Budget 2010-2011City of Cupertino
Adopted Budget
Fiscal Year 2010 -11
www.cupertino.org
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CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2010/11
CITY COUNCIL
Kris Wang Gilbert Wong Orrin Mahoney
Mayor Vice Mayor- Councilm.ember
Mark Santoro Barry Chang
Cnu»rihnPmha)' Counci.lmenrber
DIRECTORY OF CITY OFFICIALS
David W. Knapp - City Manager
Carol Korade — City Attorney
Carol Atwood — Director of Administrative Services
Mark Linder — Director of Parks and Recreation
Ralph Qualls — Director of Public Works
Aarti Shrivastava - Director of Community Development
iii
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2010/11
COMMISSIONS AND COMMITTEES
AUDIT COMMITTEE PARKS & RECREATION COMMISSION
Myoung Kang
Mark Santoro
Stanley Stemkoski
Garrett Wade
Barry Chang
HOUSING COMMISSION
Harvey Barnett
Radha Kulkarni
Nicole Maroko
Liutyng Lin
Jimmy Chien
FINE ARTS COMMISSION
KC Chandratreya
John Fiegel
Srilakshmi Sitaraman
Robert Harrison
Jessi Kaur
PUBLIC SAFETY COMMISSION
Charles Caldwell
Nina Daruwalla
Craig Lee
Daniel Nguyen
Tamara Pow
TEEN COMMISSION
Utkarsh Bhagi
Jacqueline Do
Anand Hemmady
Esther Lim
Laura Liu
Jeanne Bradford
David Greenstein
David Lee
Darcy Paul
LIBRARY COMMISSION
Adrian Kolb
Ronald Miller
Katherine Stakey
Ann Stevenson
Susanna Tsai
PLANNING COMMISSION
Paul Brophy
Lisa Giefer
David Kaneda
Winnie Lee
Marry Miller
BICYCLE PEDESTRIAN COMMISSION
Mark Fantozzi
Geoffrey Paulsen
Alan Takahashi
James Wiant
William Chan
ECONOMIC DEVELOPMENT
Kailash Sundaram
Lisa Giefer
Shailee Samar
Carol Atwood
Anna Kathryn Sengupta
Mike Foulkes
Hadar Sachs
Kelly Kline
David Knapp
Orrin Mahoney
Lynn Ching
Ralph Qualls
Aarti Shrivastava
Maria Streeby
Gilbert Wong
TECHNOLOGY, INFORMATION & FISCAL STRATEGIC COMMITTEE
COMMUNICATIONS COMMISSION
William Allen
Peter Friedland
Avinash Gadre
Wallace Iimura
Andrew Radle
IV
Kris Wang
Orrin Mahoney
Carol Atwood
David Woo
Roger Lee
Kelly Kline
Aarti Shrivastava
CaCzforriia Society of Municipal (Finance Officers
Certificate of Award
For
Fiscal Year 2009 -2010
The California Society of Municipal Finance Officers #(&MFO) proudly presents this certificate to
City of Cupertino
For meeting the criteria established to achieve the EXCELLENCE AWARD in the OPERATING BUDGET CATEGORY.
February 18, 2010
PZ."14 jam-
Thomas Fil Pamela Arends -King, Chair
CSMFO President Budgeting & Financial Reporting
The California Society of Municipal Finance Officers issues annual awards for outstanding
achievement and contributions to the profession. The City of Cupertino received the award
shown above for its 2009 -10 annual operating budget. In bestowing this honor, the Society
acknowledges the City for its outstanding presentation of financial and budgetary data.
Our 2010 -11 budget document is intended to meet the Society's high standards and will be
submitted again this year to determine eligibility for another award.
V
RESOLUTION NO. 10 -112
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR
FISCAL YEAR 2010 -11 BY RATIFYING ESTIMATES OF REVENUES TO BE
RECEIVED IN EACH FUND AND APPROPRIATING MONIES THEREFROM FOR
SPECIFIED ACTIVITIES AND ACCOUNTS AND SETTING FORTH
CONDITIONS OF ADMINISTERING SAID BUDGET
WHEREAS, the orderly administration of municipal government is dependent on the
establishment of a sound fiscal policy of maintaining a proper ration of expenditures within
anticipated revenues and available monies; and
WHEREAS, the extent of any project or program and the degree of its accomplishment,
as well as the efficiency of performing assigned duties and responsibilities, is likewise dependent
on the monies made available for that purpose; and
WHEREAS, the City Manager has submitted his estimates of anticipated revenues and
fund balances, and has recommended the. allocation of monies for specified program activities;
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt the
following sections as a part of its fiscal policy:
Section 1: The estimates of available fund balances and anticipated resources to be
received in each of the several funds during fiscal year 2010 -11 as submitted by the City
Manager in his proposed budget and as have been amended during the budget study sessions are
hereby ratified.
Section 2. There is appropriated from each of the several funds the sum of money as
determined during the budget sessions for the purposes as expressed and estimated for each
department.
Section 3. The City Manager is hereby authorized to administer and transfer
appropriations between Budget Accounts within the Operating Budget when in his opinion such
transfers become necessary for administrative purposes.
Section 4. The Director of Administrative Services shall prepare and submit to City
Council quarterly a revised estimate of Operating Revenues.
Section 5. The Director of Administrative Services is hereby authorized to continue
unexpended appropriations for Capital hnprovement projects.
Resolution No. 10 -112
vi
Section 6. The Director of Administrative Services is hereby authorized to continue
appropriations for operating expenditures that are encumbered or scheduled to be encumbered at
year end.
PASSED AND ADOPTED at a regular adjourned meeting of the City Council of the City
of Cupertino this 9th day of June, 2010, by the following vote:
Vote
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST:
Members of the City Council
Wang, Wong, ,Chang, Mahoney, Santoro
None
None
None
i�� C42�-4
City Clerk
THIS IS TO CERTIFY THAT THE WITHIN
INSTRUMENT IS A TRUE AND CORRECT COPY
OF THE ORIGINAL ON FILE IN THIS OFFICE
ATTEST i—IL411 �- -?ate=, 20-1
CITY CLER K OF THE CITY OF UPERTINO
BY
�u5(; CITY CLERK
vii
TABLE OF CONTENTS
FISCAL YEAR 2010 -11
TITLE PAGE . . . . . . . . . . . . . .
ORGANIZATION CHART . . . . . . . . . . .
DIRECTORY OF CITY OFFICIALS . . . . . . . .
COMMISSIONS /COMMITTEES . . . . . . . . .
EXCELLENCE IN OPERATIONAL BUDGETING 2009 -10 AWARD
ADOPTED BUDGET RESOLUTION . . . . . . . .
BUDGET MESSAGE . . . . . . . . . . . .
FISCAL STRATEGIC PLAN . . . . . . . . .
FINANCIAL AND CITIZEN VALUES
Mission Statement. . . .
Financial Values . . . . . . . . . . . . .
Citizen Values. . . .
BUDGET GUIDE
Elements of the Budget Document . . . . . . . .
Structure of the City's Finances . . .
The Annual Budget Process . . . . . . . . . .
Glossary of Budget Terminology . . .
COMMUNITY PROFILE
History of Cupertino . .
Community Economic Profile. . . . .
FINANCIAL AND PERSONNEL SUMMARIES
Budget Summary . . . . . . . . . . . . .
Revenue and Expenditure Charts . . . . . . . . .
Revenue Summary . . . . . . . . . . .
Personnel Summary . . . . . . . . . . . .
Five Year Budget Forecast . . . . . . . . . .
Appropriations Limit . . . .
PERFORMANCE MEASURES . . . . . . . . . .
DEPARTMENTAL OPERATING BUDGETS
COUNCIL AND COMMISSIONS
City Council . . . . . . . . . . . . . .
Technology, Information & Communications Commission .
Library Commission . .
Fine Arts Commission .
Public Safety Commission . . . . . . . . . .
Bicycle and Pedestrian Commission . .
Parks and Recreation Commission . .
Teen Commission . . . . . . . . . . . . .
Senior Commission . . . .
Planning Commission .
Housing Commission . .
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ADMINISTRATION
City Manager . . . . . . . . . . . . . . .
City Manager Discretionary Fund. . . . . . . . . .
Legal Services. . . . . . . . . . . . . . .
LAW ENFORCEMENT
Law Enforcement . . . . . . . . . . . . . .
PUBLIC AND ENVIRONMENTAL AFFAIRS
Community Relations . . . . . . . . . . . . .
Cupertino Scene . . . . . . . . . . . . . .
Goverm-nent Channel . . . . . . . . . . . . .
City Website . . . . . . . . . . . . . . .
Environmental Affairs . . . ... . . . . . . .
ADMINISTRATIVE SERVICES
Administration . . . . . . . . . . . . . .
Accounting/Business Licensing. . . . . . . . . . .
City Clerk/Duplicating & Mail/Elections
Emergency Preparedness . . . . . . . . . . . .
Human Resources/Retiree Medical/Insurance Admin/Risk Management
Code Enforcement . . . . . . . . . . . . .
Information Technology . . . . . . . . . . . .
PARKS AND RECREATION
Administration . . . . . . . . . . . . . .
Facilities /Parks / Blackberry Farm/Community Events. . . . .
Youth & Teen Programs/McClellan Ranch Park . . . . . .
Sports & Fitness/Blackberry Farm Golf/Monta Vista Rec Center.
Senior Center Programs/Stevens Creek Trail/Blue Pheasant.
COMMUNITY DEVELOPMENT
Administration . . . . . . . . . . . . . .
Planning/Economic Development/Redevelopment Agency . . .
Housing Services . . . . . . . . . . . . . .
Building . . . . . . . . . . . . . . . .
PUBLIC WORKS
Administration . . . . . . . . . . . . . .
Environmental Programs . . . . . . . . . . . .
Engineering Services . . . . . . . . . . . . .
Service Center. . . . . . . . . . . . . . .
Grounds . . . . . . . . . . . . . . . .
Street and Fleet
Trees and Right of Way . . . . . . . . . . . .
Facilities . . . . . . . . . . . . . . . .
Transportation . . . . . . . . . . . . . . .
Fixed Assets Acquisition . . . . . . . . . . . .
NON-DEPARTMENTAL OPERATING BUDGETS
Interfund Transfers . . . . . . . . . . . . .
Debt Service . . . . . . . . . . . . . . .
CAPITAL IMPROVEMENTS
Five Year Capital Improvements Program . . . . . . .
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Budget
June 9, 2010
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
Subject: Fiscal Year 2010111 Budget Message
Enclosed for your consideration is the City of Cupertino's fiscal year 2010/11 operating and
capital improvement budgets, together with projections for the following four fiscal years. As in
every year, these are balanced budgets.
Proactive Financial Planning
I am proud to work for a City that proactively manages its revenues and expenditures. Such
efforts have successfully weathered the past and current recessions without layoffs and service
cuts to our constituents. Not to say that we are without challenges in producing a balanced
budget. As the adopted budget shows, we will be dealing with revenue losses of approximately
$1.4 million and $1.8 million over each of the next two years. These shortfalls will be covered
through the continuation of a selective hiring freeze, deferred maintenance, creative funding of
needed capital projects and reserves. We are also able to deal with the financial crisis in
California because of our remarkable work force which continues to find ways to provide
excellent services at the lowest possible cost.
Our proactive measures to ensure financial health have placed us in a much better situation than
the State, County and most of our neighboring cities. Over the past ten years, we have
introduced measures to control costs and identify revenue opportunities. We contract for our
public safety services to keep costs down and only pay for what we need each year. Our crime
rate and response times are some of the lowest in the County. Employee contracts have been
negotiated to set limits on medical benefit costs — something other cities do not do — and our
retiree medical plans have been tiered to require longer service levels, thus reducing our long-
term obligations. In May of 2006, Council had the foresight to adopt a Fiscal Strategic Plan to
counter balance economic uncertainties and proactively plan for recessionary times. This plan
identified revenue and expenditure strategies to improve the City's ability to maintain services
under fluctuating economic conditions. The City has already seen the benefits of this plan in the
areas of business -to- business sales tax, property tax and utility user tax assurances.
1
Prior Year Trends
Fiscal year 06/07 - Revenue trends began to improve, especially in the area of sales and property
taxes, charges for services and use of money and property. Sales tax increased as a direct result
of high -tech business activities. In addition, outreach efforts brought Insight, a new business -to-
business sales tax producer to Cupertino. Apple, HP and Insight were the top three sales tax
producers. Another major success was obtaining State legislation, which partially reversed a
1980's inequity and restored a portion of the property tax revenue previously lost to the County.
City Council members were instrumental in getting this legislation approved. This Tax Equity
Allocation (TEA) change provided another $1.35 million in property tax for the fiscal year.
Charges for service and construction tax also were up and, as our portfolio balance increased, so
did interest income.
The City's audit report for the year ended June 30, 2007 showed the General Fund in a positive
net income position of $.6 million with an additional $2.2 million from the sale of surplus
property and loan paybacks. As for expenditures, all departments came in under- budget and our
low crime rate contributed to savings in law enforcement costs. Trends improved over prior
years, and the General Fund realized an operating surplus of 1.5% on a $40 million operating
budget after adjustments for one -time revenues.
Fiscal year 07108 - Funding of staff positions was reinstated
and new positions to accommodate specific customer service
level standards and growth in workload added. Maintenance
was budgeted at moderate levels and capital projects, deferred
for several years, were funded. During the year, Council
approved two major capital projects — the Mary Avenue
Bicycle Footbridge and the first reach of the Steven's Creek
Corridor Project. In addition, Parks and Recreation operations
were reviewed and restructured to separate the self - supporting
programs in the Enterprise Funds and clearly reflect where the
General Fund subsidizes programs.
The City finished the 07/08 fiscal year with revenue exceeding expectations by $745,000 (1.8 %)
due to growth in sales taxes, hotel taxes and interest earnings. Development- related fees and
taxes were down however, thus signaling the start of the current recession. Carefully controlling
our expenditures resulted in a savings of $2.1 million (6.2 %) which, when added to the revenue
savings, helped fund the $11.7 million obligation from the General Fund for the capital
improvement projects.
Fiscal Year 08109 - City service levels were kept intact and in some areas, including pavement
management, enhanced with additional outside revenue. Revenue projections were adjusted to
reflect the anticipated economic downturn which started in the fall of 2008. The recession
continued to suppress transient occupancy taxes, property transfer taxes, utility user taxes,
building permits and interest earnings.
2
Construction activity declined with developers requesting extensions and phasing in plans for
approved projects. Property taxes, charges for services in the areas of engineering fees and
recreation revenues, and fine revenues withstood the economic downturn. Unlike other
communities, Cupertino did not experience a decline in residential home values, a reflection on
our excellent schools. Sales tax held steady as a result of the State "true up ", but actual revenues
in both the retail and business -to- business sectors declined across the board. New capital
improvement projects were limited since most available funds had already been programmed,
and project administration capacity had been fully committed. Due solely to operational savings,
the General Fund ended the year in a positive position.
Fiscal Year 09110 - The budget process began with a $2 million dollar revenue decrease largely
attributable to the recession. A selective hiring freeze was implemented and departments
submitted modest budgets that would maintain public services as much as possible. In addition,
the State's budget crisis resulted in a "loan" from our city in the amount of $1.419 million as the
State Legislature failed to make the hard choices required to live within its means.
Fiscal year -to -date revenues through March trail prior year levels by 13 %, but forecasts show
City revenues will end up only 8% below last year's actual numbers. This decrease has already
been reflected in the $1.3 million midyear budget adjustment to sales tax, charges for services,
permits and interest income. We are seeing a slight recovery in transient occupancy taxes.
Operating expenditures through March are currently well within the current budget expectations.
Biannual election costs, school safety improvements, legal costs, and the re- opening of
Blackberry Farm are offset by lower plan check and city communication costs. In addition, the
selective hiring freeze has contributed to keeping expenditures below budget appropriations. At
this date, year -end revenues are forecast to be on budget and expenditures 5% below budget.
This is notable when compared to other cities in Santa Clara County and the State. To ensure
Cupertino's financial health, it is imperative that we continue to improve revenue composition,
streamline operations, and control costs.
Fiscal Year 10/11 Highlights
The budget presented to you today is balanced, not only for next fiscal year but for the following
four years as well. For fiscal years 2011/12 through 2013/14, we will be below General Fund
reserve policy limits from as low as $800,000 to as high as $1 million as we recover from the
current recession. Consistent with economic forecasts, we are assuming a slow recovery in
revenues. To that end, I am recommending the following actions consistent with our Fiscal
Strategic Plan:
✓ Enhancing the Retail Sector - Economic development efforts will concentrate on the
retail sector as a hedge against the more volatile business -to- business sales tax. We will
continue to work with the owners of our regional mall as one -third of all retail space in
the city is located in Vallco /Cupertino Square. Its success means important commercial
services for our residents and needed sales tax dollars to fund municipal programs.
Additional efforts will concentrate on the vacant Mervyns site, the Rosebowl site and the
Mainstreet Cupertino development.
3
Fiscal Year 10/11 Highlights, continued
✓ Updating the Environmental Storm Drain Fees - The existing City fees of $12 per year
have not been increased since 1992. Not surprisingly, this fee no longer covers the cost
of service to our residents and requires a subsidy from our General Fund of approximately
$200,000 per year for storm drain maintenance. If approved by Council, an updated
ordinance will be taken to the voters in 2011. A successful vote would preserve this
$200,000 per year for General Fund services.
✓ Identifying other revenue sources or expenditure reductions — City policy has been to not
increase fees or reduce service levels until our own long -term financial picture
necessitates the change. Based on the budget projections, it is time to seriously consider
all options to provide for sufficient income to continue to pay for operating costs and
capital projects.
The adopted budget reflects a very modest cost of living increase for our employees. It continues
with our selective hiring freeze and does not add new positions to our full -time workforce. Eight
positions are currently on hold and these, and any new vacancies, will be carefully reviewed to
ensure service continuity in the context of recession.
In addition to staffing, the adopted budget includes:
Park and Building maintenance
Two School Resource Officers ($20,000 to be paid by the schools,
$100,000 to be paid by the State undetermined at this time)
Seven Day Library Service
Community Events including festivals
Community Hall/City Channel equipment replacement fund
Silicon Valley Regional Interoperability Joint Powers Authority
SCC Housing Trust Fund
Euphrat Museum
Cupertino Historical Society
Deer Hollow Farm
$476,000
364,535
250,000
191,000
100,000
30,000
25,000
6,500
5,000
5,000
The following major capital improvement projects have been funded during fiscal year 10 /11:
Pavement Management (Gas Tax, ARRA, & Prop 1B)
$3,000,000
Streetlight and Irrigation Conservation
2,134,000
Stevens Creek Corridor Park Phase 2
1,200,000
Blackberry Farm Golf Irrigation Upgrades
550,000
Monta Vista Storm Drainage System
400,000
Various Park Path & Parking Lot Repairs/Resurfacing
250,000
Temporary Dog Park — Mary Avenue
225,000
McClellan Ranch Environmental Education Facility
215,000
Various Trail Resurfacing at School Sports Fields
125,000
Scenic Circle Access
110,000
0
Fiscal Year 10/11 Highlights, continued
Library Parking 100,000
Community Hall AV Upgrades 50,000
Stockimeir Legacy Farm 50,000
Major capital improvement projects funded for fiscal year 11/12 and beyond include:
Lawrence & Mitty Park (Saratoga Creek) $1,300,000
Quinlan Center Interior Upgrades 400,000
Stockimeir Legacy Farm 400,000
Memorial Park Dugout/Scorekeeper Facility 250,000
Blackberry Pro Shop Upgrades 150,000
There were some requests for funding which are not included in this adopted budget:
Sustainability Plan $200,000
Commercial Allocation & Rezoning or BQ /GPA 125,000
Consultant Study for valuation of our Water Company 30,000
Conclusion
I am pleased to submit to you a balanced budget for the upcoming fiscal year 2010 /11 and
beyond. We are currently managing the economic downturn with a reduced revenue base that is
providing us the funding for our anticipated operational and capital needs. However, national
economic forces and the fact that our fiscal health is strongly tied to three business -to- business
sales tax producers require that we stay firm to our commitment to implement the Fiscal Strategic
Plan. This means supporting economic development, embarking on new revenue sources, and
continually seeking ways to deliver high customer service more efficiently.
Respectfully submitted,
David W. Knapp
City Manager
5
NOTES
Fiscal Strategic Plan
FISCAL STRATEGIC PLAN
Why a Fiscal Strategic Plan?
The years 2000 to 2004 brought Silicon Valley a long- running recession which was exacerbated
by increases in retirement and medical costs, energy costs, new infrastructure service needs and
the State of California take - always. All of these factors 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.
Our revenue mix, heavily reliant on business -to- business sales tax, left us vulnerable to the
whims of economic fluctuations. Our retail sales tax was significantly underperforming due to
the condition of older shopping centers in the community and the loss of several significant
revenue producers. Finally, Cupertino, one of four no -low property tax cities frozen by pre -
Proposition 13, received a meager 3.5% of the property tax dollar.
It became apparent that the City needed to annually evaluate its revenue structure to ensure more
reliable and less volatile revenue sources, and its cost structure to ensure that services were
performed in a cost effective manner. The result was the adoption of the Fiscal Strategic Plan
which has become an integral part of the budget process. The "Plan" identifies areas to
reposition our revenue composition and analyze associated service delivery costs. By reviewing
these two key areas on an annual basis, we are better able to position ourselves to weather the
impact of current and future changing economic conditions, continue existing programs and fund
new service levels.
In addition to the above, the Fiscal Strategic Plan Committee recommended that the City fund its
reserves at appropriate and/or mandated levels. Reserves were targeted for approximately 301/1c
of our annual General Fund expenditures with additional reserves for infrastructure, equipment
replacement, information technology replacement, and capital improvement projects. The plan
itself is divided into the following major categories:
➢ Automate and Streamline Service Delivery;
r Stabilize and Reposition Revenue Sources; and
Decrease Expenditures and Risk Exposure.
This proactive policy has resulted in the City of Cupertino being in a financially sustainable
position in relation to other cities, counties and the State of California. Its continuation will
ensure that the leadership of Cupertino will constantly ask if we are providing the best possible
service at the best possible cost to our constituents, and to constantly embrace and investigate
new ideas in revenue generation and service delivery.
7
FISCAL STRATEGIC PLAN
General Fund Trends
Revenues versus Expenditures (including Capital Project Funding)
Expenditures exceed revenues in fiscal years 2007 -08 and 2009 -10 due to funding of capital
improvement projects from general fund reserves, 2010 -11 from a housing loan.
8
FISCAL STRATEGIC PLAN
Implementation Schedule
The Following Fiscal Strategic Plan Strategies have beenlare being implemented in conjunction
with the annual budget process over the past four years:
Fiscal Year 2010111
Investigate a new on -line permit tracking system;
Replace irrigation systems and street lights with new technology;
Streamline the consent calendar items;
Investigate paperless agendas and packets for Council and Commissions;
Consider updating the Storm Drain Ordinance to reflect current costs of the program;
Implement new Below Market Rate unit requirements.
Identify the fair market value of our Water Company
Fiscal Year 2009110
Update of our Utility Users Tax Ordinance;
Implement a new on -line system for Code Enforcement;
Implement a new system for on -line registration for Park & Recreation;
Automate Blackberry Farm operations with opening of the park;
Offer solar options to residents via the SCC program;
Consider a Vehicle Impact Fee;
Establish a separate trust for the retiree medical obligations;
Pursue Federal Stimulus Funding.
Fiscal Year 2008109
Implement new Below Market Rate fees for office, retail and hotel;
Phase out one -time revenue to the General Fund;
Investigate the establishment of a separate trust fund for retiree medical obligations.
Fiscal Year 2007108
Legislate Tax Equity Allocation — Phase I;
Change Accounting for Enterprise Funds;
Investigate replacement of one -time revenues for the General Fund.
E
FISCAL STRATEGIC PLAN
Automate and Streamline Service Delivery
We currently have 162.75 full -time equivalent positions in our budget with approximately 46%
of the General Fund operating expenditures associated with salary and benefit costs. Each year,
the Committee reviews the structure of our organization and discusses areas to automate or
streamline. This task is critical since 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.
Past and current hiring freeze scenarios have demonstrated that we cannot reduce our workforce
and maintain all existing programs for any length of time. Our organization is too lean and too
flat to accommodate this option without experiencing declines in customer satisfaction and
service levels. If the City ever goes to a workforce reduction, programs associated with those
staffing reductions need to be identified and either contracted out, modified or eliminated.
We also need to be cognizant of our future personnel needs. Law enforcement needs will be
reviewed in conjunction with annexations and the development of new residential and
commercial buildings on a proactive basis. New programs will be analyzed as to personnel
requirements.
10
350
345
340
335
330
325
320
315
310
305
300 --
2004 2005 2006 2007 2008 2009 2010
s Residents /Employees
We also need to be cognizant of our future personnel needs. Law enforcement needs will be
reviewed in conjunction with annexations and the development of new residential and
commercial buildings on a proactive basis. New programs will be analyzed as to personnel
requirements.
10
FISCAL STRATEGIC PLAN
Automate and Streamline Service Delivery, continued
The Committee identified several areas for potential short term and/or long term savings for
Council's consideration.
A. Streamline and reposition our workforce as opportunities arise.
Status: Implemented and Ongoing.
As future vacancies occur through attrition, the City will consider opportunities to
streamline and reposition our workforce whenever feasible. All vacant positions will be
reviewed to identify opportunities for automation, level of effort shifts or other cost
saving ideas.
To enhance the skill set of our current workforce, the City has implemented a Talent
Exchange Program to provide interdepartmental and project experience for interested
employees. In lieu of sending employees offsite or to other organizations, this program
will give them the opportunities for resume building here in Cupertino.
B. Implement E- Services with the goal of bringing City Hall to the customer and
reducing our cost of service delivery.
Status: Implemented and Ongoing.
In 2006/07, an E- Services Master Plan was adopted to address automation opportunities
of government services. Examples of products currently being assessed and implemented
include:
Permit tracking Economic Development Information
Records man agementlretrieval Community Outreach Information
On -line job applications Code Enforcement Tracking
On -line business licenses Website Revision
Intranet information > On -line forms
C. Consider using artificial turf in our athletic fields to reduce maintenance, water
usage and risks associated with injury.
Status: Not implemented at this tifne.
Utilization of artificial turf is a growing trend to curb the rising costs of maintenance,
water usage 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.
11
FISCAL STRATEGIC PLAN
Automate and Streamline Service Delivery, continued
D. Pursue alternate energy sources for the City's infrastructure, vehicle replacement
and operational needs.
Status:
I. Purchase hybrid vehicles where feasible;
2. Replace irrigation systems and street lights with new technology;
3. Replace operational expenditures with more sustainable products where feasible;
4. Offer solar options to residents via the SCC program;
5. Streamline the consent calendar items;
6. Investigate paperless agendas and packets for Council and Commissions.
The Committee recommends the City investigate use of alternative energy and/or "green"
programs for application in City facilities, vehicles and operations where it is a proven
cost benefit.
Stabilize and Reposition Revenue Sources
Cupertino has historically been heavily dependent on sales tax as a major General Fund revenue
source, however trends over the past ten years have changed not only the percentage of revenue
received from this source (29 %) but also the make -up of where the revenue is coming from. Ten
years ago, over 50% of our sales tax base came from the retail sector where today 66.6% is from
the business -to- business or the high -tech sector.
5,000,000
7 ,000 ,000
6,000.000
S .000 ,000
4.000,000
3,000,000
2,000,000
1,000,000
I
Sales Tat by Economic Cate -ory
2UOS 1 =108 2 2005+3 2005 %4 2009/1 2009'2 2009!3 2009A
1 em*EndtnjE Quarttr
■Business to Business
0 General Retail
®Food Products
■Transportation
.Construction
0Miscellaneous
Our largest sales tax producer, Apple Computer, comprises 26% and given the volatility of the
high tech industry, this fact alone has put this revenue source in an "at risk" situation. To add to
this concern, the State is continuing its efforts to change the way Internet sales are reported and,
if they are successful, will dramatically affect the amount of sales tax revenue currently received.
12
FISCAL STRATEGIC PLAN
Stabilize and Reposition Revenue Sources, continued
During the recent years of budget cuts, we have mainly focused our efforts on reduction of
expenditures. New revenue sources need to be identified and implemented for long -term
financial stability. The Committee believes that it would be prudent to consider the following
revenue strategies:
A. Pursue Tax Equity Allocation (TEA) relief with Santa Clara County and the State.
Status: 2006107 successfully legislated to 7% of property tax. Additional adjustment to
the SCC ERAF % obligation is needed to realize all of this increase.
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.
During 2006/07, the passage of State legislation reversed a 1980's decision and restored a
portion of our property tax revenue, which had been lost to the County. City Council was
instrumental in getting this legislation approved. This TEA change provided another
$1.35 million in property tax for the fiscal year and brought us to our 7% no /low property
tax statutory rate. As part of the agreement to enact this legislation, the City had to pay
the former County ERAF rate on these monies to make the State whole. The rate
difference between what is paid by Cupertino and the County is substantial. We will
continue to work on the ERAF issue to finish correcting the inequitable distribution of
property tax. If successful, this would result in an additional $982,000 to $1,308,000 per
year in property tax.
B. Re- assess Park Dedication Fees on an ongoing basis to capture rising real estate
costs associated with park acquisition.
Status: Implemented and Reviewed every 2 years.
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 Lehigh regarding future land use rights in exchange for annexation.
Status: Property owner not interested at this time.
Lehigh currently resides in the County but utilizes Cupertino streets for access to its site.
The cement trucks that frequent Foothill Boulevard and Stevens Creek inflict much more
street and landscape maintenance needs than the average user. Cupertino has been
absorbing the traffic and pavement issues associated with this business, but receives no
revenue benefit. It is estimated the utility users' tax from this site alone will bring over
$750,000 per year to the City. The committee recommends pursuit of annexation in
exchange for future land use rights.
13
FISCAL STRATEGIC PLAN
Stabilize and Reposition Revenue Sources, continued
Support Redevelopment/Economic Development for Cupertino Square and other
major projects.
Status: Implemented and Ongoing. 1.01 lvw��
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.
One -third of all retail space in the city
is located in Cupertino Square. Its
success means important commercial
services for our residents and needed
sales tax dollars to fund municipal
services.
In addition, build -out projections on
infrastructure will provide about $2
million per year in new tax increment for the project area starting in 11/12 and
approximately $23 million for low and very -low housing over the next 30 years.
To decrease our dependence on the business -to- business sector, we recommend strong
support for the mall redevelopment. In addition, as new developments come before the
Planning Commission and City Council, we recommend a quality retail component be
incorporated into the project.
E. Consider an Entertainment Tax.
Status: Not implemented at this time.
An Entertainment Tax applied to our theaters would produce revenue that we currently
do not receive in sales tax, given the makeup of that industry, to more appropriately
match revenue generation to city services.
F. Consider update of our Utility User Tax (UUT) Ordinance to ensure continuation of
revenue from cell phones.
Status: New UUT Ordinance approved by 75 %+ of the voters in November 2009
election.
The Committee recommends that we consider placing on the ballot re- wording of our
UUT Ordinance to reflect recent trends in technology and retain existing UUT revenue
such as cell phone remittances.
14
FISCAL STRATEGIC PLAN
Stabilize and Reposition Revenue Sources, continued
G. Phase out one -time revenue to the General Fund.
Status: Implemented and Ongoing.
Transition out park dedication fee payback to the General Fund starting in fiscal year
06/07. 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.
H. Consider a Vehicle Impact Fee.
Status: Not implemented at this time.
Several cities in California have successfully levied a street impact fee on heavy vehicles
to offset the wear and tear on city streets from oversized equipment. Such an assessment
would pass the cost of street repairs due to extra weight usage through to the company
and provide needed funds for maintenance. The City Attorney's Office has identified
possible legal issues in regards to recent court decisions surrounding nexus of such a fee.
I. Consider updating the Storm Drain Ordinance to reflect current costs of the
program.
Status: Investigate Voter opinion with the intent of placing on the November 2011
ballot.
The Storm Drain Ordinance was adopted in 1992 setting a $12 /year property tax
assessment to pay for the program. Proposition 218 denied the Council from increasing
the fee annually via resolution and required a municipal election for any fee increases.
The fee has not been increased for 18 years and is requiring a subsidy from the General
Fund of approximately $200,000 per year.
J. Establish new Below Market Rate (BMR) Unit criteria and reflect new legal
requirements.
Status: Negotiate and implement in FYIO /ll.
Staff has been asked to review current BMR Unit criteria in light of the new legal
requirements and neighboring city policies.
K. Identify the Fair Market Value of our Water Company.
Status: Not implemented at this time.
The City has been approached by San Jose Water Company for possible extension of the
current Water Company lease or outright sale of the entity. Proceeds could be utilized to
negotiate a property swap for the Lawrence Mitty linear park.
15
FISCAL STRATEGIC PLAN
Decrease Expenditures and Risk Exposure
The Committee looked at our major programs in relation to operating costs and risk exposure
associated with general liability claims and workers compensation claims. Currently, claim costs
are paid directly by the Risk Management Division, which results in an understatement of the
true cost of service of some of our programs. For high- exposure or highly loaded "hidden cost"
programs, additional trend analysis was performed to establish what other municipalities are
implementing in an effort to decrease expenses and areas of risk.
Several suggestions for potential short term and/or long term savings have been identified for
consideration:
A. Require developers to maintain new open space associated with their projects.
Status: Implemented and Ongoing.
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.
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.
iZ7 _T . k
16
FISCAL STRATEGIC PLAN
Decrease Expenditures and Risk Exposure, continued
S. Contract School Maintenance
Status: Not Implemented at this time.
In the 1990's, the City issued approximately $5 million in bonds to refurbish 9 school
sports fields. The agreement with CUSD provided that we refurbish and maintain the
fields in exchange for their use during non - school hours. This provided an excellent
partnership by providing CUSD with high- quality fields and the City with expanded
parkland. This has resulted however in a duplication of both maintenance equipment and
workers between the two organizations.
Currently, our Ground Maintenance Division mows 33.17 acres and edges 24,305 linear
feet of turf at these school sites. Transitioning the mowing peration only to CUSD
would reduce our long -term "hidden costs" and our vehicle and equipment replacement
needs. The current cost to provide mowing service to the schools is $137,594 out of
$555,000 in total expense per year.
C. Add Capital Improvement Projects only if on -going maintenance funding can be
identified (LLD, homeowners association, development maintained/owned).
Status: Implemented and ongoing.
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.
17
FISCAL STRATEGIC PLAN
Decrease Expenditures and Risk Exposure, continued
D. Increase the number of Block Leaders, Neighborhood Watch Programs and CERT
graduates.
Status: Implemented and ongoing.
Increases in these programs will capitalize on community policing and reduce /maintain
sheriff costs. We also encourage commissioners to become involved in these programs.
E. Change accounting for Enterprise Funds
Status: Implemented and on- going.
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.
18
FISCAL STRATEGIC PLAN
Decrease Expenditures and Risk Exposure, continued
F. Establish a separate trust fund for Retiree Medical obligations to capitalize on long-
term investment strategies and reduce future City funding obligations.
Status: Implemented and ongoing.
Establishment of a separate trust fund for OPEB retiree medical obligation monies will
reduce the estimated future liability of this obligation by capitalizing on long -term
investment strategies. Such a trust is estimated to save the City approximately $500,000
each year in funding obligations.
G. Adopt a Sidewalk Liability Ordinance requiring the landowner to be responsible for
sidewalk maintenance and claims to third parties from failure to maintain.
Status: Not implemented at this time.
The City has approximately 250 miles of sidewalk to monitor and maintain. The annual
sidewalk, curb and gutter contract is $750,000, including $150,000 in inspection and
contract monitoring costs. It requires 1.25 full time staff per year. Since it is impossible
for one worker to cover the miles of sidewalk that we are ultimately responsible for, we
are at risk for claims associated with needed repairs. Per State law, the landowner
already has a duty to inspect and maintain the area and is considered the most able to
recognize and respond to a potential hazard.
Sidewalk falls are ABAG's second most frequent claim with $4.5 million paid during the
past 15 years in settlement and attorney fees. The City has paid over $100,000 in costs
associated with these claims in the past five years. Recommend that the City continue to
inspect and mark needed repairs, but that the liability for repair and associated claims
vest to the property owner.
H. Adopt a Tree Maintenance Ordinance requiring the landowner to be responsible for
their street trees.
Status: Not implemented at this time.
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, the landowner is the most able to recognize and
respond to a potential hazard caused by the tree(s). Recommend that the City continue to
inspect and notice needed maintenance, but that the liability for maintenance and
associated claims should vest to the property owner.
19
NOTES
20
Values
City of Cupertino
MISSION STA TEMENT
The City of Cupertino will:
• Provide prompt, courteous and equitable service that responds to individual needs.
• Treat each customer and employee with respect, dignity, and sensitivity.
• Support and encourage individual professional growth and innovation to enhance customer
service and employee satisfaction.
• Create a positive, professional environment based upon teamwork.
• Provide the highest level of satisfaction in all programs and services.
21
FINANCIAL AND CITIZEN VALUES
FINANCIAL VALUES STATEMENTS
The City of Cupertino adheres to the following guidelines and principles in preparing its budget
and conducting its day -to -day and long -term fiscal affairs.
1. Revenue Levels
• To the extent possible, maximize investment yield while maintaining a high level of
liquidity for the City's anticipated capital costs.
• Identify and recommend sources of revenue necessary to maintain the services desired by
the community and to maintain the City's quality of life.
• Perform ongoing evaluations of existing sources of revenue to maximize the City's
revenue base.
• Recover costs of special services through user fees.
• Allocate all internal service charges to appropriate user departments.
• Ensure that Enterprise activities remain self - supporting in the long term.
2. Expenditure C0710-01
• Maintain operating activities at levels which are offset by revenues.
• Evaluate expenditures at the department and project levels to ensure control.
• Reduce costs and improve productivity through the use of efficiency measures.
• Structure debt refinancing to provide the necessary capital while minimizing future debt
service costs.
3. Long -Term Financial Stability,
• Ensure ongoing productivity through employee training and retention programs.
• Pursue consolidation of resources and activities with other agencies and jurisdictions
where beneficial.
• Ensure financial planning flexibility by maintaining adequate fund balances and reserves.
• Provide for major maintenance and repair of City buildings and facilities on a timely
basis.
• Provide for infrastructure asset preservation that maximizes the performance of these
assets at minimum life -cycle costs.
• Continually evaluate and implement long -term financial planning including technology
automation, multiple year capital improvement programs, revenue and expenditure
forecasting.
22
Executive Summary: Living in Cupertino
lit
Overall, 93 percent of the respondents were satisfied with quality of life in the
City of Cupertino (57% `Very Satisfied' and 36% `Somewhat Satisfied ")
■ Higher satisfaction among the women than the men
Top reasons for choosing to live in Cupertino-
■ School system (45 %)
• Mentioned especially by the respondents of age 30 to 49, non -White
residents, and those who have lived in the city for 4 to 15 years
• Other responses with ten percent or fewer mentions include: friends or
family here (10 %), affordable housing (8 %), and job (8 %)
Top issues in Cupertino
• Controlling growth (29 %)
• Especially to the Chinese - American residents and homeowners
• Affordable housing (22 %)
• Cited by substantially more respondents of age 30 to 49, Asian - Indians, and
city residents for 3 years or less
• Traffic (15 %)
• Especially to the homeowners
• Education (14 %)
Executive Summary: City Services I•I
88 percent were satisfied with the job the City of Cupertino was doing
to provide resident services and programs (35% "Very Satisfied" and
53% "Somewhat Satisfied ")
■ Higher satisfaction reported by the White respondents and those
who rent their place of residence
City services and programs with the highest satisfaction ratings
include:
• Library services (96 %)
• Garbage collection (95 %)
• Quinlan Community Center facilities (97 %)
• Recycling programs (94 %)
• Park and picnic area maintenance (96 %)
Executive Summary: Neighborhood & Sense of
Community
61 percent feel a strong sense of community in Cupertino (15% "Very Strong' and
46'� "Somewhat Strong')
• Stronger sense of community among the Chinese - American and Asian - Indian
residents
Highest agreement with sense of community statements:
• It is very important for me to feel a sense of community with other residents
• Higher agreement reported by women, those of age 40 and over, and the Asian - Indians
• My neighbors and I want the same things from this community
• Mainly for the Chinese - Americans, Asian- Indians and those of other ethnic backgrounds
• If there is a problem in this community, people who live here can get it solved
Neighborhood programs with the highest awareness:
• Neighborhood watch (61%)
• Earthquake preparedness (47 %)
• Neighborhood block parties (44 %)
• Awareness of at least one of these programs was higher among the women, Whites,
Asian - Indians, city residents for 16 years or more and homeowners
Neighborhood programs with highest satisfaction scores are:
• Earthquake preparedness (79 %)
• Electronic community alert program (68 %)
• Block leader program (76 %)
• Higher satisfaction with these programs reported by the women and the respondents of
age 30 and older
Executive Summary: Commuting and Dog Park
68 percent of the respondents do not walk or bike to work or school, while 13 percent
were unemployed or retired
• Only few reported that they walk to work (6 %), bike to work (7 %), walk to school
(6 %) and bike to school (4 %)
85 percent support the proposal to establish a network of paths and roads for people
who are walking, biking or roller - blading (61% "Strongly Support"' and 24% "Somewhat
Support")
• Strong support was reported by the respondents of age 40 to 49. the Asian -
Indians, the city residents for 4 to 15 years, and the Democrats
Low support levels were reported for the construction of a potential dog park at 48
percent (26% "Strongly Support" and 22% `Somewhat Supporfi)
• Support for the dog park was higher among the Whites, those who have a dog in
the household, the renters and the Democrats
Instead of a new dog park, 61 percent supported having designated areas in existing
City parks for off -leash dogs during certain hours and days each week (32% "Strong
Support' and 29% "Somewhat Support')
• Higher support among the 18 -to 29- year -olds, Whites, those who have a dog in
the household, and the Democrats
Executive Summary: Economic Development &
Housing
Two-thirds of the respondents reported being very (35 %) or somewhat satisfied (30 %)
with the shopping environment in Cupertino, when compared to the neighboring cities
in the Bay Area
• Higher satisfaction among the 40 -to 64- year -olds, Asian - Indians and those who
have lived in the city for 4 years or more
77 percent reported their strong (52`;x) or somewhat support (25 %) for making
improvements to the Crossroads District in Cupertino that creates a downtown feel
• Higher support among the men
Economic development efforts for business vitality were rated as important by 91
percent of the respondents (26% "Extremely Important," 35% "Very Important," and
30% "Somewhat Important')
• Higher importance attributed by the Asian - Indians and the renters
Very low support levels were reported for new workforce housing near job locations in
Cupertino at 36 percent (18% "Strongly Support" and 18 % "Somewhat Support")
• Support was higher among the renters, while those of age 40 to 64, Chinese -
Americans, Asian- Indians and the homeowners were strongly opposed to the
project
Executive Summary: Crime & Ethnic Relations
66 percent believe that crime in Cupertino has stayed about the same. while
21 percent thought that it has increased
• Crime in the city was believed to be staying the same by more men and the 18 -to
29- year -olds
• Increased crime perceived by the women, the 40 -to 49- year -olds, and the Asian -
Indians
84 percent gave positive ratings to ethnic relations in Cupertino (2D%
"Excellent" and 64% "Good')
■ Excellent ratings reported by proportionately more women and the Asian - Indians
About half of the respondents mentioned that increase in ethnic diversity in
Cupertino had no change in how they feel about people of other races (51 %)
38 percent reported being more sympathetic
• Eight percent reported being more resentful
About 6 in 10 respondents feel that the City is doing about the right amount
to ensure that members of all ethnic groups feel welcome in Cupertino
• 16 percent perceived the efforts to be "Not enough"
Nine percent believed that the efforts were "Too much"
FINANCIAL AND CITIZEN VALUES
CITIZEN VALUES
26
FINANCIAL AND CITIZEN VALUES
CITIZEN VALUES
27
Budget Guide
BUDGET GUIDE
The budget is the City's fundamental policy document. It describes the City's goals and details
how resources are allocated to achieve these - goals. In addition, the budget serves as the annual
financial plan, an operations guide and a communications tool.
The budget guide provides an overview of the elements of the budget document. It describes the
structure of the City's finances and the annual budget process and includes a glossary of budget
terminology.
ELEMENTS OF THE BUDGET DOCUMENT
The budget document includes the following key elements:
1. Budget Message: The Budget Message is the City Manager's transmittal letter submitting
the budget to the City Council, The Budget Message summarizes the City's current and long-
term financial position, highlights new programs and organizational changes addressed in the
budget and outlines both short and long -term goals of our city government.
2. Fiscal Strategic Plan: The Fiscal Strategic Plan Committee was formed to analyze current
funding gaps and present a more accurate financial picture. The committee identified one-
time, non - recurring revenue and also reviewed the latest audit report.
3. Financial and Citizen Values: The Financial and Citizen Values section includes the City's
mission statement, the Financial Values of the City, and the services citizens value from the
Godbe Research survey of November, 2008.
4. Community Profile: This section describes Cupertino's history, the economic and city
profiles, community statistics, recreation and community services, education, and additional
areas of interest in the city.
5. Financial and Personnel Summaries: The Financial Summaries section provides financial
information on projected revenues, expenditures, fund balances and reserves. This section
includes the Budget Summary of Funds as well as detailed fund descriptions and information
on all revenue sources and expenditure projections.
In addition to 2010/11 information, this section includes fund balance trends and detailed
revenue and expenditure projections for the next five years.
This section includes an analysis of all City revenues by category. Our major revenue
projections are based on trends, current economic indicators and other agency input. Sales
tax projections are based on input from our sales tax consultants, industry trends and major
company forecasts. Property tax revenues are projected by the county and adjusted by staff
based on known trends. Park dedication fees are estimated based on current development
projects and other taxes are reviewed monthly and budgets are based on this trend analysis.
BUDGET GUIDE
6. Performance Measures: This section describes key department goals and the measures by
which these goals are achieved. 2009 -10 performance actuals and 2010 -11 projections are
also included in this section.
7. Departmental Operating Budgets: The Departmental Operating Budgets section details
historical and proposed expenditures by operating department. The City is organized into
seven key operating functions, including Administration, Law Enforcement, Public and
Environmental Affairs, Administrative Services, Parks and Recreation, Community
Development and Public Works. Each department budget includes a summary narrative,
financial information regarding the department and each of its major divisions and personnel
information.
Expenditures for employee compensation are based on negotiated contracts. The materials
category of expenditures are based on trends. Contract services and capital outlay are
justified each year by the departments.
Departmental expenditures are divided into five categories, which include the following charges:
Employee Compensation represents permanent full -time and part-time salary costs, overtime,
PERS retirement, health insurance costs, and other benefits.
Materials represents items purchased for repair and maintenance, operational activities such
as books, uniforms and recreation supplies, and office supplies.
Contract Services represents legal, consulting and other professional services, contract repair
and maintenance, utility charges, training and memberships, equipment rentals, insurance and
employment services.
Capital Outlay represents expenditures for tangible fixed assets including land, buildings,
furniture, equipment and City vehicles.
Debt Service /Other represents principal and interest payments on outstanding debt and
interfund transfers.
8. Non - Departmental Operating Budgets: The Non - Departmental Operating Budgets section
details historical and proposed expenditures for the functions of interfund transfers and debt
service.
9. Capital Improvements: The Capital Improvements section details the proposed capital
projects for 2010 -11 through 2014 -15. These projects are organized into six categories:
Parks, Buildings, Streets, Traffic Facilities, Storm Drainage and Environmental. The five -
year budget denotes funding sources and a description of each project.
The City Council approves funding of Capital Improvements on a total project basis. The
project may expend the funds over multiple years.
30
BUDGET GUIDE
STRUCTURE OF THE CITY'S FINANCES
The City's finances are structured in a variety of funds that are the basic accounting and reporting
entities in governmental accounting. The funds that comprise the 2010 -11 budget are grouped
into two major categories, Governmental Funds and Proprietary Funds. The purpose of each of
the various funds within these two categories is described below:
GOVERNMENTAL FUNDS
Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant
Funds. They are accounted for under the modified accrual basis of accounting.
Tax Supported Funds include the General and Capital Improvement Funds. The General Fund is
the primary operating fund for governmental services, funding traditional tax - supported activities
such as law enforcement and community development. The Capital Improvements Fund is
utilized for the acquisition or construction of major capital facilities.
Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental
Management and Redevelopment Agency funds. The use of Special Revenue Fund resources is
legally restricted for specific purposes.
Federal Grant Funds include the Federal Housing and Community Development Block Grant
programs. The Community Development Block Grant is a federally funded program for housing
assistance and public improvements.
PROPRIETARY FUNDS
Proprietary Funds include Enterprise Funds and Internal Service funds. They are accounted for
under the full accrual basis of accounting.
Enterprise Funds, including the Resource Recovery, Sports Center, Blackberry Farm Golf Course
and Recreation funds, are used to account for operations that are self - supporting with user fees
covering expenditures.
Internal Service Funds include the Information Technology, Equipment, Workers Compensation,
Long -Term Disability /Compensated Absence, and Retiree Medical funds. Internal Service Funds
are similar to Enterprise Funds, except that fees are charged to user City departments to cover the
costs of services provided by the activity.
31
BUDGET GUIDE
COST ACCOUNTING
The City of Cupertino has five internal service funds that account for information technology,
equipment replacement, workers compensation, long -term disability, and retiree health costs
experienced by City departments. Fund costs are allocated to user departments or operating
funds based on salaries, equipment purchase price, and actuarial studies.
Other employee fringe benefits such as medical, dental, life insurance, and pensions are directly
added to department costs as a percentage of salaries. Staff salary and benefit costs are split
among departments and related funds based on the anticipated percentage of time spent working
in various departments.
THE ANNUAL BUDGET PROCESS
The City's annual budget is prepared on a July 1 to June 30 fiscal year basis. The budget process
is an ongoing process that includes the phases of development, proposal, adoption, and
monitoring.
The budget development phase begins in February with the preparation of budget instructions
and goal setting sessions by the City Council and City Manager. During March, departments
prepare the budgets for which they are responsible. These proposed department budgets are
reviewed by the Finance Division and compared to current and prior year trends. The City
Manager then reviews the proposals with the Director of Administrative Services and
departmental staff and makes final adjustments. The proposed budget is then submitted to the
City Council in May.
During the months of May and June, the City Council considers the budget proposals at a series
of study sessions and public meetings. At this time, the Council hears from Boards,
Commissions, community groups, and the public regarding budget requests and
recommendations. The final budget is adopted by resolution and takes effect on July 1.
After the budget is adopted, the City enters the budget monitoring phase. Throughout the year,
expenditures are monitored by the Finance Division staff and department managers to ensure that
funds are used in an approved manner. Adjustments to expenditures within or between
departmental budgets are accomplished on an as- needed basis administratively throughout the
year. The City Manager and Department Heads can transfer funds between their line items
and /or divisions as needed. City Council approval is required for additional appropriations from
fund balances or for new revenue sources.
32
BUDGET GUIDE
GLOSSARY OF BUDGET TERMINOLOGY
The City's budget contains specialized and technical terminology that is unique to public finance
and budgeting. To help the reader understand the terms, a glossary of budgetary terminology has
been included in the document.
Adopted Budget - Revenues and appropriations approved by the City Council in June for the
following fiscal year.
Allocated Costs - An expense charged by one department/division to another for services
performed or expenditures of a general nature that are charged to one main account and allocated to
other departments /divisions by a specified formula.
Appropriation - An authorization made by the City Council that permits the City to incur
obligations and to make expenditures of resources.
Budget - A financial plan for a specific period of time (fiscal year) that matches all planned
revenues and expenditures with various municipal services.
Budget Amendment - A legal procedure utilized by the City Manager to revise a budget
appropriation. Adjustments to expenditures within or between departmental budgets may be
accomplished administratively. City Council approval is required for additional appropriations
from fund balance or new revenue sources.
Capital Improvement Program - A plan for capital expenditures to provide for the acquisition,
expansion or rehabilitation of an element of the City's physical plant to be incurred over a fixed
period of several future years.
Capital Outlay - Expenditures relating to the purchase of equipment, land and other fixed assets.
Cost Recovery - The establishment of user fees that is equal to the full cost of providing services.
Department - A major administrative segment of the City that indicates overall management
responsibility for an operation or a group of related operations within a functional area.
Division - A unit of organization that reports to a department.
Enterprise Fund - A fund established to account for activities that are financed and operated in a
manner similar to private business enterprises, in which costs of providing services are primarily
recovered through user fees.
33
BUDGET GUIDE
Estimated Budget - The status of appropriations between July 1 and June 30 includes the adopted
budget, budget amendments, prior year encumbrances, approved carryovers, and transfers between
objects, divisions and departments.
Expenditure - Utilization of fund resources. Expenditures include operating expenses, debt
service and capital outlays.
Expenditure Category - A basis for distinguishing types of expenditures. The major expenditure
categories used by the City are; employee compensation, materials, contract services, capital outlay
and debt service.
Fiscal Year - A twelve -month time period signifying the beginning and ending period for recording
financial transactions. The City has specified July 1 through June 30 for its fiscal year.
Fund - A fiscal and accounting entity for which the recording of financial transactions is made for
the purpose of carrying on specific activities in accordance with the requirements placed upon the
use of financial resources.
Fund Balance - The net effect of assets less liabilities at any given point in time.
General Fund - The fund used to account for the major operating revenues and expenditures of the
City, except for those financial resources that are required to be accounted for in another fund
category. General Fund revenues are derived primarily from property and other taxes.
Goal - Broad mission statements that define the purpose of a department.
Infrastructure — Long lived capital assets that normally are stationary in nature and can be
preserved for a significantly greater number of years than most capital assets. Examples include
roadways, bridges, and drainage systems.
Internal Service Fund - A fund used to account for the services provided by one department to
other departments on a cost - reimbursement basis.
Operating Budget - A financial plan for the provision of direct service and support functions that
provide basic governmental services. The operating budget contains appropriations for such
expenditures as employee compensation, materials, contract services, capital outlay and debt
service. It does not include Capital Improvement Project expenditures.
Reserve - An account used to designate a portion of the fund balance for a specific future use and
is, therefore, not available for general appropriation.
34
BUDGET GUIDE
Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits,
and other sources.
Section - A unit or organization that reports to a division.
Self- Supporting Activity - An enterprise activity where all service costs (including principal and
interest debt payments) are primarily covered solely from the earnings of the enterprise.
Subsidy - Supplemental resources provided to ensure adequate funding when anticipated
expenditures exceed revenues.
User Fees - Fees charged to users of a particular service provided by the City.
35
RUT-M,
36
Community Profile
JA-Story
Cupertino owes its name and earliest mention in recorded history to the 1776 expedition led by the Spaniard, Don Juan
Bautista de Anza, from Sonora, Mexico to the Port of San Francisco to found the presidio of St. Francis.
Leaving the majority of the party of men, women, and children
in Monterey to rest from their travels, deAnza, his diarist and
cartographer, Petrus Font, and 18 other men pressed on through
the Santa Clara Valley in late March to their San Francisco
destination.
With the expedition encamped in what is now Cupertino, Font
christened the creek next to the encampment the Arroyo San
Joseph Cupertino in honor of his patron, San Guiseppe (San
Joseph) of Cupertino, Italy. The arroyo is now known as
Stevens Creek.
Many of Cupertino's pioneer European settlers planted their
land in grapes. Vineyards and wineries proliferated on
Montebello Ridge, on the lower foothills, and on the flat
lands below.
After 1906 a lot more than grape growing was going on in
Cupertino. Orchards were thriving and new businesses were
being started. In the late 1940's Cupertino was swept up in
Santa Clara Valley's postwar population explosion.
Concerned by unplanned development, higher taxes, and
piecemeal annexation to adjacent cities, Cupertino's
community leaders began a drive in 1954 for incorporation.
Cupertino rancher Norman Nathanson, the Cupertino —
Monta Vista Improvement Association, and the Fact Finding
Committee played important roles in this movement.
Incorporation was approved in the September 27, 1955 election. Cupertino officially became Santa Clara County's 13"'
City on October 10, 1955.
A major milestone in Cupertino's development was the creation by some of the city's largest landowners of Vallco
Business and Industrial Park in the early 1960's. Of the 25 property owners, 17 decided to pool their land to form Vallco
Park, six sold to Varian Associates, a thriving young electronics firm, founded by Russell Varian, and two opted for
transplanting to farms elsewhere. The name Vallco was derived from the names of the principal developers: Varian
Associates and the Leonard, Lester, Craft, and Orlando families.
37
20.10 colnouzilIMY E_ ,tuff oll
Cupertino, with a population of 55,162 and city limits stretching across 13 square miles, is considered to be one of the San
Francisco Bay Area's most prestigious cities in which to live and work.
Economic health is an essential component to maintaining a balanced environment, which provides high -level
opportunities, and services that create and help sustain a sense of community and quality of life. Public and private
interests must be mutual in that our success as a partnership is a direct reflection of our success as a community. The
cornerstone of this partnership is that of a cooperative and responsive government that provides an environment for
business and residential prosperity and fosters strong working relationships with all sectors of the community.
Our economic development strategies are tailored to address the specific needs of the community. As the City of
Cupertino is a mature city with over 90% build -out, our focus concentrates more on business retention and revitalization.
Business recruitment is site specific and targeted to industries that enhance, rather than draw from, our existing business
base.
As home to many well -known high -tech companies, Cupertino offers a dynamic and exciting business climate. Apple
Inc., Verigy, Durect Corporation, and ArcSight, are, headquartered in the city. Hewlett- Packard and DeAnza College, one
of the largest single - campus community colleges in the country, are other major employers. Seagate Technology will
consolidate offices and relocate their headquarters into the city.
The City's proactive economic development efforts have resulted in a number of innovative, mutually beneficial
partnerships with local companies. The City strives to retain and attract local companies through policies of balanced
growth and streamlined permitting.
The Vallco shopping center includes Macy's, JCPenney, and Sears as anchors and features many exciting entertainment
and eating venues. Shoppers can enjoy the latest shows at the AMC 16- screen theater, skating at the mall's full -size ice
rink, and bowling at the chic and upscale Strike Cupertino. They can begin or top off the evening with fine- dining at the
critically- acclaimed Alexander's Steakhouse or enjoy more casual cuisine at TGI Friday's, Benihana's, Dynasty Seafood
Restaurant, Fresh Choice, and food court. The city features many other restaurants and stores to serve the local workforce
and residents.
Four hotels occupy the city, with three of them operated by Hilton, Marriott, and Kimpton Group.
The City of Cupertino has a history of providing high -level municipal services to complement the sense of community
and quality of life enjoyed by our constituents. The City will continue to enhance and promote a strong local economy to
provide municipal services that make Cupertino a place that people are proud to call home.
38
2010 City Profa&
The City of Cupertino operates as a general law city with a City Council -City Manager form of government. Five council
members serve four year, overlapping terms, with elections held every two years. The council meets twice a month on the
first and third Tuesday at 6:45 p.m. in the Community Hall.
The City has 163 authorized full -time benefited employee positions. City departments include Administration (City
Council, commissions, city manager, city attorney); Administrative Services (finance, human resources, information
technology, city clerk, neighborhood watch, emergency preparedness, code enforcement); Community Development
(planning, building, and economic development); Parks and Recreation; Public Works (engineering, maintenance,
transportation, solid waste, and storm drain management); and Public and Environmental Affairs. Police service is
provided by the Santa Clara County Sheriff's Department, and fire service is provided through the Santa Clara County
Fire District.
Assisting the City Council are several citizen advisory commissions /committees which include housing,
telecommunications, fine arts, library, planning, audit, parks and recreation, bicycle and pedestrian, teen, economic
development, strategic planning, and public safety. Members of the volunteer boards are appointed by the City Council
and vacancies are announced so that interested residents may apply for the positions. Residents are kept informed about
city services and programs through the Cupertino Scene, a monthly newsletter; Cupertino's government access cable TV
channel; The City Channel; and the city's website.
Housing
The estimated median home value in Cupertino is $907,731
as of May 2009, a decline of 1.56% from a year ago,
according to RealtyTrac.
Community Health Care Facilities
Cupertino is served by the Cupertino Medical Clinic,
NovaCare Occupational Health Services. Nearby hospitals
include El Camino Hospital in Mountain View, O'Connor
Hospital in San Jose, Community Hospital of Los Gatos,
Kaiser Permanente Medical Center in Santa Clara, Stanford
Hospital in Palo Alto, and the Saratoga Walk -in Clinic in
Saratoga.
Utilities
Gas & electric — Pacific Gas and Electric, 800 - 743 -5000.
Phone — AT &T, residential service, 800 - 894 -2355;
business service, 800 - 750 -2355.
Cable — Comeast, 800- 945 -2288.
Garbage — Recology, 408 - 725 -0420.
Water- — San Jose Water Company, 408 - 279 -7900 and
California Water, 650- 917 -0152.
Sewer- Service — Cupertino Sanitary District, 408 - 253 -7071
Tax Rates and Government Services
Residential, commercial, and industrial property is
appraised at full market value, as it existed on March 1,
1975, with increases limited to a maximum of 2% annually.
Property created or sold since March 1, 1975 will bear full
cash value as of the time created or sold, plus the 2%
annual_ increase. The basic tax rate is $1.00 per $100 full
cash value plus any tax levied to cover bonded
indebtedness for county, city, school, or other taxing
agencies. Assessed valuations and tax rates are published
annually after July 1.
Retail Sales Tax: Santa Clara County: 1.25 %; City: 1 17c;
State General Fund: 6 %; State Local Public Safety Fund:
0.50 %; State Local Revenue Fund: 0.25 %; County
Transportation Fund: 0.25 %. Total: 9.25 %.
Assessed Valuation: (Secured and Unsecured)
Cupertino: $13,495,632,397 (7/1/10)
County: $296,474,111,554 (7/1/10)
Transportation
Rail — CalTrain service to Gilroy and San Francisco, with
local station four miles north of city; Amtrak station is 10
miles south.
Air — Mineta San Jose International Airport 11 miles south;
San Francisco International Airport 30 miles north.
Bus — Santa Clara Valley Transportation Authority.
Highways — Interstate Route 280, State Route 85.
39
C o ' y Statt4ttCk
Facts and Figures
56.9%
Population in City Limits
55,162
Median Household Income
$131,517
Median Age
39
Sales Tax Rate
9.25%
Registered Voters
26,658
Democrats
10,023
Republicans
5,829
American Independent
366
Other
320
Decline to State
10,120
Alexander's Steakhouse
Apple Inc.
Argonaut Window & Door
Benihana of Tokyo
BJ's Bar & Grill
California Dental Arts
Chevron Service Stations
CVS Pharmacy
Cypress Hotel/Park Place
DeAnza College Campus Center
Dynasty Restaurant
Elephant Bar
Granite Rock
Hewlett- Packard
Top 40 Sales Tax Producers
Fourth Quarter 2009
(In Alphabetical Order)
Insight Direct
JC Penney
Joy Luck Place
Macy' s
Marina Foods
Mervyn's
Michael's Arts & Crafts
Mirapath
Outback Steakhouse
Proofpoint
Ranch 99 Market
Ricoh
Rite Aid Drug Store
Rotten Robbie Service Station
Scandinavian Designs
Sears
Shane Diamond Jewelers
Shell Service Station
Symantec
Target
TJ Maxx
Union 76 Service Station
Valero Service Station
Verigy
Verizon Wireless
Whole Foods
Demographic Information
Asian
56.9%
White, non - Hispanic
33.8%
Hispanic or Latino
4.2%
Black or African American
1.4%
American Indian/Alaska Native
0.1
Native Hawaiian/Other Pacific
0.1%
Islander
Other
3.5%
.,
Blackberry Farm
Blackberry Farm has been upgraded and restored to
improve the natural habitat for native trees, animals, and
fish. Improvements to the park include construction of a
new ticket kiosk, re- plastered pools, a new water slide,
bocce ball, horseshoe courts, and numerous upgrades to
the west bank picnic area. The park is located at 21979
San Fernando Avenue. Telephone: 408 -777 -3140.
The Blackberry Farm golf course is located at 22100
Stevens Creek Boulevard. Telephone: 408 - 253 -9200.
The Quinlan Community Center
The City of Cupertino's Quinlan Community Center is a
27,000 square foot facility that provides a variety of
recreational opportunities.
Most prominent is the Cupertino Room - a multi-
purpose room that can accommodate 300 people in a
banquet format. Telephone: 408 - 777 -3120.
Cupertino Sports Center
The Sports Center is a great place to meet friends. The
facility features 17 tennis courts, complete locker room
facilities, and a fully equipped fitness center featuring
free weights, Cybex, and cardio equipment. A teen
center is also included as well as a child watch center.
The center is located at the corner of Stevens Creek
Boulevard and Stelling Road. Telephone: 408 -777-
3160.
Cupertino Senior Center
The Senior Center provides a welcome and friendly
environment for adults over age 50. There is a full
calendar of opportunities for learning, volunteering, and
enjoying life. There are exercise classes, a computer lab
and classes, language instruction including English as a
second language, and cultural and special interest
classes. The center also coordinates trips and socials.
The Senior Center is located at 21251 Stevens Creek
Boulevard and is open Monday through Friday 8 a.m. to
5 p.m. Telephone: 408 - 777 -3150.
i ! i i
Civic Center and Library
The complex has a 6,000 square foot Community Hall,
plaza with fountain, trees and seating areas. City Council
meetings are held in the Community Hall as well as
Planning Commission and Parks and Recreation
Commission sessions.
The 54,000 square foot library continues to be one of the
busiest in the Santa Clara County Library system. For
more information call 408 - 446 -1677.
McClellan Ranch Park
A horse ranch during the 1930'and 40's, this 18 -acre park
has the appearance of a working ranch. Preserved on the
property are the original ranch house, milk barn, livestock
barn, and two historic buildings: Baer's Blacksmith Shop,
originally located at DeAnza and Stevens Creek, and the
old water tower from the Parish Ranch, now the site of
Memorial Park. Rolling Hills 4 -H Club members raise
rabbits, chickens, sheep, swine, and cattle and a Junior
Nature Museum, which features small live animal exhibits
and dispenses information about bird, animal, and plant
species of the area. McClellan Ranch is located at 22221
McClellan Road. Telephone: 408 - 777 -3120.
CSI
Winner of numerous state and national awards for excellence, our
city's schools are widely acknowledged to be models of quality
instruction.
Cupertino Union School District serves 16,500 students in a 26 square
mile area that includes Cupertino and portions of five other cities. The
district has 20 elementary schools and five middle schools, including
several choice programs. Eighteen schools have received state and/or
national awards for educational excellence.
Student achievement is exceptionally high. Historically, district test
scores place Cupertino among the premier public school districts in
California. The district is a leader in the development of a standards -
based system of education and is nationally recognized for leadership
in the use of technology as an effective tool for learning. Quality teaching and parent involvement are the keys to the
district's success.
The Fremont Union High School District serves over 10,000 students in a 42 square mile area covering all of Cupertino,
most of Sunnyvale and portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five high schools of the district
have garnered many awards and recognition based on both the achievement of students and the programs designed to
support student achievement. Four of five high schools in the district exceeded their state established achievement targets
for the 2009 Academic Performance Index. District students are encouraged to volunteer and/or provide service to
organizations within the community. During their senior year, if students complete 80 hours of service to a non - profit
community organization, they are recognized with a "Community Service Award" medal that may be worn during their
graduation ceremonies.
Cupertino is served by four local
institutions of higher education:
DeAnza College, the University of
San Francisco, National University
and the UCSC Extension. In
addition to these schools,
Cupertino's location offers easy
access to Stanford University, Santa
Clara University and San Jose State
University.
Building on its tradition of excellence and innovation, DeAnza
College challenges students of every background to develop their
intellect, character and abilities; to achieve their educational goals;
and to serve their community in a diverse and changing world.
DeAnza College offers a wide range of quality programs and
services to meet the work force development needs of our region.
The college prepares current and future employees of Silicon
Valley in traditional classroom settings and through customized
training arranged by employers. Several DeAnza programs
encourage economic development through college credit courses,
short-term programs, services for manufacturers, technical
assistance, and/or recruitment and retention services.
42
P 1 / a I I A'
i
Euphrat Museum. of Art
The highly regarded Euphrat Museum of Art, at its new location next to the new Visual Arts and Performance Center at
DeAnza College, traditionally presents one -of -a -kind exhibitions, publications and events reflecting the rich diverse
heritage of our area. The Museum prides itself on its changing exhibitions of national and international stature,
emphasizing Bay Area artists. Museum hours are 10 a.m. — 4 p.m. Monday through Thursday. Telephone: 408 -864-
8836.
Fujitsu Planetarium
e
Stargazers will have a Cupertino facility catering to their interests, the Fujitsu Planetarium on the DeAnza College
campus. It will host a variety of planetarium shows and events, including educational programs for school groups and
family astronomy evenings when it reopens for Saturday evening shows on September 25, 2010. For more information,
visit the website at www.dean7-a.edu/planetarium or call 408 - 864 -8814.
Flint Center
The cultural life of the Peninsula and South Bay is enhanced by programs presented at the Flint Center for Performing
Arts located at 21250 Stevens Creek Boulevard at DeAnza College campus. The center opened in 1971 and was named in
honor of Calvin C. Flint, the first chancellor of the Foothill- DeAnza Community College District. The box office is open
10 a.m. — 4 p.m. Tuesday through Friday and one and one half hours prior to any performance. Box office: 408 -864-
8816; administrative office: 408 - 864 -8820.
Cupertino Historical Society
On May 2, 1966, the Cupertino Historical Society was founded as a non - profit organization by a group of 177 longtime
residents concerned about the rapid growth in the area and its impact on the quickly vanishing Cupertino heritage. On
March 30, 1990, the Society opened the Cupertino Historical Museum dedicated to the preservation and exhibition of the
city's history. Through its exhibits the museum attempts to develop and expand the learning opportunities that it offers to
the ethnically diverse community of the City of Cupertino. The Society continues to build partnerships with the local
school districts to ensure that the history of Cupertino is offered as part of the educational curriculum. The Society is
located at the Quinlan Community Center, 10185 N. Stelling Road. Telephone: 408 - 973 -1495.
Farmers' Market
Residents and visitors can visit the farmers' market every
Friday from 9:00 a.m. to 1:00 p.m. at the Vallco Shopping
Center parking lot near Sears.
California History Center
The California History Center and Foundation is located on the DeAnza College campus. The center has published 37
volumes on California history and has a changing exhibit program. The center's Stockhneir Library Archives boasts a
large collection of books, a pamphlet file, oral history tapes, videotapes and a couple thousand student research papers.
The library's collection is for reference only. Heritage events focusing on California's cultural or natural history are
offered by the center each quarter. For more information, call 408- 864 -8987. The center is open September through June
9:30 a.m. to noon and 1:00 p.m. to 4:00 p.m. Tuesday through Thursday.
W
44
Personnel Summaries
BUDGET SUMMARY
423,000
84,000
(478,000)
2010111 Fiscal Year
Park Dedication Tax
408,000
1,520,000
Estimated
- 828,000
Environmental Management
Estimated
Balance at
Operating
Operating Other (A)
Balance at
4,000
Revenues/
Expenditures /
- 6,000
Funds July 1
Transfers In
Transfers Out
June 30
General Fund $ 16,153,000
$ 41,308,000
$ (43,293,000) $ 554,000
$ 14,722,000
Special Revenue Funds:
Storm Drain
423,000
84,000
(478,000)
- 29,000
Park Dedication Tax
408,000
1,520,000
(1,100,000)
- 828,000
Environmental Management
27,000
502,000
(529,000)
- -
Transportation
4,000
3,760,000
(3,758,000)
- 6,000
Housing & Community Development
2,139,000
613,000
(871,000)
- 1,881,000
Vallco Redevelopment
1,347,000
1,786,000
(1,115,000)
- 2,018,000
Fund Totals $ 4,348,000 $ 8,265,000 $ (7,851,000) $ - $ 4,762,000
Debt Service:
Cupertino Facilities Corporation 56,000 3,535,000 (3,535,000) - 56,000
Traffic Impact 89,000 - (37,000) - 52,000
Fund Totals $ 145,000 $ 3,535,000 $ (3,572,000) $ - $ 108,000
Capital Projects Funds:
Capital Improvement 250,000 1,060,000 (1,310,000) - -
Capital Reserves 1,775,000 382,000 (975,000) 1,182,000
Stevens Creek Corridor Park - 1,200,000 (1,200,000) - -
Fund Totals $ 2,025,000 $ 2,642,000 $ (3,485,000) $ - $ 1,182,000
Enterprise Funds:
Resource Recovery
5,385,000
1,605,000
(1,965,000)
5,025,000
Blackberry Farm
420,000
1,046,000
(1,181,000)
- 285,000
Cupertino Sports Facility
443,000
1,796,000
(1,769,000)
- 470,000
Recreation Programs
2,002,000
2,380,000
(3,262,000)
- 1,120,000
Fund Totals $ 8,250,000 $ 6,827,000 $ (8,177,000) $ - $ 6,900,000
Internal Service Funds:
Information Management
1,826,000
1,483,000
(1,454,000) 133,000
1,988,000
Workers' Compensation
172,000
412,000
(406,000) -
178,000
Equipment Replacement
1,239,000
1,105,000
(1,116,000) 25,000
1,253,000
Comp Abs and Long Term Disb.
75,000
314,000
(364,000) -
25,000
Retiree Medical Insurance
2,521,000
1,500,000
(2,014,000) -
2,007,000
Fund Totals $ 5,833,000 $ 4,814,000 $ (5,354,000) $ 158,000 $ 5,451,000
City -wide Totals $ 36,754,000 $ 67,391,000 $ (71,732,000) $ 712,000 $ 33,125,000
(A) Net of Loans, Savings, Depreciation
45
Total City Revenue
Total City revenue for fiscal year 2010/11 is expected to be $67,391,000, a decrease of 1% from
the prior year. The chart below provides a year -to -year comparison of revenue by category. A
General Fund comparison is shown on the next page of this summary and the following
assumptions are included in these projections:
The City's largest revenue source, Property Taxes, shows a large increase on the chart because
of the State takeaway in 2009/10. Outside of the State's action, however, these taxes will
increase only 2% from last year because of flat real estate values.
Intergovernmental Revenue includes grant funds, gasoline taxes, and motor vehicle license fees.
The City will receive approximately $4 million in these funds in 2010/11 for street projects and
community programs. Last year the City earned significant funding for energy efficiency and
Stevens Creek Corridor Park projects. CIP and Other Transfers, targeted for retiree medical trust
contributions, Stevens Creek Corridor Park, and other park and building capital projects, can
vary depending on adopted projects. Sales Tax, the City's second largest source of revenue, is
discussed on the General Fund Revenue page.
14,000.000
12M0.000
10,000,000
5,000,000
6,000.000
4,000 A00
2,000,000
0
Total City Revenue
$67,391,000
CST o�`a pQ oa
-SP
0 c c 4 101
C ' 616 1
� co G�� tQ GtiQ
.,
X2009 %10
■ 2010/11
Total City Expenditures
Total City expenditures for fiscal year 2010 /11 are expected to be $71,732,000, up 1% from last
year's adopted budget. The chart below provides a year -to -year comparison of expenditures by
category.
Many Special Revenue fund activities, such as Transportation, Storm Drain, Park Dedication,
and Environmental Management, are administered by the Public Works Department, as part of
its $16.5 million City -wide budget. The Department also oversees the Resource Recovery
enterprise that manages the City -wide solid waste collection, disposal, and recycling contract.
All other Enterprise fund operations are directed by the Parks and Recreation Department, which
budgets $8.9 million annually to provide programs for all ages and to maintain the City's
enviable community facilities at Blackberry Farm, Quinlan Community Center, Cupertino Sports
Center, and Senior Center.
The $6.7 million in new Capital Projects for 2010/11 is earmarked for street pavement, curbs,
gutters, sidewalks, park improvements, and facility repairs and upgrades.
Correspondingly, transfers are increased to fund the projects from special revenue, enterprise,
and capital reserve funds.
18,000,000
16,000,000
14,000.000
12 ,000.000
10,000,000
8,000,000
6,000,000
-0,000,000
2 ,000,000
0
Total City Expenditures
$71,732,000
6�1 �`,\ e(�y . CG�� �_ G
s,4
b T�
47
■ 2009110
B20101-111
General Fund Revenue
Total General Fund revenue for fiscal year 2010/11 is expected to be $41,308,000, b increase
cress y.f
5% from last year. The chart below provides a year -to -year comparison of revenue
accounted for entirely in
Sales Tax is used for general government expenditures and is therefore _ ward tax
adjustment from the State. Our sales tax comes mostly from t
the General Fund. Taxes will be up 7% this year because last
business-to-business dd (/ugh tech)
for retail sales, and food products. We receive 1% of the 9.25% collected by the State.
sec ,
Fund Property Tax revenues will be held to a 2% increase otatelsstalcea ay of property
General Fun p
real estate values, outside of the 2009/10 results that includes a , electric and telecom providers
taxes. Franchise Fees and Utility Taxes on various garbage, g
well
be flat. Licenses /Permits will be down because of large amount of the fees last year from the
Rose Bowl mixed -use project.
14,000,000
12,000-000
10,000.000
8,000.000
6.000,000
4,000,000
2,000,000
General Fund Revenue
$41,308,000
O`cc 040
VI G
J5
48
■ 2009/10
■ 2010 /11
General Fund Expenditures
Total General Fund expenditures for fiscal year 2010/11 are expected to be $43,293,000, about
1% higher than last year's adopted budget. General Fund expenditures, covering the general
operation and administration of the City, comprise over 60% of total expenditures.
The General Fund budget allows for all expenditures necessary to carry out the basic activities of
the City that are not provided through other funds. It includes the necessary resources to carry
out police and emergency preparedness; community development through planning, building and
economic development activities; public works operations, engineering and maintenance;
recreational programs and park utilization; and other general government functions such as legal,
personnel, finance, and administrative services.
The City's debt service costs are also borne by the General Fund, as well as funding for capital
projects where grant dollars are not available.
14.000,000
12,000Aoo
10,000,000
8,000,000
0,000,000
-1,000,000
2 ,000 A00
0
General Fund Expenditures
(Including Transfers)
$43,293,000
�L °�1�, a °1,�`S �, ��`c °``P `• G�G���4 {c
J
• 2009/10
02010/11
REVENUE SUMMARY
Property Taxes
Property taxes represent 20% of overall City revenues and are estimated to be $13,332,000 for
fiscal year 2010/11. $12,076,000 of the revenue goes to the general fund and $1,256,000 to the
City's Redevelopment Agency (RDA). The RDA, created in 1990, encompasses the Vallco
regional shopping mall. Tax growth in that area stays within the RDA and is used to promote
economic development that will alleviate the area's blight. 25% of the RDA tax goes toward
expansion of low and moderate income housing stock throughout the City. General fund property
taxes include amounts received to replace revenues lost as a result of the motor vehicle license
fee rate reduction in 2004/05.
Property tax revenues fluctuate with market conditions. In accordance with State law, property is
assessed at actual full cash value with the maximum Ievy being 1% of the assessed valuation.
Increases in assessed valuation are limited to 2 % annually if there is no change in property
ownership, major improvements or requests for re- assessment. Assessed values normally
increase greater than 2% due to property sales and new construction. However, for 2010/11,
property value reassessments and appeals from declining real estate prices and a negative cost of
living index will cause RDA tax revenues to be flat and General Fund property tax revenues to
rise only 2% in 2010/11.
In 1978, voters approved the passage of
Proposition 13, which froze property
tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in
Santa Clara County receiving $.02 for
every $1.00 paid. The County then
provided another $.02 as a tax equity
allocation (TEA).
A major success in fiscal year 2006/07
was the passage of State legislation
which reversed a 1980's decision and
restored a portion of our property tax
revenue which had been lost to the
County. City Council was instru-
mental in getting this legislation
approved. This TEA change provides
another $1.35 million in property tax
for the fiscal year.
iiae►�OiNO�
•N
Ni
NNi�O
50
$0.243 Cupertino Elementary
$0.205 County Bond
$0.164
Fremont High School
Maintenance
$0.148
Santa Clara County
Fire District
$0.065
Mid Peninsula Open
Space & Various
Agencies
$0.063
Foothill Community
College Maintenance
$0.042
County Library
Retirerment
$0.050
City of Cupertino
REVENUE SUMMARY
Property Taxes (continued)
The TEA legislation resulted in an inequitable Educational Revenue Augmentation Fund (ERAF)
obligation on those funds received. We are continuing to work on the issue with the three other
cities in Santa Clara County to finish correcting the inequitable distribution of the entire property
tax allocation. If successful, this would mean between $982,000 to $1,308,000 in additional
property tax to the City per year.
Because of their budget deficit, the State took away $1,419,000 of City property taxes in
2009/10, to be paid back with interest in three years. The City will borrow from its econonuc
uncertainty and equipment reserves in the meantime.
REVENUE BY CATEGORY:
Property Taxes
State Borrowing
REVENUE BY FUND:
General
Redevelopment Agency
2008/09 2009/10 2010/11
Actual Estimate Proposed
$12,971,000 $13,104,000 $13,332,000
- - -- (1.419.000) - - --
S 1 2.971.000 $11,685.000 S 13.332 000
51
$12,076,000
1.25 6.000
$13.332.000
REVENUE SUMMARY
Sales Tax
The City's sales and use tax revenues are generated from four principal economic categories:
business -to- business 66.6% (includes electronic equipment and software manufacturers and
distributors), general retail 15.8 %. food products 11 %. and other sources 6.6 %.
Three companies in the business -to- business sector, — Apple. Hewlett- Packard, and Insight —
represent approximately 57% of our sales tax. Apple's success with the Whone and Mac along
with the 2007 establishment of an Insight regional sales office in the city resulted in strong sales
tax increases in 2005 through mid -2008 that overcame the flat to declining revenues in general
retail. However the recession affected the business -to- business sector and these leading
companies locally with tax declines showing up in the last half of 2008 and continuing through
three quarters of 2009. The fourth quarter of 2009, however, came in with a slight increase.
The new 16- screen AMC theatre at the Vallco Regional Shopping Center is ranked in the top 10
out of 90 AMC locations in the Bay Area for attendance. However, a difficult credit environment
and the recession have stalled the addition of new retail and food tenants at the mall to take
advantage of the theatre's success. A dispute with their financing company led to a bankruptcy
filing by the mall owner and subsequent sale of the property. Along with the state and national
economy, retailers and food service operators faced lower revenues in 2008 and 2009, but recent
forecasts about an improving hiring picture for Silicon Valley companies would hopefully
translate to stabilization and measured tax growth from improved spending by residents and
employees at local retailers and restaurants. Typically, though, tax revenues to local governments
lag the general economy by a year and a half.
The nearly 20% decline in sales taxes in 2009/10, mostly due to a state adjustment, will be
followed by a 7% recovery in 2010/11, with sales taxes forecasted to grow at 2% to 3% after that
reflecting a modest rise of consumer spending and a slightly improved employment picture.
The following schedule shows a per capita comparison of sales tax for the cities in Santa Clara
County, Although Cupertino is ranked third in tax earned per capita at $234, it by far has the
highest concentration of the tax in the volatile business -to- business sector at $156, or nearly 2/3
of the tax base. A key goal of the City's long -term fiscal strategic plan is to diversify by building
up the general retail and food product sectors.
52
REVENUE SUMMARY
Sales Tax (continued)
Sunnyvale
Saratoga
Santa Clara
San Jose
Palo Alto
Mountain View
Morgan Hill
Monte Sereno
Milpitas
Los Gatos
Los Altos
Gilroy
Cupertino
Campbell
Santa Clara County
California
■ Business to Business
I
■ General Retail
■ Food Products
■ Transportation
i
■ Construction
■ Miscellaneous
s0 $50 $100 $150 $200 $250 $300
Source: Muni Financial, LLC
Heading toward this goal, the Council has approved 400,000 square feet of new or replacement
retail, including projects at the Rose Bowl, Main Street Cupertino, the Oaks, and Cupertino
Village. Whenever credit becomes more available and commercial development resumes, such a
realized build -out will help balance retail sales with our business -to- business revenues.
At 18% of total revenues, sales taxes represent the City's second largest revenue source.
The City's General Fund expects $12,036,000 for 2010/11.
2008/09 2009/10 2010/11
Actual Estimate Proposed
REVENUE BY CATEGORY:
Sales Tax
REVENUE BY FUND:
General
$14,139.000 $11.249,000 $12.036.000
53
S 12.03 6,000
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility user, franchise, transient occupancy, and
construction taxes. Development impact fees are also included.
The utility user tax, which was approved by voters in 1990, is assessed on gas, electricity and
telecommunication service provided within the City's jurisdiction at a rate of 2.4% of billed
charges. It is a general tax that can be used for any purpose. The following chart shows that the
City's tax rate is generally lower than that of other cities within Santa Clara County. In March
2002, voters approved extending the utility'tax's sunset date from 2015 to 2030. This extension
corresponded with the extended debt maturity date resulting from the refinancing of debt for
capital improvement projects. Utility user taxes are budgeted to be $3,433,000, up 2% compared
to the previous year's projections. To maintain tax revenues currently received from telecom
services, the City placed a measure on the November 2009 ballot to make the current ordinance
up to date with the changing technology in this area. The measure passed with over 75%
approval rate.
Franchise fees are received from cable, garbage, water, gas and electricity franchisees that
operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues
depending on each particular agreement. Franchise fee revenues, estimated to be $2,656,000 for
fiscal 2010/11, have been relatively flat.
Park dedi.cati072 fees are paid by developers to address the need for additional parkland resulting
from new residential development. It is paid in -lieu of providing the necessary new open space
acreage. Revenues can vary greatly from year -to -year depending on the timing and size of
projects. Estimated revenue for fiscal year 2010/11 increases substantially to $1,500,000
primarily from a large project in the Rose Bowl area.
54
Utility
User Tax Con7pari.son
SaleslTOT Tag- C0777pari -son
Gas/Electric
Cable
Water
Phone
Sales Tax
TOT
Morgan Hill
--
--
--
--
9.25%
10%
Santa Clara
--
--
--
--
9.25%
9.5%
Campbell
--
--
--
--
9.50%
10%
Milpitas
--
--
--
--
9.25%
10%
Sunnyvale
2.0%
--
--
2.0%
9.25%
9.5%
Cupertino
2.4%
--
--
2.4%
9.25%
10%
Mountain View
3.0%
--
--
10%
9.25%
10%
Los Altos
3.5%
3.5%
3.5%
3.2%
9.25%
11%
Palo Alto
5.0%
--
5.0%
5.0%
9.25%
12%
Gilroy
5.0%
5.0%
--
4.5%
9.25%
9%
San Jose
5.0%
5.0%
5.0%
4.5%
9.25%
10%
Franchise fees are received from cable, garbage, water, gas and electricity franchisees that
operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues
depending on each particular agreement. Franchise fee revenues, estimated to be $2,656,000 for
fiscal 2010/11, have been relatively flat.
Park dedi.cati072 fees are paid by developers to address the need for additional parkland resulting
from new residential development. It is paid in -lieu of providing the necessary new open space
acreage. Revenues can vary greatly from year -to -year depending on the timing and size of
projects. Estimated revenue for fiscal year 2010/11 increases substantially to $1,500,000
primarily from a large project in the Rose Bowl area.
54
REVENUE SUMMARY
Other Taxes (continued)
Transient occupancy taxes (TOT) are levied on four hotels located in the City at the rate of 10%
of room revenues. The 2010/11 taxes in this category are budgeted at $2,094,000 reflecting a 5%
increase from the 2009/10 low estimates. Corporate expense cutbacks caused a downward trend
in these taxes for one year beginning in November 2008, with growth returning in November
2009. Three new hotels have been discussed for the future, but only one seems to be at this point
far enough along in the development process to consider an impact from it in the City's five -year
revenue plan.
Housing naitigati.on fees are assessed against new residential, office, industrial, hotel, retail and
research and development construction to address the affordable housing impact of the additional
square footage. Funds go toward the City's below- market rate housing programs. Other than a
property sale, revenues have been down because of the building downturn.
Construction and other taxes of $1,224,000 for 2010/11 reflect taxes for business licenses,
property transfers, and construction. Revenues will be unchanged from the prior year estimates as
the credit markets continue to freeze all construction progress.
REVENUE BY CATEGORY:
Utility Tax
Franchise Fees
Transient Occupancy Tax
Park Dedication Fee
Housing Mitigation Fee
Construction & Other Taxes
General
Housing & Community Development
Park Dedication
2008/09 2009/10 2010/11
Actual Estimate Proposed
$ 3,205,000
$ 3,366,000
$ 3,433,000
2,618,000
2,630,000
2,656,000
2,140,000
1,994,000
2,094,000
234,000
50,000
1,500,000
23,000
446,000
70,000
1.017.000
1.200.000
1.2 24.000
S9.237.000 $9.686.000 810 977.000
55
$ 9,407,000
70,000
1.500,000
810.977.000
REVENUE SUMMARY
Licenses and Permits
Licenses and permits represent 4% of total general fund operating revenues. This category
includes fees for reviewing building plans and inspecting construction, tenant improvements and
commercial/residential installations for compliance with state and municipal building codes.
Commercial and residential development has been weak because of the housing recession,
growth of available office space in the Silicon Valley, difficulties in obtaining construction
financing, and due to voter referendums the past several years which sought to limit setback,
height and density of new construction and the building of condominiums. Some developers
have hesitated to invest in Cupertino for fear that their project will not be approved or will be
reversed by voter referendum. The increase in FY 2009/10 was due to the Rose Bowl mixed use
project. Other major approved projects such as One Results Way, Main Street Cupertino, The
Oaks, and Cupertino Village have been delayed.
2008/09 2009/10 2010/11
Actual Estimate Proposed
REVENUE BY CATEGORY:
Licenses and Permits $2.740,000 $1210,000 $2,610,000
REVENUE BY FUND:
General
56
$2,610,000
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents 2% of total City revenues and is comprised of interest earnings
on City funds, facility and concession rents on City -owned property, and principal repayments
and interest on housing loans.
Investment earnings are a function of the amount of excess cash available for investment, current
interest rates, and composition of investments. The City's investment policy requires investments
to be made in this order of priority: safety, liquidity, and yield. The unprecedented turmoil in the
financial markets and state cash flow problems necessitated a weighting of the portfolio toward
safety, but naturally this comes at a cost of lower average yield. The Federal Reserve has kept
short-term interest rates down to almost zero to unfreeze credit markets and spur the economy. In
addition, average cash balances declined due to lower revenues and the $1,419,000 state
borrowing of City property taxes. As a result, use of money and property earnings for 2009/10
will end up 26% below 2008/09 numbers with such revenues rebounding 23% in 2010/11 to
$1,575,000 based on rising yields as the economy recovers, the Fed starts raising rates, and the
cost of financing the federal government's deficit increases.
REVENUE BY CATEGORY:
Investment Earnings
Property Rentals
Loan Repayment
REVENUE BY FUND:
General
Resource Recovery
Housing and Community Development
Recreation Programs
Other Funds
2008/09 2009/10 2010/11
Actual Estimate Proposed
$1,190,000 $669,000 $953,000
529,000 567,000 577,000
26,000 45.000 45 000
$ 1.745.000 $ 1.281.000 $ 1.575.000
57
$1,188,000
51,000
120,000
55,000
161,000
$1.575,000
REVENUE SUMMARY
Intergovernmental Revenues
Intergovernmental revenues will comprise 6% of the City's total revenues in 2010/11. Cupertino
will receive $837,000 in state Proposition 113 bond money and $700,000 in federal Jobs for Main
Street dollars to augment gasoline tax and general fund dollars dedicated to the city's street
resurfacing program.
2009/10 revenues consisted of state gasoline taxes, state motor vehicle license fees, grants for
housing programs, energy efficiency projegts, the Stevens Creek Corridor Park, and pavement
management. Grants came from the American Recovery and Reinvestment Act, Housing and
Urban Development, the Federal Highway Adnunistration, the Santa Clara Valley Water District,
the Urban Park Act, the Department of Water Resources, and the California River Parkways Act.
REVENUE BY CATEGORY:
Gasoline Taxes
Stevens Creek Corridor Park grants
Vehicle. License Fees
Community Development Block Grants
Prop 1B Bonds
Jobs for Main Street
Other Transportation Grants
Capital Improvement Grants
Other Intergovernmental and Grants
REVENUE BY FUND:
General Fund
Transportation
Housing & Community Development
Stevens Creek Corridor Park
2008/09 2009/10 2010/11
Actual Estimate Proposed
$1,383,000
$1,394,000
$1,443,000
804,000
2,643,000
100,000
172,000
170,000
220,000
843,000
391,000
423,000
- - --
- - --
837,000
- - --
- - --
700,000
173,000
11113,000
- - --
22,000
1,574,000
- - --
264,000
314,000
333.000
53.661.000 57.599.000 54.056.000
58
$553,000
2,980,000
423,000
100.000
$4.056.000
REVENUE SUMMARY
Charges for Services
Due to the nature of the services provided, most of the activity in this category is accounted for in
enterprise funds. As such, the City attempts to recover the cost of the services provided through
user charges. Solid waste collection and management are provided by the City's franchisee,
Recolog_y, while recreational programs at the Sports Center, Quinlan Community Center, Senior
Center, Blackberry Farm, McClellan Ranch and City parks are either considered enterprises or
general fund supported. Recreational revenues fell in 2009/10 because of the recession, but the
corresponding lower cost of instructors ,maintained enterprise net profits. The renovated
Blackberry Farm picnic grounds and Stevens Creek Corridor Park reopened in 2009/10.
Charges for services, representing 12% of total City revenues, are estimated to be $7,972,000 for
2010/11.
REVENUE BY CATEGORY:
Planning, Zoning & Engineering Permits
Senior Center
Blackberry Farm General Funds
Other Service Charges
Solid Waste Service Charges
Blackberry Farm Golf Course
Sports Center
Cultural, Youth, Teen, Physical Recreation
REVENUE BY FUND:
General
Resource Recovery Enterprise
Blackberry Farm Golf Course Enterprise
Sports Center Enterprise
Recreation Programs Enterprise
2008/09 2009/10 2010/11
Actual Estimate Proposed
$ 871,000
$ 967,000
$ 976,000
306,000
250,000
440,000
8,000
129,000
145,000
81,000
88,000
90,000
2,101,000
2,146,000
1,554,000
581,000
530,000
625,000
1,727,000
1,660,000
1,787,000
2,364,000
2.105.000
2.355.000
58.039.000 $7.875.000 57.972.000
59
$1,651,000
1,554,000
625,000
1,787,000
2.355.000
$7.972.000
REVENUE SUMMARY
Fines and Forfeitures
Fines result from vehicle, parking, and miscellaneous code violations carried out by the County
Sheriff and by the City's Code Enforcement division. Efforts to increase seat belt usage,
decrease red light violations, and increase school safety have led to an increase in fines.
2008/09 2009/10 2010/11
Actual Estimate Proposed
REVENUE BY CATEGORY:
Fines and Forfeitures $761.000 $902,000 $920.000
REVENUE BY FUND:
General
•1
920 000
REVENUE SUMMARY
Miscellaneous Revenues
Miscellaneous revenues consist of parcel taxes and development fees for managing storm drain
runoff along with various donations and other revenues, Fiscal 2010/11 proposed amounts are
unchanged at $515,000 as the parcel tax of $12 per household has been unchanged since its
adoption in 1992. To increase such fees, the City would have to go to the voters for approval
under Proposition 218 rules. This may be a consideration in future years as the General Fund is
now supplementing these costs by approximately $200,000 per year.
REVENUE BY CATEGORY:
Development Fees
Parcel Tax
Miscellaneous
REVENUE BY FUND:
General Fund
Storm Drain
Environmental Management
61
2008/09 2009/10 2010/11
Actual Estimate Proposed
$ 67,000 $ 50,000 $ 50,000
365,000 365,000 365,000
79.000 100,000 100,000
$511.000 $515,000 S515.000
$100,000
50,000
365.000
$515.000
REVENUE SUMNIARY
Interdepartmental Revenues
Interdepartmental revenues consist of interdepartmental service charges and transfers.
Interdepartmental service charges arise from the centralized administration of certain activities
the costs of which are allocated to the various City departments benefited. The City uses internal
service funds to account for the provision of these services and the related charges. Transfers can
be used to fund debt service, capital projects, and equipment purchases, or can be used to
subsidize other one -time outlays of another fund.
Transfers -in of $10,550,000 for 2010/11 are primarily used to fund $3,533,000 in debt service
payments, $3,692,000 in capital projects, $1,500,000 in retiree medical trust contributions,
$500,000 for a General Fund loan to and payback from the Redevelopment Agency, $265,000 in
capital project savings to the General Fund, $360,000 in compensated absences and
environmental management, and $200,000 in information technology. Internal charges for
equipment, information technology, and insurance make up the remaining revenues.
REVENUE BY CATEGORY:
Transfer -In of Funds
Interdepartmental Service Charges:
Insurance Premiums
Equipment Usage
Information Technology Usage
REVENUE BY FUND:
Cupertino Facilities Corporation
Retiree Medical
Information Technology
Stevens Creek Corridor Park
Capital Improvement Projects
Equipment
Transportation
General Fund
Redevelopment Agency
Capital Reserves
Blackberry Farm Golf Course
Workers' Compensation
Compensated Absence/Long -term Disability
Environmental Management
2008/09
2009/10
2010/11
Actual
Estimate
Proposed
1.066.000
1.231,000
1.269.000
$8,023,000
$11,557,000
$10,550,000
374,000
489,000
488,000
1,101,000
985,000
1,091,000
1.066.000
1.231,000
1.269.000
S 10.564 000 S 14.262.000 S13.398.000
62
$3,533,000
1,500,000
1,469,000
1,100,000
1,060,000
1,091,000
750,000
765,000
500,000
382,000
400,000
400,000
313,000
135.000
S13.398.000
REVENUE SUMMARY
Fund Balance Reserves
The City Council has established reserve policy levels for various capital and contingency
purposes as follows:
Econonuc Uncertainty I $12,500,000 For economic downturns and major unforeseen
outlays.
Economic Uncertainty II $915,000 For state borrowing of local funds under
Proposition IA or other shifts of monies to address
state budget deficits.
Utility Users Tax $534,000 Remaining contingency as of 6/30/11 for revenue
lost prior to the 2009 adoption of a modern utility
users tax ordinance.
Capital Improvement $5,000,000 Reserves set aside for future capital projects.
Infrastructure $100,000 /year Funds for citywide infrastructure improvements.
Undesignated $500,000 For mid -year budget adjustments and re-
deployment into the five year budget.
Capital improvement, utility user tax and undesignated reserves are drawn down to fund capital
projects. The State's 2009 borrowing of local taxes for three years effected Economic
Uncertainty H. New housing loans also came out of undesignated reserves.
RESERVES BY CATEGORY:
Economic Uncertainty I
Economic Uncertainty 11
Utility Users Tax
Capital Improvement
Infrastructure
Undesignated
RESERVES BY FUND:
General
Capital Improvement
2008/09 2009/10 2010/11
Actual Estimate Proposed
$12,500,000
$12,500,000
$12,500,000
915,000
- - --
- - --
1,600,000
916,000
534,000
699,000
699,000
106,000
900,000
1,000,000
1,000,000
4,857,000
2 737 000
1 M8.000
$21.471.000 S17.852.000 $15.828.000
63
$14,722,000
1.106.000
515.828.000
NOTES
Summary of Employees
By Department
80.00
,
70.00
60.00
50.00
40.00 -
30.00
20.00
10.00 -
0.00
2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
s Council /Commissions
■ Administration
�': Public /Environmental Affairs
• Adminiatrative Services
• Parks and Recreation
Community Development
Public Works
65
Employee Summary
Trend Analysis
Council and Commissions
During the 2006 -07 budget preparations, City Council requested inclusion of all staff time
associated with commissions for consistency in recording purposes.
Administration
The Administration Department has had minimal changes over the past six years.
Public and Environmental Affairs
Staffing in the Public Information Department includes adding a Media Coordinator position in
2006 -07 and a City Hall Receptionist in 2007 -08. An Environmental Affairs Coordinator was
added in 2008 -09 with a funding re- allocation of 40 percent of that position to Environmental
Management in fiscal year 2009 -10.
Administrative Services
During fiscal years 2006 -07 to 2008 -09 the Administrative Services Department had several
changes in staffing including the addition of an IT Assistant, the transfer of the City Hall
Receptionist position from the City Clerk's office to Public and Environmental Affairs, and a
part-time Code Enforcement Officer to full -time. A Human Resources Analyst was also added
in 2008 -09 to accommodate the increased workload. During 2009 -10, Code Enforcement was
restructured to reflect two Senior Code Enforcement Officers based on experience and job duties.
Parks and Recreation
Parks and Recreation has changed staffing due to new programs and restructuring. Continued
consolidation of contract maintenance efforts allowed for the reduction of one (vacant)
Maintenance Worker position at Blackberry Farm in 2004 -05. In 2006 -07 a Facility Attendant
was added to service the new Community Hall and a Recreation Coordinator was eliminated at
Blackberry Farm. During 2007 -08, the department eliminated a Recreation Supervisor, replaced
the position with a two -year term Park Planner, and closed Blackberry Park operations during the
reconstruction of the park. In 2008 -09, the Park Planner position was moved to Public Works
and a Building Attendant was added for Community Hall. Finally, during 2009 -10 a Special
Programs Coordinator was reclassified to a Recreation Coordinator based on a review of the
required duties of the position
66
Community Development
For fiscal year 2006 -07 an Economic Development /RDA Manager was authorized as well as a
Counter Specialist. The Economic Development /RDA Manager was hired with the position split
between the Redevelopment Agency and Community Development. In 2007 -08, an Assistant
Planner was added due to the growing workload.
Public Works
The Public Works Department has had minimal increases over the past six years. In 2006 -07 a
Traffic Technician was upgraded to a Senior Civil Engineer and in 2008 -09 a Senior Traffic
Technician was upgraded to Associate Civil Engineer. Finally, in 2009 -10 the Park Planner
position was extended for two more years to facilitate the Stevens Creek Corridor Phase II
project. The Trees and Right of Way Division was split out of the Street and Fleet Division in
2010 -11. The latter division includes the fleet and street light maintenance functions of the
former General Services.
67
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2004 -05 2005 -06 2006 -07 2007 -08
CITY COUNCIL /COMMISSIONS
City Council
Fine Arts Commission
Technology, Information & Communications Commission
Parks and Recreation Commission
Teen Commission
Housing Commission
Library Commission
Senior Commission
Public Safety Commission
Bicycle and Pedestrian Commission
Planning Commission
ADMINISTRATION
City Manager
Community Outreach
City Attorney
PUBLIC AND ENVIRONMENTAL AFFAIRS
Community Relations
Cupertino Scene
Government Channel
City Website
Environmental Affairs
ADMINISTRATIVE SERVICES
Administration
Accounting
Business Licensing
City Clerk
Duplicating and Printing
Human Resources
Insurance Administration
Code Enforcement
Information Technology
�
•�
0.40
0.40
0.40
0.40
0.10
0.10
0.10
0.10
0.05
0.05
0.05
0.05
0.10
0.10
0.10
0.10
0.15
0.15
0.15
0.15
0.00
0.00
0.05
0.05
0.00
0.00
0.02
0.02
0.00
0.00
0.02
0.02
0.00
0.00
0.03
0.03
0.00
0.00
0.03
0.03
0.00
0.00
0.45
0.45
0.80
0.80
1.40
1.40
1.50
1.50
1.40
1.40
0.50
0.50
0.50
0.50
2.70
2.70
2.40
2.40
4.70
4.70
4.30
4.30
0.75
0.75
0.75
1.85
0.40
0.40
0.40
0.35
2.25
2.25
3.40
3.30
1.00
1.00
1.00
1.00
0.00
0.00
0.00
0.00
4.40
4.40
5.55
6.50
1.95
1.95
1.94
1.94
4.40
4.40
4.39
4.39
0.50
0.50
0.50
0.50
3.90
3.90
3.90
2.90
0.60
0.60
0.60
0.60
2.70
2.70
2.70
2.55
0.30
0.30
0.30
0.45
3.00
3.00
3.30
4.55
3.00
3.00
4.00
4.00
20.35
20.35
21.63
21.88
2008 -09 2009 -10 2010 -11
0.40
0.50
0.50
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.15
0.15
0.15
0.05
0.05
0.05
0.02
0.02
0.01
0.01
0.00
0.00
0.00
0.00
0.00
0.02
0.00
0.00
0.45
0.45
0.45
1.40
1.47
1.46
1.40
1.40
1.40
0.50
0.50
0.50
2.95
3.00
2.95
4.85
4.90
4.85
1.90
1.80
1.80
0.35
0.35
0.35
3.30
3.30
3.30
0.90
0.90
0.90
1.00
0.60
0.60
7.45
6.95
6.95
1.94
1.94
1.94
4.40
4.40
4.40
0.50
0.50
0.50
2.90
2.90
2.90
0.60
0.60
0.60
3.54
3.49
3.50
0.45
0.50
0.50
4.00
4.00
4.00
4.00
4.00
4.00
22.33
22.33
22.34
m
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2004 -05 2005 -06 2006 -07 2007 -08
PARKS AND RECREATION
Administration
Facilities /Community Events
Youth & Teen/McClellan Ranch Park
Sports & Fitness /Golf Course
Senior Center /Stevens Creek Trail
Blackberry Farm
COMMUNITY DEVELOPMENT
Administration
Planning
Housing Services
Building
Economic Development/RDA
PUBLIC WORKS
Administration
Environmental Management
Engineering Services
Service Center
Grounds
Street and Fleet
Trees and Right of Way
Facilities
Transportation
TOTAL PERMANENT, BENEFITED POSITIONS
70
1.90
1.90
1.89
2.89
7.00
7.00
7.55
8.60
3.35
3.35
3.35
4.88
5.50
5.50
5.50
6.00
7.50
7.50
7.69
7.39
6.88
6.88
5.98
2.00
32.13
32.13
31.96
31.76
1.49
1.49
1.39
1.39
7.04
7.04
7.76
8.28
0.90
0.90
0.81
0.79
11.40
11.40
11.90
11.90
0.32
0.32
0.92
1.42
21.15
21.15
22.78
23.78
3.25
3.00
3.23
3.23
3.02
3.27
3.02
3.02
5.75
5.75
5.68
5.68
2.20
2.20
2.20
2.20
18.40
18.40
18.40
18.15
26.65
26.65
26.65
26.60
0.00
0.00
0.00
0.00
7.60
7.60
7.60
7.50
4.35
4.35
4.35
4.75
71.22
71.22
71.13
71.13
154.75 154.75 158.75 160.75
2008 -09 2009 -10 2010 -11
1.90
2.00
2.00
9.60
9.60
9.60
4.88
4.88
4.88
6.00
6.00
6.00
7.39
7.30
7.30
1.00
1.00
1.00
30.77
30.78
30.78
1.39
1.39
1.39
7.78
7.77
7.77
0.79
0.80
0.80
11.90
11.90
11.90
1.92
1.87
1.92
23.78
23.73
23.78
3.35
3.35
3.30
3.02
3.57
3.57
6.72
6.72
6.72
2.20
2.20
2.10
18.30
18.30
18.30
26.45
26.30
12.00
0.00
0.00
15.00
7.90
7.90
7.35.
4.23
4.25
4.25
72.17
72.59
72.59
162.75 162.75 162.75
3
71
Five Year
=et Forecasi
0160,4�9
72
GENERAL FUND
Beginning Balance at July 1
Operating Activity:
Estimated Operating Revenues
Estimated Expenditure Savings
Public Access Reserve Use
Estimated Operating Expenditures
Net Operating Activity
Debt Service
Retiree Medical
Net Operating Activity after Long -Term
Obligations
Transfers Out to Other Funds:
Infrastructure Reserve
Capital Improvement Reserve
Redevelopment Agency Loan
Information Technology Fund
Compensated Absence
Equipment Fund
Environmental Management
Net Income /(Loss) After Transfers
One Time Revenues and Expenditures:
FUND BALANCE TRENDS
Current & Five Year Forecast (in thousands)
2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
$ 19,872 $ 16,153 $ 14,722 $ 12,884 $ 13,135 $ 12,870
37,866
40,543
41,945
45,029
45,992
48,093
2,021
1,750
750
750
250
250
58
57
59
61
63
64
(35,311)
(36,068)
(37,597)
(38,603)
(40,076)
(40,903)
4,634
6,282
5,157
7,236
6,229
7,504
(3,538)
(3,533)
(3,534)
(3,539)
(3,535)
(3,535)
(1,848)
(1,500)
(1,500)
(1,500)
(1,500)
(1,500)
(751)
1,249
123
2,197
1,194
2,469
(100)
0
(100)
(100)
(100)
(100)
0
(382)
(534)
0
0
0
(480)
(500)
0
0
0
0
(169)
(200)
(200)
(200)
(200)
(200)
(300)
(225)
(200)
(200)
(200)
(200)
0
0
(45)
(549)
(45)
(45)
(15)
(135)
(179)
(196)
(213)
(225)
(1,816)
(193)
(1,135)
953
436
1,698
Equipment Fund
504
0
0
0
0
0
Employee Housing Loan
0
(1,253)
47
48
49
50
Redevelopment Agency Loan Payback
480
500
0
0
0
0
Traffic Impact - close out fund
0
0
0
0
0
52
Income /(Loss) before Capital Projects
(832)
(946)
(1,088)
1,001
485
1,800
Capital Projects:
534
0
0
0
0
500
Capital Projects
(2,322)
0
0
0
0
0
Stevens Creek Corridor Park
(303)
0
0
0
0
0
Transportation Projects & Maintenance
(750)
(750)
(750)
(750)
(750)
(750)
Capital Project Savings
488
265
0
0
0
0
Income /(Loss)
(3,719)
(1,431)
(1,838)
251
(265)
1,050
Ending Balance at June 30
Reserves:
Economic Uncertainty
Economic Uncertainty I
Economic Uncertainty II
UUT
Undesignated
Total Reserves
$ 16,153 $ 14,722 $ 12,884 $ 13,135 $ 12,870 $ 13,920
Policy
12,500
12,500
12,500
12,500
12,220
11,955
12,500
915
915
915
915
13,415
12,500
12,500.
12,500
13,135
12,870
13,415
916
534
0
0
0
0
500
2,737
1,688
384
0
0
505
500
3,653
2,222
384
0
0
505
$13,915 $
16,153
$ 14,722
$ 12,884
$ 13,135
$ 12,870 $
13,920
73
FUND BALANCE TRENDS
ENVIRONMENTAL MANAGEMENT
Beginning Balance at July 1
$ 165 $
Current & Five Year Forecast (in thousands)
0 $
0 $
2009 -10
2010 -11
2011 -12
2012 -13
2013 -14
2014 -15
SPECIAL REVENUE FUNDS
367
367
Estimated Operating Expenditures
(520)
(529)
(546)
STORM DRAIN
(580)
(593)
Net Operating Activity
(153)
(162)
(179)
Beginning Balance at July 1
$ 1,060
$ 423
$ 29
$ 38
$ 48
$ 59
Estimated Operating Revenues
83
84
84
85
86
86
Capital Projects
(660)
(478)
(75)
(75)
(75)
(75)
Transfers Out
(60)
0
0
0
0
0
Ending Balance at June 30
$ 423
$ 29
$ 38
$ 48
$ 59
$ 70
PARK DEDICATION
59 $
93
Beginning Balance at July 1
$ 577
$ 408
$ 828
$ 948
$ (131)
$ 90
Estimated Operating Revenues
55
1,520
120
221
221
222
Estimated Operating Expenditures
0
0
0
0
0
0
Net Operating Activity
55
1,520
120
221
221
222
Transfers Out
(200)
(1,100)
0
(1,300)
0
0
Completed Capital Projects
(24)
0
0
0
0
0
Ending Balance at June 30
$ 408
$ 828
$ 948
$ (131)
$ 90
$ 312
ENVIRONMENTAL MANAGEMENT
Beginning Balance at July 1
$ 165 $
27 $
0 $
0 $
0 $
0
Estimated Operating Revenues
367
367
367
367
367
367
Estimated Operating Expenditures
(520)
(529)
(546)
(563)
(580)
(593)
Net Operating Activity
(153)
(162)
(179)
(196)
(213)
(225)
Transfers In
15
135
179
196
213
225
Ending Balance at June 30
$ 27 $
0 $
0 $
0 $
0 $
0
TRANSPORTATION
Beginning Balance at July 1 $ 1,019 $ 4 $ 6 $ 26 $ 39 $ 59
Estimated Operating Revenues
1,399
1,473
1,517
1,532
1,563
1,594
Grants /Bonds
1,113
1,537
0
0
0
0
Estimated Operating Expenditures
(754)
(723)
(747)
(769)
(793)
(810)
Net Operating Activity
1,758
2,287
770
763
770
784
Transfers In
750
750
750
750
750
750
Estimated Operating/Capital Savings
244
0
0
0
0
0
Completed Capital Projects
(2,565)
0
0
0
0
0
Current and Proposed Projects
(1,201)
(3,035)
(1,500)
(1,500)
(1,500)
(1,500)
Ending Balance at June 30
$ 4 $
6 $
26 $
39 $
59 $
93
74
FUND BALANCE TRENDS
Current & Five Year Forecast (in thousands)
2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July 1
$ 2,433 $
2,139 $
1,881 $
1,651 $
1,422 $
1,183
Estimated Operating Revenues
954
613
632
651
661
701
Estimated Operating Expenditures
(1,248)
(871)
(861)
(880)
(900)
(913)
Ending Balance at June 30
$ 1,347 $
2,018 $
2,363 $
2,739 $
Ending Balance at June 30
$ 2,139 $
1,881 $
1,651 $
1,422 $
1,183 $
971
REDEVELOPMENT AGENCY
Beginning Balance at July 1 $ 753 $ 1,347 $ 2,018 $ 2,363 $ 2,739 $ 2,915
Estimated Operating Revenues
1,756
1,786
1,118
1,159
1,221
1,283
Estimated Operating Expenditures
(1,162)
(1,115)
(523)
(533)
(544)
(555)
Capital Projects /Affordable Housing Debt
0
0
(250)
(250)
(500)
(500)
Ending Balance at June 30
$ 1,347 $
2,018 $
2,363 $
2,739 $
2,915 $
3,144
75
FUND BALANCE TRENDS
Current & Five Year Forecast (in thousands)
2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Beginning Balance at July 1
$
56
$ 56
$ 56
$ 57
$ 57
$ 57
Estimated Operating Revenues
2
2
2
2
2
2
Transfers In
3,538
3,533
3,534
3,539
3,535
3,535
Debt Service
(3,540)
(3,535)
(3,536)
(3,541)
(3,537)
(3,537)
Ending Balance at June 30
$
56
$ 56
$ 57
$ 57
$ 57
$ 57
TRAFFIC IMPACT
Beginning Balance at July 1
$
115
$ 89
$ 52
$ 52
$ 52
$ 52
Estimated Operating Revenues
9
0
0
0
0
0
Debt Service /Close -Out
(35)
(37)
0
0
0
(52)
Ending Balance at June 30
$
89
$ 52
$ 52
$ 52
$ 52
$ 0
76
FUND BALANCE TRENDS
Current & Five Year Forecast (in thousands)
2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT PROJECTS
Beginning Balance at July 1
$
2,897
$ 250
$ 0
$
0
$ 0
$
0
Transfers In
2,382
1,060
0
1,300
0
0
Transfers Out
(488)
(150)
0
0
0
0
Grants /Other Income
1,574
0
0
0
0
0
Completed Projects
(2,193)
0
0
0
0
0
Current /Proposed Projects
(3,922)
(1,160)
0
(1,300)
0
0
1
Ending Balance at June 30
$
250
$ 0
$ 0
$
0
$ 0
$
0
CAPITAL RESERVES
Beginning Balance at July 1
$
1,675
$ 1,775
$ 1,182
$
1,816
$ 1,916
$
2,016
Transfers Into Infrastructure Reserves
100
0
100
100
100
100
Transfers Into Capital Reserves
0
382
534
0
0
0
Transfers Out
0
(975)
0
0
0
0
Ending Balance at June 30
$
1,775
$ 1,182
$ 1,816
$
1,916
$ 2,016
$
2,116
Reserves: Policy
Infrastructure $100 /yr
1,000
1,000
1,100
1,200
1,300
1,400
Capital Improvement $5,000
699
106
640
640
640
640
Designated projects
76
76
76
76
76
76
Total Reserves
$
1,775
$ 1,182
$ 1,816
$
1,916
$ 2,016
$
2,116
STEVENS CREEK CORRIDOR PARK
Beginning Balance at July 1
$
(838)
$ 0
$ 0
$
0
$ 0
$
0
Grants /Other Income
2,643
100
0
0
0
0
Transfers from GF/Park Dedication/CIP
503
1,100
0
0
0
0
Completed Projects
(1,176)
0
0
0
0
0
Current and Proposed Projects
(1,132)
(1,200)
0
0
0
0
Ending Balance at June 30
$
0
$ 0
$ 0
$
0
$ 0
$
0
77
FUND BALANCE TRENDS
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July l
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Ending Balance at June 30
BLACKBERRY FARM GOLF COURSE
Beginning Balance at July I
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Transfers from Recreation Programs
Capital Projects
Ending Balance at June 30
CUPERTINO SPORTS CENTER
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Completed Capital Projects
Ending Balance at June 30
Reserves:
Equipment Replacement
Undesignated
Total Reserves
Current & Five Year Forecast (in thousands)
2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
$ 5,690 $ 5,385 $ 5,025 $ 5,075 $ 5,166 $ 5,298
2,210
1,605
1,310
1,311
1,312
1,313
(2,515)
(1,965)
(1,260)
(1,220)
(1,180)
(1,145)
(305)
(360)
50
91
132
169
$ 5,385 $
5,025 $
5,075 $
5,166 $
5,298 $
5,467
(79)
0
0
0
0
0
z
$ 418 $
420 $
285 $
141 $
148 $
153
550
646
658
678
698
712
(548)
(631)
(652)
(672)
(692)
(707)
2
15
7
6
6
5
0 400 0 0 0 0
0 (550) (150) 0 0 0
$ 420 $ 285 $ 141 $ 148 $ 153 $ 158
$ 3I1 $
443 $
470 $
484 $
497 $
508
1,670
1,796
1,850
1,905
1,962
2,021
(1,459)
(1,769)
(1,836)
(1,892)
(1,951)
(1,992)
211
27
14
13
12
29
(79)
0
0
0
0
0
$ 443 $
470 $
484 $
497 $
508 $
537
300
300
300
300
300
300
143
170
184
197
208
237
443
470
484
497
508
537
78
FUND BALANCE TRENDS
Current & Five Year Forecast (in thousands)
2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
ENTERPRISE FUNDS (cont.)
RECREATION PROGRAMS
Beginning Balance at July 1 $ 2,530 $ 2,002 $ 1,120 $ 288 $ 127 $ 154
Estimated Operating Revenues
2,130
2,381
2,452
2,548
2,612
2,664
Estimated Operating Expenditures
(1,897)
(2,357)
(2,434)
(2,508)
(2,586)
(2,641)
Net Operating Activity
233
24
17
40
26
23
Transfers to Golf Course /Capital Impry
0
(600)
0
0
0
0
Completed Capital Projects
(761)
0
0
0
0
0
Proposed Capital Projects
0
(305)
(850)
(200)
0
0
Ending Balance at June 30
$ 2,002 $
1,120 $
288
127 $
154 $
177
Reserves:
Capital Projects & Infrastructure 1,202 820 0 0 0 0
Linda Vista water feature & dog park 500 0 0 0 0 0
Workers Compensation 300 300 288 127 153 177
Total Reserves $ 2,002 $ 1,120 S 288 $ 127 $ 154 $ 177
79
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Transfer In-- General Fund
Depreciation Reserve
Capital Outlay - New & Replacement
Ending Balance at June 30
WORKERS' COMPENSATION
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
EQUIPMENT
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Transfer In-- General Fund
Transfer Out -- General Fund
Depreciation Reserve
Capital Outlay - New & Replacement
Ending Balance at June 30
COMPENSATED ABSENCE & LTD
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Transfer In -- General Fund
Ending Balance at June 30
Current & Five Year Forecast (in thousands)
2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
$ 1,637 $
1,826 $
1,988 $
2,154 $
2,325 $
2,502
1,245
1,283
1,325
1,365
1,407
1,437
(1,056)
(1,122)
(1,159)
(1,194)
(1,231)
(1,257)
189
161
166
171
176
180
169
200
200
200
200
200
403
132
100
100
100
100
(572)
(332)
(300)
(300)
(300)
(300)
$ 1,826 $
1,988 $
2,154 $
2,325 $
2,502 $
2,682
$ 77 $ 172 $ 178 $ 184 $ 191 $ 197
396 412
426 438
452
461
(301) (406)
(419) (432)
(445)
(455)
(1,127)
(1,161)
(1,197)
(1,222)
$ 172 $ 178 $
184 $ 191 $
197 $
204
$ 1,780 $ 1,239 $ 1,253 $ 1,268 $ 1,787 $ 1,802
999
1,105
1,141
1,176
1,212
1,238
(1,036)
(1,091)
(1,127)
(1,161)
(1,197)
(1,222)
(37)
14
15
15
15
15
0
0
45
549
45
45
(504)
0
0
0
0
0
520
25
255
255
255
255
(520)
(25)
(300)
(300)
(300)
(300)
$ 1,239 $
1,253 $
1,268 $
1,787 $
1,802 $
1,817
$ 19 $
75 $
25 $
50 $
75 $
102
106
89
92
95
98
100
(350)
(364)
(267)
(269)
(271)
(273)
(244)
(275)
(175)
(174)
(174)
(173)
300
225
200
200
200
200
$ 75 $
25 $
50 $
75 $
102 $
129
M
INTERNAL SER VICE FUNDS
RETIREE MEDICAL
Beginning Balance at July I
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Transfers In-- General Fund
Ending Balance at June 30
FUND BALANCE TRENDS
Current & Five Year Forecast (in thousands)
2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
$ 5,924 $ 2,521 $ 2,007 $ 1,507 $ 1,007 $ 507
60 0 0 0 0 0
(5,311) (2,014) (2,000) (2,000) (2,000) (2,000)
(5,251) (2,014) (2,000) (2,000) (2,000) (2,000)
1,848 1,500 1,500 1,500 1,500 1,500
$ 2,921 $ 2,007 $ 1,507 $ 1,007 $ 507 $ 7
81
REVENUE ESTIMATE
380
508
407
411
423
440
462
485
Engineering Fees
491
Adopted
Revised
566
583
606
636
668
Senior Center
Actual
Budget
Budget
FIVE YEAR FORECAST (in thousands)
449
458
2008 -09
2009 -10
2009 -10
2010 -11
2011 -12
2012 -13
2013 -14
2014 -15
GENERAL
154
157
Other Service Charges
81
88
88
90
92
TAXES
95
97
Capital Reserves
1,266
1,834
1,434
1,651
1,694
Property Tax
11,742
11,190
11,839
12,076
12,559
13,311
14,378
15,529
Sales Tax
14,139
11,649
11,249
12,036
12,277
12,645
13,025
13,416
Transient Occupancy Tax
2,140
2,394
1,994
2,094
2,198
2,308
2,932
3,078
Utility Users Tax
3,205
3,366
3,366
3,433
3,502
3,572
3,643
3,716
Franchise Fees
2,618
2,630
2,630
2,656
2,683
2,710
2,737
2,764
Other Taxes
1,017
1,500
1,200
1,224
1,261
1,311
1,364
1,418
34,861
32,729
32,278
33,520
34,480
35,858
38,079
39,921
LICENSES AND PERMITS
2,740
3,210
3,210
2,610
2,688
2,796
2,936
3,082
USE OF MONEY AND PROPERTY
Investment Earnings
656
844
344
630
1,000
1,000
1,000
1,000
Property Rentals
508
547
547
558
569
580
592
604
1,164
1,391
891
1,188
1,569
1,580
1,592
1,604
INTERGOVERNMENTAL
Motor Vehicle License Fees
172
170
170
220
230
240
250
260
Grants
89
120
175
208
120
120
120
120
Other Intergovernmental
161
125
125
125
125
125
125
125
422
415
470
553
475
485
495
505
CHARGES FOR SERVICES
Zoning and Planning Fees
380
508
407
411
423
440
462
485
Engineering Fees
491
432
560
566
583
606
636
668
Senior Center
306
500
250
440
449
458
467
476
Blackberry Farm/Youth & Teen Programs
8
306
129
145
148
151
154
157
Other Service Charges
81
88
88
90
92
93
95
97
Capital Reserves
1,266
1,834
1,434
1,651
1,694
1,748
1,815
1,884
FINES AND FORFEITURES
761
902
902
920
938
957
976
996
MISCELLANEOUS
79
100
100
100
100
100
100
100
STATE BORROWING
0
0
(1,419)
0
0
1,504
0
0
Subtotal
41,293
40,581
37,866
40,543
41,945
45,029
45,992
48,093
TRANSFERS IN /OTHER REVENUES
Equipment Fund
0
0
504
0
0
0
0
0
Traffic Impact
0
0
0
0
0
0
0
52
Redevelopment Agency Loan Payback
263
0
480
500
0
0
0
0
Stevens Creek Corridor Park
50
0
0
0
0
0
0
0
Capital Reserves
0
0
0
115
0
0
0
0
Capital Improvement Project Savings
574
0
488
150
0
0
0
0
Total General Fund
42,180
40,581
39,338
41,308
41,945
45,029
45,992
48,145
REVENUE ESTIMATE
SPECIAL REVENUE FUNDS
STORM DRAIN
Investment Earnings
Developer Fees
PARK DEDICATION
Park Dedication Fee
Investment Earnings
ENVIRONMENTAL MANAGEMENT
Investment Earnings
Fees
Transfer In - General Fund
TRANSPORTATION
Investment Earnings
Transfer In - General Fund/Storm Drain
Sales Tax on Gasoline - Proposition 42
Grants
Proposition 1B Bonds
Gasoline Tax
Adopted
Actual Budget
2008 -09 2009 -10
Revised
Budget FIVE YEAR FORECAST (in thousands)
2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
20 33 33 34 34 35 36 36
67 50 50 50 50 50 50 50
87 83 83 84 84 85 86 86
234 1,400 50 1,500 100 200 200 200
10 29 5 20 20 21 21 22
244 1,429 55 1,520 120 221 221 222
2
2
2
2
2
2
2
2
365
365
365
365
365
365
365
365
0
15
15
135
179
196
213
225
367
382
382
502
546
563
580
593
27
66
5
30
31
31
32
32
775
750
750
750
750
750
750
750
471
525
500
0
0
0
0
0
173
800
1,113
700
0
0
0
0
0
0
0
837
0
0
0
0
912
950
894
1,443
1,486
1,501
1,531
1,562
2,358
3,091
3,262
3,760
2,267
2,282
2,313
2,344
HOUSING & COMMUNITY DEVELOPMENT
Investment Earnings
Investment Earnings
72
77
72
75
77
78
80
81
Grants
843
391
391
423
410
398
386
374
Loan Repayments
26
45
45
45
45
45
45
45
Housing Mitigation Fees
23
50
446
70
100
130
150
200
964
563
954
613
632
651
661
701
REDEVELOPMENT AGENCY
Investment Earnings
4
20 20
30
50
70
110
150
Loan from General Fund
0
0 480
500
0
0
0
0
Property Taxes
1,211
650 1,256
1,256
1,068
1,089
1,111
1,133
1,215
670 1,756
1,786
1,118
1,159
1,221
1,283
83
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings
1
2
2
2
2
2
2
2
Transfer from General Fund
3,537
3,538
3,538
3,533
3,534
3,539
3,535
3,535
3,538
3,540
3,540
3,535
3,536
3,541
3,537
3,537
TRAFFIC IMPACT
Property Assessment
18
9
9
0
0
0
0
0
18
9
9
0
0
0
0
0
.1
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT PROJECTS
Transfer into Capital Projects
1
561
2,382
1,060
0
1,300
0
0
Grants /Other Income
22
0
1,574
0
0
0
0
0
23
561
3,956
1,060
0
1,300
0
0
CAPITAL RESERVES
Transfer into Infrastructure Reserve
100
100
100
0
100
100
100
100
Transfer into Capital Improvement Reserve
0
0
0
382
534
0
0
0
100
100
100
382
634
100
100
100
STEVENS CREEK CORRIDOR PARK
Transfers from Gen Fd/Park Ded/CIP
0
500
503
1,100
0
0
0
0
Grants /Other Income
804
0
2,643
100
0
0
0
0
804
500
3,146
1,200
0
0
0
0
85
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
ENTERPRISE FUNDS
RESOURCE RECOVERY
Investment Earnings
105
187
50
51
52
53
54
55
Charges for Services
2,101
2,405
2,146
1,554
1,258
1,258
1,258
1,258
Grants
14
14
14
0
0
0
0
0
Membership
2,220
2,606
2,210
1,605
1,310
1,311
1,312
1,313
BLACKBERRY FARM GOLF COURSE
1,741
1,758
1,670
1,796
1,850
1,905
1,962
2,021
Investment Earnings
8
6
5
5
5
5
5
6
Rent
16
20
15
15
15
16
16
16
Charges for Services
581
614
530
625
638
657
677
690
Transfer from Recreation Programs
0
0
0
400
0
0
0
0
605
640
550
1,046
658
678
698
712
SPORTS CENTER
Investment Earnings
9
11
5
5
5
5
5
6
Rent
5
12
5
4
4
4
4
4
Tennis
1,282
1,264
1,185
1,260
1,298
1,337
1,377
1,418
Membership
445
471
475
527
543
559
576
593
1,741
1,758
1,670
1,796
1,850
1,905
1,962
2,021
RECREATION PROGRAMS
Investment Earnings
50
77
25
26
26
27
27
28
Cultural, Youth, and Teen Programs
1,246
1,245
1,185
1,235
1,272
1,310
1,350
1,377
Physical Recreation and Sports
1,118
1,160
920
1,120
1,154
1,211
1,236
1,260
2,414
2,482
2,130
2,381
2,452
2,548
2,612
2,664
We
NOTES
ml
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
GENERAL
COUNCIL AND COMMISSIONS
1000 City Council
236
256
254
255
258
266
274
280
1031 Telecommunications Commission
21
23
23
24
25
26
26
27
1040 Library Commission
4
5
5
3
3
3
3
3
1042 Fine Arts Commission
20
21
21
33
25
26
26
27
1050 Public Safety Commission
5
11
11
11
11
12
12
12
1055 Bicycle/Pedestrian Safety Commission
0
0
0
0
0
0
0
0
1060 Recreation Commission
10
11
11
12
12
13
13
13
1065 Teen Commission
15
14
14
15
15
16
16
17
1067 Senior Commission
2
0
0
0
0
0
0
0
1070 Planning Commission
86
97
97
95
98
101
104
106
1075 Housing Commission
7
7
7
7
7
7
8
8
406
445
443
455
455
469
484
494
ADMINISTRATION
1200 City Manager
336
364
366
381
393
405
418
427
1201 Community Outreach
77
81
81
88
91
94
97
99
1300 City Manager Discretionary Fund
38
35
35
35
50
50
50
50
451
480
482
504
534
549
565
576
1500 CITY ATTORNEY
480
622
593
649
670
691
712
727
LAW ENFORCEMENT
2100 Law Enforcement
8,020
8,407
8,436
8,755
9,001
9,361
9,736
10,125
2101 Interoperability Project
13
5
5
29
30
30
30
30
2401 Citizens Option for Public Safety
100
125
125
0
100
100
100
100
8,133
8,537
8,566
8,784
9,131
9,491
9,866
10,255
PUBLIC & ENVIRONMENTAL AFFAIRS
3300 Community Relation & Information
320
312
312
277
286
295
304
310
3400 Cupertino Scene
109
122
122
122
126
130
134
137
3500 Government Channel
688
623
628
609
629
648
668
682
3501 Gov't Channel -- Special Project
78
74
74
77
80
82
84
86
3502 Public Access Support
56
58
58
57
59
61
63
64
3600 City Web Site
176
182
182
190
196
202
208
213
3700 Environmental Affairs
59
128
128
105
108
112
115
118
1,486
1,500
1,505
1,437
1,484
1,529
1,577
1,610
ADMINISTRATIVE SERVICES
4000 Administration
360
374
373
383
396
408
420
429
4010 Leadership 95014
0
13
13
0
13
0
0
0
4040 Library Extra Hours
255
125
125
246
254
262
270
276
4050 Neighborhood Watch
36
45
45
47
48
50
51
52
4100 Accounting
708
737
758
708
731
753
777
793
4110 Business Licenses
48
50
50
52
54
55
57
58
4300 City Clerk
401
495
495
488
504
519
535
547
4310 Duplicating and Postage
146
138
138
155
160
165
170
174
4330 Elections
0
200
150
2
200
0
200
0
4400 Disaster Preparedness
103
93
157
104
107
111
114
117
4510 Human Resources
562
671
497
681
703
725
747
763
4511 Human Resources Litigation
2
25
25
15
15
16
16
17
4540 Insurance Administration
312
517
442
569
588
606
624
638
4700 Code Enforcement
701
772
773
757
782
806
831
848
3,634
4,255
4,041
4,207
4,555
4,475
4,813
4,711
09
EXPENDITURE ESTIMATES
GENERAL (cont.)
RECREATION SERVICE
6100 Recreation Administration
Facilities/Parks/Blackberry Farm/Events:
6200 Supervision
6220 Blackberry Farm Picnic Area
6230 Community Hall Operation
6248 Cultural Programs
6265 Quinlan Community Center
Youth & Teen Programs/McClellan Ranch:
6300 Administration
6342 Youth Programs
6343 Teen Programs
6344 Teen Center
6347 Nature Programs
Sports & Fitness/Monta Vista/Creekside Park:
6400 Supervision
6445 Creekside Park
6460 Monta Vista Recreation Center
Senior Ctr. /Stevens Crk. Trail/Blue Pheasant:
6500 Senior Adult Programs
6529 Senior Center Case Manager
6549 Senior Adult Recreation
6660 Blue Pheasant Restaurant
COMMUNITY DEVELOPMENT
7200 Planning Administration
7301 Current Planning
7302 Mid and Long Range Planning
7306 Economic Development
7406 Human Service Grants
7501 General Building
7502 Construction Plan Checking
7503 Building Code Enforcement
7504 Building Abatements
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
329
341
339
357
369
380
392
400
522
543
542
566
585
602
621
634
488
658
678
773
824
849
876
894
35
38
38
32
33
34
35
36
153
197
197
191
197
203
210
214
380
382
382
382
395
407
419
428
299
315
315
333
344
354
365
373
33
43
43
34
35
36
37
38
6
9
9
4
4
4
4
4
63
70
73
59
61
63
65
66
98
115
115
127
131
135
139
142
261
266
266
299
309
318
328
335
5
9
9
7
7
7
8
8
8
14
14
8
8
9
9
9
565
572
574
558
576
594
612
625
79
82
82
84
87
89
92
94
459
701
601
603
623
642
662
676
6
13
13
11
11
12
12
12
3,789
4,367
4,289
4,428
4,599
4,739
4,886
4,989
271
264
277
269
278
286
295
301
755
958
809
992
1,025
1,056
1,088
1,112
260
417
561
235
243
250
258
263
185
236
237
203
210
216
223
227
29
40
47
40
41
43
44
45
741
750
692
820
873
899
927
947
392
322
329
331
342
352
363
371
576
746
608
777
802
827
852
871
0
0
0
0
25
26
26
27
3,209
3,733
3,560
3,667
3,838
3,955
4,077
4,164
.I
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FI87E YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
GENERAL (coat.)
PUBLIC WORKS
Administration:
8001 Public Works Administration
519
562
544
579
598
616
635
649
8005 Environmental Management
156
164
164
126
130
134
138
141
Engineering:
8101 Engineering Design
1,024
1,006
1,088
1,056
1,091
1,124
1,159
1,183
8102 Inspection Service
141
148
148
151
156
161
166
169
Service Center Administration:
8201 Public Works Supervision
850
828
828
850
878
905
933
952
Grounds:
8302 McClellan Ranch Park
49
55
55
56
58
60
62
63
8303 Memorial Park
507
516
523
557
591
609
628
641
8312 School Site Maintenance
551
529
528
549
567
584
602
615
8314 Neighborhood Parks
940
1,157
1,191
1,098
1,082
1,115
1,150
1,174
8315 Sports Fields /Jollyman/Creekside
418
466
375
483
499
514
530
541
8321 Civic Center Maintenance
152
153
153
160
165
170
176
179
Streets:
8401 Storm Drain Maintenance
0
142
142
39
40
42
43
44
8402 Street Cleaning
89
76
75
143
148
152
157
160
8406 Graffiti Removal
41
60
60
52
54
55
57
58
8407 Overpasses & Medians Maintenance
765
869
867
1,044
1,078
1,111
1,145
1,170
8408 Street Trees Maintenance
729
753
735
819
846
872
899
918
8409 Elmwood Program
301
278
278
270
279
287
296
303
Facilities:
8501 City Hall
422
546
553
485
516
532
549
560
8502 Library
241
253
253
252
266
275
283
289
8503 Service Center
310
308
320
299
322
332
342
350
8504 Quinlan Community Center
364
364
367
382
410
422
436
445
8505 Senior Center
185
187
183
197
213
219
226
231
8506 McClellan Ranch
62
81
81
72
78
81
83
85
8507 Morita Vista
117
122
122
147
156
161
166
169
8508 Wilson
22
33
33
39
42
44
45
46
8509 Portal
26
27
27
29
31
32
33
34
8511 Creekside
65
77
77
47
50
51
53
54
8512 Community Hall
169
179
176
217
224
231
238
243
8513 Teen Center
22
47
47
15
17
17
18
18
8830 Street Lighting
548
468
522
498
514
530
546
558
8850 Service Center Operations
0
0
0
124
128
132
136
139
Traffic Management:
8601 Traffic Engineering
382
487
532
491
507
523
539
550
8602 Traffic Signal Maintenance
521
609
656
611
595
613
632
645
8603 School Traffic Improvements
0
0
131
0
0
0
0
0
10,688
11,551
11,833
11,937
12,329
12,705
13,098
13,376
Operating Expenditures
32,276
35,489
35,311
36,068
37,597
38,603
40,076
40,903
HE
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
GENERAL (cont.)
Transfers Out:
0100 Debt Service Obligations
3,537
3,538
3,538
3,533
3,534
3,539
3,535
3,535
0100 Capital Improvement Projects
0
501
2,322
0
0
0
0
0
0100 Infrastructure Reserve
100
100
100
0
100
100
100
100
0100 Capital Improvement Reserve
0
0
0
382
534
0
0
0
0100 Transportation Projects & Maintenance
750
750
750
750
750
750
750
750
0100 Environmental Management
0
15
15
135
179
196
213
225
0100 Stevens Creek Corridor Park
0
300
303
0
0
0
0
0
1210 Redevelopment Agency Loan
0
0
480
500
0
0
0
0
0100 Equipment Fund
45
0
0
0
45
549
45
45
0100 Information Technology Fund
332
169
169
200
200
200
200
200
0100 Compensated Absence
400
300
300
225
200
200
200
200
0100 Retiree Medical
1,946
1,900
1,848
1,500
1,500
1,500
1,500
1,500
Non - operating Expenditures
7,110
7,573
9,825
7,225
7,042
7,034
6,543
6,555
TOTAL GENERAL FUND 39,386 43,062 45,136 43,293 44,639 45,636 46,619 47,458
91
EXPENDITURE ESTIMATES
SPECIAL REVENUE FUNDS
STORM DRAIN
9612 CIP -Minor Storm Drain Improvements
9612 CIP- Master Storm Drain Plan Update
9620 CIP - Monta Vista Storm Drainage
0100 Transfer to Transportation/Cap Impry
PARK DEDICATION
0100 Transfers Out - Stvns Crk Corr. 2 /Mitty
ENVIRONMENTAL MANAGEMENT
8004 Non Point Source
TRANSPORTATION
8403 Sidewalk, Curb and Gutter Maint
8404 Street Pavement Maintenance
8405 Street Signs/Markings
9457 CIP - Monument Gateway Sign
9450 CIP - Pavement Management
9458 CIP - Pavement Management -Prop 1B
9455 CIP - Pavement Management -Prop 42
9456 CIP - Pavement Management -ARRA
9451 CIP - Curb, Gutter, Sidewalk, ADA Ramps
9452 CIP - Rancho Rinconada Street Study
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
57
75
75
78
75
75
75
75
0
28
92
0
0
0
0
0
0
0
493
400
0
0
0
0
25
60
60
0
0
0
0
0
82
163
720
478
75
75
75
75
0 200 200 1,100 0 1,300 0 0
0 200 200 1,100 0 1,300 0 0
418 510 520 529 546 563 580 593
418 510 520 529 546 563 580 593
164
119
119
123
127
131
135
138
195
180
180
194
200
206
213
217
455
453
455
406
419
432
445
455
0
0
0
35
0
0
0
0
3,785
750
4
750
750
750
750
750
0
0
0
800
0
0
0
0
0
500
372
0
0
0
0
0
0
800
95
700
0
0
0
0
641
750
630
750
750
750
750
750
0
0
100
0
0
0
0
0
5,240
3,552
1,955
3,758
2,247
2,269
2,293
2,310
HOUSING & COMMUNITY DEVELOPMENT
500
0 0 0
0
7304 Vallco Project Area 395 346 682
615
523 533 544
555
9xxx CIP /Affordable Housing Debt 0 0 0
7401 General Administration
87
85
85
87
90
93
95
97
7403 Affordable Housing
840
379
533
279
250
250
250
250
7404 Public Service Grants
64
64
64
65
67
69
71
73
7405 Below Market Rate Housing
1,246
496
566
440
454
468
483
493
2,237
1,024
1,248
871
861
880
900
913
REDEVELOPMENT AGENCY
2410 General Fund Loan Payback 263 0 480
500
0 0 0
0
7304 Vallco Project Area 395 346 682
615
523 533 544
555
9xxx CIP /Affordable Housing Debt 0 0 0
0
250 250 500
500
658 346 1,162
1,115
773 783 1,044
1,055
IN
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
5301 Principal
1,415
1,460
1,460
1,500
1,545
1,600
1,660
1,660
5301 Interest + Fees
2,119
2,080
2,080
2,035
1,991
1,941
1,877
1,877
3,534
3,540
3,540
3,535
3,536
3,541
3,537
3,537
TRAFFIC IMPACT
5306 Principal
30
30
30
35
0
0
0
0
5306 Interest + Fees
7
5
5
2
0
0
0
0
Close Out to General Fund
0
0
0
0
0
0
0
52
37
35
35
37
0
0
0
52
93
EXPENDITURE ESTIMATES
CAPITAL PROTECT FUNDS
CAPITAL IMPROVEMENT PROJECTS
9127 Lawrence & Mitty Park (Saratoga Creek)
9129 Stocklmeir Orchard Irrigation
9130 Wilson Park Irrigation Renovation
9133 Environmental Education Facility
9136 Scenic Circle Access
9140 Park Path & Park Lot Repairs Resurfacing
9141 Trail Resurfacing at School Sports Fields
9142 McClellan 4H Sanitary Connection
9241 Library Fountain
9252 McClellan Ranch Repairs and Painting
9253 AM Station Antenna Relocation
9254 EOC Generator Connection and Repair
9256 Service Center Tool Crib
9257 Community Hall AV Upgrades
9258 Library Parking
9704 Streetlight & Irrigation Conservation
9549 Safe Routes to School - Garden Gate
9550 Traffic Signal Battery Backup System
9557 DeAnza/MCClellan/Pacifica Signal Mod
9558 Various Trf Signal /Intersection Modif
Capital Projects
Transfers Out:
0100 Transfer to General Fund
Transfers Out
TOTAL CAPITAL IMPROVEMENT
CAPITAL RESERVES
0100 Transfer to Capital Improvement
0100 Transfer to General Fund
Transfers Out
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
4
0
0
0
0
1,300
0 0
0
0
0
50
0
0
0 0
0
0
150
0
0
0
0 0
0
0
251
200
0
0
0 0
0
0
125
110
0
0
0 0
0
0
0
250
0
0
0 0
0
0
0
125
0
0
0 0
0
0
0
45
0
0
0 0
119
0
36
55
0
0
0 0
0
85
85
15
0
0
0 0
0
10
10
70
0
0
0 0
0
0
450
0
0
0
0 0
0
0
0
40
0
0
0 0
0
0
0
50
0
0
0 0
0
0
0
100
0
0
0 0
0
0
2,134
0
0
0
0 0
9
0
433
0
0
0
0 0
0
0
0
50
0
0
0 0
0
0
200
0
0
0
0 0
24
0
48
0
0
0
0 0
156
95
3,922
1,160
0
1,300
0 0
574
0
488
150
0
0
0 0
574
0
488
150
0
0
0 0
730 95 4,410 1,310 0 1,300 0 0
1 0 0 860 0 0 0 0
0 0 0 115 0 0 0 0
1 0 0 975 0 0 0 0
STEVENS CREEK CORRIDOR PARK
,
9112 Stevens Creek Corridor Park -Phase 1
9,472
0
203
0
0
0
0 0
9134 Stevens Creek Corridor Park -Phase 2
0
200
158
1,200
0
0
0 0
9135 BBF Infrastructure Upgrades
0
300
771
0
0
0
0 0
0100 Transfer to General Fund
50
0
0
0
0
0
0 0
9,522
500
1,132
1,200
0
0
0 0
E
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
ENTERPRISE FUNDS
RESOURCE RECOVERY
8003 Solid Waste & Recycling
1,998
2,494
2,515
1,965
1,260
1,220
1,180
1,145
1,998
2,494
2,515
1,965
1,260
1,220
1,180
1,145
BLACKBERRY FARM GOLF COURSE
6440 Golf Course
496
548
548
631
652
672
692
707
9139 CIP - Golf Course Irrigation Upgrades
0
0
0
550
0
0
0
0
92xx CIP - Golf Pro Shop Upgrades
0
0
0
0
150
0
0
0
496
548
548
1,181
802
672
692
707
SPORTS CENTER
6450 Sports and Physical
1,390
1,485
1,251
1,515
1,565
1,612
1,662
1,698
8510 Maintenance
204
226
208
254
272
280
289
295
1,594
1,711
1,459
1,769
1,836
1,892
1,951
1,992
RECREATION PROGRAMS
6349 Cultural, Youth and Teen Programs
1,041
1.228
1,197
1,261
1,302
1,342
1,383
1,413
6449 Sports and Physical
684
1,080
700
1,096
1,132
1,166
1,202
1,228
9137 CIP Temporary Dog Park -Mary Ave.
0
0
0
225
0
0
0
0
91xx CIP Memorial Pk Dugout/Scorekeeper
0
0
0
0
250
0
0
0
9138 CIP Stocklmeir Legacy Farm
0
0
0
50
400
0
0
0
9255 CIP Quinlan Interior Analysis & Upgrade
0
0
0
30
200
200
0
0
0100 Transfer to BBF Golf Course
0
0
0
400
0
0
0
0
0100 Transfer to Capital Improvement
0
0
0
200
0
0
0
0
1,725
2,308
1,897
3,262
3,284
2,708
2,586
2,641
95
EXPENDITURE ESTIMATES
INTERNAL SER VICE FUNDS
INFORMATION TECHNOLOGY
4800 Operations
9800 Acquisitions & Projects
!WORKERS' COMPENSATION
4550 Claims
EQUIPMENT
8840 Equipment Maintenance
9820 Equipment Acquisition
0100 Transfer to General Fund
COMPENSATED ABSENCE & LTD
4570 Disability Claims
4571 Leave Payouts
RETIREE MEDICAL
4512 Insurance
4512 Long Term Obligation
TOTAL EXPENDITURES
TOTAL REVENUES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2008 -09 2009 -10 2009 -10 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15
949 1,039 1,056 1,122 1,159 1,194 1,231 1,257
248 357 572 332 300 300 300 300
1,197 1,396 1,628 1,454 1,459 1,494 1,531 1,557
341 301 301 406 419 432 445 455
874 985
1,036
1,091
1,127
1,161 1,197
1,222
20 111
520
25
300
300 300
300
0 0
504
0
0
0 0
0
894 1,096
2,060
1,116
1,427
1,461 1,497
1,522
64 50 50 65 67 69 71 73
408 300 300 299 200 200 200 200
472 350 350 364 267 269 271 273
820 850 850 754 800 870 930 1,000
1,655 6,841 4,461 1,260 1,200 1,130 1,070 1,000
2,475 7,691 5,311 2,014 2,000 2,000 2,000 2,000
73,037 70,923 76,127 71,732 65,431 68,497 67,202 68,285
64,368 64,131 68,264 67,391 62,082 66,897 66,410 68,902
we
Gann Appropriations Limit
Fiscal Year 2010 -11
Article XIIIB of the California State Constitution as enacted by Proposition 4, the Gann initiative
of 1979, mandates a limit on the amount of proceeds of taxes that state and local governments
can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit
government spending by putting a cap on the total proceeds of taxes that may be appropriated
each year. The original Article XIIIB was further modified by Proposition 111 and SB 88
approved by California voters in June of 1990. Proposition 111 allows cities more flexibility in
choosing certain inflation and population factors to calculate the limit.
80,000,000
70,000,000
60, 000, 000
50,000,000
40, 000, 000
30,000,000
20,000,000
10,000,000
M
Appropriations Subject to Limit
o��o�o��o�o��o�o��o3 o��o� o��o�o��oa o��tio yo�titi
Appropriation limit
2 Subjectto Limit
The limit is different for each agency and the limit changes each year. Each year's limit is based
on the amount of tax proceeds that were authorized to be spent in fiscal year 1978 -79 in each
agency, modified for changes in inflation and population in each subsequent year. Proposition
111 has modified those factors to allow cities to choose either the growth in California Per Capita
Income or the growth in non - residential assessed valuation due to new construction in the city.
Alternatively, the city could select a population growth factor represented by the population
growth in Santa Clara County. Each year the city establishes its appropriations limit for the
following fiscal year.
The City's appropriations limit for fiscal year 2010/11 of $69,805,323 is $925,025 or 1.31%
lower than the fiscal year 2009/10 limit of $70,733,348. For fiscal year 2010/11, the City's
estimated appropriations of proceeds from taxes are $35,802,000. This is $34,003,323 or
48.71% under the legal limit established for fiscal year 2010/11. When a city's proceeds of taxes
(less statutory exclusions) exceed the legal limit, excess tax revenue must be returned to the State
or citizens through a process of refunds, rebates, or other means that may be determined at that
time. The City is currently at 46.23% of its limit. As a result, the appropriations limit is not
expected to present a restraint on current or future budget deliberations.
97
NOTES
Performance
Measures
KEY PERFORMANCE MEASURES
ADMINISTRATIVE SERVICES
Goal: Provide excellent customer service to departments and the public,
Strateg Measure 2009/10 Actual 2010/11 Projected
Business license certifi- Licenses sent within 2 -5 work days 2 -5 work days
cates sent in a timely seven work days.
manner.
Accounts payable invoices Invoices processed within 1 -5 days 1 -5 days
processed in a timely five work days
manner.
Goal: Produce a Comprehensive Annual Financial Report (CAFR) that meets award program
standards of the Government Finance Officers' Association (GFOA).
Strateg Measure 2009/10 Actual 2010/11 Projected
CAFR award application Application materials
materials prepared by sent by December 31 12 -14 -09 12 -17 -10
award deadlines. deadline.
Goal: Produce an adopted annual budget that meets award program standards of the California
Society of Municipal Finance officers (CSMFO).
Strategy Measure
Budget award application Application materials
materials prepared in a sent by the August 31"
timely manner. deadline.
Goal: Maintain updated municipal code.
Strategy
Update Cupertino Muni-
cipal Code and distribute
changes as soon as an
ordinance is effective.
Measure
Percent of updates
completed.
2009/10 Actual 2010/11 Projected
8 -13 -09
2009/10 Actual
100%
8 -13 -10
2010/11 Projected
100%
Goal: Provide excellent customer service to departments and the public requesting records.
Strateg Measure 2009/10 Actual 2010/11 Projected
Provide records to depart- Percent of records 100% 100%
ments and the public within delivered within the
the requested timeframe. timeframe specified.
19
KEY PERFORMANCE MEASURES
ADMINISTRATIVE SERVICES
Goal: Provide excellent duplication services.
Strateg Measure 2009/10 Actual 2010/11 Protected
Provide duplication ser- Percent of duplication 100% 100%
vices to departments and requests completed in the
the public in a timely timeframe requested.
manner.
Goal: Process documents accurately and in a timely manner.
Strategy
Measure
2009/10 Actual
2010/11 Projected
Prepare City Council
Number of meeting
21 of 24 meeting
25 meeting
minutes within nine days of
minutes prepared within
minutes prepared
minutes prepared
meeting for 25 meetings.
nine days of meeting,
within nine days
within nine days
Goal: Provide the community with crime prevention information.
Strategy Measure 2009/10 Actual 2010/11 Projected
Conduct neighborhood Number of neighborhood 18 17
watch meetings. watch meetings held.
Goal: Educate community about emergency preparedness.
Strateg Measure 2009/10 Actual 2010/11 Pro1 cted
Conduct monthly Personal Number of workshops 12 20
Emergency Preparedness held.
Workshops,
Provide Community Emer- Number of classes held. 4 4
gency Response Team
training on a regular basis.
Conduct public safety Number of classes held. 3 3
training for youth three
times a year.
100
KEY PERFORMANCE MEASURES
COMMUNITY DEVELOPMENT
Goal: Check building permit plan sets for compliance with zoning requirements.
Strategy Measure 2009 /1OActual 2010/11 Projected
Approve building plan sets Percent of plan sets 96% 100%
in a timely manner. approved within five
work days.
Goal: Provide complete technical processing of applications for discretionary land use
entitlements.
Strategy Measure 2009/10 Actual 2010/11 Projected
Provide timely technical Percent of applications 100% 100%
processing of applications. processed within 21
Goal: Provide prompt and thorough plan check review to alert applicants of any issues as early
as possible.
Strateg Measure 2009/10 Actual 2010/11 Projected
Review plans submitted for Number of plan checks 917 1200
plan check expediously processed.
given the type and
complexity of the proiect.
Goal: Enhance community awareness and education of projects and programs.
Strategy
Expand educational pro-
gramming through com-
munity outreach mailings,
including: Focus Group
meetings, postcards, and
ordinance changes.
�/Taaciira
Number of projects
where citywide postcards
or i/2 page Cupertino
Courier ads were sent.
Number of Focus Group
meetings for the Green
Building Ordinance.
Number of Public Input
meetings for citywide
101
2009/10 Actual 2010/11 Projected
10 10
1
G
1
3
KEY PERFORMANCE MEASURES
COMMUNITY DEVELOPMENT
Goal: Administer the U.S. Department of Housing and Urban Development (HUD) funding of
projects and programs throughout the community targeted at households of low and moderate
income.
Strate
Fund up to 12 public
service agencies and three
capital projects equaling
the full $346,350 in
funding through Com-
munity Development Block
Grants (CDBG).
Measure
Number of low and
moderate income
households assisted
through public service
grants.
Number of public service
projects.
2009/10 Actual 2010/11 Projected
820 830
12 12
Funds allocated to public $60,493 $64,950
service projects.
Number of capital 2 3
projects.
Funds allocated to capital $379,491 $281,400
proj ects.
Goal: Enhance community awareness of land use projects.
Strateg Measure 2009/10 Actual 2010/11 Projected
Notice the public of Percent of notices sent 100% 100%
upcoming projects in a within 10 days of
timely manner. Planning Commission
102
KEY PERFORMANCE MEASURES
LAW ENFORCEMENT
Goal: Maintain adequate sheriff response times to citizen calls.
Strategy
Measure 2009/10 Actual
2010/11 Projected
Monitor average response
Priority One: Respond 3.95 Minutes
5.00 Minutes
time for emergency calls.
within five minutes
Priority Two: Respond 5.90 Minutes
9.00 Minutes
within nine minutes.
Priority Three: Respond 9.77 Minutes
20 Minutes
within 20 minutes.
Goal: Provide crime prevention efforts through public interaction and education.
Strategy
Measure 2009/10 Actual
2010/11 Projected
Offer ride alongs with
Number of ride alongs 31
34
sheriff deputies.
held.
Goal: Provide crime prevention efforts in the schools through interaction and
education.
Conduct Teen Academy
Number of Teen 2
2
classes.
Academy classes held.
Conduct Code Red training
Number of training /drills 21
24
and drills.
held.
Conduct Every 15 Minutes
Number of presentations 1
2
Program.
held.
Conduct School Atten-
Number of meetings 25
20
dance Review Board
held.
meetings.
103
KEY PERFORMANCE MEASURES
PARKS AND RECREATION
SENIOR CENTER
Goal: Expand senior adult evening program offerings held at the Senior Center.
Strategy
Measure
2009/2010
2010/2011
Actual
Protected
Add one educational
Number of classes
40
43
course, one computer
course, one art class and
one seminar
Goal: Using effective marketing techniques, increase membership in the Senior Center program.
Strateg
Measure
2009/2010
2010/2011
Actual
Pro' ected
Increase membership
Number of total
2287
2332
registration by two percent
memberships
Goal: Implement an effective volunteer recruitment campaign
for Senior Center
volunteers.
Strategy
Measure
2009/2010
2010/2011
Actual
Projected
Increase number of new
Number of volunteers
25
25
volunteers each year to 25
Goal: Reduce General Fund
subsidy for the Senior Center Travel Program.
Strategy
Measure
2009/2010
2010/2011
Actual
Projected
Decrease General Fund
Amount of total program
$39,000
$30,000
subsidy by $10,000
subsidy
104
KEY PERFORMANCE MEASURES
PARKS AND RECREATION
YOUTH/TEEN DIVISION
Goal: To enhance Preschool -aged offerings during the Summer.
Strategy Measure 2009/10 Actual
2010/111 Pro' e� cted
Offer one new Summer Number of camps offered 2
3
camp
Goal: To provide quality Afterschool Enrichment Programs.
Strateg Measure 2009/10 Actual
2010/11 Projected
Provide additional Science Number of classes 2
5
Classes offered
Goal: To enhance the Outdoor Education Programs at McClellan Ranch,
Strategy Measure 2009/10 Actual
2010/11 Projected
Offer additional youth Number of classes 4
8
nature classes offered
Goal: To enhance the Leader In Training Program by adding at least three leadership
/education
components to the program.
Strategy Measure 2009/10 Actual
2010/11 Projected
Recruit three community Number of workshops 2
3
leaders to present a added
leadership workshop during
In- Service Training week.
105
KEY PERFORMANCE MEASURES
PARKS AND RECREATION
FACILITIES AND EVENTS
Goal: Provide high quality special events to the community.
Strateg Measure 2009/10 Actual 2010/11 Projected
Increase special events to Number of special events 24 27
the community. offered.
Goal: Increase resident swim passes at Blackberry Farm.
Strateiz
Provide community with
membership pass option at
Blackberry Farm.
Measure
Number of family and
individual passes sold.
Season 2010
Actual
152
Goal: Increase Cupertino resident rentals at Blackberry Farm by 25%
Strategy Measure Season 2010
Actual
Market facility rentals on Number of Cupertino 91
the website, brochures and resident rentals at
direct mailings. Blackberry Farm
Goal: Increase revenue generated at the Quinlan Community Center.
Season 2011
Projected*
200
Season 2011
Projected
114
Strategy Measure 2009/10 Actual 2010/11 Projected
Market facility rentals on Amount of revenue $71,000` $80,000
the website, brochures and generated.
direct mailings.
*This will be the first full season of operation
106
KEY PERFORMANCE MEASURES
PARKS AND RECREATION
SPORTS AND FITNESS
Goal: Offer enhanced Cupertino Senior Center Membership at Sports Center
Strategy Measure 2009/10 Actual 2010/11 Proiected
Create Fitness -only Number of Cupertino 95 100 («v/ 15
membership with unlimited Senior Center members choosing the
hours at Sports Center enhanced
membership)
Goal: Increase softball team participation by 10%
Strategy Measure 2009/10 Actual 2010/11 Projected
Market to local businesses Number of teams 42 46
and churches
107
KEY PERFORMANCE MEASURES
PUBLIC WORKS
Goal: Maintain traffic signs to reduce liability.
Strategy
Measure
2009/10 Actual
2010/11 Pro1 cted
Repair or replace street
Percent of street signs
100%
100%
signs in a timely manner,
maintained within 24
business hours.
Goal: Maintain and enhance
community infrastructure.
Strategy
Measure
2009/10 Actual
2010/11 Projected
Graffiti markings re-
Clean up within 48
48 hours
48 hours
moved in a timely
business hours of call.
manner.
Goal: Maintain street markings and legends while minimizing impacts to traffic.
Strategy
Measure
2009/10 Actual
2010/11 Projected
Street markings painted
Percent of street markings
100%
100%
yearly prior to the
and legends repainted
beginning of the school
annually.
year. High wear areas
painted annually,
Goal: Provide excellent street
sweeping service for the community.
Strategy
Measure
2009/10 Actual
2010/11 Projected
Sweep residential streets
Number of curb miles
696
696
on a twice per month
swept each month.
basis. Commercial streets
on a weekly basis.
Goal: Maintain excellent streetlight maintenance program.
Strategy
Measure
2009/10 Actual
2010/11 Projected
Repair streetlights in a
Respond to customer calls
5 Days
5 Days
timely manner.
within five business days,
108
De artmental
1p
Operating Budgets
DEPARTMENTAL OPERATING BUDGETS
The Departmental Operating Budgets section provides budget information for each of the City's
eight key operating functions: City Council, Administration, Law Enforcement, Public and
Environmental Affairs, Administrative Services, Parks and Recreation, Community
Development and Public Works. Each departmental operating budget includes the following
elements:
1. Department Summary: The department summary includes an organization chart for the
department and condensed financial information for each division within the department. It
is a "big picture" snapshot of the department's responsibilities and costs.
2. Division Summary: Most departments are organized into smaller units or divisions. A
program overview has been presented for each division denoting the key functions of the
division. In addition, service objectives are listed to identify for the reader the upcoming
goals and objectives of that section. Finally, the budget document includes an expenditure
summary that details historical and proposed expenditures by category and funding source
and the personnel charged to that division.
109
NOTES
110
Council and
0 0
Commissions
III
COUNCIL AND
COMMISSIONS
Parks & Recreation Library
Commission r Commission
Planning
Commission
Bicycle /Pedestrian
Commission
Fine Arts
Public Safety
Commission
Commission
Audit Committee Economic Development
Committee
Fiscal Strategic Plan
Committee
112
CITY COUNCIL AND COMMISSIONS
CITY COUNCIL
1000 CITY COUNCIL
COMMISSIONS
1031 TECHNOLOGY, INFORMATION
& COMMUNICATIONS COMMISSION
1040 LIBRARY
1042 FINE ARTS
1050 PUBLIC SAFETY
1055 BICYCLE AND PEDESTRIAN
1060 PARKS AND RECREATION
1065 TEEN
1067 SENIOR
1070 PLANNING
1075 HOUSING
Expenditures by Division
2007 -08 2008 -09 2009 -10 2010 -11
24,765
216,237
236,187
256,020
255,039
3,684
216,237
236,187
256,020
255,039
24,765
20,630
22,659
23,979
4,105
3,684
4,660
3,065
14,919
20,169
20,880
32,947
4,429
5,158
11,200
11,200
4,302
0
200
200
9,461
10,271
10,791
11,515
20,873
15,380
14,121
15,303
1,315
1,743
0
0
99,764
86,270
97,233
95,315
6,474
6,637
7,063
7,297
190,407
169,942
188,807
200,821
TOTAL 1 406,644 406,129 444,827 455,860
113
COUNCIL AND COMMISSIONS
CITY COUNCIL
PROGRAM OVERVIEW
The Mayor and Councilmembers, acting as the elected representatives of the residents of
Cupertino, establish public policy to meet community needs and assure orderly development of
the City.
SERVICE OBJECTIVES
The City Council direction is carried out by city staff under the sole direction of the City
Manager.
114
COUNCIL AND COMMISSIONS
1000 CITY COUNCIL
Expenditures by Category
Total
216,237
2007 -08
2008 -09
2009 -10
2010 -11
Expenditures by Fund
Actual
Actual
Adopted
Adopted
Actual
Actual Adopted
Adopted
General
216,237
Employee Compensation
255,039
, 117,112
129,280
145,730
134,139
Materials
77,328
85,727
86,500
99,000
Contract Services
2010 -11
7,127
0
2,500
2,500
Cost Allocation
14,670
21,180
21,290
19,400
Total
216,237
236,187 256,020
255,039
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
216,237
236,187 256,020
255,039
Total
216,237
236,187 256,020
255,039
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.40 0.50
0.50
Total
0.40 0.50
0.50
115
COUNCIL AND COMMISSIONS
TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION
PROGRAM OVERVIEW
The Technology, Information & Communications Commission (TICC) advises the City Council
and informs the community about issues relating to the rapidly changing fields of
communication and technology. Commissioners also serve as a resource for the Planning
Commission in offering technical guidance for antenna sitings. The public and environmental
affairs director serves as staff liaison.
The commission also supports public and educational access to cable services.
SERVICE OBJECTIVES
Continue to work with appropriate companies in bringing advanced services to interested
residents.
Monitor AT &T and Comcast services.
Negotiate with public access provider KMVT to insure maximum programming value for
Cupertino residents.
Continue to work with staff and legal counsel to enforce the terms of the current cable franchise
agreements.
Continue to work with the Planning Department staff regarding antennae.
116
COUNCIL AND COMMISSIONS
1031 TECHNOLOGY, INFORMATION,
& COMMUNICATIONS COMMISSION
117
Expenditures by Category
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Actual
Adopted
Adopted
Employee Compensation
3
7,121
15,740
16,309
17,629
Materials
1,531
221
1,350
1,350
Contract Services
16,113
4,669
5,000
5,000
Total
24,765
20,630
22,659
23,979
117
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
24,765
20,630 22,659
23,979
Total
24,765
20,630 22,659
23,979
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.10 0.10
0.10
Total
0.10 0.10
0.10
117
COUNCIL AND COMMISSIONS
LIBRARY COMMISSION
PROGRAM OVERVIEW
The Library Commission is a five member commission appointed by the City Council that
reviews and makes recommendations related to the operations and services of the Cupertino
Library. The Cupertino Library is operated by the Santa Clara County Library Services. The
building is provided by the City of Cupertino for which the county pays a rental fee.
County Library staff serves as staff to the Commission and the Director of Administrative
Services serves as City liaison.
SERVICE OBJECTIVES
Monitors the various service activities of the library and makes recommendations for
improvements to appropriate bodies.
Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino
Library Foundation.
Advocates library funding and service levels at the city, county, and state levels.
Represents the Cupertino library in the local community.
Participates in state and local library workshops and conferences.
Participates in the long range planning of quality library services for the City.
Develops potential resources to expand volunteer efforts in the library.
Investigates ways to expand access to non- traditional media.
Continues library advocacy in Cupertino activities and with other organizations.
Continues emphasis on integrating additional technology into library services.
Continues proactive efforts to ensure adequate library funding.
118
COUNCIL AND COMMISSIONS
1040 LIBRARY COMMISSION
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
Employee Compensation 3,903 3,480 4,060 2,415
Materials 202 204 600 650
Total
4,105
3,684 4,660
3,065
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
4,105
3,684 4,660
3,065
Total
4,105
3,684 4,660
3,065
Personnel Surninary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.02 0.02
0.01
Total
0.02 0.02
0.01
119
COUNCIL AND COMMISSIONS
FINE ARTS COMMISSION
PROGRAM OVERVIEW
The Cupertino Fine Arts Commission is charged with advancing the arts in the City through a
number of activities and programs. These include overseeing the "Quarter Percent for Art"
requirement for developments over 50,000 square feet; promoting art in public places; making
recommendations to City Council regarding arts opportunities; awarding grants to individuals
and organizations; and selecting a "Distinguished Artist of the Year."
In prior years, grants had been awarded to a diverse group of individuals and organizations,
including the Cherry Blossom Festival, the Euphrat Museum of Art and its Arts in Schools
program, and local performing arts groups, sculptors, and artists. Budget constraints resulted in
the elimination of fine arts grants for several years, although a small portion of the grant money
has been reinstated and annual awards have been made to the Distinguished Artist of the Year,
the Emerging Artist of the Year, the Euphrat Museum of Art, and to help defray the expenses of a
professional art judge for the Fine Arts League's annual exhibition and auction at the Fall
Festival,
SERVICE OBJECTIVES
Review and approve public art projects required for developments over 50,000 square feet.
Promote programs and activities that provide a direct cultural benefit to the citizens of Cupertino,
with special emphasis on groups not likely to receive regular exposure to the arts.
Actively encourage business and community participation in the arts.
Pursue opportunities for visual and performing arts throughout the city.
120
COUNCIL AND COMMISSIONS
1042 FINE ARTS COMMISSION
121
Expenditures by Category
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
Employee Compensation
13,700
14,346 14,780
15,297
Materials
719
5,323 5,600
16,350
Contract Services
500
500 500
1,300
Total
14,919
20,169 20,880
32,947
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
14,919
20,169 20,880
32,947
Total
14,919
20,169 20,880
32,947
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.10 0.10
0.10
Total
0.10 0.10
0.10
121
COUNCIL AND COMMISSIONS
PUBLIC SAFETY COMMISSION
PROGRAM OVERVIEW
The Cupertino Public Safety Commission (PSC) is a five member board appointed by the City
Council, which, when requested by Council, assists the Council by reviewing and recommending
public safety services to assist police, fire, emergency planning, and traffic. The Sheriff's West
Valley Commander, who is the City's Chief of Police, serves as staff liaison.
SERVICE OBJECTIVES
Review safety issues and concerns and make recommendations to the City Council.
Promote public education programs concerning safety issues.
Provide assistance in implementing public safety programs approved by the City Council.
122
COUNCIL AND COMMISSIONS
1050 PUBLIC SAFETY COMMISSION
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Employee Compensation
4,302
0 0
0
Materials
127
158 200
200
Contract Services
0
5,000 11,000
11,000
Total
4,429
5,158 11,200
11,200
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
4,429
5,158 11,200
11,200
Total
4,429
5,158 11,200
11,200
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.00 0.00
0.00
Total
0.00 0.00
0.00
123
COUNCILS AND COMMISSIONS
BICYCLE AND PEDESTRIAN COMMISSION
PROGRAM OVERVIEW
The Cupertino Bicycle and Pedestrian Commission (BPC) is a five - member board appointed by
the City Council, which, when requested by Council, assists the Council by reviewing,
monitoring, and making recommendations on City transportation matters pertaining to bicycle
and pedestrian traffic, parking, education, and recreation within Cupertino. The City's Associate
Engineer serves as staff liaison.
SERVICE OBJECTIVES
Review City transportation infrastructure, development standards, public and private
development projects, and citizen outreach and education efforts as they affect bicycle and
pedestrian traffic in the City of Cupertino.
Promote safe, efficient, and enjoyable travel for bicycle and pedestrian traffic within Cupertino.
124
COUNCIL AND COMMISSIONS
1055 BICYCLE AND PEDESTRIAN COMMISSION
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
Employee Compensation 4,302 0 0 0
Materials 0 0 200 200
Total
4,302
0 200
200
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
4,302
0 200
200
Total
4,302
0 200
200
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.02 0.00
0.00
Total
0.02 0.00
0.00
125
COUNCIL AND COMMISSIONS
PARKS AND RECREATION COMMISSION
PROGRAM OVERVIEW
The Parks and Recreation Commission is a five- member citizen's commission appointed by the
City Council to make recommendations pertaining to parks and recreation. The Director of
Parks and Recreation serves as staff liaison.
SERVICE OBJECTIVES
9
Engage the public in dialog regarding the design of new programs and facilities. Make
recommendations regarding these projects to the City Council.
Work with staff and the public to draft and /or revise policies for use of Parks and Recreation
facilities.
Consider public input regarding the operation of Parks and Recreation facilities and make
recommendations for their improvement.
Participate on a number of special committees dealing with Parks and Recreation.
Serve as ambassadors for the Parks and Recreation Department.
126
COUNCIL AND COMMISSIONS
1060 PARKS AND RECREATION COMMISSION
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
Employee Compensation 8,663 9,262 9,591 10,315
2
Materials 798 1,009 1,200 1,200
Total 9,461
10,271 10,791
11,515
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
9,461
10,271 10,791
11,515
Total 9,461
10,271 10,791
11,515
Personnel Suinfnafy
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 0.10 0.10 0.10
Total 0.10 0.10 0.10
127
COUNCIL AND COMMISSIONS
TEEN COMMISSION
PROGRAM OVERVIEW
The Teen Commission is comprised of 9 teens representing grades 8 -12. The Teen Commission
advises the City Council and staff on teen issues.
SERVICE OBJECTIVES
Engage the public in dialog regarding the design of new programs, and make recommendations
regarding these projects to City staff.
Assist staff with the programming and promotion of the Teen Center.
Assist staff with the evaluation of teen programming.
Work with staff and the public to create new avenues to interact with teens.
Assist staff with communication and public relations with teens.
128
COUNCIL AND COMMISSIONS
1065 TEEN COMMISSION
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
Employee Compensation
Expenditures by Fund
18,740
12,826
11,821
12,803
Materials
Actual Adopted
1,278
2,004
1,500
1,200
Contract Services
Total 20,873
855
550
800
1,300
Total 1 20,873 15,380 14,121 15,303
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time
Expenditures by Fund
0.15
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
20,873
15,380 14,121
15,303
Total 20,873
15,380 14,121
15,303
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time
0.15
0.15
0.15
Total
0.15
0.15
0.15
129
COUNCIL AND COMMISSIONS
SENIOR CITIZENS COMMISSION
On February 3, 2009, the City Council unanimously approved the dissolution of the Senior
Citizen Commission as recommended by the Commission.
The following expenditure sheet is provided as historical data only.
130
COUNCIL AND COMMISSIONS
1067 SENIOR COMMISSION
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
Employee Compensation 1,193 1,244 0 0
Materials 122 499 0 0
Total I
1,315
1,743 0
0
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
1,315
1,743 0
0
Total
1,315
1,743 0
0
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.01 0.00
0.00
Total
0.01 0.00
0.00
131
COUNCIL AND COMMISSIONS
PLANNING COMMISSION
PROGRAM OVERVIEW
The Planning Commission is a five - member citizen board appointed by the City Council to make
or recommend decisions on matters pertaining to land use and physical development. The major
work of the Commission is to conduct public hearings on planning applications. The Director of
Community Development and the City Planner serve as staff liaisons.
The Commission also advises the City Council on land use and development policy through
study sessions and formal hearings on issues necessary to maintain the current status of the
General Plan. The Commission also undertakes periodic review of implementation ordinances
and issues interpretations of these documents.
SERVICE OBJECTIVES
Conduct periodic reviews of the General Plan. These reviews test the fundamental goals and
measure performance of short-term objectives.
Conduct public hearings for approximately 75 land development applications. Ensure that
decisions are made fairly and expeditiously in accordance with adopted General Plan policies,
zoning ordinances, development plans, and design guidelines.
Review specific plans, zoning ordinance amendments, and amendments to the General Plan and
make recommendations to Council.
Serve on the Planning Commission Design Review Committee, the Environmental Review
Committee, and in an advisory role to the Housing Commission and Economic Development
Committee.
132
COUNCIL AND COMMISSIONS
1070 PLANNING COMMISSION
Employee Compensation
Materials
Contract Services
Total
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
81,568
67,554
78,733
75,815
9,294
11,055
10,500
11,500
8,902
7,660
8,000
8,000
99,764 86,269 97,233 95,315
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General 99,764 86,270 97,233 95,315
Total 1 99,764 86,270 97,233 95,315
Full -time
Total
133
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
0.45 0.45 0.45
0.45 0.45 0.45
COUNCIL AND COMMISSIONS
HOUSING COMMISSION
The Cupertino Housing Commission (CHC) is a five - member board appointed by the City
Council to assist the Planning Commission and the City Council in developing housing policies
and strategies for implementation of General Plan Housing Element goals. The Commission also
serves as part of the CDBG Steering Committee which oversees the Community Development
Block Grant (CDBG) program. The Senior-Planner serves as staff liaison.
SERVICE OBJECTIVES:
When requested by the Director of Community Development or the City Council, make
recommendations regarding affordable housing proposals including requests for money from the
CDBG and the Affordable Housing funds, possible fee waivers or other incentives, the number
and type of affordable units, and the target groups to be served.
134
COUNCIL AND COMMISSIONS
1075 HOUSING COMMISSION
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
Employee Compensation 6,237 6,517 6,863 7,097
Materials 237 120 200 200
Total
6,474
6,637 7,063
7,297
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
6,474
6,637 7,063
7,297
Total
6,474
6,637 7,063
7,297
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.05 0.05
0.05
Total
0.05 0.05
0.05
135
NOTES
136
Administration
137
City
Attorney
(2 -95)
Admini strati on
(4.85)
City
Manager
(1-90)
138
Community
Outreach
(.50)
ADMINISTRATION
Expenditures by Division
TOTAL 1 944,628 930,792 1,102,165 1,152,643
139
2007 -08
Actual
2008 -09
Actual
2009 -10
Adopted
2010 -11
Adopted
1200 CITY MANAGER
336,013
336,000
363,609
380,858
1201 COMMUNITY OUTREACH
68,533
76,639
81,065
87,991
1300 CITY MANAGER DISCRETIONARY FUND
4,229
37,974
35,000
35,000
1500 LEGAL SERVICES
535,853
480,179
622,491
648,794
TOTAL 1 944,628 930,792 1,102,165 1,152,643
139
ADMINISTRATION
CITY MANAGER
PROGRAM OVERVIEW
The City Manager is responsible to the City Council for the effective and efficient operation of
the City. Under the direction of the City Council as a whole, the City Manager carries out the
City's adopted goals and objectives. The City Manager also oversees the Community Outreach
Program and is responsible for developing and sustaining community- building activities that
increase citizen involvement in the community.
SERVICE OBJECTIVES
Accomplish the City Council's work program.
Manage City operations.
See that all laws and ordinances of the City are duly enforced and that all franchises, permits,
licenses, and privileges granted by the City are faithfully performed and observed.
Keep the City Council advised as to the financial conditions and needs of the City.
Investigate all complaints concerning the operation of the City.
Supervise the use and condition of buildings, public parks, streets and other public property.
Make reports and initiate recommendations as may be desirable or as requested by the City
Council.
Ensure that the City's policies and procedures provide a foundation for a secure financial
position.
Develop strategies to enhance the City's tax base and to position the City to take advantage of
economic opportunities.
140
CITY MANAGER/
COMMUNITY OUTREACH
1200 ADMINISTRATION
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General 404,546 412,639 444,674 468,849
Total 404,546 412,639 444,674 468,849
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 1.90 190 1.90
Total 1.90 1.90 1.90
141
Expenditures by Category
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
Employee Compensation
352,065
365,239
377,144
389,799
Materials
48,751
43,014
53,250
62,050
Contrat Services
0
424
11,000
11,000
Capital Outlay
0
1,778
0
3,000
Cost Allocation
3,730
2,184
3,280
3,000
Total
404,546
412,639
444,674
468,849
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General 404,546 412,639 444,674 468,849
Total 404,546 412,639 444,674 468,849
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 1.90 190 1.90
Total 1.90 1.90 1.90
141
ADMINISTRATION
CITY MANAGER DISCRETIONARY FUND
PROGRAM OVERVIEW
This fund is established to meet unexpected expenses that may occur during the year.
142
CITY MANAGER DISCRETIONARY FUND
1300 ADMINISTRATION
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
Contract Services 4,229 37,974 35,000 35,000
Total
4,229 37,974 35,000 35,000
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
General
4,229 37,974 35,000
35,000
Total
4,229 37,974 35,000
35,000
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.00 0.00
0.00
Total
0.00 0.00
0.00
143
ADMINISTRATION
LEGAL SERVICES
PROGRAM OVERVIEW
The City Attorney serves as legal counsel to the City Council, City Commissions, and City
administrative staff. The legal services provided includes preparation of ordinances and
resolutions as requested, preparation or review of contracts and agreements, conducting research
and supporting the City in litigation and some negotiations, administration of claims filed against
the City and prosecution of code violations.
SERVICE OBJECTIVES
Attend or provide legal representation at all regularly scheduled City Council meetings, provide
procedural and legislative information to the Council, and attend commission and staff meetings
as requested.
Meet with the City administrative staff on a regular basis to provide legal services and advice.
Prosecute municipal code violations as necessary.
144
LEGAL SERVICES
1500 ADMINISTRATION
Total
535,853
Expenditures by Category
648,794
2007 -08
2008 -09
2009 -10
2010 -11
2008 -09 2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
General
535,853
480,179 622,491
648,794
Total
535,853
Employee Compensation
648,794
433,163
243,330
263,601
372,334
Materials
30,467
37,680
37,700
76,060
Contract Services
Adopted
69,883
196,289
318,250
196,800
Cost Allocation
2,340
2,880
2,940
3,600
Total
535,853
480,179 622,491
648,794
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
535,853
480,179 622,491
648,794
Total
535,853
480,179 622,491
648,794
Personnel Suninuny
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
2.95 3.00
2.95
Total
2.95 3.00
2.95
145
NOTES
146
NMI
m"brcement
"TIFF
147
I a � I I Lei me a 074 1 a 0
Law
Enforcement
(Contract)
148
2100 LAW ENFORCEMENT
2101 INTEROPERABILITY PROJECT
2401 COPS GRANT *
r_tell IEI
LAW ENFORCEMENT
Expenditures by Division
2007 -08 2008 -09
Actual Actual
7,330,590 8,020,011
0 13,157
126,071 100,000
2009 -10 2010 -11
8,407,106 8,755,110
4,530 29,487
125,000 0
7,456,661 8,133,168 8,536,636 8,784,597
* Represents School Resource Officer expenditures reimbursed by the Citizens' Option for Public
Safety Grant, Cupertino Union School District, and Fremont Union High School District. The
reimbursement is budgeted in the Revenue Summary and Revenue Estimate sections of this budget.
149
LAW ENFORCEMENT
LAW ENFORCEMENT
PROGRAM OVERVIEW
This Division provides for law enforcement, emergency communications, School Resource
Officers, and the Youth Probation Programs.
Law Enforcement services are provided by the Santa Clara County Sheriff's Department,
communication services are provided by the Santa Clara County General Services
Administration, and the County's Youth Probation Program is enhanced by contract through a
partnership with the Cupertino Union School District and the City of Cupertino.
Law Enforcement services include general law enforcement (patrol), traffic and detective
services.
SERVICE OBJECTIVES
Respond to emergency situations within an average of less than six minutes.
Enforce the vehicle code with the goal of increasing traffic safety.
Divert first time /minor youth offenders from the juvenile justice system.
Provide daily on -site interaction with our youth.
150
Materials
Contract Services
COPS Grant
Interoperability Project
LAW ENFORCEMENT
2100 LAW ENFORCEMENT
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
41,560
44,100
47,000
48,320
7,289,030
7,975,911
8,360,106
8,706,790
126,071
100,000
125,000
0
0
13,157
4,530
29,487
Total I 7,456,661 8,133,168 8,536,636 8,784,597
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General 7,456,661 8,133,168 8,536,636 8,784,597
Total 1 7,456,661 8,133,168 8,536,636 8,784,597
Full -time
Total
151
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopter
0.00 0.00 0.00
0.00 0.00 0.00
NOTES
152
0
.. d WA
Environmental
153
IMMM FI-
Public and
Environmental Affairs
(6.95)
Community Cupertino Scene Government
Relations (0.35) Channel
(1.80) 1 (3.30)
154
City Website Environmental
(0.90) Affairs
(0.60)
PUBLIC AND ENVIRONMENTAL AFFAIRS
3300 COMMUNITY RELATIONS
3400 CUPERTINO SCENE
3500 GOVERNMENT CHANNEL
3501 GOVERNMENT CHANNEL -SPCL PROJ
3502 PUBLIC ACCESS SUPPORT
3600 CITY WEB SITE
3700 ENVIRONMENTAL AFFAIRS
Expenditures by Division
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
233,252
320,121
311,532
277,157
113,603
108,806
122,331
121,890
491,181
686,953
623,014
609,024
117,722
78,185
74,300
76,953
57,118
56,165
58,000
57,000
156,372
176,432
182,344
189,565
0
59,781
128,043
105,144
TOTAL 1 1,169,248 1,486,443 1,499,564 1,436,733
155
PUBLIC AND ENVIRONMENTAL AFFAIRS
COMMUNITY RELATIONS
PROGRAM OVERVIEW
Functions of this department include informing citizens about programs and services provided by
local government, responding to media inquiries and preparing all press information. The office
acts as a resource for other city departments, staff and councilmembers. The public and
environmental affairs director actively participates in issue areas including environmental
regulation, energy efficiency, legislation, crisis communications, media relations and
communication technology.
City Council special events, awards dinners, and ceremonial activities also are handled through
this department. Examples include the annual State of the City, Commissioners' Dinner, the
CREST Awards, community congress and mayoral proclamations.
SERVICE OBJECTIVES
Aid in the coordination of City programs designed to draw Cupertino neighborhoods together.
Coordinate and disseminate useful and important information to all Cupertino residents through
appropriate local, state and national communications channels.
Coordinate and implement recommendations of city communications audit including customer
service software.
156
COMMUNITY RELATIONS
3300 PUBLIC AND ENVIRONMENTAL AFFAIRS
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
Employee Compensation
161,981
196,004
189,892
204,057
Materials
47,816
35,690
37,700
25,700
Contract Services
18,455
81,995
67,000
32,000
Cost Allocation
5,000
6,432
16,940
15,400
Total
233,252
320,121 311,532
277,157
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
233,252
320,121 311,532
277,157
Total
233,252
320,121 311,532
277,157
Personnel Surnrnary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
1.90 1.80
1.80
Total
1.90 1.80
1.80
157
PUBLIC AND ENVIRONMENTAL AFFAIRS
CUPERTINO SCENE
PROGRAM OVERVIEW
The Cupertino Scene is published 11 months of the year and is distributed to residents and
businesses in Cupertino. The Cupertino Scene is the most read City publication and continues to
be the most ubiquitous source of community information for residents. The Scene is one of the
few communication tools available to the city that assures notification on a regular basis.
The Scene provides information that is of general interest to the community and is presented in a
straightforward manner that is non - political, non - religious and non- commercial.
Many of the articles appearing in the Scene are regular, monthly features, such as Eco News,
Roots, Simply Safe, Community Calendar, Council Actions and Library News. In addition to
city services and programs, a significant portion of material in the Cupertino Scene is allocated
to local nonprofits and schools. Other material appearing in the Scene is a mixture of one -time
city events, community activities, government services and other city - related information.
About 300,000 copies of the Scene are distributed annually.
SERVICE OBJECTIVES
Provide an electronic subscription option for the Scene.
Continue regular production schedule of the Scene, presenting information in a timely,
interesting and visually pleasing manner.
Focus on information relevant to citizens of all cultural backgrounds.
Continue to adhere to regulations imposed by Proposition 73 and other legislation that regulates
public communications by the city.
158
CUPERTINO SCENE
3400 PUBLIC AND ENVIRONMENTAL AFFAIRS
159
Expenditures by Category
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
Employee Compensation
42,631
42,574 44,131
46,590
Materials
70,972
66,232 78,200
75,300
Total
113,603
108,806 122,331
121,890
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
113,603
108,806 122,331
121,890
Total
113,603
108,806 122,331
121,890
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.35 0.35
0.35
Total
0.35 0.35
0.35
159
PUBLIC AND ENVIRONMENTAL AFFAIRS
GOVERNMENT CHANNEL
PROGRAM OVERVIE
The City Channel continues to offer a variety of news and information for and about the
residents of Cupertino. As the first government channel to broadcast city council meetings in the
county, the City Channel continues to set best - practice service standards including webcasting of
many city meetings. Demands for City Channel services continue to increase with frequent
coverage of community meetings and study sessions.
Multimedia advancements have allowed this department to improve and expand many of its
services. The City's new webcasting service allows Cupertino residents who are not cable
subscribers to see live council meetings, commission meetings and study sessions. Webcasting
has also allowed online video archives to be made available to the public on demand at no cost to
the public. The department creates visual effects using animation and software graphics for city
department presentations and productions.
The City Channel also provides audio -video services that include tape duplication, viewing,
editing, equipment recommendations and design meeting set -ups and multimedia presentations.
In addition to special programs produced for and featured on the City Channel, other programs
come from the following sources: PBS, the United Nations and The California Channel (CAL -
SPAN), and University of California TV. Those who are not cable subscribers may check out
programs from the Cupertino Library, including City Council meetings. Many City Channel
programs are also available on the city's website.
SERVICE OBJECTIVES
Maintain a timely and relevant website in response to city needs.
Continue improvements to city meetings, productions, promotions and website services by
incorporating more multimedia technology.
160
GOVERNMENT CHANNEL
3500 PUBLIC AND ENVIRONMENTAL AFFAIRS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
356,515
370,523
368,214
364,077
P 31,114
34,027
36,000
41,000
99,932
118,683
114,500
114,000
0
18,350
0
0
178,460
279,720
236,600
223,900
Total
666,021
821,303 755,314
742,977
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
666,021
821,303 755,314
742,977
Total
666,021
821,303 755,314
742,977
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
3.30 3.30
3.30
Total
3.30 3.30
3.30
161
PUBLIC AND ENVIRONMENTAL AFFAIRS
CITY WEBSITE
PROGRAM OVERVIEW
The web specialist works closely with department heads, managers and members of the
community to ensure that the City's website is both timely and relevant. Staff in this position
collaborates with management, business units and departments to determine the web site's
purpose, functions, requirements and long -term strategy.
The web specialist works with internal and outside developers to create an effective user
experience. Staff also works closely with the IT department to ensure optimization and
integration with business functions as appropriate.
SERVICE OBJECTIVES
Ensure the clear, comprehensive and accurate presentation of the City's online presence on the
Internet by designing, developing and maintaining the City's website and content management
system.
Incorporate new web technology, features and functionalities into the site based on the needs of
the community and current trends.
Maintain all related documents for the usage and policies of the site.
Implement and maintain the City's Intranet site.
Continue work on the e- government initiatives.
162
CITY WEBSITE
3600 PUBLIC AND ENVIRONMENTAL AFFAIRS
Employee Compensation
Materials
Contract Services
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
105,367
100,864
102,994
108,765
2,230
1,005
3,000
3,000
46,805
70,123
60,000
61,000
1,970
4,440
16,350
16,800
Total
156,372
176,432 182,344
189,565
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
156,372
176,432 182,344
189,565
Total
156,372
176,432 182,344
189,565
Personnel Sunztnary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
1.00 0.90
0.90
Total
1.00 0.90
0.90
163
PUBLIC AND ENVIRONMENTAL AFFAIRS
ENVIRONMENTAL AFFAIRS
PROGRAM OVERVIEW
The City of Cupertino's Environmental Affairs Program is to provide leadership and contribute
practical solutions to ensure a prosperous community where people and nature thrive, now and in
the future.
The program provides leadership and supports practical solutions to improve the environmental,
social and economic health of Cupertino. The program integrates policy and programs related to
energy efficiency, renewable resources, waste reduction and recycling, global warming, green
building and sustainable food systems.
This department works to develop, implement and monitor action plans for implementation of
the city sustainability initiatives and policies, organization wide, departmentally, and by division.
SERVICE OBJECTIVES
Collect data to demonstrate environmental impacts of municipal operations and compliance with
state and federal regulations as they relate to sustainability.
Provide education, public exposure, governmental recognition, and information on
environmental efficiencies and energy management programs and practices internally and
externally.
Research best practices for efficient energy management and conservation and adapts these
practices to the unique culture of City government.
Research, communicate, and work with surrounding municipalities to obtain grant funding for
energy initiatives.
Integrate energy management and awareness into organizational culture and operations.
164
ENVIRONMENTAL AFFAIRS
3700 PUBLIC AND ENVIRONMENTAL AFFAIRS
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
Employee Compensation 0 58,935 77,618 84,144
Materials 0 746 14,125 9,000
Contract Services 0 100 36,300 12,000
Total 0 59,781 128,043
105,144
Expenditures by Fund
2007 -08 2008 -09 2009 -10
2010 -11
Actual Actual Adopted
Adopted
General
0 59,781 128,043
105,144
Total 0 59,781 128,043
105,144
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 0.87 0.60 0.60
Total 0.87 0.60 0.60
165
NOTES
166
wfj m a -0 WO-,d =0
167
I_�7► 11�►if.-
Administrative
Services
22.34
Finance
Administration (4.90)
1.94)
City Clerk IT
(3.50) M (4.00)
Human Resources
(4.00) Code Enforcement
(4.00)
Neighborhood Emergency
Watch Preparedness
ADMINISTRATIVE SERVICES
Expenditures by Division
I 2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
ADMINISTRATIVE SERVICES
4000 ADMINISTRATION
4010 LEADERSHIP 95014
4040 LIBRARY SERVICE
4050 NEIGHBORHOOD WATCH
FINANCE
4100 ACCOUNTING
4110 BUSINESS LICENSING
CITY CLERK
4300 CITY CLERK
4310 DUPLICATING AND MAIL SERVICE
4330 ELECTIONS
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS
HUMAN RESOURCES
4510 HUMAN RESOURCES /LITIGATION
4512 RETIREE MEDICAL LIABILITY
4540 INSURANCE ADMINISTRATION
CODE ENFORCEMENT
4700 CODE ENFORCEMENT
344,756
359,867
374,248
383,051
0
0
12,500
0
240,000
255,000
125,000
246,000
30,739
36,123
45,225
45,800.
615,495
650,990
556,973
674,851
663,693
708,251
736,989
707,786
43,966
47,694
49,746
51,682
707,659
755,945
786,735
759,468
455,522
400,648
494,711
487,886
137,357
146,347
137,928
154,785
189,889
53
200,000
2,100
782,768
547,048
832,639
644,771
107,908
102,869
92,875
103,650
107,908
102,869
92,875
103,650
547,754
563,990
696,060
695,626
604,992
2,475,000
7,691,000
2,014,000
764,511
1,124,948
1,168,262
1,338,795
1,917,257 4,163,938 9,555,322 4,048,421
169
713,971
701,156
772,295
757,324
713,971
701,156
772,295
757,324
INFORMATION TECHNOLOGY
4800 INFORMATION TECHNOLOGY
9800 EQUIPMENT ACQUISITION
TOTAL
Expenditures by Division
2007 -08 2008 -09
Actual Actual "
2009 -10 2010 -11
836,023
949,268
1,039,123
1,122,074
214,785
247,509
357,000
331,550
1,050,808
1,196,777
1,396,123
1,453,624
5,895,866
8,118,723
13,992,962
8,442,109
170
NOTES
171
ADMINISTRATIVE SERVICES
ADMINISTRATION
PROGRAM OVERVIEW
Provides overall department oversight for several divisions including City Clerk, Human
Resources, Information Technology (IT), Finance, Treasury, Code Enforcement, Emergency
Preparedness, and Neighborhood Watch.
Staff support is also provided to the Audit Committee, Library Commission, Fine Arts
Commission and Fiscal Strategic Plan Committee. In addition, the department oversees the
contracts for the County Sheriff's service, animal control, and funds the allocation for additional
library hours.
SERVICE OBJECTIVES
Manage the City's investment portfolio to obtain safety of funds, liquidity and a reasonable rate
of return.
Provide short and long -term fiscal planning including the implementation of the Fiscal Strategic
Plan.
Monitor revenue and expenditure trends and analysis of cash flow needs.
Enhance "neighborhood policing" through the expansion of the Neighborhood Watch Program
and the E -cap Program.
Perform special projects for the City Manager.
172
ADMINISTRATION
4000 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
341,843
357,814
364,403
374,401
17,920
20,296
22,400
22,700
251,102
265,080
159,050
267,550
4,630
7,800
11,120
10,200
Total 1 615,495 650,990 556,973 674,851
General
Total
Full -time
Total
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Ado-otec
615,495 650,990 556,973 674,851
615,495 650,990 556,973 674,851
173
Personnel Sununaty
2008 -09 2009 -10 2010 -11
Actual Adopted Adoptec
1.94 1.94 1.94
1.94 1.94 1.94
ADMINISTRATIVE SERVICES
ACCOUNTING AND BUSINESS LICENSING
PROGRAM OVERVIEW
The Finance Division oversees accounting and business licensing functions for the City.
Accurate and timely maintenance of all City financial records, collection, disbursement of all
funds, and payroll processing are handled by Accounting. All required Federal, State and other
agency reports pertaining to the City's financial status are filed. In addition, Accounting monitors
budget -to- actual activities for both operational and capital budgets, analyzes financial
alternatives, and conducts research and prepares reports on special fiscal matters for all internal
and external customers.
Collection of revenue and monitoring business activity for compliance with the City Municipal
Code and applicable state law is handled through Business Licensing.
SERVICE OBJECTIVES
Maintain a high level of professionalism in all the City's financial practices and procedures and
provide timely and accurate financial information for City departments to make sound fiscal
decisions.
Respond to inquiries from the public and City departments. Process invoices, deposits, vendor
payments, purchase contracts and claims in a timely and accurate manner.
Provide quality payroll service for the City's full and part-time employees, properly
administering salaries and benefits in a timely and confidential manner.
Provide businesses with information regarding compliance with the Business License Tax Code
and provide useful sources of information related to business activity.
Collect appropriate business license fees.
Monitor business activity to identify non - compliance with the Municipal Tax Code and actively
pursue non - compliant businesses.
174
ACCOUNTING/
BUSINESS LICENSING
4100 ADMINISTRATIVE SERVICES
175
Expenditures by Category
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
Employee Compensation
504,343
538,586 548,959
570,163
Materials
12,813
14,104 17,455
18,500
Contract Services
100,613
112,139 124,041
83,105
Cost Allocation
89,890
91,116 96,280
87,700
Total
707,659
755,945 786,735
759,468
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
707,659
755,945 786,735
759,468
Total
707,659
755,945 786,735
759,468
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
4.90 4.90
4.90
Total
4.90 4.90
4.90
175
ADMINISTRATIVE SERVICES
CITY CLERK/DUPLICATING & MAIL/ELECTIONS
PROGRAM OVERVIEW
The City Clerk's office administers the legislative process including management of local
elections and filings of Fair Political Practices Commission documents. Other responsibilities
include administrative and clerical duties associated with the City Council's actions; staff liaison
to the Fine Arts Commission; records management; and reprographic and mail service for all
City Departments.
The division's goals are to administer elections and Fair Political Practices Commission filings in
compliance with State law, to ensure compliance with the Brown Act open meetings
requirements, to accurately process documents, maintain a records management system that
facilitates timely access to information, duplicate accurately and in a timely manner those
documents needed in the day -to -day and long -term operation of City business, and deliver
routine incoming and outgoing mail and packages daily.
SERVICE OBJECTIVES
Maintain compliance with State laws regarding elections, records, annexations, commission
appointments, Brown Act public meeting requirements, legal notices, and Fair Political Practices
Commission filings.
Conduct a local election in odd - numbered years and ballot measure elections as necessary, in
compliance with the California Elections Code.
Facilitate timely filing of required and voluntary documentation from candidates and election
committees, including Nomination Papers, Candidate Statements of Qualification, Campaign
Financial Disclosure Statements, and Statements of Economic Interest, as well as candidate
biographies and photographs.
Make election- related information available to the public and news media in a timely manner.
Provide complete, accurate, and timely information to the public, staff, and City Council.
Respond to routing requests within two working days; respond to requests requiring archival
research within five working days.
Duplicate and assemble material within the time requested.
Provide weekly delivery of documents to board members including City Council, Planning
Commission, Parks and Recreation, and Design Review Committee. Provide additional special
deliveries as needed.
176
CITY CLERK/
DUPLICATION & MAIL /ELECTIONS
4300 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
547,048 832,639
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
2010 -11
Actual
Actual Adopted
s
331,754
350,640
359,294
369,266
57,820
77,195
88,325
84,675
307,914
86,238
281,500
95,300
85,280
32,975
103,520
95,530
Total
782,768
547,048 832,639
644,771
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
782,768
547,048 832,639
644,771
Total
782,768
547,048 832,639
644,771
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
3.50 3.50
3.50
Total
3.50 3.50
3.50
177
ADMINISTRATIVE SERVICES
EMERGENCY PREPAREDNESS
PROGRAM OVERVIEW
The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino
community and City staff are reasonably protected /prepared for emergencies and /or disasters.
The mission is accomplished through a comprehensive emergency preparedness, response,
recovery and mitigation program. OES is staffed by a representative of the Santa Clara County
Fire Department and a part-time Citizen Corps Coordinator.
SERVICE OBJECTIVES
Maintain the City's Emergency Operations Center in a perpetual state of operational readiness.
Support the Cupertino Amateur Radio Emergency Service (CARES), Medical Reserve Corps
(MRC) and Community Emergency Response Team (CERT) to ensure additional volunteer
emergency communications and response capabilities in Cupertino.
Systematically prepare, test and revise emergency response and recovery policies, plans and
procedures in compliance with the California Emergency Services Act, the Standardized
Emergency Management System (SEMS), and the National Incident Management System
(NIMS).
Coordinate training of City staff in personal preparedness, SEMS/NIMS, and EOC functions.
Develop and coordinate all hazard emergency preparedness materials, community outreach,
public education and training of Cupertino residents. Education is to be accessible and
continuous by publishing a monthly column (Simply Safe) in the Cupertino Scene, maintaining
an OES page on the City's website, offering personal emergency preparedness workshops,
Community Response Team training for adults, Kaleidoscope Public Safety Camp for Jr. High
and High School students, and providing public speaking support to community groups, schools,
and service clubs.
Provide guidance to neighborhood preparedness organizations through assistance with formation,
team training, and drills.
Maintain effective liaison with local, state and national emergency management organizations
and /or allied disaster preparedness and response agencies.
Ensure interagency /multi- agency coordination and communication for disaster planning and
responses including facilitating staff, school, business, and faith based preparedness meetings.
Remain current on technology and emergency management trends to ensure a state -of -the -art
program.
178
EMERGENCY PREPAREDNESS
4400 ADMINISTRATIVE SERVICES
General
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
107,908 102,869 92,875 103,650
Total 1 107,908 102,869 92,875 103,650
Personnel Suininary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 0.00 0.00 0.00
Total 1 0.00 0.00 0.00
179
Expenditures by Category
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
Employee Compensation
32,545
32,953
39,275
42,050
Materials
50,705
35,601
30,200
37,200
Contract Services
18,858
27,895
16,500
17,000
Cost Allocation
5,800
6,420
6,900
7,400
Total
107,908
102,869
92,875
103,650
General
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
107,908 102,869 92,875 103,650
Total 1 107,908 102,869 92,875 103,650
Personnel Suininary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 0.00 0.00 0.00
Total 1 0.00 0.00 0.00
179
ADMINISTRATIVE SERVICES
HUMAN RESOURCES/RETIREE MEDICAL/
INSURANCE ADMINISTRATION/RISK MANAGEMENT
PROGRAM OVERVIEW
The Human Resources Division is responsible for the administration of a full range of human
resource, employee benefit and labor relations programs including personnel selection,
classification, compensation, equal employment opportunity, labor negotiations, employee
relations, employee development, benefits and retirement. In addition, Human Resources
administers risk management, safety programs, and a self - insured Workers' Compensation
Program. Funding for retiree medical is also covered in the Human Resources budget.
SERVICE OBJECTIVES
Provide for a working environment where respect for the individual is encouraged and
safeguarded.
Provide timely personnel services to departments and divisions in a fair, objective, and equitable
manner.
Enter into agreements with employee groups concerning terms and conditions of employment.
Provide an employee development program addressing immediate and long -term training needs.
Provide departments a listing of qualified persons for employment consideration within 60 days
of an authorized vacant position.
Ensure for equal employment opportunity,
Administer classification plan.
Provide funding for retiree medical each year.
Provide personnel services consistent with the operational needs of user department.
Satisfy statutory regulations regarding Workers' Compensation and employee safety.
Promote a work environment that emphasizes safe work practices.
HUMAN RESOURCES/
INSURANCE ADMINISTRATION/
RETIREE MEDICAL
4500 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
1,077,710
2,932,689
8,252,492
2,568,521
66,116
66,277
62,300
81,400
754,771
1,121,640
1,191,500
1,355,200
18,660
43,332
49,030
43,300
Total 1 1,917,257 4,163,938 9,555,322 4,048,421
Total 1 1,917,257 4,163,938 9,555,322 4,048,421
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 3.99 3.99 4.00
Total 3.99 3.99 4.00
181
Expenditures by Fund
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
Workers' Compensation
394,662
341,350
301,222
405,925
General
1,474,346
3,351,034
8,904,100
3,278,496
Long Term Disability
48,249
471,554
350,000
364,000
Total 1 1,917,257 4,163,938 9,555,322 4,048,421
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 3.99 3.99 4.00
Total 3.99 3.99 4.00
181
ADMINISTRATIVE SERVICES
CODE ENFORCEMENT
PROGRAM OVERVIEW
The Code Enforcement division investigates and responds to citizen complaints related to the
Cupertino Municipal Code. Code Enforcement staff will initiate appropriate corrective action
through public education, verbal and written notice, citation, or other legal proceedings. Code
Enforcement staff also provide assistance to the Sheriff's Department by responding to non -
emergency calls in lieu of sworn law enforcement personnel. This assistance provides a cost
savings to the City.
Code Enforcement activities include services related to property maintenance, parking
enforcement, abandoned vehicle abatement, citizen education, noise, graffiti, temporary sign
enforcement, issuance of permits related to solicitors, handbills, taxi cab and massage therapy.
Assistance is provided to other departments and agencies as related to code enforcement
activities.
This budget also includes funding for the animal control contract. The City of Cupertino
contracts with the City of San Jose for field, medical, licensing, and sheltering services.
SERVICE OBJECTIVES
Respond to citizen, City department, and Sheriff's Department requests for services within 24
hours.
Provide services with an emphasis on public relations and customer service.
Enforce the Municipal Code in a fair, equitable, and objective manner.
182
CODE ENFORCEMENT
4700 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
474,578
434,576
450,375
472,114
10,243
12,070
14,900
14,750
176,510
188,252
230,500
210,000
52,640
66,258
76,520
60,460
Total 1 713,971 701,156 772,295 757,324
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General 713,971 701,156 772,295 757,324
Total 1 713,971 701,156 772,295 757,324
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 4.00 4.00 4.00
Total 4.00 4.00 4.00
183
ADMINISTRATIVE SERVICES
INFORMATION TECHNOLOGY
PROGRAM OVERVIEW
This activity provides for all technology related expenses for the citywide management of
information services. The Information Technology Manager and staff are responsible for
implementing the City's Technology Master Plan and assists in training staff and troubleshooting
the City's information systems. These systems include: the Pentamation financial /building
systems, Records Management system, CLASS Reservation System, Geographical Information
System (GIS) data, EGov and Recreation- Web servers, Code Enforcement databases and the
specific departmental MS SQL databases.
SERVICE OBJECTIVES
Establish standards and procedures for the replacement and maintenance of all personal
computers, printers, peripherals and systems defined in the Technology Master Plan.
Maintain and service the City's wide area network between eight separate locations.
Oversee the implementation of the following key information systems in fiscal year 2010 -11:
PCI and NIST Compliance Standards tools and Business Continuity strategy. Upgrades to the
following systems will also occur: Log and change control management, IT work order system,
security management tools, GIS Aerial and basemap update, Phase II Asset/Work Order System,
Network upgrades, Disaster Recovery Plan update, Security Policy Implementation, Intranet
development and email support for eConnect reservation system.
184
INFORMATION TECHNOLOGY
4800 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
414,088
493,156
513,823
532,334
83,433
55,653
78,100
73,100
223,823
242,772
306,000
327,640
215,339
247,509
357,000
331,550
114,125
157,687
141,200
189,000
Total 1 1,050,808 1,196,777 1,396,123 1,453,624
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
Information Technology ( 1,050,808 1,196,777 1,396,123 1,453,624
Total
1,050,808 1,196,777 1,396,123 1,453,624
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time
4.00
4.00
4.00
Total
4.00
4.00
4.00
185
NOTES
i:.
Parks and
eation
187
PARKS AND
RECREATION
Parks and Recreation
(30.78)
Administration
(2.00)
Senior Center
(7.30)
Sports Center/
Blackberry Golf
(6.00)
..
Facilities/
Community Events
(9.60)
Blackberry Farm
(1.00)
Youth Programs
(4.88)
PARKS AND RECREATION
6100 ADMINISTRATION
FACILITIES/PARKSBLACKBERRY FARM/
COMMUNITY EVENTS
6200 QUINLAN C.C., CULTURAL /SUPRVSN
6220 BLACKBERRY FARM PICNIC AREA
6230 COMMUNITY HALL
6248 CULTURAL PROGRAMS
6265 QUINLAN COMMUNITY CENTER
YOUTH & TEEN PROGRAMS/
MC CLELLAN RANCH PARK
6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR
6342 YOUTH PROGRAMS
6343 TEEN PROGRAMS
6344 TEEN CENTER
6347 NATURE PROGRAMS
6349 RECREATION PROGRAMS
SPORTS & FITNESSBLACKBERRY FARM
GOLF COURSE/MONTA VISTA REC/
CREEKSIDE PARK BUILDING
6400 PHYSICAL RECREATION /SUPERVISION
6440 BLACKBERRY FARM GOLF COURSE
6445 CREEKSIDE PARK PROGRAMS
6449 RECREATION PROGRAMS
6450 CUPERTINO SPORTS CENTER
6460 MONTA VISTA RECREATION CENTER
Expenditures by Division
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
528,703 329,350 340,875
528,703 329,350 340,875
356,735
356,735
525,102
521,490
542,796
566,516
177,482
487,625
657,812
773,057
27,824
34,930
37,703
31,750
178,321
153,442
197,339
190,924
418,825
379,388
381,877
381,552
1,327,554
1,576,875
1,817,527
1,943,799
275,081
299,401
315,025
333,287
33,234
33,353
43,269
34,184
4,314
6,078
9,010
4,174
63,810
63,439
69,771
59,180
89,040
97,829
114,671
126,572
1,132,881
1,040,638
1,228,706
1,261,309
1,598,360
1,540,738
1,780,452
1,818,706
250,552
261,254
266,440
298,571
450,206
495,845
547,672
630,976
6,255
5,226
9,074
6,574
720,336
683,845
1,079,759
1,096,246
1,372,388
1,389,981
1,485,196
1,515,648
3,998
7,846
13,666
7,616
2,803,735 2,843,997 3,401,807 3,555,631
189
SENIOR CENTER PROGRAMS /STEVENS
CREEK TRAIL/BLUE PHEASANT
6500 SENIOR ADULT PROGRAMS
6529 SENIOR CENTER CASE MANAGER
6549 RECREATION PROGRAMS
6660 BLUE PHEASANT RESTAURANT
Expenditures by Division
2007 -08 2008 -09 2009 -10
Actual Actual Adopted
2010 -11
533,413
565,140
571,989
558,404
69,907
78,891
81,604
83,737
536,483
458,443
701,139
603,071
22,900
6,135
12,500
11,000
1,162,703
1,108,609
1,367,232
1,256,212
TOTAL 1 7,421,055 7,399,569 8,707,893 8,931,083
190
NOTES
191
PARKS AND RECREATION
ADMINISTRATION
PROGRAM OVERVIEW
Provides overall department administration, as well as project management, community outreach
and support to the Parks and Recreation Commission.
SERVICE OBJECTIVES
Provide overall department administration, budget control, and employee development and
evaluation.
Supports the Planning and Public Works Departments in the development of new parks.
192
ADMINISTRATION
6100 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
510,454
304,870
323,415
337,010
7,228
8,852
8,350
8,525
1,076
1,086
1,300
1,300
1,585
5,986
0
0
8,360
8,556
7,810
9,900
Total I 528,703 329,350 340,875 356,735
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General 528,703 329,350 340,875 356,735
Total 1 528,703 329,350 340,875 356,735
Personnel Summary
2008 -09 2009 -10 2010-11
Actual Adopted Adopted
Full -time 1.90 2.00 2.00
Total 1.90 2.00 2.00
193
PARKS AND RECREATION
FACILITIES /PARKS /BLACKBERRY FARM/
COMMUNITY EVENTS
PROGRAM OVERVIEW
Provides the supervision and management of the Quinlan Community Center, Memorial Park,
Community Hall, and reservable picnic sites for private events, classes, community group events,
and recreation department activities. Provides supervision and management of the Blackberry
Farm Picnic area. This division is also responsible for the City's special events (Summer
Concert Series, Cinema at Sundown, Shakespeare, the 4`h of July, and Community Tree
Lighting).
For the 2010 -2011 Fiscal Year, this division will generate approximately $250,000 from facility
rentals and picnic reservations.
SERVICE OBJECTIVES — CONTINUED ITEMS FROM 2009 -2010
Complete staff training on the Quinlan Center Mass Shelter Binder and set up meeting with full -
time Parks and Recreation staff to review information.
Work with the Emergency Services Department to review information regarding the Quinlan
Center Mass Shelter binder and create a Blackberry Farm emergency plan.
Work with community groups and supervise all festivals that take place at the Quinlan Center,
Memorial Park, and Community Hall.
Complete a transformation of the Parks and Recreation front office.
Compile and complete a front office staff training manual.
Maintain the Facilities, Events and Blackberry Farm portions of the City website.
Have coordinators trained on Adobe Illustrator and InDesign.
Continue to work on improvements to the Blackberry Farm facilities.
Have staff take courses to receive their pool operator's license.
Manage and supervise the Blackberry Farm aquatic program.
Create a positive relationship with the surrounding neighbors of Blackberry Farm.
Work with the Blackberry Farm Advisory Committee to create an inviting Stevens Creek
Corridor
194
NEW SERVICE OBJECTIVES FOR 2010 -2011
Conduct and supervise a new Halloween movie event in October.
Conduct and supervise a successful Cupertino Day and July 4`" celebration.
Create a festival guideline manual.
Offer water aerobics, tai chi, and yoga at Blackberry Farm.
Continue the transformation of the brochure to color.
Work with Video Department on having televisions in the Quinlan Center lobby.
Work on improving signage in and around the Quinlan Center.
Work on ways to better market our programs with banners, signs, etc.
Work with Public Works on improving the grounds area around the Quinlan Center.
195
NOTES
196
FACILITIES /PARKS /BLACKBERRY FARM
COMMUNITY EVENTS
6200 PARKS AND RECREATION
Total 1 1,327,554 1,576,875 1,817,527 1,943,799
General
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
1,327,554 1,576,875 1,817,527 1,943,799
Total 1,327,554 1,576,875 1,817,527
1,943,799
Expenditures by Category
2008 -09 2009 -10
2010 -11
2007 -08
2008 -09
2009 -10
2010 -11
9.60
Total 9.60 9.60
Actual
Actual
Adopted
Adopted
Employee Compensation
835,638
927,094
1,154,007
1,228,811
Materials
225,812
222,648
203,930
203,420
Contract Services
142,334
127,034
321,800
345,268
Capital Outlay
0
157,185
0
15,000
Cost Allocation
123,770
142,914
137,790
151,300
Total 1 1,327,554 1,576,875 1,817,527 1,943,799
General
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
1,327,554 1,576,875 1,817,527 1,943,799
Total 1,327,554 1,576,875 1,817,527
1,943,799
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
9.60 9.60
9.60
Total 9.60 9.60
9.60
197
PARKS AND RECREATION
YOUTH & TEEN PROGRAMS/MC CLELLAN RANCH PARK
PROGRAM OVERVIEW
Provides for the operation and coordination of youth and teen programs through the
implementation of classes, camps, special events, and excursions. McClellan Ranch Park
continues to offer environmental education classes to school groups, after - school nature classes,
and is the location for the Organic Gardening Program and Rolling Hills 4 -H Ranch Park, The
Youth/Teen Division, in cooperation with the Cupertino Union School District, will oversee the
After School Enrichment Program at school sites and will continue to expand program offerings.
In addition, the Division will expand its level of service to teens by providing new and expanded
programs with the ongoing operation of the Teen Center and through the efforts of the Teen
Commission. The Youth/Teen Division will generate approximately $1,100,000 in user fees for
the 2010/2011 fiscal year.
SERVICE OBJECTIVES
Continue to provide a nine -month Preschool program at the Monta Vista Recreation Center and
the Quinlan Community Center. Provide additional information to parents of the pre- school
participants by videotaping the annual Pre-school Parent Meeting and making the video
accessible to parents on the City website.
Develop marketing strategies that will incorporate a new summer youth/family event and camp
packaging technique that will generate additional revenue while promoting summer programs.
Continue to increase enrollment and revenue for the Afterschool Enrichment program by
renegotiating with existing contractors, reviewing current fee structures, and reducing program
expenses.
Provide vacation camps that will be offered during the mid -year recess and spring recess to
elementary school students.
Assist the Teen Commission with the overall promotion of the Teen Center.
Continue the noon -time programs at the elementary and middle school in the Cupertino Union
School District, as well as establish promotional opportunities within the schools in Cupertino, in
an effort to increase enrollment in youth and teen programs.
Continue to offer school group tours, fee -based nature classes and re- institute the drop -in
Saturday programs at the Nature Museum.
Recruit and train volunteers who can give tours and blacksmithing demonstrations in the newly
rebuilt blacksmith shop at McClellan Ranch Park.
Develop a community -based stewardship program for the Stevens Creek Corridor to restore and
enhance the natural areas. This program will train and support volunteer crew leaders to work
with existing volunteer groups such as Helping Hands and Boy Scouts to control invasive plants,
propagate native plants and plant them in restoration sites, care for these plants through the
establishment period, and monitor the progress of restoration.
YOUTH AND TEEN PROGRAMS
MC CLELLAN RANCH PARK
6300 PARKS AND RECREATION
Expenditures by Category
Total 1,598,360
1,540,738
2007 -08
2008 -09
2009 -10
2010 -11
2007 -08
Actual
Actual
Adopted
Adopted
Actual
Adopted
Adopted
General
465,479
500,100
Employee Compensation
557,397
758,249
784,860
927,892
842,156
Materials
Total 1,598,360
154,417
108,813
135,605
115,580
Contract Services
676,214
627,426
693,920
810,970
Capital Outlay
0
0
0
0
Cost Allocation
9,480
19,639
23,035
50,000
Total 1,598,360
1,540,738
1,780,452
1,818,706
Expenditures by Fund
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
General
465,479
500,100
551,746
557,397
Recreation
1,132,881
1,040,638
1,228,706
1,261,309
Total 1,598,360
1,540,738
1,780,452
1,818,706
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 4.88 4.88 4.88
Total 4.88 4.88 4.88
199
PARKS AND RECREATION
SPORTS AND FITNESS /BLACKBERRY FARM GOLF COURSE/MONTA VISTA REC
CENTER/CREEKSIDE PARK BUILDING
PROGRAM OVERVIEW
Provides for the supervision and operation of the Cupertino Sports Center and Blackberry Farm
Golf Course as enterprise facilities. In addition, provides for supervision and operation of the
Morita Vista Recreation Center and Creekside Park building.
The Sports and Fitness Division includes a diverse physical recreation program for all ages
including sports leagues, camps, clinics, drop -in activities, and special events. Aquatic lessons,
golf, and specialty classes are offered seasonally. This division will generate approximately
$3,304,099 in user fees. The cost recovery is approximately 100 %.
SERVICE OBJECTIVES
Manage the Cupertino Sports Center, Blackberry Farm Golf Course, Morita Vista Recreation
Center, Creekside Park Building, eight school sites, and various City fields.
Operate one high school pool during the summer to facilitate aquatics program and
accommodate 2,000 participants in the Learn-to -Swim Program.
Conduct and supervise the Big Bunny Fun Run, accommodating 300 participants.
Facilitate the adult softball program, accommodating 1,000 participants.
Increase participation in the youth dance program by 10 percent.
Work closely with the Environmental Coordinator regarding new golf course maintenance
requirements
Collaborate with staff to increase community awareness regarding the benefits of our programs
and services.
Begin discussions with incumbent tennis contractor on a new contract.
Work with Public Works staff regarding the activation of a well to irrigate golf course and
identify funding source.
200
SPORTS & FITNESS /BLACKBERRY FARM
GOLF COURSE /MONTA VISTA REC CENTER
CREEKSIDE PARK BUILDING
6400 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
General
Recreation
Sports Center
Blackberry Fann Golf Course
Total
Full -time
Total
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
743,529
779,726
844,447
849,759
141,420
204,161
187,717
257,782
1,876,964
1,830,735
2,323,193
2,329,540
13,697
0
15,000
15,000
28,125
29,374
31,450
103,550
2,803,735 2,843,996 3,401,807 3,555,631
error
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
260,805
274,326
289,180
312,761
720,336
683,845
1,079,759
1,096,246
1,372,388
1,389,981
1,485,196
1,515,648
450,206
495,845
547,672
630,976
2,803,735 2,843,997 3,401,807 3,555,631
201
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adoptec
6.00 6.00 6.00
6.00 6.00 6.00
PARKS AND RECREATION
SENIOR PROGRAMS /STEVENS CREEK TRAIL /BLUE PHEASANT
Create a welcoming environment at the Senior Center for everyone 50 years and older. Enhance
a healthy lifestyle through quality education, recreation, travel, socials and volunteer
opportunities. Cupertino residents use the facility for room rentals on weekends when the Senior
Center is not being used for classes and programs.
The Senior Center program will generate user fees of approximately $500,000 from trips,
memberships, classes, rentals and social events. Council on Aging of Santa Clara County
provides an annual grant of $20,000 from the Older Americans Act to fund the case management
program. Senior Center members support programs and services and give over 13,000 hours of
volunteer service annually.
The Stociclmeir Orchard is encompassed in Phase II of the Stevens Creek Corridor Project. The
site includes one home built in 1903, a converted garage and a three acre orange grove, the only
remaining orchard along the entire length of Stevens Creek.
The Blue Pheasant property is a 6,800 square foot leased restaurant.
SERVICE OBJECTIVES
Implement the Senior Center Travel Program new marketing logo "Share Discovery through
Travel" to achieve an 85% full capacity rate for the 2010 travel program.
Collaborate with the Volunteer Advisory Council to identify possible actions to address the case
overload issue for the Case Management program.
Using effective marketing techniques, Senior Center will work towards holding participation
growth achieved in senior adult program in 2009.
Work with the Stociclmeir Task Force to develop and implement a plan for a legacy farm at the
Stocklmeir property.
Develop the conceptual plan for Phase 2 of the Stevens Creek Corridor Project.
202
SENIOR CENTER PROGRAMS
STEVENS CREEK TRAIL /BLUE PHEASANT
6500 PARKS AND RECREATION
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
Employee Compensation
686,553
732,965
757,322
775,702
Materials
408,893
313,041
527,550
431,950
Contract Services
31,377
19,427
30,660
22,060
Cost Allocation
35,880
43,176
51,700
26,500
Total 1 1,162,703 1,108,609 1,367,232 1,256,212
203
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
1,162,703
1,108,609 1,367,232
1,256,212
Total
1,162,703
1,108,609 1,367,232
1,256,212
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
7.39 7.30
7.30
Total
7.39 7.39
7.30
203
NOTES
204
Community
Development
205
DEVELOPMENT
COMMUNITYI
Community
Development
(23,78)
Administration Housing Services Planning Building Economic Dev,IRDA
(1,39) (0,80) (7,77) (11,90) (1,92)
1•
COMMUNITY DEVELOPMENT
ADMINISTRATION
7200 PLANNING ADMINISTRATION
PLANNING/ECONOMIC DEVELOPMENT/
REDEVELOPMENT AGENCY
7301 CURRENT PLANNING
7302 MID AND LONG RANGE PLANNING
7304 VALLCO REDEVELOPMENT
7306 ECONOMIC DEVELOPMENT
7307 NORTH VALLCO STUDY
HOUSING SERVICES
7401 CDBG GENERAL ADMINISTRATION
7402 REHAB LOAN ADMINISTRATION
7403 AFFORDABLE HOUSING
7404 PUBLIC SERVICE GRANTS
7405 BMR HOUSING
7406 HUMAN SERVICE GRANTS
1
7501 GENERAL BUILDING
7502 CONSTRUCTION PLAN CHECKING
7503 BUILDING CODE ENFORCEMENT
Expenditures by Division
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
207,125
270,606
264,248
268,737
207,125
270,606
264,248
268,737
834,772
754,971
958,038
992,462
200,077
260,179
417,147
234,580
209,062
394,811
345,508
614,850
105,676
184,740
236,329
203,279
19,573
0
0
0
1,369,160
1,594,701
1,957,022
2,045,171
92,392
87,045
84,610
86,986
177
15
0
0
3,964
840,000
379,491
278,591
66,614
64,060
64,493
64,950
141,256
1,246,468
495,687
440,294
37,630
28,881
40,092
40,300
342,033
2,266,469
1,064,373
911,121
605,027
740,950
750,493
819,583
890,994
392,182
321,518
330,739
516,716
576,523
745,558
777,042
207
2,012,737
1,709,655
1,817,569
1,927,364
TOTAL
3,931,055
5,841,431
5,103,212
5,152,393
207
COMMUNITY DEVELOPMENT
ADMINISTRATION
PROGRAM OVERVIEW
Efficiently manage the daily operations of the Community Development Department.
SERVICE OBJECTIVES
Administrative support for Planning, Building, Housing and Economic
Development /Redevelopment functions including processing permit applications and payments,
maintaining records management systems, working to employ technology designed to enhance
customer service and clerical tasks as needed.
Continue to utilize specialized training programs to develop a highly motivated and technically
competent staff.
Continue to streamline the internal application processing system and public review process.
Continue efforts to create a more effective records management system and land use data system
using Geographic Information System (GIS).
Continue to enhance the public interface and information systems.
_1:
ADMINISTRATION
7200 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
183,196
188,219 197,098
205,637
4,005
11,111 9,450
9,700
13,514
59,828 46,000
46,000
6,410
11,448 11,700
7,400
Total
207,125
270,606 264,248
268,737
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
207,125
270,606 264,248
268,737
Total
207,125
270,606 264,248
268,737
Personnel Summary
2008 -09 2009 -10
2010-11
Actual Adopted
Adopted
Full -time
1.39 1.39
1.39
Total
1.39 1.39
1.39
209
COMMUNITY DEVELOPMENT
PLANNING /ECONOMIC DEVELOPMENT /REDEVELOPMENT AGENCY
'.• u i ./
Provide efficient and responsive professional planning services to the community and implement
city development policies, programs, and regulations.
The Mid and Long Range program examines the General Plan to ensure that it reflects
community values, prepares new and updated ordinances, prepares and interprets development
policy, and works with several special purpose agencies to address issues of regional concern
such as transportation and air quality.
The Current Planning program provides technical processing of applications for land
development, including environmental assessment, architectural and landscaping review, and
commercial sign requests.
The Economic Development Committee is also covered in this division. The committee is
responsible for the identification and implementation of programs specifically targeted to
business retention, expansion and attraction. A detailed workplan is pursued each year to ensure
high priority of this program.
SERVICE OBJECTIVES
Provide timely and complete technical processing of approximately 125 applications for
discretionary land use entitlements and 30 code enforcement actions.
Prepare and provide recommendations to the Planning Commission and Council regarding
specific plans, zoning ordinance amendments and amendments to the General Plan.
Check approximately 400 building permit plan sets for compliance with zoning requirements
within the time limits set by Planning Division policy.
Maintain a parcel database, a project database, develop a Geographic Information System and
provide planning resources on Cupertino's web page.
Planners are encouraged to attend at least one UC extension course training sessions and /or
conferences regarding professional planning topics. Planners are also encouraged to get and
maintain American Institute of Certified Planners (AICP) certification. The building inspectors
will continue to participate in the certificate program offered by the International Conference of
Building Officials.
Enhance the business environment and economic climate while maintaining a healthy balance
with residential concerns.
Enhance and promote a strong local economy to provide municipal services that business and
residents desire and need to maintain the community's quality of life.
210
PLANNING/
ECONOMIC DEVELOPMENT/
REDEVELOPMENT AGENCY
7300 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopter
1,184,905
1,071,863
1,332,198
1,398,075
82,859
275,372
194,100
436,551
52,356
190,610
370,134
154,245
49,040
56,856
60,590
56,300
Total 1 1,369,160 1,594,701 1,957,022 2,045,171
211
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
1,160,098
1,199, 890 1,611,514
1,430,321
Redevelopment Agency
209,062
394,811 345,508
614,850
Total
1,369,160
1,594,701 1,957,022
2,045,171
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
9.70 9.64
9.69
Total
9.70 9.64
9.69
211
COMMUNITY DEVELOPMENT
HOUSING SERVICES
PROGRAM OVERVIEW
The Housing Services Division manages the City's housing programs and related services for
residents of very low to moderate income. The Division's primary goals are (1) to encourage a
balanced community by improving the local availability of affordable housing opportunities and
(2) to maintain the existing housing stock by correcting housing deficiencies and building code
violations in existing homes.
The Division provides loans and grants for the development of affordable housing units, the
provision of housing related services, and the rehabilitation of single- family homes. The
Division also conducts research and recommends innovative approaches to the financing and
development of affordable housing options.
SERVICE OBJECTIVES
Submit approved Consolidated Plan to the federal department of Housing and Urban
Development (HUD).
Coordinate the Request for Proposals for Community Development Block Grant (CDBG) funds
and the Affordable Housing Fund by March 2011. Present CDBG proposals to the Housing
Commission for their recommendation. Conduct two public hearings in April 2011 for setting
funding priorities and final award of CDBG funds.
Develop and monitor contracts with all CDBG sub - recipients on a quarterly basis.
Present funding applications and coordinate meetings as needed of the CDBG Steering
Committee. Quarterly monitor housing program accounts and affordable housing loan payments
and rent payments to the Affordable Housing Fund. Meet with local developers and other
property owners to encourage the development of 30 affordable housing units.
Monitor existing Housing Rehabilitation Program loan collections, payoffs, foreclosures, and
program income for $100,000 loan portfolio.
Provide Mortgage Credit Certificate funding in the amount of $100,000 (4 MCC's).
Implement Housing programs: housing development; Below Market Rate and Mortgage Credit
Certificate programs, particularly for public employees, teachers; housing advocacy program.
212
HOUSING SERVICES
7400 COMMUNITY DEVELOPMENT
Total
Expenditures by Category
2,266,469 1,064,373
911,121
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
Actual
Actual Adopted
Adopted
General
37,630
Employee Compensation
105,368
92,347
108,078
111,761
Materials
175,576
2,083,331
808,503
683,360
Contract Services
61,089
90,791
147,792
116,000
Total
342,033
2,266,469 1,064,373
911,121
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
37,630
28,881 40,092
40,300
Housing
304,403
2,237,588 1,024,281
870,821
Total
342,033
2,266,469 1,064,373
911,121
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.79 0.80
0.80
Total
0.79 0.80
0.80
213
COMMUNITY DEVELOPMENT
PROGRAM OVERVIEW
Safeguard the health, safety and welfare of residents, workers, and visitors to Cupertino by
effective administration and enforcement of adopted codes and ordinances, which regulate the
design, construction, use, occupancy, location, and maintenance of all buildings and structures.
SERVICE OBJECTIVES
Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement
Program to ensure that buildings are constructed based upon approved codes and that they are
safe and well maintained.
Provide a friendly, efficient department that assists customers in meeting their deadlines and
objectives.
Increase the knowledge of staff through in -house training, meetings, and seminars.
Provide useful and informative data on the City's website.
214
BUILDING
7500 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Total 1 2,012,737 1,709,655 1,817,569 1,927,364
Expenditures by Category
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
1,709,655 1,817,569
1,927,364
Total 2,012,737
1,709,655 1,817,569
1,042,234
1,283,945
1,475,929
1,525,784
30,172
31,937
31,700
35,800
825,971
241,015
147,300
191,190
114,360
152,758
162,640
174,590
Total 1 2,012,737 1,709,655 1,817,569 1,927,364
Full -time
Total
215
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adoptec
11.90 11.90 11.90
11.90 11.90 11.90
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
2,012,737 ,
1,709,655 1,817,569
1,927,364
Total 2,012,737
1,709,655 1,817,569
1,927,364
Full -time
Total
215
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adoptec
11.90 11.90 11.90
11.90 11.90 11.90
NOTES
216
Public Works
217
me
Public
Works
(72.59)
Administration Transportation Service Center Environmental Engineering
(3.30) (4.25) (2.10) Mgmt. (3.57) (6.72)
Facility Ground Street and Fleet Trees and
Maintenance Maintenance Maintenance Right of Way
(7.35) (18.30) 1 (12.00) (15.00)
218
PUBLIC WORKS
ADMINISTRATION
8001 PUBLIC WORKS ADMINISTRATION
8005 ENVIRONMENTAL MANAGEMENT
ENVIRONMENTAL PROGRAMS
8003 RESOURCE RECOVERY
8004 NON POINT SOURCE
ENGINEERING SERVICES
8101 ENGINEERING DESIGN
8102 INSPECTION SERVICE
SERVICE CENTER
8201 ADMINISTRATION
GROUNDS
8302 MCCLELLAN RANCH PARK
8303 MEMORIAL PARK
8312 SCHOOL SITE MAINTENANCE
8314 NEIGHBORHOOD PARKS
8315 SPORTS FIELD JOLLYMAN /CREEKSIDE
8321 CIVIC CENTER MAINTENANCE
Expenditures by Division
2007 -08 2008 -09 2009 -10
Actual Actual Adopted
2010 -11
704,206 1,023,815 1,006,209 1,055,967
140,122 141,384 147,879 150,822
844,328 1,165,199 1,154,088 1,206,789
887,759 849,531 827,931 849,968
887,759 849,531 827,931 849,968
42,145
505,970
518,918
562,112
579,360
507,237
150,437
155,889
163,892
125,526
529,250
656,407
674,807
726,004
704,886
1,098,239
2,056,063
1,998,184
2,493,675
1,964,968
140,245
328,262
418,149
510,453
529,115
2,617,620
2,384,325
2,416,333
3,004,128
2,494,083
704,206 1,023,815 1,006,209 1,055,967
140,122 141,384 147,879 150,822
844,328 1,165,199 1,154,088 1,206,789
887,759 849,531 827,931 849,968
887,759 849,531 827,931 849,968
42,145
49,329
54,563
55,684
477,064
507,237
516,055
557,222
658,404
551,021
529,250
548,937
904,348
939,908
1,157,446
1,098,239
386,105
418,267
465,510
482,521
140,245
151,858
152,808
160,004
2,608,311
2,617,620
2,875,632
2,902,607
219
STREET AND FLEET
8401 STORM DRAIN MAINTENANCE
8402 STREET CLEANING
8403 SIDEWALK CURB AND GUTTER
8404 STREET PAVEMENT MAINTENANCE
8405 STREET SIGNS MARKINGS
8406 GRAFFITI REMOVAL
8830 STREET LIGHTING
8840 EQUIPMENT MAINTENANCE
8850 SERVICE CENTER OPERATIONS
19 704 x1"Me"1 19 U l [I s7 �liitl \'1
8407 OVERPASSES AND MEDIANS
8408 STREET TREE MAINTENANCE
8409 ELMWOOD PROGRAM
FACILITIES
8501 BUILDING MAINTENANCE CITY HALL
8502 LIBRARY
8503 SERVICE CENTER
8504 QUINLAN COMMUNITY CENTER
8505 SENIOR CENTER
8506 MC CLELLAN RANCH
8507 MONTA VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTINO SPORTS CENTER
8511 CREEKSIDE PARK
8512 COMMUNITY HALL MAINTENANCE
8513 TEEN CENTER BLDG MAINTENANCE
Expenditures by Division
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
0
0
141,775
39,000
85,012
89,079
76,298
143,413
168,440
163,698
119,348
122,974
179,874
195,038
180,020
194,363
387,154
454,925
453,091
406,471
44,047
41,338
59,553
52,275
420,877
547,929
467,950
498,103
961,264
874,359
985,015
1,090,982
0
0
0
124,131
2;246,668
2,366,366
2,483,050
2,671,712
670,559
765,006
868,988
1,044,028
712,949
729,223
753,372
819,159
321,164
301,138
278,111
270,442
1,704,672
1,795,367
1,900,471
2,133,629
516,761
421,546
546,214
485,072
247,988
241,221
253,427
252,216
279,959
309,358
308,036
298,807
375,067
364,069
363,727
382,416
147,876
185,233
186,700
196,697
54,874
61,419
81,085
71,954
94,218
116,667
122,138
147,583
26,935
21,541
33,213
39,107
32,570
26,195
26,632
29,143
175,014
204,345
226,332
253,629
58,511
64,504
77,442
47,242
138,516
168,811
179,429
217,562
28,567
22,204
46,659
14,650
2,176,856
2,207,113
2,451,034
2,436,078
220
TRANSPORTATION
8601 TRAFFIC ENGINEERING
8602 TRAFFIC SIGNAL AND MAINTENANCE
8603 TRAFFIC SAFETY STUDY
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION
Expenditures by Division
2007 -08
Actual
2008 -09
Actual
2009 -10
Adopted
2010 -11
Adopted
399,850
383,348
487,471
491,121
412,557
520,643
609,119
610,797
8,542
0
0
0
820,949
903,991
1,096,590
1,101,918
321,000 242,039 111,000 25,000
321,000 242,039 111,000 25,000
TOTAL 14,651,275 15,238,366 16,629,928 16,526,670
221
PUBLIC WORKS
ADMINISTRATION
PROGRAM OVERVIEW
Administers the different divisions within the Public Works Department -- Engineering,
Environmental Programs, Transportation, Facilities, General Services, Grounds, and Streets.
SERVICE OBJECTIVES
Carry out the responsibilities of the Public Works Department in the most efficient and
productive manner by continuously assessing current programs.
Provide response within 24 hours to the community on complaints and request for services.
Represent the City on county and regional issues such as congestion management.
222
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
ADMINISTRATION
8000 PUBLIC WORKS
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopter
503,267
531,956
560,404
572,186
62,243
47,047
68,900
27,400
77,977
80,444
80,500
87,500
12,920
15,360
16,200
17,800
656,407 674,807 726,004 704,886
Expenditures by Fund
2007 -08 2008 -09 2009 -1.0 2010 -11
Actual Actual Adopted Adopted
General 656,407 674,807 726,004 704,886
Total 656,407 674,807 726,004 704,886
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 3.35 3.35 3.30
Total 3.35 3.35 3.30
ON
PUBLIC WORKS
ENVIRONMENTAL PROGRAMS
PROGRAM OVERVIEW
The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff
Program Fund and the Environmental Management activity. The Division provides contract
management, program development and implementation, staff training and public education and
information as they relate to solid waste, recycling, household hazardous waste, and urban runoff
pollution prevention.
SERVICE OBJECTIVES
Comply with State AB939 requirements to divert 50 percent solid waste from the landfill by the
year 2000, and maintain greater than 50 percent diversion thereafter by implementing source
reduction, recycling and composting programs. Future State legislation may require 75 percent
diversion. Cupertino is planning to achieve 75 percent diversion by 2014.
Provide contract oversight for solid waste and recyclables collection and hauling, yard waste
processing, compost hauling, solid waste disposal and household hazardous waste collection.
Comply with new State Regional Water Quality Control Board (NPDES) municipal regional
permit requirements with regard to urban runoff pollution prevention, erosion control and low
impact development.
Coordinate urban runoff pollution prevention activities (catch basin cleaning, implementation of
new and redevelopment requirements for private and municipal projects, oversight of required
construction best management practices, inspection of grease generating food facilities and
businesses that are more likely to generate water pollution discharges) with other departments
and divisions (e.g. Planning, Building, Engineering, Public Works Service Center).
Represent the City on county and regional issues such as solid waste, recycling, urban runoff
pollution prevention and household hazardous waste.
Provide public education and information to the residents, businesses and schools regarding
environmental programs and requirements.
224
ENVIRONMENTAL PROGRAMS
8003 -8004 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
212,280
268,473
464,528
500,133
28,699
36,087
32,300
17,350
2,140,394
2,107,790
2,504,000
1,973,300
2,952
3,983
3,300
3,300
Total 1 2,384,325 2,416,333 3,004,128 2,494,083
225
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
Resource Recovery
2,056,063
1,998,184 2,493,675
1,964,968
Non Point Source
328,262
418,149 510,453
529,115
Total
2,384,325
2,416,333 3,004,128
2,494,083
Personnel Sumuzary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
3.15 3.57
3.57
Total
3.15 3.57
3.57
225
PUBLIC WORKS
ENGINEERING SERVICES
PROGRAM OVERVIEW
The Engineering Division provides design and construction administration for all capital
improvement programs including streets, buildings, parks, utilities, and pavement maintenance.
The Division reviews plans for all private developments including residential, commercial and
industrial to ensure conformance with City standards. Inspection services ensure compliance
with City standards on all public and private projects. The Division also responds to citizen and
other requests related to infrastructure and other public improvements in City jurisdiction.
SERVICE OBJECTIVES
Respond to public inquiries or complaints in a timely manner.
Ensure that all public improvements are constructed in accordance with City standards.
Place safety of the general public, City employees and workers as the highest priority on
construction sites. Minimization of injury accidents and prevention of fatalities is safety goal.
Maintain infrastructure at the least possible cost by selecting the program to yield the best
benefit/cost ratio.
Continue to expand GIS system.
226
ENGINEERING SERVICES
8100 PUBLIC WORKS
Expenditures by Category
Total I 844,328 1,165,199 1,154,088 1,206,789
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General 844,328 1,165,199 1,154,088 1,206,789
Total 1 844,328 1,165,199 1,154,088 1,206,789
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 6.72 6.72 6.72
Total 6.72 6.72 6.72
227
2007 -08
2008 -09
2009 -10
2010 -11
Actual
Actual
Adopted
Adopted
Employee Compensation
708,714
893,083
925,158
986,479
Materials
:` 20,980
18,422
20,650
21,000
Contract Services
78,794
213,061
154,400
154,400
Capital Outlay
0
0
7,000
0
Cost Allocation
35,840
40,633
46,880
44,910
Total I 844,328 1,165,199 1,154,088 1,206,789
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General 844,328 1,165,199 1,154,088 1,206,789
Total 1 844,328 1,165,199 1,154,088 1,206,789
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 6.72 6.72 6.72
Total 6.72 6.72 6.72
227
PUBLIC WORKS
SERVICE CENTER
PROGRAM OVERVIEW
Administer the public works field operations including streets, facilities, and grounds divisions,
and provide administration for the service center and clerical support. Costs related to non-
specific activity functions; such as, sick leave, holiday, vacation, other leaves, travel time,
contract administration for school crossing guards, and equipment operating, street sweeping
cost are recorded to this cost center.
SERVICE OBJECTIVIES
Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs,
vehicle and equipment, and streetlights.
Maintain record of complaints and requests for services by tracking responses through computer
programs.
Maintain productivity units of measure for each task performed by employee and activity center.
M
Employee Compensation
Materials
Contract Services
Cost Allocation
SERVICE CENTER
8200 PUBLIC WORKS
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopter
376,301
343,643
342,951
334,838
53,525
50,292
64,000
64,500
161,573
153,809
162,500
154,000
296,360
301,787
258,480
296,630
Total I 887,759 849,531 827,931 849,968
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General 887,759 849,531 827,931 849,968
Total 887,759 849,531 827,931 849,968
Personnel Summaty
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
Full -time 2.20 2.20 2.10
Total 2.20 2.20 2.10
229
PUBLIC WORKS
GROUNDS
PROGRAM OVERVIEW
The Grounds Division maintains 16 parks and landscape areas consisting of approximately 122
acres of community and neighborhood facilities. The park sites include Memorial, Linda Vista,
McClellan, Monta Vista, Portal, Somerset, Varian, Wilson, Jollyman, Three Oaks, Hoover,
Canyon Oak, Little Rancho, Creekside, Library Field and Civic Center Plaza. The City also
maintains school sites for recreational activities at Hyde, Eaton, Lincoln, Regnart, Faria, Stevens
Creek, Garden Gate, and Kennedy schools consisting of approximately 52 acres.
SERVICE OBJECTIVES
Daily Tasks: restroom maintenance, equipment repair, general cleanup, debris, and graffiti
removal. Goal to minimize complaints to less than two per month.
Weekly Tasks: mowing, edging, maintenance of play equipment and park accessories.
Maintenance of tennis courts, where available.
Quarterly Tasks: landscape maintenance, aerating, fertilizing, weeding, etc.
Semi - Annual Tasks: pruning and spraying trees and shrubs, and as needed, sprinkler repair,
replacement of planting material, tennis court nets, etc.
Maintain school sites for recreational activities for Eaton, Regnart, Faria, Stevens Creek, Hyde,
Garden Gate, Kennedy, and Lincoln (approximately 52 acres).
Utilize Elmwood work furlough program to assist in weekend and weekday cleanup programs.
Contract restroom cleaning at the following park sites: Linda Vista, Monta Vista, Portal, Wilson,
McClellan Ranch, Memorial, Jollyman, and Creekside Parks.
230
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
GROUNDS
8300 PUBLIC WORKS
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopter
1,616,895 1,654,875 1,798,947 1,863,962
592,573
545,837
599,025
601,025
117,432
87,171
125,000
127,100
64,861
83,025
151,500
106,500
216,550
246,712
2015160
204,020
Total 1 2,608,311 2,617,620 2,875,632 2,902,607
Full -time
Total
231
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
18.30 18.30 18.30
18.30 18.30 18.30
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
2,608,311
2,617,620 2,875,632
2,902,607
Total 2,608,311
2,617,620 2,875,632
2,902,607
Full -time
Total
231
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
18.30 18.30 18.30
18.30 18.30 18.30
PUBLIC WORKS
STREET AND FLEET
PROGRAM OVERVIEW
The Street and Fleet Division maintains City streets, traffic signs and markings, concrete
improvements, street lights and all fleet equipment, including small power equipment.
Responsible for commercial /industrial, illicit connection and illegal discharge inspection of
storm water pollution prevention program. Responsible for handling of hazardous waste and
materials, hazardous waste record reports and maintains the above and below ground fuel tanks.
Provides maintenance and service to all vehicles (93), rolling stock (54), trailers (21), riding
mowers (12), and all power equipment (234). Maintains City -owned streetlights (3380), parking
lot lights, and park lights. Responsible for inspection's of all new street light installations.
Perform fabrication, welding and repair of metal parts and equipment for City vehicles,
apparatus, structures and facilities. Write specifications and bid per city procedure the purchases
of trucks, tractors, and other significant equipment. Complete USA underground locate service
requests for City owned utilities.
Administration of contracted services, including but not limited to, sidewalks curbs and gutter,
street sweeping, storm drain maintenance and school crossing guard services.
SERVICE OBJECTIVES
Perform stop gap maintenance of city streets. Maintain traffic signs / markings per the Manual of
Uniform Traffic Control standards.
Respond within two business days to cleanup of graffiti on city property.
Support the annual street maintenance program consisting of slurry sealing and improving the
structural integrity by adding asphalt overlays to existing facilities, Provide input for the
computerized pavement management program; assist in developing priorities and providing
future planning for scheduling future road improvements.
Maintenance of storm drain inlets, collection system, in -fall and out -fall structures.
Manage the maintenance of sidewalks, curbs, and gutters through contractual service. Respond
within one business day for emergency or temporary repair to alleviate hazardous conditions.
Maintenance of the city streetlight, park and parking light systems for a safe environment.
Respond to request /outages within five working days of notice.
Maintenance of city vehicles and equipment to reduce operating cost and increase safety.
Repair vandalized, broken and worn metal equipment for safety.
Manage day to day street sweeping contractor that provides street cleaning every two weeks in
residential areas and every week in the commercial and industrial areas. There are approximately
696 curb miles that are swept each month.
Strive for a safe and clean working environment for the employees at the Service Center
Maintenance yard.
232
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
STREET AND FLEET
8400/8800 PUBLIC WORKS
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
1,098,017 1,022,817 1,189,530 1,153,132
647,981
695,754
691,500
779,900
100,032
104,674
163,500
160,000
52,431
153,707
55,000
25,000
348,207
389,414
383,520
553,680
Total
2,246,668
2,366,366
2,483,050
2,671,712
Expenditures by Fund
2007 -08
2008 -09
2009 -10
2010 -11
Actual.
Actual
Adopted
Adopted
Transportation
735,468
813,661
752,459
723,808
Equipment Maintenance
961,264
874,359
985,015
1,090,982
General Fund
549,936
678,346
745,576
856,922
Total
2,246,668
2,366,366
2,483,050
2,671,712
Full -time*
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
26.45 26.30 12.00
Total ( 26.45
* Includes Trees and Right of Way staff in 2008 -09 and 2009 -10
233
26.30 12.00
PUBLIC WORKS
TREES AND RIGHT OF WAY
PROGRAM OVERVIEW
The Trees and Right of Way Division maintains approximately 13,000 street trees, 31.54
developed acres median island hardscapes softscapes and overpass landscape and maintains
21.69 undeveloped acres of city right of way.
SERVICE OBJECTIVES
Timely maintain street trees to promote disease free trees for the enjoyment of
residents/business. Timely maintenance activities include trimming, planting, watering, spraying,
staking, pest management and new tree planting care within city right of way. Remove diseased
and damaged trees as needed.
Timely maintain improved median islands, landscape strips, trails, landscaped roadsides and
public right of ways. Activities include maintenance and water efficient programming of
irrigation systems, department of pesticide regulation approved methods of weed and pest
control, pruning and fertilization of new plant stock.
Effectively administer and schedule the Elmwood work furlough program for a variety of non -
skilled activities including but not limited to trash pick -up, weed control, right of way
maintenance and sand bag filling.
234
TREES AND RIGHT OF WAY
8400 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopter
1,240,694 1,327,899 1,382,921 1,541,149
267,057
257,484
251,450
253,250
27,967
25,198
61,500
39,000
14,944
4,829
10,000
10,000
154,010
179,957
194,600
290,230
Total 1,704,672 1,795,367 1,900,471 2,133,629
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
General
1,704,672 1,795,3 67 1,900,471 2,133,629
Total 1 1,704,672 1,795,367 1,900,471 2,133,629
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopter
Full -time*
Total
* 2008 -09 and 2009 -10 staff was a part of Street and Fleet Division.
235
15.00
15.00
PUBLIC WORKS
FACILITIES
PROGRAM OVERVIEW
Provides maintenance and mechanical services to all public buildings. These include 13 City -
owned buildings and nine single standing restroom facilities.
Administers the janitorial contract, alarm system, and the maintenance of building equipment at
all City facilities and special projects.
SERVICE OBJECTIVES
Maintain City buildings and installations to reflect community pride by responding to citizen
requests within one business day.
Strive for safe and clean working environment for the public and employees and reduce
complaints to less than 24 requests per year.
Maintain City communication system, telephone system, security and key systems.
236
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
FACILITIES
8500 PUBLIC WORKS
2007 -08
Actual
827,810
597,106
468,718
236,325
46,897
Expenditures by Category
2008 -09
2009 -10
2010 -11
Actual
Adopted
Adopted
2008 -09 2009 -10
2010 -11
787,115
804,289
797,628
628,481
689,950
674,500
470,019
553,300
564,190
212,162
302,750
267,000
109,336
100,745
132,760
Total 1 2,176,856 2,207,113 2,451,034 2,436,078
237
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
General
2,001,842
2,002,768 2,224,702
2,182,449
Sports Center
175,014
204,345 226,332
253,629
Total
2,176,856
2,207,113 2,451,034
2,436,078
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
7.90 7.90
7.35
Total
7.90 7.90
7.35
237
PUBLIC WORKS
TRANSPORTATION
PROGRAM OVERVIEW
The Transportation Division develops plans, specifications and estimates for the installation,
operation and maintenance of the traffic signals, the traffic signal interconnects, traffic signs,
pavement markings, and design standards. The Division assists in the preparation of the General
Plan, street plan lines and capital improvement program related to street improvements.
The Transportation Division also participates in the review of private development proposals to
identify potential traffic impacts and to require necessary mitigations to keep levels of service at
acceptable levels.
SERVICE OBJECTIVES
Ensure the efficiency and safety of the street system through continual observation of traffic
signals and other traffic control devices. Review traffic collision reports periodically, traffic
flow patterns annually, intersection levels of service bi- annually, and neighborhood traffic issues
as needed.
Cooperate with neighboring jurisdictions on mutual issues that affect both traffic safety and
traffic efficiency at city boundaries. Continue training personnel in traffic engineering by
encouraging attendance at classes and seminars at least once a year.
Maintain the level of service on the traffic control systems by monitoring traffic flows regularly
and updating the traffic signal tuning patterns as needed.
238
Employee Compensation
Materials
Contract Services
Cost Allocation
TRANSPORTATION
8600 PUBLIC WORKS
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
582,200
486,946
602,650
629,578
55,163
51,438
72,150
63,650
122,646
281,699
306,500
277,500
60,940
83,908
115,290
131,190
Total 1 820,949 903,991 1,096,590 1,101,918
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adoptec
General 1 820,949 903,991 1,096,590 1,101,918
Total
Full -time
820,949 903,991 1,096,590 1,101,918
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adoptec
4.23 4.25 4.25
Total I 4.23 4.25 4.25
239
PUBLIC WORKS
FIXED ASSETS ACQUISITION
PROGRAM OVERVIEW
The purchase of equipment having a value greater than $5,000, expected life of more than one
year and used for general government purposes is financed from this budget. Equipment users
are charged for the use of these assets through a depreciation schedule. Equipment used by
Special Revenue and Enterprise funds are charged to the respective funds.
SERVICE OBJECTIVES
Obtain quality equipment through competitive bidding.
Pursue the purchase of energy efficient vehicles whenever possible.
CAPITAL OUTLAY
Replacement Fund Purchases:
Vehicle Description Amount
# 136 60 " mower 12,500
# 146 60 " mower 12,500
240
FIXED ASSETS ACQUISITION
9820 PUBLIC WORKS
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
Capital Outlay 321,000 272,039 111,000 25,000
Total 321,000 272,039 111,000 25,000
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
Equipment Maintenance 321,000 272,039 111,000 25,000
Total 321,000 272,039 111,000
25,000
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.00 0.00
0.00
Total 0.00 0.00
0.00
241
NOTES
242
243
NOTES
244
NON - DEPARTMENTAL
INTERFUND TRANSFERS
0100 TRANSFERS OUT
GENERAL FUND
STORM DRAIN FUND
PARK DEDICATION FUND
REDEVELOPMENT AGENCY
CAPITAL IMPROVEMENT
CAPITAL IMPROVEMENT RESERVE
RESOURCE RECOVERY
STEVENS CREEK CORRIDOR PARK
TRANSPORTATION FUND
RECREATION PROGRAMS
SENIOR CENTER
DEBT SERVICE
5301 PUBLIC FACILITIES CORPORATION
5306 TRAFFIC IMPACT
I
Expenditures by Division
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
18,334,750
7,110,000
7,573,000
7,225,000
95,000
25,000
60,000
0
0
0
200,000
1,100,000
0
263,324
0
500,000
1,211,000
573,925
0
150,000
0
1,000
0
975,000
500,000
0
0
0
420,000
50,000
0
0
645,000
0
0
0
0
0
0
600,000
50,165
0
0
0
21,255,915 8,023,249 7,833,000 10,550,000
3,538,402 3,533,714 3,539,543 3,534,964
39,300 37,050 34,750 36,838
3,577,702 3,570,764 3,574,293 3,571,802
TOTAL 24,833,617 11,594,013 11,407,293 14,121,802
245
NON - DEPARTMENTAL
1NTERFUND TRANSFERS
PROGRAM OVERVIEW
Interfund transfers represent transfers of monies between various funds. These transfers provide
resources to the receiving fund to support operating and capital project costs. For the 2010 -11
fiscal year, budgets have been established for the following transfers:
1. Funding from the General Fund to the Debt Service Fund in the amount of $3,533,000 which
provides for the annual payment of the Certificates of Participation for the City Hall /Library
remodel, Wilson Park, Memorial Park, Open Space acquisitions, the new library and the new
animal control facility.
2. Funding from the General Fund to the Retiree Medical Fund in the amount of $1,500,000 to
provide for current and future retiree medical obligations.
3. $1,100,000 from the Park Dedication Fund to finance Phase 2 of the Stevens Creek Corridor
Park project.
4. A total of $860,000 from Capital Reserves to the Capital Improvement Projects Fund to
finance Park Path and Parking Lot Repairs and Resurfacing, Trail Resurfacing at School
Sports Fields, Scenic Circle Access, AM Station Antenna Relocation, Library Fountain,
Stocklmeir Orchard Irrigation, McClellan Ranch 4H Sanitary Connection, Service Center
Tool Crib, Traffic Signal Battery Backup System, Community Hall AV Upgrades, and
McClellan Repairs and Painting.
5. To maintain streets, $750,000 goes from the General Fund to the Transportation Fund.
6. Recreation Funds of $400,000 to the Blackberry Farm Golf Course to upgrade the latter's
irrigation system.
7. $200,000 from Recreation to the Capital Improvement Projects Fund for the Environmental
Education Facility at McClellan Ranch.
8. The General Fund transfers $382,000 of its utility user tax reserve to capital funds, however,
$265,000 of it is subsequently returned to the General Fund to reduce its fund deficit.
9. A $500,000 loan from the General Fund to the Cupertino Redevelopment Agency which will
pay it back in the same year.
10. Funding from the General Fund to the Compensated Absence Fund totaling $225,000 for
employee accumulated leave payouts.
11. Funding from the General Fund to the Information Technology Fund in the amount of
$200,000 to improve the City's website, permit system, video capabilities, geographic
information system, email storage, and mobile computing.
12. Funding from the General Fund to the Environmental Management Fund in the amount of
$135,000 to cover operations.
246
INTERFUND TRANSFERS
0100 INTERFUND TRANSFERS
Transfers Out
Total
General
Storm Drain
Park Dedication
Redevelopment Agency
Capital Improvement
Capital Improvement Reserves
Resource Recovery
Stevens Creek Corridor Park
Transportation Fund
Recreation Programs
Senior Center
Total
Full -time
Total
Expenditures by Category
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopter
21,255,915
8,023,249
7,833,000
10,550,000
0
0
200,000
1,100,000
21,255,915
8,023,249
7,833,000
10,550,000
Expenditures by Fund
2007 -08 2008 -09 2009 -10 2010 -11
Actual Actual Adopted Adopted
18,334,750 7,110,000 7,573,000 7,225,000
95,000
25,000
60,000
0
0
0
200,000
1,100,000
0
263,324
0
500,000
1,211,000
573,925
0
150,000
0
1,000
0
975,000
500,000
0
0
0
420,000
50,000
0
0
645,000
0
0
0
0
0
0
600,000
50,165
0
0
0
21,255,915 8,023,249 7,833,000 10,550,000
247
Personnel Summary
2008 -09 2009 -10 2010 -11
Actual Adopted Adopted
0.00 0.00 0.00
0.00 0.00 0.00
NON - DEPARTMENTAL
DEBT SERVICE
PROGRAM OVERVIEW
The Debt Service Program provides for the payment of principal and interest obligations and
associated administrative costs incurred with the issuance of debt instruments for the City and the
Public Facilities Corporation. The budget includes funding for the following debt service
payments:
V
1. The Public Facilities Corporation's arinual payments of principal and interest on the City
Hall /Library, Wilson/Memorial Open Space and Library Certificates of Participation (COP).
In September, 2002, the City refinanced its $44 million in debt to obtain a lower interest rate
and extend debt maturity. An additional $10 million was issued to ensure adequate funding
of the five year Capital Improvement Program, and primarily the new library project.
The majority of the borrowings occurred in early 1990 to acquire additional park real estate
and expand community facilities. A breakdown of the capital acquisitions follows:
• Increased 90 acres of park real estate to 190 acres, a 111 % increase;
• Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase;
• Specific purchases included:
Blackberry Farm - $18 million, voter approved debt;
Creekside Park - $12 million voter approved debt;
Sports Center - $8 million;
Quinlan Community Center, including park real estate - $6.1 million;
Wilson Park and improvements - $5.6 million;
Jollyman Park development - $1 million;
City Hall renovation/improvements - $1.7 million;
Library renovation/improvements - $1.7 million.
New library /community center - $10 million.
2. The annual payment of principal and interest on outstanding special assessment bonds for
Traffic Impact. The City acts as agent for the property owners of parcels upon which
assessments were made for local improvements and therefore is not a guarantee or directly
liable for the debt.
V .
DEBT SERVICE
5301/5306 DEBT SERVICE
Expenditures by Category
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
Debt Service /Other
3,577,063
3,570,764 3,574,293
3,571,802
Total
3,577,063
3,570,764 3,574,293
3,571,802
Expenditures by Fund
2007 -08
2008 -09 2009 -10
2010 -11
Actual
Actual Adopted
Adopted
Public Facilities Corporation
3,538,063
3,533,714 3,539,543
3,534,964
Traffic Impact
39,000
37,050 34,750
36,838
Total
3,577,063
3,570,764 3,574,293
3,571,802
Personnel Summary
2008 -09 2009 -10
2010 -11
Actual Adopted
Adopted
Full -time
0.00 0.00
0.00
Total
0.00 0.00
0.00
NOTES
250
Five Year
Capital
Improvements
Program
Fiscal Years 2010 -11 to 2014 -15
251
NOTES
252
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NXII