 443 710 950 670 868 903 939 976
4600 Neighborhood Watch 0 0 28 34 35 37 38 39
3,132 3,954 4,345 4,052 4,161 4,476 4,498 4,828
58
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (In thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
GENERAL (cont)
RECREATION SERVICE:
6100 Recreation Administration 236 263 263 285 296 308 321 333
Quinlan Community Center-Cultural:
6200 Supervision 444 474 474 460 479 498 518 538
6230 Community Hall Operation 4 19 27 27 28 29 30 32
6248 Cultural Programs 25 52 52 47 48 50 52 55
6265 Quinlan Community Center 255 279 283 297 309 321 334 347
Monta Vista Recreation Center-Youth:
6300 Administration 210 261 261 278 289 300 312 325
6342 Youth Programs 33 40 40 40 41 43 44 46
6343 Teen Programs 10 13 12 13 13 14 14 15
6344 Teen Center 55 64 69 69 71 74 77 80
6360 Menta Vista Recreation Center 6 13 13 13 14 14 15 15
Cupertino Sports Center-Physica1!Recreation
6400 Supervision 217 231 231 237 247 257 267 278
6445 Creekside Park 6 12 12 9 9 9 10 10
6448 Fourth of July 54 68 68 68 71 74 77 80
Senior Center:
6500 Senior Adult Programs 464 494 495 530 551 573 596 620
6529 Senior Center Case Manager 31 48 48 52 54 56 59 61
6647 Nature Programs 71 78 81 86 90 94 97 101
2,121 2,407 2,427 2,509 2,610 2,714 2,823 2,936
COMMUNITY DEVELOPMENT:
7200 Planning Administration 206 234 234 305 317 330 343 357
7301 Current Planning 558 735 737 785 817 850 884 919
7302 Mid and Long Range Planning 231 262 275 298 310 322 335 348
7305 Annexations/Saratoga Creek Boundary 0 0 15 12 12 0 0 0
7306 Economic Development 3 15 15 103 107 III 115 120
730x North Va1100 Study 0 0 0 100 0 0 0 0
7406 Human Service Grants 40 40 40 40 40 40 40 40
7501 General Building 352 529 549 662 688 716 745 774
7502 Construction Plan Checking 853 602 1.322 718 747 776 808 840
7503 Building Code Enforcement 433 531 638 655 681 708 736 766
7504 Building Abatements 0 25 75 25 25 25 25 25
2,676 2,974 3,899 3,703 3,744 3,878 4,031 4,189
59
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in tbousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
PUBLIC WORKS:
Administration:
8001 Public Works Administration 426 480 480 489 509 529 551 573
8005 Environmental Management 145 147 148 140 145 151 157 164
Engineering:
810 I Engineering Design 600 755 772 749 779 810 843 876
8102 Inspection Service 119 127 127 130 135 141 146 152
Service Center Administration:
8201 Public Works Supervision 827 825 825 857 891 927 964 1,003
Grounds:
8302 McClellan Rancb Park 38 42 42 44 45 47 49 51
8303 Memorial Park 475 543 547 558 581 604 628 653
8304 City Center Park 26 27 27 0 0 0 0 0
8312 School Site Maintenance 431 510 510 544 565 588 611 636
8314 Neighborhood Parks 654 857 878 942 980 1,019 1,060 1,102
8315 Sports FicldslJnllyman/Creekside 320 368 408 472 491 511 531 552
8321 Civic Center Maintenance 112 140 140 165 171 178 185 193
Streets:
8402 Street Cleaning 84 79 79 59 61 64 66 69
8406 Graffiti Removal 39 61 61 54 56 59 61 63
8407 Overpasses & Medians Maintenance 574 636 636 763 794 825 859 893
8408 Street Trees Maintenance 449 545 550 564 587 610 634 660
8409 Elmwood Program 215 241 241 291 303 315 328 341
Facilities:
8501 City Hall 399 459 466 455 473 492 512 532
8501 City Hall Remodel 0 0 0 60 0 0 0 0
8502 Library 216 193 221 206 215 223 232 241
8503 Service Center 224 245 273 299 311 323 336 350
8504 Quinlan Community Center 312 390 393 366 381 396 412 428
8505 Senior Center 150 183 183 163 169 176 183 190
8506 McClellan Ranch 42 52 52 59 61 64 66 69
8507 Monta Vista 91 100 100 97 101 105 110 114
8508 Wilson 16 28 36 25 26 27 28 29
8509 Portal 26 32 32 30 32 33 34 35
8511 Creekside 60 62 62 57 60 62 65 67
8512 Community Hall 38 116 116 154 160 167 174 180
8513 Teen Center 24 32 32 27 28 29 31 32
8830 Street Lighting 380 397 454 436 454 472 491 511
Traffic Management:
8601 Traffic Engineering 248 425 442 454 472 452 470 489
8602 Traffic Signal Maintenance 318 462 515 413 430 447 465 483
8,075 9,559 9,846 10,125 10,467 10,847 11,281 11,733
Operating Expenditures 24,067 28,042 29,983 29,989 31,040 32,452 33,670 35,246
Operating Transfers Out:
0100 Debt Service Obligations 3,547 3.548 3,548 3,535 3,538 3.534 3,536 3,532
0100 Capital Projects 447 340 430 2,527 500 250 0 75
0100 Transportation Projects & Maintenance 750 755 1,255 800 792 750 850 860
01 00 Mary Ave. Bicycle Fonthridge 0 255 755 250 0 0 0 0
0100 LeadershiplWorkers Comp/BMR \.021 0 0 0 0 0 0 0
0100 Equipment Fund 0 0 0 0 50 50 50 50
0100 Management Infonnation 120 220 220 137 220 220 220 220
0100 Retiree Medical 2.857 595 1,763 1,821 1.882 1,946 2,013 2.082
Non-operating Expenditures 8,742 5,713 7,971 9,070 6,982 6,750 6,669 6,819
TOTAL GENERAL FUND 32,809 33,755 37,954 39,059 38,022 39,202 40,339 42,065
60
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Bndget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
SPECIAL REVENUE FUNDS
STORM DRAIN
9612 Minor Stann Drain Improvements 41 142 176 105 75 75 75 75
9620 CIP - Minor Stonn Drain Projects 10 0 930 203 0 0 0 0
50 142 1,106 308 75 75 75 75
PARK PEDlCATlON TAX
0100 Operating Transfers to General Fund 1,723 500 634 500 400 300 200 100
9107 CIP - McClellan Ranch Improvements 38 0 174 0 0 0 0 0
1,761 500 808 500 400 300 200 100
ENVIRONMENTAL MANAGEMENT
8004 Non Point Source 333 394 414 391 370 370 370 370
333 394 414 391 370 370 370 370
TRANSPORTATION
8403 Sidewalk, Curb and Gutter Main! 498 148 286 160 166 173 180 187
8404 Street Pavement Maintenance 264 246 250 262 272 283 295 307
8405 Street SignsIMarkings 406 392 392 412 428 446 463 482
9430 CIP - Stevens Cyn Rd Widening 10 0 52 0 0 0 0 0
9432 CIP - HmsteadÆarranca Signal Modif 56 0 0 0 0 0 0 0
9435 CIP - Neighborhood Traffic Calming 0 0 5 50 0 0 0 0
9436 CIP - Stevens Crk Trail Bike Facilities 0 0 30 0 0 0 0 0
9443 CIP - Bollinger Bike LanelCalabzas Cr Brd 36 0 166 0 0 0 0 0
9447 CIP - Mary Ave CrosswalklParking 0 0 107 0 0 0 0 0
9451 CIP - Curb, Gutter and Sidewalk Repairs 0 500 500 500 500 500 500 500
9450 CIP - Pavement Management 285 1,085 2,741 750 1.119 750 750 750
9531 CIP - Ramp Meter Signal 280/85 0 0 300 0 0 0 0 0
9532 CIP - 851Stevens Crk Traffic Signal Modif 0 0 49 0 0 0 0 0
9701 CIP - Sidewalk Gaps Unimproved Areas 0 0 30 0 0 0 0 0
9xxx CIP - Rancho Rinconada Street Study 0 0 0 100 0 0 0 0
9xxx CIP - City Monument Signs 0 0 0 50 0 0 0 0
1,555 2,372 4,908 2,284 2,486 2,152 2,188 2,226
HOUSING & COMMUNITY DEVELOPMENT
7401 General Administration 85 87 89 83 86 90 93 97
7402 Rehab Loans & Administration 62 0 411 I 20 20 20 20
7404 Public Service Grants/AfTordable Housing 117 348 377 347 361 375 390 406
7405 Below Market Rate Housing 158 387 759 231 240 250 260 270
422 823 1,636 662 707 735 764 793
V ALLCO REDEVELOPMENT
0100 Operating Transfers to General Fund 0 0 0 0 0 0 597 0
7304 Valleo Redevelopment Project Area 62 57 202 217 221 232 263 316
62 57 202 217 221 232 860 316
61
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
5301 Principal 1,245 1,295 1,295 1,295 1,355 1,415 1.460 1,500
5301 Interest + Fees 2,290 2,253 2,253 2,240 2,183 2,119 2,076 2.032
3,535 3,548 3,548 3,535 3,538 3,534 3,536 3,532
TRAFFIC IMPACT
5306 Principal 30 25 25 25 30 30 30 35
5306 Interest + Fees 5 15 15 II 9 7 5 2
35 40 40 36 39 37 35 37
V ALLCO 1974 ASSESSMENT DISTRICT
5304 District 74-3 Maintenance 0 0 0 117 0 0 0 0
5305 District 74-4 Maintenance 0 0 0 3 0 0 0 0
0 0 0 120 0 0 0 0
62
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
CAPITAL PROJECTS FUND
CAPITAL IMPROVEMENT
xxxx Operating Transfer Out 41 0 0 0 0 0 0 0
9116 San Thomas/Saratoga Creek Trail 0 0 54 0 0 0 0 0
91xx Memorial Park Softball Field Renovation 0 0 0 250 0 0 0 0
91 xx Rancho Rinconada Park Properties 0 0 0 1,000 0 0 0 0
91xx Library Field Renovation 0 0 0 100 0 0 0 0
91xx McClellan Ranch Facility Improvements 0 0 0 45 0 0 0 0
9216 Service Center Renovation 36 0 0 0 0 0 0 0
9219 Animal Control Facility - $500,000 500 0 0 0 0 0 0 0
9223 Civic Center Improvements 3 0 0 0 0 0 0 0
9225 Space Study 10 0 25 0 0 0 0 0
9226 Sports Center AlC unit replacement 48 0 0 0 0 0 0 0
9227 Blue Pheasant Re-Roof 121 0 0 0 0 0 0 0
9228 City Hall Council Chamber Remodel 28 0 47 0 0 0 0 0
9229 City Hall Emerg GeneratorlPG&E Upgrd 0 250 310 100 0 0 0 0
92xx Library Improvements & Upgrades 0 0 0 120 0 0 0 0
92xx Community Hal] Improvrn & Upgrades 0 0 0 45 0 0 0 0
92xx Monta Vista Park Bldg Replace HV AC 0 0 0 150 0 0 0 0
92xx Service Center Security Gate 0 0 0 50 0 0 0 0
92xx Sports Center Tennis Court Lighting 0 0 0 0 0 250 0 0
9528 280IWolfe TIS 0 0 129 0 0 0 0 0
9530 Phase 11I Homestead Arterial 0 0 40 0 0 0 0 0
9533 Green LED TIS Lights 0 0 261 0 0 0 0 0
9541 Safe Routes to School - Monta Vista HS 0 0 48 0 0 0 0 0
9544 Safe Rnutes to School - Cupertinn HS 225 0 249 0 0 0 0 0
9545 Traffic Signal Upgrades - Various 27 50 144 0 0 0 0 0
9547 Ped Heads and Signal Battery Backup 258 10 12 90 0 0 0 0
9548 Traffic Related Street Walkability Mods 3 0 3 0 0 0 0 0
9549 Safe Routes to School - Garden Gate 0 0 475 0 0 0 0 0
9550 Traffic Signal Batte!)' Power Backup Sys 0 0 200 0 0 0 0 0
9551 Lawrence Expwyl Mitty Crossing 0 75 75 (75) 0 0 0 75
95xx Stvns Cr BIISR 85 On Ramp & Walk 0 0 0 75 0 0 0 0
95xx Collins Sch Zone Beacons & Lights 0 0 0 44 0 0 0 0
95xx Count 8ta. (DeAnzaILazaneolProspect) 0 0 0 50 0 0 0 0
95xx SVITS Extensions (FO Cable & Bnxes) 0 0 0 35 0 0 0 0
95xx Remove Flashing Red L T Arrows 0 0 0 60 0 0 0 0
1,299 385 2,071 2,139 0 250 0 75
CIVIC CENTER & LIBRARY
9222 CIP-Civic Center & Library 8.341 0 97 0 0 0 0 0
Operating Transfers Out 0 300 50 0 0 0 0
8,341 300 147 0 0 0 0 0
9313 CALI MILL PLAZA 79 0 3 0 0 0 0 0
9112 STEVENS CREEK CORRIDOR PARK 46 1,652 3,952 500 500 0 0 0
9449 MARY AVE. BICYCLE FOOTBRIPGE 288 2,416 8,732 388 0 0 0 0
63
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
ENTERPRISE FUNDS
RESOURCE RECOVERY
8003 Programs 2927 2,585 2,798 2.730 2,839 2,953 3,071 3.194
0100 Operating Transfers to General Fund 500 500 500 500 500 0 0 0
3,427 3,085 3,298 3,230 3,339 2,953 3,071 3,194
BLACKBERRY FARM
6600 Administration 132 132 133 132 137 143 148 154
6620 Park 735 728 751 610 100 576 576 576
6640 Golf Course 443 448 448 458 466 443 443 443
6660 Blue Pheasant Restaurant II 23 23 14 14 13 13 13
6680 Retreat Center 17 31 31 28 6 29 29 29
6620 Park Closure Savings 0 0 0 0 0 0 0 0
9112 CIP - Blackberry Farm Picnic Area 3 0 0 0 0 0 0 0
1,341 1,363 1,386 1,242 722 1,204 1,210 1,215
SPORTS CENTER
0100 Operating Transfers to General Fund 0 100 100 0 0 0 0 0
6450 Sports and Physical 1,208 1,127 1.174 1,257 1,307 1,360 1.414 1,471
8510 Maintenance 206 259 259 202 260 260 270 281
9230 CIP - Tennis Court Resurfacing 39 0 112 0 0 0 0 0
9231 CIP - Pool House ADA Upgrade 0 0 134 0 0 0 0 0
1,453 1,487 1,779 1,459 .1,567 1,620 1,684 1,752
RECREATION PROGRAMS
6249 Cultural Programs 327 329 334 373 388 403 420 436
6349 Youlh and Teen Services 600 760 783 707 735 765 795 827
6449 Sports and Physical 753 934 946 890 926 963 1,001 1.041
6649 Nature Program 10 22 22 17 18 18 19 20
0100 Operating Transfers to General Fund 888 200 200 0 0 0 0 0
2,577 2,245 2,285 1,987 2,066 2,149 2,235 2,325
SENIOR CENTER
6549 Programs 438 495 541 568 585 602 620 639
438 495 541 568 585 602 620 639
64
EXPENDITURE ESTIMATES
Adopted Revised
Actual Bndget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
4800 Operations 675 717 726 821 854 888 924 960
9800 Equipment Acquisition 55 300 385 300 300 300 300 300
730 1,017 1,111 1,121 1,154 1,188 1,224 1,260
WORKERS' COMPENSATION
4550 Claims 330 315 315 290 302 314 326 339
EQUIPMENT
8840 Equipment Maintenance 830 862 862 841 875 910 946 984
9820 Equipment Acquisition 0 28 34 298 175 175 175 175
830 890 896 1,139 1,050 1,085 1,121 1,159
LONG TERM PlSABILlTY
4570 Claims 45 44 44 44 46 48 49 51
RETIREE MEPlCAL
4512 Retiree Medical Pay-As-You-Go 536 595 595 650 768 862 955 1,054
TOTAL EXPENDITURES 62,322 57,918 77,771 61,869 57,958 58,909 60,861 62,578
TOTAL REVENUES 59,286 56,158 69,908 59,339 56,392 57 ,537 59,935 60,931
65
NOTES
66
CITY COUNCIL AND COMMISSIONS
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
CITY COUNCIL
1000 CITY COUNCIL 181,238 171,886 195,258 219,835
181,238 171,886 195,258 219,835
COMMISSIONS
1031 TECHNOLOGY, INFORMATION
& COMMUNICATIONS COMMISSION 44,164 58,552 62,734 64,559
1040 LIBRARY 83,528 306 121,350 120,850
1042 FINE ARTS 10,523 11,193 12,930 14,003
1050 PUBLIC SAFETY 0 0 200 200
1055 BICYCLE AND PEDESTRIAN 58 0 200 200
1060 PARKS AND RECREATION 8,631 8,416 9,509 10,353
1065 TEEN 13,324 12,853 15,976 15,208
1067 SENIOR 0 244 500 500
1070 PLANNING 14,886 12,966 21,000 24,125
1075 HOUSING 0 199 200 200
175,114 104,729 244,599 250,198
TOTAL 356,352 276,615 439,857 470,033
67
ADMINISTRATION
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
1200 CITY MANAGER 278,811 308,229 330,352 350,050
1201 COMMUNITY OUTREACH 59,903 49,587 46,586 57,222
1300 CITY MANAGER DISCRETIONARY FUND 6,300 4,148 15,000 20,000
1500 LEGAL SERVICES 521,216 523,519 513,440 524,309
TOTAL 866,230 885,483 905,378 951,581
68
PUBLIC INFORMATION
Expenditures by Division .
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
3300 COMMUNITY RELATIONS/50th 186,280 178,037 241,174 184,153
3400 CUPERTINO SCENE 104,999 99,827 98,886 104,736
3500 GOVERNMENT CHANNEL 342,666 371,313 367,224 484,161
3600 CITY WEB SITE 52,853 109,136 127,102 137,257
TOTAL 686,798 758,313 834,386 910,307
69
LAW ENFORCEMENT
Expenditures by Division
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Proposed
2100 LAW ENFORCEMENT
5,724,101
6,145,000
6,969,223
7,268,593
TOTAL
5,724,101
6,145,000
6,969,223
7,268,593
70
NOTES
71
ADMINISTRATIVE SERVICES
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
4000 ADMINISTRATION 324,289 289,273 315,742 330,869
324,289 289,273 315,742 330,869
FINANCE
4100 ACCOUNTING 588,190 607,721 686,591 739,584
4200 BUSINESS LICENSING 38,812 39,339 40,949 42,225
627,002 647,060 727,540 781,809
CITY CLERK
4300 CITY CLERK 436,247 458,365 474,346 508,887
4310 DUPLICATING AND MAIL SERVICE 166,413 162,895 217,994 211,183
4330 ELECTIONS 123,906 59,379 300,300 215,000
726,566 680,639 992,640 935,070
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS 84,530 144,175 102,600 87,240
84,530 144,175 102,600 87,240
HUMAN RESOURCES
4510 HUMAN RESOURCES 471,961 427,406 515,963 548,547
4512 RETIREE MEDICAL LIABILITY 501,568 536,000 595,000 650,000
4540 INSURANCE ADMINISTRATION 1,204,996 817,871 1,068,151 1,003,954
2, I 78,525 1,781,277 2,179,114 2,202,501
CODE ENFORCEMENT
4530 CODE ENFORCEMENT 540,577 501,522 588,891 642,673
540,577 501,522 588,891 642,673
OUTREACH PROGRAMS
4010 LEADERSHIP CUPERTINO 38,000 0 0 21,500
4600 NEIGHBORHOOD WATCH 0 0 0 33,750
38,000 0 0 55,250
72
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
INFORMATION TECHNOLOGY Actual Actual Adopted Proposed
4800 INFORMATION TECHNOLOGY 697,243 675,115 716,892 821,058
9800 EQUIPMENT ACQUISITION 200,000 300,000 300,000 300,000
897,243 975,115 1,016,892 1,121,058
TOTAL 5,416,732 5,019,061 5,923,419 6,156,470
73
PARKS AND RECREATION
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
6100 ADMINISTRATION 214,956 236,005 262,813 284,963
214,956 236,005 262,8 I 3 284,963
CULTURAL PROGRAMS/QUINLAN
CENTER/COMMUNITY HALL
6200 QUINLAN C.c., CULTURALlSUPRVSN 415,435 444,260 473,580 460,159
6230 COMMUNITY HALL 0 3,537 18,848 27,024
6248 CULTURAL PROGRAMS 51,308 24,888 52,224 46,621
6249 RECREATION PROGRAMS 279,032 326,513 329,007 373,248
6265 QUINLAN COMMUNITY CENTER 303,214 255,025 279,025 296,751
1,048,989 1,054,223 I, I 52,684 1,203,803
MONTA VISTA REC CENTER/YOUTH &
TEEN PROGRAMS/TEEN CENTER
6300 YOUTH, TEEN, M.V. REC. CNTRlSUPVR 205,214 210,273 26 I ,298 277,701
6342 YOUTH PROGRAMS 38,276 33,225 40,045 39,555
6343 TEEN PROGRAMS 52,435 9,538 12,550 12,500
6344 TEEN CENTER 0 55,081 63,690 68,540
6349 RECREATION PROGRAMS 567,976 599,762 759,708 707,174
6360 MONT A VISTA RECREATION CENTER 5,971 5,731 12,700 13,200
869,872 913,610 1,149,991 1,118,670
SPORTS AND PHYSICAL RECREATION
6400 PHYSICAL RECREATION/SUPERVISION 212,736 217,143 230,826 237,276
6445 CREEKSIDE PARK PROGRAMS 6,899 6,175 II ,650 8,500
6448 FOURTH OF JULY 44,200 53,832 67,600 68,250
6449 RECREATION PROGRAMS 736,85 I 753,038 934,35 I 889,656
6450 CUPERTINO SPORTS CENTER 1,121,922 1,208,490 1,127,496 1,256,408
2, I 22,608 2,238,678 2,371,923 2,460,090
74
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
SENIOR PROGRAMS/SENIOR CENTER
6500 SENIOR ADULT PROGRAMS 478,961 464,106 493,730 529,662
6529 SENIOR CENTER CASE MANAGER 40,339 31,464 48,412 52,220
6549 RECREATION PROGRAMS 493,244 438,440 495,104 568,314
1,012,544 934,0 I 0 1,037,246 1,150,196
BLACKBERRY FARM!
NATURE PROGRAMS
6600 BLACKBERRY FARM ADMINISTRATION 124,265 132,122 132,490 131,731
6620 BLACKBERRY FARM PARK 697,566 734,804 728,000 610,450
6640 BLACKBERRY FARM GOLF 430,976 443,196 448,000 458,068
6647 NATURE PROGRAMS 71,485 71 ,082 78,331 86,449
6649 NATURALIST PROGRAMS 6,443 10,123 21,900 16,660
6660 BLUE PHEASANT RESTAURANT 14,991 11,334 23,000 13,500
6680 BLACKBERRY FARM RETREAT CENTER 16,617 17,006 31,368 28,574
1,362,343 1,419,667 1,463,089 1,345,432
TOTAL 6,631,312 6,796,193 7,437,746 7,563,154
75
COMMUNITY DEVELOPMENT
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
PLANNING
7200 PLANNING ADMINISTRATION 214,257 206, I 93 234,295 305,278
214,257 206,193 234,295 305,278
7301 CURRENT PLANNING 6 I 0,885 558,078 735,411 785,462
7302 MID AND LONG RANGE PLANNING 165,378 230,906 261,964 297,669
7304 V ALLCO REDEVELOPMENT 85,388 62,000 56,828 217,438
7305 ANNEXATION/SARATOGA CREEK 10,379 0 0 12,000
7306 ECONOMIC DEVELOPMENT 13,700 3,432 14,500 102,558
7307 NORTH V ALLCO STUDY 0 0 0 100,000
885,730 854,416 1,068,703 1,515,127
HOUSING SERVICES
7401 CDBG GENERAL ADMINISTRATION 110,967 85,386 87,497 83,127
7402 REHAB LOAN ADMINISTRATION 27,128 61,857 0 500
7403 AFFORDABLE HOUSING 45,000 45,000 282,625 285,392
7404 PUBLIC SERVICE GRANTS 61,000 71,848 65,221 62,116
7405 BMR HOUSING 140,728 158,000 387,496 231,315
7406 HUMAN SERVICE GRANTS 16,575 39,582 40,000 40,000
401,398 461,673 862,839 702,450
BUILDING
7501 GENERAL BUILDING 357,322 351,590 528,797 661,986
7502 CONSTRUCTION PLAN CHECKING 260,618 853,430 602,321 717,873
7503 BUILDING CODE ENFORCEMENT 498,212 433,038 53 I ,245 654,708
7504 BUILDING ABATEMENTS 0 291 25,000 25,000
1,116,152 1,638,349 1,687,363 2,059,567
TOTAL 2,617,537 3,160,631 3,853,200 4,582,422
76
PUBLIC WORKS
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
ADMINISTRATION
8001 PUBLIC WORKS ADMINISTRATION 397,414 426,180 479,963 489,396
8003 RESOURCE RECOVERY 1,793,084 2,927,059 2,585,435 2,730,395
8004 NON POINT SOURCE 377,372 332,856 394,116 390,351
2,567,870 3,686,095 3,459,514 3,610,142
ENVIRONMENTAL PROGRAMS
8005 ENVIRONMENTAL MANAGEMENT 138,871 145,434 147,075 139,855
138,871 145,434 147,075 139,855
ENGINEERING SERVICES
8101 ENGINEERING DESIGN 595,678 599,604 755,342 748,712
8102 INSPECTION SERVICE 112,528 118,591 127,468 129,942
708,206 718,195 882,810 878,654
SERVICE CENTER
8201 ADMINISTRATION 912,627 826,999 825,378 857,087
912,627 826,999 825,378 857,087
GROUNDS
8302 MCCLELLAN RANCH PARK 51,668 38,393 42,055 43,610
8303 MEMORIAL PARK 482,504 474,625 543,169 558,483
8304 CITY CENTER PARK 0 25,776 26,716 0
8312 SCHOOL SITE MAINTENANCE 492,685 431,352 510,444 543,543
8314 NEIGHBORHOOD PARKS 736,847 653,858 857,206 941,989
8315 SPORTS FIELD JOLL YMAN/CREEKSIDE 272,858 320,445 367,717 472,184
8321 CIVIC CENTER MAINTENANCE 126,445 111,688 139,606 164,694
2,163,007 2,056,137 2,486,913 2,724,503
77
STREETS
8402 STREET CLEANING
8403 SIDEWALK CURB AND GUTTER
8404 STREET PAVEMENT MAINTENANCE
8405 STREET SIGNS MARKINGS
8406 GRAFFITI REMOVAL
8407 OVERPASSES AND MEDIANS
8408 STREET TREE MAINTENANCE
8409 ELM WOOD PROGRAM
FACILITIES
8501 BUILDING MAINTENANCE CITY HALL
8502 LIBRARY
8503 SERVICE CENTER
8504 QUINLAN COMMUNITY CENTER
8505 SENIOR CENTER
8506 MC CLELLAN RANCH
8507 MONTA VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTINO SPORTS CENTER
8511 CREEKSIDE PARK
8512 COMMUNITY HALL MAINTENANCE
8513 TEEN CENTER BLDG MAINTENANCE
TRANSPORTATION
8601 TRAFFIC ENGINEERING
8602 TRAFFIC SIGNAL AND MAINTENANCE
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
105,327 84,171 78,730 59,114
423,251 498,102 148,291 159,476
201,643 263,941 246,444 262,170
430,767 405,614 391,990 412,568
1,462 38,551 61,103 54,138
546,624 573,897 635,636 763,220
425,491 448,725 544,960 564,065
222,311 215,099 241,287 291,383
2,356,876 2,528,100 2,348,441 2,566,134
385,465 398,517 459,226 514,987
64,038 215,926 193,349 206,378
252,008 223,773 245,075 298,839
308,686 311,665 389,915 366,215
146,378 150,335 183,087 162,717
71,588 41,580 51,979 59,029
81,988 91,258 100,211 97,405
11,585 16,050 28,445 25,156
24,900 25,802 31,645 30,302
230,587 205,917 259,185 202,098
50,340 60,150 61,674 57,385
0 38,261 115,576 154,268
0 23,806 32,031 27,126
1,627,563 1,803,040 2,151,398 2,201,905
254,667 248,443 424,685 453,665
328,826 317,544 461,757 412,710
583,493 565,987 886,442 866,375
78
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
GENERAL SERVICES
8830 STREETLIGHTING 192,271 379,842 396,573 436,392
8840 EQUIPMENT MAINTENANCE 808,837 830,321 861,802 841,509
1,001,108 1,210,163 1,258,375 1,277,901
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION 0 0 28,000 298,000
0 0 28,000 298,000
TOTAL 12,059,621 13,540,150 14,474,346 15,420,556
79
NON-DEPARTMENTAL
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Proposed
INTERFUND TRANSFERS
0100 OPERATING TRANSFER OUT
GENERAL FUND 5,231,000 9,463,000 5,713,000 9,070,000
PARK DEDICATION FUND 190,000 1,723,000 500,000 500,000
BLACKBERRY FARM 75,000 0 0 0
RECREATION PROGRAMS 100,000 208,000 200,000 0
SENIOR CENTER/SPORTS CENTER 50,000 0 100,000 0
OTHER 182,000 338,000 0 0
RESOURCE RECOVERY 0 500,000 500,000 500,000
LIBRARY 0 0 300,000 0
5,828,000 12,232,000 7,313,000 10,070,000
DEBT SERVICE
5301 FACILITY CORPORATION 3,547,000 3,535,000 3,548,000 3,535,000
5306 TRAFFIC IMPACT 36,000 35,000 40,000 36,000
5304 V ALLCO 1974 0 0 0 120,000
3,583,000 3,570,000 3,588,000 3,691,000
TOTAL 9,411,000 15,802,000 10,901,000 13,761,000
80
Five Year
Capital
Improvements
Program
Fiscal Years 2006-07 to 2010-11 .
81
Proposed Five Year Capital Improvement Program
Current
2005-06
2010-11
2009-10
2008-09
2007-08
500,000
o
o
2006-07
250,000
1,000,000
100,000
45,000
5,012,200
o
o
3,617,200
680,000
Description
Parks
Stevens Creek Corridor
New Projects
Memorial Park Softball Field Renovation
Rancho Rinconada Park Property
Library Field Renovation
McClellan Ranch Facility Improvements
Total
o
250,000
250,000
Park
500,000
o
370,000
120,000
45,000
150,000
50,000
735,000
680,000
45,000
40,000
112,000
197,000
Buildings
Civic Center
City Hall Emergency Power/Electrical System
Sports Center Tennis Court Resurfacing (EF)*
New Projects
Sports Center Tennis Court Lighting
Library Improvements & Upgrades
Community Hall Improvements & Upgrades
Monta Vista Park Building Replace HVAC System
Service Center Security Gate
Total
* EF = Enterprise Fund
Fund
9100
427-9112
9200
423-9222
420-9229
570-9230
00
IV
750,000
500,000
750,000
500,000
750,000
500,000
750.000
369,000
500,000
1,250,000
500,000
512,900
529,000
500,000
1
50,000
100,000
1,900,000
Streets
Pavement Managemen
Pavement Management - STP Portion
Curb, Gutter and Sidewalk Repairs
New Projects
City Monument Signs Replacement (2)
Rancho Rinconada Street Study
Total
9400
270-9450
270-9450
270-9451
1,250,000
o
1,250,000
o
1,250,000
o
1,619,000
o
156,000
7,241,000
250,000
7,647,000
2,541,900
10,000
1,472,000
107,000
1,589,000
Bridge(SCYWD)
Entry Impr.
Pedestrian/Bicycle Facilities
Bollinger Bike Lanes/Calabazas
Mary Avenue Bicycle Footbridge
Mary Ave. Bicycle Footbridge-Mary/Meteor
Mary Avenue Crosswalk/Parking
Total
Cr.
9700
270-9443
428-9449
428-9449
270-9447
Proposed Five Year Capital Improvement Program
Current
2005-06
2010-11
2009-10
2008-09
2007-08
2006-07
50,000
475,000
5,000
239,000
Description
9500 Traffic Facilities
270-9435 Neighborhood Traffic Calming Measures
420-9544 Safe Routes to School-Cupertino High
420-9549 Safe Routes to School-Garden Gate & Signal Upgrade at
Stelling/Greenleaf
Fund
75,000
40,000
75,000
44,100
50,000
35,000
60,000
879,100
50,000
20,000
2,500
Yellow and Ped Head LED and Traffic Signal Battery
Backup System
Countdown Ped Heads
Street Safety Education Program
Lawrence Expwy./Mitty Xing (Cupertino Share)
New Projects
Stevens Cr. Blvd./SR85 on Ramp x Walk Improv. (HES)
Collins Elem. Sch. Zone Beacons & Lights (OTS)
Count Sta.(DeAnzalLazaneo & DeAnzalProspect)
SVITS Extensions (FO Cable & Boxes)
Remove Traffic Sig. Flashing Red L T Arrows(4 Locations)
Total
420-9547
420-9547
420-9548
420-9551
75,000
75,000
75,000
o
75,000
75,000
o
75,000
75,000
o
75,000
75,000
75,000
874,000
30,000
979,000
266,500
47,000
10,000
Storm Drainage
Minor Storm Drain Improvements
Monta Vista Storm Drainage Syst.
Master Storm Drain Plan Update
Total
9600
210-9612
215-9620
""
....,
57,000
1,400,000
1,325,000
1,575,000
2,194,000
17,152,300
5,331,400
Total Capital Improvement Program
75,000
1,325,000
75,000
1,250,000
75,000
1,500,000
902,000
1,292,000
13,071,300
4,081,000
3,128,000
2,203,400
Total Outside Revenue Share
Net City General Fund Funding
REVENUE
Proposed Five Year Capital Improvement Program
Current
2005-06
2009-10 2010-11
2008-09
2007-08
2006-07
Funding Source
Descril,Uon
Fund
9100 Parks
427-9112 Stevens Creek Corridor
427-9112 Stevens Creek Corridor Park
427-9112 Stevens Creek Corridor Park
New Project
Rancho Rinconada Park Property
Total
3,117,200
680,000
Urban Park Act, Land&Water Conservation,
Roberti-Z'Berg-Harris, SCVWD FACHE Settlement,
Dept. of Water Resources, SCVWD Collaborative
Recreation/Blackberry Farm
Sale of City Owned Property/General Fund
(EF)*
Park
500,000
500.000
1.000.000
4,617,200
City Owned Property
Sale of
420-91xx
o
o
o
500,000
680,000
112,000
112,000
Revenue Account
Sports Center
9200 Buildings
570-9230 Sports Center Tennis Court Resurfacing (EF)*
Total
o
o
o
o
o
9400 Streets
270-9450 Pavement Management
327,000
50,000
100,000
150,000
468,000
468,000
Safe, Accountable, Flexible. Efficient Transp
Equity Act, A Legacy for Users (SAFETEA-LU)
Developer and Insurance Settlement
(VT A Local Streets & County Roads)
270-94xx City Monument Signs Replacement (2)
270-94xx Rancho Rinconada Street Study
Total
o
o
o
327,000
472.500
67.500
44.100
584,100
239,000
SR2S
SR2S
(Hazard Elimination Safety Pgm - Hes Caltrans)
(State Office ofTraffic Safety -OTS)
9500 Traffic Facilities
420-9544 Safe Routes to School-Cupertino High
420-9549 Safe Routes to School-Garden Gate & Signal
Upgrade at Stelling/Greenleaf
New Projects
420-95xx SCB/SR85 on Ramp x walk Improvements
420-95xx Collins ES Zone Beacons & Light
Total
o
o
o
o
5,928,000
110.000
103.000
300,000
300.000
6,741,000
239,000
872,000
600,000
100,000
1,572,000
VTA Measure BITFCAlTDA
State General Fund (Sher)
City of Sunnyvale (General Fund & TDA)
Caltrans 304/BTA - 2003/2004
TDA (Non BEP)2004-05:$65k;2005-06:$38k
Caltrans 304/BTA - 2005/2006
Caltrans 304/BT A 2006/2007
Clean Air Grant
9700 Pedestrian/Bicycle Facilities
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
270-9447 Mary Avenue Crosswalk/Parking
Total
o
75.000
75,000
o
75,000
75,000
o
75.000
75,000
o
75,000
902,000
979,000
13,071,300
57,000
3,128,000
Storm Drain Fund & SCVWD
Storm Drainage
TOTAL OUTSIDE REVENUE SHARE
9600
00
...
Proposed Five Year Capital Improvement Program
Current Carryover New
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11
680,000 3,117.200 500,000 500,000
250,000
1,000,000
100,000
45,000
680,000 3,117 ,200 1,895,000 500,000 0 0 0
45,000
40,000 270,000 100,000
112,000
250,000
120,000
45,000
150,000
50,000
197,000 270,000 465,000 0 250,000 0 0
1,512,900 500,000 750,000 750,000 750,000 750,000 750,000
529,000 369,000
500,000 500,000 500,000 500,000 500,000 500,000
50,000
100,000
2,541,900 500,000 1,400,000 1,619,000 1,250,000 1,250,000 1,250,000
New and Carryover Budget Version
Description
Parks
Stevens Creek Corridor Park
New Projects
Memorial Park Softball Field Renovation
Rancho Rinconada Park Property
Library Field Renovation
McClellan Ranch Facility
Total
Improvements
Fund
9100
427-9112
420-91 xx
420-91 xx
xx
xx
420-91
420-91
Buildings
Civic Center
City Hall Emergency Power/Electrical System
Sports Center Tennis Court Resurfacing (EFt
New Projects
Sports Center Tennis Court Lighting
Library Improvements & Upgrades
Community Hall Improvements & Upgrades
Monta Vista Park Building Replace HVAC System
Service Center Security Gate
Total
. EF = Enterprise Fund
9200
423-9222
420-9229
570-9230
420-92xx
420-92xx
420-92xx
420-92xx
420-92xx
00
U>
Streets
Pavement Management
Pavement Management - STP Portion
Curb, Gutter and Sidewalk Repairs
New Projects
City Monument Signs Replacement (2)
Rancho Rinconada Street Study
Total
9400
270-9450
270-9450
270-9451
270-94xx
270-94xx
o
o
o
o
10,000 156,000
1,472,000 7,103,000 138,000
250,000
107,000
1,589,000 7,259,000 388,000
Bridge(SCVWD)
Entry Impr.
Pedestrian/Bicycle Facilities
Bollinger Bike Lanes/Calabazas Cr.
Mary Avenue Bicycle Footbridge
Mary Ave. Bicycle Footbridge-Mary/Meteor
Mary Avenue Crosswalk/Parking
Total
9700
270-9443
428-9449
428-9449
270-9447
New and Carryover Budget Version Proposed Five Year Capital Improvement Program
Current Carryover New
Fund DescriDtion 2005-06 2006-07 2006-07 2007-08 2008-09 2009·10 2010-11
....-
75,000
5.000 50,000
239,000
475,000
20,000 40,000
50,000
2,500
75,000 (75,000)
75,000
44,100
50,000
35,000
60.000
266,500 550,000 329,100
Up9rade
Traffic Facilities
Neighborhood Traffic Calming Measures
Safe Routes to School-Cupertino High
Safe Routes to School-Garden Gate & Signal
at Stelling/Greenleaf
Yellow and Ped Head LED and Traffic Signal
9500
270-9435
420-9544
420-9549
Battery
Backup System
Countdown Ped Heads
Street Safety Education Program
Lawrence Expwy.lMitty Xing (Cupertino Share)
New Projects
Stevens Cr. Blvd.lSR85 on Ramp x Walk Improv.
Collins Elem. Sch. Zone Beacons & Lights (OTS)
Count Sta.(DeAnza/Lazaneo & DeAnza/Prospect)
SVITS Extensions (FO Cable & Boxes)
Remove Traffic Sig. Flashing Red L T Arrows(4 Locations
Total
(HES)
420-9547
420-9547
420-9548
420-9551
420-95xx
420-95xx
420-95xx
420-95xx
420-95xx
47,000 75,000 75.000 75,000 75,000 75,000
10,000 671,000 203,000
30,000
57,000 671,000 308,000 75,000 75,000 75,000 75,000
5,331,400 12,367,200 4,785,100 -
2,194,000 1,575,000 1,325,000 1,400,000
3,128,000 10,863,700 2,207,600 902,000 75,000 75,000 75,000
2,203,400 1,503,500 2,577,500 1,292,000 1,500,000 1,250,000 1,325,000
75,000
o
o
o
9600 Storm Drainage
210-9612 Minor Storm Drain Improvements
215-9620 Monta Vista Storm Drainage Syst
210-96xx Master Storm Drain Plan Update
Total
""
0\
Total Capital Improvement Program
Total Outside Revenue Share
Net City General Fund Funding
Proposed Five Year Capital Improvement Program
New
2006-07
Carryover
2006-07
REVENUE
Current
2005-06
New and Carryover Budget Version
2010-11
2009-10
2008-09
2007-08
Fundina Source
Description
Fund
9100 Parks
427-9112 Stevens Creek Corridor Park
3.117.200
680.000
Urban Park Act, Land&Water Conservation,
Roberti-Z'Berg-Harris. SCVWD FACHE Settlement
Dept. of Water Resources, SCVWD Collaborative
Recreation/Blackberry Farm
Sale of City Owned Property/General Fund
(EFt
500,000
500.000
1 ,000.000
1,500,000
Sale of City Owned Property
427-9112 Stevens Creek Corridor Park
427-9112 Stevens Creek Corridor Park
New Project
Rancho Rinconada Park Property
Total
420-91 xx
o
o
o
500,000
3,117,200
680,000
112.000
112,000
Sports Center Revenue Account
9200 Buildings
570-9230 Sports Center Tennis Court Resurfacing (EF)'
Total
o
o
o
o
o
o
9400 Streets
270-9450 Pavement
327,000
50.000
100,000
150,000
468,000
Safe. Accountable, Flexible. Efficient Transp
Equity Act, A Legacy for Users (SAFETEA-LU)
Developer and Insurance Settlement
(VT A Local Streets & County Roads)
Management
270-94xx City Monument Signs Replacement (2)
270-94xx Rancho Rinconada Street Study
Total
o
o
o
327,000
o
468,000
239,000
SRZS
SRZS
67.500
44,100
111,600
472,500
(Hazard Elimination Safety pgm - Hes Caltrans)
(State Office of Traffic Safety -OTS)
9500 Traffic Facilities
420-9544 Safe Routes to School-Cupertino High
420-9549 Safe Routes to School-Garden Gate & Signal
Upgrade at Stelling/Greenleaf
New Projects
SCB/SR85 on Ramp x walk Improvements
Collins ES Zone Beacons & Light
Total
42Q-95xx
420-95xx
o
o
o
o
38.000
100.000
472,500
110.000
65,000
200,000
300,000
5,928,000
239,000
600.000
100,000
1,572,õõõ
872.000
VTA Measure BfTFCAlTDA
State General Fund (Sher)
City of Sunnyvale (General Fund
Caltrans 304/BT A - 2003/2004
TDA (Non BEP)2004-05:$65k;2005-06:$38k
Caltrans 304/BT A - 2005/2006
Caltrans 304/BTA 2006/2007
Clean Air Grant
&TDA)
9700 Pedestrian/Bicycle Facilities
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycie Footbridge
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
428-9449 Mary Avenue Bicycle Footbridge
270-9447 Mary Avenue Crosswalk/Parking
Total
o
o
o
o
138,000
6,603,000
75.000
75,000
75.000
75,000
75,000
75,000
75,000
902,000
308,000
2,207,600
671.000
10,863,700
57.000
3,128,000
Storm Drain Fund & SCVWD
Stonn Drainage
TOTAL OUTSIDE REVENUE SHARE
9600
00
-.
Unfunded Five Year Capital Improvement Program
2006-07 2007-08 2008-09 2009-10 2010-11
1,000,000
50,000
50,000 0 0 1,000,000 0
150,000
3,000,000
45,000
45,000 150,000 3,000,000 0 0
- 0
0 0 0 0
- 0 0
0 0 0
- 750,000 2,000,000
0 0 0 750,000 2,000,000
95,000 150,000 3,000,000 1,750,000 2,000,000
Current
I Fund Description 2005-06
-
9100 Parks
Rancho Rinconada Park Construction
Stocklmeir Property Improv. (roof repairs)
-
0
9200 Buildings
Quinlan Fountain
City Hall Remodel with Seismic/ADA!
Fire Code Upgrades (Essential Building)
Comm. Hall Reception Auto. Door Upgrade
0
9300 Trails
""
"" 0
9500 Traffic Facilities
0
9700 Storm Drainage
Bubb/McClellan Storm Sewer Upgrade
0
Total Unfunded Projects 0
......-_..
FIYfõY~A'"
tOtAt/
.. ········::::<:::::::1
·1{),11
- -
~···F··V· ·E· Y· E·· ·AR· ·~R··O· ·G·· RA· ·M·· .
.<:.:.:.:..I.P . .:.........
o,;:.oà. .. ::::<: :::::::::'::::oióiC::::··:·· ::::::og:c\i}·
.... .. ........... ......
- -
O&.:~7
$UMMA~'(
3.603.500
o
6.889,500
o
1.000.001
1.279,00
4.083,30
6,741.00
50.00
75.000
o
1,250,000
o
o
75,000
o
o
1.250.000
o
o
75.000
250.000
o
1.250,000
o
o
75.000
o
o
o
o
o
----
1,400,000
o
o
o
o
o
1.325.000
o
o
o
o
o
-. -
1,575,000
500.000
o
1,292.000
o
o
75,000
o
327,000
o
o
o
2.778,500
o
1,847,500
o
1.000.000
979,000
o
3.756,300
6.741,000
50.000
o
SUMMARV,OF:FUNDINGSOURC;ES,
IMPACT
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL
PS=PROPERTY SALE
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
SC=SPORTS CENTER
23.646.300
.......
2.194.000
17.152.300
TorALS
5,512.200
o
985.000
7.269'00~
954.10
1.279,00
7.647.001
o
o
o
.250,000
75,000
75.000
o
,400,000
1
o
o
o
1,250.000
o
75.000
o
o
o
250,000
1,250,000
o
75.000
500,000
o
o
1.619,000
o
75,000
5.012,200
o
735.000
1,900,000
879.100
979.000
7,647,000
StlMMARV.O¡:PROGAAM$:
PARKS
TRAILS
BUILDINGS
STREETS
TRAFFIC FACILITIES
STORM DRAIN
PEDESTRIAN/BICYCLES FACILITIES
-.
23,646.300
-.
1
o
1.575,000
o
2,194.000
1,325,000
--.
17.152.300
TOTALS
o
o
o
o
o
$tlMf1ftAR".()...Of'E:RÄ'[If\ÍG'MÄINT1ENÄN¢E:,
OM=OPERATING MAINTENANCE
00
'D
- -
... ..
..... ..
ÙN1"ROGRJIMMED
1Ö'11
Q7-OO FJ¥EYEAo~rROGRA~9'10
. "-'--'--'-'--'- ..~ ...... ~
~
o6:-ci
PARKS$UMMARY
r::ÙMISN:rDOLlAR~
::::::::<:::: :}}>:«<
500,000
895.000
SUMMARY·OF.FUNOING·SOURCES.
GF=GENERALFUND
RC=BLACKBERRYFARM
GT=GAS TAX
EI=ENVIRONMENTAL
IMPACT
1.000,000
7,200
3,
PS=PROPERTY SALE
SD=STORM DRAIN
TG= TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
--
--
----
500.000
7l
·····················.·t.·.·········
-
5.012.200
PARKS TOTAL
500,000
3,617.200
250.000
1.000.000
100.000
45.000
--
5.012,200
SUMMARY OF. PROGRAMS
STEVENS CREEK CORRIDOR PARK
MEMORIAL PARK SOFTBALL FIELD RENOVATE.
RANCHO RINCONADA PARK PROPERTY
LIBRARY FIELD RENOVATION
MCCLELLAN RANCH FAC. IMPROVEMENTS
---
-
-
---
500.000
TOTAL
SUMMARY.OF.O~ERATING.t.IIAINtENANCE·
OM=OPERA TING MAINTENANCE
\0
o
PA~K$ ...... .. FIVE VEARPROGRAM ...........-.......-.
...... ...
...... ... . ... ... ...,.. ( ~f'~~~~$þ>
...... .,. .. .... .. .. ..
...... ...
...... ... b1~8 .fii<» 08~9FÐ .<b9.1b}~
...... -.
...... ...
9~;Q7 FP )(k11FD c~I'¡~NtpQu:AR$
..... .... ............ ..-.......__.
STEVENS CREEK CORRIDOR PARK
Restoration of Slevens Creek, Stevens Creek Blvd. to McClellan Rd
with SCVWD, reduced picnicking from 4,000 to BOO, install
multiuse trail through the length ohhe par1dand, construct and
environmental classroom at McClellan Ranch and reconstruct park
amenities and park maintenance facilities.
Grant Share of Project Cost 3.))7.200 PG
City Share of Project Cost 500.000 GF 500.000 GF
Total Project Cost 3.617.200
MEMORIAL PARK SOFTBALL FIELD
RENOVATION
Renovation of existing softball field. This 'NOm has been deferred
for 4 years.
Project Cost 250,000 GF
RANCHO RINCONADA PARK PROPERTY
Purchase the existing vacant San Jose Water
parcels located at Sterling and Barnhart for future
neighborhood park.
Purchase Cost 1,000,000 PS
LIBRARY FIELD RENOVATION
Renovation of existing play field, with irrigation and turf restoration.
Project Cost 100.000 GF
MCCLELLAN RANCH FACILITY IMPROVEMENTS
Replace Irrigation Sys. For Community Gardens 25,000 GF
Repaint & Fumigate Milk Barn, Bathrooms & Water Tower 10.000 GF
Rebuild or Replace Garden Shed 10,000 GF
Total Project Cost 45,000 GF
'-0
-
$l1II.PING$ ~9~~~~~ ......... .. ··········FIVE Yi:ARPROéRÄl\lf ..... .........................
.. ......... ..... ....... .... .. .... ..... ... .....................
......... .. ><>«~~~~~<
.. ........, ... ....... .. . .' ... .....
......... .. . ....... ....... . . ....
.. ......... ....... . .. .. . .. .."
......... .. . . .... . .. . .. .
.. ......... ..... ............. .'
"....... ." .:>:: :er;Qi:<::::: ... ·:::>:::u&:oii::::<·<·:·::::::::::::::iiiic:io ::::::it¡;.ii WRRENTÒOi.t:ARS
:::06:.:07':>
&iJMJ\IIAR'Y: ()f.F~~ )I"~: ~(JlJfiC:~:::::::· >:.... .
GF=GENERAL FUND 735.000 250.000
RC=BLACKBERRYFARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
SC=SPORTS CENTER
--
BUILDINGS TOTAL 735.000 0 250.000 0 0
SUMMARYOF·PRÖGRAMS··········· .......................
. .. .... ...... ...........
. ,',.:.:..-: .... ,",. .... :.:<.:...........««.:-:-:-:-:
...,.......................................
CllY HALL EMERGENCY POWERlELEC. SYS. 370,000
SPORTS CENTER TENNIS COURT LIGHTING 250.000
LIBRARY IMPROVEMENTS & UPGRADES 120.000
COMMUNllY HALL IMPROVEMENTS & UPGRADES 45.000
MONTA VISTA PARK BLDG. HVAC REPLACE 150,000
SERVICE CENTER SECURllY GATE 50.000
TOTAL 735.000 0 250.000 0 0
SOMMÄRYOF:OP:EAATlNG:MAINT:~NANCE::::::::::·:···· . .... ........... ...... ..............
. ................................
.......... ........... ...... ...........
........ ................ ........
OM=OPERATING MAINTENANCE
'D
tv
I{:¡~PRÞ.~F¥'~~~.
FØ bÚRROOÖÖ(:iÄRS
................. F· ·I·V··· E·· YEA· . ····R···· P·· R·· ·OG·· ·RA· ... ··M·
.......... .. . . .
.......... . ... .. .. .
.......... .......
i17:¿8F~< ·«~>~¡¡«Ói16·þD
.... ...
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...... ...
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...... ...
..... ...
ii6:ui "D
$()II;.J:)INc3$
tó'ti
CITY HALL EMERGENCY POWER/ELECTRICAL
SYSTEM
Remove the existing emergency generator. at the end of its useful life, from the
City Hag basement and replace it with a new generator mounted on a pad outside.
Also remove the existing out of date and under$ized transformer and replace It
with an efficieot and increased size vaulted transformer in conjunction with an
increase in electrical service capacity and an upgrade of the main electrical panel.
370.000 GF
Project Cost
SPORTS CENTER TENNIS COURT LIGHTING
Install lighting on sports center tennis courts for night use
and additioanll revenue.
250.000 GF
Project Cost
\0
'"
50.000
55.000
15.000
120.000 GF
25,000
5,000
15,000
45.000 GF
LIBRARY IMPROVEMENTS & UPGRADES
Children's Book Area Lighting Upgrade
Children's StoIy TIITIe Area Lighöng Upgrade
Lobby Service OesIk Lighting Upgrade
Total Project Cost
COMMUNITY HALL IMPROVEMENTS & UPGRADES
Dais Shelving and Storage Installation
Storage behind Dais installation
Patio Wall protective coaüng
Total Project Cost
/)IYN@9~##~9
1P'11'D CUf'¡RENTOO~I;ARr
-
.......... ...... F· ·IV·E YEAR··· P·· ·R·· 0·· ··G·· ·RA···.. ··M·· .
..... ... .... .. .. .
......... ... . ..
...... ... .... .... .
Qt4~ ~ö .... . . ..ø~Øiji'Ø<Ø~¡OFþ
.........
...... ....
..........
...... ....
..........
...... ....
..........
...... ....
~7FD·
150.000 GF
50.000 GF
~HJ~qINGS
MONTA VISTA PARK BUILDING REPLACE HVAC
SYSTEM
This project would replace exiling HVAC system which Is unusable.
Project Cost
SERVICE CENTER SECURITY GATE
This project would Instatl a roore seaJre automatic gate at the Service Cenlef.
Project Cost
\0
.¡:..
STREËts,:SOMMÄRY:::::::::::: ::::::< ..,.... " ........ ··············FIVE·YEARPROGRAiIii········· ,......... ....... .....................
....... .. ........ ........ ." . .. ..... ::",:, UNPROGMMMa):::
....... '" ........
...... .. ........ ....... . ... ..' .....
.... .. ........ ...... ........ ....
... ........ .... ... ... . .. ..
....... .. ........ . . .... . .. . . . ........... ....... ......................
......... .. ......... ........ ............. ....................
......... ......... .............. .." 00:&7: :::::::: ............. .................... .... ............ :::::::::,:,: ::,1ti::Ù GURROO,DòÚJiRii'
........ .... ............ .. :,07.:08:::::,::::·: .:::::::::::::,:::œ::oiJ::::::'::: .::.:.:. ·:·::::::::Q¡j:jo:
..... ........ ,..
5UMN AAYOF,fON.PINß,~URCI:$,:,:,:,:::
GF=GENERALFUND
RC=BLACKBERRY FARM
GT=GAS TAX 1,750.000 1.292,000 1.250.000 1,250,000 1.250.000
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND 100.000 327,000
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION 50.000
STREETS TOTAL 1.900.000 1,619,000 1.250.000 1.250,000 1.250,000
$OMM.AAYØfj:?:~ØØMNI$::::::· .
PAVEMENT MANAGEMENT 1.250,000 750.000 750.000 750.000 750,000
PAVEMENT MANAGEMENT - STP PORTION 369.000
CURB, GUTTER AND SIDEWALK REPAIRS 500,000 500.000 500.000 500.000 500.000
CITY MONUMENT SIGNS REPLACEMENT (4) 50.000
RANCHO RINCONADA STREET STUDY 100,000
TOTAL
1,900.000 1.619,000 1,250,000 1.250,000 1.250,000
\0
V>
.......... ....
tl~~~~$
1:ø:Ú
" F'.VE' YEA'R' PRO' 'GRA" M
... . . . . ...
.. ... .. .. ..
Ø1~f~»¿¡¡:09M\ '~~øÞ
1"0
~i)l
$TRI;ISJ'S
"
9450
Annual City funding of $750,000. Actual PMS backlog Is $1,540,000.
Additional Grant Funding will be sought on an annual basis for the
short faA in the backlog. $330,000 from TEA-21
PAVEMENT MANAGEMENT
750.000 GT
750.000 GT
750.000 GT
500,000 GT
500,000 GT
500,000 GT
750,000 GT
327,000 TG
42,000 GT
369,000
500,000 GT
1,250,000 GT
500,000 GT
50.000 DV
00,000 TG
Project Cost
- STP PORTION
Funding for paYment maintenance from Safe,
Accountable, Flexible, Efficient Transp. Equity
Act, A legacy for users· SAFETEA-LU.
PAVEMENT MANAGEMENT
Grant Share of Project Cost
City Share of Project Cost
Total Project Cost
CURB, GUTTER AND SIDEWALK REPAIRS
9451
'-0
0-
These funds are for the repair of curb, gutter and sideewalks
when they meet repair criteria.
Project Cost
(2)
Replace 2 City moouments signs, one on Foothill Blvd. to be moved
to Stevens Creek Blvd. at Hwy 85 and paid for by insurance daim.
Replace one on Stevens Creek Blvd. at Tantau, to be paid for by
developers fees.
CITY MONUMENT SIGN REPLACEMENT
Project Cost
RANCHO RINCONADA STREET STUDY
VT A Local Streets and County Roads money for the neighborhood
street circulation study.
Project Cost
H~~~?~~~W
¢Uf'¡ReNtPO~l)IR$
j¡¡;;j
F·· ·W··E· ..YS.... A· R· PR·O· ·"G·RA· . ··M······
.. .. '" . . .....
.. ....... .....
. ... ..... . .....
. ..... .. .... . . .....
Qi;6å>«>o~or··· ... . .. ·YÓ$Ú
PEI)ESTRfANJßJCYCLE FACILJ1 ES$UMMARY
SUMMARy...·........··..·········.·········.···.· ............................ .......\......... ..·.·...··..··.··.~~i·
$OMMARYOf·fO~PfNG.$OURCJ:$
GF=GENERAL FUND 906,000
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
SC=STEVENS CREEK FUND
TG=TRANSPORTATION GRANT FUND 6,741.000
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
MEDIANS AND OVERPASSES TOTAL 7.647.000
SOMMARYOfPROGRAMS··· .
. .:,. '. ".: '::", ".:..':. '. ...:' :;:::>;."
MARY AVENUE BICYCLE FOOTBRIDGE 7,241.000
MARY AVENUE BICYCLE -MARY/METEOR ENTRY 250,000
BOLLINGER BIKE LANESICABALAZAS CR BRDG. 156,000
TOTAL 7.647,000
-
$tiM~AftY()¡;:.Øf>:~AA11NØ·MAI~t¡:N.AN(:¡:·.············
OM=OPERATING MAINTENANCE
-
\0
--.)
PEDESTRIÄtiiiaicyClë·þACiL.iTIES·············· .......................... . . FiVEYEARPRGGRÄIIII .......... ... .........,............
........... ....
.. . .... ...".. .......".... ......... . . . . . . ........... .. ~~I"~i:@ti;.~M~ j»
. ... .. . . . ... ........ ............. ..... . ... .. .. .. ........... ,...
.. '. .' ", " .. . ", ," .. . ," . ............ .......................... .... . .. . . ........... ...
.. . .. ... ... .. ........... ....
o . .. .... . . ..' .... ............. . .. .. ..... . . . ........... ...
................................................................ ............. ............... ..... ........... ....
...:::.::. oé,OifiD :.:.: åz:Qii.FD..:: ..:.:.:.::::.: oå:ri9j;D:.:: :::.:::...:. å9'to. :F.D:. ........... ... ëùRRENÏbòiiARs :
iiJ1 fiò
>:.»:.:. ,l ...:
MARY AVENUE BICYCLE FOOTBRIDGE 9449
Construction of a Bicycle Footbridge on Mary Avenue alignment
over Route 280. Additional funding needed $3.5 mlnloo.
Grant Share of Construction Cost 6.741.000 TG
City Share of Construction Cost 500.000 GF
Total Project Cost 7,241.000
MARY AVENUE BICYCLE FOOTBRIDGE·
MARY/METEOR ENTRY IMPROVEMENTS
9449
Improvements 10 the MarylMeteor entry improvements in
con;unction with the Mary Ave. Bicycle Footbridge project.
Project Cost 250.000 GF
BOLLINGER BIKE LANES/CALABAZAZ CR.
BRIDGE 9443
City's share 10 widen bridge for bicycle lanes over Calabazas Cr.
at Bollinger Rd. in partnership with Santa Clara Valley Water District.
ProjecI. to be managed by SCVWD.
Project Cost 156.000 GF
\0
00
. ..............
~¡¡~~~~þ .
GURfiE¡'¡TDÓi.i:ARS
iòcij:
.'. ..·········F· ·1' V" ·E·· .y" ·E· ·AR· .....p. ·ROG· ·RA·M· ........
. ..... .' ... .....
.......... ....... ... .. . .....
.......... ........ ... .. . . .....
.......... ... . . . . . . ..
.......... . .. ... . ... . . .. .
.......... ....... ............ . .
ooêói:»:·::::...::ó'i-"óil:::.........:...os:Q¡¡ ...... ....:¡¡ito
fRAFfICfA¢I...rtle$$.I.JMM~Y
75.000
.~
242.500
97,500
539.100
SUIli'lMARYO'F:fU~DING:$OIJR:CE$
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
----------
o
---------
o
75.000
o
879,100
STREETS TDT AL
50.000
475,000
§UMMAAY:O~PRÖGAANlS
40,000
50,000
NEIGHBORHOOD TRAFFIC CALMING MEASURES
SAFE ROUTES TO SCHOOL-GARDEN GATE & SIG.
UPGRADE AT STELLING/GREENLEAF
YELLOW LED TRAF. SIGNAL&BATTERY BACKUP
COUNTDOWN PED HEADS
75.000
75,000
44,100
50.000
35,000
60,000
LAWRENCE EXPPWYJMITTY XING - CITY SHARE
STEVENS CR. BLlSR85 RAMP X WALK IMPROV.
COLLINS ELEM. SCH. ZONE BEACONS & LIGHT~
COUNT STA.:DEANZAlLAZANEO&DEANZAlPROSPECT
---------
o
-----
o
SVITS EXTENSIONS (FO CABLE & BOXES)
REMOVE TRAFFIC SIG. FLASHING RED L T ARROWS:4
75.000
o
879,100
TOTAL
SUNlMARY:OFOÆRA:T1NG:MAlIIlTENAIIlCE
OM=OPERATING MAINTENANCE
'-0
'-0
........... ......
LJNÞ.RÔ~~~~<
iQ.:ij .¡;ÖICWRR6Ni OOi:i)iRŠ.
·················;;:1· V·· ·E·· .y.. ·EA· ... ···RP ..p.. ·R O· ·G·· ·RA·· ... ··M····
~i~..~.r...·......·.·¿s.09F~··.·.·.··. .·....(¡9;16·.f'ti...
.........
.........
.........
.........
.........
.........
.........
06;QiFP
trø.¡::t:løF'A(;I~rr:IJ::$
NEIGHBORHOOD TRAFFIC CALMING MEASURES
Re-establish fund for neighborhood traffic calming which requires
modifications of the roadway. Certain criteria must be met before funds
are used. Funding as needed during year.
50.000 GT
Project Cost
SAFE ROUTES TO SCHOOL· GARDEN GATE &
SIGNAL UPGRADE AT STELLING/GREENLEAF
Install sidewalks where gaps exist on Stelling Rd., Greenleaf Dr. and
00 Ann Arbor Ave. to provide a safe route to Garden School.
Also includes traffIC signal upgrade at SteRlnglGreeoIeaf.
This is a Grant project yet to be funded.
47.500 GT
427.500 TG
475,000
City Share of Project Cost
Grant Share of Project Cost
Total Project Cost
YELLOW & PED HEAD LED TRAFFIC SIGNAL
UPGRADE
This pro}ect would re-lamp all of the yellow & pad head Indicators
with light emitting diode or LED In all of the traffic signals. This is the
last phase of changing all of the indicators to LED.
40.000 GF
Project Cost
COUNTDOWN PED HEADS
This project is for the re-Iampiog of existing pad traffic signal
units with LED countdown units throughout the City.
The Countdown feature advises pedestrian üme provided and/or
remaining to cross the streel CurrenUy 5 intersections have been completed.
50 intersections remain 10 be completed. These funds will complete 20
intersections.
50,000 GF
Project Cost
-
o
o
TAA¡:¡:I¢M¢ll;:il'l~~> ............... ~1:.~.·~·.F:J~Í·~~:.~~~~~~ ...... ... ... .
......... U~P@~M~P<
............... ...... .
.........
............... ...... ...
............... .........
............... ...... ...
............... .........
............... 1Q:W fij (:UiiRiiNfDQi;i;ÄÍj$
:::::OS:é:7.':F¡i':::::
..............
STEVENS CR. BLVD.lSR 85 ON RAMP X WALK
This project would improve the cross walks at Stevens Creek BI. And
SR 85. This is part of a Hazard Elimination Safety Program thru
CaRrans.
City'S Share of Project Cost 7.500 GF
Grant Share of Project Cost 67,500 TG
Total Project Cost 75.000
LAWRENCE EXPPWY./MITTY XING
(CUPERTINO'S SHARE)
City's share of project identified from the County-wide Expwy. Study
to upgrade the pedestrian Crossing at Mitty and Lawrence Expwy.
to connect to the City's recently completed San Tomas Aquino-
Saratoga Creek Trail. The majority of the funding wiR be provided by
the County with a similar share from the City of San Jose.
Project Cost 75,000 GF
COLLINS ELEM. SCH. ZONE BEACONS & LIGHTS
This project would install advance flashing beacons and flashing red
lights at stop signs in the CoIUns School Zone on Blaney Avenue.
Grant Share of Project Cost 44.100 TG
COUNT STA. (DEANZAlLAZANEO &
DEANZAlPROSPECT)
This project would install traffic count stations to eliminate the need
for manual counta for annual studies.
Project Cost 50.000 GF
-
o
-
t~f:IC fACiÜTld .......... .......... .................... FIVEYEÄffpROGRÀtIII .......... ... ...... .......
.. ...... ... ..... ........... ..... . . · ..... ... ~~~~&:
.. .. .......... ..... .......... .. .. . . "........
...... ... . ............ '" ... . · ..... .."
.......... ..... .... . . ... . . .." . . ..........
...... ... ..... .... . ... . ... . . . .. · ..... ...
.......... ..... .......... . ..........
ó6éô7FD :::Íìlcoå'FD ::::,:::!iMiJFU:,:::'::':::OG;1!HD>: : 1ÍìcÚFD Ci.ìRRËN:TOOlLARS
SVITS EXTENSIONS (FO CABLE & BOXES)
This project would install cable and boxes to connect City traffic
fadltUes 10 Regionallntelllgenl Transportation System. (ITS)
Total Project Cost 35.000 GF
REMOVE TRAFFIC SIG. FLASHING RED L T
ARROWS (4 LOCATIONS)
This project would reroove the flashIng red left turn arrows al 4 traffic
signals throughout the City and replace with standard Iefllum arrow IsrTflS·
Project Cost 60.000 GF
-
o
N
STORM DRAINSQMMARY· ......... ......... ...... ... ...... ........ ... FtVE YEAR PRoaRAM . ...... ..... ... ..... ..... ...... ..... .
.. . .. .. ........ ..... ...... .. .' . . . . ..... /<:: ::::::::,:: UNÞ~ÖèAAMMË&,,'
. . ... .. ... ...... ......... .... ... ... .. ... . . .....
.' . . ..' ..... ......... .. ..... . . . .....
. .. . . .. . .... ...... .... ..... .... ....
.......... . .. '" . . . . ...
. .<:-:<::::::::::::<::<~{::::::::::::::"" .-::::::::::>:-: .. ..:-:::;::.;........... ......... ... .......................................... .. ..... ......................
. .....................
oo:Oi::: ..::::.: «::::'01AAf':'::::· ::::::::::::::::<:08:69:::,:::,:::: ...:::.:. ,:,::oo.:io . ····<::1ijej ë0¡:¡¡;¡~Ni'Dþli)i~
........ .......... .........
SUMMARYOF'fQNDING,SOURCES"'<::::·:·
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN 979.000 75.000 75,000 75.000 75.000
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
_a______ --------
STREETS TOTAL 979,000 75.000 75.000 75,000 75,000
!!ìUMMA.aYQf:"'ij.QGAANI~V:::· .
MINOR STORM DRAIN IMPROVEMENTS 75.000 75,000 75,000 75.000 75.000
MONTA VISTA STORM DRAINAGE SYSTEM 874.000
MASTER STROM DRAIN PLAN UPDATE 30.000
----- -----
TOTAL 979.000 75.000 75.000 75.000 75.000
SUMMAij.V:Qf:Qpe:I'V\T1~~:MAJl\lreJilAl\lçe·.:::.···
OM=OPERATING MAINTENANCE
-
o
...,
~I9~IYIJ)RA N . .......... ... ..... ·FlveYeÄRPROGRÄM·····
............
............. ........... .. ... . ..... 9N¡:'R9¿¡~~o.
............ ........ ... ... . .....
............. ... .... .. . . .....
............ .... ..... ... . ...
............. . .... .... ..
............ ............ .
ùiiii7FD ôicôå ·F.i:i'· ................ .iiiii~ .FD.·. .............. 'iJ~16 :FO·: ..:...... Ø'1 FÐ t<WRR~Nr®l¡j¡RS
............ . ......... ................... ...............
MINOR STROM DRAIN IMPROVEMENTS 9612
Funding for emergency drainage repairs as needed in various
Iocaüons
Project Cost 75.000 SO 75,000 SO 75.000 SD 75,000 SO 75.000 SO
MONTA VISTA STORM DRAINAGE SYST.
9620
Installation of stann drainage system in Monta Vista Area.
Lines to be installed on Orange Avenue and Byrne Avenue.
Design and Construction 874.000 SO
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,
induding fee updates.
Design and Construction 30,000 SO
-
o
.¡:.
UNFUNDED P~O..lI;CJ'$ ..... ... .....................FIVE.ysARPROGRAM ..... ...
......... .......... - . ..." . . ..... ".
...... ... ......... .' . . ." . ....- ...
......... ......... .... .. .... .
...... ." .... . . . .. .. . ...
......... . .... ... . .... . . . ..... ...
...... ... ........... ................. ...............
ilia'! fiD 07~o8FD <Q8;09FD . <<ii1oFD 0:11 FD
PARKS
Rancho Rinconada Park Construction 1,000,000
Stocklmeir Property Improv. (roof repairs) 50,000
BUILDINGS
Quinlan Fountain 150,000
City Hall Remodel with Seismic/ADA 3,000,000
Fire Code Upgrades (Essential Building)
Comm. Hall Reception Auto. Door Upgrade 45,000
TRAFFIC FACILITIES
STORM DRAINAGE
Bubb/McClellan Storm Sewer Upgrade 750,000 2,000,000
TRAILS
-
o
v.
E I I
u:. s-I 511 CIa .:t J
Cupertino Sports Center and
Cupertino Senior Center
City Council Budget Study Session
May 31,2006
CUPEIlTINO
Are we striking the correct
balance between revenue
generation and community
services?
The Strategic Plan Subcommittee requested
profit and loss accounting for each of the
enterprise activities,
· The goal of the analysis was not self-
sufficiency
· The Finance Department is working with Parks
and Recreation staff to produce an accurate
accounting
· Weare currently looking at the percentage of
facility use for each enterprise activity.
CUPERTINO SENIOR CENTER
FACILITY USAGE ANALYSIS
General Fund Supported Programs
Public Rentals:
Community Festival:
City of Cupertino Training:
Commission Meeting
Maintenance
The Better Part Senior TV
De Anza College Adaptive PE
Adult Community Education
AARP Safe Driving Course
HOURS USED
100
176
27
18
2701
314
162
2012
33
GENERAL FUND REVENUES
$10,627
$0
$0
$0
$0
$0
$0
$0
$0
TOTAL
5543 (40 %)
$10,627
Some Council members have questioned whether the
capital investment made in the Sports Center and Senior
Center was worthwhile, and whether or not they are
getting a good return on investment.
In this presentation we will review:
· Available programs
· Our competition and how our
financial performance compares
We will briefly review the City's
successes since re-opening these
facilities and each manager will
highlight future plans.
We will conclude by answering
questions and asking the Council:
"Are we striking the correct balance
between public service and
profitability?"
~ u Q) ~ .+-J Q) f-4
Sports Center Offerings
Fitness Room Includes:
Lifefitness & Cybex Equipment, Treadmills, Lifecycles, Elliptical Trainers, Stairmasters, Strength
Training Equipment, Free Weights
Access to 17 Tennis Courts
Tennis Lessons, Clinics, and Camps for Children & Adults
Fitness Classes Include:
Yoga, Pilates, Aerobics, Body Sculpting, Circuit Training, Training, Fitness Orientation
Indoor Sports Facilities Include:
Two Racquetball Courts, a Multi-purpose Room which accommodates Y2 Court Basketball, Volleyball,
Badminton, and Table Tennis
Child Watch Program for children ages 6 months to 10 years old.
Sports Cupertino Sillman Campbell Milpitas Monterey Camden Fremont
Complex Sports Center Center, Community Sports Sports Community Tennis
Newark Center Center Center Center, Center
San Jose
Facility 17 Tennis Os, Exercise Exercise Exercise Pool, two Exercise 18 Tennis
Features Exercise Rm, Room, Teen Room, 2 Room, Teen Excercise Room, Gym, Courts
Raquet-ball, Center, Gym Gym;, Pool Center, Pools, Roome;, Gym, Pool, Dance
Child-watch, Gym Conference Rm Studio
Multi-purpose
Rm
Cost Revenue pays Revenue Revenue pays Revenue pays Revenue pays Revenue pays Revenue pays
Recovery for 94% of all pays for class for 75% of for 6()01o class for 92% of all for class for class
expenses instructors & class instructors & expenses instructors & instructors
including staffing. instructors & staffing, not including utility, staffing. and staffing.
utility, building staffing, not utility and building, &
& equiptrent 100% of utility and maintenance equipment 100% of 100% of
expenses, IT building maintenance costs. expenses, IT building building
support, and improvements, costs. support, and improvements, improvement
Staff expenses. utilities, and 100% of staff expenses. utilities, and s, utilities,
maintenance 100% of utilities, Does not include maintenance and mainten-
6% of total expenses, utilities, building & capital expenses expenses, ance
expenses are capital building & maintenance (pool deck, new capital expenses,
subsidized by improvements, maintenance costs, and 40% lockers). improvements, capital
the GF IT support, costs, and of class IT support, nnprove-
attorney fees, 25% of class instructor & 8% oftotal attorney fees, ments, IT
etc. are fimded instructor & staff costs are expenses are etc. are funded support,
byGF. staff costs are supported by subsidized by by GF. attorney fees,
supported by the GF the GF etc. are
the OF fimded by
GF.
Comparative Municipal Sports Facility Analysis
Fee Comparison
ports Cupertino Sports Sillman Campbell Milpitas Monterey Sports Camden Fremont
omplex Center Center Community Sports Center Comm. Center, Tennis
Newark Center Center San Jose Center
[se Fees Daily Admission $3-$6!day 6mo.ll year $3!day plus Daily Admission Excer.Rm.lGym $8R1$9
$7R1$lONR depending on Member-ships $25 annual $1.75 -$6.50 $5!$5.50NRI NR day
age RINR fee depending on age, day
Single Membership Senior! Adult! for NR residency 2.50!$4NR1day!
I month Youth 6mo. Youth youth
$55R1$65NR $35R1$52N 3 Months Pool
I year Youth Annual $75-$249 $2.25!$3.50NRI
$420Rl$455NR $60Rl$90N depending on age, day
residency, single or
Couple Adult 6mo. family membership
Membership $21ORI$285N
I month Adult Annual 6 Months
$75R1$90NR $365R1$495N $120-$420
I year depending on age,
$805R1$880NR Senior 6mo. residency, single or
$135R1$I 90N family membership
Family Senior Annual
Membership $240Rl$335N I Year
2 adults & 2 $200-$654
Children depending on age,
I month residency, single or
$95R1$1l5NR family membership
I year
$900Rl$980NR
Senior (age 62 or
older)
$375R1$405NR
Sports Center Successes
. Since pre-construction in Spring 2003, membership has increased over 30%
. Since the re-grand opening in Jan. 2004, membership has increased approx.
100%
. Staff negotiated a beneficial contract with L TT to provide tennis instruction and
other sports related clinics and camps.
. Based on current sales pattern, the City revenue for this contract should be an
estimated $250,000 or $1,500,000 for the six year term.
. Based on customer requests, cardio class offerings have been expanded.
. The City Council approved an improved tennis court user policy which creates
more opportunities for different customers to use Court #1 (the best lighted
court).
. A successful Open House took place which attracted over 100 new
memberships to the Sports Center.
Cupertino Sports Center Membership
1200
1042
1000
800
I!!
..
J:I
E
..
:ii 600 1___ SerieS11
~
0
~
..
J:I
E
"
z
400
200
o
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f:>~
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0~
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Dates of Reference
Note: 40 City employees are members
Sports Center Marketing Plan
. Quarterly Cupertino Activity Guide
. Flyers to De Anza College students
. The Cupertino Website
. Direct Mail Marketing
. Signage on the corner of Stevens Creek and Stelling, and grounds
. Newspaper specials in the S.J. Mercury and local papers
. Annual Open House
. Periodic membership special rates
. Cross marketing to approx. 6,500 Lifetime Tennis students and their
families per year.
. Work closely with co-sponsored Cupertino Tennis Club to
help market the facility.
. Chamber of Commerce
. City Scene
. Cupertino Tennis Club Newsletter
~
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~
~
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u
~
o
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~
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o
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Adult
Education
Courses
*
*
*
*
Comparative Municipal Analysis
Membership Fee for Municipal Senior Centers
Annual Membership Annual Membership
Resident Fee Non-Resident Fee
City of Cupertino $22 per person $27 per person
City of Campbell $20 per person, with $20 per person, with
$12 per additional $12 per additional
family members family members
City of San Jose $8 per person, per $8 per person, per
center center
City of Milpitas $3 per person $4 per person
City of Mountain View $0 $0
City of Los Altos $21 per person $21 per person
Town of Los Gatos $0 $0
City of Santa Clara $0 $0
City of Saratoga $25 per person, with $25 per person, with
$10 per additional $10 per additional
family members family members
City of Sunnyvale $18 per person $27 per person
Comparative Municipal Analysis
Course Fees from Older Adult Programs
English As A
Tai Chi Class Second Internet Class
Language
City of Cupertino $25 $10 $10
Senior Center
City of Campbell $21 No Class $0 (free)
Adult Center Offered
City of San Jose $0 (free) No Class $30
Cypress Center Offered
Sunnyvale-
Cupertino Adult $20 $0 (free) $37
Education
. Mountain View -
Los Altos Adult $49 $0 (free) $69
Education
Los Gatos -
Saratoga $85 $0 (free) $15
Community
Education
City of No Class $9 $0 (free)
Sunnyvale Offered
Senior Center
P c Ot A 0
P
I f
b
d
2000 use
er aUI a ..2Jng opu a Ion ase on 0 . ensus
45 years to 85 years Percentage of Per Capita General
and over Population Total Fund Dollars
City of Cupertino 17,751 35.1% $30.08 per senior
City of Campbell 11,663 30.6% $39.94 per senior
City of Mil pitas 17,491 28% $33.54 per senior
City of
Mountain View 21,431 30.5% $13.34 per senior
City of Los Altos 13,391 48.5% $9.77 per senior
City of Santa Clara 48,039 48% $12.49 per senior
City of Sunnyvale 40,230 30.5% $12.09 per senior
Cost Recovery:
. With a General Fund subsidy, pricing for senior programs can be competitive
with local agencies.
Approximate General Fund
Annual Budget Support
City of Cupertino
Senior Center $1,037,000 51%
City of Campbell
Adult Center $465,844 62%
City of Milpitas
Senior Center $604,944 97%
City of Mountain View
Senior Center $285,947 100%
City of Los Altos
Senior Center $64,000 60%
City of Santa Clara
Senior Center $600,000 100%
City of Sunnyvale
Senior Center $676,791 65%
Cupertino Senior Center
Membership Chart
4000
3500
3000
2500
2000
1500
1000
500
o
2000 -
Membership
$10
2001 -
Membership
$10
2002 -
Membership
$12
2003 -
Membership
$12
2004 -
Membership
$15
2005 -
Membership
$22/$27
Senior Center Successes
. Since the new Senior Center building opening in 2001, the programming hours have
increased by 74%: 5684 program hours in 2001 to 9901 programming hours in 2005.
. The Cupertino Senior Center maintains a 51.5% residency rate for its membership.
. The Senior Center has achieved fantastic outreach to the elder Asian community through
cultural programming and Mandarin language translations and publications.
. A marketing goal for 2005 was to increase exposure for the Senior Center in print media
publications. Through this marketing effort, the 2005 membership goal was surpassed by
5%.
. With the increased exposure in print media, the Senior Center has attracted 496 first time
members during the 2006 membership drive.
. The Case Management program was restarted in 2005 after a year hiatus. This program
has provided valuable support services for 102 cases involving at-risk seniors to maintain
their independent lifestyle at home.
. With a new coordinator and two new assistants in 2005, registration for the center's Travel
Program has expanded by 13.3%.
Key Issues
. With Baby Boomers turning 50+, the local
market share will be on the increase by at
least 150/0 by 2010.
. Pricing sensitivity in the senior market has a
direct correlation to participation.
. Market comparisons are critical for being
competitive in the local senior services
market.
. Annual 20/0 revenue growth and reasonable
cost recovery for senior programs can be
achieved by increasing market share,
effectively managing present customer base
and maintaining incremental pricing.
Are we achieving the correct balance between
public services and revenue generation?
Request for Council direction.
Sports Center Facts
. 6.2 acre complex is worth $24 million dollars if re-zoned to
residential
. The building alone would lease for $2.75-$3.25 per sq. ft. if
there was enough interest.
. The Sports Center pays for two full-time Recreation Staff, a
half of a Public Works staff, $10,000 towards IT Staff, ALL
utility costs, all PT Staff, investment and depreciation costs
of all equipment, Janitorial Contract.
. Sports Center pays for approx. $250,000 of annual cost.
Comparative Municipal Analysis
Sports Cupertino Sillman Campbell Milpitas Monterey Camden Fremont
Complex Sports Center Center, Community Sports Sports Community Tennis
Newark Center Center Center Center, Center
San Jose
Facility 17 Tennis Cts, Exercise Exercise Exercise Pool, two Exercise 18 Tennis
Features Exercise Rm, Room, Teen Room, 2 Room, Teen Excercise Room, Gym, Courts
Raquet-ball, Center, Gym Gyms, Pool Center, Pools, Rooms, Gym, Pool, Dance
Child-watch, Gym Conference Rm. Studio
Multi-purpose
Rm.
Cost Revenue pays Revenue Revenue pays Revenue pays Revenue pays Revenue pays Revenue pays
Recovery for 94% of all pays for class for 75% of for 60% class for 92% of all for class for class
expenses instructors & class instructors & expenses instructors & instructors
including staffing. instructors & staffing, not including utility, staff mg. and staffing.
utility, building staffmg, not utility and building, &
& equipment 100% of utility and maintenance equipment 100% of 100% of
expenses, IT building maintenance costs. expenses, IT building building
support, and improvements, costs. support, and improvements, improvement
Staff expenses. utilities, and 100% of staff expenses. utilities, and s, utilities,
maintenance 100% of utilities, Does not include maintenance and mainten-
6% of total expenses, utilities, building & capital expenses expenses, ance
expenses are capital building & maintenance (pool deck, new capital expenses,
subsidized by improvements, maintenance costs, and 40% lockers). improvements, capital
theGF IT support, costs, and of class IT support, unprove-
attorney fees, 25% of class instructor & 8% of total attorney fees, ments, IT
etc. are funded instructor & staff costs are expenses are etc. are funded support,
byGF. staff costs are supported by subsidized by byGF. attorney fees,
supported by the GF the GF etc. are
the GF funded by
GF.
Comparative Market Analysis to Private Sector
Company Monthly fee Yearly Fee Enrollment Fees Other Fees Specials Amenities Disclaimers
$325 for one Tennis, fitness
year, unlimited room, raquetball,
Cupertino hours, excluding multipurpose room,
Sports Center $55R/$65R $420R/$455N NJA tennis fitness classes,
*Pay initiation fee, a one time
processing fee and first and last EFT
24 Hour $29 Month to Solutions, Group X. monthly dues for monthly payment
Fitness month, no Circuit Training, membership. Pay initiation fee, a
Cupertino obligation, 90 days for $149 Kids' Club, Se Habla one time processing fee and one
time prepaid dues for a prepaid
Express Club quit when intemet special Espanol, Group membership. Offer applies to
Membership you want NJA $99 Processing Fee. $79.99 only Cycling participating 24 Hour Rt
Aquatics,
Basketball,
Volleyball, Child &
Youth Programs,
Fitness, Go~, Group
Exercise, Pilates,
Social Programs,
Tennis, Conference
Rooms, Family
Cabana, Cafe, Child
Care, Nutrition, Pro
Shop, Sanctuary Enrollment fee only refunded if you
Courtside $183 NJ A- no contract $2,100 Spa cancel within two weeks
Pool, whirlpool, child Month-to-Month
play center, Memberships only: A Month-
personal training, to- Month Merrbership is
reaction cycling, renewed rronth by rronth for
retail, sauna, the fee shown, Month-to-
chiropractlcs & Month fees rrust be paid via
rehabilation, pilates, credit card Electronic Funds
3 year paid in full 36 month sign 6 raquetball courts Transfer and are subject to
Bally Total membership $99 for month $50 cancellation fee. if up $19 a month and raquetball increase as described in your
Fitness $55 $380 $249 for 3 year hurt just a doctors note fee ladders contract. Month-to-Month
personal training,
cardiovascular,
stren9th, }<lga.
pilates, sports
$660- 12 months conditioning, martial
Club One $65 @ $55 per month $60 arts, dance, seniors
51 405 17 6500+ (06-07) y Y
51405 17 500+ 05-06 Y Y
128 012 16 3800 04.05 Y N
65 951 10 2300 05-06 Y N
57 563 5 1400 05-06 Y N
64 822 10 1200 05-06 N N
69 011 12 1000 05-06 N N
104 001 8 813 05-06\ N N
29669 5 NA Y N
29 633 7 330 04-05 N N
~"~reCeiV~S 20% for 1st $1,000.000. 5% over $1,000,000
- Clt to receive 5 adrrinistrative fee oer transaction
- Cit to receive annuaf--nro shoo rent of 10000
_ Citv Is resnnnsibte for all CIP's includin but not lirrited to net/windscreen re lacement and court resurfaclno
~~~~~~;~:t~~Qd~~~~~~f!~~ilj!f~~~~~~~~~2~:~a~~-~~~t~~~~~~~~~:~~~~=~~~-===~==~~~=::=-:-
I. -~___~.i_!;y',..i~r,.~.~P9_r)-r.!,!?".~,."f=.r.3~)L_~r~.~~".,!.Q,~.,tL,!9_ir-9,.J?_L,!!; ,,,.!J.Qt_lr~~.~-Q,.,,~.Q.....').~V:lo"lf..i,I).Q?~,,~_~.!:L~pl_~F'~'~-,Q.~,--.~.~l::J""~-T.I,:I,~.J~?-~.~~.~.!p.9....
..9!.Y_receives a flat rent of $78.000, then 5% of all revenues over- $525,000 I !
- contractor- is resnonsible for- accounts receivable and 'anitorial servicesf
... _ City is resnnnsible for- all CIP's includin but not limited to net/windscreen re lacernent and court resurfaclna
I
it receives 20% of lsfn<i300 000 and 10% thereafter-
-_..___-.;~.~~_;;~~~I~~~d~~O ci~u~r9 ws~~~~~J2,!Q~[~=-.-~~..---=~~~,:=~=-..==....-=,:,~~=:n"=:==--= =~:_..~=_.:~:..~==___ ~~..-.--~-:- _::'.-.~==:._~...=._~.. __~.====_~
__-:_~~t..Y~~Q!'s.ible for- all_c;:I~'~l1J...~..I..~ding__.~l,l_~!)ot li'!!~_~_l::J_~"9_ ne~Lwin_q~~~~n rer:?.I.~f~'~''!~ an9 court resu~aci _"___.___.._..._.~ _~___._..._..
~~rec'e'i'v'~'s"35o/~Tior"a'j'i""P&Rntln'n'js''''Dn;~m''re'v'e'ilue~nn..."--'..,..,..,..,........'..'.....n'nnn..n'n""'''--"""'''',..'........mmm.m__1'''..''',..,..,'"...... .."" ~.."~..,..,..,........._n._.._.n...'''..
'__ ':'_ $70,000 of private lesson revenue has been added to the $108,000 in P&R Qross revenue _
_.._ "contractor- collects and keeps 100010 of the private lessons revenue
_ CIP's are shared between Hiah School District and the Recreation De artment
- tennis facilities are rovided free of cha e
I I
Cit receives va in er"Centa es from vendor- 40/0 of ro sho sales hi her- for- tennis lessons court fees etc.
- 1.nf~1I ti~. c;:it;y supervisor- and sevli!:'1I1 .I~art_ti~ st3'lff rnerrbe~.L.J?h",s ~orne c..C?!:'lt'1l_cto~ _ _. __~._ -.-.-
r~= : _~~~ ~{i~oii~~;'~! ;'I~~i~;,se ~~~~T,,:~~t~Nr-~TSd ~~;~~~;!~dS"El'_~'l"'~I~"e-'!:'!!nL~-"~cO~~!'!~!<of~-_--- -------
_..:. contractor- is responsible for- accounts receivable, court washin and 'anitorial services
contractor- receives 1000/0 of orivate lessons amount unknown & ro sho revenues amount unknown
_ Cit is resnnnsjhle for- all CIP's includin but not limited to net windscreen re lacernent and court resurfacin
Tennis Contract Comparisons
0/20 to 1 mllion 95 5 after-, 1 059 000
80 20 90 10 95 5 il^' ---;j;1 059 000
85 15 to 525K 5% after- (~, 850 000
80 20 to 300K 90 10 after- (3) 350 000
7921 (', ~78 000
40/0 and u (5) ?
90 10 (~) 110000
73 27 (7) -~45 272
G;1000 rT'O. (8) -
? (9) 23 625
253 000
141 000
95 000
75 000
38 000
38 000
15 000
12 223
12 000
?
Ufetlme Tennl
Ufetlme Tennl
Brian Garrow
Ufetlme Tennl
Todd Dissl
Jim Farber
Tim Fole
tanford Tennis
Vince Russo f
tanford Tennis
--
---
C;!.ty ~celves_27.Y~qLall P&R ~nOl~U2~....9'@.!Jl reYl?D_l,!e_~=J;~ _ ___...... _________ __ J~ ____~ ~___\..------ -- ------ --. ~-.-.- -----.....-
_ _ :_~!!;.y..Prpy~~s2taff l2.r th~~_'l!l!Lofflce...Q...u!llJg 3~1~~_c;L~.Y~_&_~lrres !~l)..t ~121}!_...:._9s:~obM___L_~__ _ _.__.-. ---.- -. ---.-- -.---....-.~-
"..,,,, ",..,~.,~i~y..I.!;>",~.~p(:m!;>.I9:I.~,,__fQ,r:,,~..Iln~Ie~.~.J~..sJ,~Q.~,119..l?~.~...ng~__...IlfTll~~.Qn.1;Q"D.~,~I.'!:'!:,I.~.c::I?~.~.~.~..,,~pl~c;~.~n,t,,~.r.r~::!...c;.O~_~._,,~.~'::Irr~~.i ..... "..,....._.mmn"_..n''''''''..'''..''''
.<;.9:6j::@:~:~:9.~'::'~~.y.~,.,..f..i~~.'::.'.~0ri.j:.:.9r:i1;:d;9Q.Q:':'p~:r:"y.,~.~:r":.'.".':::.':'.'.'::':.,.:,::,::,,:.1,.,.,.,:,.,.:::,.:.:::::.::.:..::':.,..:'....'..:'..'.....':.:,..,.:",.,:,.,:,,:,.:.,.::,.:...::,:..:'.'.."..'.....,..:':':.:.,.:,:,.,.,.,:,.:.::::l..:::,.:.."..:'..:'....,'..'.:,.,.:::,:,..,::,.,.,:,.:..,::::::::,{.:'..:'....":'":'''':,::,.,',::,.:":,',:,':::::,:'::'':,:':,,,.,..,.,.....".....................".....".".,."".,."., ",..,.,..,.,.
I---':'~ contractor is res';:':;onsible for accounts receivable supplies. utilities (includinq Ii hts')m eR~'io'rrent staffln';:::;' &""ii:mitorial services
I - contractor receives 1000/0 of tennis revenues
'-'^ _ City Da s for court resurfacin . vendor a s-for nets and windscreens
I
Cit receives a % of all P&R tennis ro ram revenues details were not readilvavailable
Challenges and Strategies:
_ Pricing Sensitivity: Value, Free, Discount, and Special Offer are all proven pricing terms
for the 50+ age group. Dramatic price increases have shown a reduction to participation.
. Membership Fees: 2003 2004 2005
Membership $12 $15 $22 Resident
Fees $27 Non Res.
Membership 3361 2572 2114
Sold
Evening Yoga
Fee
Evening Yoga
Registration
2003
$35
2004
$60
. Program Fees:
16
7
. Rental Fees: Fiscal Years
2001 to 2003
Senior Center $125 per hour
Rental Fee
Fiscal Years
2004 to 2005
$230 per hour
162
88
Year Comparison
Senior Center Fiscal
Market Summary
Market: past, present, &. future:
- Market Share:
. The 2000 United States Census showed 20% of Cupertino's population was 55 years and
older.
. The Cupertino Senior Center maintains a 51.5 % residency rate for its membership.
- Market Review:
. In 2004 Santa Clara County conducted a Senior Needs Assessment for a ten-year strategic
plan.
. Preserving and expanding senior center programs was the 6th most common need cited by
community participants.
. Attendance at Senior Centers throughout the county has increased by 64% since the last
survey in 1989.
. From 1995 to 2004 there has been a 45.5% growth in membership at the Cupertino Senior
Center.
- Market Shifts:
. The first wave of Baby Boomers will turn 60 beginning in 2006, contributing to a 36%
increase in the older adult population in California.
. The County of Santa Clara is estimating that the 60+ age group will increase 15.3%
countywide by 2010.
. In the 2000 United States Census, the 45 to 54 year age group in Cupertino was 15.39% of
the population. By 2010, this group will be 55 to 65 years old.
~XHIC;T
GG/S-~I-00
Oy I~\ na.\ CAitcu1w~evt\-
-\0 -.pac.'t.~
'I
I
'.
X
~,'l,','~,i Budget Message
, Introduction
Fiscal Year 04/05 & 05/06
~ Results
Fiscal Year 06/07 Highlights
Unfunded Requests
Conclusion
.\':
1
'~".,~
l.",
;: General Fund Revenues
Revenue Assumpl,ons
Property tax from TEA is nOllnCI'Jded
Sales tax reflects
. S1 rT:'1'on ':)'\12.;;':0'1 '}i';B
. S 5 m~ll,on 1:)[ \j d'~CO "1 ':~, 1 (I
Utility Users Tax IS reduced by 5375 K for
cell phones
License & Permits and Charges for Service
are reduced for slow down in development
Sale of Property is added to fund Rancho
Rinconada & Stevens Creek Corridor
projects
2
';
\
, ,
General Fund Expenditures
Expenditure Levels:
Funds 4 previously authorized
positions & 3 new pos,tions
Expands outreach programs
Provides for 2,8% negotiated raises
Funds retiree medical insurance
Provides $100,000 for North Vall co
Study, $75,000 for Green Bldg Study
and $215,000 for election costs
Re.instates pavement management
to 2001102 levels
Provides for deferred CIP projects
3
'I
\
\
M Unfunded CIP Projects
. e,","" e ". Co",.~"oo '"00000
, Stocklmeir Roof 50,000
~ Stocklmeir Rental Upgrade 250,000
Stocklmeir Public Use 200,000
Quinlan Fountain 150,000
City Hall Remodel + 3000,000
Community Hall Door 45,000
?, BubbiMcClellan Stoml
Sewer Upgrade 2750,000
'I
,
I,
~ Reserve Policy
,.I FY 06/07
i FY 07/08
I
~ FY 08/09
FY 09/10
FY 10/11
515,137,000
513367,000
$10,464,000
$ 8590,000
$ 5,504,000
jl,
COllllcil Polic) is $16,000,000
4
'I
\
~. Departmental Budgets
) CouncillAdmin/Attorney/PIO
,
Law Enforcement
Administrative Services
Parks and Recreation
Community Development
Public Works
./',
5
6
7
8
9
'I
I Profitability Policy -
A What is Council's Goal for
f Cost Recovery?
Sports & Physical Recreation
Sports Center S 1256408
Recreation S 889.656
General Fund S 314026
Senior Programs/Senior Center
Senior Center S 568,314
General Fund $ 542,142
'Does not include maintenance &
overhead
10
/
\
~ Membership Fee for
' ,
,21 Municipal Senior Centers
.,'1,.
Res;dent Non-Res
Campbell S20lperson S20iperson
Cupertino S22!person S27iperson
San Jose S81personlctr S8!person!ctr
Mtn View $0 SO
Los Altos S21 ipersoll $21/person
Los Gatos SO SO
Santa Clara $0 SO
--
Saratoga S25!person S25iperson
Sunnyvale $18!person S271person
11
12
13
Functional Organization Chart
City of Cupertino Parks and Recreation Department
January 2006
Therl"St'AmbrosiSmilh
Direclor
Mar... Miller
!ldmini'""live^"i<lan'
67%GF/33%E.n1e<prise
67% GFI33% Entefl)l'ise
-
SusanFIofes
--
l00%Enlerprise
100% Enlerptise
l00%EmefPl"ise
lC1O"4Enterprise
75% F125% COA
l00%Enlerprise
Mabel Hoflman Rafael ilIalobo$
Senior Office FaciilyAtlendanl
"""'""
OO%GFllo%Enler;>Iise
_ 5O%GFI5O%EnlerpIise
YouthlTeens Sports Center/Fitness Quinlan CenterlCultural Blackberry Farm Senior Center
Administration IAdministration I I Administration I Administration IAdministration I
Communication Communication Communication Communication Communication
Customer service Customer service Customer service Customer service Customer service
Personnel Personnel Personnel Pernonnel Personnel
BudQel BudQet BudQet BudQe! BudQet
Brod1ures Brochures Brochures Brochures Brochures
Instructor contracts Instruclorcontracts lnslructorcontracts Instructor contracts Instruclorcontracts
Publicitv&markelina Publicity & markelinQ Publicity & mar1\.etinQ Publiciiv&mar1\.etinQ Publicitv&marketinQ
Allend conferences Allendconferences Allend conferences Allend conferences Allend conferences
Co-sPOnsored Clubs Proqram evaluations Proqram evaluations Procedures and policies Procedures and policies
1P;;,;;~m evaluations Procedures and policies Procedures and oolicies Tours Office supplies
YouthlTeen P <oms Daily deposits Program transfers Schedule pjalics Daily deposits
_ohool IAdull & Youth Fitness Classes I RefundrElQuests Daily deposits ISenior Recreation I
Parent-Tot PrOQram Fitness Recreation Classes Dailvdeposits Par1\. & Trail P1annino Plan, orQanize, coordinate variety of senior proqrams.
Summer Camps/Events Reserve facilities Clas~roQram rElQistrations IPark Maintenance I services. events and activities
Playground Program I Youth Sports I IFacir Management I Facility improvement Serve seniors in the community
Fridav Excursions Maintain permits Facilitv/picnic area reservations Perform oar1\. and QoIf course maintenance Serve new immiQrants
Holiday Vacation Camp Coordinate youth sports Room preparations ICaterina I Changing demographics activities
Afterschool Enrichment Proqram Field reservations Audio/visual eQuipment Order supplies InterQenerational events
DallCes Plan field maintenance Uaisonwith ianitorial service Schedule cooKinQ Special events
Disneyland Trip I Special Events I Facilitv improvement projects Meal planning Social activities
Teen Drop-In Program Big Bunny Fun Run Coordinate art display Customer interaction IClasses I
Volunteer Teen Program TraitblazerRun Public safety items ISwinvninQ Poots I De Anza and Fremont adult education
Teen Commission 4th of Julv Firewor1\.s Displav Vendina machines Perform POOl maintenance Contractual classes
Special Rec. Program IAdult Sports Softball I ICultural Proaram I Order supplies Classes taught by volunteers
Cooperative Dances Recruit & supervise scorekeepers YouIh and adult classes, Recruit train and schedule lifeouards Exercise
Teen Winter Camo Field maintenance Seasonal holiday classes IGott Course Pro SIleP I T echnoloav
ialEvents Managers'info. Packets Shakespeare In The Park Schedule tee times ITravel I
SprinQ instrumental concert RElQisterteams Art In The Park Plan tournaments Day US and international trios
Breakfast with Santa Schedule leagues Summer Concert Series Financial reports IVolunteers I
Santa visits Update standings County Fair IRetreatCenter I Front desk support
In-servicetraininq Hire umpires Almost An~inQ Goes Roomset-uos Recruit, train and supervise
Parents ninht out IDrop-ln Vollevball I ICommuni Events I Mealolannina Advisory Council
Facil" Maintenance & Develo oment Organize program Cl1erryBlossom Festival ISpecial Events I Recognition luncheon
Room schedulina Hire staff Art & Wine Festival Cupertino Dav at B1ackberrv Fann Service clubs events
Facility improvements ICreekside Park BulldinQ I Moon Festival IMcClellan Ranch I Wednesday Lunch Proaram
Building rentals Oversee rentals Oktoberfest Administer nature programs I Facility ManaQement I
Sk8mobile Facilitvmaintenance Day In the Park July 4th School tours Senior use
Droo-In teen center IAauatics I Lunar New Year Unity Parade Community gardens Facility reservations
S. lies RenVMaint. Pool facilities Chair McClellan Ranch Task Force Displavcases
Inventory control Teach CPR & 1st Aid class ITrails I ISenior Social Services I
Maintain Department Vehides Aouatic staff manuals Stevens Creek Trail Case manaqement
Staff Uniforms ICupertino Sports Center I Housing consultation
Schedule staff Insurancecounselina
Purchase supplies & eQuipment LElQal counselina
Maintain vendina machines SupportorouDS
MaintainlandscapinQ Holidavbaskets I
Cupertino Tennis Club INewsletter
Software trainina Desian, produce, distribute
Facilitv maintenance & renair
-
I I
= Vacant Positions
I I
..
= Enterprise Positions
= Part-time Positions
= Partially GF Supoorted
G,p""'s.....Fl__--.-..Re~o.vClwt.....2DDIl.m
Functional Organization Chart
Administrative Services
January 2006
Emergency Preparedness
Other Deparbnent projects
Infonnatlon Technotogy
Economic Development
Human Resources
FlnancelTreasury
City Clerk
Code Enforcement
IEmcf2CICIScrvita
Provide commWlity training via:
CERT_
Kaleidoscope Youth Program
CPR
First Aid
"""'"--
-boo
Coordinaleneighborboodprcpamlncss
Coordinaleschoolcmcrgmcyprcparcdncss
"'"
UpdalesDisast<<Plan
LiasonforEOCIShcllerOpcntions/CARES
Marketseme:rge:ncyprqllll'ednesssavices
Coordinatcsperiodiccmcrgcncydrill.
Distributepn:paredness info via inlemet,
displays,presc:ntations & printed brochW'eS
Coordinale city $laffprcparcdDcsl; &
EOCISEMSttaining
CoordinaIcMcdicalRcservcColpsProjcct
Provide Neighborbood Watch
INctworkVDt!radeslADoliutiou
Support City W ANILAN
StmdardizcsoflwBreJhardy,'UC
Monitorlioensin&~
Upgradesyste1115 as necessary
i'Im'idedesklopsuppon
I'roposeandimplementstate-of-
iho-m.,.,.".
Monitor~~
GIS System and ApplicatiOJl5
I I Joi.al Committee 01 Citv/Cb.mber
EMance business ea1lironmellt
Pramotccducatianofcommunity
-
RecruiteompatiblcbusincsseslOlhecity
Develop a sense ofpubliclpriv""
-~
Liason10 Chambcr,brnkcn,business
assocUtions, Ecoa Dev Committee
Promoteasb'ollllecono:mylOcMance
qualityoflifc
Woritwith busiDess to identify retention
bori=
Devdop Ec:ooontic Dc\' Wcbsile
I DelNlnmest SVlIlcDD
Liasonforlll.ljordcpu1mcnt~
COllVa'SionsImodifications
CommllllityDeveIopment
Fo-
Parks&ReaeatiOl'l
CityClcrk
Troublesllootina
.""'~
lIatel'KlAccess
Providclmaintainlnlem:t
IAdmiaiMratiol
PrcparcfllllplcmcntTedlPlan
I'reparebudgetlcontractslRFP's
Providcdis_planlongoingbackup
Provide adequalefirewalIs/sccurity
,,....
Ensure$lafftraining
_1=TranSferredtotheCityAtlOmey.Offioe
_1= Vacant Poaition
I'
1= Part-Time Position
r_II<Retil1lmen,orprojectedVacancy
IRecnitmeat& SelcctiOI
PublishingvacaJlCies
Conductoutn:achefforts
Devdop&administc:rsekctiollprocess
EstabJish & certify eligible lists
IClassificatiol& COmJlelSltiOI I
Esublish, =ise& m=line class specifICations
SlIn'eYcompcnsllrioolevds
Make salary. '..,;~&maintain
,Wry,,",
Updatethel'eMamatiotlsvstem
INe1!Otu.tioas!EmDloyftRdltiOIll
Negotiate labor agreements
CondllClquartciylaborm.anagementmcetinp
Update MOU'saadpersollllelpolicies&
-='-
Respon<!lOgricvancesandPERBfii
Provide consuIation on Dr02JeSsive discioline
I
IEIIIDloveeBnefita
EvaluatclnegotiatecmployccbcnefilS
Administer bc:Defit plans and comracts
Provide employees with bcnefrt information
I
IEllloloveeTrailialjl:
Coordinatc City-wide BEST training pmgram
CondllCltrainingneodsassesSltlCllt
MollitoT requirlld training
Customc:rScrvic.eclass
Mcycrs-Brig&s
IRickMalLlftlllelt
Negotiate ins",.ance COOllllClS
Administergeneralliabilityclaims
Administer sdf-insurcd worlo::r.;'compcnsalioo
"""'"
Reprnenl City ill claim litigation
CondllClquarterlysafetymcetinp
ITreQary
MmqelinvestS40 milliOll in pooled
---
MoMor invatmatt laws
I'reparellmlUl!in_poIicy
I'reparemonthlyCOUDCilrcports
AdministerdebtiSS'lllltlCe
IElcctiouMllIftIlle1It
Reviewffueeampaignflll.lllCedillCl<lSw'es
C>-loccoM1ictofintcrcstrcporting
Plmfdirecl.lllWIicipaldocnOlll
PllDfdin:ct initiative elections
Illteraa1lExterulReoortile
I'repareIlIIOIIitorannual&:5,..,..budgd
I'reparellllllwdauditrcpor1
Proce:ssallinlemallmemalreponing
iDc:ludingFcdcralIStateICountyrcports
AQCOUIlt for all cityassds
Implementrcportingcltqes
UpgracIethePcmamationsystem
lPablicllfonnatiol
MaiDtaincmp~commis.ionphoocbooks
Providereceplion&pl>oocscrvicesforCityHall
Assist PIO in emergencies & drills
RcspoDd/forwanlemailreql>CStsforioformation
Publish legal nocices,=ddoculllents
WriteCouncilag<<das,minutcs&.proccssdocwncnts
IRecordsMaa.-at
Records rdcnlion schedule
On&.offsitc=ords search&. retrieval
Mic:rofilming services for all dcpartmcnts
PurgiPg,microfllming,5lorIiC&dcstnlction
Complywith Public R.ecords Act including
documcntprooessing
Quancrly updates 10 IIIIIIlicipal code
Automateddocumellttll8l\l8=C'll&.scanning
Filc=ation, tracking&. storage of=trc=rds
Assistdcputmcotswith~managemcmtask:s
IReveaaes
Ocposit & lIC<:OIIlItfor $56 milliOll in =1IC
I'rOcesscityreceivableslcolloctiOlll
Monitor grant & tax revawcs
IEIoeaditare:s
ProccsslllCCOlllltfor$60millioocxpcDditurcs
I'rovideill-housepayrollprocessina:fol" 145
fulItimccmployocsaaduptol50pantimc
--
l'repareallFcdcralIStateIlocaItaxobliptions
Proce:ssl50vendoro.ymcntsv.eek!v
IOtller
LiasonlOaudilCOlllmittoc
Debtadministratioo
CapitalimprovcmcotJR:icct1llOtlitoriJl&
'-;:
ILicellil rdiuI<<CompIiaa<<
lsSllCbusincaliomscs
Emorce oompJiance with city ordinance
Proccsslllilitytaxcxcmptions/repolu
IOtller
Prcparebudgctlcontt'lCtSlRFP'.
ProvidccityiDterolflCe&JIO$Ialserviocs
Providccitywidcduplicationsmices
ManageboardlCQlDlllissionapptproccss
CoropiJe,print.,distribu\e,post,upIoed
agenclas,minutcs,&packetstothe~
LiasonlOfincAnsContmissionincl1>ding
special projects: CbcrryBJossom Festival
childrcn'sartshow,OistinguishcdArtist
oftheYcar,ArI in Public Placcs,Cyrw;
tbcGrcaldonaCon,pct"CeJ\tforBltrequcst
to Council
ICodcE.con:c_t
Enfon:eMuaicipalCodc
ls5llCcitmoas
Facilillteneigbborbooddisput.es
Assistsbcriff.......dcd
Abatctnclltprooocdin&s
Coordinate Neigbborhood
Wa\ebi'rogramforShcrift's
Depanment75%
Staffliaison 10 Library Commission
Special Projects:
ldcntify/proposcrevcrwccnhancemcnts
financialSIr8legicPlan
E-Sorn=
Updatcl'attamationsystcmS
Functional Organization Chart
Communications and Community Outreach
January 2006
Rick Kltson
Public Infonnation Officer
P.~
Conglianese
_.
Coordinator
Rei Delgado
Media
Coordinator
NidhiMather
W..
Specialist
A<l<>ro.
"""""
""--
Multimedia
Communications
Public and Media Relations
I City Channel
Bulletin Board Announcements
CAD Design
Daily Broadcast Schedule
Daily Program Production
Maintain Satellite Feed
Meeting Telecast Production
Post production
Public Service Announcements
Technical design and management
Video library
ICommunlcatlon Manaaement
Communications Audit Committee
Communication Coordination
Publication and Document Standards
AccessCupertino
E-Services
Granicus
Emergency Communication
I Media Relations
Media liaison
Press Releases
Reporter Orientation
I Lealslatlve Issues
Advocacy
Legislative Correspondence
Legislative Tracking and research
Resolutions
I Multimedia Coveraae
Community and City Events
Council and Commission Meetings
Cupertino Recognizes Extra Steps Taken (CREST)
Election Coverage
Press Conferences
Project Videos
Public Service Announcements
State of the City Address
Tou..
Training
ISlster Cltv/Fr1endshID CItv
Hsinchu Sister City
Toyokawa Sister City
I Publications
Brochures
Cupertino Scene
Employee Newsletter
Fact Sheets
Flyers
Proclamations
I Public Information Services
Business Support
New Resident Information
Telephone Inquiries
Written Inquiries
I EmDloyee Recoanltlon
Holiday Party
Retirement Gifts
Legend
.
IPresentationSuDoort I
Audio and Visual EQuipment Installation and Repair
Citywide Muhimedia Support
DVD duplication
Graphics and Digital Effects
Public Presentation Support
I Cable & Webcast Proarammina I
City Council and Commission Meeting Broadcasts
Community Bulletin Board
Community Events
Educational Programming
Granicus integrated video and text
legislative Coverage
Webcast management
I Crisis Communications
County EOC Public Information Lead
Emergency Public Information Operations
ICable Francis. Administration
Comcast liaison
Cable Customer Advocacy
Franchise Compliance
Public Access Contract
Regulation Research and Inquiries
ICommunlty Outreach
Constituent Response
Community Events
Special Assignments
IWebSlte I
Assist departments with design and content
Coordinate with IT Department
Design, develop and maintain web site
Evaluate, recommend and implement content
Web training and technical support
Vacant Positions Permanentstaffingreduc:tionof30%
One position was cut from the city channel in order to Cl"Nte the web specialist position.
D
part-timepositioo
D
mmgeneralfundposition
I U1uta Domondon Lee I
Community ReIdons CoordiMtor
Community Outreach
I Block Leader Proaram I
Recruit Leaders
Communicate neighborhood & community projects
Develop training & manuals
Brochures, fliers, web information
Coordinate meetings with staff & officials
Recognition ceremony
News releases
New resident referrals to leaders
Coordinate outreach with Neigh. Watch & Emer. Prep.
Telephone inquiries
I Garbage & Recycling Program I
Informational materials for weekly recycling
News releases, articles & display ads
(Recycling, HHW, Compost, Garage Sale)
I Block Party Proaram I
Inquiries
Promotional materials
I Public CommunicatIon I
Coordinate town forums
Public Dialogue activities
retirement or projected vacancy
EXHIBIT
Gc../S--ol -OV>
Functional Organization Chart
Cupertino Public Works Department
January 2006
Ralph A. QuaJls, Jr.
Director
---1
Karen6.G~rin
Admin See
Glenn Goeplert
AssistanlDireClOrof
PublicWorb
Bob~izzc
Assistant DireClor
of Public WOTks
Engineering
Environmental
Programs
Trans rtation
Service enter
-
-
-
-
Engineering Transportation Environmental Programs Service Center
Public Works Pro ,- Coordination Traffic Solid Wute end " IAirQue11lY , Field 0 IlItIonsServlces Fecllities 6FT
Budge\andPlanning CADepertrnentofTlll1'Ispootation Red Ilghlrunning eclucation Contrads-LAGCO EcopasSprOgllllrn Develop & manitorbtKlget Maintenance & mechanical
Design and Construction Santa Clara Valley Traosportalion Autl1. Speed reductian prOgram Resouroereeoveryf",nd Spare Ihe Air Communications serviees(13 bldgs. 9 parkrestrooms)
Payrnems see TllIfflC Safety Communities Network. Bicycle & pedestrian safety Budget monitoring Ridesllare Personnel Admin. bldg. janllofial contrad.
'CVWD Safe Routes to SChool AB939c;ompliance Blke to WOlk ,--.... Admin. Bldg. alann system contr8d
ClI itlllm rovements Householdh.azardouswasle Purchaseonlers Maintainbldg,equipment
Grantwritlng H" hPrio. p~' P"...rdn Compostdisll1butiGn National Flood lnsul1l1lu InvenlOfyiReco(l;lsmaiotenanee Maintain City communication equip,
Projed.managemem Mary Avenue Bicycle Footbridge Bicycle Transportation Plan PublieinfOl1Tlalion and education Communlly raling system Process requesls for service Maintainbldg.emergef'lCygenel1ltors
ConSlruClionadministratlon ActvencedTrllffIcSystemMgmt Pedestrian Trans.portatlon Plan Business outreach ScIlrlQl CfO$$ing guards Maintain Ctty fountains
SilironValleySmllllConidor COnpeslion Mgmt. Program WaSleassessments ClericalsupportforsupefVisol'1l Special facility eonslruction projects
Mary Avenue Pedestr1an Crossing City facilities solid was\e & recycling Long range planning goals Complainlresponse
Private Develo Adviso Bodies PlanleView AdministerElrnwood WOfk Furtough
lnterdepartmentalCoon:lination ..... ... Bicycle Ped. Commission RateadjuSlmenls "",.m lGen.8el'YleftIS.6FTstlIffl ,
Review Plans GradingOrdinaflce PubliC Safety Commission Annual reports MaintJSefViceCllyvehlcles,equip
AtlendPre-appllcationmee\ings Programoeveloprnent GroundsDivision 17FT Maintain street,PlIrk., parking
Acquire Dedieations Neighbortlood T...rne & I Trame 0 rations Attend TAC, Public Ed "we Maintain 13 palksites (116 acres) lotligtrls
GradingPenntt Parkin C.lmi Traffie signal sIloIl Maintain 9 school sttes (S2 aeres) Ass1.Facililies,bIdg.extlights
Planning Commission Road bumps Preventive maintenance Urban RunoffP ~ Landscape maintenance Maintainlmoni1orfueltanks
Neighborhood traffie mgmt. plans Pennttcompliance Spons field maintenance Maintain Service Center
", ctionService$ Residenlialpennttpalking Administndlon Doeumentreview Admin. janttorial parll restroom contract Perfonnlabrtcation.wekling&
Field Inspections staff reports Per10rmancestandards Gralfitlremoval repairs-metal parts & equipment
StopWOIkNotices Traffiecollision~rds Public inlonn8lion and education prooess public. youth sports groups & Process USA locates & marll
Bond Release Servlcerequests Stafltraining P&Rservicereques\s Cityutlltties
Worltorders Planrev;ew Admin dev:specs& bidding for
GeneratEn ineerin Traffic & englneenng surveys SOPs street Maintenanea 21FT City vehicles & equipment
Lot Une Adjustment Annual fee assessmenl Maintain medians (31.54 acres) Admin. s1reetsweeplng & stonn
CerlificateofCompliance Pennlts Budgetmonttoring Maintain undev. public ROW (21 .69 aaes) draincleanlngcontraCls
Annexation Transportationpenntts Annual reports Maintain over21. 000 street trees Maintain haz. waste records,
Vacation 01 Easemants Special evem penntts Attend SCVURPPP. PIP,lUS Maintain all traffic & street s.iQns manifests & reports
En-croachmentPennits str&ettree leaf removal program
Maintain Ctty Maps Admin streelsweepmg contraCl (526 mi
Admin sidewalk/curt/gutter program
PublielnfonnationServiees Malnlaln s10nndrain system
ResidenlialResearchRaquesl Administer Elmwood Woll<; Furlough
ResidenllalComplainl$ "",.m
Plan Copying Res.pond to all after hour requests
Notices
_ = Vacant Positions: 7167 positions: (11%)
= PendinQ retirement - March 31
Functional Organization Chart
City of Cupertino Community Development Department
January 2006
Current Planning Policy Development and Housing Building Plan Check and Inspec:tlons Admlnlstr8tlve ServIces
..... - IZonlnaComallolnce II~I.....I"'", I BuPdl PlanC_ II...DeCllon Se<vkM , .. -.. ...-
Pre-lIpplications Bu.;.....sLicenseR~ ValleyT"'n~ionAultoorily(VTA) LaginloCompuler FleldlMpllCtloo$ Filing System Log into Computer
h'llerdepartmentalCoo<dinlllicn HoMeO<:cuplllionP......ils SiliconValleyManuhlcWrlngGrollp Calculllte Valua!ion and Fees CorrectionNolioes ......... FeeR.....pt
Completeness Zo<1ing1ntltJ>l'_ion JoOntVenMeS;Ueonvelley D<stflD\lteAwlic:8tions $lopWDI1<Nolices Supplies FileP~on
PermttStreamlining lOl1inaMac MeeSl.lIaAIB EmerlIencvAssessments Purc:t\a$eOrdIll'S TreckDeadlines
Development REMewCommitl.. (DRC) lH!.toric""-vaflon I I Oemoor.mICll I - ~- Rec:o<<lrequests CI1eclcReq_
stte&ArcMocIuralRIIYi_ HiSloriclnV9!ltory '"'~. U" Log RtlSulls Budget Monitoring .-
StlIflReports DataBase Plumbl~.Codes Mainblin Inspeclion Link Communk:ations Pu~ishingOeoldlines
Building PennttPian Cl1ecl<ing IS~Proiechl , Oolpt,ofFinenc:ePcp_Estimales "" (inspect;onCllllinsvsteml MeillFAXIPhones MaH;naUstlI
Project Inspections Design Guideli..... ABAGPnl~s Energy a.... TiUa24 PlfSCflnel 3OOftNolice
Applic8tlonTracking Parlungstlldi. ABAGHous.ingNeeclsProjedio'" SendCoJTaclionNolices IPuiIllclnlonn_SerYI.... I TimeCards Environmenta!Natioes
An~on$ GISsvslem Struc:luralPlanCl1eck '00_
_ hborI1ocJdPreHrvation HeoIJt cflha CitY Plan lo.Ml'a1P"n I IssuaSui!dlnaPerrnits ~- Publiclnfvnnation
Zoning Cocle EnIorcement IPubllc lnfvnnationSeMcu I U~PJ"Cll'am Coclelnspec:tions SooIrdI.nd Commlnlonlr Informati_IMataria~
Sign Enlorcement '00_ land Usa Chang... - PC.CC.DRC.ERC,HC ~.-
PrcpeJtylnspedilln. ~.. Te>rtAmandments RIlViewAppllcallon. ISulklnaBoardof_. I Minut. Counter
Nu~an""Abalamenl Brcc:nu.... Annual Reports. All<<1dpre-applic8tion_iJ>9S Agend.. Sit.RaoordlSe8rch
FIoodMa;>s M.inlainOapartmantWat>P.gas ReccmrnendCondibcn. IIC80Cartlflcationa I PackalAnemblv
I Mee\inslSelup Trsln!
EnvlronlMfttal_ IZonlnaOrdl_1 IIHouslna.......'.m. I c.....Com .- ISerYlosRea_ StatlR_rt5
Initial Studies _Ordinances ""G CorrectionNoticas ,","",00,",
Ass....mentCOOr1lln81illn On:lin."""Junendmantl MonitctingNon-Prclits Sto WorIi:Notices IBuUdlngAdtvllyReporta l?cmmlsaioner'SOinner
Mrtigat>cnMonrtoring Zoninglnterpre\8licftS Hou.ingRehabilltabon ..... PI.., Check andStatlatica Depa~Celebnllionl
Agenc:yRefeJTa/s EnvircnmantalGuidelin.. infonnation& Refemll o.plO~plays
EIR. MitigatlcnMonilcring Affordab4eHct,lSingPrcjec:ts ""'",- SceciaIMeeti~.
Economic I Dafll)8rOUsBulldln~Cod.
EcoJ'lCmic DeY9lopment Commil:lae ISoeclaIPm.IStudiea II_cement I ..
Statu. ofDeY9lcprnenl Aclivity SoulhDeAnzaBMl Redevelopmlll'1lPlan
OeveIopmentStandard. Ncr1hDeAnzaBMl BALAl.awsurt
Kaartcflh.City PJOOe$sOevelcpmenlAppllcations
MonlaVillll
StaffsuppcJt provided to th. following boardland commisslcn.
City CcuncH. PllInning Commissron. Housing Comm~.ion. En..rcnmental RIIView Commil:lae. OeveIopment R......... Comm_. Economic Develcpment Committee. Building Board cf &1'1*I1.
Legend
-
D
D
I?~.
Vacant Positions
part-bmeposition
non g.eneral fund position
pElflding reti/'lilmentlprojeded vacarlC)'