Budget 2006-2007
.
t
u ertino
-
Citizens
of Cupertino
City
Council
.~.>~..............l.
. ,.
. "../.....>J
- ~-., .
Citizen Adivisol)'
Commispons and
Committees
CITY OF
CUPEIQ"INO
City Attorney
ChllIles Kilian
City Manaller
David Knapp
City Treasurer
Carol Atwood
Public Information Officer
Rick Kitson
_.
-.
Director of
Administrative Services
Carol Atwood
Director of
Community Development
Steve Piasecki
Director of
Parks and Recreation
Therese Smith
Director of
Public WDl"ks
Relph Qualls
IT Manager City Clerk Buildinll Official Recreation Supervisor Recreation Supervisor City Architect Assistant Director
Mariyah Serrato. Kimberly Smith Greg Casteel Sports Center SeruDl" Center Terry Greene of Public Works - Enll.
Don McCarthy Julia Lamy Glenn Goepfert
Finance Director Human Resources CIty Planner Recreation Supervisor Recreation Supervisor Public Works Environmental
Oavid Woo Director Ciddy WDl"dell Blackberry Farm Youth Progrl1lf1S Project Manager Programs Manaller
Sandy Abc Mike O'Dowd Christine Hanel Carmen Lynaugb Lavenia Millar
Code Outreach Economic Development! Recreation Supervisor Assistant Director Senior Civil Enllineer
Enforcement Programs RDA Manager Quinlan Center of Public Works - Maint David Stillman
Vacant Tom Walters Bob Rizzo
Parks
Supervisor
John Bisely
Facilities
Supervisor
Jim OBvis
Streets
Supervisor
Diane Mahan
Public Works
Supervisor
Ron Silva
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2006/07
CITY COUNCIL
,.'
Richard Lowenthal
Mayor
..
l' ,. . ':f:"
\. \1
''(' (~ .
;\'\~I! \.;: j
I, '.).
'" \'
." ~\
Kris Wang
Vice Mayor
Patrick K wok
COllllcilll1ell1ber
::
Orrin Mahoney
COllllcilmell1ber
Dolly Sandoval
COllllcilmell1ber
DIRECTORY OF CITY OFFICIALS
David W. Knapp - City Manager
Charles T. Kilian - City Attorney
Carol Atwood - Director of Administrative Services
Steve Piasecki - Director of Community Development
Ralph Qualls - Director of Public Works
Therese Smith - Director of Parks and Recreation
III
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2006/07
COMMISSIONS AND COMMITTEES
AUDIT COMMITTEE
PARKS & RECREATION COMMISSION
Myoung Kang
Dolly Sandoval
Garrett Wade
Kris Wang
Jim Weber
Jeanne Bradford
Derek Chen
Margaret Goodrich
David Greenstein
Roger Peng
HOUSING COMMISSION
SENIOR COMMISSION
FINE ARTS COMMISSION
Estelle lncociati
Christine Kennedy Pierce
Mavis Smith
Linda Walker
Frank Yap
LIBRARY COMMISSION
Richard Abdalah
Sarah Hathaway-Feit
Kim Mosleh
Frances Seward
Chihua Wei
Nancy Canter
Michael Harkin
Robert Harrison
Janet Mohr
Ann Woo
Ronald Miller
Sheila Mohan
Janet Riddell
Katherine Stakey
Susanna Tsai
PUBLIC SAFETY COMMISSION
PLANNING COMMISSION
Fari Aberg
Charles Caldwell
Jay Cena
Nina Daruwalla
Hugh Riddell
TEEN COMMISSION
Cary Chien
Lisa Giefer
Marty Miller
Taghi Saadati
Gilbert Wong
ECONOMIC DEVELOPMENT
Yukti Gangwani
Vrinda Gupta
Cordelia Jiang
Diane Keng
Hannah Lee
Benjamin Un
Abishek Menon
Tiffany Ou
Varun Pande
Alex Pommier
Rulanani Sahay
Shivani Sharma
Ana Yglesias
Carol Atwood
Cary Chien
Mike Foulkes
Christine Giusiana
David Knapp
Orrin Mahoney
Mark McKenna
Steve Piasecki
Ralph Qualls
Scott Stauffer
Kris Wang
BICYCLE PEDESTRIAN COMMISSION
TECHNOLOGY. INFORMATION &
COMMUNICATIONS COMMISSION
Scott Fable
May Koski
Geoffrey Paulsen
Joseph Walton
J ames Wiant
Charlie Ahern
William Allen
Eric Klein
Andrew Radle
Steven Ting
.
tv
California Society of
.:7VLunicipal 3inance Officers
Certificate of Award
For
Excellence in Operating Budgeting
Fiscal Year 2005-2006
The Califomia Society of MUllicipal Finance Officers (CSMFO) proudly presents t!lis certificate to
The City of Cupertino
For llIutillg the criteria established to achieve tile EXCELLENCE AWARD ill tlte OPERATING BUDGET CATEGORY.
. , ,.... -.,~,
February 23,2006
-)
~~L~4u
khai~' tJ~
Budgeting & FinBndAI MAn.gement
President
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 2005-06 annual operating budget. In bestowing this honor, the Society
acknowledges the City for its outstanding presentation of financial and budgetary data.
Our 2006/07 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. 06-118
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR
FISCAL YEAR 2006-07 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
establislunent 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 2006-07 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 Improvement projects.
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.
VI
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 20th day of June 2006, by the following vote:
Vote
Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
Lowenthal, Wang, K wok, Mahoney, Sandoval
None
None
None
ATTEST:
APPROVED:
Is/Kimberly Smith
Is/Richard Lowenthal
City Clerk
Mayor, City of Cupertino
..
Vll
TABLE OF CONTENTS
FISCAL YEAR 2006-07
PAGE
TITLE PAGE. . . .
ORGANIZATION CHART. .
DIRECTORY OF CITY OFFICIALS
COMMISSIONS/COMMITTEES . . . . . . .
EXCELLENCE IN OPERATIONAL BUDGETING 2005-06
ADOPTED BUDGET RESOLUTION
BUDGET MESSAGE
BUDGET STRATEGIES
Mission Statement. . .
Financial Values Statements .
City Council Work Program. .
Fiscal Strategic Plan .
Services vs. Resources
Performance Measures
I
11
111
IV
V
VI
1
5
6
7
11
25
26
BUDGET GUIDE
Elements of the Budget Document
Structure of the City's Finances .
The Annual Budget Process . .
Glossary of Budget Terminology .
29
30
32
33
COMMUNITY PROFILE
History of Cupertino. . .
Community Economic Profile.
37
38
FINANCIAL AND PERSONNEL SUMMARIES
Budget Summary. . . . .
Revenue and Expenditure Charts .
Revenue Summary
Personnel Summary . .
Five Year Budget Forecast
Appropriations Limit .
45
46
50
63
71
96
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 .
102
104
106
108
110
112
114
116
118
120
122
PAGE
ADMINISTRA nON
City Manager .
Community Outreach. . . .
City Manager Discretionary Fund.
Legal Services.
128
130
132
134
LAW ENFORCEMENT
Law Enforcement .
140
PUBLIC INFORMATION
Community Relations.
Cupertino Scene .
Government Channel .
City Website .
146
148
150
152
ADMINISTRATIVE SERVICES
Administration
Outreach Programs
Accounting . .
Business Licensing
City Clerk. . . . . .
Duplicating and Mail Service.
Elections .
Emergency Preparedness .
Human Resources. .
Retiree Medical Liability.
Code Enforcement . .
Insurance Administration .
Information Technology .
160
162
164
166
168
170
172
174
176
178
180
182
184
PARKS AND RECREA nON
Administration . . . . . . . . . .
Cultural Programs/Quinlan Center/Community Hall. . .
Youth and Teen/Monta Vista Recreation Center/Teen Center.
Sports and Physical Recreation .
Senior Programs/Senior Center .
Blackberry Farm - Nature Programs
192
194
196
198
200
202
COMMUNITY DEVELOPMENT
Administration
Planning . . .
Housing Services .
Building .
208
210
212
214
PUBLIC WORKS
Administration
Environmental Programs
Engineering Services
Service Center.
Grounds
Streets. .
Facilities. .
Transportation.
General Services. . .
Fixed Assets Acquisition .
222
224
226
228
230
232
234
236
238
240
PAGE
NON-DEPARTMENTAL OPERATING BUDGETS
Interfund Transfers
Debt Service .
246
248
CAP IT AL IMPROVEMENTS
Five Year Capital Improvements Program
251
/~!
, j\ \\ fi
u" J
...
I F
CUPEIUINO
May 25, 2006
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
Enclosed please find the City of Cupertino's Fiscal-Year 2006/07 operating and capital
improvement program budgets. In addition, projections have been included for an additional
four fiscal years to aid as a long-range financial planning tool.
For the first time in the past four years of budget submittals, our financial position has started to
look brighter. Last year at this time the City had 17 positions (11 % of our workforce) frozen and
had deferred needed maintenance of facilities, streets, trees and equipment for the previous four
years. Increases in business-to-business sales tax, license and permits, charges for services and
one-time revenues have all helped to ease the financial position of the City, and positions are
now being filled. Although we are still struggling with an operating deficit, revenue increases
coupled with a conservative approach on expenditures have put us in a stronger financial
position. In addition, the Council adopted the Fiscal Strategic Plan, which identifies revenue and
expenditure strategies to improve the City's ability to provide services under changing economic
conditions.
Fiscal Year 04/05 and 05/06 Results
The City's audit report for the year ended June 30, 2005 showed the General Fund in a strong net
income position after accounting for operating expenditures, debt service and transfer
obligations. This $5.6 million bottom line, however, is inflated by one-time revenues of $3.8
million from the sale of surplus property, state paybacks, and park dedication fee paybacks. As
for expenditures, vacancies were upwards of 11 %, saving both salary and benefit costs; deferred
maintenance was close to $1 million; and another $850,000 in appropriations were carried over,
Reflecting the above activity, our end result would have been a net loss to the General Fund of
$1.1 million for the year.
During fiscal year 05/06, revenue trends began to turn around, specifically in the area of sales
tax, charges for services and licenses and permits. Sales tax increased as a direct result of our
two large high-tech firms. Charges for service and licenses and permits were directly related to
development activity. Because of the increases in our revenues, frozen positions were released
for recruitment and various items for deferred maintenance were funded at mid-year. In
addition, we added a part-time emergency preparedness position, brought the part-time facility
attendant for the Community Hall to full-time due to workload, and upgraded a traffic technician
to that of senior engineer. We expect to end the fiscal year in a positive financial position.
1
Printed on Recycled Paper
Fiscal Year 06/07 Concerns
This proposed budget provides for full staffing levels and new positions to accommodate growth
in permits and development, information technology, new facility maintenance and specific
customer service level standards. Maintenance is budgeted at moderate, levels and most capital
improvement projects that had been deferred for several years are now funded. Our five-year
projections, however, are still underwater comparing annual operating revenues to annual
expenditures, and funding has not yet been secured to corre<;:t this imbalance. There are good
reasons to be concerned about pending legislation for franchise revenues, court decisions on
building development fees and cell phone utility tax, maintenance for annexed older areas to the
City and increasing fuel and asphalt costs.
To address these concerns, Council formed a Fiscal Strategic Plan Committee this spring
consisting of two council members and five key managers with the goal of addressing our
current financial picture, future obligations and revenue and expenditure structures. The City
Council approved the Fiscal Strategic Plan in May, which is incorporated as an integral part of
this budget. Based on those recommendations, the City will be taking measures to reposition its
revenue composition, streamline operations, and control costs.
But there are promising possibilities as well. As Silicon Valley rebuilds its economy, sales tax
and transient occupancy tax revenue will improve. In addition, there is a bill before the State
Legislature to adjust the City's share of property tax, brining us in line with the rest of the cities
in the California. If passed, our percentage of property tax could increase from 4% to 7%,
representing a gross property tax increase of just over $2 million dollars per year. Finally, local
owners of our regional mall are proceeding with much needed redevelopment of the property. A
new AMC theater is scheduled to open in November 2006 and is estimated to bring in
approximately 1.5 million shoppers to the mall each year. The developers are also proposing
new housing and retail components as well as a new hotel. If successful in their redevelopment
efforts, the City would benefit greatly from increases in both property and sales tax.
Fiscal Year 06/07 Funded and Unfunded Requests
In addition to contractual salary adjustments and covering our future retiree medical obligations,
the following programs have been re-instated or added in the proposed 06/07 budget:
>- Three new positions, including an Economic Development/RDA Manager, a Counter
Specialist and a Media Coordinator. One Recreation Coordinator position has been
eliminated through streamlining;
>- Consultant budgets for review of the Community Development Department Service
Delivery ($75,000), a Green Building Study ($75,000) and a North Vallco Area Study
($100,000);
>- Referendum election costs amounting to $215,000;
>- Pavement Management funding at the fiscal year 2001102 levels (+$250,000);
>- Traffic Calming, including speed bumps ($25,000);
>- E-Services funding for upgrades to our Finance/Human Resources, Permit Tracking,
Code Enforcement and Business License systems ($100,000), and
>- Expanded outreach programs in the areas of Disaster Preparedness, Neighborhood Watch
and Leadership Cupertino.
2
With the above additions, this budget includes most of our needs for this upcoming fiscal year.
However, the following requested items have not been incorporated due to lack of funding:
>> North Area Vallco Study - $100,000 funded; $250,000 unfunded
>> Joint Venture Consortium Membership
>> Service Club Memberships, including Rotary
>> Santa Clara County request for 2nd homeless count study
$250,000
5,000
2,500
2,279
In addition to the operating items above, the following capital improvement projects have not
been included:
>> Rancho Rinconada Park Construction/2009-1 0
>> Stocklmeir Property
· Upgrade to rent
· Upgrade for public use (not including parking)
>> Quinlan Fountain/2007-08
>> City Hall Remodel with Seismic/ADA/Fire Code/2008-09
>> Bubb/McClellan Storm Sewer Upgrade/2009-11
$1,000,000
250,000
200,000
150,000
3,000,000
2,750,000
Conclusion
I am pleased to submit to you a balanced budget for the upcoming fiscal year 2006/07. In order
to continue the high level of service the community is receiving, we will need to implement the
Fiscal Strategic Plan to ensure a stable and diverse revenue stream. This means supporting
economic development, embarking on new revenue sources, and continually asking ourselves
how we can deliver high customer service more efficiently.
Respectfully submitted,
~\ J
~' cJ.1
David W. Knapp
City Manager
3
City of Cupertino
MISSION STATEMENT
The environment within our City is interdependent upon a partnership of City Employees,
Elected Officials, and the Community. To further this partnership, the City of Cupertino has
agreed upon certain basic values within the framework of the City's policies to better serve the
Community.
. 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.
. As a team, it is our objective to provide the highest level of satisfaction in all programs and
servIces.
We are proud to be part of the City of Cupertino team and will strive to provide the best service
possible.
5
BUDGET STRATEGIES
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 Control
. Maintain operating activities at levels which are offset by revenues.
. Evaluate expenditures at the department and project levels to ensure control.
. Reduce costs and improve productivity through the use of efficiency measures.
. Structure debt refinancing to provide the necessary capital while 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.
6
BUDGET STRATEGIES
CITY COUNCIL WORK PROGRAM
Maior Developments
Process applications for and work with the development community
to present the best projects for our community for:
. Vallco
. Toll Brothers
. Taylor Woodrow
. McDonaldIDorsa Quarry Site
f:gpital Improvements
Design and implement the following capital improvement projects:
);> Mary A venue Pedestrian Footbridge
. Phase I underway (grading, fencing and utility relocation).
);> Stevens Creek Corridor Park.
Includes improvements to Blackberry Farm picnic grounds, creek
realignment and restoration, trail construction, and Phase I of
the environmental classroom construction.
);> Rancho Rinconada park.
Commence work on a park for Rancho Rinconada and explore
potential sites with water district and county parks staff. Pursue
acquisition ofthe two parcels at Sterling and Barnhart.
);> Pursue neighborhood park in the Homestead area.
Work with potential developers of the Villa Serra project to
provide a neighborhood park.
);> Vallco/HP park.
Pursue a neighborhood park in conjunction with the Vallco and
HP/Toll Brothers developments.
);> Sports Center pool.
Develop a strategy for upgrading the pool and bath house.
);> Construct Reach a Trail.
Monitor the construction of the parcel trail in Reach a Trail in 2007.
7
Budget Reference
210
76, 77, 252-274
BUDGET STRATEGIES
CITY COUNCIL WORK PROGRAM
Budget Reference
Qy1ital Improvements (continued)
77 ~ 252-253
};> Mary Avenue Pedestrian Crossing (Oaks & Senior Center).
Construct project during May and June 2006.
OrganhationalImprovemen~
184, 185
};> E-Services.
Bring City Hall to the customer and improve efficiency of
service delivery. Master Plan in process including:
. On-line building permits
. On-line business licenses
. On-line job applications
. Records retrieval for the Public Works Department
. Economic Development land use site
. Recreation registration
};> Fiscal Strategic Plan. 11-24
Develop a long-term solution to reposition the City to ensure
services can be fully supported by revenues collected. Items for
consideration include:
. Entertainment tax
. TOT tax increase
. UUT ordinance modification
. Business licence ordinance modification
};> Synchronize Council policy and development review criteria.
Coordinate the intent of Council policy, Planning Commission
and staff implementation.
210
Public SafEJ?
140,162,174
};> Law Enforcement.
Continue emphasis on Neighborhood Watch.
8
BUDGET STRATEGIES
CITY COUNCIL WORK PROGRAM
Public Saf1UJ?Jcontinued)
)l> Emergency Preparedness
. Continue expanding the CER T program.
. Develop high school emergency response training.
. Ensure emergency response training for city staff.
. Continue Kaleidoscope program for grades 6-12.
. Develop city evacuation plan
. Ensure emergency response training for schools.
. Develop and conduct Code Red training for school districts
in Cupertino.
. Expand volunteer program.
)l> Continue partnership with Cupertino Union and Fremont Union
High School Districts to fund a second School Resource Officer.
)l> Continue annual offering of Every 15 Minutes Program.
)l> Continue partnership with Cupertino Union for a juvenile prevention
program.
)l> Traffic Safety
. Implement the "walkable city" concept in conjunction with
new development projects.
. Review traffic safety issues including safe routes to school
program, traffic signal at McClellan and DeAnza, and the Street
Smarts Program.
. Consider red light education via the Public Safety Commission.
Housinl!
)l> Review the teacher housing assistance program for effectiveness.
)l> Conduct a Nexus study for housing mitigation fees.
)l> Pursue the Cleo Avenue affordable housing project.
9
Budget Reference
140,162,174
212
BUDGET STRATEGIES
CITY COUNCIL WORK PROGRAM
Economic Development
~ Encourage, retain and support healthy environment for retail growth.
~ Consider retail in review of new development for potential revenue
generation possibilities.
~ Hire an Economic Development/RDA Manager.
Planning
~ Begin implementation, education and synchronization of the
General Plan update.
~ Update the Heart of the City Plan and adopt implementation
measures including the Crossroads Streets cape Plan and the Green
Buildings Program.
~ Perform a Green Building Study.
~ Perform a North Area Vallco Study.
Building Communiti.
~ Continue to offer opportunities and programs to promote cultural
understanding and address the needs of our diverse community.
Communi~ Orllanizations
~ Support the Cupertino Historical Society in its effort to create
a Center for Living History.
~ Pursue partnership opportunities with the three school districts
including pool, gym, traffic, parking, and teacher housing.
10
Budget Reference
210
208
130, 162, 174
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Define the Problem - Analyze the Current Funding Gap
The 2000-2005 recession coupled with significant increases in retirement and medical costs,
energy costs, new infrastructure service needs and the State of California take-always severely
undermined the ability of the City of Cupertino to continue delivering high quality municipal
services. The City weathered the economic storm by cutting service levels, freezing up to 17
staff positions, refinancing debt service, turning to a full cost recovery fee structure for certain
services, realizing one-time revenues through sale of surplus property and reducing employee
compensation through direct salary cutbacks and work furloughs. Service levels clearly suffered
and sacrifices were necessary across the board.
The city learned that our fiscal structure left us vulnerable to the whims of economic fluctuations
and the ability of the State to raid our revenue sources. Two major revenue sources, sales tax
and property tax, were principal weak points in the above scenario. Cupertino is heavily
dependent on business-to-business sales taxes and its retail sales tax is significantly under
performing due to the condition of older strip shopping centers in the community and the recent
loss of several significant revenue producers such as Anderson Chevrolet and Drexel Heritage
Furniture. Also, Cupertino is one of four no-low property tax cities frozen by pre-proposition 13
to abnormally low tax rates.
The City must evaluate its revenue structure to ensure more reliable, less volatile revenue
sources and evaluate its cost structure to ensure we are operating in a cost effective manner. The
following fiscal strategic plan defines strategies to reposition the revenue and cost structure of
the city to ensure it is not as severely impacted by future changing economic conditions and that
we are able to continue funding of existing and new service levels.
The city's latest audit report for the year ended June 30, 2005 shows the General Fund in a
strong net income position after operating expenditures, debt service and transfer obligations.
Based on this, and the fact that the federal government is estimating inflation next year in the
3.6% plus levels, one might say that the goal to achieve financial viability is already won.
However, the 2004/05 financials are not representative of our true level of service. Vacancies
were upwards to 11 % of our authorized workforce, maintenance of infrastructure was cut to an
all-time low and because of the shortages in staffing, many budgeted projects were carried over
to the current fiscal year. In addition, one-time revenues such as sale of property inflated this
bottom line.
11
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
\
To analyze our current funding gap and present for you a more accurate financial picture, we
looked at the actual inflows and outflows to the General Fund and identified one-time, non-
reoccurring revenue. In addition, we looked at the latest audit report for fiscal year 04/05 and
added back the salary and benefits, deferred maintenance and deferred projects approved but not
spent. Finally, for 04/05, we deducted the non-reoccurring State payback, park dedication fee
payback and sale of property. This provides you a snapshot of what our financial results would
have been at fully approved levels of operation and without one-time revenue sources.
The following chart shows total revenue (operating and transfers-in) versus total expenditures
(operating and transfers-out) for the fiscal years 99/00 to 04/05. One-time revenues are shown in
yellow to visually denote the magnitude of inflows versus outflows in the General Fund.
12
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Although Fiscal Year 04/05 ended with a $5.6 million dollar "profit", once one-time revenues
are removed and expenditures are reflected at approved levels, the result is a net loss of $1.1
million dollars. This net loss figure does not reflect future concerns in the following areas:
.> Pending legislation will put $389,000 of cable franchise fees in jeopardy;
.> Pending court cases may put $350,000 in cell phone utility user tax in jeopardy;
.> The City is currently spending $1.53 million per year on active and retiree medical
premiums and future liability costs. There are 150 active and 81 retired employees
receiving benefits. The cost of providing this benefit has fluctuated and it is conceivable
that health premiums could increase in excess of 8% per year;
.> Fuel costs have risen 30% since preparation of the 05/06 budget. The City has
approximately 130 rolling stock and vehicles in the fleet.
.> Asphalt is a petroleum-based product and the cost of street work has risen dramatically
this year. A consultant is updating the pavement management plan, and has indicated
that street jobs are coming in 25% to 46% higher than a year ago;
.> The annexation of Monta Vista, Garden Gate and Rancho Rinconada neighborhoods has
lowered the overall pavement standard for Cupertino, and a disproportionate amount of
funding has gone into these areas to bring streets closer to city standard;
.> Our current annual $750,000 commitment is minimal for keeping the streets in good
order. Keeping pavement in good condition is the most economical maintenance strategy
over the long tern;
.> Library aquarium maintenance reimbursement will be reduced by 50% ($7,500 per year)
starting in 2009 and will be the City's full responsibility in 2014.
Besides balancing at the basic level of operating revenues and operating expenses/debt service
obligations with the above issues in mind, we will need to fund our reserves at appropriate and/or
mandated levels. A healthy "net income" will be required to embark on operational or capital
improvement areas that are already being discussed. Some of these projects include:
.> Additional parks on the east side of the city;
.> Reserves to accommodate major renovation requirements of our facilities such as the
Quinlan Community Center;
.> Funding for environmental components such as artificial turf and solar energy options for
fields, parks and facilities;
.> Extended library hours;
.> Improved street standards;
.> Alternative energy sources;
.> E-Services;and
.> Risk reduction efforts.
Based on the under-funded current and non-funded future needs, staff recommends that the city
reposition its revenue and expenditure base to fund an additional $2.5 million per year.
13
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Automate and Streamline Service Delivery
We currently have 157.75 full-time equivalent positions in our budget. Although lean for a city
of our size, the committee looked at the structure of our organization and areas to automate or
streamline. This task was critical since approximately 70% of the general fund operating
expenditures are associated with salary and benefit costs. In addition, long-term trends for what
we call "hidden" costs (medical insurance premiums, workers compensation and retiree medical
costs) are directly associated with the number of our employees. The more we can streamline or
contract out services, the more we can control these current and long-term costs.
Our hiring freeze this year demonstrated that we couldn't reduce our workforce and maintain all
existing programs for any length of time. Our organization is too lean and too flat to
accommodate this option without experiencing declines in customer satisfaction and service
level. If we are successful in a workforce reduction, programs impacted by staffing reductions
need to be identified and either contracted out, modified or eliminated. In addition, previously
"frozen" maintenance positions will need to be filled to support infrastructure added during the
last five years and to address mounting workload demands associated with deferred maintenance.
We also need to be cognizant of our future personnel needs. This year we added a full-time
Information Technology Assistant to accommodate the workload associated with our increasing
technology base. A Facility Attendant was also approved to staff the new Community Hall. At
some point, possibly as early as fiscal year 2006/07, we will be facing increased law enforcement
needs as a result of our annexations and the development of new residential and commercial
buildings. We also foresee new staffing needs for economic development and a redevelopment
agency.
14
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
The Committee identified several areas for potential short term andlor long term savings for your
consideration.
A. Streamline and reposition our workforce as opportunities arise.
As future vacancies occur through attrition, we will need to streamline and reposition our
workforce whenever feasible. All vacant positions should be reviewed to identify
opportunities for automation, level of effort shifts or other cost saving ideas. We will
also need to reposition our workforce to meet evolving workload demands. Greater
emphasis will be placed on employee cross training and career development opportunities
and on filling vacancies through internal transfers and promotions. Repositioning will
provide staffing where it's needed most while reducing our long-term need for additional
positions.
B. Implement E-Services with the goal of bringing city hall to the customer and
reducing our cost of service delivery.
The City's E-Service budget was eliminated the past two fiscal years in an effort to save
expenditures. This year, an E-Services master plan is being drafted which addresses
automation opportunities of government services. Examples of products currently being
assessed include but are not limited to:
)> Permit tracking in the Building Department,
)> Records management/retrieval in the Planning Department,
)> On-line job applications in the Human Resources Department, and
)> On-line business licenses in the Finance Department.
C. Pursue artificial turf in our athletic fields to reduce maintenance and risks
associated with injury.
Utilization of artificial turf is a growing trend to curb the rising costs of maintenance and
general liability claims. The committee recommends that we use all future youth sports
league fees for refurbishment of the fields and that we pursue utilization of artificial turf
and solar energy whenever feasible and cost effective.
D. Pursue alternate energy sources for the City's infrastructure and vehicle
replacement needs.
The committee recommends the City investigate use of alternative energy for application
in City facilities and vehicles where it is a proven cost benefit.
15
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
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 (36% to 26%) but also the make-up of where the revenue is coming
from. Ten years ago, over 50% of our sales tax base carne from the retail sector where today
49% is from the business-to-business or the high-tech sector. Our largest sales tax producer,
Apple Computer, comprises 26% and given the volatility of the high tech industry, this fact alone
has put this revenue source in an "at risk" situation. To add to this concern, the State is
continuing it's efforts to change the way Internet sales are reported and, if they are successful,
will dramatically affect the amount of sales tax revenue currently received from Apple.
CITY OF CUPERTINO
SALES TAX BY ECONOMIC CATEGORY
li.1,\.I)'I[IC.lJ
:,(,r/l.c!I"1l1
.~_\[j(1"1 or_.
.....,I~vl,I~~i ;........u~ 'l>I"I""~ '!j l 1.1 "''<':-;-0.; !
_t"-'1I'Il'''-1 HFI...II
-.r.- H,,"~III'1Wlll'('T~
! - m..l.t;-;.r.JRrAT!lil~
,
";''''I'WlIlOlII.1 .-..ll'>;(-I.II....NI.IIl'.~
(p- Iii i_n.)...~II-tI'~.III'r"I
I Iii Iii Iii B B
Iii Iii Ii!l Ii " El
$/ ~~_~.c~~,
T!.
. ., ... .. .. ..
~ 1.11OI'.~.I.'"
'___._._---w- ~r lj I' 11 I( I!
i
i ~ . . . l!J r . . , . ~ ~ ~
"'~ ,
,;. ......i.:;- ~,,' ~ ~-;f"': j- ,,# ,,v ...;IJ? ...~~ ,Y .-s>" "
~y -" .....-'t...-
u' ....~,~ ,;>,-Y ". .......'\.~ , ....~y .~..1' .,1" ......". ~~' .1'-' ,:>n'
, ,
.::- <, " ,~ ," ". ~.;:.""" ", ~. " ' " " "
~- ....,.. -$' co' ~. ". ~ " .... ~ -'
.. ~ ~ ~ .. ..-
BENCHMARK YEAR ENDING QUARTER
In the past four years of budget cuts, we have mainly focused our efforts on reduction of
expenditures. No new revenue sources per se have been implemented with the only major
change resulting from an independent analysis of existing fees to ensure that we are covering our
costs of service. The Committee believes that it would be prudent to consider the following
revenue strategies:
16
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
A. Pursue Tax Equity Allocation (TEA) relief with Santa Clara County.
When Proposition 13 passed in 1978, it froze property taxes at their current levels. This
action created significant problems for cities that at the time had low property tax rates
because they couldn't raise those rates to meet their community needs. Four cities,
including Cupertino, are significantly below the average. We are actively pursuing an
amendment to bring us to par with the TEA rate of 7% with the County.
B. Re-assess Park Dedication Fees on an ongoing basis to capture rising real estate
costs associated with park acquisition.
Each time a new development application comes to the City, real estate costs should be
researched to ensure that the park dedication fees are current and reflect appropriate costs
for property acquisition. This will ensure that our purchasing power is not diminished.
C. Negotiate with Hansen regarding future land use rights in exchange for annexation.
Hansen currently resides in the County but utilizes Cupertino streets for access to its site.
The cement trucks that frequent Foothill Boulevard and Stevens Creek inflict much more
street and landscape maintenance needs than the average user. Cupertino has been
absorbing the traffic and pavement issues associated with this business, but receives no
revenue benefit. It is estimated the utility users tax from this site alone will bring over $1
million per year to the city. The committee recommends pursuit of annexation in
exchange for future land use rights.
D. Support Redevelopment/Economic Development for Vallco and other major
projects.
Analysis shows us that our
regional mall is producing well
below the average sales tax per
square foot that is required to
have a strong operation. We
currently receive approxi-
mately $1.2 million per year
from Vallco in sales tax as
compared to the Oakridge Mall
which is remitting around $5.4
million per year.
.,:~1 :.l<;". ., /~ F'..
,,~~~. >. Jc" .
,..1ftI"\~l';., 1';:~ ,.~.;.;:~':~'.i",.,~
~~~- ~'\.;~~.;i" - .~~.~. -,
,
17
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
In addition, build-out projections on infrastructure will provide about $2 million per year
in new tax increment for the project area starting in 07/08 and approximately $23 million
for low and very-low housing over the next 30 years.
)> Vallco
)> Valley Fair
>- Stanford
)> Oakridge
$ 92 (Vallco estimates $450 after build out)
$653
$600
$385
To decrease our dependence on the business-to-business sector, we recommend strong
support for the mall redevelopment. In addition, as new developments come before the
Planning Commission and City Council, we recommend a quality retail component be
incorporated into the project.
E. Consider an Entertainment Tax and a modification to our existing Utility User Tax
Ordinance in conjunction with the election this November.
If the City is required to hold an election for the Referendums, the Committee
recommends that we consider placing on the ballot both an entertainment tax and re-
wording of our UUT Ordinance to reflect recent trends in technology and retain existing
UUT revenue such as cell phone remittances.
F. Phase out one-time revenue to the General Fund.
Limit park dedication fee payback to the General Fund to $500,OOO/year for 06/07,
decreasing by $100,000 increments each year with additional revenues vesting to the
Park Dedication Fund. The Committee believes that the payback of park acquisition
costs inflates the General Fund revenue and gives the impression that this is on-going
revenue from operations. As this funding will eventually "dry up" it is prudent to replace
it with true operational and annual revenue streams
G. Consider assessing a sales tax in-lieu fee for discontinuance of retail land use.
This concept would assess any developer who proposes taking land use currently zoned
for retail/commercial use and replacing the infrastructure with non-sales tax producing
product such as housing.
18
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
H. Re-visit the adoption of a County Communication fee if our sales tax composition
exceeds 50% from the business-to-business sector.
Two years ago a 9-1-1 fee for County Communications was deliberated on by the City
Council. Estimates showed $1 per line per month would provide approximately
$650,000 towards a $750,000 cost of service. Given our high percentage amount of
business-to-business sales tax, the committee proposes to re-visit this fee if our sales tax
composition exceeds a 50% benchmark. Our current mix of sales tax providers results in
a high risk of fluctuation in our largest general fund revenue category, and a 9-1-1 fee
would identify a new and stable revenue source to offset this risk.
I. Consider a Refuse Vehicle Impact Fee.
Several cities in California have successfully levied a street impact fee on their refuse
providers to offset the wear and tear on city streets from these oversized vehicles. Such
an assessment would pass the cost of street repairs due to heavy usage through to the
garbage company and provide needed funds for maintenance, but ultimately result in fee
increases to the customer. The Committee was not in agreement on pursuit of this
revenue. (Note - Council did not want to pursue this option at their 5-2-06 study
session.)
Decrease Expenditures and Risk Exposure
The Committee looked at our major programs in relation to operating costs and risk exposure
associated with general liability claims and workers compensation claims. Currently, claim costs
are paid directly by the Risk Management Division, which results in an understatement of the
true cost of service of some of our programs. For high-exposure or highly loaded "hidden cost"
programs, additional trend analysis was performed to establish what other municipalities are
implementing in an effort to decrease expenses and areas of risk.
Several suggestions for potential short term and/or long term savings have been identified for
your consideration:
A. Require developers to maintain new open space associated with their projects.
With new parks and open space come the costs associated with maintaining those green
spaces throughout our city. The Committee believes that it is in our best interests to use
the permit process to require the developer to pay for, or provide for, mechanisms that
fund the maintenance of these parks.
19
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Suggestions include the incorporation of a landscape district or homeowners association
within the new development. Or, as in the case of Cali Mill Plaza, the property and it's
maintenance would stay with the developer.
It is estimated that it costs the Public Works Department approximately $40,000 per year
for every new acre of parkland that goes on-line. This recommendation would hold the
line on our park maintenance and help control future costs in this area.
B. Require safety enhancements in new developments.
The City has experienced an increase in residential burglaries this past year, which
increases our sheriff costs. Many of these crimes involved taking jewelry from the
homes. We suggest that new housing developments be required to have built-in safes to
secure val uables and reduce accessibility of jewelry in an effort to reduceldeter crime.
C. Contract School Maintenance
In the 1990's, the City issued approximately $5 million in bonds to refurbish 9 school
sports fields. The agreement with CUSD provided that we refurbish and maintain the
fields in exchange for their use during non-school hours. This provided an excellent
partnership by providing CUSD with high-quality fields and the City with expanded
parkland. This has resulted however in a duplication of both maintenance equipment and
workers between the two organizations.
20
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Currently, our Ground Maintenance Division mows 33.17 acres and edges 24,305 linear
feet of turf at these school sites. Transitioning the mowing operation only to CUSD
would reduce our long-term "hidden costs" and our vehicle and equipment replacement
needs. The current cost to provide mowing service to the schools is $137,594 out of
$555,000 in total expense per year.
D. Add Capital Improvement Projects only if on-going maintenance funding can be
identified (LLD, homeowners association, development maintained/owned).
The City is currently using the permit process to incorporate private maintenance of
sidewalks, medians and other improvements for new developments. For City projects, all
associated budget costs should be considered with the adoption of the original budget for
the Capital Improvement Program.
E. Increase the number of Block Leaders, Neighborhood Watch programs and CERT
graduates.
Increases in these programs will capitalize on community policing and reduce/maintain
sheriff costs. We also encourage commissioners to become involved in these programs.
F. Change accounting for Enterprise Funds
The Committee proposes that all Enterprise Fund activity be reflected in the individual
fund whereby all costs, including building costs are recognized in one place. In addition,
all revenues associated with the complex should be recognized in the fund. The reader
could easily ascertain the subsidy from the General Fund and Council could quantify self-
supporting percentages for each fund.
21
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
G. Continue to investigate cost-saving options for medical and retiree medical
.
msurance.
The City should analyze the benefits of setting up a trust for the retiree medical reserves
to increase investment return and decrease funding obligations. In addition, staff should
continue to look for ways to reduce medical benefit costs including benefits for City
Council.
H. Adopt a Sidewalk Liability Ordinance requiring the landowner to be responsible for
sidewalk maintenance and claims to third parties from failure to maintain.
The City has approximately 250 miles of sidewalk to monitor and maintain. The annual
sidewalk, curb and gutter contract is $500,000 plus an additional $150,000 in inspection
and contract monitoring costs. It requires 1.25 full time staff per year. Since it is
impossible for one worker to cover the miles of sidewalk that we are ultimately
responsible for, we are at risk for claims associated with needed repairs. The landowner
however, already has a duty to inspect and maintain the area and is considered the most
able to recognize artd respond to a potential hazard.
Sidewalk falls are ABAG's second most frequent claim with $4.5 million paid during the
past 15 years in settlement and attorney fees. The City has paid over $100,00 in costs
associated with these claims in the past five years and two new claims this year could
equal $100,000. The Committee recommends that we continue to inspect and mark
needed repairs, but that the liability for repair and associated claims vest to the property
owner. (Note - Council did not want to pursue this option at their 5-2-06 study
session.)
I. Adopt a Tree Maintenance Ordinance requiring the landowner to be responsible for
their street trees.
The Street Tree Maintenance program provides for maintenance for over 13,000 trees,
including safety trimming and clearing for vehicle and pedestrian height clearance. It
costs approximately $525,000 per year, which covers 4.2 positions equipment costs of
almost $200,000. As per the above suggestion, the Committee considers the landowner
the most able to recognize and respond to a potential hazard caused by the tree(s). We
recommend that we continue to inspect and notice needed maintenance, but that the
liability for maintenance and associated claims should vest to the property owner. (Note-
Council did not want to pursue this option at their 5-2-06 study session.)
22
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
!!!!plementation Timeline
Stabilize and Renosition Revenue Sources 2006/07 I 2007/08 I 2008/09 I 2009/10 I 2010/11
Tax Equity Allocation -I
Re-assess Park Dedication Fees
Hansen Negotiations I
Support Redevelopment Projects -
Entertainment Tax
Phase Out One-Time Revenue to General Fund
Sales Tax In-Lieu Fee
County Communications Fee I
Modify UUT to Include New Technology
ModifY Business License Ordinance for Quarries
Approach Foothill/DeAnza to Share Sheriff Costs I
Revisit Refuse Vehicle Impact Fee r
Decrease Ex enditures and Risk Ex osure
2006/07 2007108 2008/09 2009/10 2010/11
'.,",h'"
Re uire Develo ers to Maintain 0 en S ace
Re uire Safe EnhancementslNew Develo ment
Contract School Maintenance
CIP if On-Gain Maintenance Fundin Available
Increase BL, NW, CERT Graduates
Chan e Accountin J for Ente rise Funds
Cost Savin 0 tions for Medical/Retiree Medical
Revisit Ado tin Sidewalk Liabilit Ordinance
Revisit Ado tin J Tree Maintenance Ordinance
-
,:~ -
.~ '- .. ~...-'.~.~t .'"/.1:. ~_~'.~._ ;,...'_.....::.;,.,1...:._.<<.._...-:'~')-,.~._...._~;'..~ .,"
"-('1' .:" ')~;:'~...,~~',j;:l~.~. ,fof;. ., ""-"'_.:';("""7' ;-'''':-~J ,<
~
23
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
The Fiscal Strategic Plan Committee would like to thank you for your consideration of the above
recommendations. We look forward to implementing a long-term plan that will reposition our
revenues, streamline operations and ensure a high quality of life and city service for our
residents.
f~
Omn Mahoney
Councilmember
Co-Chair
/It
Kris Wig
Vice Mayor
Co-Chair
~ a, WwutJ&)
Carol A. Atwood
Director of Administrative Services
/ -",/
- v fd~,/ t~ ~---<-
~-'
Sandy Abe
Human Resources Director
~
Therese Ambrosi Smith
Director of Parks and Recreation
~,
Steve Piasec i
Director of Community Development
e,h flrj V
Bob Rizzo
Asst. Director of Public Works-Maint.
24
BUDGET STRATEGIES
SERVICES VS. RESOURCES
The following chart shows how service levels have changed over the past five years. The City's
population has grown from 50,000 to approximately 54,000 and program demand has risen to
106% while there has been a decline in the number of employees available to meet the increased
service levels.
Additional impacts to service levels from 2001 through 2005 included a selective hiring freeze,
three to three and a half percent salary cut, unpaid furlough days, deferred maintenance, increased
retirement and medical costs, and new community issues.
Despite these challenges, the overall customer satisfaction rate remained at 84 to 86% between
2002 and 2004. Should Cupertino's economic vitality decline and demand for services continues
to increase, it will not be possible to maintain the current satisfaction levels. It is with this in
mind that the City embarked on a strategic plan to ensure that community needs were met while
maintaining adequate staffing to provide quality services.
TRENDS: SERVICE V. RESOURCES
Program
Demand
106%
Staff
Population
-105%
"
54,000
100%
.-," ,..
----.---..........-...._-------_......_-----------_......_----------
Optimal Base FY 2000
50,000
150
1 per
140
130
1 per 400
2000
2001
2002
2003
2004
2005
25
BUDGET STRATEGIES
PERFORMANCE MEASURES
l!wartmentJDescription Goal/Objective Actual
Public Information
Access Cupertino Response Time 3 Days 3 Days
Law Enforcement
Sheriff Response Time Priority 1: 5 Minutes Priority 1: 4.94
Priority 2: 9 Minutes Priority 2: 8.09
Priority 3: 20 Minutes Priority 3: 16.74
Administrative Services
Investment Portfolio Rate of Return (ROR) Greater than LAIF ROR Below LA IF ROR
Accounts Payable Processing 5 Days 1-5 Days
Archival Research Requests 5 Days 1-5 Days
Duplication Requests Routine: 1 Day 1 Day
Special: 3 Days 1-3 Days
Recruitments: Qualification Lists to Depts. 60 Days 45-60 Days
Parks and Recreation
Cultural Programs Revenue - 2005/06 $372,000 $451,371 *
Youth & Teen Programs Revenue - 2005/06 $715,000 $746,064*
Provide Middle School Dances 10 Dances 10 Dances
Teen Center Membership 441 550
Sports Center Revenue - 2005/06 $2,426,700 1,393,575*
Sports Center Membership 916 1,021
Senior Center Revenue - 2005106 $465,000 559,561 *
Senior Center Membership 2000 Members 1 939**
,
Senior Center Volunteer Service 15,290 Hours 15795**
,
Senior Trips 36 49**
Community Development
Planning Applications 165 216
Building Permit Applications 2,252 2,190
Building Inspections 19,243 21,022
* Revenues through 6/28/06
** January 2006 through June 2006
26
BUDGET STRATEGIES
PERFORMANCE MEASURES
~artmentJDescription
Public Works
Street Sweeping
Street Maintenance
Sidewalk Repair/Maintenance
Graffiti Cleanup
Streetli ts Maintenance
Community Outreach
Block Leader Captains
Block Parties
Active Neighborhood Watch Groups
Trained Emer enc Res onse Team Members
Goal/Objective
696 Curb Miles/Month
W lin 24 Hours of Call
Emergencies: 24 Hours
48 Hours of Call
5 Da s of Call
160
25
85 Groups
668
27
Actual
696 Curb MileslMonth
W /in 24 Hours of Call
Within 24 Hours
48 Hours of Call
5 Da s of Call
201
29
94 Groups
739
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. Budget Strategies: The Budget Strategies section includes the City's mission statement, the
Financial Values of the City and identified City Council goals for the fiscal year. The 2006-
07 operating budget addresses the implementation of these goals and explores various
revenue enhancements and cost reduction measures.
3. Financial 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 2006/07 information, this section includes fund balance trends and detailed
revenues and expenditures 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.
4. Departmental Operating Budgets: The Departmental Operating Budgets section details
historical and proposed expenditures by operating department. The City is organized into
eight key operating functions, including the Administration, Law Enforcement, Public
Information, 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.
29
BUDGET GUIDE
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:
Illiwloyee 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.
~ital 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.
5. Non-Departmental Operatmg Budgets: The Non-Departmental Operating Budgets section
details historical and proposed expenditures for the functions of interfund transfers and debt
sefV1ce.
6. Capital Improvements: The Capital Improvements section details the proposed capital
projects for 2006-07 through 20010-11. These projects are organized into six categories:
Parks, Buildings, Medians and Overpasses, Streets; Traffic and Storm. The five-year budget
denotes funding sources and a description of each project.
The City Council approves funding of the Capital Improvements on a yearly basis.
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 2006-07 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:
30
BUDGET GUIDE
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 Leadership Cupertino 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, Recreation
and Senior Center funds, are used to account for operations that are self-supporting with user fees
covering expenditures.
Internal Service Funds include the Workers Compensation, Management Information Services,
Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise
Funds, except that fees are charged to user City departments to cover the costs of services
provided by the activity.
COST ACCOUNTING
By using this financial technique, the City is able to assess the true cost of providing a service
and benefits. The Internal Service Funds and Enterprise Funds capture the full cost of a
program's activities. Internal users of information management, fleet and equipment, and
insurance are assessed rental rates through their programs for the use and eventual replacement of
such services and equipment. Employee benefits such as leave usage, retirement and insurances
are also recovered as revenue of the funds by charging the programs that use personnel services.
31
BUDGET GUIDE
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 City Treasurer and departmental staff and makes
final adjustments. The proposed budget is then submitted to the City Council in May.
During the months of May and June the Council considers the budget proposals at a series of
City Council Study Sessions and meetings. At this time; the Council hears from Boards;
Commissions and community groups regarding budget requests and recommendations. Prior to
June 30, the City Council holds public hearing(s) on the budget and then adopts the final budget
by resolution. The adopted budget takes effect on July 1, the first day of the new fiscal year.
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
fun.ds 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.
AUocated 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.
33
BUDGET GUIDE
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.
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 deparhnents.
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.
34
BUDGET GUIDE
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.
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
.1ftstory
Cupertino owes its name and earliest mention in recorded history
to the 1776 expedition led by the Spaniard, Don Juan Bautista de
Anza, from Sonora, Mexico to the Port of San Francisco to found
the presidio of St. Francis.
Leaving the majority of the party of men, women, and children in
Monterey to rest from their travels, deAnza, his diarist and
cartographer, Petrus Font, and 18 other men pressed on through
the Santa Clara Valley in late March to their San Francisco
destination.
With the expedition encamped in what is now Cupertino, Font
christened the creek next to the encampment the Arroyo San
Joseph Cupertino in honor of his patron, San Guiseppe (San
Joseph) of Cupertino, Italy. The arroyo is now known as Stevens
Creek.
The village of Cupertino sprang up at the crossroads of Saratoga~
Sunnyvale Road (now DeAnza Boulevard) and Stevens Creek
Boulevard. It was first known as West Side; but by 1898 the post
office at the Crossroads needed a new name to distinguish it from
other similarly named towns. John T. Doyle, a San Francisco lawyer and historian, had given the name Cupertino to his
winery in recognition of the name bestowed on the nearby creek by Petrus Font. In 1904 the name was applied to the
Crossroads and to the post office when the Home Union Store incorporated under the name, The Cupertino Stores, Inc.
-+
Many of Cupertino's pioneer 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 13th
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
Pr~
Cupertino, with a population just over 52,000 and city limits stretching across 11 square miles, is considered to be one of
the San Francisco Bay Area's most prestigious cities in which to live and work.
Economic health is an essential component to maintaining a balanced environment, which provides high-level
opportunities, and services that create and help sustain a sense of community and quality of life. Public and private
interests must be mutual in that our success as a partnership is a direct reflection of our success as a community. The
cornerstone of this partnership is that of a cooperative and responsive government that provides an environment for
business and residential prosperity and fosters strong working relationships with all sectors of the community.
Our economic development strategies are tailored to address the specific needs of the community. As the City of
Cupertino is a mature city with over 90% buildout, our focus concentrates more on business retention and revitalization.
Business recruitment is site specific and targeted to industries that enhance, rather than draw from, our existing business
base.
I ---,
I .c::
.... I
.,
-
._~~
l:l
.;. ~-
'tit. ~__
~ -
- -
>=-
-
...-- --
::.
-
---.... ~
~==- -.......,;;;;;; ::--
--
-- ji;;
:~~ .,!t~_"li1llJ ~Jl4~-'..
- ., I:'.. -
--~
;...."....,;.;.._io,;!;.l,,.
--
--
J
~
;:
...;
As home to many well-known high-tech companies, Cupertino offers a dynamic and exciting business climate. Apple
Computer is headquartered in the city along with Symantec and Portal Software. In addition, key divisions of Hewlett
Packard, Sun Microsystems and Borland are also located in Cupertino.
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.
Val1co Fashion Park, includes Macy's, Penney's and Sears as anchors and features popular chain stores such as Victoria's
Secret, Express and Natural Wonders. Shoppers can also enjoy iceskating at the mall's ice skating rink or a nice meal at
Todai Restaurant. The mall is undergoing major changes in the next two years with the addition of a 16-screen movie
theater, which is expected to open in the Fall of 2006, and many new shops and restaurants. Val1co Mall is becoming a
vibrant, exciting place for residents and visitors to enjoy.
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
2006 City pro{i1,&
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 158 authorized full~time benefited employees. City departments include administrative services (finance,
human resources, IT, city clerk, emergency preparedness, outreach programs, code enforcement); community
development (planning, building, and economic development); parks and recreation; public works (engineering,
maintenance, transportation, and environmental); and public information. 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, senior, 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
Rentals for one and two bedroom apartments and duplexes
range from $1,100 to $2,100 per month. Rent for a two
bedroom house ranges from $2,200 to $3,250 per month.
The average price of existing single family homes is
$950,000 as of June 2004. The average condo-
minimum/townhouse sale price is $597,742.
Community Health Care Facilities
Cupertino is served by the Cupertino Medical Clinic,
NovaCare Occupational Health Services. Nearby hospitals
include EI 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
Natural gas and electric - Pacific Gas and Electric
Company, (800) 743-5000.
Telephone - SBC. For residential service call (800) 894-
2355; for business service call (800) 750-2355.
Cable - Comcast, (800) 945-2288.
Garbage - Los Altos Garbage, (408) 725-0420.
Water - San Jose Water Company (408) 279-7900 and
California Water (650) 917-0152.
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 %;
State General Fund: 5%; State Local Public Safety Fund:
0.50%; State Local Revenue Fund: 0.25%; County
Transportation Fund: 0.25%. Total: 8.25%.
Assessed Valuation: (Secured and Unsecured)
Cupertino: $9,526,841,379 (6/30/05)
County: $222,166,528,031 (6/30/05)
Transportation
Rail - Southern Pacific, San Jose to San Francisco, with
spur line in Cupertino.
Air - Seven miles north of San Jose International Airport;
32 miles south of San Francisco airport.
Bus - Santa Clara County Transit Systems, Greyhound bus
lines
Highways - Interstate Route 280, State Route 85.
39
c
, y SLca:~LC4f
Facts and Figures
Population in City Limits
Median Household Income
Median Age
Sales Tax Rate
Registered Voters
Democrats
Republicans
Independent
Other
Did Not State
52,600
$1 00,4 11
38
8.25%
26,128
9,685
8,188
357
533
7,365
Top 40 Sales Tax Producers
Fourth Quarter 2005
(In Alphabetical Order)
Alexander's Steakhouse Jade Galore
Apple Computer JC Penney
Benihana's Joy Luck Place
BJ's Bar and Grill Longs Drug Store
Chevron Service Station Macy's
Cupertino Clean Scene Marina Foods
Cypress Hotel & Helios Restaurant Mervyn's
DeAnza & Cupertino US Gas Michael's Arts & Crafts
DeAnza College Campus Center Outback Steakhouse
Dental Arts of California Ranch 99
Dynasty Chinese Seafood Rite Aid Drug Store
Elephant Bar Rotten Robbie Service Station
Hewlett-Packard Sears
IBM Rational Software Shane Diamond Jewelers
Shell Service Station
Sodexho Marriott Management
Suburban House
Symantec
Tadpole Technology
Target
TGI Friday's
TJ Maxx
Union 76 Service Station
Valero Service Station
Verizon Wireless
Whole Foods
Demographic Information
White
Asian
Hispanic
Black
American Indian
Native Hawaiian
50.1%
44.4%
4.0%
0.7%
0.2%
0.1%
40
"91 and Recr~uJrl/Serv~
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.
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 now held in the Community Hall
as well as Planning Commission and Parks and
Recreation Commission.
The new 54,000 square foot library, despite reduced
hours due to budget cuts, continues to be one of the
busiest in the Santa Clara County Library system. For
more information call (408) 446-1677.
TIre 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. For
more information, call (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 cardia equipment. A teen
center is also included as well as a child watch center.
The center is located at the comer of Stevens Creek
Boulevard and Stelling Road. Telephone: (408) 777-
3160.
Blackberry Farm
This 33-acre recreational facility offers two large swimming
pools, softball field, basketball courts, volleyball courts,
horseshoe pits, and a nine-hole golf course. The picnic
grounds are located at 21975 San Fernando Avenue and the
golf course is located at 22100 Stevens Creek Boulevard.
Telephone: (408) 777-3 140.
Blackberry Farm Retreat Center is a 2,000 square foot house
that overlooks the picnic grounds and golf course. The
center has one large conference room that will accommodate
up to 25 people. The retreal ccntcr is located al 21979 San
Fernando Avenue. Telephone: (408) 777-3140.
McClellan Ranc" 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 2222\
McClellan Road. Telephone: 777-3 120.
41
E~uJrl/
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 15,700 students in a 26 square
mile area that includes Cupertino and portions of five other cities. The
district has 20 elementary schools and four 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 9,000 students in a 42 square mile area covering all of Cupertino,
most of Sunnyvale and portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five high schools of the district
have garnered many awards and recognition based on both the achievement of students and the programs designed to
support student achievement. Student achievement is at an all time high based on the statewide Academic Performance
Index (API). All five high schools in the district exceeded their state established achievement targets for the 2000 API.
District students are encouraged to volunteer and/or provide service to organizations within the community. During their
senior year, if students complete 80 hours of service to 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
to- do- ~ Se€/
Eupllrat Museum of Art
The highly regarded Euphrat Museum of Art adjacent to the Flint Center on the DeAnza College campus traditionally
presents one-of-a-kind exhibitions, publications and events reflecting the rich diverse heritage of our area. The Museum
prides itself on its changing exhibitions of national and international stature, emphasizing Bay Area artists. Museum
hours are 11 a.m. - 4 p.m. Tuesday, Wednesday, Thursday; 6-8 p.m. Tuesday and 11 a.m. - 2 p.m. Saturday. Telephone:
408-864-8836.
Minolta DeAnza Planetarium
Stargazers have a Cupertino facility catering to their interests, the Minolta Planetarium on the DeAnza College campus. It
hosts a variety of planetarium shows and events, including educational programs for school groups and family astronomy
evenings on Saturdays at 7:00 p.m. For more infonnation and current schedule of events, visit the website at
www.planetarium.deanza.fllda 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 Perfonning
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. Monday 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: 408-973-8049.
Residents and visitors can visit the fanners' market every Friday from 9:00 a.m. to
I :00 p.m. The market is located at the Valko Fashion Park behind Macy's.
Farmers' Market
California History Center
The California History Center is located on the DeAnza College campus. The
center has published 39 volumes on California history and has a changing exhibit
program. The center's Stocklmeir Library Archives boasts a large collection of books, a pamphlet file, oral history tapes,
videotapes and a couple thousand student research papers. The library's collection is for reference only. Heritage events
focusing on California's cultural or natural history are offered by the center each quarter. For more information, call 408-
864-8712. The center is open September through June 8:30 a.m. to noon and 1 :00 p.m. to 4:30 p.m. Monday through
Thursday.
43
BUDGET SUMMARY
2006/07 Fiscal Year
Estimated Estimated
Balance at Operating Operating Non-operating Balance at
Funds July 1 Revenues Expenditures Transfers June 30
General Fund $ 17,538,000 $ 35,603,000 $ (29,981,000) $ (8,165,000) $ 14,995,000
Special Revenue Funds:
Storm Drain 125,000 276,000 (308,000) 93,000
Park Dedication Tax 8,000 500,000 (500,000) 8,000
Environmental Management 115,000 366,000 (391,000) 90,000
Gas Tax 251,000 1,445,000 (2,284,000) 800,000 212,000
Housing & Community Development 1,726,000 763,000 (662,000) 1,827,000
Valleo Redevelopment (336,000) 90,000 (217,000) (463,000)
Fund Totals $ 1,889,000 $ 3,440,000 $ (3,862,000) $ 300,000 $ 1,767,000
Debt Service:
Cupertino Facilities Corporation 23,000 (3,535,000) 3,535,000 23,000
Traffic Impact 114,000 38,000 (36,000) 116,000
Valleo 1974 Assessment Dist. 120,000 (120,000)
Fund Totals $ 257,000 $ 38,000 $ (3,691,000) $ 3,535,000 $ 139,000
Capital Projects Funds:
Capital Improvement 112,000 (2,284,000) 2,172,000
Stevens Creek Corridor Park (500,000) 500,000
Mary Ave Bicycle Footbridge 138,000 (388,000) 250,000
Fund Totals $ $ 250,000 $ (3,172,000) $ 2,922,000 $
Enterprise Funds:
Resource Recovery 4,963,000 2,460,000 (2,730,000) (500,000) 4,193,000
Blackberry Farm (138,000) 1,078,000 (1,242,000) (302,000)
Cupertino Sports Facility 73,000 1,527,000 (1,459,000) 141,000
Recreation Programs (10,000) 2,145,000 (1,987,000) 148,000
Senior Center 8,000 568,000 (568,000) 8,000
Fund Totals $ 4,896,000 $ 7,778,000 $ (7,986,000) $ (500,000) $ 4,188,000
Internal Service Funds:
Information Management 934,000 903,000 (1,022,000) 137,000 952,000
Workers' Compensation 156,000 329,000 (290,000) 195,000
Equipment Replacement 1,375,000 876,000 (841,000) 1,410,000
Long-term Disability 13,000 52,000 (44,000) 21,000
Retiree Medical Insurance 3,489,000 (650,000) 1,821,000 4,660,000
Fund Totals $ 5,967,000 $ 2,160,000 $ (2,847,000) $ 1,958,000 $ 7,238,000
45
Total City Revenue
Total City revenue for fiscal year 2006-07 is expected to be $59,484,000. The chart below
provides an overview of all City revenue. General Fund revenue is shown on the next page of
this summary.
Sales Tax represents the City's largest source of revenue. We receive 1 % of the 8.25% collected
in the county. Charges for Services includes program and engineering/building fees from
Blackberry Farm, the Sports Center, the Senior Center, Quinlan Center and our Community
Development and Public Works Departments.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds, while Use of
Money and Property represents rental fees and interest income on the city investment portfolio.
Property Tax is small in comparison to our other revenues as Cupertino is a no-low property tax
city, receiving only $.04 on every dollar paid. Other Taxes include park dedication fees,
business licenses taxes and property transfer taxes.
Total City Revenue
$59,484,000
Property
Taxes
8%
TOT
4%
License &
Pennits 4%
Charges fur
Services
13%
Capilal
Projects/Equipment
Funding/Debt I'aybaeks
20%
Fines
1%
Utility Tax
4%
r
:"..,.....
Franchise
Fees
4%
Sales Tax
17%
I
L
Olher
Taxcs
4%
Use of Money &
Property 3%
Inlcrgovcnunental
11%
46
Total City Expenditures
Total City expenditures for fiscal year 2006-07 are expected to be $62,151,000. This summary
chart provides a quick overview of all the City's operating and capital expenditures.
Many of the Special Revenue fund activities, such as the Gas Tax, Storm Drain, Park Dedication
and Environmental Management funds, are administered by the Public Works Department. The
Public Works Department also oversees the Resource Recovery operations, with expenditures of
over $2.7 for the City-wide garbage collection contract and disposal costs.
All other Enterprise fund operations are directed by the Parks and Recreation Department, which
spends over $7.8 million annually to provide programs for all ages and to maintain the City's
enviable community facilities at the Blackberry Farm and Golf Course, Quinlan Community
Center, Sports Center, and Senior Center.
The majority of funding for Capital Projects, which provides for street projects, sidewalks,
facilities and upgrades, and major equipment purchases is designated to the Steven's Creek
Corridor Park Project and the Mary Avenue Bicycle Footbridge.
Total City Expenditures
$62,151,000
Parks &
Recreation
13%
Council &
Comm iss ions
1%
Operating
Transfers
13%
Law
Enfbrccmcnl
11%
Public
Inrormation
1%
Dcbl
Service
6%
Administration
2%
Community
Development
7%
.
Capital
Projects
11%
\",1,
~
.
...' .
Public Works
24%
Administrative
Scrvices 11%
_ --.J
47
General Fund Revenue
Total General Fund revenue for fiscal year 2006-07 is expected to be $36,603,000. The chart
below provides an overview of our revenue.
Sales Tax is used for general government expenditures and is therefore accounted for entirely in
the General Fund; it represents approximately 28.4% of General Fund revenue. Our sales tax
comes from retail sales, business-to-business (largely high tech sector) sales and use tax.
Charges for Services within the General Fund is comprised of revenue from zoning, planning
and engineering fees.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. This revenue
source represents 12.5% of the budget. Use of Money and Property is received from rental fees
and interest income. Property Tax, though small in comparison to our other revenues, has
remained consistent.
General Fund Revenue
$36,603,000
Charges for
Scrvices 4%
Sales Tax
28%
Fines
1%
License &
Penn its
8%
Opcrating
Transfers In
3%
TOT
6%
-,
Utilily Tax
7%
.;
,,':;-:. -r, . ~
Franchise
Fees
6%
Inlergovemmel1tal
12%
Miscellancous
Revenue 6%
Olher
Taxes
4%
Use of Money &
Property 1%
48
General Fund Expenditures
Total General Fund expenditures for fiscal year 2006-07 are expected to be $39,196,000.
General Fund expenditures, for the general operation and administration of the City, comprise
over 63.1 % of total expenditures.
The General Fund budget allows for all expenditures necessary to carry out the basic activities of
the City that are not provided through other funds. It includes the necessary resources to carry
out police, and emergency preparedness; community development through planning, building
and engineering activities; public works operations and maintenance; recreational programs and
park utilization; and other general government functions such as legal, personnel, finance and
administrative services.
The City's debt service costs are also borne by the General Fund, as well as funding for capital
projects. Both operational and capital budgets have been tightened to minimize the effect on the
City's reserve levels.
General Fund Expenditures
(Including Operating Transfers)
$39,196,000
Community Dcvelopment
9%
Administrative
Scrv ices
10%
Council &
Cummissions
1%
Public Works
26%
Capital l'rojectslRetiree
Mcdical/Otber
14%
... ( .. -._, ~'.
Parks &
Recreation
7%
L
Administratiun
2%
Public
Inrormation 2%
Law
Enforcement
20%
49
REVENUE SUMMARY
Property Taxes
Property taxes represent approximately 13.3% of total general fund operating revenues. Property
tax revenue for the 2006/07 fiscal year is estimated to be $4,978,000. Property tax revenues
fluctuate with market conditions from year-to-year; however, they will generally increase in the
long-term due to property sales and new construction.
In 1978, voters approved the passage of
Proposition 13 which froze property
tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in
Santa Clara County receiving $.02 for
every $1.00 paid. The County then
provides another $.02 as a tax equity
allocation.
In accordance with State law, property
is assessed at actual full cash value
with the maximum levy being I % of
the assessed valuation. Increases in
assessed valuation are limited to 2%
annually if there is no change in
property ownership, major improve-
ments or requests for re-assessment.
Our revenue has increased slightly in
this area with recent annexations and
housing development.
$0.243 Cupertino Elementary
$0.236 County Bond
$0.164 Fremont High School
Maintenance
$0.148 Santa Clara County
Fire District
...
.......
$0.065 Mid Peninsula Open
Space & Various
Agencies
......
$0.063 Foothill Community
College Maintenance
....
$0.042 County Library
Retirennent
....
$0.040 City of Cupertino
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
Property Taxes
REVENUE BY FUND:
General
Valleo RDA
Traffic Impact
$4,318.000
$4.743.000
$4,978,000
$4,850,000
90,000
38.000
$4.978,000
50
REVENUE SUMMARY
Sales Tax
The City's sales and use tax revenues are generated from three principal economic categories:
general retail-23.8%, business-to-business-55.5% includes electronic equipment and software
manufacturers and distributors), and other products-20.7%. Cupertino's sales tax has continued
to experience declines as a result of the recessionary impacts in our area and is just starting to
show signs of recovery.
$2,000
-- - -
r-- r-
- -
- ,-
,-
- - ~ r--
- - - - - - - - - - -
- - -- - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - -
10 ACTUAL/EST l
$14,000 -
$12,000 -
$10,000 -
$8,000 '
$6,000 -
$4,000
$0 "
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Sales and use taxes are the City's largest single source of revenue and are budgeted at $10.4
million for the 2006/07 fiscal year, representing 28.4% of the City's total general fund operating
revenues. With sales tax so dependent on a vital economy, the City must focus its efforts on
finding other stable revenue sources or embark on a more aggressive economic development
effort to ensure health in this area.
Towards that end, the City has approved 330,000 square feet of new or replacement retail in the
last five years. The majority of this buildout will occur in fiscal year 2008/09 and is reflected in
our five-year projections.
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
Sales Tax
$9.222.000
$9.650.000
$10,400.000
REVENUE BY FUND:
General
$.10,400.000
51
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility, franchise, park, and transient
occupancy taxes.
The utility tax, which was approved by voters in 1990, is assessed on gas, electricity and
telecommunication service provided within the City's jurisdiction at a rate of 2.4% of user
charges. This tax is a general tax and can be used for any purpose. The following chart shows
that the City's tax rate and areas of application are generally lower than that of other cities within
Santa Clara County. In March 2002, voters approved an extension of the utility tax from a sunset
date of 2015 to 2030. This extension will correspond with the extended debt maturity dates as a
result of refinancing for capital improvement projects. Utility taxes are budgeted to be
$2,392,000 which is down compared to the previous year's projections due to new court rulings
for applying this tax to cell phone usage.
Utility Tax Rate Comparison
Gas/Electric Cable Water Telephone
Cupertino 2.4% 2.4%
Mountain View 3.0% 3.0%
Los Altos 3.5% 3.5% 3.5% 3.5%
Palo Alto 5.0% 5.0% 5.0%
Gilroy 5.0% 5.0% 5.0%
San Jose 5.0% 5.0% 5.0%
Franchise fees are received from cable television, garbage, water, gas and electricity franchisees
that operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues
depending on each particular agreement. Franchise fee revenues for fiscal year 2006/07,
estimated to be $2,200,000, are also flat due to the applicability for telecommunication
transmission.
Park tax is paid by developers on housing development and can vary greatly from year-to-year.
Estimated revenue for fiscal year 2006/07 is $500,000 which is generated from new
developments within the City.
Transient occupancy taxes are levied on hotel facilities located in the City at the rate of 10% of
room revenues. The taxes in this category amount to $2,226,000 and have been increasing since
January 2005 for all four hotels in the city.
-52
REVENUE SUMMARY
Other Taxes (continued)
Other taxes of $1 ,640,000 reflect business license fees, property transfer tax, construction tax and
housing mitigation fees.
2004/05 2005/06 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
Utility Tax $ 2,706,000 $2,675,000 $2,392,000
Franchise Fees 2,217,000 2,200,000 2,200,000
Park Dedication Fee 1,726,000 634,000 500,000
Transient Occupancy Tax 1,791,000 2,100,000 2,226,000
Other Taxes 1.626,000 1.850.000 1.640.000
$10.066,000 $9.459.000 $8.958,000
REVENUE BY FUND:
General
Housing & Community Development
Park Dedication Fund
$ 8,208,000
250,000
500.000
$8.958.000
53
REVENUE SUMMARY
License and Permits
Licenses and Permits represent approximately 8.3% of total General Fund operating revenues.
This category includes building, plan check and electrical and plumbing permits. With the
adoption of a new fee study for building, planning and engineering fees to reflect full cost
recovery of services, and a large demand for construction, the City saw a substantial increase in
fees for fiscal year 2004/05 and 2005/06. We do not expect this volume to continue, however, in
2006/07.
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
License and Permits
$2.896.000
$3.370,000
$3.050,000
REVENUE BY FUND:
General
$3.050,000
54
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents approximately 2.6% of total City revenues and is comprised of
interest earnings on City funds, facility rents and concession payments on City-owned property,
assessment bond interest, and repayment of long-term affordable housing loans.
Investment earnings are a function of the amount of excess cash available for investment and the
current interest rate.
2004/05 2005/06 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
Investment Earnings $1,025,000 $ 796,000 $ 973,000
Property Rentals 537,000 510,000 503,000
Loan Repayment 152.000 250,000 55,000
$1. 714,000 $1.556.000 $1 ,531.000
REVENUE BY FUND:
General
Storm Drain
Sports Center
Resource Recovery
Blackberry Farm
Transportation
Housing & Community Development
Other Funds
$ 880,000
26,000
60,000
185,000
82,000
80,000
115,000
103,000
$1,531,000
55
REVENUE SUMMARY
Intergovernmental Revenues
Intergovernmental revenues comprise approximately 11.6% of the City's total revenues and
consist of State motor vehicle license fees (VLF), State gas tax, and various grants from federal,
state or county agencies. This revenue fluctuates widely depending on grant awards and
allocations.
As a result of State budget deficits, the last two years have seen many State borrowings, shifts
and take-aways from the City. In 2004/05, the State paid back the $885,00 in VLF that it had
borrowed in 2003/04. As described in the State Revenue Raid section of this Revenue Summary,
in 2004/05 and 2005/06, the City lost $1.2 million in property taxes, sales taxes and VLF to the
State, in exchange for the Governor's support of Proposition lA. Finally, to collateralize the
State's deficit recovery bonds and to backfill the permanent reduction ofVLF, a portion of sales
taxes and VLF formerly remitted to the City monthly have been replaced by semiwannual
payments of property taxes, which has affected cash flows and interest income.
Cupertino became an entitlement city for housing and community development block grants,
which increased our grant allocation from $60,000 to almost $500,000 per year. In addition, our
two new major capital projects, the Stevens Creek Corridor Park and the Mary Avenue Bicycle
Overcrossing are primarily funded by grants.
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
Motor Vehicle in Lieu
Transportation
Stevens Creek Corridor CIP
Mary A venue CIP
Housing & Community Development
Other/Grants
$4,941,000 $ 4,365,000 $4,585,000
991,000 1,691,000 1,315,000
52,000 3,225,000 0
0 7,532,000 138,000
202,000 435,000 398,000
419.000 153,000 437,000
$6.335,000 $13,501.000 $6,873.000
REVENUE BY FUND:
General Fund
Transportation
Housing & Community Development
Capital Improvement Projects
$4,585,000
1,315,000
398,000
575.000
$6.873,000
56
REVENUE SUMMARY
Charges for Services
Due to the nature of the services provided, most of the activity in this category is accounted for
separately as enterprise funds. As such, the City attempts to recover the cost of the services
provided through user charges.
Charges for services, representing approximately 14.3% of total City revenues, are estimated to
be $8,503,000 for the 2006/07 fiscal year. With the opening of our new Sports Center and
expansion of our youth programs and the update of our building, planning and engineering fees,
this category has been one of our largest growing revenue sources.
2004/05 2005106 2006/07
Actual Estimate Proposed
REVENUE BY CATEGORY:
Construction and Other Permits $1,207,000 $1,785,000 $1,200,000
Resource Recovery 2,421,000 2,150,000 2,150,000
Blackberry Farm Park/Golf Fees 1,108,000 1,150,000 995,000
Cupertino Sports Center Fees 1,324,000 1,442,000 1,467,000
Recreation - Cultural, Youth and Teen,
Physical, Nature and Park Programs 2,168,000 2,165,000 2,125,000
Senior Center Classes, Excursions 474,000 542,000 566.000
$8.702.000 $9.234.000 $8,503,000
REVENUE BY FUND:
General
Resource Recovery
Blackberry Farm
Cupertino Sports Center
Recreation Programs
Senior Center
$1,200,000
2,150,000
995,000
1,467,000
2,125,000
566,000
$8.503,000
57
REVENUE SUMMARY
Fines and Forfeitures
Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have
slightly declined due to an enhanced signage effort by our Code Enforcement and Public Works
Departments
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
Fines
$560,000
$550.000
$560.000
REVENUE BY FUND:
General
$560.000
58
REVENUE SUMMARY
Miscellaneous Revenues
Miscellaneous revenues consist of environmental management fees, property sales and other
revenue items that the City receives on a non-consistent basis from year-to-year. Revenues for
fiscal 2006/07 are budgeted at $2,336,000. Non-reoccurring revenues include the sale of surplus
property.
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
Developer Fees
Environmental Management
Sale of Property
Miscellaneous
$ 50,000
361,000
1,200,000
447,000
$ 50,000
365,000
2,423,000
362,000
$ 50,000
365,000
1,750,000
171.000
$2.058,000
$3.200,000
$2.336.000
REVENUE BY FUND:
General Fund
Storm Drain
Environmental Management
Other
$1,870,000
50,000
365,000
51.000
$2.336,000
59
REVENUE SUMMARY
Interdepartmental Revenues
Interdepartmental revenues consist of interdepartmental service charges and operating transfers.
Interdepartmental service charges arise from the centralized administration of certain activities
the costs of which are allocated to the various City departments benefited. The City uses internal
service funds to account for the provision of these services and the related charges. Operating
transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are
recorded as non-operating revenues in the receiving fund and as non-operating expenditures in
the transferring fund.
Operating transfers of$1O,215,000 are primarily due to the transfer of$3,535,000 in debt service
payments, $3,722,000 to fund capital projects, and $1,821,000 in GASB #34 retiree medical
benefit obligations.
2004/05
Actual
2005/06
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
Transfer of Funds
Interdepartmental Service Charges:
Insurance Premiums
Equipment Chargebacks
IT Chargebacks
$12,232,000 $9,458,000 $10,215,000
194,000 338,000 356,000
891,000 855,000 841,000
717,000 717,000 883,000
$14.034,000 $11,368,000 $12.295.000
REVENUE BY FUND:
General Fund
Capital Improvement Fund
Transportation
Cupertino Facilities Corporation
Information Technology (IT)
Equipment Replacement
Workers' Compensation
Long-term Disability
Retiree Medical
$1,000,000
2,922,000
800,000
3,535,000
1,020,000
841,000
304,000
52,000
1.821.000
$12.295.000
60
REVENUE SUMMARY
State Revenue Raid
This category denotes the 2004/05 through 2006/07 negotiated League of California Cities'
agreement with the State. The League and Governor Schwarzenagger have agreed that the State
will take $619,000 and $623,313 for fiscal years 2004/05 and 2005/06 respectively in return for
the Governor's endorsement of Proposition lA, which was passed by the voters in 2004.
This raid of local revenue represents one-third sales tax, one-third property tax and one-third
vehicle license fees and is therefore segregated in this budget as a separate line item. The
Proposition instituted protections from future takeaways of these revenue sources and
strengthened the State's funding requirements for programs mandated by the State.
2004/05 *
Actual
2005/06*
Estimate
2006/07
Proposed
REVENUE BY CATEGORY:
State Revenue Raid
$
($619.000)
($623,000)
$
o
REVENUE BY FUND:
General
.$Q
* Not restated for prior year revenue raids.
61
Summary of Employees
By Department
80.00.
70.00 - t ~ ~-
!' ~
~
I
60.00 1
:1'-
~ L:i
~ ~
.,
~ ,
50.00 - .~ - , ! -
~
~ '"
.j
~ J -J
~ ~
~ ~
I k':;
40.00 i ~
-..-
,
I'
30.00 -
'!
20,00 -- -- - - - --
0.00
10,00 -
2000/01
2001/02
2002/03
2003/04
2004/05
2005/06
2006/07
o Council/Commissions
DAdminislration
o Public InfoffiJation
o Adminiatrative Services
o Parks and Recreation
o Community Development
1:1 Public Works
iii Redevelopment Agency
63
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 increases over the past six years. The
Community Outreach Coordinator was decreased to a half-time position in 2001-02, a half-time
clerk receptionist was added in 2002-03.
Administrative Services
From fiscal year 2000-01 to 2005-06 the Administrative Services Department has seen minimal
changes in staffing. The majority of the increase was due to the expansion of the IT Division
with the addition of a GIS Coordinator and an IT Assistant. The Finance Division increased an
Account Clerk position from a part-time to a full-time position to handle Business Licensing, and
a half-time clerk receptionist was added to the City Clerk's office in 2002-03.
Public Information
The staffing in the Public Information Department has remained constant over the past eight
years except for a 75% position that was taken to full time in 2001-02, and a Media Coordinator
position will be added in 2006-07.
Recreation Services
Recreation Services has increased staffing due to new programs from fiscal year 2000-01 to
2005-061. A Maintenance Worker for Blackberry Farm, a Building Attendant for the Senior
Center and two Recreation Coordinators were added in fiscal year 2000-01. Changes for 2001-
02 included the reclassification of four positions from part-time to full-time due to increased
workload at the Quinlan Center, Senior Center, Blackberry Golf Course and Sports Center.
During 2002-03, greens maintenance was contracted out, moving three Maintenance Workers to
vacancies in the Public Works Department, two part-time positions were consolidated into a full
time, Assistant Golf Shop Attendant and a part-time position went to 75% time at the Senior
Center. Continued consolidation of contract maintenance efforts allowed for the reduction of
one (vacant) Maintenance Worker position at Blackberry Farm in 2004-05. In 2005-06 a Facility
Attendant was added to service the new Community Hall and in 2006-07 a Recreation
Coordinator was eliminated at Blackberry Farm.
64
Community Development
The Community Development Department has had variations in staffing over the past eight
years. In 2001-02, the department combined two part-time intern positions into a full-time
position to increase efficiency. In addition, during 2002-03 the Senior Building Inspector
position was vacated as a result of an internal promotion. For fiscal year 2006-07 an Economic
Development Manager (50%) will be added as well as a Counter Specialist.
Public Works
The Public Works Department has had minimal increases over the past six years. A Traffic
Engineer was eliminated and replaced with a City Architect in 2001-02 and an Assistant Director
of Public Works was added in 2002-03. The Facilities position count was increased in 2004-05
by one maintenance worker to support the additional maintenance workload required for the
library, new Community Hall and City Center Park.
Redevelopment A2enCY (RDAl
The Vallco Redevelopment Project Area was approved and existing staff time is allocated each
year as appropriate. During fiscal year 2006-07, an Economic Development Manager (50%) will
be added.
65
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2000-01 2001-02 2002-03 2003-04
CITY COUNCIL/COMMISSIONS
City Council 0.20 0.20 0.40 0.40
Fine Arts Commission 0.10 0.10 0.10 0.10
Technology, Information & Communications Commission 0.05 0.05 0.05 0.05
Parks and Recreation Commission 0.10 0.10 0.10 0.10
Teen Commission 0.00 0.00 0.15 0.15
Housing Commission 0.05 0.05 0.00 0,00
Library Commission 0.00 0.00 0,00 0.00
Senior Commission 0.00 0.00 0.00 0.00
Public Safety Commission 0.00 0.00 0.00 0.00
Bicycle and Pedestrian Commission 0.00 0.00 0.00 0.00
Planning Commission 0.00 0.00 0.00 0.00
0.50 0.50 0.80 0.80
ADMINISTRA TION
City Manager 1.35 1.35 1.45 1.45
Community Outreach 0.75 0.50 0.50 0.50
City Attorney 2.75 2.75 2.75 2.70
4.85 4.60 4.70 4.65
PUBLIC INFORMATION
Community Relations 0.75 0.75 0.75 0.75
Cupertino Scene 0.40 0.40 0.40 0.40
Government Channel 3.00 3.00 3.25 3.25
City Website 0.00 0.00 0.00 0.00
4.15 4.15 4.40 4.40
ADMINISTRATIVE SERVICES
Administration 2.00 2.00 1.90 1.90
Accounting 3.75 4.50 4.40 4.40
Business Licensing 0.25 0.50 0.50 0.50
City Clerk 3.90 3.90 3.90 3,90
Duplicating and Printing 0.00 0.00 0.60 0.60
Human Resources 2.50 2.50 2.70 2.70
Insurance Administration 0.35 0.35 0.30 0.30
Code Enforcement 3.15 3.15 3.00 3.00
Information Technology 2.00 3.00 3.00 3.00
17.90 19.90 20.30 20.30
66
2004-05 2005-06 2006-07
0.40
0.10
0.05
0.10
0.15
0.00
0.00
0.00
0.00
0.00
0.00
0.80
1.50
0.50
2.70
4.70
0.75
0.40
2.25
1.00
4.40
1.95
4.40
0.50
3.90
0.60
2.70
0.30
3.00
3.00
20.35
0.40
0.10
0.05
0.10
0.15
0.00
0.00
0.00
0.00
0.00
0.00
0.80
1.50
0.50
2.70
4.70
0.75
0.40
2.25
1.00
4.40
1.95
4.40
0.50
3.90
0.60
2.70
0.30
3.00
3.00
20.35
0.40
0.10
0.05
0.10
0.15
0.05
0.02
0.02
0.03
0.03
0.45
1.40
1.40
0.50
2.40
4.30
0.75
0.40
3.40
1.00
5.55
1.94
4.39
0.50
3.90
0.60
2.70
0.30
3.30
4.00
21.63
67
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2000-01 2001-02 2002-03 2003-04
PARKS AND RECREATION
Administration 1.90 1.90 1.90 1.90
Cultural Programs 6.25 8.00 6.50 7.00
Youth and Teen Services 2.00 3.50 3.35 3.35
Sports and Physical Recreation 4.00 5.00 5.50 5.50
Senior Programs 6.00 6.75 7.50 7.50
Blackberry Farm 8.50 10.00 7.88 7.88
28.65 35.15 32.63 33.13
COMMUNITY DEVELOPMENT
Administration 1.49 1.49 1.49 1.49
Planning 5.96 6.96 6.96 6.96
Housing Services 1.00 1.00 0.90 0.90
Building 10.50 10.50 11.40 11.40
18.95 19.95 20.75 20.75
PUBLIC WORKS
Administration 2.00 2.00 3.00 3.00
Environmental Management 2.35 2.35 2.57 2.42
Engineering Services 4.75 5.75 5.75 5.75
Service Center 2.20 2.20 2.20 2.20
Grounds 18.50 18.50 18.40 18.40
Streets 22.35 22.35 22.55 22.70
Facilities 7.40 7.40 7.30 7.30
Transportation 5.35 5.35 4.35 4.35
General Services 4.10 4.10 4.10 4.10
69.00 70.00 70.22 70.22
REDEVELOPMENT AGENCY 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00
TOTAL PERMANENT, BENEFITED POSITIONS
131.75 138.00 144.00 153.80
68
2004-05 2005-06 2006-07
1.90
7.00
3.35
5.50
7.50
6.88
32.13
1.49
7.04
0.90
11 .40
19.34
1.90
7.00
3.35
5.50
7.50
6.88
32.13
1.49
7.04
0.90
11 .40
19.34
1.89
7.55
3.35
5.50
7.69
5.98
31.96
1.39
7.76
0.81
11.90
20.47
3.00 3.00 2.98
3.27 3.27 3.27
5.75 5.75 5.68
2.20 2.20 2.20
18.40 18.40 18.40
22.45 22.45 22.45
7.60 7.60 7.60
4.35 4.35 4.35
4.20 4.20 4.20
71.22 71.22 71.13
0.32 0.32 0.92
0.32 0.32 0.92
154.75
154.75
158.75
69
Five Year
Budget Forecast
71
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
GENERAL FUND
Beginning Balance at July 1 $ 18,314 $ 17,538 $ 14,995 $ 13,411 $ 10,752 $ 9,080
Operating Activity:
Estimated Operating Revenues 33,223 33,853 35,302 35,949 37,618 38,829
Use of Public Access Reserve 50 50 50 50 50 50
Estimated Operating Expenditures (29,988) (29,981) (30,854) (32,258) (33,468) (35,037)
Net Operating Activity 3,285 3,922 4,498 3,741 4,200 3,842
Debt Service (3,548) (3,535) (3,538) (3,534) (3,536) (3,532)
Net Operating Activity after debt (263) 387 960 207 664 310
Transfers Out to Other Funds:
MIS Fund (220) (137) (220) (220) (220) (220)
Retiree Medical - GASB #34 (1,763) (1,821) (1,882) (1,946) (2,013) (2,082)
Equipment Fund 0 0 (50) (50) (50) (50)
Net Income for elP ProjectslReserves (2,246) (1,571) (1,192) (2,009) (1,619) (2,042)
One Time Revenues:
Enterprise Funds (Sports CenterlRec Prog) 353 0 0 0 0 0
Sale of Property 2,423 1,750 0 0 0 0
Park Dedication 634 500 400 300 200 100
Resource RecoverylRDA Payback 500 500 500 0 597 0
Income for elP ProjectslReserves 1,664 1,179 (292) (1,709) (822) (1,942)
Proposed elP Projects:
Capital Projects (430) (2,672) (500) (200) 0 (75)
Mary Ave Bicycle Footbridge (755) (250) 0 0 0 0
Transportation Projects & Operations (1,255) (800) (792) (750) (850) (860)
(2,440) (3,722) (1,292) (950) (850) (935)
Ending Balance June 30 17,538 14,995 13,411 10,752 9,080 6,203
Reserve: Policy
Capital Improvement Projects $5,000 5,000 1,278 0 0 0 0
PERS Reserve 1,000 1,000 1,000 1,000 0 0 0
Economic Uncertainty I 2,500 4,038 5,217 4,911 3,252 1,580 0
Economic Uncertainty II 7,500 7,500 7,500 7,500 7,500 7,500 6,203
$16,000 17,538 14,995 13,411 10,752 9,080 6,203
72
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
SPECIAL REVENUE FUNDS
STORM DRAIN
BegiJll1ing Balance at July I $ 1,156 $ 125 $ 93 $ 94 $ 96 $ 98
Estimated Operating Revenues 75 276 76 77 77 78
Estimated Operating Expenditures (176) (105) (75) (75) (75) (75)
Capital Projects (930) (203) 0 0 0 0
Ending Balance at June 30 $ 125 $ 93 $ 94 $ 96 $ 98 $ 101
PARK DEDICATION TAX
BegiIll1ing Balance at July I $ 182 $ 8 $ 8 $ 108 $ 308 $ 608
Estimated Operating Revenues 634 500 500 500 500 500
Estimated Operating Expenditures 0 0 0 0 0 0
Net Operating Activity 634 500 500 500 500 500
Operating Transfers Out - General Fund (634) (500) (400) (300) (200) (100)
Capital Projects - McClellanlPortal (174) 0 0 0 0 0
Ending Balance at June 30 $ 8 $ 8 $ 108 $ 308 $ 608 $ 1,008
ENVIRONMENTAL MANAGEMENT
BegiJming Balance at July I $ 163 $ 115 $ 90 $ 86 $ 82 $ 78
Estimated Operating Revenues 366 366 366 366 366 366
Estimated Operating Expenditures (414) (391 ) (370) (370) (370) (370)
Ending Balance at June 30 $ 115 $ 90 $ 86 $ 82 $ 78 $ 74
TRANSPORTATION
Beginning Balance at July I $ 2,163 $ 251 $ 212 $ ISO $ 54 $ 35
Estimated Operating Revenues 1,273 1,295 1,305 1,306 1,319 1,331
Grants/Other Income 468 ISO 327 0 0 0
Operating Transfers In - General Fund/CIP 1,255 800 792 750 850 860
Estimated Operating Expenditures (928) (834) (866) (902) (938) (976)
Net Operating Activity 2,068 1,411 1,558 1,154 1,231 1,215
Capital Projects (3,980) (1,450) (1,620) (1,250) (1,250) (1,250)
Ending Balance at June 30 $ 251 $ 212 $ 150 $ 54 $ 35 $ 0
73
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July 1 $ 2,577 $ 1,726 $ 1,827 $ ],885 $ ],890 $ ],866
Estimated Operating Revenues 785 763 765 740 740 740
Estimated Operating Expenditures (],636) (662) (707) (735) (764) (793)
Ending Balance at June 30 $ 1,726 $ 1,827 $ 1,885 $ 1,890 $ 1,866 $ 1,813
V ALLCO REDEVELOPMENT
Beginning Balance at July ] (222) (336) (463) (594) 115 230
Estimated Operating Revenues 88 90 90 941 975 1,000
Estimated Operating Expenditures (202) (217) (22]) (232) (263) (3 ] 6)
Operating Transfers Out - General Fund 0 0 0 0 (597) 0
Ending Balance at June 30 $ (336) $ (463) $ (594) $ 115 $ 230 $ 914
74
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Beginning Balance at July 1 $ 23 $ 23 $ 23 $ 23 $ 23 $ 23
Operating Transfers In 3,548 3,535 3,538 3,534 3,536 3,532
Debt Service Payments (3,548) (3,535) (3,538) (3,534) (3,536) (3,532)
Ending Balance at June 30 $ 23 $ 23 $ 23 $ 23 $ 23 $ 23
TRAFFIC IMP ACT
Beginning Ba]ance at July] $ ]18 $ 114 $ 116 $ 112 $ 112 $ 86
Estimated Operating Revenues 36 38 35 37 9 0
Debt Service Payments (40) (36) (39) (37) (35) (37)
Ending Balance at June 30 $ 114 $ 116 $ 112 $ 112 $ 86 $ 49
V ALLCO 1974 ASSESSMENT DISTRICT
Beginning Balance at July 1 $ 120 $ 120 $ 0 $ 0 $ 0 $ 0
Estimated Operating Revenues 0 0 0 0 0 0
Debt Service Payments 0 (120) 0 0 0 0
Ending Balance at June 30 $ 120 $ 0 $ 0 $ 0 $ 0 $ 0
75
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT
Beginning Balance at July I $ 1,583 $ 0 $ 0 $ 0 $ 0 $ 0
Operating Transfers In 390 2,172 0 200 0 75
Prior Year Grants 53 0 0 0 0 0
Grants/Other Income 45 112 0 0 0 0
Capital Projects (2,071) (2,284) 0 (200) 0 (75)
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CIVIC CENTER & LIBRARY
Beginning Balance at July I 2 0 0 0 0 0
Donations 105 0 0 0 0 0
Operating Transfers In 40 0 0 0 0 0
Transfers Out-FF&E Loan Payback (50) 0 0 0 0 0
Capital Projects (97) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CALI MILL PLAZA
Beginning Balance at July 1 3 0 0 0 0 0
Operating Transfers Out (3) 0 0 0 0 0
Capital Projects 0 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
76
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
CAPITAL PROJECT FUNDS
STEVENS CREEK CORRIDOR PARK
Beginning Balance at July 1 727 0 0 0 0 0
Grants/Other Income 1,652 0 0 0 0 0
Prior Year Grants Authorized 1,573 0 0 0 0 0
Operating Transfers In - General Fund 0 500 500 0 0 0
Capital Projects (3,952) (500) (500) 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
MARY A VENUE BICYCLE FOOTBRIDGE
Beginning Balance at July 1 $ 445 $ 0 $ 0 $ 0 $ 0 $ 0
Prior Year Grants Authorized 5,367 0 0 0 0 0
Fedeml and State Grants/Other Income 2,165 138 0 0 0 0
Operating Transfers In - General Fund 755 250 0 0 0 0
Capital Projects (8,732) (388) 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
77
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July I $ 5,716 $ 4,963 $ 4,193 $ 3,269 $ 2,777 $ 2,235
Estimated Operating Revenues 2,325 2,435 2,415 2,461 2,529 2,600
Estimated Operating Expenditures (2,798) (2,730) (2,839) (2,953) (3,071) (3,194)
Net Operating Activity (473) (295) (424) (492) (542) (594)
Loan Payback 220 25 0 0 0 0
Operating Transfers Out--General Fund (500) (500) (500) 0 0 0
Ending Balance at June 30 $ 4,963 $ 4,193 $ 3,269 $ 2,777 $ 2,235 $ 1,641
BLACKBERRY FARM
Beginning Balance at July 1 $ 11 $ (138) $ (302) $ (302) $ (194) $ (68)
Estimated Operating Revenues 1,237 1,078 722 1,312 1,336 1,360
Estimated Operating Expenditures (1,386) (1,242) (722) (1,204) (1,210) (1,215)
Net Operating Activity (149) (164) 0 108 126 145
Operating Transfer In- General Fund 0 0 0 0 0 0
Ending Balance at June 30 $ (138) $ (302) $ (302) $ (194) $ (68) $ 77
CUPERTINO SPORTS CENTER
Beginning Balance at July 1 $ 203 $ 73 $ 141 $ 169 $ 200 $ 224
Estimated Operating Revenues ],649 1,527 1,595 1,651 ],708 1,768
Estimated Operating Expenditures (1,679) (1,459) (1,567) (1,620) (1,684) (1,752)
Net Operating Activity (30) 68 28 31 24 16
Operating Transfer Out--General Fund (100) 0 0 0 0 0
Ending Balance at June 30 $ 73 $ 141 $ 169 $ 200 $ 224 $ 240
78
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
ENTERPRISE FUNDS
RECREATION PROGRAMS
Beginning Balance at July I $ 95 $ (10) $ 148 $ 291 $ 416 $ 523
Estimated Operating Revenues 2,180 2,145 2,209 2,274 2,342 2,412
Estimated Operating Expenditures (2,085) (1,987) (2,066) (2,]49) (2,235) (2,325)
Net Operating Activity 95 ]58 ]43 ]25 107 87
Operating Transfers Out (200) 0 0 0 0 0
Ending Balance at June 30 $ (10) $ 148 $ 291 $ 416 $ 523 $ 610
SENIOR CENTER
Beginning Ba]ance at July] $ 4 $ 8 $ 8 $ 8 $ 8 $ 8
Estimated Operating Revenues 545 568 585 602 620 639
Estimated Operating Expenditures (54]) (568) (585) (602) (620) (639)
Net Operating Activity 4 0 0 0 0 0
Operating Transfer In 0 0 0 0 0 0
Ending Balance at June 30 $ 8 $ 8 $ 8 $ 8 $ 8 $ 8
79
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Beginning Balance at July 1 $ 1,010 $ 934 $ 952 $ 1,019 $ 1,070 $ 1,103
Estimated Operating Revenues 735 903 921 939 957 976
Estimated Operating Expenditures (726) (821 ) (854) (888) (924) (960)
Net Operating Activity 9 82 67 51 33 16
Operating Transfers In 220 137 220 220 220 220
Depreciation Reserve 80 99 80 80 80 80
Capital Outlay - New & Replacement (385) (300) (300) (300) (300) (300)
Ending Balance at June 30 $ 934 $ 952 $ 1,019 $ 1,070 $ 1,103 $ 1,119
WORKERS' COMPENSATION
Beginning Balance at July 1 $ 156 $ 156 $ 195 $ 231 $ 264 $ 295
Estimated Operating Revenues 315 329 338 347 357 367
Estimated Operating Expenditures (315) (290) (302) (314) (326) (339)
Ending Balance at June 30 $ 156 $ 195 $ 231 $ 264 $ 295 $ 323
EQUIPMENT
Beginning Balance at July 1 $ 1,367 $ 1,375 $ 1,410 $ 1,437 $ 1,456 $ 1,467
Estimated Operating Revenues 870 876 902 929 957 986
Estimated Operating Expenditures (862) (841 ) (875) (910) (946) (984)
Net Operating Activity 8 35 27 19 11 2
Operating Transfer In--General Fund 0 0 50 50 50 50
Depreciation Reserve 34 298 125 125 125 125
Capital Outlay - New & Replacement (34) (298) (I75) (175) (175) (175)
Ending Balance at June 30 $ 1,375 $ 1,410 $ 1,437 $ 1,456 $ 1,467 $ 1,469
LONG- TERM DISABILITY
Beginning Balance at July 1 $ 14 $ 13 $ 21 $ 30 $ 39 $ 49
Estimated Operating Revenues 43 52 55 57 59 61
Estimated Operating Expenditures (44) (44) (46) (48) (49) (51)
Ending Balance at June 30 $ 13 $ 21 $ 30 $ 39 $ 49 $ 59
80
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
200S~06 2006-07 2007-08 2008~09 2009-10 2010-11
INTERNAL SERVICE FUNDS
RETIREE MEDICAL INSURANCE
Beginning Balance at July 1 $ 2,321 $ 3,489 $ 4,660 $ 5,774 $ 6,858 $ 7,916
Estimated Operating Revenues 1,763 1,821 1,882 1,946 2,013 2,082
Estimated Operating Expenditures (595) (650) (768) (862) (955) (1,054)
Ending Balance at June 30 $ 3,489 $ 4,660 $ 5,774 $ 6,858 $ 7,916 $ 8,944
81
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
GENERAL
TAXES:
Property Tax 4,260 4,157 4,620 4,850 5,044 5,246 5,456 5,674
Sales Tax 9,222 9,150 9,650 10,400 1],8]6 ]2,289 13,280 13,811
Transient Occupancy Tax ],791 1,730 2,100 2,226 2,337 2,182 2,269 2,360
Utility Users Tax 2,706 2,675 2,675 2,392 2,488 2,587 2,691 2,771
Franchise Fees 2,217 2,300 2,200 2,200 1,800 1,800 1,836 ],873
Other Taxes ],37] 1,350 ],550 1,390 ],432 1,475 ],519 1,564
21,567 21,362 22,795 23,458 24,917 25,578 27,051 28,054
LICENSES AND PERMITS 2,896 2,800 3,370 3,050 2,959 2,811 2,811 2,811
USE OF MONEY AND PROPERTY:
Investment Earnings 595 600 500 510 520 531 541 552
Property Rentals 365 475 365 370 377 385 393 400
960 1,075 865 880 898 916 934 953
INTERGOVERNMENTAL:
Motor Vehicle License In-Lieu 4,527 3,450 4,040 4,220 4,300 4,450 4,610 4,780
Grants 228 125 225 ]80 ]80 ]80 ]80 180
Other Intergovernmenta] 186 ]00 100 ]85 185 ]85 185 185
4,941 3,675 4,365 4,585 4,665 4,815 4,975 5,145
CHARGES FOR SERVICES:
Zoning and Planning Fees 563 510 9]0 500 485 461 46] 46]
Engineering Fees 683 675 775 600 582 553 553 553
Other Service Charges (39) 100 ]00 100 ]04 108 112 ]]7
1,207 1,285 1,785 1,200 1,171 1,122 1,126 1,131
FINES AND FORFEITURES 560 625 550 560 571 583 594 606
MISCELLANEOUS 171 100 116 120 122 125 127 130
STATE TAKE A WAY (sales/ property/ VLF) (619) (623) (623) 0 0 0 0 0
Subtotal 31,683 30,299 33,223 33,853 35,302 35,949 37,618 38,829
TRANSFERS IN/OTHER REVENUES
Sale of Property 1,200 ],500 2,423 ],750 0 0 0 0
Park Dedication Tax 1,723 500 634 500 400 300 200 100
Resource RecoverylRDA Loan Payback 500 500 500 500 500 0 597 0
Loan Prepayment. Ki]ian 330 0 0 0 0 0 0 0
Leadership Program 8 0 0 0 0 0 0 0
Library/Cali Mill OP savings 0 300 53 0 2 0 0 0
Sports Center 0 ]00 ]00 0 0 0 0 0
Recreation Programs 208 200 200 0 0 0 0 0
Total General Fund 35,652 33,399 37,133 36,603 36,204 36,249 38,415 38,929
82
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
SPECIAL REVENUE FUNDS
STORM DRAIN
Investment Earnings 30 25 25 26 26 27 27 28
Tax SO 50 50 SO SO 50 50 SO
Water District cost share 0 0 0 200 0 0 0 0
80 75 75 276 76 77 77 78
PARK DEDICATION TAX
Park Dedication Tax 1,726 500 634 500 500 500 500 500
1,726 500 634 500 500 500 500 500
ENVIRONMENTAL MANAGEMENT
Investment Earnings 1 ] 1 ] 1 ] ] I
Fees 361 374 365 365 365 365 365 365
362 375 366 366 366 366 366 366
TRANSPORT A TlON
Investment Earnings 76 50 50 80 70 SO SO 50
Operating Transfers In - Genera] Fund 750 755 ],255 800 792 750 850 860
Traffic Congestion Relief - Proposition 42 0 0 223 200 210 221 223 225
Federal and State Grants 0 330 468 100 327 0 0 0
Other Revenues 0 0 0 50 0 0 0 0
Gasoline Tax 99] ],000 1,000 ],015 1,025 ],035 1,046 1,056
1,817 2,135 2,996 2,245 2,424 2,056 2,168 2,191
HOUSING & COMMUNITY DEVELOPMENT
Investment Earnings & Rent 18 20 20 85 85 85 85 85
Grants 202 435 435 398 400 400 400 400
Loan Repayments 32 30 30 30 30 30 30 30
Housing Mitigation Fees 255 200 300 250 250 225 225 225
Transfer In to Separate BMR from Gen Fd 721 0 () 0 0 0 0 0
1,228 685 785 763 765 740 740 740
V ALLCO REDEVELOPMENT
Property Assessment 19 60 88 90 90 941 975 1,000
19 60 88 90 90 941 975 1,000
83
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings I 0 0 0 0 0 0 0
Operating Transfer In 3,547 3,548 3,548 3,535 3,538 3,534 3,536 3,532
3,548 3,548 3,548 3,535 3,538 3,534 3,536 3,532
TRAFFIC IMPACT
Investment Earnings 0 I I 0 0 0 0 0
Property Assessment 39 35 35 38 35 37 9 0
39 36 36 38 35 37 9 0
84
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT
Operating Transfers In 447 340 390 2,172 0 200 0 75
Prior Year Grant Receipts 0 0 53 0 0 0 0 0
Grants/Other Income ]46 45 45 112 0 0 0 0
593 385 488 2,284 0 200 0 75
CIVIC CENTER & LIBRARY
Miscellaneous 40 0 0 0 0 0 0 0
Donations 236 0 105 0 0 0 0 0
Operating Transfers ]n 0 0 40 0 0 0 0 0
276 0 145 0 0 0 0 0
STEVENS CREEK CORRIDOR PARK
Operating Transfers ]n 721 0 0 500 500 0 0 0
Prior Year Grants Authorized 0 0 ],573 0 0 0 0 0
Grants/Other Income 52 1,652 1,652 0 0 0 0 0
773 1,652 3,225 500 500 0 0 0
MARY A VENUE BICYCLE FOOTBRIDGE
Operating Transfers In from General Fund 0 255 755 250 0 0 0 0
Prior Year Grants Authorized 0 0 5,367 0 0 0 0 0
Federal and State Grants 0 2,165 2,165 138 0 0 0 0
0 2,420 8,287 388 0 0 0 0
85
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (In thousands)
2004.05 2005-06 2005-06 2006--07 2007-08 2008-09 2009-10 2010.]]
ENTERPRISE FUNDS
RESOURCE RECOVERY
Investment Earnings 173 ]20 ]20 ]60 ]50 ]50 ]50 150
Charges for Services 2,42] 2,450 2,150 2,]50 2,215 2,28] 2,349 2,420
Loan Payback for FF&E 120 ]20 220 25 0 0 0 0
Grants 3 20 55 ]25 50 30 30 30
2,717 2,710 2,545 2,460 2,415 2,461 2,529 2,600
BLACKBERRY FARM
Investment Earnings 6 2 2 2 2 2 2 2
Rent I]] 80 80 80 80 ]20 120 ]20
Charges for Services 1,]08 ],]50 1,]50 995 640 ],]90 1,2]4 ],238
Miscellaneous 0 5 5 I 0 0 0 0
1,225 1,237 1,237 1,078 722 1,312 1,336 ],360
SPORTS CENTER
Investment Earnings 9 7 7 7 8 9 10 11
Rent 61 65 65 53 70 72 74 78
Tennis Program ],040 1,100 ],]42 1,150 ],]85 1,220 1,257 1,294
Membership 284 300 300 3]7 333 349 367 385
Other Revenue 0 0 135 0 0 0 0 0
1,394 1,472 1,649 1,527 1,595 1,651 1,708 1,768
RECREA nON PROGRAMS
Investment Earnings 25 ]5 ]5 20 20 20 20 20
Culture Programs 373 385 385 375 386 398 410 422
Youth and Teen Programs 7]5 780 780 775 798 822 847 872
Physical Programs 1,080 1,000 1,000 975 1,004 1,034 1,065 ],097
2,193 2,180 2,180 2,145 2,209 2,274 2,342 2,412
SENIOR CENTER
Investment Earnings 2 2 2 2 2 2 2 2
Charges for Services 474 500 542 566 583 600 618 637
Miscellaneous 0 ] 1 0 0 0 0 0
476 503 545 568 585 602 620 639
86
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006~07 2007-08 2008-09 2009-10 2010-11
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Investment Earnings 25 18 18 20 20 20 20 20
Service Charges 717 717 717 883 901 919 937 956
Operating Transfers In 120 220 220 137 220 220 220 220
862 955 955 1,040 1,141 1,159 1,177 1,196
WORKERS' COMPENSATION
Investment Earnings 28 20 20 25 25 25 25 25
Operating Transfers In 300 0 0 0 0 0 0 0
Premiums 149 295 295 304 313 322 332 342
477 315 315 329 338 347 357 367
EQUIPMENT
Investment Earnings 36 15 15 35 36 37 38 39
Service Charge 891 855 855 841 866 892 919 947
Operating Transfers In 0 0 0 0 50 50 50 50
927 870 870 876 952 979 1,007 1,036
LONG TERM DISABILITY
Investment Earnings 0 2 0 0 I I 1 I
Premiums 45 50 43 52 54 56 58 60
45 52 43 52 55 57 59 61
RETIREE MEDICAL
Operating Transfers In from General Fund 2,857 595 1,763 1,821 1,882 1,946 2,013 2,082
87
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
GENERAL
COUNCIL AND COMMISSIONS:
1000 City Council ]72 195 195 220 229 238 247 257
1031 Telecommunications Commission 9 13 13 13 14 14 15 15
1040 Library Commission 0 I 1 5 5 5 6 6
1042 Fine Arts Commission 11 13 13 17 17 18 19 ]9
1050 Public Safety Commission 0 0 0 4 0 0 0 0
1055 Bicyc1e1Pedestrian Safety Commission 0 0 0 5 0 0 0 0
1060 Recreation Commission 8 10 10 10 11 11 12 12
1065 Teen Commission 13 16 16 15 16 16 17 18
1067 Senior Commission 0 1 1 3 1 1 1 1
1070 Planning Commission 13 21 21 96 100 104 108 112
] 075 Housing Commission 0 0 0 7 7 8 8 8
227 269 269 395 400 416 432 449
ADMINISTRATION:
1200 City Manager 308 330 330 350 364 379 394 410
1201 Community Outreach 50 47 47 57 60 62 64 67
1300 City Manager Discretionary Fund 4 15 32 20 20 20 20 20
362 392 409 427 444 461 478 496
1500 CITY ATTORNEY 524 513 513 524 545 567 590 613
2100 LAW ENFORCEMENT 6,145 6,969 7,177 7,269 7,632 8,014 8,414 8,835
PUBLIC INFORMATION:
3300 Community Relation & Infonnation 154 184 184 16] 168 175 182 189
3350 City 50th Anniversary 24 57 57 23 25 26 27 28
3400 Cupertino Scene 100 99 129 105 109 113 118 123
3500 Government Channel 324 319 383 460 479 498 5]8 539
350] Gov't Channel--Specia] Projecl 47 48 48 49 5] 53 55 57
3502 Public Access Support 50 50 50 52 54 56 58 6]
3600 City Web Site 109 127 ]27 137 ]43 148 ]54 16]
808 884 978 987 1,028 1,069 1,112 1,157
ADMINISTRATIVE SERVICES:
4000 Administration 289 316 3]6 329 342 355 370 384
4010 Leadership Cupertino 0 0 0 22 22 22 22 22
4040 Library Extra Hours 0 ]20 120 120 120 ]25 130 135
4] 00 Accounting 608 687 687 738 767 798 830 863
4200 Business Licenses 39 41 41 42 44 46 47 49
4300 City Clerk 458 475 489 509 529 550 572 595
4310 Duplicaling and Postage ]63 218 233 2]1 220 228 238 247
4330 E]ections 59 300 304 215 0 ]50 0 ]50
4400 Disaster Preparedness 144 ]03 151 87 91 94 98 102
4510 Human Resources 426 486 496 524 544 566 589 6]2
45]] Human Resources Litigation 1 30 63 25 26 27 28 29
4530 Code Enforcement 502 589 589 643 668 695 723 752
4540 Insurance Adminislration 443 710 950 576 599 623 648 674
4600 Neighborhood Watch 0 0 28 34 35 37 38 39
3,132 4,074 4,465 4,074 4,008 4,317 4,333 4,655
88
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
GENERAL (cont.)
RECREATION SERVICE:
6100 Recreation Administration 236 263 263 284 295 307 320 332
Quinlan Community Center-Cultural:
6200 Supervision 444 474 474 460 479 498 518 538
6230 Community Hall Operation 4 19 27 27 28 29 30 32
6248 Cultural Programs 25 52 52 100 104 108 112 117
6265 Quinlan Community Center 255 279 283 297 309 321 334 347
Monta Vista Recreation Center-Youth:
6300 Administration 210 26] 261 278 289 300 312 325
6342 Youth Programs 33 40 40 40 41 43 44 46
6343 Teen Programs 10 13 12 13 13 14 14 ]5
6344 Teen Center 55 64 69 69 71 74 77 80
6360 Monta Vista Recrealion Center 6 13 13 13 14 14 ]5 15
Cupertino Sports Center- PhysicallRecreation
6400 Supervision 217 231 231 237 247 257 267 278
6445 Creekside Park 6 12 ]2 9 9 9 10 10
6448 Fourth of Ju]y 54 68 68 68 71 74 77 80
Senior Center:
6500 Senior Adult Programs 464 494 495 528 550 572 594 618
6529 Senior Center Case Manager 31 48 48 52 54 56 59 61
6647 Nature Programs 71 78 81 86 90 94 97 101
2,121 2,407 2,427 2,561 2,663 2,770 2,880 2,996
COMMUNITY DEVELOPMENT:
7200 Planning Adminislration 206 234 234 285 297 308 321 334
730] Current Planning 558 735 737 757 788 819 852 886
7302 Mid and Long Range Planning 231 262 275 273 283 295 307 319
7305 Anneutions 0 0 ]5 12 12 0 0 0
7306 Economic Development 3 15 ]5 105 109 114 118 123
7307 North Valleo Study 0 0 0 100 0 0 0 0
7406 Human Service Grants 40 40 40 42 40 40 40 40
7501 Genera] Building 352 529 549 662 688 716 745 774
7502 Construction Plan Checking 853 602 1,322 718 747 776 808 840
7503 Building Code Enforcement 433 53] 638 655 681 708 736 766
7504 Building Abatements 0 25 75 25 25 25 25 25
2,676 2,974 3,899 3,634 3,670 3,801 3,951 4,106
89
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
PUBLIC WORKS:
Administration:
8001 Public Works Administration 426 480 480 488 507 527 548 570
8005 Environmenta] Management 145 147 148 140 145 151 157 164
Engineering:
8101 Engineering Design 600 755 772 736 765 796 828 861
8102 Inspection Service 119 127 127 130 135 141 146 152
Service Center Administration:
820 I Public Works Supervision 827 825 825 857 891 927 964 1,003
Grounds:
8302 McClellan Ranch Park 38 42 42 44 45 47 49 5]
8303 Memorial Park 475 543 547 558 581 604 628 653
8304 City Center Park 26 27 27 0 0 0 0 0
8312 School Site Mainlenance 431 510 510 544 565 588 611 636
8314 Neighborhood Parks 654 857 878 942 980 1,019 1,060 1,102
8315 Sports Fie]ds/JollymanlCreekside 320 368 408 472 491 511 531 552
8321 Civic Center Maintenance 112 140 140 165 171 178 185 193
Streets :
8402 Street Cleaning 84 79 79 59 61 64 66 69
8406 Graffiti Remova] 39 6] 61 54 56 59 61 63
8407 Overpasses & Medians Maintenance 574 636 636 763 794 825 859 893
8408 Street Trees Maintenance 449 545 550 564 587 610 634 660
8409 E]mwood Program 215 241 241 291 303 315 328 341
Facilities:
8501 City Hall 399 459 466 455 473 492 512 532
8501 City Hall Remodel 0 0 0 60 0 0 0 0
8502 Library 216 193 221 206 215 223 232 24]
8503 Service Cenler 224 245 273 299 311 323 336 350
8504 Quinlan Community Center 312 390 393 366 381 396 4]2 428
8505 Senior Center 150 183 183 163 169 176 183 190
8506 McC]ellan Ranch 42 52 52 59 61 64 66 69
8507 Monta Vista 9] 100 100 97 ]01 105 110 114
8508 Wilson 16 28 36 25 26 27 28 29
8509 Portal 26 32 32 30 32 33 34 35
85 II Creekside 60 62 62 57 60 62 65 67
8512 Community Hall 38 116 ] 16 154 ]60 167 ]74 180
8513 Teen eenler 24 32 32 27 28 29 31 32
8830 Street Lighting 380 397 454 436 454 472 491 511
Traffic Management:
860 I Traffic Engineering 248 425 442 454 472 452 470 489
8602 Traffic Signa] Maintenance 318 462 515 413 430 447 465 483
8,075 9,559 9,846 10,110 10,452 10,831 11,265 11,715
Operating Expenditures 24.067 28,042 29,983 29,981 30,842 32,246 33,455 35,023
Operating Transfers Out:
0] 00 Debt Service Obligations 3,547 3,548 3,548 3,535 3,538 3,534 3,536 3,532
0100 Capital Projects 447 340 430 2,672 500 200 0 75
0100 Transportalion Projects & Maintenance 750 755 1,255 800 792 750 850 860
0100 Mary Ave, Bicyc]e Footbridge 0 255 755 250 0 0 0 0
0100 LeadershiplWorkers ComplBMR ],021 0 0 0 0 0 0 0
o 100 Equipment Fund 0 0 0 0 50 50 50 50
0100 Management 1nfonnation 120 220 220 137 220 220 220 220
0100 Retiree Medical 2,857 595 1,763 ],821 1,882 1,946 2,013 2,082
Non-operating Expenditures 8,742 5,713 7,971 9,215 6,982 6,700 6,669 6,819
TOT AL GENERAL FUND 32,809 33,755 37,954 39,196 37,824 38,946 40,124 41,842
90
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
SPECIAL REVENUE FUNDS
STORM DRAIN
9612 Minor Storm Drain Improvements 41 142 176 105 75 75 75 75
9620 CIP - Minor Storm Drain Projects 10 0 930 203 0 0 0 0
50 142 1,106 308 75 75 75 75
PARK DEDICATION TAX
0100 Operating Transfers to General Fund 1,723 500 634 500 400 300 200 100
9107 CIP - McClellan Ranch Improvements 38 0 174 0 0 0 0 0
1,761 500 808 500 400 300 200 100
ENVIRONMENTAL MANAGEMENT
8004 Non Poinl Source 333 394 414 391 370 370 370 370
333 394 414 391 370 370 370 370
TRANSPORT A TION
8403 Sidewalk, Curb and Gutter Maint 498 148 286 160 166 173 180 187
8404 Street Pavement Maintenance 264 246 250 262 272 283 295 307
8405 Street SignslMarkings 406 392 392 412 428 446 463 482
9430 CIP - Stevens Cyn Rd Widening JO 0 52 0 0 0 0 0
9432 CIP - HmsteadIBarranca Signal Modif 56 0 0 0 0 0 0 0
9435 CIP - Neighborhood Traffic Calming 0 0 5 50 0 0 0 0
9436 CIP - Stevens Crk Trail Bike Facilities 0 0 30 0 0 0 0 0
9443 CIP . Bollinger Bike LanelCalabzas Cr Brd 36 0 166 0 0 0 0 0
9447 CIP - Mary Ave Crosswalk/Parking 0 0 107 0 0 0 0 0
9451 CIP - Curb, Gutter and Sidewalk Repairs 0 500 500 500 500 500 500 500
9450 CIP - Pavement Management 285 1,085 2,741 750 1,119 750 750 750
9531 CIP - Ramp Meter Signal 280/85 0 0 300 0 0 0 0 0
9532 CIP - 85/Stevens Crk Traffic Signal Modif 0 0 49 0 0 0 0 0
9701 CIP - Sidewalk Gaps Unimproved Areas 0 0 30 0 0 0 0 0
9452 CIP - Rancho Rinconada Street Study 0 0 0 100 0 0 0 0
9453 CIP - City Monument Signs 0 0 0 50 0 0 0 0
1,555 2,372 4,908 2,284 2,486 2,152 2,188 2,226
HOUSING & COMMUNITY DEVELOPMENT
7401 General Administration 85 87 89 83 86 90 93 97
7402 Rehab Loans & Administration 62 0 411 I 20 20 20 20
7404 Public Service Grants/Affordable Housing 117 348 377 347 361 375 390 406
7405 Below Markel Rale Housing 15~ 387 759 231 240 250 260 270
422 823 1,636 662 707 735 764 793
V ALLCO REDEVELOPMENT
0100 Operating Transfers to General Fund 0 0 0 0 0 0 597 0
7304 Valleo Redevelopment Project Area 62 57 202 217 221 232 263 316
62 57 202 217 221 232 860 316
91
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
5301 Principal 1,245 1,295 1,295 1,295 1,355 1,415 1,460 1,500
5301 Interest + Fees 2,290 2,253 2,253 2,240 2,183 2,119 2,076 2,032
3,535 3,548 3,548 3,535 3,538 3,534 3,536 3,532
TRAFFIC IMPACT
5306 Principal 30 25 25 25 30 30 30 35
5306 Interest + Fees 5 15 15 II 9 7 5 2
35 40 40 36 39 37 35 37
V ALLCO 1974 ASSESSMENT DISTRICT
5304 District 74-3 Maintenance 0 0 0 117 0 0 0 0
5305 District 74-4 Mainlenance 0 0 0 3 0 0 0 0
0 0 0 120 0 0 0 0
92
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
CAPITAL PROJECTS FUND
CAPITAL IMPROVEMENT
x:xxx Operating Transfer Out 41 0 0 0 0 0 0 0
9116 San ThomaslSaratoga Creek Trail 0 0 54 0 0 0 0 0
9121 Memorial Park Softball Field Renovation 0 0 0 250 0 0 0 0
9122 Rancho Rinconada Park Properties 0 0 0 1,000 0 0 0 0
9123 Library Field Renovation 0 0 0 100 0 0 0 0
9124 McClellan Ranch Facility Improvements 0 0 . 0 45 0 0 0 0
9125 Blue PheasantiStocklmeir Preservation 121 0 0 SO 0 0 0 0
9216 Service Center Renovation 36 0 0 0 0 0 0 0
9219 Animal Conlrol Facility - $500,000 500 0 0 0 0 0 0 0
9223 Civic Center Improvements 3 0 0 0 0 0 0 0
9225 Space Study 10 0 25 0 0 0 0 0
9226 Sports Center AlC unil replacement 48 0 0 0 0 0 0 0
9228 City Hall Council Chamber Remodel 28 0 47 0 0 0 0 0
9229 City Hall Emerg GeneratorlPG&E Upgrd 0 250 310 100 0 0 0 0
9232 Library Improvements & Upgrades 0 0 0 120 0 0 0 0
9233 Community Halllmprovm & Upgrades 0 0 0 90 0 0 0 0
9234 Monta Vista Park Bldg Replace HV AC 0 0 0 ISO 0 0 0 0
9235 Service Center Security Gate 0 0 0 50 0 0 0 0
9236 Sports Center Tennis Court Lighting 0 0 0 50 0 200 0 0
9528 280IWolfe TIS 0 0 129 0 0 0 0 0
9530 Phase ill Homestead Arterial 0 0 40 0 0 0 0 0
9533 Green LED TIS Lights 0 0 261 0 0 0 0 0
9541 Safe Routes to School- Monta Vista HS 0 0 48 0 0 0 0 0
9544 Safe Routes to School- Cupertino HS 225 0 249 0 0 0 0 0
9545 Traffic Signal Upgrades - Various 27 50 144 0 0 0 0 0
9547 Ped Heads and Signal Battery Backup 258 10 12 90 0 0 0 0
9548 Traffic Related Street Walkability Mods 3 0 3 0 0 0 0 0
9549 Safe Roules to School - Garden Gate 0 0 475 0 0 0 0 0
9550 Traffic Signal Battery Power Backup Sys 0 0 200 0 0 0 0 0
9551 Lawrence Expwyl Mitty Crossing 0 75 75 (75) 0 0 0 75
9552 Slvns Cr BIISR 85 On Ramp & Walk 0 0 0 75 0 0 0 0
9553 Collins Sch Zone Beacons & Lights 0 0 0 44 0 0 0 0
9554 Count Sta, (DeAnzalLazaneolProspect) 0 0 0 50 0 0 0 0
9555 SVITS Extensions (Fa Cable & Boxes) 0 0 0 35 0 0 0 0
9556 Remove Flashing Red LT Arrows 0 0 0 60 0 0 0 0
1,299 385 2,071 2,284 0 200 0 75
CIVIC CENTER & LIBRARY
9222 ClP-Civic Center & Library 8,341 0 97 0 0 0 0 0
Operating Transfers OUI 0 300 50 0 0 0 0
8,341 300 147 0 0 0 0 0
9313 CALI MILL PLAZA 79 0 3 0 0 0 0 0
9112 STEVENS CREEK CORRIDOR PARK 46 1,652 3,952 500 500 0 0 0
9449 MARY AVE. BICYCLE FOOTBRIDGE 288 2,416 8,732 388 0 0 0 0
93
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-01 2001-08 2008-09 2009-10 2010-11
ENTERPRISE FUNDS
RESOURCE RECOVERY
8003 Programs 2927 2,585 2,798 2,730 2,839 2,953 3,071 3,194
0100 Operating Transfers to General Fund 500 500 500 500 500 0 0 0
3,427 3,085 3,298 3,230 3,339 2,953 3,071 3,194
BLACKBERRY FARM
6600 Administration 132 132 133 132 137 143 148 154
6620 Park 735 728 751 610 100 576 576 576
6640 Golf Course 443 448 448 458 466 443 443 443
6660 Blue Pheasant Restaurant 11 23 23 14 14 13 13 13
6680 Retreat Center 17 31 31 28 6 29 29 29
6620 Park Closure Savings 0 0 0 0 0 0 0 0
9112 CIP - Blackberry Fann Picnic Area 3 0 0 0 0 0 0 0
1,341 1,363 1,386 1,242 722 1,204 1,210 1,215
SPORTS CENTER
0100 Operating Transfers to General Fund 0 100 100 0 0 0 0 0
6450 Sports and Physical 1,208 1,127 1,174 1,257 1,307 1,360 1,414 1,47]
8510 Mainlenance 206 259 259 202 260 260 270 28]
9230 CIP - Tennis Court Resurfacing 39 0 112 0 0 0 0 0
923] CIP - Pool House ADA Upgrade 0 0 134 0 0 0 0 0
1,453 1,487 1,779 1,459 1,567 1,620 1,684 1,752
RECREATION PROGRAMS
6249 Cultural Programs 327 329 334 373 388 403 420 436
6349 Youth and Teen Services 600 760 783 707 735 765 795 827
6449 Sports and Physical 753 934 946 890 926 963 1,001 1,041
6649 Nature Program 10 22 22 17 18 18 19 20
0100 Operating Transfers 10 General Fund 888 200 200 0 0 0 0 0
2,577 2,245 2,285 1,987 2,066 2,149 2,235 2,325
SENIOR CENTER
6549 Programs 438 495 541 568 585 602 620 639
438 495 541 568 585 602 620 639
94
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2004-05 2005-06 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
4800 Operations 675 717 726 821 854 888 924 960
9800 Equipment Acquisition 55 300 385 300 300 300 300 300
730 1,017 1,111 1,121 1,154 1,188 1,224 1,260
WORKERS' COMPENSATION
4550 Claims 330 315 315 290 302 314 326 339
EQUIPMENT
8840 Equipment Maintenance 830 862 862 84] 875 9]0 946 984
9820 Equipment Acquisition 0 28 34 298 175 ]75 175 ]75
830 890 896 1,139 1,050 1,085 1,121 1,159
LONG TERM DISABILITY
4570 Claims 45 44 44 44 46 48 49 51
RETIREE MEDICAL
45] 2 Retiree Medical Pay-As-You-Go 536 595 595 650 768 862 955 1,054
TOT AL EXPENDITURES
62,323
57,918
77,772
62,151
57,760
58,603
60,647
62,355
TOTAL REVENUES
59,286
56,158
69,908
59,484
56,392
57,487
59,935
60,931
95
City of Cupertino
Gann Appropriations Limit
2006-07 Budget
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.
A1mrm>riations Subject to Limit
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
. Appropriation Limit
. Subject to Limit
20,000,000
10,000,000
o
00/01 01/02 02/03 03/04 04/05 05/06 06/07
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 appropriation limit for fiscal year 2005/06 was $58,240,271 and
was adopted by Council.
The City's appropriations limit for fiscal year 2006/07 of $61,261,035 is $3,020,764 or 5.18%
higher than the fiscal year 2005/06 limit of $58,240,271. For fiscal year 2006/07, the City's
estimated appropriations of proceeds from taxes are $30,127,000. This is $31,134,035 or
50.82% under the legal limit established for fiscal year 2006/07. When a city's proceeds oftaxes
(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 43.40% of its limit. As a result, the appropriations limit is not
expected to present a restraint on current or future budget deliberations.
96
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
Information, 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.
97
Council
and
Commissions
99
co
CIL AND
COMMISSIONS
Citizens
of Cupertino
City
Council
Citizen Advisory Groups
Technology Infonnation & Communications/Library/Teen! -
Fine ArtsIParks & RecreationlEconomic Development!
Audit/PlanningIHousing/Public SafetylBike & Pedestrian/Senior
100
CITY COUNCIL AND COMMISSIONS
Expenditures by Division
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
CITY COUNCIL
1000 CITY COUNCIL 181,238 171,886 195,258 219,835
l8l,238 l7l,886 195,258 2l9,835
COMMISSIONS
1031 TECHNOLOGY, INFORMATION
& COMMUNICA TrONS COMMISSION 9,907 8,950 12,734 13,059
1040 LIBRARY 83,528 306 1,350 4,758
1042 FINE ARTS lO,523 11,193 12,930 16,503
1050 PUBLIC SAFETY 0 0 200 4,769
1055 BICYCLE AND PEDESTRIAN 58 0 200 4,769
l060 PARKS AND RECREATION 8,929 8,416 9,509 10,353
l065 TEEN 13,324 12,853 15,976 15,208
l067 SENIOR 0 244 500 2,664
1070 PLANNING 14,886 12,966 21,000 96,615
1075 HOUSING 0 199 200 6,619
141,155 55,127 74,599 175,317
TOTAL 322,393 227,013 269,857 395,152
101
COUNCIL AND COMMISSIONS
CITY COUNCIL
PROGRAM OVERVIEW
The Mayor and Councilmembers, acting as the elected representatives of the City of Cupertino,
establish public policy to meet community needs and assure orderly development of the City.
SERVICE OBJECTIVES
The City Council goals are carried out by the city staff under the sole direction of the City
Manager. The council goals are listed in the Budget Strategies section.
102
COUNCIL AND COMMISSIONS
1000 CITY COUNCIL
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 116,203 115,059 123, I 38 132,805
Materials 44,012 43,756 46,500 58,800
Contract Services 2,973 0 15,000 15,000
Cost Allocation 18,050 13,071 10,620 13,230
Total 181,238 171 ,886 195,258 219,835
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 181,238 171,886 195,258 219,835
Total 181,238 171,886 195,258 219,835
Personnel Summary
2004-05
Actual
2005-06
Ado ted
2006-07
Adopted
Full-time
0.40
0.40
0.40
Total
0.40
0.40
0.40
103
COUNCIL AND COMMISSIONS
TECHNOLOGY, INFORMA nON & COMMUNICA nONS COMMISSION
PROGRAM OVERVIEW
The Technology, Information & Communications Commission advises the City Council and
informs the community about issues relating to the rapidly changing field of telecommunications.
Commissioners also served as a resource for the Planning Commission in offering technical
guidance for antenna sitings. The Public Information Manager serves as staff liaison.
With legislation now in effect encouraging effective competition, the commission will continue
to look at new and forthcoming FCC rulings that may alter Comcast's impact on the community.
The commission also will continue to monitor cable services to subscribers and to act as a
resource for both the Cupertino elementary and high school districts.
SERVICE OBJECTIVES
Continue to work with appropriate compames m bringing advanced servIces to interested
residents.
Monitor Comcast services.
Negotiate with public access provider KMVT to insure maximum programming value for
Cupertino residents.
Continue to work with staff and legal counsel to enforce the terms of the current cable franchise
agreement.
Work with the Cupertino Planning Commission in developing an antenna ordinance.
104
COUNCIL AND COMMISSIONS
1031 TECHNOLOGY, INFORMATION,
& COMMUNICATIONS COMMISSION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 5,532 5,766 6,234 6,359
Materials 263 1,413 1,500 1,700
Contract Services 4,112 1,771 5,000 5,000
Total 9,907 8,950 12,734 13,059
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
General 9,907 8,950 12,734 13,059
Total 9,907 8,950 12,734 13,059
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.05
0.05
0.05
Total
0.05
0.05
0.05
105
COUNCIL AND COMMISSIONS
LIBRARY COMMISSION
PROGRAM OVERVIEW
The Library Commission is a five member commission appointed by the City Council that
reviews and makes recommendations related to the operations and services of the Cupertino
Library. The Cupertino Library is operated by the Santa Clara County Library Services. The
building is provided by the City of Cupertino for which the county pays a rental fee.
County Library staff serve as staff to the commission and the Director of Administrative Services
or Finance Director serve as City liaisons.
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.
106
COUNCIL AND COMMISSIONS
1040 LIBRARY COMMISSION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 0 0 0 3,908
Materials 97 306 1,350 850
Contract Services 83,431 0 0 0
Total 83,528 306 1,350 4,758
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 83,528 306 1,350 4,758
Total 83,528 306 1,350 4,758
Personnel Summary
2004-05 2005-06 2006-07
Actual Ado ted Adopted
Full-time 0.00 0,00 0.02
Total 0.00 0.00 0.02
107
COUNCIL AND COMMISSIONS
FINE ARTS COMMISSION
PROGRAM OVERVIEW
The Cupertino Fine Arts Commission is charged with advancing the arts in the City. This is
done through several activities and programs, including promoting art in public places, making
recommendations to City Council regarding arts opportunities, awarding grants to individuals
and organizations, and selection of a "Distinguished Artist of the Year." The City Clerk serves
as the staff liaison.
Budget constraints have resulted in the elimination of fine arts grants since fiscal year 2003-04.
In prior years, grants had been awarded to a diverse group of individuals and organizations,
including the Cherry Blossom Festival, local performing arts groups, sculptors, artists, and the
Euphrat Museum of Art and its Arts in Schools program.
This fiscal year the Commission is writing the procedural documents to implement the City's
new One-Quarter of One Percent for Art program. As a part of that program, new development
over 50,000 square feet must provide onsite public art, and this year the Commission will begin
reviewing the art proposals and making recommendations to the City Council.
The Commission will also sponsor the annual student art exhibition at the Cherry Blossom
Festival and select a Distinguished Artist of the Year.
SERVICE OBJECTIVES
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 methods for providing more art throughout the city.
108
COUNCIL AND COMMISSIONS
1042 FINE ARTS COMMISSION
Expenditures by Category
2003-04 2004.05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 10,473 11,010 11,930 12,803
Materials 50 183 1,000 3,700
Contract Services 0 0 0 0
Total
10,523
11,193
12,930
16,503
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 10,523 11,193 12,930 16,503
Total 10,523 11,193 12,930 16,503
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.10
0.10
0.10
Total
0.10
0.10
0.10
109
COUNCIL AND COMMISSIONS
PUBLIC SAFETY COMMISSION
PROGRAM OVERVIEW
The Public Safety Commission consists of five members with responsibility for reviewing and
recommending public safety services and policies for police, fire, emergency planning, and
traffic. The Assistant Director of Public Works 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.
110
COUNCIL AND COMMISSIONS
1050 PUBLIC SAFETY COMMISSION
Expenditures by Category
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Employee Compensation
Materials
o
o
o
o
o
200
4,569
200
Total
o
o
200
4,769
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
General 0 0 200 4,769
Total 0 0 200 4,769
Personnel Summary
2004-05
Actual
2005-06
Ado ted
2006-07
Adopted
Full-time
0.00
0.00
0.03
Total
0.00
0.00
0.03
III
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 to assist the Council by reviewing, monitoring, and making recommendations
on City transportation matters, including, but not limited to bicycle and pedestrian traffic,
parking, education, and recreation within Cupertino. The Assistant Public Works Director serves
as staffliaison.
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.
112
COUNCIL AND COMMISSIONS
1055 BICYCLE AND PEDESTRIAN COMMISSION
Expenditures by Category
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Employee Compensation
Materials
o
58
o
o
o
200
4,569
200
Total
58
o
200
4,769
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 58 0 200 4,769
Total 58 0 200 4,769
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.03
Total
0.00
0.00
0.03
113
COUNCIL AND COMMISSIONS
P ARKS 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
Engage the public in dialog regarding the design of new programs and facilities, and 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.
114
COUNCIL AND COMMISSIONS
1060 PARKS AND RECREATION COMMISSION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 7,229 7,681 8,409 9,053
Materials 1,700 735 1 , 1 00 1,300
Total 8,929 8,416 9,509 10,353
Expenditures by Fund
2003-04 2004-05 2005-06 2006.07
Actual Actual Adopted Adopted
General 8,929 8,416 9,509 10,353
Total 8,929 8,416 9,509 10,353
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.10
0.10
0.10
Total
0.10
0.10
0.10
115
COUNCIL AND COMMISSIONS
TEEN COMMISSION
PROGRAM OVERVIEW
The Teen Commission is composed of 13 teens representing grades 8-12. The Teen Commission
advises the City Council and staff on teen issues. A Recreation Coordinator serves as staff
liaison.
SERVICE OBJECTNES
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 ofthe 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 staffwith communication and public relations with teens.
116
COUNCIL AND COMMISSIONS
1065 TEEN COMMISSION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 10,141 10,531 11,626 12,188
Materials 1,874 1,980 3,350 2,020
Contract Services 1,309 342 1,000 1,000
Total 13,324 12,853 15,976 15,208
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 13,324 12,853 15,976 15,208
Total 13,324 12,853 15,976 15,208
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.15
0.15
0.15
Total
0.15
0.15
0.15
117
COUNCIL AND COMMISSIONS
SENIOR CITIZENS COMMISSION
PROGRAM OVERVIEW
The Senior Citizens Commission is a five-member commission appointed by the City Council
that advises the Council on senior issues. The commission meets quarterly. The Senior Center
Manager serves as staff liaison to the commission.
SERVICE OBJECTIVES
Provide a forum for the discussion of issues important to senior citizens in the community and a
conduit to city staff and the City Council.
Commissioners serve as ambassadors for the senior population.
Create a senior services link to the City's website. Senior services information for this site to be
completed by the Senior Citizens Commission for use by the City's Website Specialist.
118
COUNCIL AND COMMISSIONS
1067 SENIOR COMMISSION
Expenditures by Category
2003-04
Actual
2004~05
Actual
2005-06
Ado ted
2006-07
Adopted
Employee Compensation
Materials
o
o
o
244
o
500
2,164
500
Total
o
244
500
2,664
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 0 244 500 2,664
Total 0 244 500 2,664
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.02
Total
0.00
0.00
0.02
119
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 "current planningU 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 100 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.
Prepare specific plans, zoning ordinance amendments and amendments to the General Plan.
Serve on the Planning Commission Design Review Committee, the Environmental Review
Committee and in an advisory role to the Housing Commission.
120
COUNCIL AND COMMISSIONS
1070 PLANNING COMMISSION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 4,168 4,667 6,500 79,115
Materials 4,238 2,224 7,500 10,500
Contract Services 6,480 6,075 7,000 7,000
Total 14,886 12,966 21,000 96,615
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 14,886 12,966 21,000 96,615
Total 14,886 12,966 21,000 96,615
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.45
Total
0.00
0.00
0.45
.
121
COUNCIL AND COMMISSIONS
HOUSING COMMISSION
PROGRAM OVERVIEW
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
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.
122
COUNCIL AND COMMISSIONS
1075 HOUSING COMMISSION
Expenditures by Category
2003-04
Actual
2004-05
Actual
2005-06
Ado ted
2006-07
Adopted
Employee Compensation
Materials
o
o
o
199
o
200
6,419
200
Total
o
199
200
6,619
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 0 199 200 6,619
Total 0 199 200 6,619
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.05
Total
0.00
0.00
0.05
123
Administration
125
ADMINIST
TION
I I I
Ci ty Attomey City Manager Community
(2.40) (1 .40) Outreach
(.50)
126
ADMINISTRATION
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
l200 CITY MANAGER 278,812 308,229 330,352 350,050
120 I COMMUNITY OUTREACH 59,902 49,587 46,586 57,222
1300 CITY MANAGER DISCRETIONARY FUND 6,300 4,148 15,000 20,000
1500 LEGAL SERVICES 521,216 523,518 513,440 524,309
TOTAL 866,230 885,482 905,378 951,581
127
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.
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.
128
CITY MANAGER
1200 ADMINISTRATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 246,400 277 ,201 291,322 278,220
Materials 24,292 24,178 34,700 39,200
Capital Outlay 0 0 0 25;000
Cost Allocation 8,120 6,850 4,330 7;630
Total 278,812 308,229 330,352 350,050
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 278,812 308,229 330,352 350,050
Total 278,812 308,229 330,352 350,050
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
1.50
1.50
1.40
Total
1.50
1.50
1.40
129
ADMINISTRATION
COMMUNITY OUTREACH
PROGRAM OVERVIEW
Develop and sustain community-building activities that increase citizen involvement in our
diverse community and neighborhoods.
SERVICE OBJECTIVES
Increase awareness and participation in the City's neighborhood block leader and block party
program.
Coordinate public communication activities through Ittown1t forums and other public dialogue
activities.
Coordinate outreach efforts and resources with the Emergency Preparedness Office and Sheriff's
Office to increase participation in Neighborhood Preparedness, Neighborhood Watch and other
public safety programs.
Produce materials to effectively promote neighborhood programs.
Serve as a staff resource and liaison at community meetings.
Develop public education materials for the environmental programs division (citywide garage
sale, recycling, compost, household hazardous waste, etc,).
130
COMMUNITY OUTREACH
1201 ADMINISTRATION
Expenditures by Category
2003w04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 47,105 48,372 42,086 42,722
Materials 12,797 1,215 4,500 14,000
Contract Services 0 0 0 500
Total
59,902
49,587
46,586
57,222
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
General 59,902 49,587 46,586 57,222
Total 59,902 49,587 46,586 57,222
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.50
0.50
0.50
Total
0.50
0.50
0.50
131
ADMINISTRATION
CITY MANAGER DISCRETIONARY FUND
PROGRAM OVERVIEW
This account is discretionary fund for unexpected occurrences, such as special studies,
consultants or other special unplanned needs that may occur during the year.
132
CITY MANAGER DISCRETIONARY FUND
1300 ADMINISTRATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Contract Services 6,300 4,148 15,000 20,000
Total 6,300 4,148 15,000 20,000
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 6,300 4,148 15,000 20,000
Total 6,300 4,148 15,000 20,000
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.00
Total
0.00
0.00
0.00
133
ADMINISTRATION
LEGAL SERVICES
PROGRAM OVERVIEW
The City Attorney serves as legal counsel to the City Council, City Commissions, and City
administrative staff. The City Attorney's Office prepares ordinances and resolutions as
requested, prepares or reviews contracts and agreements, conducts research and supports the City
in litigation and some negotiations. The City Attorney's Office prosecutes code violations and
supervises the Code Enforcement Division. Secretarial and support services are provided to the
City Attorney's Office by the City.
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.
Oversee the City's Code Enforcement Division and prosecute municipal code violations as
necessary.
134
LEGAL SERVICES
1500 ADMINISTRATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 402,633 411,947 400,160 394,899
Materials 26,645 38,401 35,900 40,600
Contract Services 77,018 60,820 66,000 82,000
Cost Allocation 14,920 12,350 11,380 6,810
Total 521,216 523,518 513,440 524,309
Expenditures by Fund
2003~04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 521,216 523,518 513,440 524,309
Total 521,216 523,518 513,440 524,309
Personnel Summary
2004-05
Actual
2005-06
Ado ted
2006-07
Adopted
Full-time
2.70
2.70
2.40
Total
2.70
2.70
2.40
135
Law
En:/orcement
137
LAW
ENFORCEMENT
Law
Enforcement
(Contract)
138
LAW ENFORCEMENT
Expenditures by Division
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
2100 LA W ENFORCEMENT
5,950,849
6,144,695
6,969,223
7,268,593
TOTAL
5,950,849
6,144,695
6,969,223
7,268,593
139
LA W ENFORCEMENT
LA W ENFORCEMENT
PROGRAM OVERVIEW
This activity provides for law enforcement, emergency communications, School Resource
Officers, and the Youth Probation Programs.
Law Enforcement services are provided by the Santa Clara County Sheriffs Department.
Communication services are provided by the Santa Clara County General Services
Administration. The Youth Probation Program is provided 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.
140
LA W ENFORCEMENT
2100 LAW ENFORCEMENT
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Materials 46,375 161,047 44,000 43,500
Contract Services 5,904,4 74 5,983,648 6,925,223 7,225,093
Total 5,950,849 6,144,695 6,969,223 7,268,593
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
General 5,950,849 6,144,695 6,969,223 7,268,593
Total 5,950,849 6,144,695 6,969,223 7,268,593
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.00
Total
0.00
0.00
0.00
141
Public
In~/ormation
143
PUBLIC
INFO
A TION
Public
Information
(5.55)
I
I I I 1
Community Cupertino Government City
Relations Scene Channel Website
(0.75) (0.40) (3.40) (1.00)
144
PUBLIC INFORMATION
Expenditures by Division
2003-04 2004~05 2005-06 2006-07
Actual Actual Adopted Adopted
3300 COMMUNITY RELATIONS 186,280 178,037 241,174 l84,153
3400 CUPERTINO SCENE 104,999 99,827 98,886 104,736
3500 GOVERNMENT CHANNEL 299,749 324,167 319,407 460,466
3501 GOVERNMENT CHANNEL-SPCIAL PRO] 42,917 47,146 47,817 48,695
3502 PUBLIC ACCESS SUPPORT 34,257 49,603 50,000 51,500
3600 CITY WEBSITE 52,853 109,136 127,102 137,257
TOTAL 721,055 807,916 884,386 986,807
145
PUBLIC INFORMATION
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 council members. The public information
officer actively participates in regional discussions and workshops involving crisis
communications, media relations and cable television regulation.
A wards dinners, special events and ceremonial activities also are handled through this
department. Examples include the annual Commissioners' Dinner, the CREST Awards (up to
ten recipients per year), mayoral proclamations and the SWING program. Also included is the
Chamber of Commerce membership.
SERVICE OBJECTIVES
Coordinate the City's 50th Anniversary event.
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.
146
COMMUNITY RELATIONS
3300 PUBLIC INFORMATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 75,008 80,239 99,114 101,193
Materials 41,436 54,476 77,300 45,300
Contract Services 64,866 41,232 63,000 30,000
Cost Allocation 4,970 2,090 1,760 7,660
Total 186,280 178,037 241,174 184,153
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
General 186,280 178,037 241,174 184,153
Total 186,280 178,037 241,174 184,153
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.75
0.75
0.75
Total
0.75
0.75
0.75
147
PUBLIC INFORMATION
CUPERTINO SCENE
PROGRAM OVERVIEW
The Cupertino Scene is published 11 months out of the year and is distributed to residents and
businesses in Cupertino. The Cupertino Scene is the most read City publication and continues to
be the most important source of community information for residents.
The Scene provides information that is of general interest to the community and is presented in a
straightforward manner that is non-political, non-religious and non-commercial. The postal rate
has been increased slightly to offset a rise in bulk-rate permit costs. Each issue of the Cupertino
Scene costs approximately 14 cents to mail.
Many of the articles appearing in the Scene are regular, monthly features, such as Roots, Simply
Safe, Community Calendar, Council Actions and Library News. Another portion of material in
the Cupertino Scene includes articles dealing with ongoing citywide issues, including community
outreach, environmental programs and city jobs. Other material appearing in the Scene is a
mixture of one-time city events, community 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.
148
CUPERTINO SCENE
3400 PUBLIC INFORMATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 39,646 41 ,311 38,686 39,536
Materials 65,353 58,516 60,200 65,200
Total 104,999 99,827 98,886 104,736
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 104,999 99,827 98,886 104,736
Total 104,999 99,827 98,886 104,736
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.40
0.40
0.40
Total
0.40
0.40
0.40
]49
PUBLIC INFORMATION
GOVERNMENT CHANNEL
PROGRAM OVERVIEW
The City Channel continues to offer a variety of news and information for and about the residents
of Cupertino. As the first government channel to broadcast city council meetings in the county,
the City Channel continues to set best-practice service standards including web casting of many
city meetings. Demands for City Channel services continue to increase with frequent coverage of
community meetings and study sessions.
The fulltime web specialist position also works within the Public Information Department. The
Web Specialist works closely with department heads, managers and members of the community
to ensure that the City of Cupertino's website is both timely and relevant.
Multimedia advancements have allowed this department to improve and expand many of its
services. The City's new webcasting service allows Cupertino residents who are not cable
subscribers to see live council meetings, commission meetings and study sessions. Webcasting
has also allowed online video archives to be made available to the public on demand at no cost to
the public. The department creates visual effects using animation and software graphics for city
department presentations and productions.
The City Channel also provides audio-video 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-
SP AN). Those who are not cable subscribers may check out tapes from the Cupertino Library,
including City Council meetings. In addition to publishing a monthly schedule, programs on the
City Channel are featured on the city's website.
Throughout each week, viewers may tune in to the City Channel to learn about city departments
and services, special city programs, local points of interest, health and safety tips and upcoming
community events. Staff members produce numerous promotions, public service announcements
and video bulletin board announcements made specifically for Cupertino residents. These local
announcements continue to increase annually and are presented in a timely manner, showcasing
an active, involved community.
SERVICE OBJECTIVES
Maintain a timely and relevant website in response to city needs.
Continue improvements to city meetings, productions, promotions and website servIces by
incorporating more multimedia technology.
150
GOVERNMENT CHANNEL
3500 PUBLIC INFORMATION
Expenditures by Category
2003-04 2004~05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 213,419 232,826 209,264 315,401
Materials 33,181 31,927 34,000 34,000
Contract Services 64,933 74,435 95,500 113,000
Capital Outlay 8,090 10,258 10,000 10,000
Cost Allocation 57,300 71,470 68,460 88,260
Total 376,923 420,916 417,224 560,661
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 376,923 420,916 417,224 560,661
Total 376,923 420,916 417,224 560,661
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Ado ted
Full-time
3.25
2.25
3.40
Total
3.25
2.25
3.40
151
PUBLIC INFORMATION
CITY WEBSITE
PROGRAM OVERVIEW
The Web Specialist position works within the Public Information Department. The Web
Specialist works closely with department heads, managers and members of the community to
ensure that the City's website is both timely and relevant.
SERVICE OBJECTIVES
Ensure the clear; comprehensive and accurate presentation of the City's online presence on the
Internet by designing, developing and maintaining the City's website.
Incorporate new web technology, features and functionalities into the site based on the needs of
the community and current trends.
Maintain all related documents for the usage and policies of the site.
Implement and maintain the City's Intranet site.
Continue work on the e-government initiatives.
152
PUBLIC INFORMATION
3600 WEBSITE
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 52,853 81,961 87,972 94,387
Materials 0 2,145 3,400 2,300
Contract Services 0 25,030 35,730 37,200
Cost Allocation 0 0 0 3,370
Total 52,853 109,136 127,102 137,257
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 52,853 109,136 127,102 137,257
Total 52,853 109,136 127,102 137,257
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
1.00
1.00
1.00
Total
1.00
1.00
1.00
153
Adminis trative
Services
155
ADMINIST TIVE
SERVICES
Administrative
Services
(1.94)
-]
r I I I I
Finance Information Technology City eled< Human Resources Code Enfurcernenl
(4.39) (4.00) (4.50) (3.00) (3.30)
156
ADMINISTRATIVE SERVICES
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
4000 ADMINISTRATION 324,289 289,273 315,742 328,623
4040 LIBRARY EXTRA HOURS 0 0 0 120,000
324,289 289,273 315,742 448,623
FINANCE
4100 ACCOUNTING 588,190 607,721 686,591 737,920
4200 BUSINESS LICENSING 38,812 39,339 40,949 42,225
627,002 647,060 727,540 780,145
CITY CLERK
4300 CITY CLERK 436,247 458,365 474,346 508,887
4310 DUPLICATING AND MAIL SERVICE 166,413 162,894 217 ,994 211,l83
4330 ELECTIONS 123,906 59,379 300,300 215,000
726,566 680,638 992,640 935,070
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS 84,530 144,175 102,600 87,240
84,530 144,175 102,600 87,240
HUMAN RESOURCES
4510 HUMAN RESOURCES 471,961 426,407 515,963 573,547
4512 RETIREE MEDICAL LIABILITY 501,568 536,000 595,000 650,000
4540 INSURANCE ADMlNISTRA TlON 1,204,996 817,870 1,068,l5l 909,714
2,178,525 1,780,277 2,179,114 2,133,26l
CODE ENFORCEMENT
4530 CODE ENFORCEMENT 555,310 50 1 ,522 588,891 642,673
555,310 501,522 588,891 642,673
OUTREACH PROGRAMS
4010 LEADERSHIP CUPERTINO 38,000 0 0 21,500
4600 NEIGHBORHOOD WATCH 0 0 0 33,750
38,000 0 0 55,250
157
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
INFORMATION TECHNOLOGY Actual Actual Adopted Adopted
4800 INFORMATION TECHNOLOGY 697,243 675,115 7l6,892 821,058
9800 EQUIPMENT ACQUISITION 263,080 189,136 300,000 300,000
960,323 864,251 1,016,892 1,121,058
TOTAL 5,496,650 4,911,627 5,937,919 6,203,320
158
ADMINISTRATIVE SERVICES
ADMINISTRATION
PROGRAM OVERVIEW
Administration is responsible for the oversight of several divisions including City Clerk, Human
Resources, Information Technology (IT), Finance (treasury management, fiscal planning, budget
preparation, accounting and business licensing), Emergency Preparedness, and Outreach
Programs (Neighborhood Watch and Leadership Cupertino).
Staff support is also provided to the Audit Committee, Library Commission and Pine Arts
Commission. The department also oversees the contracts for Sheriff services and animal control.
Funding is also allocated in this budget for excess library hours.
SERVICE OBJECTIVES
Provide administrative support services to Human Resources, City Clerk, IT, Finance,
Emergency Preparedness, and Outreach Programs.
Manage the City's investment portfolio to obtain safety of funds, liquidity and a rate of return
equal to or exceeding the State investment fund.
Provide short and long term fiscal planning.
Monitor revenue and expenditure trends and analysis of cash flow needs.
Perform special projects for the City Manager.
160
ADMINISTRA TION
4000 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
Employee Compensation 251,803 264,117 283,592 287,063
Materials 14,144 12,493 18,250 18,550
Contract Services 52,442 8,483 8,800 138,800
Cost Allocation 5,900 4,180 5,100 4,210
Total 324,289 289,273 315,742 448,623
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 324,289 289,273 315,742 448,623
Total 324,289 289,273 315,742 448,623
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
1.95
1.95
1.94
Total
1.95
1.95
1.94
161
ADMINISTRATIVE SERVICES
OUTREACH PROGRAMS
PROGRAM OVERVIEW
Leadership Cupertino and Neighborhood Watch are two of the Outreach Programs supported by
the department.
Leadership Cupertino is a training program designed to develop leaders for the future of the
community, to provide participants with knowledge and information on local government, and
encourage participation and involvement in the community.
Neighborhood Watch is a crime prevention program which enlists the active participation of
citizens in cooperation with law enforcement to reduce crime in their communities.
SERVICE OBJECTIVES
Educate future leaders about a broad range of current community needs and concerns.
Prepare participants for positions on commissions, city council, school boards and non-profit
organization boards.
Provide an on-line distance learning program.
Update Neighborhood Watch active member database.
Enhance "neighborhood policing" through the expansion of the Neighborhood Watch Program,
Neighborhood Captains Program and the E-Cap Program.
Refresh the program to encourage new participation.
162
OUTREACH PROGRAMS
4010/4600 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 18,000 0 0 36,250
Materials 15,000 0 0 13,700
Contract Services 5,000 0 0 5,300
Total 38,000 0 0 55,250
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Leadership Cupertino 38,000 0 0 21,500
Neighborhood Watch 0 0 0 33,750
Total 38,000 0 0 55,250
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.00
Total
0.00
0.00
0.00
163
ADMINISTRATIVE SERVICES
ACCOUNTING
PROGRAM OVERVIEW
The Accounting Division is responsible for accurate and timely maintenance of all City financial
records, collection, disbursement of all funds, and payroll processing. This division prepares all
required Federal, State and other agency reports pertaining to the Cityts financial status. 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.
SERVICE OBJECTIVES
Assist City Manager, City Council and City departments in managing the City's financial
resources.
Maintain a high level of professionalism in all the City's financial practices and procedures.
Provide quality service in responding to the needs of customers, vendors and citizens.
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 timely and accurate financial information for City departments to make sound fiscal
decisions.
Comply with all applicable laws, regulations and professional standards to ensure public
credibility of our financial records.
Provide quality payroll servicing for the City's full and part-time employees, properly
administering salaries and benefits in a timely and confidential manner.
164
ACCOUNTING
4100 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
Employee Compensation 380,747 353,576 424,886 431,365
Materials 15,660 13,518 20,475 20,425
Contract Services 30,473 75,228 84,700- 97,500
Capital Outlay 0 0 500 0
Cost Allocation 161,310 165,400 156,030 188,630
Total 588,190 607,722 686,591 737,920
Expenditures by Fund
2003~04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
General 588,190 607,722 686,591 737,920
Total 588,190 607,722 686,591 737,920
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
4.40
4.40
4.39
Total
4.40
4.40
4.39
165
ADMINISTRATIVE SERVICES
BUSINESS LICENSING
PROGRAM OVERVIEW
The Business License Division collects revenue and monitors business activity for compliance
with the City Municipal Code and applicable state law. In addition, the division identifies new
business licenses to enhance revenue to the City.
SERVICE OBJECTIVES
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.
Actively pursue non-compliant businesses.
166
BUSINESS LICENSING
4200 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 35,609 35,866 37,449 38,425
Materials 2,073 1,819 2,000 1,800
Contract Services 1,130 1,654 1,500 2,000
Total 38,812 39,339 40,949 42,225
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 38,812 39,339 40,949 42,225
Total 38,812 39,339 40,949 42,225
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.50
0.50
0.50
Total
0.50
0.50
0.50
167
ADMINISTRATIVE SERVICES
CITY CLERK
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.
This division provides the following services:
. Attend all meetings of the City Council, prepare agendas, meeting packets, and minutes.
. Attend all meetings of the Fine Arts Commission, provide information and resources, and
prepare agendas and minutes.
. Create, record, process, maintain, and retrieve City records, including resolutions, ordinances,
agreements, appeals, notices of negative declaration, maps, claims, and subpoenas.
. Provide reception and switchboard services for City Hall, including answering all calls to the
"one-stop shop" number of 408-777-CITY.
. Manage the annual appointment process for 12 commissions and any unscheduled vacancies.
. Oversee the codification of ordinances adopted by the City Council.
. Provide Notary Public services for staff and the public.
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, and to maintain a records management system
that facilitates timely access to information.
SERVICE OBJECTIVES
Provide complete, accurate, and timely information to the public, staff, and City Council.
Respond to routine requests within two working days; respond to requests requiring archival
research within five working days.
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 in compliance with the California Elections
Code and ballot measure elections as necessary.
Provide support services as needed.
168
CITY CLERK
4300 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 323,576 338,452 359,106 377,647
Materials 18,422 21,091 30,000 32,100
Contract Services 24,029 26,762 23,000 27,500
Cost Allocation 70,220 72,060 62,240 71,640
Total 436,247 458,365 474,346 508,887
Expenditures by Fund
2003-04 2004.05 2005-06 2006-07
Actual Actual Adopted Adopted
General 436,247 458,365 474,346 508,887
Total 436,247 458,365 474,346 508,887
Personnel Summary
2004-05 2005-06 2006-07
Actual Adopted Adopted
Full-time 3.90 3.90 3.90
Total 3.90 3.90 3.90
169
ADMINISTRATIVE SERVICES
DUPLICATING AND MAIL SERVICE
PROGRAM OVERVIEW
The Duplicating and Mail Service Division provides repro graphic and mail services to all City
departments.
The division's goals are to duplicate accurately and in a timely manner those documents needed
in the day-to-day and long-term operation of City business; to deliver routine incoming and
outgoing mail and packages daily; and to work in cooperation with each department for timely
processing of mass mailings.
SERVICE OBJECTIVES
Duplicate and assemble material within the time requested.
Duplicate routine documents of fewer than twenty pages within one workday.
Duplicate documents that do not require special handling within three working days.
Duplicate documents accurately and at a level of quality suitable for public distribution.
Gather out-going mail from each department daily and prepare it with appropriate postage for
pick up by the post office at 4:00 p.m.
Make weekly delivery of documents to board members including City Council, Planning
Commission, Parks & Recreation, and Design Review Committee, plus additional special
deliveries as needed.
Provide timely, high-quality services in the most cost-effective way.
170
DUPLICATING AND MAIL SERVICE
4310 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
Employee Compensation 30,063 32,977 36,994 40,033
Materials 78,478 57,495 100,000 90,150
Contract Services 57,872 72,422 81,000 81,000
Total 166,413 162,894 217,994 211,183
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 166,413 162,894 217,994 211,183
Total 166,413 162,894 217,994 211,183
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.60
0.60
0.60
Total
0.60
0.60
0.60
171
ADMINISTRATIVE SERVICES
ELECTIONS
PROGRAM OVERVIEW
The City Clerk manages the City Council elections, which are held in odd-numbered years, as
well as any ballot measure elections that occur. The City consolidates its elections with others
taking place in the County, and contracts for election services with the County of Santa Clara
Registrar of Voters. These contracted services include establishing voting precincts, providing
voting machines and absentee ballots, and counting and certifYing the election results.
SERVICE OBJECTIVES
Provide required forms, resource materials, and assistance to candidates and committees.
Facilitate timely filing of required and voluntary documentation from candidates and committees
associated with election costs and candidate information, including Nomination Papers,
Candidates' 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.
Manage the documentation and election processes that are contracted with the County Registrar's
Office, and ensure compliance with the California Elections Code.
172
ELECTIONS
4330 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
Materials 100 0 300 0
Contract Services 123,806 59,379 300,000 215,000
Total 123,906 59,379 300,300 215,000
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
General 123,906 59,379 300,300 215,000
Total 123,906 59,379 300,300 215,000
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.00
Total
0.00
0.00
0.00
173
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 from 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.
SERVICE OBJECTIVES
Maintain the City's Emergency Operations Center in a perpetual state of operational readiness.
Support the Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio
capability in Cupertino.
Systematically prepare, test and revise emergency response and recovery policies, plans and
procedures in compliance with the California Emergency Services Act and the Standardized
Emergency Management System (SEMS).
Coordinate training of City staff in personal preparedness, SEMS/NIMS, and EOC functions.
Coordinate training of Cupertino residents in CPR, First Aid, Community Emergency Response
Team (CERT), and Personal Emergency Preparedness workshops for adults and Kaleidoscope
Public Safety Training for Jr. High and High School.
Provide guidance to neighborhood preparedness organizations through assistance with formation,
team training, and drills.
Promote emergency preparedness by publishing a monthly column (Simply Safe) in the
Cupertino Scene, maintaining an OES website and providing public speaking support to
community groups, schools, and service clubs.
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.
Facilitate monthly school preparedness meetings to encourage planning and preparedness.
Develop City volunteer disaster response capability through development of a Medical Reserve
Corps and City CERT teams.
174
EMERGENCY PREPAREDNESS
4400 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
Employee Compensation 28,115 0 0 27,500
Materials 42,707 125,358 71,000 27,700
Contract Services 4,263 11 ,609 27,500 27,000
Capital Outlay 2,815 1,728 0 0
Cost Allocation 6,630 5,480 4,100 5,040
Total 84,530 144,175 102,600 87,240
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 84,530 144,175 102,600 87,240
Total 84,530 144,175 102,600 87,240
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.00
Total
0.00
0.00
0.00
175
ADMINISTRATIVE SERVICES
HUMAN RESOURCES
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, retirement, insurance administration and safety.
Employee compensation has increased dramatically due to increases in retirement and retiree
medical costs.
SERVICE OBJECTIVES
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
of the City.
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 for a working environment where respect for the individual IS encouraged and
safeguarded.
Provide personnel services consistent with the operational needs of user departments.
176
HUMAN RESOURCES
4510 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 354,611 355,741 380,693 387,137
Materials 32,382 18,242 48,500 58,000
Contract Services 57,678 29,854 66,000 100,000
Cost Allocation 27,290 22,570 20,770 28,410
Total 471,961 426,407 515,963 573,547
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 471,961 426,407 515,963 573,547
Total 471,961 426,407 515,963 573,547
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
2.70
2.70
2.70
Total
2.70
2.70
2.70
177
ADMINISTRATIVE SERVICES
RETIREE MEDICAL LIABILITY
PROGRAM OVERVIEW
Permanent employees who retire under the City's retirement plan (PERS) are, pursuant to their
respective collective bargaining agreements, eligible to have their medical insurance premiums
paid by the City. Retirees receive the amount necessary to pay the cost of his/her enrollment,
including the enrollment of his/her family members, in a health benefit plan up to the maximum
received by active employees in their respective bargaining unit. The cost of retiree medical
insurance premiums are recognized as an expenditure when benefits are paid. There were 78
retirees participating in the plan as of June 30, 2004. The City has established an independent
entity to fund the liabilities associated with this retiree medical benefit.
Also in the prior fiscal year, GASB finalized its Statement #45, establishing standards for the
measurement, recognition and display of Other Post Employment Benefit expenses (OPEB),
liabilities and note disclosures in the financial reports of state and local governmental employers.
The standard requires that the cost of OPEB be accrued as an expense for financial reporting
purposes as benefits are earned by employees. Although the reporting requirements are not
effective for Cupertino until fiscal year 2009, the City pro-actively commissioned an actuarial
analysis of its retiree medical benefit program, an OPEB that the City has traditionally accounted
for and financed on a pay-as-you-go basis. Council then approved monies to begin funding the
estimated liability along with the current cost of this program each year. Reporting compliance
for GASB 45 will be implemented prior to the required effective date of the statement.
SERVICE OBJECTIVES
Provide funding for retiree medical each year.
178
RETIREE MEDICAL LIABILITY
4512 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005~06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 501 ,568 536,000 595,000 650,000
Total 501,568 536,000 595,000 650,000
Expenditures by Fund
2003-04 2004~05 2005-06 2006-07
Actual Actual Adopted Adopted
General 501,568 536,000 595,000 650,000
Total 501,568 536,000 595,000 650,000
Personnel Summary
2004-05
Actual
2005-06
Ado ted
2006-07
Ado ted
Full-time
0.00
0.00
0.00
Total
0.00
0.00
0.00
179
ADMINISTRA TIVE SERVICES
CODE ENFORCEMENT
PROGRAM OVERVIEW
The Code Enforcement program provides for the enforcement of field activities related to the
Municipal Code. Code Enforcement staff also provide assistance to the Sheriffs Department by
responding to non-emergency calls in lieu of sworn law enforcement personnel.
The Code Enforcement activities include services related to parking enforcement, abandoned
vehicles, and ascertaining compliance with Municipal Code provisions concerning health and
sanitation, streets and sidewalks, noise, graffiti, and placement of signs on public property.
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.
Enforce the Municipal Code in a fair, equitable, and objective manner.
180
CODE ENFORCEMENT
4530 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 285,682 304,969 351,891 390,263
Materials 7,492 7,981 14,700 14,700
Contract Services 231,086 168,252 188,000 204,040
Cost Allocation 31,050 20,320 34,300 33,670
Total 555,310 501,522 588,891 642,673
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
General 555,310 501,522 588,891 642,673
Total 555,310 501,522 588,891 642,673
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
3.00
3.00
3.30
Total
3.00
3.00
3.30
181
ADMINISTRATIVE SERVICES
INSURANCE ADMINISTRATION
PROGRAM OVERVIEW
Insurance Administration includes the coordination of employee safety activities and City
insurance policies covering general liability, property, public officials bond, workers'
compensation, and unemployment insurance. The City is self-insured for workers' compensation
and unemployment insurance.
SERVICE OBJECTIVES
Coordinate and oversee contractual servIces responsible for administration of msurance
programs.
SatisfY administrative and statutory procedures and regulations concernmg workers'
compensation and unemployment insurance programs.
Administer general liability claims.
Administer citywide employee safety activities and chair the Safety Committee.
Promote a work environment that emphasizes safe work practices.
Implement loss control measures including employee training.
182
INSURANCE ADMINISTRATION
4540 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 23,739 24,810 29,151 28,523
Contract Services 1,181,257 793,060 1,039,000 881,191
Total 1,204,996 817,870 1,068,151 909,714
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 465,426 442,796 709,588 576,174
Long Term Disability 89,873 44,744 44,000 44,000
Workers Compensation 649,697 330,330 314,563 289,540
Total 1,204,996 817,870 1,068,151 909,714
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.30
0.30
0.30
Total
0.30
0.30
0.30
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 sytems include: the Pentamation financial/building
systems, Records Management system, CLASS Reservation System, Graphical Information
System (GIS) data, 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 2006/07:
Code Enforcement upgrades, Pentamation databases upgrade, phase three of E-Services, GIS
internet map guide application and records management upgrade.
Infrastructure UJY!.rades
Amount Bgllacement E<J.!!ipment
Amount
Hardware
Software
E-Services
$ 14,900 Hardware
86,335
100.000
$98,765
Total
$201,235 Total
$98,765
184
INFORMATION TECHNOLOGY
4800 ADMINISTRATIVE SERVICES
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 292,730 305,787 377,892 433,558
Materials 71,058 57,019 56,000 58,500
Contract Services 153,050 182,737 180,000 195,000
Capital Outlay 263,080 189,136 300,000 300,000
Cost Allocation 180,405 129,572 103,000 134,000
Total 960,323 864,251 1,016,892 1,121,058
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Information Technology 960,323 864,251 1,016,892 1,121,058
Total 960,323 864,251 1,016,892 1,121,058
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
3.00
3.00
4.00
Total
3.00
3.00
4.00
185
Parks and
Recreation
187
PA SAND
RECREA TION
Parks and Recreation
(1.89)
Sports Center/ Quinlan Community Ctr/
Physical Rec (5.50) Cultural Programs (7.55)
Senior Center and Blackberry Farm
Services (7.69) (5.98)
Monta Vista Rec Center
i--
Youth Programs (3.35)
188
PARKS AND RECREATION
Expenditures by Division
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
61 00 ADMINISTRATION
214,956
214,956
236,005
236,005
262,813
262,813
284,038
284,038
CUL TURAL PROGRAMS/QUINLAN
CENTER/COMMUNITY HALL
6200 QUINLAN C.C., CULTURALlSUPRVSN
6230 COMMUNITY HALL
6248 CULTURAL PROGRAMS
6249 RECREATION PROGRAMS
6265 QUINLAN COMMUNITY CENTER
415,435
o
51,308
279,032
303,2l4
1,048,989
444,260
3,537
24,888
326,513
255,025
1,054,223
473,580
18,848
52,224
329,007
279,025
1,152,684
460,159
27,024
100,000
373,248
296,751
1,257,182
MONTA VISTA REC CENTER/YOUTH &
TEEN PROGRAMS/TEEN CENTER
6300 YOUTH, TEEN, M.V. REC. CNTRlSUPVR 205,214 210,273 261,298 277,70l
6342 YOUTH PROGRAMS 38,276 33,225 40,045 39,555
6343 TEEN PROGRAMS 52,435 9,538 12,550 12,500
6344 TEEN CENTER 0 55,081 63,690 68,540
6349 RECREATION PROGRAMS 567,976 599,762 759,708 707,l74
6360 MONTA VISTA RECREATION CENTER 5,972 5,731 12,700 13,200
869,873 913,610 1,149,991 1,118,670
SPORTS AND PHYSICAL RECREATION
6400 PHYSICAL RECREATION/SUPERVISION 212,736 217,143 230,826 237,276
6445 CREEKSIDE PARK PROGRAMS 6,899 6,175 ll,650 8,500
6448 FOURTH OF JULY 44,200 53,832 67,600 68,250
6449 RECREATION PROGRAMS 736,851 753,038 934,351 889,656
6450 CUPERTINO SPORTS CENTER 1,121,922 1,208,490 1,127,496 l,256,408
2,122,608 2,238,678 2,371,923 2,460,090
189
Expenditures by Division
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
SENIOR PROGRAMS/SENIOR CENTER
6500 SENIOR ADULT PROGRAMS
6529 SENIOR CENTER CASE MANAGER
6549 RECREA nON PROGRAMS
478,961
40,339
493,245
1,0 l2,545
464,106
31,464
438,440
934,010
493,730
48,412
495,104
1,037,246
528,423
52,220
568,314
1,148,957
BLACKBERRY FARM!
NATURE PROGRAMS
6600 BLACKBERRY FARM ADMIN I STRA TION 124,265 132,122 132,490 l3l,731
6620 BLACKBERRY FARM PARK 697,566 734,804 728,000 610,450
6640 BLACKBERRY FARM GOLF 430,976 443,196 448,000 458,068
6647 NATURE PROGRAMS 71,485 71,082 78,331 86,449
6649 NATURALIST PROGRAMS 6,443 10,123 21,900 16,660
6660 BLUE PHEASANT RESTAURANT 14,991 11,334 23,000 13,500
6680 BLACKBERRY FARM RETREAT CENTER 16,617 17,006 31,368 28,574
. 1,362,343 1,419,667 1,463,089 1,345,432
TOTAL 6,631,314 6,796,193 7,437,746 7,614,369
190
PARKS AND RECREATION
ADMINISTRA nON
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.
Complete the Stevens Creek Corridor Park Plan.
Apply for and administer grants in support of facility improvements and program development,
particularly for the environmental classroom at McClellan Ranch.
Work with Santa Clara County Department of Roads and Airports on a strategy for using county-
owned property along Lawrence Expressway as a creekside park.
Work with the Cupertino Historical Society on planning for the Stocklmeir property.
192
ADMINISTRATION
6100 PARKS AND RECREATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
Employee Compensation 205,715 227,628 251,403 267,808
Materials 3,337 4,231 8,300 8,300
Contract Services 14 656 0 3,500
Cost Allocation 5,890 3,490 3,110 4,430
Total 214,956 236,005 262,813 284,038
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
General 214,956 236,005 262,813 284,038
Total 214,956 236,005 262,813 284,038
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
1.90
1.90
1.89
Total
1.90
1.90
1.89
193
PARKS AND RECREATION
CULTURAL PROGRAMS/QUINLAN CENTER/COMMUNITY HALL
PROGRAM OVERVIEW
Manage the Quinlan Community Center for private events, community group events, and
recreation department activities and classes, and private rentals. Cultural programs provided
under this division include community special events, adult and youth cultural classes and public
concerts. For the 2006-07 fiscal year, this division will generate approximately $426,000 in user
fees: $320,000 from youth, adult, and teen classes, and $106,000 from rentals and picnic
reservations.
The scheduling and management of the Community Hall, Civic Center Plaza, and City Center
Park is also done by this division.
SERVICE OBJECTIVES
Complete the transition of Wilson Park Building into a clay studio, with the addition of a kiln
and several pottery wheels. This will allow us to offer ceramic classes and camps.
Complete staff training on the Quinlan Center Mass Shelter Binder and set up meetings with full
time Parks and Recreation staff to review information.
Continue to program a variety of classes in the Music Room of the Quinlan Community Center
(formerly the Sheriffs substation).
Review the Senior Office Assistant positions.
194
CULTURAL PROGRAMS
QUINLAN CENTER/COMMUNITY HALL
6200 PARKS AND RECREATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 592,517 618,640 680,210 677,543
Materials 103,136 69,333 95,234 93,160
Contract Services 231,085 264,380 268,800 365,479
Capital Outlay 2,331 0 12,500 0
Cost Allocation 119,920 101,870 95,940 121,000
Total 1,048,989 1,054,223 1,152,684 1,257,182
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
General 769,957 727,710 823,677 883,934
Recreation 279,032 326,513 329,007 373,248
Total 1,048,989 1,054,223 1,152,684 1,257,182
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
7.00
7.00
7.55
Total
7.00
7.00
7.55
195
PARKS AND RECREATION
YOUTH & TEEN PROGRAMS/MONT A VISTA RECREATION CENTER
PROGRAM OVERVIEW
Provides for the operation and programming of the Monta Vista Recreation Center, a venue for
recreation classes, co-sponsored clubs, community meeting space, summer youth programs, and
storage for department supplies. The 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 on-going operation of the Teen Center and
through the efforts of the Teen Commission. The Y outh/Teen division will generate
approximately $735,000 in user fees for the 2006-07 fiscal year.
SERVICE OBJECTIVES
Continue to provide a nine-month Preschool program at the Manta Vista Recreation Center and
the Quinlan Community Center. Review and incorporate more academic/enrichment activities
into the curriculum.
Coordinate the following special events: the annual Volunteer/Staff Summer Recognition event,
Almost Anything Goes, Country Fair, Bunny Brunch, and Breakfast with Santa.
Continue to increase the enrollment and revenue for the Afterschool Enrichment program
through new marketing techniques. Continue to improve the cooperative working relationship
with the school district and offer new classes by hiring new contractors.
Investigate ways to market and increase the number of participants in the Club Wednesday
program and the winter and spring vacation camps.
Continue to provide the Leader In Training program in and effort to enhance teens' job skills for
future employment opportunities.
Increase enrollment at the Teen Center by offering five Lounge Nights. Provide at least one teen
excursion during the summer.
Provide 11 middle school dances annually in addition to hosting one "Rock the House" band
night for teens.
Evaluate divisional programs and make changes and improvements as needed to maintain
adequate levels of revenue while maintaining service to the community.
196
YOUTH AND TEEN SERVICES
MONTA VISTA RECREATION CENTER!
TEEN CENTER
6300 PARKS AND RECREATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 571,280 610,223 729,796 694,770
Materials 74,045 79,375 108,295 98,930
Contract Services 213,829 213,149 305,000 317,950
Capital Outlay 1516 2998 0 0
Cost Allocation . 9,203 7,865 6,900 7,020
Total 869,873 913,610 1,149,991 1,118,670
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
General 301,896 313,848 390,283 411 ,496
Recreation 567,977 599,762 759,708 707,174
Total 869,873 913,610 1,149,991 1,118,670
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006.07
Adopted
Full-time
3.35
3.35
3.35
Total
3.35
3.35
3.35
197
PARKS AND RECREATION
SPORTS AND PHYSICAL RECREATION
PROGRAM OVERVIEW
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
and specialty classes are offered during the summer season. This division will generate
approximately $2,334,100 in user fees. The cost recovery estimate is approximately 94% for the
division.
The Division also provides for the supervision and operation of the Cupertino Sports Center as
an enterprise facility.
SERVICE OBJECTIVES
Supervise the annual Fourth of July fireworks display and the Big Bunny Fun Run.
Aggressively market the Sports Center to attract new members.
Supervise the Cupertino Sports Center operation, including leases and service contracts.
Operate one high school pool during the summer to facilitate the aquatics program.
Work closely with Cupertino High School staff to secure facilities to conduct recreation
programs.
Supervise the field-use program with youth sports groups.
Evaluate the current cricket program to determine changes that may be needed.
Facilitate the adult softball program accommodating approximately 1,000 participants.
Continue the successful operation of ongoing division programs.
198
SPORTS AND PHYSICAL RECREATION
6400 PARKS AND RECREATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 524,743 557,543 661,704 657,560
Materials 97,559 75,222 109,450 10 1 ,200
Contract Services 1,398,166 1,584,175 1,560,399 1,662,500
Capital Outlay 84,611 725 17,000 17,000
Cost Allocation 17,529 21,013 23,370 21,830
Total 2,122,608 2,238,678 2,371,923 2,460,090
Expenditures by Fund
2003-04 2004-05 2005-06 2006~07
Actual Actual Adopted Adopted
General 263,835 277,150 310,076 314,026
Recreation 736,851 753,038 934,351 889,656
Sports Center 1,121,922 1 ,208,490 1,127,496 1,256,408
Total 2,122,608 2,238,678 2,371,923 2,460,090
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
5.50
5.50
5.50
Total
5.50
5.50
5.50
199
PARKS AND RECREATION
SENIOR PROGRAMS/SENIOR CENTER
PROGRAM OVERVIEW
Provide a welcoming and friendly Senior Center for everyone 50 years and older. We strive to
enhance a healthy lifestyle through quality education, recreation, travel, socials and volunteer
opportunities. Design, manage and administer center operations. Through the case management
program, homebound and/or at risk seniors are served. The facility is used for room rentals on
weekends by Cupertino residents when the Senior Center is not being used for classes and
programs.
This division will generate user fees of approximately $400,000 from trips, memberships,
classes, rentals and social events. Council on Aging of Santa Clara County provides an annual
grant of $19,750 from the Older Americans Act to fund the case management program. Over
18,000 hours of volunteer service is given annually by Senior Center members in of support
programs and services.
SERVICE OBJECTIVES
Continue to develop fee based classes and events to fund the Senior Center enterprise account.
Develop and implement a new event for 2006. Work in conjunction with the community service
group DeAuza Kiwanis.
Develop a Mandarin language brochure to promote the Senior Center.
Develop new evening classes to attract working seniors and retired baby boomers over age 50 to
the Senior Center.
Evaluate copier service needs and prepare copier contract.
200
SENIOR PROGRAMS
SENIOR CENTER
6500 PARKS AND RECREATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 529,103 488,667 575,121 652,427
Materials 417,930 388,120 405,870 431,950
Contract Services 12,579 7,070 8,865 8,500
Cost Allocation 52,933 50,153 47,390 56,080
Total 1,012,545 934,010 1,037,246 1,148,957
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 519,301 495,570 988,834 580,643
Senior Center 493,244 438,440 48,412 568,314
Total 1,012,545 934,010 1,037,246 1,148,957
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
7.50
7.50
7.69
Total
7.50
7.50
7.69
201
PARKS AND RECREATION
BLACKBERRYFARNUNATUREPROGRAMS
PROGRAM OVERVIEW
Provides for the management of Blackberry Farm Picnic Grounds, Blackberry Farm Golf
Course, and nature and environmental education programs at McClellan Ranch Park.
The Blackberry Farm Picnic Grounds offer recreational opportunities, including picnicking,
swimming, softball, volleyball, and basketball. Catering is available for groups and the snack
bar is available for food purchase.
The Blackberry Farm Golf Course is popular with golfers of all abilities. The department
manages the pro shop and the course maintenance contract.
The nature and environmental programs at McClellan Ranch provide recreational and
educational opportunities for residents, non-residents, gardeners, schools, and community
groups.
SERVICE OBJECTIVES
Manage the picnic ground operation through excellent customer service to ensure customer
satisfaction and increased revenue.
Provide a quality golf course operation tluough excellent customer service and an excellent turf
and landscape maintenance program.
Evaluate all phases of the Blackberry Farm operation for improvement in service and amenities
by November 2006.
Continue improving the nature museum with quality displays.
Offer quality nature and environmental educational programs at McClellan Ranch; increase the
communities' awareness of them.
Administer the community garden program.
Manage the Blue Pheasant Restaurant, Simms house and McClellan Ranch house as rental
property.
This division operates as an "enterprise fund". It is expected to generate $1,600,000 in revenue.
All excess revenue, after expenses, will be used to fund facility improvements.
202
BLACKBERRY FARM
NATURE PROGRAM
6600 PARKS AND RECREATION
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 680,600 682,418 719,483 631,012
Materials 239,067 255,398 285,948 239,500
Contract Services 337,179 358,710 377,878 386,750
Capital Outlay 16,502 42,422 1,000 50,000
Cost Allocation 88,995 80,719 78,780 38,170
Total 1,362,343 1,419,667 1,463,089 1,345,432
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 71 ,485 71,082 78,331 86,449
Recreation 6,443 10,123 21,900 16,660
Blackberry Farm 1,284,415 1,338,462 1,362,858 1,242,323
Total 1,362,343 1,419,667 1,463,089 1,345,432
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
6.88
6.88
5.98
Total
6.88
6.88
5.98
203
Community
Development
205
COMM ITY
DEVELOPMENT
Community
Development
(1.39)
I I
Housing Services Building Planning
(0.81 ) ( 11.90) (7.26)
206
COMMUNITY DEVELOPMENT
Expenditures by Division
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
PLANNING
7200 PLANNING ADMINISTRATION 214,257 206,193 234,295 285,124
214,257 206,193 234,295 285,124
7301 CURRENT PLANNING 610,885 558,078 735,411 757,254
7302 MID AND LONG RANGE PLANNING 165,378 230,906 261,964 272,586
7304 V ALLCO REDEVELOPMENT 85,388 62,000 56,828 217,438
7305 ANNEXATIONS 10,379 0 0 12,000
7306 ECONOMIC DEVELOPMENT 2,105 3,432 14,500 105,058
7307 NORTH V ALLCO STUDY 0 0 0 100,000
874,135 854,416 1,068,703 1,464,336
HOUSING SERVICES
7401 CDBG GENERAL ADMINISTRATION
7402 REHAB LOAN ADMINISTRA nON
7403 AFFORDABLE HOUSING
7404 PUBLIC SERVICE GRANTS
7405 BMR HOUSING
7406 HUMAN SERVICE GRANTS
110,968
-27,128
45,000
61 ,100
115,728
16,575
322,243
85,386
61,857
45,000
71,848
290,046
39,582
593,719
87,497
o
282,625
65,221
387,496
40,000
862,839
83,127
500
285,392
62,116
231,315
42,000
704,450
BUILDING
7501 GENERAL BUILDING 357,322 351,590 528,797 661,986
7502 CONSTRUCTION PLAN CHECKING 260,618 853,430 602,321 717,873
7503 BUILDING CODE ENFORCEMENT 498,212 433,038 531,245 654,708
7504 BUILDING ABATEMENTS 0 291 25,000 25,000
1,116,152 1,638,349 1,687,363 2,059,567
TOTAL 2,526,787 3,292,677 3,853,200 4,513,477
207
.
COMMUNITY DEVELOPMENT
ADMINISTRATION
PROGRAM OVERVIEW
Efficiently manage the daily operations of the Community Development Department.
SERVICE OBJECTIVES
Development of systems to implement General Plan program policies and test their effectiveness.
Ensure that the General Plan and Economic Development plan are coordinated.
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.
Continue to utilize specialized training programs to develop a highly motivated and technically
competent staff.
Planners are encouraged to attend at least one UC extension course or equivalent course
regarding professional planning topics. The building inspectors will continue to participate in the
certificate program offered by the International Conference of Building Officials.
Continue to streamline the internal application processing system and public review process.
Continue efforts to create a more effective records management system and land use data system
using GIS.
208
ADMINISTRA TION
7200 COMMUNITY DEVELOPMENT
Expenditures by Category
2003-04
Actual
2004-05
Actual
2005-06
Ado ted
2006-07
Ado ted
Employee Compensation 169,633 189,309 193,945 174,414
Materials 2,912 4,578 9,700 10,200
Contract Services 29,582 1,066 21,000 91,000
Cost Allocation 12,130 11,240 9,650 9,510
Total 214,257 206,193 234,295 285,124
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 214,257 206,193 234,295 285,124
Total 214,257 206,193 234,295 285,124
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
1.49
1.49
1.39
Total
1.49
1.49
1.39
209
COMMUNITY DEVELOPMENT
PLANNING
PROGRAM OVERVIEW
Provide efficient and responsive professional planning services to the community and implement
city development policies, programs, and regulations.
The Mid and Long Range program 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 adopted each year to ensure
high priority of this program.
SERVICE OBJECTIVES
Provide timely and complete technical processing of approximately 100 applications for
discretionary land use entitlements and 50 code enforcement actions.
Check approximately 400 building permit plan sets for compliance with zoning requirements
within the time limits set by Planning Division policy.
Implement Housing programs: housing development; BMR & MCC programs, particularly for
public employees, teachers; housing advocacy program.
Maintain a parcel database, a project database, develop a Geographic Information System and
provide planning resources on Cupertino's web page.
Enhance the business environment and economic climate while maintaining a healthy balance
with residential concerns.
Improve pubic awareness and promote education of community interdependence.
Enhance and promote a strong local economy to provide municipal services that business and
residents desire and need to maintain the community's quality oflife.
210
PLANNING
7300 COMMUNITY DEVELOPMENT
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 781,535 719,607 892,203 1,079,536
Materials 13,062 43,052 74,300 60,800
Contract Services 49,418 68,457 73,500 293,000
Cost Allocation 30,120 23,300 28,700 31,000
Total 874,135 854,416 1,068,703 1,464,336
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 788,747 798,862 1,011,875 1,246,898
Redevelopment Agency 85,388 55,554 56,828 217,438
Total 874,135 854,416 1,068,703 1,464,336
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full.time
7.04
7.04
7.26
Total
7.04
7.04
7.26
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). This year, the federal government decreased city allocations for
Community Development Block Grants (CDBG).
Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by
April 2007. Present CDBG proposals to the Housing C01:nmission for their recommendation.
Conduct public hearing in November 2006 for setting CDBG funding priorities and a second
hearing in April 2007 for 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 Cupertino Housing
Commission. 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).
Work with school district to develop teacher housing assistance program.
212
HOUSING SERVICES
7400 COMMUNITY DEVELOPMENT
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 94,289 120,631 105,246 96,284
Materials 170,187 345,702 581,986 434,866
Contract Services 56,567 127,386 175,607 173,300
Cost Allocation 1,200 0 0 0
Total 322,243 593,719 862,839 704,450
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
General 132,303 172,105 427,496 42,000
Housing 189,940 421,614 435,343 662,450
Total 322,243 593,719 862,839 704,450
Personnel Summary
2004-05
Actual
2005-06
Ado ted
2006-07
Adopted
Full-time
0.90
0.90
0.81
Total
0.90
0.90
0.81
213
COMMUNITY DEVELOPMENT
BUILDING
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
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
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 924,478 737,987 1,064,183 1,367,997
Materials 21,414 20,350 26,200 36,700
Contract Services 102,520 823,562 550,800 597,800
Cost Allocation 67,740 56,450 46,180 57,070
Total 1,116,152 1,638,349 1,687,363 2,059,567
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
General 1,116,152 1,638,349 1,687,363 2,059,567
Total 1,116,152 1,638,349 1,687,363 2,059,567
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
II .40
II .40
11.90
Total
11.40
11.40
11.90
215
Public
Works
217
PUBLIC WO
s
Public
Works
(2.98)
I
I I I I
Transportation Service Center Environmental Engineering
(4.35) (2.20) Programs (3.27) (5.68)
I
I I I
Facility Ground Street General
Maintenance Maintenance Maintenance Services
(7.60) (18.40) (22.45) (4.20)
218
PUBLIC WORKS
Expenditures by Division
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
ADMINISTRA TION
8001 PUBLIC WORKS ADMINISTRATION
8003 RESOURCE RECOVERY
8004 NON POINT SOURCE
412,379
1,793,084
377,372
2,582,835
426,180
2,927,059
332,856
3,686,095
479,963
2,585,435
394,116
3,459,514
487,546
2,730,395
390,351
3,608,292
ENVIRONMENTAL PROGRAMS
8005 ENVIRONMENTAL MANAGEMENT
138,871
138,871
145,434
145,434
147,075
147,075
139,855
139,855
ENGINEERING SERVICES
8101 ENGINEERING DESIGN
8102 INSPEcnON SERVICE
595,678
112,528
708,206
599,604
118,591
718,195
755,342
127,468
882,810
735,963
129,942
865,905
SERVICE CENTER
8201 ADMINISTRATION 912,627 826,999 825,378 857,087
912,627 826,999 825,378 857,087
GROUNDS
8302 MCCLELLAN RANCH PARK 51,668 38,393 42,055 43,610
8303 MEMORIAL PARK 482,504 474,625 543,169 558,483
8304 CITY CENTER PARK 0 25,776 26,716 0
8312 SCHOOL SITE MAINTENANCE 492,685 431,352 510,444 543,543
8314 NEIGHBORHOOD PARKS 736,929 653,859 857,206 941,989
8315 SPORTS FIELD JOLLYMAN/CREEKSIDE 272,858 320,445 367,717 472,184
8321 CIVIC CENTER MAINTENANCE 126,445 111 ,688 139,606 164,694
2,163,089 2,056,138 2,486,913 2,724,503
219
STREETS
8402 STREET CLEANING
8403 SIDEWALK CURB AND GUTTER
8404 STREET PAVEMENT MAINTENANCE
8405 STREET SIGNS MARKINGS
8406 GRAFFITI REMOVAL
8407 OVERPASSES AND MEDIANS
8408 STREET TREE MAINTENANCE
8409 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 MONT A VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTINO SPORTS CENTER
8511 CREEKSIDE PARK
8512 COMMUNITY HALL MAINTENANCE
8513 TEEN CENTER BLDG MAINTENANCE
TRANSPORTATION
8601 TRAFFIC ENGINEERING
8602 TRAFFIC SIGNAL AND MAINTENANCE
Expenditures by Division
2003-04 2004~05 2005.06 2006-07
Actual Actual Adopted Adopted
105,327 84,171 78,730 59,114
423,251 498,102 148,291 159,476
201,643 . 263,941 246,444 262,170
430,767 405,614 391,990 412,568
1,462 38,551 61,103 54,138
546,624 573,897 635,636 763,220
425,497 448,725 544,960 564,065
222,311 215,099 241,287 291,383
2,356,882 2,528,100 2,348,441 2,566,134
385,465 398,517 459,226 514,987
64,038 215,926 193,349 206,378
252,008 223,773 245,075 298,839
308,686 311 ,665 389,915 366,215
146,378 150,335 183,087 162,717
71,588 41,580 51,979 59,029
81,988 91 ,258 100,211 97,405
11,585 16,050 28,445 25,156
24,900 25,802 31,645 30,302.
230,587 205,917 259,185 202,098
50,340 60,150 61,674 57,385
0 38,261 115,576 154,268
0 23,806 32,031 27,126
1,627,563 1,803,040 2,151,398 2,201,905
254,667 248,443 424,685 453,665
328,826 317,544 461,757 412,710
583,493 565,987 886,442 866,375
220
Expenditures by Division
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
GENERAL SERVICES
8830 STREETLIGHTING 192,271 379,842 396,573 436,392
8840 EQUIPMENT MAINTENANCE 808,837 830,321 861,802 841,509
1,001,108 1,210,163 1,258,375 1,277 ,901
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION 0 0 28,000 298,000
0 0 28,000 298,000
TOTAL 12,074,674 13,540,151 14,474,346 15,405,957
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 m 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
ADMINISTRA TION
8000 PUBLIC WORKS
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 630,405 612,973 738;634 783,192
Materials 28,270 16,992 48,350 48,900
Contract Services 1,910,031 3,043,170 2,642,100 2,739;500
Cost Allocation 14,129 12,960 30,430 36,700
Total 2,582,835 3,686,095 3,459,514 3,608,292
Expenditures by Fund
2003-04
Actual
2004-05
Actual
2005-06
Ado ted
General
Environmental Management
Resource Recovery
412,379
377,372
1,793,084
426,180
332,855
2,927,060
479,963
394;116
2,585,435
2006-07
Ado ted
487,546
390,351
2,730,395
Total
2,582,835
3,686,095
3,459,514
3,608,292
Personnel Summary
2004-05
Actual
2005-06
Adopted
Full-time
3.00
3.00
2006-07
Adopted
2.98
Total
3.00
3.00
2.98
223
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 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% solid waste to the landfill by the year
2000, and maintain 50% diversion by implementing source reduction, recycling and compo sting
programs.
Provide contract oversight for solid waste and recyclab1es collection and hauling, yard waste
processing, compost hauling, solid waste disposal and household hazardous waste collection.
Comply with Regional Water Quality Control Board permit requirements with regard to urban
runoff pollution prevention.
Coordinate urban runoff pollution prevention activities (street sweeping, catch basin cleaning,
new development and construction best management practices) 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, urban runoff pollution
prevention and household hazardous waste.
Provide public education and information to the residents, businesses and schools regarding
environmental programs.
224
ENVIRONMENT AL PROGRAMS
8005 PUBLIC WORKS
Expenditures by Category
2003-04
Actual
2004-05
Actual
2005-06
Ado ted
2006-07
Ado ted
Employee Compensation 9,993 25,234 31,555 20,685
Materials 59,198 45,922 36,000 36,000
Contract Services 62,580 70,098 76;000 81 ;000
Cost Allocation 7,100 4,180 3,520 2; 170
Total 138,871 145,434 147,075 139,855
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 138,871 145,434 147,075 139,855
Total 138,871 145,434 147,075 139,855
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
3.27
3.27
3.27
Total
3.27
3.27
3.27
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.
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
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 586,463 617,067 670,280 683,005
Materials 17,602 12,736 24,300 21,000
Contract Services 47,639 51,583 156,400 108,400
Capital Outlay 1,502 0 0 18,000
Cost Allocation 55,000 36,810 31,830 35,500
Total 708,206 718,196 882,810 865,905
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 708,206 718,196 882,810 865,905
Total 708,206 718,196 882,810 865,905
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
5.75
5.75
5.68
Total
5.75
5.75
5.68
227
PUBLIC WORKS
SERVICE CENTER
PROGRAM OVERVIEW
Administer the operations of the public works field operations including streets, facilities, and
grounds divisions, and provides administration for the service center and clerical support. Costs
related to non-specific activity functions; such as, sick leave, holiday, vacation, other leaves,
travel time, contract administration for school crossing guards, and equipment operating cost, are
recorded to this cost center.
SERVICE OBJECTIVIES
Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs,
vehicle and equipment, and streetlights.
Maintain records of all complaints and requests for services by tracking responses through
computer programs.
Maintain productivity units of measure for each task performed by employee and activity center.
Administer the E1mwood work furlough program to assist in daily cleanup tasks in the City.
228
SERVICE CENTER
8200 PUBLIC WORKS
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 405,831 334,578 332,408 346,517
Materials 54,645 47,293 63,500 64,500
Contract Services 103,421 118,798 133,000 147,000
Cost Allocation 348,730 326,330 296,470 299,070
Total 912,627 826,999 825,378 857,087
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 912,627 826,999 825,378 857,087
Total 912,627 826,999 825,378 857,087
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
2.20
2.20
2.20
Total
2.20
2.20
2.20
229
PUBLIC WORKS
GROUNDS
PROGRAM OVERVIEW
The Grounds Division maintains 15 parks, consisting of approximately 118 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 and Creekside. 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. Establish a new maintenance program for one year for City Center
Park.
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 accessones.
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 E1mwood work furlough program to assist in weekend and weekday cleanup programs.
This is equal to approximately three (3) full time maintenance workers.
Contract restroom cleaning at the following park sites: Linda Vista, Monta Vista, Portal, Wilson,
McClellan Ranch, Memorial, Jollyman, Creekside Parks.
230
GROUNDS
8300 PUBLIC WORKS
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 1,319,040 1,240,036 1,452,598 1,595,458
Materials 519,327 471,446 599,625 585,225
Contract Services 146,226 160,077 173,500 175,500
Capital Outlay 26,416 14,909 95,000 175,000
Cost Allocation 152,080 169,670 166,190 193,320
Total 2,163,089 2,056,138 2,486,913 2,724,503
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
General 2,163,089 2,056,138 2,486,913 2,724,503
Total 2,163,089 2,056,138 2,486,913 2,724,503
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
18.40
18.40
18.40
Total
18.40
18.40
18.40
231
PUBLIC WORKS
STREETS
PROGRAM OVERVIEW
The Streets Division maintains all street rights-of-way pavement, including curb, gutter,
sidewalks, street signs and markings, and storm drain system. Administers the street-cleaning
program. The division maintains another 31.54 developed acres of median and overpasses,
21.69 undeveloped acres, and approximately 13,000 street trees within the park strip.
SERVICE OBJECTIVES
Provide high-level maintenance of city's infrastructure to protect the City's investment.
Continue annual street maintenance program consisting of slurry sealing and improving the
structural integrity by adding asphalt overlays to existing facilities. The City utilizes an up-to-
date computerized pavement management program that assists in developing priorities and
providing future planning for scheduling road improvements and maintaining all the streets in
the community. .
Cleanup of storm drain inlets and respond to citizen requests immediately.
Perform mainline cleaning contractual arrangements. The City pays San Jose a fee for use of
San Jose's facilities in the area that was de-annexed from San Jose and annexed to Cupertino.
Perform street cleaning every two weeks in residential areas and every week in the commercial
and industrial areas. The City presently has approximately 696 curb miles that are swept each
month.
Annual maintenance of sidewalks, curbs, and gutters through contractual service. Respond
within 24 hours for emergency or temporary repair to alleviate hazardous conditions.
Perform maintenance of all streets, traffic signs and markings within 24 hours to minimize
liability.
Repaint markings and legends once a year prior to the beginning of the school year and
centerline striping as needed.
Maintenance of street trees: staff performs watering, spraying, staking, pruning, and fertilizing in
the commercial areas. Contract for major tree maintenance.
Administer and schedule the weekday and weekend Elmwood work furlough program.
Maintenance of landscaping medians strips, trails, landscape roadsides and public right of ways:
Staff performs maintenance of irrigation systems, weed control, pruning and fertilizing of plant
material in these areas. Pond Maintenance.
Respond within 48 hours to cleanup of graffiti on city property.
232
STREETS
8400 PUBLIC WORKS
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Ado ted
Employee Compensation 1,456,067 1,485,044 1,710,971 1,924,034
Materials 259,173 348,141 339,700 373,450
Contract Services 383,471 417,165 33,000 13,500
Capital Outlay 4,641 13,480 18,500 35,000
Cost Allocation 253,530 264,270 246,270 220,150
Total 2,356,882 2,528,100 2,348,441 2,566,134
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Gas Tax 1,055,661 1,167,658 786,725 834,214
General Fund 1,301,221 1,360,442 1,561,716 1,731,920
Total 2,356,882 2,528,100 2,348,441 2,566,134
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
22.45
22.45
22.45
Total
22.45
22.45
22.45
233
PUBLIC WORKS
F ACIUTIES
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
request within 24 hours.
Strive for safe and clean working environment for the public and employees and reduce
complaints to less than 24 requests per year.
Maintain City communication system and telephone system.
234
FACILITIES
8500 PUBLIC WORKS
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 581,623 575,645 671,748 734,435
Materials 475,774 553,716 657,950 674,200
Contract Services 433,763 565,679 643,400 551,700
Capital Outlay 97,643 70,570 93,000 159,000
Cost Allocation 38,760 37,430 85,300 82,570
Total 1,627,563 1,803,040 2,151,398 2,201,905
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 1,396,976 1,597,123 1,892,213 1,999,807
Sports Center 230,587 205,917 259,185 202,098
Total 1,627,563 1,803,040 2,151,398 2,201,905
Personnel Summary
2004-05
Actual
2005-06
Ado ted
2006-07
Adopted
Full-time
7.60
7.60
7.60
Total
7.60
7.60
7.60
235
PUBLIC WORKS
TRANSPORT A TION
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.
Staff, with support of consultants, is designing and building capital improvements projects for
the transportation system. For traffic signals, they have implemented the adaptive traffic signals
control system, and are continuing to implement Silicon Valley Smart Corridor. For bicycle and
pedestrian facilities, they have been instrumental in implementing the Mary A venue Bicycle
Footbridge.
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 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 volumes at least
once per year and updating the traffic signal timing patterns more frequently.
236
TRANSPORTATION
8600 PUBLIC WORKS
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Employee Compensation 397,997 373,601 482,832 548,505
Materials 42,987 64,750 72,500 71,200
Contract Services 89,879 82,096 276,500 178,500
Capital Outlay 0 -11 ,600 0 0
Cost Allocation 52,630 57,140 54,610 68,170
Total 583,493 565,987 886,442 866,375
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 583,493 565,987 886,442 866,375
Total 583,493 565,987 886,442 866,375
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
4.35
4.35
4.35
Total
4.35
4.35
4.35
237
PUBLIC WORKS
GENERAL SERVICES
PROGRAM OVER VIEW
Provides maintenance and service to all vehicles (91), rolling stock (48), trailers (16), riding
mowers (12), and all power equipment (221). Maintains (3250) City-owned streetlights, parking
lot lights, and park lights. Responsible for inspections of all new street light installations.
Responsible for handling of hazardous waste and materials and responding to non-point source
spills. Maintains above and below ground fuel tanks. Maintains the complete Service Center yard
maintenance. Perform fabrication, welding and repair of metal parts and equipment for City
vehicles, apparatus, structures and facilities. Respond to USA underground locates, and mark
City owned utilities.
Responsible for writing of specifications and bidding process for major purchasing of trucks,
tractors, and other equipment, also administration of street sweeping and storm drain contracts.
Responsible for all hazardous waste records, manifests, and reports, as well as all Service Center
employees training and training records as required by OSHA.
SERVICE OBJECTIVES
Maintain the City streetlight system for a safe environment and by responding to outages within
five working days of first notice.
Maintain City vehicles and equipment for general maintenance and safety.
Maintain City Park and parking lot lights for a safe environment.
Strive for a safe and clean working environment for the public and employees at the Service
Center Maintenance yard.
Repair vandalized, broken and worn metal equipment for safety.
238
GENERAL SERVICES
8800 PUBLIC WORKS
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
Employee Compensation 336,772 378,493 413,385 449,671
Materials 194,226 407,607 410,000 455,000
Contract Services 84,197 66,271 112,000 91 ,000
Capital Outlay 19,528 17,442 65,000 65,000
Cost Allocation 366,385 340,350 257,990 217,230
Total 1,001,108 1,210,163 1,258,375 1,277,901
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 192,271 379,842 396,573 436,392
Equipment Maintainence 808,837 830,321 861,802 841,509
Total 1,001,108 1,210,163 1,258,375 1,277,901
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
4.20
4.20
4.20
Total
4.20
4.20
4.20
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
B&placement Fund Purchase
All Prices include safety light bar tool racks. Hybrids are not available for the following
replacement vehicles and equipment.
VehicJe #
Description
Amount
146
163
31
34
64
80
38
93
39
52 Inch Riding Mower
Baseball Infield Machine
1990 1 Ton & Service Body Truck
1989 1 Ton & Service Body Truck
1989 1 Ton & Service Body Truck
1989 I Ton Truck & Dump Insert
1991 Aerial Lift Truck
1995 15 Passenger Club Van
1989 ~ Ton Pickup
$9,000
11 ,000
36,000
36,000
36,000
30,000
90,000
28,000
22,000
Total $298,000
240
FIXED ASSETS ACQUISITION
9820 PUBLIC WORKS
.
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Capital Outlay 0 0 28,000 298,000
Total 0 0 28,000 298,000
Expenditures by Fund
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Ado ted
Equipment Maintenance
o
o
28,000
298,000
Total
o
o
28,000
298,000
Personnel Summary
2004.05
Actual
2005-06
Ado ted
2006-07
Ado ted
Full-time
0.00
0.00
0.00
Total
0.00
0.00
0.00
241
Non-
Departmental
243
NON-DEPARTMENTAL
Expenditures by Division
2003-04
Actual
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
INTERFUND TRANSFERS
0100 OPERATING TRANSFER OUT
GENERAL FUND 4,303,000 8,742,000 5,713,000 9,215,000
PARK DEDICATION FUND 275,000 1,761,000 500,000 500,000
BLACKBERRY FARM 75,000 0 0 0
RECREA nON PROGRAMS 100,000 888,000 200,000 0
SPORTS CENTER 0 0 100,000 0
CAPITAL IMPROVEMENT 182,000 41,000 0 0
RESOURCE RECOVERY 0 500,000 500,000 500,000
CIVIC CENTER AND LIBRARY 0 0 300,000 0
4,935,000 11,932,000 7,313 ,000 10,215,000
DEBT SERVICE
5301 FACILITIES CORPORATION 3,537,837 3,534,526 3,547,650 3,534,588
5306 TRAFFIC IMPACT 35,375 34,925 40,050 36,363
5304 V ALLCO ASSESSMENT DISTRICT 0 0 0 120,000
3,573,212 3,569,451 3,587,700 3,690,951
TOTAL 8,508,212 15,501,451 10,900,700 13,905,951
245
NONDEP ARTMENT AL
INTERFUND TRANSFERS
PROGRAM OVERVIEW
Interfund transfers represent transfers of monies between various funds. These transfers provide
additional resources to the receiving fund to support operating and capital project costs. For the
2006-07 fiscal year, budget activity accounts have been established for the following transfers:
l. Funding from the General Fund for capital improvements in the Capital Project Funds:
$250,000 for Mary A venue Bicycle Footbridge; $500,000 for Stevens Creek Corridor Park;
$1,000,000 for Rancho Rinconada Park Properties; $350,000 for Memorial Park Softball and
Library Field renovation; $610,000 for various facility improvements and $212,000 for
miscellaneous projects.
2. Funding from the General Fund to the Debt Service Fund in the amount of $3,535,000 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.
3. Funding from the General Fund to the Information Technology Systems Fund in the amount
of $137,000 which provides for new technology equipment and Phase Two of E-
Government.
4. Funding from the General Fund to the Gas Tax Fund in the amount of $800,000 to provide
for costs associated with the street projects.
5. Funding from the Park Dedication Fund to the General Fund in the amount of $500,000 to
provide for payback of advances on parkland.
6. Funding from the Resource Recovery Fund to the General Fund in the amount of $500,000
representing the second of four payments to reimburse costs for waste cleanup.
7. Funding from the General Fund to the Retiree Medical Fund in the amount of $1,821,000 to
provide for current and future retiree medical obligations.
246
INTERFUND TRANSFERS
0100 INTERFUND TRANSFERS
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Operating Transfers Out 4,935,000 11,932,000 7,313,000 10,215,000
Total 4,935,000 11,932,000 7,313,000 10,215,000
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
General 4,303,000 8,742,000 5,713,000 9,215,000
Park Dedication 275,000 1,761,000 500,000 500,000
Blackberry Farm 75,000 0 0 0
Recreation Fund 100,000 888,000 200,000 0
Sports Center 0 0 100,000 0
Capital Improvement 182,000 41,000 0 0
Resource Recovery 0 500,000 500,000 500,000
Civic Center and Library 0 0 300,000 0
Total 4,935,000 11,932,000 7,313,000 10,215,000
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.00
Total
0.00
0.00
0.00
247
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 Facility Corporation. The budget includes funding for the following debt service
payments:
1. The Public Facility Corporation's annual 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, alII % 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.
248
DEBT SERVICE
5301-5306 DEBT SERVICE
Expenditures by Category
2003-04 2004-05 2005-06 2006-07
Actual Actual Ado ted Adopted
Debt Service/Other 3,573,212 3,569,451 3,587,700 3,690,951
Total 3,573,212 3,569,451 3,587,700 3,690,951
Expenditures by Fund
2003-04 2004-05 2005-06 2006-07
Actual Actual Adopted Adopted
Facilities Corporation 3,537,837 3,534,526 3,547,650 3,534,588
Traffic Impact 35,375 34,925 40,050 36,363
Val1co Assessment District 0 0 0 120,000
Total 3,573,212 3,569,451 3,587,700 3,690,951
Personnel Summary
2004-05
Actual
2005-06
Adopted
2006-07
Adopted
Full-time
0.00
0.00
0.00
Total
0.00
0.00
0.00
249
Five Year
Capital
Improvements
Program
Fiscal Years 2006-07 to 2010-11
251
Total Budget Version Proposed Five Year Capital Improvement Program
Current
Fund Description 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
9100 Parks
427-9112 Stevens Creek Corridor Park 680,000 3,617,200 500,000
New Projects
420-9121 Memorial Park Softball Field Renovation 250,000
420-9122 Rancho Rinconada Park Property 1,000,000
420-9123 Library Field Renovation 100,000
420-9124 McClellan Ranch Facility Improvements 45,000
420-9227 Stocklmeir Property Preservation 50,000
Total 680,000 5,062,200 500,000 0 0 0
9200 Buildings
423-9222 Civic Center 45,000
420-9229 City Hall Emergency Power/Electrical System 40,000 370,000
570-9230 Sports Center Tennis Court Resurfacing (EF)* 112,000
New Projects
420-92xx Sports Center Tennis Court Lighting 50,000 200,000
420-9232 Library Improvements & Upgrades 120,000
N 420-9233 Community Hall Improvements & Upgrades 90,000
Vl
N 420-9234 Monta Vista Park Building Replace HV AC System 150,000
420-9235 Service Center Security Gate 50,000
Total 197,000 830,000 0 200,000 0 0
* EF = Enterprise Fund
9400 Streets
270-9450 Pavement Management 1,512,900 1,250,000 750,000 750,000 750,000 750,000
270-9450 Pavement Management - STP Portion 529,000 369,000
270-9451 Curb, Gutter and Sidewalk Repairs 500,000 500,000 500,000 500,000 500,000 500,000
New Projects
270-9453 City Monument Signs Replacement (2) 50,000
270-9452 Rancho Rinconada Street Study 100,000
Total 2,541,900 1,900,000 1,619,000 1,250,000 1,250,000 1,250,000
,
9700 Pedestrian/Bicycle Facilities
270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge(SCVWD) 10,000 156,000
428-9449 Mary Avenue Bicycle Footbridge 1,472,000 7,241,000
428-9449 Mary Ave. Bicycle Footbridge-Mary/Meteor Entry Impr. 250,000
270-944 7 Mary Avenue Crosswalk/Parking 107,000
Total 1,589,000 7,647,000 0 0 0 0
q
Total Budget Version Proposed Five Year Capital Improvement Program
Current
Fund Description 2005~06 2006-07 2007 ~08 2008~09 2009-10 2010.11
9500 Traffic Facilities
270-9435 Neighborhood Traffic Calming Measures 5,000 50,000
420-9544 Safe Routes to School-Cupertino High 239,000
420-9549 Safe Routes to School-Garden Gate & Signal Upgrade at 475,000
Stelling/Greenleaf
420-9547 Yellow and Ped Head LED and Traffic Signal Battery 20,000 40,000
Backup System
420-9547 Countdown Ped Heads 50,000
420-9548 Street Safety Education Program 2,500
420-9551 Lawrence Expwy.lMitty Xing (Cupertino Share) 75,000
New Projects
420-9552 Stevens Cr. Blvd.lSR85 on Ramp x Walk Improv. (HES) 75,000
420-9553 Collins Elem. Sch. Zone Beacons & Lights (OTS) 44,100
420-9554 Count Sta.(DeAnzalLazaneo & DeAnzalProspect) 50,000
420-9555 SVITS Extensions (FO Cable & Boxes) 35,000
N 420-9556 Remove Traffic Sig. Flashing Red L T Arrows(4 Locations) 60,000
VI
(,;J Total 266,500 879,100 0 0 0 75,000
9600 Stann Drainage
210-9612 Minor Storm Drain Improvements 47,000 75,000 75,000 75,000 75,000 75,000
215-9620 Monta Vista Storm Drainage Syst. 10,000 874,000
215-9612 Master Storm Drain Plan Update 30,000
Total 57,000 979,000 75,000 75,000 75,000 75,000
Total Capital Improvement Program 5,331,400 17,297,300 2,194,000 1,525,000 1,325,000 1,400,000
Total Outside Revenue Share 3,128,000 13,571,300 1,152,000 575,000 575,000 575,000
Net City General Fund Funding 2,203,400 3,726,000 1,042,000 950,000 750,000 825,000
~.
REVENUE
Total Budget Version Proposed Five Year Capital Improvement Program
Current
Fund Description Funding Source 2005-06 200&-07 2007-08 2008.09 2009-10 2010-11
9100 Parks
427-9112 Stevens Creek Corridor Park Urban Park Act, Land&Water Conservation, 3,117,200
Roberti-Z'Berg-Harris, SCVWD FACHE Settlement,
Dept. of Water Resources, SCVWD Collaborative
427-9112 Stevens Creek Corridor Park (EF)* Recreation/Blackberry Farm 680,000
427-9112 Stevens Creek Corridor Park Sale of City Owned Property in General Fund 500,000 250,000
New Project
420-9122 Rancho Rinconada Park Property Sale of City Owned Property in General Fund 1,000,000
Total 680,000 4,617,200 250,000 0 0 0
9200 Buildings
570-9230 Sports Center Tennis Court Resurfacing (EF)* Sports Center Revenue Account 112,000
Total 112,000 0 0 0 0 0
9400 Streets
270-9450 Pavement Management Safe, Accountable, Flexible, Efficient Transp 468,000 327,000
Equity Act, A Legacy for Users (SAFETEA-LU)
270-9451 Curb, Gutter and Sidewalk Repairs Gasoline Taxes 500,000 500,000 500,000 500,000 500,000
270-9453 City Monument Signs Replacement (2) Developer and Insurance Settlement 50,000
270-9452 Rancho Rinconada Street Study (VTA Local Streets & County Roads) 100,000
Total 468,000 650,000 827,000 500,000 500,000 500,000
9500 Traffic Facilities
420-9544 Safe Routes to School-Cupertino High SR2S 239,000
420-9549 Safe Routes to School-Garden Gate & Signal SR2S 472,500
Upgrade at Stelling/Greenleaf
New Projects
420-9552 SCB/SR85 on Ramp x walk Improvements (Hazard Elimination Safety pgm - Hes Caltrans) 67,500
420-9553 Collins ES Zone Beacons & Light (State Office of Traffic Safety -OTS) 44,100
Total 239,000 584,100 0 0 0 0
9700 PedestrianlBicycle Facilities
428-9449 Mary Avenue Bicycle Footbridge VTA Measure BfTFCAlTDA 872,000 5,928,000
428-9449 Mary Avenue Bicycle Footbridge City of Sunnyvale (General Fund & TDA) 110,000
428-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BT A - 2003/2004 600,000
428-9449 Mary Avenue Bicycle Footbridge TDA (Non BEP)2004-05:$65k;2005-06:$38k 103,000
428-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BTA - 2005/2006 300,000
428-9449 Mary Avenue Bicycle Footbridge Caltrans 30418T A 2006/2007 300,000
270-9447 Mary Avenue Crosswalk/Parking Clean Air Grant 100,000
Total 1,572,000 6,741,000 0 0 0 0
N 9600 Storm Drainage Storm Drain Fund & SCVWD 57,000 979,000 75,000 75,000 75,000 75,000
VI
-to.
TOTAL OUTSIDE REVENUE SHARE 3,128,000 13,571,300 1,152,000 575,000 575,000 575,000
New and Carryover Budget Version
Current Carryover New
Fund Description 2005-06 2006-07 2006-07 2007 -08 2008-09 2009-10 2010-11
9100 Parks
427-9112 Stevens Creek Corridor Park 680,000 3,117,200 500,000 500,000
New Projects
420-9121 Memorial Park Softball Field Renovation 250,000
420-9122 Rancho Rinconada Park Property 1,000,000
420-9123 Library Field Renovation 100,000
420-9124 McClellan Ranch Facility Improvements 45,000
420-9227 Stocklmeir Property Preservation 50,000
Total 680,000 3,117,200 1,945,000 500,000 0 0 0
9200 Buildings
423-9222 Civic Center 45,000
420-9229 City Hall Emergency Power/Electrical System 40,000 270,000 100,000
570-9230 Sports Center Tennis Court Resurfacing (EF)* 112,000
New Projects
420-92xx Sports Center Tennis Court Lighting 50,000 200,000
420-9232 Library Improvements & Upgrades 120,000
N 420-9233 Community Hall Improvements & Upgrades 90,000
VI
VI 420-9234 Monta Vista Park Building Replace HVAC System 150,000
420-9235 Service Center Security Gate 50,000
Total 197,000 270,000 560,000 0 200,000 0 0
* EF = Enterprise Fund
9400 Streets
270-9450 Pavement Management 1,512,900 500,000 750,000 750,000 750,000 750,000 750,000
270-9450 Pavement Management - STP Portion 529,000 369,000
270-9451 Curb, Gutter and Sidewalk Repairs 500,000 500,000 500,000 500,000 500,000 500,000
New Projects
270-9453 City Monument Signs Replacement (2) 50,000
270-9452 Rancho Rinconada Street Study 100,000
Total 2,541,900 500,000 1,400,000 1,619,000 1,250,000 1,250,000 1,250,000
9700 Pedestrian/Bicycle Facilities
270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge{SCVWD) 10,000 156,000
428-9449 Mary Avenue Bicycle Footbridge 1,472,000 7,103,000 138,000
428-9449 Mary Ave. Bicycle Footbridge-Mary/Meteor Entry Impr. 250,000
270-9447 Mary Avenue Crosswalk/Parking 107,000
Total 1,589,000 7,259,000 388,000 0 0 0 0
New and Carryover Budget Version
Current Carryover New
Fund Description 2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11
9500 Traffic Facilities
270-9435 Neighborhood Traffic Calming Measures 5,000 50,000
420-9544 Safe Routes to School-Cupertino High 239,000
420-9549 Safe Routes to School-Garden Gate & Signal Upgrade at 475,000
Stelling/Greenleaf
420-9547 Yellow and Ped Head LED and Traffic Signal Battery 20,000 40,000
Backup System
420-9547 Countdown Ped Heads 50,000
420-9548 Street Safety Education Program 2,500
420-9551 Lawrence Expwy.lMitty Xing (Cupertino Share) 75,000 (75,000) 75,000
New Projects
420-9552 Stevens Cr. Blvd.lSR85 on Ramp x Walk Improv. (HES) 75,000
420-9553 Collins Elem. Sch. Zone Beacons & Lights (OTS) 44,100
420-9554 Count Sta.(DeAnza/Lazaneo & DeAnza/Prospect) 50,000
420-9555 SV1TS Extensions (FO Cable & Boxes) 35,000
420-9556 Remove Traffic Sig. Flashing Red L T Arrows(4 Locations) 60,000
N Total 266,500 550,000 329,100 0 0 0 75,000
VI
0\
9600 Storm Drainage
210-9612 Minor Storm Drain Improvements 47,000 75,000 75,000 75,000 75,000 75,000
215-9620 Monta Vista Storm Drainage Syst. 10,000 671,000 203,000
215-9612 Master Storm Drain Plan Update 30,000
Total 57,000 671,000 308,000 75,000 75,000 75,000 75,000
Total Capital Improvement Program 5,331,400 12,367,200 4,930,100 2,194,000 1,525,000 1,325,000 1,400,000
Total Outside Revenue Share 3,128,000 10,863,700 2,707,600 1,152,000 575,000 575,000 575,000
Net City General Fund Funding 2,203,400 1,503,500 2,222,500 1,042,000 950,000 750,000 825,000
REVENUE
New and Carryover Budget Version
Current Carryover New
Fund Description Funding Source 2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11
9100 Parks
427-9112 Stevens Creek Corridor Park Urban Park Act, Land&Water Conservation, 3,117,200
Roberti-Z'Berg-Harris. SCVWD FACHE Settlement,
Dept. of Water Resources, SCVWD Collaborative
427-9112 Stevens Creek Corridor Park (EF)* Recreation/Blackberry Farm 680,000
427-9112 Stevens Creek Corridor Park Sale of City Owned Property in General Fund 500,000 250,000
New Project
420-9122 Rancho Rinconada Park Property Sale of City Owned Property in General Fund 1,000,000
Total 680,000 3,117,200 1,500,000 250,000 0 0 0
9200 Buildings
570-9230 Sports Center Tennis Court Resurfacing (EF)* Sports Center Revenue Account 112,000
Total 112,000 0 0 0 0 0 0
9400 Streets
270-9450 Pavement Management Safe, Accountable, Flexible. Efficient Transp 468,000 327,000
Equity Act, A Legacy for Users (SAFETEA-LU)
270-9451 Curb, Gutter and Sidewalk Repairs Gasoline Taxes 500,000 500,000 500,000 500,000 500,000
270-9453 City Monument Signs Replacement (2) Developer and Insurance Settlement 50,000
270-9452 Rancho Rinconada Street Study (VT A Local Streets & County Roads) 100,000
Total 468,000 0 650,000 827,000 500,000 500,000 500,000
9500 Traffic Facilities
420-9544 Safe Routes to School-Cupertino High SR2S 239,000
420-9549 Safe Routes to School-Garden Gate & Signal SR2S 472,500
Upgrade at Stelling/Greenleaf
New Projects
420-9552 SCB/SR85 on Ramp x walk Improvements (Hazard Elimination Safety pgm - Hes Caltrans) 67,500
420-9553 Collins ES Zone Beacons & Light (State Office of Traffic Safety -OTS) 44,100
Total 239,000 472,500 111,600 0 0 0 0
9700 Pedestrian/Bicycle Facilities
428-9449 Mary Avenue Bicycle Footbridge VT A Measure BfTFCAlTDA 872,000 5,928,000
428-9449 Mary Avenue Bicycle Footbridge City of Sunnyvale (General Fund & TDA) 110,000
428-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BT A - 2003/2004 600,000
428-9449 Mary Avenue Bicycle Footbridge TDA (Non BEP)2004-05:$65k;2005-06:$38k 65,000 38,000
428-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BT A - 2005/2006 200,000 100,000
428-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BT A 2006/2007 300,000
270-9447 Mary Avenue CrosswalkJParking Clean Air Grant 100,000
Total 1 ,572,000 6,603,000 138,000 0 0 0 0
9600 Storm Drainage Storm Drain Fund & SCVWD 57,000 671,000 308,000 75,000 75,000 75,000 75,000
N
VI TOTAL OUTSIDE REVENUE SHARE 3,128,000 10,863,700 2,707,600 1 ,152,000 575,000 575,000 575,000
-...l
Unfunded Five Year Capital Improvement Program
Current
Fund Description 2005-06 2006-07 2007 -08 2008-09 2009-10 2010-11
9100 Parks
Rancho Rinconada Park Construction 1,000,000
0 0 0 0 1,000,000 0
9200 Buildings
Quinlan Fountain 150,000
City Hall Remodel with Seismic/ADA! & 3,000,000
Fire Code Upgrades (Essential Building)
0 150,000 0 3,000,000 0 0
9300 Trails
N 0 0 0 0 0 0
VI
00
9500 Traffic Facilities
0 0 0 0 0 0
9700 Storm Drainage
Bubb/McClellan Storm Sewer Upgrade 750,000 2,000,000
0 0 0 0 750,000 2,000,000
Total Unfunded Projects 0 150,000 0 3,000,000 1,750,000 2,000,000
SUMMARY FIVE YEAR PROGRAM FIVE YEAR
06-07 07-08 08-09 09-10 10-11 TOTAL
SUMMARY OF FUNDING SOURCES
GF=GENERALFUND 3,726,000 1,042,000 950,000 750,000 825,000 7,293,000
RC=BLACKBERRY FARM 0 0 0 0 0 0
GT=GAS TAX 500,000 500,000 500,000 500,000 500,000 2,500,000
EI=ENVIRONMENTAL IMPACT 0 0 0 0 0 0
PD=PARK DEDICATION 0 0 0 0 0 0
PS=PROPERTY SALE IN GENERAL FUND 1 ,500,000 250,000 0 0 0 1,750,000
SD=STORM DRAIN 979,000 75,000 75,000 75,000 75,000 1,279,000
RA=RESERVE ACCOUNT 0 0 0 0 0 0
TG=TRANSPORTATION GRANT FUND 3,801,300 327,000 0 0 0 4,128,300
PG=PARK GRANT 6,741,000 0 0 0 0 6,741,000
DV=DEVELOPER CONTRIBUTION 50,000 0 0 0 0 50,000
SC=SPORTS CENTER 0 0 0 0 0 0
.-- - -- ------------- ---... - --------- -----------------~----
TOTALS 17,297,300 2,194,000 1,525,000 1,325,000 1,400,000 23,741,300
SUMMARY OF PROGRAMS
PARKS 5,062,200 500,000 0 0 0 5,562,200
TRAILS 0 0 0 0 0 0
BUILDINGS 830,000 0 200,000 0 0 1,030,000
STREETS 1,900,000 1,619,000 1,250,000 1,250,000 1,250,000 7,269,000
TRAFFIC FACILITIES 879,100 0 0 0 75,000 954,1 00
STORM DRAIN 979,000 75,000 75,000 75,000 75,000 1,279,000
PEDESTRIAN/BICYCLES FACILITIES 7,647,000 0 0 0 0 7,647,000
.......---- ------ ..-------........ ----------- -----------------------
TOTALS 17,297,300 2,194,000 1,525,000 1,325,000 1,400,000 23,741,300
SUMMARY OF OPERATING MAINTENANCE
OM=OPERATING MAINTENANCE 0 0 0 0 0
N
VI
'0
PARKS SUMMARY FIVE YEAR PROGRAM UNPROGRAMMED
06-07 07-08 OS..Q9 09-10 10-11 CURRENT DOLLARS
SUMMARY OF FUNDING SOURCES
GF=GENERAL FUND 445,000 250,000
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
PS=PROPERTY SALE IN GENERAL FUND 1,500,000 250,000
SD=STORM DRAIN
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT 3,117,200
DV=DEVELOPER CONTRI BUTION
- -------..........---
PARKS TOTAL 5,062,200 500,000
SUMMARY OF PROGRAMS
STEVENS CREEK CORRIDOR PARK 3,617,200 500,000
MEMORIAL PARK SOFTBALL FIELD RENOVATE. 250,000
RANCHO RINCONADA PARK PROPERTY 1,000,000
LIBRARY FIELD RENOVATION 100,000
MCCLELLAN RANCH FAC. IMPROVEMENTS 45,000
STOCKLMEIR PROPERTY PRESERVATION 50,000
-- --- -.....-------- ------- ---------.
TOTAL 5.062,200 500,000
SUMMARY OF OPERATING MAINTENANCE
OM=OPERATING MAINTENANCE
N
0"\
o
N
0\
-
PARKS FIVE YEAR PROGRAM UNPROGRAMMED
06-07 FD 07-08 FD 08-09 FD 09-10 FD 10-11 FD CURRENT DOLLAR~
STEVENS CREEK CORRIDOR PARK
Restoration of Stevens Creek, Stevens Creek 81vd. to McClellan Rd
with SCVWD, reduced picniCking from 4,000 to 800, install
multiuse trail through the length of the parl<land. construct and
environmental classroom at McClellan Ranch and reconstruct park
amenities and park maintenance facilities.
Grant Share of Project Cost 3,117,200 PG
City Share of Project Cost 500,000 PS 250,000 PS
250,000 GF
Total Project Cost 3,617,200 500,000
MEMORIAL PARK SOFTBALL FIELD
RENOVATION
Renovation of existing softball field. This work has been deferred
for 4 years.
Project Cost 250,000 GF
RANCHO RINCONADA PARK PROPERTY
Purchase the existing vacant San Jose Water
parcels located at Sterling and Barnhart for future
ne'ghborflood park.
Purchase Cost 1.000,000 PS
LIBRARY FIELD RENOVATION
Renovation of existing play field, with irrigation and turf restoration.
Project Cost 100,000 GF
MCCLELLAN RANCH FACILITY IMPROVEMENTS
Replace Irrigation Sys. For Community Gardens 25,000 GF
Repaint & Fumigate Milk Barn, Bathrooms & Water Tower 10,000 GF
Rebuild or Replace Garden Shed 10,000 GF
Total Project Cost 45,000 GF
STOCKLMEIR PROPERTY PRESERVATION
Various restoration and preservation
Total Project Cost 50,000 GF
BUILDINGS SUMMARY FIVE YEAR PROGRAM UNPROGRAMMED
06-07 07-08 08-09 09-10 10-11 CURRENT DOLLARS
SUMMARY OF FUNDING SOURCES
GF=GENERAL FUND 830,000 200,000
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
PS=PROPERTY SALE
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=P ARK GRANT
DV=DEVELOPER CONTRIBUTION
SC=SPORTS CENTER
--- ----..........------ ----------- ------~.---.-._~------
BUILDINGS TOTAL 830,000 0 200,000 0 0
SUMMARY OF PROGRAMS
CITY HALL EMERGENCY POWERlELEC. SYS. 370,000
SPORTS CENTER TENNIS COURT LIGHTING 50,000 200,000
LIBRARY IMPROVEMENTS & UPGRADES 120,000
COMMUNITY HALL IMPROVEMENTS & UPGRADE~ 90,000
MONTA VISTA PARK BLDG. HVAC REPLACE 150,000
SERVICE CENTER SECURITY GATE 50,000
--..--------- --- ------- ------------ -------------.......-
TOTAL 830,000 0 200,000 0 0
SUMMARY OF OPERATING MAINTENANCE
OM=OPERATING MAINTENANCE
N
0\
N
SUILD:n";GS
...,... ..
.:::::::Five::yEAlfPROGMI\ii:':: :UNPROGRAMMED:.:
. , . . . . . - . .. ....,.....,................. . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . - . . . . . . . . . . . . . . . . . , . . , - - - - . , . .. .. ..... ... . . . . . . . . . . . . . . . . . .
:: 06'-07: :FD:::::.:.::.:::.: :07:08:: FD:::::::::: . .OO~ : HV:::::::::::::::::: :O~1I}: :PD::::::.::.:::::::: 1:(Hl: PO: :CURRENT:DOCLARS
CITY HALL EMERGENCY POWER/ELECTRICAL
SYSTEM
Remove the existing emergency generator, at the end of its useful lire, from the
City Hall basement and replace ~ ..nth a new generator mounted on a pad outside.
Also remove the existing out of date and undersized transformer and replace ~
willi an efficient and increased size vautted transformer in conjunction with an
increase in electrical service capacity and an upgrade of the main elecl1ical panel.
Project Cost
370,000 GF
SPORTS CENTER TENNIS COURT LIGHTING
Installlighung on sports center tennis courts for night use
and addmonal revenue. 06-07 is design. 08-09 is construction.
Project Cost
50,000 GF
200,000 GF
~ LIBRARY IMPROVEMENTS & UPGRADES
~
Children's Book Area Lighting Upgrade
Children's Story Time Area Lighting Upgrade
Lobby $E!rvice Deslk Lighting Upgrade
50,000
55.000
15,000
Total Project Cost
120,000 GF
COMMUNITY HALL IMPROVEMENTS & UPGRADES
Dais Shelving and Storage Installation
Storage behind Dais installation
Patio Wall prolective coating
Automatic door between reception araa and council chambers
25,000
5,000
15,000
45,000
Total Project Cost
90,000 GF
N
0\
.j::.
BUILDINGS FIVE YEAR PROGRAM UNPROGRAMMED
06-07 FD 07-08 FD 08-09 FD 09-10 FD 10-11 FD CURRENT DOLLARS
MONTA VISTA PARK BUILDING REPLACE HVAC
SYSTEM
This project would replace exiting HVAC system which is unusable.
Project Cost 150,000 GF
SERVICE CENTER SECURITY GATE
This project would install a mOfe secure automatic gate at the Service Center.
Project Cost 50,000 GF
STREETS SUMMARY FIVE YEAR PROGRAM UNPROGRAMMED
0(HI7 07-08 08-09 09-10 10-11 CURRENT DOLLARS
SUMMARY OF FUNDING SOURCES
GF=GENERALFUND 1,250,000 792,000 750,000 750,000 750,000
RC=BLACKBERRY FARM
GT=GAS TAX 500,000 500,000 500,000 500,000 500,000
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
PS=PROPERTY SALE
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND 100,000 327,000
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION 50,000
----------
STREETS TOTAL 1,900,000 1,619,000 1,250,000 1,250,000 1,250,000
SUMMARY OF PROGRAMS
PAVEMENT MANAGEMENT 1,250,000 750,000 750,000 750,000 750,000
PAVEMENT MANAGEMENT - STP PORTION 369,000
CURB, GUTTER AND SIDEWALK REPAIRS 500,000 500,000 500,000 500,000 500,000
CITY MONUMENT SIGNS REPLACEMENT 50,000
RANCHO RINCONADA STREET STUDY 100,000
TOTAL --- -------- --- ..----------- ------ ---..---------
1,900,000 1,619,000 1,250,000 1,250,000 1,250,000
N
0'\
VI
N
0\
0\
STREETS FIVE YEAR PROGRAM UNPROGRAMMED
06-07 FD 07-08 FD 08-09 FD 09-10 FD 10-11 FD CURRENT DOLLARS
PAVEMENT MANAGEMENT 9450
Annual Qty funding of $750,000. Ac1ual PMS backlog is $1,540,000.
Additional Grant Funding will be sought on an annual basis for the
short fall in the backlog. 500,000 GF
750,000 GF 750,000 GF 750,000 GF 750,000 GF 750,000 GF
Project Cost 1,250,000
PAVEMENT MANAGEMENT. STP PORTION
Funding for pavment maintenance from Safe,
Accountable, Flexible, Efficient Transp. Equity
Act. A Legacy for Users - SAFETEA-LU.
Grant Share of Project Cost 327,000 TG
City Share of Project Cost 42,000 GF
Total Project Cost 369,000
CURB, GUTTER AND SIDEWALK REPAIRS
9451
These funds are for the repair of curt>, gutter and sidewalks
when they meet repair criteria.
Project Cost 500,000 GT 500,000 GT 500,000 GT 500,000 GT 500,000 GT
CITY MONUMENT SIGN REPLACEMENT (2)
Replace 2 City monuments signs, one on Foothill Blvd. to be moved
to Slellefls CreeK Blvd. et Hwy 85 and paid for by insurance claim.
Replace one on Stevens CreeK Blvd. at Tantau, to be paid for by
developers fees.
Project Cost 50,000 DV
RANCHO RINCONADA STREET STUDY
1fT A Local Streets and County Roads money for the neighborhood
street circulation study.
Project Cost 100,000 TG
TRAF:F:IC:.FACIli;.TJI;S:$UNlNlAAV:.::::::::...
....,..,..,..,..,.. c. _ ..., _..
. . .........FIVE.YEAR.PROG.RA.M....
..,..,..,..,.. .. .. .. ... .... . -- -""-........ .. ..
... ..,..,..,..,..,. __ _ c _ _ .."_ . . . ...
- . . - - - . - - . . , . . .. ... .. . . , . . . '. . . -
..........:>: .: ... . . >>. >. . . . . . . ...: .... . : :.. ... . . . . >>>: lJNPll()G~M:eD:.>
:::::::::::::::::.:::: >::: 06-Oi::::.:::.::::::::.::::: .:07;:OS:::::::::::::::: >:::. >:::: O:8~09.:::: :::..:.:.:::.::. >:::. >09"10.:: ::::::::::: >.: l041 CURRENT : DOLLARS :
. .
SUMMARY:OF:FUNOING:SOIJRCES:.::.::::.::::::::::
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
PS=PROPERTY SALE
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
STREETS TOTAL
su MMARV: Of PROGRAMS::.:>::
NEIGHBORHOOD TRAFFIC CALMING MEASURES
SAFE ROUTES TO SCHOOL-GARDEN GATE & SIG.
UPGRADE AT STELLING/GREENLEAF
YELLOW LED TRAF. SIGNAL&BATTERY BACKUP
COUNTDOWN PED HEADS
LAWRENCE EXPWY I MITTY XING - CITY SHARE
STEVENS CR. BL./SR85 RAMP X WALK lMPROV.
COLLINS ELEM. SCH. ZONE BEACONS & LIGHTS
COUNT ST A.: DEANZAlLAZANEO&DEANZNPROSPECT
SVITS EXTENSIONS (FO CABLE & BOXES)
REMOVE TRAFFIC SIG. FLASHING RED L T ARROWS:4
TOTAL
~~~"'A.fiY:: Of()IJ,'I;:I~A.'T:ING: ~1IO'~f:lIA~ce.::::::::::::::::::
OM=OPERA TING MAINTENANCE
N
0\
.....:J
295,000
584,100
879,100
50,000
475,000
40,000
50,000
75,000
44,100
50.000
35.000
60,000
-
879.100
75,000
o
o
75,000
o
75,000
o
o
75,000
o
tRAF:FIC FACU..:ITIES><<
.......,... .. ... -.-
.. ...F. ... V.. .E.. .y.. .E. .A.. .R.. ..p.. .R.. 0.. ..G.. ..RA.. ... .M... ........
.... . .. _ _ _ _. c c. ,._
.. ... . .. . ..,.
,. ..,.... . . .. . ....
-. - . . - . .. . .. . . . -
.". . .. ... . ... . . .. ...-
. .. ..... ... ....
UNPROGRAMMED.::.:::
........ ......,. -,. -.
. :-::::::..:-:1r.r~1:1.::-FO:. CURRcNT. 00. :.. .L.LA.. R..S. :::
......,.., V7. .. Ii- . . . __
.....06-:. .0.7. ..F. O. ................ ..0. .7..0S. ."ro. . ...................0.8-;. .O.g. ..FO. ......................09. . ..1. o. ...FO. . .
,... . . .... _.. - - - - - __ - - - - - . . co.... c... . ..
,...... . "."," ,.....,............... . ~ . ," . ..,..'..,..'..,...... . ."' ........................~., .".. .
NEIGHBORHOOD TRAFFIC CALMING MEASURES
R~blish fund for r>eighbo!tlood traffk: calming whicll requires
modifications of the roadway. Certain criteria must be met before funds
are used. Funding as needed during year.
Project Cost
50,000 GF
SAFE ROUTES TO SCHOOL - GARDEN GATE &
SIGNAL UPGRADE AT STELLING/GREENLEAF
Install sidewalks where gaps exist on Stelling Rd., Greenleaf Dr. and
on Ann Arbor Ave. to provide a safe route to Garden Scl1ooI.
Also includes traffIC signal upgrade a1 Stelling/Greenleaf.
This is a Grant project yet to be funded.
City Share of Project Cost
Grant Share of Project Cost
Total Project Cost
2,500 GF
472,500 TG
475,000
YELLOW & PED HEAD L.E.D AND
TRAFFIC SIGNAL BATTERY BACKUP
This project would re-Iamp all of the yellow & pad head indicators
with light emitting diode or LED in all of the traffk: signals. This is the
last phase of changing all of the indicators to LED.
Project Cost
40,000 GF
COUNTDOWN PED HEADS
This project is for the re-Iamping of existing pad traffk: signal
untts with LED countdown units lhroughoulthe City.
The Countdown fealure adllises pedestrian time provided and/or
remaining to cross the street. Currently 5 intersections have been completed.
50 intersections remain 10 be completed. These funds will complete 2{)
intersections.
Project Cost
50,000 GF
N
0\
00
TRA"FFIC:FAcIUTIES.
. .......,... ...
"""""F"'IV"'E' "Y' 'E' A" R" ..P..R..O...G...RA.... ..M...........................
.. ..... . .. ... . .. .......... ......,.
........ . - . ... ................
.. ., _. c _ _ ... . . .... c.., c., c. - - ,- -- - -
.... ... . . . . . . ..,................
....... .... ... c., . _ c_ _. .. .. . . ......"....... .........
_. .. .. ............... ... c..,..,
UNPROGRAMMED::.:.
...,..,..... .
.,..... ....,....
"'()9;." '.'10' .'FO" ..............,..... O' '1'1'. 'FO'" C' U' 'R' RE'" N' 'T' 'D' O' 'UA' '.' RS.'"
. . - ...........~ . .,.,
., -. -'.. "... .........'..,........ . ,".." ..... ....... ..,....,.....,..,
~.or FJi. .:o1:~ I"Q:":.08~O$ :FO
STEVENS CR. BLVD.lSR 85 ON RAMP X WALK
Tllis project would improve llle cross walks at Stevens Creek BI. And
SR 85. TillS is part of a Hazard Elimination Safety Program tllrn
Ca~rans.
City's Share of Project Cost
Grant Share of Project Cost
Total Project Cost
7,500 GF
67,500 TG
75,000
LAWRENCE EXPWY./MITTY XING
(CUPERTINO'S SHARE)
N
0\
\0
City's sllare of project identified from the County-wide Expwy. Study
to upgrade tile pedestrian crossing at Mitty and Lawrence Expwy.
to conned to the City's recen~y completed San Tomas Aquino-
Saratoga Creel( Trail. Tile majority of the funding will be provided by
the County with a similar share from the City of San Jose.
Project Cost
75,000 GF
COLLINS ELEM. SCH. ZONE BEACONS & LIGHTS
This project would install advance flaslling beacons and nash'ng red
ligllts at stop signs in tile Collins School Zone on Blaney Avenue.
Grant Share of Project Cost
44,100 TG
COUNT ST A. (DEANZAlLAZANEO &
DEANZAlPROSPECT)
Tllis project would install traffic count stations to eliminate the need
for manual counts lor annual studies.
Project Cost
50,000 GF
N
-..l
o
TRAFFIC FACILITIES FIVE YEAR PROGRAM UNPROGRAMMED
06-07 FD 07-08 FD 08-09 FD 09-10 FD 10-11 FD CURRENT DOLLARS
SVITS EXTENSIONS (FO CABLE & BOXES)
This project would install cable and boxes to connect City traffic
facilities to Regionallntelligant Transportation System. (ITS)
Total Project Cost 35.000 GF
REMOVE TRAFFIC SIG. FLASHING RED L T
ARROWS (4 LOCATIONS)
This project would remove the flashing rad left turn 8ll'OWS at4 traffic
signals throughout the City and replace with standard lefltum arrow lamps.
Project Cost 60,000 GF
STORM DRAIN SUMMARY FIVE YEAR PROGRAM UNPROGRAMMED
06-07 07-08 08-09 09-10 10-11 CURRENT DOLLARS
SUMMARY OF FUNDING SOURCES
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
PS=PROPERTY SALE
SD=STORM DRAIN 979,000 75,000 75,000 75,000 75,000
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
------------------ .~.-------------- --- ......-----
STREETS TOTAL 979,000 75,000 75,000 75,000 75,000
SUMMARY OF PROGRAMS
MINOR STORM DRAIN IMPROVEMENTS 75,000 75,000 75,000 75,000 75,000
MONTA VISTA STORM DRAINAGE SYSTEM 874,000
MASTER STROM DRAIN PLAN UPDATE 30,000
------ -- ------~----------- ----------------- ----------------- -------------~
TOTAL 979,000 75,000 75,000 75,000 75,000
SUMMARY OF OPERATING MAINTENANCE
OM=OPERATING MAINTENANCE
N
-..l
-
STORM DRAIN FIVE YEAR PROGRAM UNPROGRAMMED
06-07 FD 07-08 FD 08-09 FD 09-10 FO 10-11 FO CURRENT DOLLARS
MINOR STROM DRAIN IMPROVEMENTS 9612
Funding for emergency drainage repairs as needed in vanous
locations
Project Cost 75,000 SO 75,000 SO 75,000 SO 75,000 SO 75,000 SO
MONTA VISTA STORM DRAINAGE SYST.
9620
Installation of storm drainage system in Monta Vista Area.
Unes to be installed on Orange Avenue and Byrne Avenue.
Design and Construction 874,000 SD
MASTER STORM DRAIN PLAN UPDATE
The Master Stann Drain Plan was last updated in 1993. this update
would evaluate the existing system and make recommendations,
Including fee updates.
Design and Construction 30,000 SD
N
-.....l
N
1?t$l)t$$-rnIAN/~i<:YC'LIS::fApl L TIES"SUMM"RY'" .... . ............ . FIVE YE" ifpROG . ........
RAM'
. -. . . ... - , - . , .. ..,...... - - , . . . . . - - .. . . '. 01'JP.ROGRAM~Ep .
. -.. ... .,.".....,. - - - co.,...... . . . .. _., . .
..1.. ..... A... ............... .' ........A.........
. .. .........,... - -, -.,..,..". .. - .. . -.. . . . . .
. . . . . . . . . . . . . . - - . . . . . . . . . . . .. .. - -........,..,... - - . . . . . . . . .. . - - - .. ......... - . . . . . ........ .
. - - . . . , . . . . . . . . . . . ,. ............... - - . . . . , . . . . . . . . ,- -... .. .. .. - - - ............-
: ::Q$~O:( :o'r~o?:. :oa::o~: : :W}Q ~Q-1:i CU~R~Nt OO~,^~$:
...... -. SOURCE:S.
St)~MARY Of: :FUNO.N~:
GF=GENERAl FUND 906,000
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAl IMPACT
PD=PARK DEDICATION
PS=PROPERTY SALE
SD=STORM DRAIN
RA=RESERVE ACCOUNT
SC=STEVENS CREEK FUND
TG=TRANSPORT A T10N GRANT FUND 6,741 ,ODD
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
MEDIANS AND OVERPASSES TOTAL 7,647,000
$tlMN.tARY:OF.j?RQc;AANS::
MARY AVENUE BICYCLE FOOTBRIDGE 7,241 ,000
MARY AVENUE BICYCLE -MARY/METEOR ENTRY 250,000
BOLLINGER BIKE LANES/CABALAZAS CR. BRDG 1 56,000
-
TOTAL 7,647,000
SUMMA~Y.OF:OPIS~TING:MAINTENANCE:::..:::::.
OM=OPERATING MAINTENANCE
tv
-....J
w
. .. .. ... . . . , . . , . . , . . . . . . . . . . . . . . . , . . . - . . . , . , . . , . . . . . . . . . . . . . . . . . , . . . . . . . . . . . .. . - . . - - - - - - - - . . . .. ......,...
PEO'ESTR:r:A"N/BIC. .ye. L"e<FA:CIL":I'TIES' '0':-:-:.': :-.:-:-:-: :.....:.:.:..:.FIV. e:-y' . EA' :R:'PRO. G.. RA" 'M":-:-:-'::::':': u' N"P' R' '0' GRA' .... 'M"'M' E.O.........
. . . . . - - - - .. .. ,. . . - . . - , - - - -.,...,... . . . . .. - -., .. . .. . . - - --
.. .. - - -.. .. . . . .., . .. ... . ..,.., ........ - - - - - -.. ... ,...,.,. . -..,
. . .. ... , . -. -. ...,..,..,.. - - - -..... .. ... , ,... . . . . - . - -, - . ...
.....,..,... - - - -, -. - -,. .............. ...............,..,. ....., .................... -.. - - - -.- -.,... .. .. ........ .......... . ,...............
. U6:-01'F'O' .................:01. '0'8" 'F' o' .................. '0' '8"09' ....F. '0:'. . . (lg:,10' 'FD ....... '1':0' '1'1' ':f'o' . 'cu' . 'R'RE" 'N' r' "D' 'o'lLA'" R' 's'"
.. ... - -. - , . . , . . . . .. . . . . . . . . . ., . -. - ..,..,... . . . ... - . .. .
. . . .. ..,..,.. . - - - ................ _. ..., .. . .. - - - - . .. . _. . ... . . . . .
- - . .............. . .... - --. - .. .. ... . .,...... . - .." ..... .
MARY AVENUE BICYCLE FOOTBRIDGE 9449
Construction of a Bicycle Footbridge on Mary Avenue alignment
over Route 280. Additional funding needed $3.5 million.
Grant Share of Construction Cost
City Share of Construction Cost
Total Project Cost
6,741,000 TG
500,000 GF
7,241,000
MARY AVENUE BICYCLE FOOTBRIDGE -
MARY/METEOR ENTRY IMPROVEMENTS
9449
Improvements to the MarylMeteor entry improvements in
conjundion with the Mary Ave. Bicycle Footbridge project.
Project Cost
250,000 GF
N
-....)
~
BOLLINGER BIKE LANES/CALABAZAS CR.
BRIDGE 9443
City's share to widen bridge for bicycle lanes over Calabazas Cr.
at Bollinger Rd. in partnership will1 Santa Clara Valley Wate< District.
Project to be managed by SCVWD.
Project Cost
156,000 GF
N
-....J
I..n
UNFUNDED PROJECTS FIVE YEAR PROGRAM
06-07 FD 07-08 FD 08-09 FD 09-10 FD 10-11 FD
PARKS
Rancho Rinconada Park Construction 1,000,000
BUILDINGS
Quinlan Fountain 150,000
City Hall Remodel with Seismic/ADA 3,000,000
Fire Code Upgrades (Essential Building)
STORM DRAINAGE
Bubb/McClellan Storm Sewer Upgrade 750,000 2,000,000