101-Proposed Budget FY2011-12.pdfMay 17, 2011
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
Subject: Fiscal Year 2011112 Budget Message
Enclosed for your consideration is the City of Cupertino's fiscal year 2011/12 operating and
capital improvement budgets, together with projections for the following four fiscal years. As in
past years, these are balanced budgets.
Proactive Financial Planning
It is a pleasure to work in a community that proactively manages its revenues and expenditures.
Such efforts have successfully weathered the past and current recessions without layoffs and
service cuts to our constituents. Not to say that we are without challenges in producing a
balanced budget. This proposed budget has dealt with the upcoming $1 million/year revenue loss
as a result of the consolidation of the Hewlett Packard campus, absorption of staff time
previously allocated to the Vallco Redevelopment Agency in anticipation of the Governor's goal
to eliminate all redevelopment agencies, and the lingering effect of the most recent recession that
is still making its presence felt in several of our department revenue projections. These shortfalls
have been balanced through a selective hiring freeze, creative funding of needed capital projects
and the efforts of departments to hold the line on expenditures. In addition, we are fortunate to
have a remarkable work force which continues to find ways to provide excellent service at the
lowest possible cost.
Our strategic efforts to ensure financial health have placed us in a better situation than the State,
County and most of our neighboring cities. Over the past ten years, we have introduced
measures to control costs and identify revenue opportunities. We contract for our public safety
services to keep costs down and only pay for what we need each year. Our crime rate and
response times are among the best in the County. Employee contracts have been negotiated to set
limits on medical benefit costs, something other cities are just beginning to do, and our retiree
medical plans have been tiered to require longer service levels, thus reducing our long-term
obligations.
In May of 2006, Council had the foresight to adopt a Fiscal Strategic Plan to counter balance
economic uncertainties and plan for recessionary times. This plan identifies revenue and
1
expenditure strategies to improve the City's ability to maintain services under fluctuating
economic conditions. The City has already seen the benefits of this plan in the areas of business -
to -business sales tax, property tax and utility user tax revenues.
Prior Year Trends
.Fiscal year 07108 - The City finished the 07108 fiscal year
with revenue exceeding expectations by $745,000 (1.81/0)
due to growth in sales taxes, hotel taxes and interest
earnings. Development -related fees and taxes were down
however, thus signaling the start of the current recession.
Carefully controlling our expenditures resulted in a savings
of $2.1 million (6.2%) which, when added to the additional
revenue, helped fund the $11.7 million obligation from the
General Fund for the capital improvement projects.
Fiscal Year 08109 - City service levels were kept intact and in some areas, including pavement
management, enhanced with additional outside revenue. Revenue projections were adjusted to
reflect the anticipated economic downturn which started in the fall of 2008. The recession
continued to suppress transient occupancy taxes, property transfer taxes, utility user taxes,
building permits and interest earnings.
Construction activity declined with developers requesting extensions and phasing in plans for
approved projects. Property taxes, charges for services in the areas of engineering fees and
recreation revenues, and fine revenues withstood the economic downturn. Unlike other
communities, Cupertino did not experience a decline in residential home values, a reflection on
our excellent schools. Sales tax actual revenues in both the retail and business -to -business
sectors declined across the board. New capital improvement projects were limited since most
available funds had already been programmed, and project administration capacity had been fully,
committed. Due solely to operational savings, the General Fund ended the year in a positive
position.
Fiscal Year 091I0 - The budget process began with a $2 million dollar revenue decrease largely
attributable to the recession. A selective hiring freeze was implemented and departments
submitted modest budgets that would maintain public services. In addition, the State took $1.419
million from our City as the State Legislature failed to make the hard choices required to live
within its means.
The year was extremely hard on our City finances as total General Fund revenue was down
$5,715,000, or 14%, as compared to the prior fiscal year. Severe declines in property and sales
taxes caused the year-to-year falloff while underperformance in almost all revenue categories
(except for hotel tax and grants) produced the budget shortfall. Operating expenditures were
only 2% higher than the prior year helping to offset the revenue shortfall. The city's unreserved,
undesignated fund balance absorbed the majority of the loss dropping from $4.857 million to
$207,000 at June 30, 2010.
2
Fiscal Year I0/11- The adopted budget for the current year projected a net loss in the General
Fund of approximately $2 million dollars as a result of the lingering recession. As of this
writing, we are starting to see signs of economic recovery. By March of this year, total actual
revenues are exceeding projections. Business -to -business sales tax, transient occupancy tax, and
charges for services are showing increases. Other revenues, however, such as property tax,
license and permits and use of money and properly remain depressed. Although discussions of
development activity appear promising, the City has yet to see approved projects of any
magnitude break ground and generate fees.
Corresponding expenditures through March are 2% over last year, which is on track with last
year's actual numbers and this year's projections, with budget savings anticipated by year-end.
Again, these costs have been contained as a result of the continued selective hiring freeze, and
limits on capital project spending from the General Fund.
Fiscal Year 11112 Highlights
The budget presented to you today is balanced, not only for next fiscal year but for the following
four years as well. Although we are projecting a very small net income for the fiscal year, it
reflects a scaled down/status quo budget that has included the following absorptions and/or
cutbacks:
✓ Selective hiring freeze — we currently have nine positions that are unfilled;
✓ Deferred Maintenance — modest cutbacks and deferrals in building and grounds
maintenance;
✓ Limited capital funding dollars — funding of our Gas Tax maintenance of effort only at
$750,000. No additional dollars for capital projects or pavement management;
✓ Absorption of the sales tax loss from the Hewlett Packard relocation to Palo Alto,
✓ Continued effects of the lingering recession, and
✓ Absorption of all staff charges formally covered by the Redevelopment Agency.
In addition, this year will take us below the desired General Fund reserve level by $1.074 million,
with only the anticipation of one-time revenue in Fiscal Year 12/13 to bridge us through the
economic recovery. Because we still believe that we are in a slow recovery period, I am
recommending that Council give due consideration to the proposals of our Fiscal Strategic Plan
Committee. Only with these proposals do I envision the City staying fiscally sustainable and able
to fund needed pavement management, capital projects, deferred maintenance, probable State
take-aways and adequate reserve levels for the future. Those proposals are outlined on page 7 in
the Fiscal Strategic Plan Section of this proposed budget. The major elements of that plan for
Fiscal Year 2011/12 recommend that the City endorse an increase in our hotel tax from 10% to
12% in conjunction with our November municipal election and 'investigate property owner
support for increasing our storm drain/clean creeks assessment to recover all program costs. You
might recall that this $12/year property tax assessment has not been increased since its' inception
in 1992, and costs have escalated over the past 19 years.
The adopted budget reflects a very modest cost of living increase for our employees. It continues
with our selective hiring freeze and does not add new positions to our existing full-time
3
workforce. Nine positions are currently on hold and these, and any new vacancies, will be
carefully reviewed to ensure service continuity in the context of recession.
In addition to staffing, the adopted budget includes:
Vehicle Fleet Replacement
Park and Building maintenance
SCC Housing Trust Fund — RDA contract agreement
Seven Day Library Service
Community Events including festivals, Earth Day, Cupertino Day &
National Night out at Blackberry Farm
November Election Costs
Storm Drain/Clean Creeks mail -in ballot measure
Transitional Funding for Marsha Hovey
Gonsalves & Sons contract
Silicon Valley Regional Interoperability Joint Powers Authority
Euphrat Museum
Cupertino Historical Society
Deer Hollow Farm
$735,000
479,100
250,000
246,000
194,000
175,500
90,000
45,000
42,000
38,129
6,000
5,000
5,000
The following major capital improvement projects have been funded during fiscal year 11/12:
Pavement Management (Gas Tax and General Fund)
Stevens Creek Corridor Park Phase 2
Sports Center Sports Court
Blackberry Farm Golf Irrigation Upgrades
Quinlan Center Interior Upgrades
Stocklmeir Orchard Irrigation
$1,465,000
1,200,000
250,000
200,000
200,000
50,000
9
Major capital improvement projects funded for fiscal year 12/13 and beyond include:
Stevens Creek Corridor Park Phase II
Lawrence & Mitty Park (Saratoga Creek)
Quinlan Center Interior Upgrades
Stocklmeir Legacy Farm
Funding requests not included in this proposed budget are as follows:
Commercial Allocation & Rezoning or BQ/GPA
Information Technology Requests
Marketing Coordinator for the Enterprise Funds
Playground Apparatus Replacement — various parks
Streetscape Improvements
HVAC Improvements to City Hall
Sign Shop Modifications
Quinlan Center Repainting
EOC Audio/Visual Upgrades
Senior Center Patio Furniture Replacement
Lighting Upgrades — Public Works Service Center
Repainting of the Sports Center Racquetball Courts
Various Maintenance Requests — Monta Vista Rec Center
Conclusion
$2,100,000
1,300,000
200,000
450,000
$125,000
124,000
97,000
70,000
55,000
35,000
38,500
30,000
25,000
22,000
20,000
17,000
11,100
I am pleased to submit to you a balanced budget for the upcoming fiscal year 2011/12 and
beyond. We are currently managing the economic downturn with a reduced revenue base that is
providing us the funding for our anticipated operational and capital needs. However, national
economic forces and the fact that our fiscal health is strongly tied to business -to -business sales
tax producers require that we stay firm in our commitment to implement the Fiscal Strategic
Plan. This means supporting economic development, embarking on new revenue sources, and
continually seeking ways to deliver high customer service more efficiently,
Respectfully submitted,
David W. Knapp
City Manager
5
i1
Fiscal Strategic
Highlights
7
Why a Fiscal Strategic Plan?
The years 2000 to 2004 brought Silicon Valley a long -running recession which was exacerbated
by increases in retirement and medical costs, energy costs, new infrastructure service needs and
the State of California take -always. All of these factors severely undermined the ability of the
City of Cupertino to continue delivering high quality municipal services. The City weathered the
economic storm by cutting service levels, freezing up to 17 staff positions, refinancing debt
service, turning to a full cost recovery fee structure for certain services, realizing one-time
revenues through sale of surplus property and reducing employee compensation through direct
salary cutbacks and work furloughs, Service levels clearly suffered and sacrifices were
necessary across the board.
Our revenue mix, heavily reliant on business -to -business sales tax, left us vulnerable to the
whims of economic fluctuations. Our retail sales tax was significantly underperforming due to
the condition of older shopping centers in the community and the loss of several significant
revenue producers. Finally, Cupertino, one of four no -low property tax cities frozen by pre -
Proposition 13, received a meager 3 . 5 % of the property tax dollar.
It became apparent that the City needed to annually evaluate its revenue structure to ensure more
reliable and less volatile revenue sources, and its cost structure to ensure that services were
performed in a cost effective manner. The result was the adoption of the Fiscal Strategic Plan
which has become an integral part of the budget process. The "Plan" identifies areas to
reposition our revenue composition and analyze associated service delivery costs. By reviewing
these two key areas on an annual basis, we are better able to position ourselves to weather the
impact of current and future changing economic conditions, continue existing programs and fund
new service levels.
In addition to the above, the Fiscal Strategic Plan Committee recommended that the City fund its
reserves at appropriate and/or mandated levels. Reserves were targeted for approximately 30%
of our annual General Fund expenditures with additional reserves for State take-aways,
infrastructure, vehicle/equipment replacement, information technology/City Channel equipment
replacement and capital improvement projects. The plan itself is divided into the following
major categories:
➢ Automate and Streamline Service Delivery;
➢ Stabilize and Reposition Revenue Sources; and
➢ Decrease Expenditures and Risk Exposure.
This proactive policy has resulted in the City of Cupertino being in a financially sustainable
position in relation to other cities, counties and the State of California. Its continuation will
ensure that the leadership of Cupertino will constantly ask if we are providing the best possible
service at the best possible cost to our constituents, and to constantly embrace and investigate
new ideas in revenue generation and service delivery.
FISCAL STRATEGIC PLAN
General Fund Trends
Revenues versus Expenditures (including Capital Project Funding)
Expenditures exceed revenues in fiscal years 2007-08, 2009-10, and 2011-12 due to funding of
capital improvement projects from general fund reserves, and in 2010-11 from the authorization
of a housing loan.
.11
FISCAL STRATEGIC PLAN
Implementation Schedule
The Following Fiscal Strategic Plan Strategies have been/are being implemented in conjunction
with the annual budget process over the past five years:
Fiscal Year 2011112
✓ Legislate Tax Equity Allocation --- Phase 11;
✓ Propose a 2% increase in Transient Occupancy Tax in conjunction with the 2011
election;
✓ Survey citizen support to update the Storm Drain/Clean Creek Ordinance to reflect
current costs of the program;
✓ Recommend increases in City-wide fees;
✓ Solicit bids and award for a new on-line permit tracking system;
✓ Implement the Paperless Agenda/Packets project for the Council and Commissions;
✓ Propose consolidation of Sheriff services with Foothill/DeAnza College;
✓ Consider re -financing of the City Debt Portfolio for payment reduction opportunities;
✓ Re -order the Agenda process to reduce consultant costs/overtime for Second Ordinance
readings;
✓ Implement a Virtual Server Project to reduce maintenance, staff troubleshooting and
down time;
✓ Propose new reserve levels and funding priorities for the General Fund.
Fiscal Year 2010/11
✓ Investigate a new on-line permit tracking system;
✓ Replace irrigation systems and street lights with new technology;
✓ Streamline the consent calendar items;
✓ Investigate paperless agendas and packets for Council and Commissions;
✓ Consider updating the Storm Drain Ordinance to reflect current costs of the program;
✓ Implement new Below Market Rate unit requirements;
✓ Identify the fair market value of our Water Company.
10
Fiscal Year 2009110
✓ Update of our Utility Users Tax Ordinance;
✓ Implement a new on-line system for Code Enforcement;
✓ Implement a new system for on-line registration for Park & Recreation;
✓ Automate Blackberry Farm operations with opening of the park;
✓ Offer solar options to residents via the SCC program;
✓ Consider a Vehicle Impact Fee;
✓ Establish a separate trust for the retiree medical obligations;
✓ Pursue Federal Stimulus Funding.
Fiscal Year 2008109
✓ Implement new Below Market Rate fees for office, retail and hotel;
✓ Phase out one-time revenue to the General Fund;
✓ Investigate the establishment of a separate trust fund for retiree medical obligations.
Fiscal Year 2007108
✓ Legislate Tax Equity Allocation — Phase I;
✓ Change Accounting for Enterprise Funds;
✓ Investigate replacement of one-time revenues for the General Fund.
II
12
Revenue Summary
Five Year
Budget Forecast
13
Total City Revenue
Total City revenue for fiscal year 2011/12 is expected to be $62,533,000, a decrease of 8% from
the prior year. The chart below provides a year-to-year comparison of revenue by category. A
General Fund comparison is shown on the next page of this summary and the following
assumptions are included in these projections:
At 23% of revenues, the City's largest revenue source, Sales Taxes, will rise 4% over the past
year, continuing the turnaround in growth that started in 2010/11. This growth will partially
offset the 7% decline in the City's second biggest revenue, Property Taxes, a falloff reflective of
the potential elimination or severe reduction in Redevelopment Agency taxes.
Charges for Services from recreational, solid waste, and community development activities will
be relatively steady. Intergovernmental Revenue includes grant funds, gasoline taxes, and motor
vehicle license fees. 2011/12 forecasted revenues for capital projects and community programs
are down from last year as federal grants decline. Transfers and Interdepartmental revenues,
targeted for debt service, retiree medical trust, capital project, equipment, information
technology, and insurance funding, can vary depending on annual project and capital needs.
1 G,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000.000
? ,000,000
Total City Revenue
$62,533,000
A 2010111
2011/12
14
Total City Expenditures
Total City expenditures and transfers, for fiscal year 2011/12 are expected to be $66,666,000,
down 20% from last year's amended budget. The chart below provides a year-to-year
comparison of expenditures by category.
Besides General Fund functions, many Special Revenue fund activities, such as Transportation,
Park Dedication, and Environmental Management/Clean Creeks/Storm Drain, are administered
by the Public Works Department, as part of its $16,690,000 City-wide budget. The Department
also oversees the Resource Recovery enterprise that manages the City's solid waste contract.
General and Enterprise Fund operations are directed by the Parrs and Recreation Department,
which budgets $8,777,000 in 2011/12 to provide programs f6r all ages and to maintain the City's
enviable parks and community facilities such as Blackberry Farm, Quinlan Community Center,
Senior Center, and Memorial Park. Administrative Services manages finance, human resource,
insurance, city clerk, technology, code enforcement, and emergency preparedness functions with
an $8,710,000 budget that includes General and Internal Service funds.
New capital project funding for 2011/12 is earmarked for streets, signals, curbs, gutters,
sidewalks, park improvements, storm. drains, and facility repairs and upgrades. Previous year
amounts include ongoing and completed projects started in prior periods. Correspondingly,
transfers used to fund the projects from special revenue, enterprise, and capital reserve funds can
fluctuate based on project expenditures.
20,000,000
18,000,000
16,000,000
14,000 000
12,000000
10,000000
8,000,000
6,000,000
4,000,000
2,000,000
0
Total City Expenditures
$66,666,000
NO
�1°4 `o~�� AIV
4
4
IN2010/11
U2011/12
15
General Fund Revenue
Total General Fund revenue for fiscal year 2011/12 is expected to be $42,788,000, a decline of
1% from last year. The chart below provides a year-to-year comparison of revenue by category.
Sales Tax is used for general government expenditures and is therefore accounted for entirely in
the General Fund. Our sales tax comes mostly from the business -to -business (high tech) sector,
retail sales, and food products. One percent of the sales tax rate comes to the City. General Fund
Property Tax revenues will be held to a 1% increase over last year because of flat real estate
values. Transient Occupancy Taxes from hotels will rise 5% continuing the strength in business
travel that began last year. Franchise Fees and Utility Taxes on various solid waste, gas, electric
and.telecom providers will be mostly unchanged. Licenses/Permits will rise 4% as development
applications have increased with the economic recovery.
General Fund Revenue
$42,788,000
16,000,000
14,000,000
12 ,000,000
10,000 000
8,000,000
6,000,000
4,000,000
2,000,000
0
2010/11
2011/12
�mN& r5��� {��za
O` �oe� y °��'4� C
J�
11
General Fund Expenditures
Total 2011/12 General Fund expenditures and transfers are expected to be $43,834,000, about
4% lower than last year's amended budget. General Fund expenditures, covering the general
operation and administration of the City, comprise two-thirds of total City expenditures.
The General Fund budget allows for all expenditures necessary to carry out the basic activities of
the City that are not provided through other funds. It includes the necessary resources to carry
out police and emergency preparedness; community development through planning, building and
economic development activities; public works operations, engineering and maintenance;
recreational programs and park utilization; and other general government functions such as legal,
personnel, finance, and administrative services.
The City's debt service costs, as well as transfers to fiend capital projects, equipment purchases,
technology improvements, and health benefits, are borne by the General Fund.
14,000 000
12,000 000
10,000000
8,000,000
6,000,000
4,000,000
2,000,000
0
General Fund Expenditures
$43,834,000
s o 5 • a Alp
CP
M 2010/11
Q 2011112
17
REVENUE SUMMARY
]Property Taxes
Property taxes represent 20% of overall City revenues and are estimated to be $12,201,000 for
fiscal year 2011/12 with $11,951,000 of the revenue to the General Fund and $250,000 to the
City's Redevelopment Agency (RDA). The RDA, created in 1990, encompasses the Vallco
Shopping Mall. Tax growtb in that area stays within the RDA and is used to promote economic
development that will alleviate the area's blight. One quarter of the RDA tax goes toward
expansion of low and moderate income housing stock throughout the City. However, the
Governor and State Legislature proposed legislation eliminating or significantly reducing RDAs
and their revenues beginning in 2011/12. Since the City will likely not know the outcome of the
legislation before budget adoption, the City has conservatively estimated RDA property taxes to
fall $1,000,000 from the previous year.
Property tax revenues fluctuate with market conditions. In accordance with State law, property is
assessed at actual full cash value with the maximum levy being 1% of the assessed valuation.
Increases in assessed valuation are limited to 2% annually if there is no change in property
ownership, major improvements or requests for re -assessment. Assessed values normally
increase greater than 2% due to property sales and new construction. However, for 2011/12,
property value reassessments, appeals from declining real estate prices, and a low inflation index
will cause General Fund property tax revenues to rise only I % in 2011/12.
In 1978, voters approved the passage of
Proposition 13, which froze property
tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in
Santa Clara County receiving $.02 for
every $1.00 paid. The County then
provided another $.02 as a tax equity
allocation (TEA).
A major success in fiscal year 2006/07
was the passage of State legislation
which reversed a 1980's decision and
restored a portion of our property tax
revenue which had been lost to the
County. City Council was instru-,
mental in getting this legislation
approved. This TEA change provides
another $1.35 million in property tax
annually and gives the City 5.6 cents
out of every property tax dollar.
$0.248
Cupertino Union
Elementary
$0.167
Fremont Union High
$0.152
County Fire District
$0.136
County General
$0.086
FRAF
$0.064
Foothill DeAnza
Community College
$0.056
City of Cupertino
$0.031
County School
Service
Goo
$0.026
County Library
Retirement
400
$0.017
Santa Clara Valley
Water District
06
$0.015
Mid Peninsula
Regional Open Space
$0.002
Bay Area Air Quality
Management District
18
REVENUE SUMMARY
Property Taxes (continued)
The TEA legislation resulted in an inequitable Educational Revenue Augmentation Fund (ERAF)
obligation on those funds received. We are continuing to work on the issue with the three other
cities in Santa Clara County to finish correcting the inequitable distribution of the entire property
tax allocation. If successful, this would mean $1,100,000 in additional property tax to the City
per year.
Because of their budget deficit, the State borrowed $1,419,000 of City property taxes in 2009/10,
to be paid back with interest in 2012/13. The City will internally borrow from its economic
uncertainty and equipment reserves in the meantime.
2009/10 2010/11 2011/12
Actual Estimate Proposed
REVENUE BY CATEGORY:
Property Taxes $13,182,000 $13,088,000 $12,201,000
State Borrowing (1,419,000) - -
$11,763,000 $13,088,000 $12,201,000
PIT W/a1.► J_. I f
General $11,951,000
Redevelopment Agency 250,000
$12,201,000
19
Sales Tax
The City's sales tax revenues are generated from four principal economic categories: business -
to -business 73% (includes electronic equipment and software manufacturers and distributors),
general retail 12%, food products 9%, and other sources 6%.
Three companies in the business -to -business sector, — Apple, Hewlett-Packard, and Insight —
represent approximately 67% of our sales tax. The iPad, iPhone, and iMac successes and
increased business technology spending has caused tremendous growth in this sector. However,
the City's long-term sales tax revenue picture will be impacted with Hewlett-Packard leaving
Cupertino in 2012. Fortunately, short-term forecasted growth in other companies has delayed the
effect, giving the City time to deal with the challenge to diversify and increase its sales tax base.
General retail continues to be sluggish, reaching three year revenue lows during the quarter
ending December 2010. The 16-screen AMC theatre at the Vallco Shopping Mall gets excellent
attendance, however, the difficult credit environment, the recession, and changing ownership
have stalled the addition of new retail and food tenants at the mall to take advantage of the
theatre's success.
The nearly 20% decline in sales taxes in 2009/10, mostly due to a state adjustment, will be offset
by a robust 38% recovery in 2010/11 led by the City's top tax producers. Sales taxes are
budgeted to grow 4% in 2011/12 reflecting a modest rise of business -to -business and consumer
spending. At 23% of total revenues, sales taxes represent the City's largest revenue source.
2009/10 2010/11 2011/12
Actual Estimate ProaoseC
REVENUE BY CATEGORY:
Sales Tax $9,931,000 $13,720,000 $14,283,000
REVENUE BY FUND:
General
$14,283,000
20
REVENUE SUMMARY
Sates Tax (continued)
The following chart shows a per capita comparison of sales tax for Santa CIara County cities.
Cupertino is ranked first in tax earned per capita at $294 and has the highest concentration of tax
in the volatile business -to -business sector at $214. A key goal of the City's long-term fiscal
strategic plan is to diversify by building up the general retail and food product sectors.
Sunnyvale
Saratoga
Santa Clara
San Jose
Palo Alto
Mountain View
Morgan Hill
Monte Sere no
Milpitas
Los Gatos
Los Altos
Gilroy
Cupertino
Campbell
Santa Clara County
California
$0 $50 $100 $150 $200 $250 $300 $350
Source: ]Muni Financial, LLC
Business to Business
® General Retail
Food Products
E Transportation
Construction
& Miscellaneous
Heading toward this goal, the Council has approved 400,000 square feet of new or replacement
retail, including projects at the Rose Bowl, Main Street Cupertino, the Oaks, and Cupertino
Village. Whenever credit becomes more available and commercial development resumes, such a
realized build --out will help balance retail sales with our business -to -business revenues.
21
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility user, franchise, transient occupancy, and
construction taxes. Development impact fees are also included.
The utility user tax, which was approved by voters in 1990, is assessed on gas, electricity and
telecommunication service provided within the City's jurisdiction at a rate of 2.4% of billed
charges. It is a general tax that can be used for any purpose. The following chart shows that the
City's tax rate is generally lower than that of other cities within Santa Clara County. In March
2002, voters approved extending the utility taxes sunset date from 2015 to 2030. This extension
corresponded with the extended debt maturity date resulting from the refinancing of debt for
capital improvement projects. To maintain tax revenues currently received from telecom
services, voters passed a measure in November 2009 to update the ordinance to the changing
technology in this area. Utility user taxes are budgeted to be $3,540,000, up 2% compared to the
previous year's projections.
Utility User Tax Comparison
SalesITOT Tax Comparison
Gas/Electric Cable
Water
Telecom
Sales Tax (b}
TOT
Morgan Hill
-- --
--
--
9.25%
10%
Santa Clara
-- --
--
--
9.25%
9.5%
Campbell
-- --
--
--
9.50%
12%
Milpitas
9.25%
10%
Monte Sereno
-- --
--
--
9.25%
--
Saratoga
-- --
--
--
9.25%
10%
Sunnyvale
2.0% --
--
2.0%
9.25%
9.5%
Cupertino
2.4% --
--
2.4%
9.25%
10%
Mountain View
3.0% --
--
3.0%
9.25%
10%
Los Altos
3.5% 3.2%
3.5%
3.2%
9.25%
11%
Los Altos Hills
-- --
--
--
9.25%
--
Los Gatos
-- --
--
--
9.25%
10%
Palo Alto
5.0% --
5.0%
5.0%
9.25%
12%
Gilroy
5.0% 4.5%
--
4.5%
9.25%
9%
San Jose
5.0% --
5.0%
4.5%
9.25%
14%+ (a)
(a) Includes Convention Center Facilities District Tax of 4%. A Hotel Business Improvement District Fee of 75 cents to $21night is additionally
collected.
(b) The sales tax will decrease 1 % on July 1, 2011, if State voters do not elect to continue the present rates.
Transient occupancy taxes (TOT) are levied on four hotels located in the City at the rate of 10%
of room revenues. The 2011/12 taxes in this category are budgeted at $2,590,000 reflecting a 5%
increase from 2010/11 and continuing the growth that began in November 2009. Site work has
begun on one new hotel with revenues from that development projected in the long-term forecast.
Franchise fees are received from cable, solid waste, water, gas and electricity franchisees that
operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues
depending on each particular agreement. Franchise fee revenues, estimated to be $2,860,000 for
fiscal 2011/12, will be relatively flat.
22
Other Taxes (continued)
Park dedication fees are paid by developers to address the need for additional parkland resulting
from new residential development. It is paid in -lieu of providing the necessary new open space
acreage. Revenues can vary greatly from year-to-year depending on the timing and size of
projects. Revenues will remain relatively unchanged until the large Rose Bowl project resumes
construction.
Housing mitigation fees are assessed against new residential, office, industrial, hotel, retail and
research and development construction to address the affordable housing impact of the additional
square footage. Funds go toward the City's below -market rate housing programs. Aside from a
recent property sale, revenues have been low because of the building downturn.
Construction and other taxes of $1,190,000 for 2011/12 reflect taxes from business licenses,
property transfers, and construction. Transfer taxes from the sale of the Hewlett-Packard property
will effect 2010/11 results.
REVENUE BY CATEGORY:
Utility Tax
Franchise Fees
Transient Occupancy Tax
Park Dedication Fee
Housing Mitigation Fee
Construction & Other Taxes
REVENUE BY FUND:
General
Housing & Community Development
Park Dedication
2009/10 2010/11 2011/12
Actual Estimate Proposec
$3,271,000 $3,475,000 $3,540,000
2,598,000
2,832,000
2,860,000
2,142,000
2,463,000
2,590,000
64,000
15 0, 000
150,000
661,000
70,000
50,000
1,151, 000
1.426.000
1,190.000
$9,887,000 $10,416,000 $10,380,000
$10,180,000
50,000
150,000
$10,380,000
23
Licenses and Permits
Licenses and permits represent 4% of total general fund operating revenues. This category
includes fees for reviewing building plans and inspecting construction, tenant improvements and
commercial/residential installations for compliance with state and municipal building codes.
Commercial and residential development has been weak because of the housing recession,
growth of available office space in the Silicon Valley, difficulties in obtaining construction
financing, and due to voter referendums in the past which sought to limit setback, height and
density of new construction and the building of condominiums. Some developers have hesitated
to invest in Cupertino for fear that their project will not be approved or will be reversed by voter
referendum. Major approved projects such as One Results Way, Main Street Cupertino, The
Oaks, and Cupertino Village have been delayed. On the other hand, the City is optimistic that the
Rose Bowl mixed use project will resume construction and that the new Apple campus will begin
development.
2009/10 2010/11 2011/12
Actual Estimate Proposed
REVENUE BY CATEGORY:
Licenses and Permits 12,583,000 $2,542,000 12,618,000
REVENUE BY FUND:
General
$2,618,000
24
Use of Money and Property
This revenue category represents 2% of total City revenues and is comprised of interest earnings
on City funds, facility and concession rents on City -owned property, and principal repayments
and interest on housing loans.
Investment earnings are a function of the amount of excess cash available for investment, current
interest rates, and composition of investments. The City's investment policy requires investments
to be made in this order of priority: safety, liquidity, and yield. The unprecedented turmoil in the
financial markets and state cash flow problems necessitated a weighting of the portfolio toward
safety, but naturally this comes at a cost of lower average yield. The Federal Reserve has kept
short-term interest rates down to almost zero to unfreeze credit markets and spur the economy.
As a result, investment earnings have been recently down, but for 2011/12 revenues are expected
to rebound to $621,000 based on rising yields as the economy recovers, the Fed changes policies,
and the cost of financing the federal deficit increases.
2009/10 2010/11 2011/12
Actual Estimate Proposed
REVENUE BY CATEGORY:
Investment Earnings $379,000
$431,000
$621,000
Property Rentals 520,000
577,000
589,000
Loan Repayment 53,000
45,000
45 000
952 000
$1,053,000
$1,255,000
REVENUE BY FUND:
General $969,000
Resource Recovery 52,000
Housing and Community Development 85,000
Recreation Programs 27,000
Other Funds 149,000
1 255 000
25
REVENUE SUMMARY
Intergovernmental Revenues
Intergovernmental revenues will comprise 4% of the City's total revenues in 2011/12. The City
will receive grants for Phase Two of the Stevens Creek Corridor Park along with Community
Development Block Grants, gasoline taxes, vehicle license fees, and other grants.
The American Recovery and Reinvestment Act, Housing and Urban Development, the Federal
Highway Administration, the Santa Clara Valley Water District, the Urban Park Act, the
Department of Water Resources, and the California River Parkways Act supplied previous years'
grants for housing programs, energy efficiency projects, Stevens Creek Corridor Park Phase One,
and pavement management.
Gasoline Taxes
Stevens Creek Corridor Park grants
Vehicle License Fees
Community Development Block Grants
Prop 1 B Bonds
Other Transportation Grants
Capital Improvement Grants
Other Intergoverrnnental and Grants
General Fund
Transportation
Housing & Commmity Development
Stevens Creek Corridor Park
2009/10 2010/11 2011/12
Actual Estimate Proposed
$921,000 $1,481,000 $1,524,000
2,294,000
350,000
215,000
167,000
231,000
240,000
194,000
725,000
391,000
820,000
-
-
766,000
207,000
-
116,000
1,102,000
-
459,000
333,000
215,000
5 737 000 $4,429,000 $2,585,000
$455,000
1,524,000
391,000
215,000
2 585 000
We
Charges for Services
Due to the nature of the services provided, most of the activity in this category is accounted for in
enterprise funds. As such, the City attempts to recover the cost of the services provided through
user charges. Solid waste collection and management are provided by the City's franchisee,
Recology, while recreational programs at the Sports Center, Quinlan Community Center, Senior
Center, Blackberry Farm, McClellan Ranch and City parks are either considered enterprises or
General Fund supported. A new franchise agreement allows Recology to remit a lower amount of
solid waste service charges to the City, in return for Recology assuming more of the City's
disposal and recycling expenses. Recreational revenues had mixed results in 2010/11 but will
show moderate improvement in 2011/12.
Charges for services, representing 12% of total City revenues, are estimated to fall by 2% in the
new year.
REVENUE BY CATEGORY:
Planning, Zoning &' Engnleering Permits
Senior Center
Blackberry Farm General Funds
Other Service Charges
Solid Waste Service Charges
Blackberry Farm Golf Course
Sports Center
Cultural, Youth, Teen, Physical Recreation
REVENUE BY FUND:
General
Resource Recovery Enterprise
Blackberry Farm Golf Course Enterprise
Sports Center Enterprise
Recreation Programs Enterprise
2009/10 2010/11 2011/12
Actual Estimate Proposed
$747,000
367,000
145,000
75,000
2,104,000
555,000
1,576,000
2,249,000
$830,000
440,000
145,000
90,000
1,554,000
478,000
1,737,000
2,229,000
$855,000
440,000
165,000
92,000
1,258,000
485,000
1,753,000
2,324,000
$7,818,000 $7,503,000 $7,372,000
$1,552,000
1,258,000
485,000
1,753,000
2,324,000
$7,372,000
27
REVENUE SUMMARY
Fines and Forfeitures
Fines result from vehicle, parking, and miscellaneous code violations carried out by the County
Sheriff and by the City's Code Enforcement division. Parking fines have been steady but fines
and forfeitures administered by the courts have declined.
2009/10 2010/11 2011/12
Actual Estirmte Proposed
REVENUE BY CATEGORY:
Fines and Forfeitures $736,000 $542,000 $650,000
REVENUE BY FUND:
General $650,000
REVENUE SUMMARY
Miscellaneous Revenues
Miscellaneous revenues primarily consist of parcel taxes and development fees for managing
storm drain runoff into creeks. A $12 parcel tax per household for storm drain management,
unchanged since its adoption in 1992, is no longer covering the cost. To increase such taxes, the
City would have to go to the voters for approval under Proposition 218 rules. This may be a
consideration in future years as the General Fund's rising subsidy of these costs average
$150,000 per year.
2009/10 2010/11 2011/12
Actual Estitmte Proposed
REVENUE BY CATEGORY:
Development Fees $26,000 $50,000 $50,000
Parcel Tax 364,000 365,000 365,000
Miscellaneous 81,000 56,000 100,000
$471,000 $471,000 515 000
REVENUE BY FUND:
General Fund $100,000
Storm Drain hnprover=nt 50,000
Environ. Mgmt./Clean Creeks/Storm Drain 365,000
515 000
29
Interdepartmental Revenues
Interdepartmental revenues consist of interdepartmental service charges and transfers.
Interdepartmental service charges arise from the centralized administration of certain activities
the costs of which are allocated to the various City departments benefited. The City uses internal
service funds to account for the provision of these services and the related charges. Transfers can
be used to fund debt service, capital projects, and equipment purchases, or can be used to
subsidize other one-time outlays of another fund.
Transfers and service charges of $10,674,000 for 2011/12 will be primarily used to fund
$3,534,000 in debt service payments, $2,959,000 in information technology and equipment
upgrades, maintenance and replacement, $2,369,000 in capital projects, $1,000,000 in retiree
medical trust contributions, and $682,000 in compensated absence, long-term disability and
workers' compensation funding.
2009/10 2010/11 2011/12
Actual Estimate Proposed
REVENUE BY CATEGORY:
Transfer -In of Funds
Interdepartmental Service Charges:
Insurance Premiums
Equipment Usage
Information Technology Usage
REVENUE BY FUND:
Public Facilities Corporation
Retiree Medical
Information Technology
Stevens Creek Corridor Park
Capital Improvement
Equipment
Transportation
General Fund
Capital Reserves
Blackberry Farm Golf Course
Workers' Compensation
Compensated Absence/Long term Disability
Environ. Mgnit./Clean Creeks/Storm Drain
$11,586,000 $11,623,000 $7,478,000
470,000 488,000 482,000
985,000 1,091,000 1,033,000
1,254,000 1,269,000 1,681,000
$14,295,000 $14,471,000 $10,674,000
$3,534,000
1,000,000
1,881,000
890,000
45,000
1,078,000
750,000
30,000
634,000
50,000
400,000
282,000
100,000
$10,674,000
30
REVENUE SUMMARY
Fund Balance Reserves
The City Council has established reserve policy levels for various capital and contingency
purposes as follows:
Economic Uncertainty I $12,500,000 For economic downturns and major unforeseen
outlays.
Economic Uncertainty I1 $1,400,000 For shifts of City funds to the state to address state
budget deficits.
Capital Improvement $5,000,000 Reserves set aside for future capital projects.
Infrastructure $100,000/year Funds for citywide infrastructure improvements.
Undesignated $500,000 For mid -year budget adjustments and re-
deployment into the five year budget.
Funding of these reserves will come generally from one-time revenues, annual net income, and
transfers from other reserves that exceed policy levels. They will be funded in the following
priority order: 1) Infrastructure (annual appropriation), 2) Economic Uncertainty 1, 3) Economic
Uncertainty II, 4) Undesignated, and 5) Capital Improvement
Economic Uncertainty I
Economic Uncertainty 11
Utility User Tax
Capital Improvement
Infrastructure
Undesignated
RESERVES BY FUND:
General
Capital Improvement
2009/10 2010/11 2011/12
Policy Actual Estimate Proposed
$12,500,000 $12,500,000 $12,500,000 $12,500,000
1,400,000 - 282,000 826,000
- 916,000 534,000 -
5,000,000 699,000 106,000 515,000
1,100,000 1,000,000 1,000,000 1,100,000
500,000 207,000 - -
15wllkllifqq11 ski PAAD1 ` 1 1 •' 1
$13,326,000
1,615,000
31 14.941.000
NOTES
32
Summary of Employees
By Department
80.00
70.00
60.00
50.00
40.00
30.00
20.00
a `
�Y
10.00
-
-
r
0.00
2005/06
2006/07
2007/08 2008/09
2009/10 2010/11 2011/12
Council/Commissions
Administration
Public/Environmental Affairs
Administrative Services
Parks and Recreation
Community Development
:- Public Works
33
Employee Summary
Trend Analysis
Council and Commissions
During the 2006-07 budget preparations, City Council requested inclusion of all staff time
associated with commissions for consistency in recording purposes.
Administration
The Administration Department has had minimal changes over the past six years.
Public and Environmental Affairs
Staffing in the Public Information Department includes adding a Media Coordinator position in
2006-07 and a City Hall Receptionist in 2007-08. An Environmental Affairs Coordinator was
added in 2008-09 with a funding re -allocation of 40 percent of that position to Environmental
Management in fiscal year 2009-10.
Administrative Services
During fiscal years 2006-07 to 2008-09 the Administrative Services Department had several
changes in staffing including the addition of an IT Assistant, the transfer of the City Hall
Receptionist position from the City Clerk's office to Public and Environmental Affairs, and a
part-time Code Enforcement Officer to full-time. A Human Resources Analyst was also added
in 2008-09 to accommodate the increased workload. During 2011-12, each department has
absorbed all previous allocations to the Redevelopment Agency.
Parks and Recreation
Parks and Recreation has changed staffing due to new programs and restructuring. Continued
consolidation of contract maintenance efforts allowed for the reduction of one (vacant)
Maintenance Worker position at Blackberry Farm in 2004-05. In 2006-07 a Facility Attendant
was added to service the new Community Hall and a Recreation Coordinator was eliminated at
Blackberry Farm. During 2007-08, the department eliminated a Recreation Supervisor, replaced
the position with a two-year term Park Planner, and closed Blackberry Park operations during the
reconstruction of the park. In 2008-09, the Park Planner position was moved to Public Works
and a Building Attendant was added for Community Hall. During 2009-10 a Special Programs
Coordinator was reclassified to a Recreation Coordinator based on a review of the required
duties of the position. Fiscal Year 2011-12 reflects the re -organization of consolidating all
maintenance worker positions to the Public Works department, which results in a decline of the
facilities employee count.
9
Community Development
For fiscal year 2006-07 an Economic Development/Redevelopment Agency (RDA) Manager
was authorized as well as a Counter Specialist. The Economic Development/RDA Manager was
hired with the position split between the Redevelopment Agency and Community Development.
In 2007-08, an Assistant Planner was added due to the growing workload. During 2011-12,
each department has absorbed all previous allocations to the Redevelopment Agency.
Public Works
The Public Works Department has had minimal increases over the past six years. In 2006-07 a
Traffic Technician was upgraded to a Senior Civil Engineer and in 2008-09 a Senior Traffic
Technician was upgraded to Associate Civil Engineer, Finally, in 2009-10 the Park Planner
position was extended for two more years to facilitate the Stevens Creek Corridor Phase 11
project. The Trees and Right of Way Division was split out of the Street and Fleet Division in
2010-11. The latter division includes the fleet and street light maintenance functions of the
former General Services.
During 2011-12, each department has absorbed all previous allocations to the Redevelopment
Agency and all maintenance worker positions were consolidated under the Public Works
Department, resulting in an employee reclassification from Parks and Recreation to the Grounds
division. In addition, the Public Works Service Center reviews upcoming demands for the next
fiscal year and pre -schedules individual positions to meet those demands. This results in a
consistent total number of employees with minor fluctuations of FTE charges within each
division.
35
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2005-06 2006-07 2007-08 2008-09
CITY COUNCILICOMMISSIONS
City Council
Fine Arts Commission
Technology, Information & Communications Commission
Parks and Recreation Commission
Teen Commission
Housing Commission
Library Commission
Senior Commission
Public Safety Commission
Bicycle and Pedestrian Commission
Planning Commission
ADMINISTRATION
City Manager
Community Outreach
City Attorney
PUBLIC AND ENVIRONMENTAL AFFAIRS
Community Relations
Cupertino Scene
Government Channel
City Website
Environmental Affairs
ADMINISTRATIVE SERVICES
Administration
Accounting
Business Licensing
City Clerk
Duplicating and Printing
Human Resources
Insurance Administration
Code Enforcement
Information Technology
0.40
0.40
0.40
0.40
0.10
0.10
0.10
0.10
0.05
0.05
0.05
0.10
0.10
0.10
0.10
0.10
0.15
0.15
0.15
0.15
0.00
0.05
0.05
0.05
0.00
0.02
0.02
0.02
0.00
0.02
0.02
0.01
0.00
0.03
0.03
0.00
0.00
0.03
0.03
0.02
0.00
0.45
0.45
0.45
0.80
1.40
1.40
1.40
1.50
1.40
1.40
1.40
0.50
0.50
0.50
0.50
2.70
2.40
2.40
2.95
4.70
4.30
4.30
4.85
0.75
0.75
1.85
1,90
0.40
0.40
0.35
0.35
2.25
3.40
3.30
3.30
1.00
1.00
1.00
0.90
0.00
0.00
0.00
1.00
4.40
5.55
6.50
7.45
1.95
1.94
1.94
1.94
4.40
4.39
4.39
4.40
0.50
0.50
0.50
0.50
3.90
3.90
2.90
2.90
0,60
0.60
0.60
0.60
2.70
2,70
2.55
3.54
0.30
0.30
0.45
0.45
3.00
3.30
4.55
4.00
3.00
4.00
4.00
4.00
20.35
21.63
21.88
22.33
We
2009-10
2010-11
2011-12
0.50
0.50
0.50
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.10
0.15
0.15
0.15
0.05
0.05
0.05
0.02
0.01
0.02
0.00
0.00
0,00
0.00
0.00
0.00
0.00
0.00
0.00
0.45
0.45
0,45
1.47
1.46
1.47
1.40
1.40
1.55
0.50
0,50
0.50
3.00
2.95
3.00
4.90
4.85
5.05
1.80
1.80
1.60
0.35
0.35
0.35
3.30
3.30
3.20
0.90
0.90
1.00
0.60
0.60
0.80
6.95
6.95
6.95
1.94
1.94
1.98
4.40
4,40
4,50
0.50
0.50
0.50
2.90
2.90
2.90
0.60
0.60
0.60
3.49
3.50
3.50
0.50
0.50
0.50
4.00
4.00
4.00
4.00
4,00
4,00
22.33
22.34
22.48
37
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2005-06 2006-07 2007-08 2008-09
PARKS AND RECREATION
Administration
Facilities/Community Events
Youth & Teen/McClellan Ranch Park
Sports & Fitness/Golf Course
Senior Center/Stevens Creek Trail
Blackberry Farm
COMMUNITY DEVELOPMENT
Administration
Planning
Housing Services
Building
Economic Development/RDA
PUBLIC WORKS
Administration
Environmental Management
Engineering Services
Service Center
Grounds
Streets and Fleet
Trees and Right of Way
Facilities
Transportation
TOTAL PERMANENT, BENEFITED POSITIONS
1.90
1.89
2.89
1.90
7.00
7.55
8.60
9.60
3.35
3.35
4.88
4.88
5.50
5.50
6.00
6.00
7.50
7.69
7.39
7.39
6.88
5.98
2.00
1.00
32.13
31.96
31.76
30.77
1.49
1.39
1.39
1.39
7.04
7.76
8.28
8.28
0.90
0.81
0.79
0.79
11.40
11.90
11.90
11.90
0.32
0.92
1.42
1.42
21.15
22.78
23.78
23.78
3.00
3.23
3.23
3.35
3.27
3.02
3.02
3.02
5.75
5.68
5.68
6.72
2.20
2.20
2.20
2.20
18.40
18.40
18.15
18.30
26.65
26.65
26.60
26.45
0.00
0.00
0.00
0.00
7.60
7.60
7.50
7.90
4.35
4.35
4.75
4.23
71.22
71.13
71.13
72.17
154.75 158.75 160.75 162.75
38
2009-10 2010-11 2011-12
2.00
2.00
2.00
9.60
9.60
8.60
4.88
4.88
4.88
6.00
6.00
6.00
7.30
7.30
7.30
1.00
1.00
1.00
30.78
30.78
29.78
1.39
1.39
1.41
7.77
7.77
7.79
0.80
0.80
0.83
11.90
11.90
11.90
1.87
1.92
1.50
23.73
23.78
23.43
3.35
3.30
3.25
3.57
3.57
3.17
6.72
6.72
6.72
2.20
2.10
2.00
18.30
18.30
19.70
26.30
12.00
10.25
0.00
15.00
16.90
7.90
7.35
7.35
4.25
4.25
4.25
72.59
72.59
73.59
162.75 162.75 162.75
FUND BALANCE TRENDS
Current and Five Year Forecast (in thousands)
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
GENERAL FUND
Beginning Balance at July 1 $ 14,127 $ 13,316 $ 13,326 $ 14,417 $ 14,464 $ 15,232
Operating Activity:
Estimated Operating Revenues
41,625
42,758
45,896
45,646
47,004
48,546
Estimated Expenditure Savings
2,500
950
550
250
250
250
Encumb/L.oan/Public Access Reserve Use
57
59
61
63
64
65
Estimated Operating Expenditures
(37,150)
(37,371)
(38,180)
(39,565)
(40,281)
(41,419)
Net Operating Activity
7,032
6,396
8,326
6,393
7,037
7,442
Debt Service
(3,533)
(3,534)
(3,539)
(3,535)
(3,535)
(3,535)
Retiree Medical
(1,500)
(1,000)
(1,800)
(1,400)
(1,400)
(1,400)
Net Operating Activity after Long -Term
1,999
1,862
2,987
1,458
2,102
2,507
Obligations
Transfers Out to Other Funds:
Infrastructure Reserve
0
(100)
(100)
(100)
(100)
(100)
Capital Improvement Reserve
(382)
(534)
0
0
0
0
Redevelopment Agency Loan
(1,315)
0
0
0
0
0
Information Technology Fund
(474)
(200)
(200)
(200)
(200)
(200)
Compensated Absence
(225)
(200)
(200)
(200)
(200)
(200)
Equipment Fund
0
(45)
(549)
(45)
(45)
(45)
Environ. Mgmt./Clean Creeks/Storm Drain
(135)
(100)
(145)
(165)
(170)
(185)
Net Income/(Loss) After Transfers
(532)
683
1,793
748
1,387
1,777
One Time Revenues and Expenditures:
Employee Housing
(1,253)
47
48
49
50
50
Redevelopment Agency Loan Payback
1,315
0
0
0
0
0
Information Technology & Traffic Impact
0
30
0
0
81
0
Income/(Loss) before Capital Projects
(470)
760
1,841
797
1,518
1,827
Capital Projects:
Transportation Projects & Maintenance
(750)
(750)
(750)
(750)
(750)
(750)
Capital Project Savings
409
0
0
0
0
0
Income/(Loss)
(811)
10
1,091
47
768
1,077
Ending Balance at June 30
$ 13,316 $
13,326 $
14,417 $
14,464 $
15,232 $
16,309
Reserve Balances as of June 30:
Policy
Economic Uncertainty 1
12,500
12,500
12,500
12,500
12,500
12,500
12,500
Economic Uncertainty II
1,400
282
826
1,400
1,400
1,400
1,400
13,900
12,782
13,326
13,900
13,900
13,900
13,900
UUT
534
0
0
0
0
0
Undesignated
500
0
0
517
564
1,332
2,409
500
534
0
517
564
1,332
2,409
Total Reserves
$14,400 $
13,316 $
13,326
$ 14,417
$ 14,464 $
15,232
$ 16,309
M
FUND BALANCE TRENDS
Current and Five Year Forecast (in thousands)
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
SPECIAL REVENUE FUNDS
STORM DRAIN IMPROVEMENT
Beginning Balance at July 1
$
960
$
29
$
22
$
13
$ 2
$
(10)
Estimated Operating Revenues
84
70
70
71
71
72
Estimated Operating Expenditures
(123)
(77)
(79)
(82)
(83)
(85)
Net Operating Activity
(39)
(7)
(9)
(11)
(12)
(13)
Capital Projects
892
0
0
0
0
0
Ending Balance at June 30
$
29
$
22
$
13
$
2
$ (10)
$
(23)
PARK DEDICATION
Beginning Balance at July 1
$
445
$
591
$
751
$
361
$ 572
$
782
Estimated Operating Revenues
170
160
1,560
210
211
211
Transfers Out
0
0
(1,950)
0
0
0
Capital Projects
(24)
0
0
0
0
0
Ending Balance at June 30
$
591
$
751
$
361
$
572
$ 782
$
993
ENVIRON. MGMT./CLEAN CREEKS/STORM
DRAIN
Beginning Balance at July 1
$
154
$
127
$
4
$
2
$ 4
$
0
Estimated Operating Revenues
367
366
366
366
366
366
Estimated Operating Expenditures
(529)
(589)
(513)
(529)
(540)
(552)
Net Operating Activity
(162)
(223)
(147)
(163)
(174)
(185)
Transfers In
135
100
145
165
170
195
Ending Balance at June 30
$
127
$
4
$
2
$
4
$ 0
$
0
TRANSPORTATION
Beginning Balance at July 1
$
1,959
$
4
$
8
$
0
$ 12
$
37
Estimated Operating Revenues
1,511
1,534
1,568
1,588
1,620
1,652
Grants
207
0
500
0
0
0
Estimated Operating Expenditures
(727)
(815)
(802)
(827)
(845)
(862)
Net Operating Activity
991
719
1,266
761
775
790
Transfers In
750
750
750
750
750
750
Estimated Capital Savings
980
0
0
0
0
0
Current and Proposed Projects
(4,676)
(1,465)
(2,024)
(1,500)
(1,500)
(1,500)
Ending Balance at June 30
$
4
$
8
$
0
$
12
$ 37
$
77
41
FUND BALANCE TRENDS
Current and Five -Year Forecast (in thousands)
2010-11
2011-12
2012-13
2013-14
2014-15 2015-16
SPECIAL REVENUE FUNDS (cont.)
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July 1
$ 1,649
$ 1,101
$ 805
$ 527
$ 278 $ 107
Estimated Operating Revenues
915
526
552
566
617 656
Estimated Operating Expenditures
(1,463)
(822)
(830)
(815)
(788) (761)
Ending Balance at June 30
$ 1,101
$ 805
$ 527
$ 278
$ 107 $ 1
REDEVELOPMENT AGENCY
Beginning Balance at July 1 $ 1,466 $ 502 $ 0 $ 0 $ 0 $ 0
Estimated Operating Revenues 2,601 250 250 250 250 250
Estimated Operating Expenditures (3,565) (752) (250) (250) (250) (250)
Ending Balance at June 30 $ 502 $ 0 $ 0 $ 0 $ 0 $ 0
42
FUND BALANCE TRENDS
Current and Five Year Forecast (in thousands)
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
DEBT SERVICE FUNDS
PUBLIC FACILITIES CORPORATION
Beginning Balance at July 1
$
57
$
57
$
55
$
54
$
53
$
48
Estimated Operating Revenues
2
0
0
0
0
0
Transfers In
3,533
3,534
3,539
3,535
3,535
3,535
Debt Service
(3,535)
(3,536)
(3,540)
(3,536)
(3,540)
(3,537)
Ending Balance at June 30
$
57
$
55
$
54
$
53
$
48
$
46
TRAFFIC IMPACT
Beginning Balance at July 1
$
118
$
81
$
81
$
81
$
81
$
0
Debt Service/Close-Out
(37)
0
0
0
(81)
0
Ending Balance at June 30
$
81
$
81
$
81
$
81
$
0
$
0
w
FUND BALANCE TRENDS
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT PROJECTS
Beginning Balance at July 1
Transfers In from other Funds
Transfers Out to other Funds
Grants/Other Income
Capital Projects
Net Income/(Loss) After Transfers
CHANGES IN CAPITAL RESERVES
Transfers Into Infrastructure Reserves
Transfers Into Capital Reserves (UUT)
Transfers Out of Reserves
Ending Balance at June 30
Current and Five -Year Forecast (in thousands)
2010-11 2011-12 2012-13 2013-14 2014-15 201546
$ 5,324 $
1,785 $
1,691 $
1,791 $
1,891 $
1,991
1,185
45
1,300
0
0
0
(294)
(603)
0
0
0
0
1,102
0
0
0
0
0
4,939
45
1,300
0
0
0
2,378
1,182
1,691
1,791
1,891
1,991
0. 100 100 100 100 100
382 534 0 0 0 0
(975) (125) 0 0 0 0
$ 1,785 $ 1,691 $ 1,791 $ 1,891 $ 1,991 $ 2,091
Reserve Balances as of June 30:
Policy
Infrastructure
$100/yr 1,000
1,100
1,200
1,300
1,400
1,500
Capital Improvement
$5,000 106
515
515
515
515
515
Designated/budgeted projects
679
76
76
76
76
76
Total Reserves
$ 1,785 $
1,691 $
1,791 $
1,891 $
1,991 $
2,091
STEVENS CREEK CORRIDOR PARK
Beginning Balance at July 1
Grants
Transfers from Park Ded/CIP/Recreation
Capital Projects
Ending Balance at June 30
$ 965 $
172 $
77 $
0 $
0 $
0
350
215
1,373
0
0
0
0
890
650
0
0
0
1,143
1,200
2,100)
0
0
0
$ 172 $
77 $
0 $
0 $
0 $
0
MARY AVENUE BICYCLE )FOOTBRIDGE
Beginning Balance at July 1 $ 120 $ 0 $ 0 $ 0 $ 0 $ 0
Capital Projects (120) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
44
45
FUND BALANCE TRENDS
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Ending Balance at June 30
BLACKBERRY FARM GOLF COURSE
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Transfers from Recreation Programs
Capital Projects
Ending Balance at June 30
CUPERTINO SPORTS CENTER
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Capital Projects
Ending Balance at June 30
Reserves:
CapitaUEquipment Replacement
Undesignated
Total Reserves
Current and Five -Year Forecast (in thousands)
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
$ 5,827 $ 5,467 $ 5,499 $ 5,547 $ 5,605 $ 5,689
1,605
1,310
1,336
1,363
1,390
1,418
(1,965)
(1,278)
(1,289)
(1,304)
(1307}
(1,310)
(360)
32
48
59
83
108
$ 5,467 $
5,499 $
5,547 $
5,605 $
5,689 $
5,797
$
534
$
391
$
245
$
250
$
254
$
258
498
505
520
535
546
557
(491)
(501)
(515)31)
(542)
(554)
7
4
5
4
4
3
400
50
0
0
0
0
(550)
(200)
0
0
0
0
$
391
$
245
$
250
$
254
$
258
$
261
$ 346 $
329 $
271 $
326 $
380 $
452
1,746
1,763
1,816
1,870
1,926
1,984
___(1,745)
(1,821)
(1,761)
(1,816)
(1,855)
(1,894)
1
(58)
55
54
71
90
(18)
0
0.
0
0
0
$ 329 $
271 $
326 $
380 $
452 $
541
150 150 200 200 250 300
179 121 126 180 202 241
329 271 326 380 452 541
M
FUND BALANCE TRENDS
Current and Five -Year Forecast (in thousands)
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
ENTERPRISE FUNDS (cant.)
RECREATION PROGRAMS
Beginning Balance at July 1
$ 2,355
$ 2,003
$ 1,381
$ 1,275
$ 1,019
$ 1,163
Estimated Operating Revenues
2,255
2,351
2,421
2,494
2,543
2,594
Estimated Operating Expenditures
(1,892)
(2,216)
(2,278)
(2,349)
(2,399)
(2,450)
Net Operating Activity
363
135
144
144
144
144
Transfers to Golf Course/CiP/Stevens Crk
(600)
(257)
0
0
0
0
Capital Projects
(115)
(500)
(250)
(400)
0
0
Ending Balance at June 30
$ 2,003
$ 1,381
$ 1,275
$ 1,019
$ 1,163
$ 1,307
Reserves:
Workers Compensation
300
300
300
300
300
300
Capital/Equipment Replacement
450
450
450
450
450
450
Undesignated
1,253
631
525
269
413
557
Total Reserves
$ 2,003
$ 1,381
$ 1,275
$ 1,019
$ 1,163
$ 1,307
M1
FUND BALANCE TRENDS
Current and Five -Year Forecast (in thousands)
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY
Beginning Balance at July 1 $ 1,954 $ 2,095 $ 2,224 $ 2,387 $ 2,556 $ 2,727
Estimated Operating Revenues
1,283
1,695
1,742
1,797
1,835
1,874
Estimated Operating Expenditures
(1,142)
(1,536)
(1,579)
(1,628)
(1,663)
(1,698)
Net Operating Activity
141
159
163
168
172
175
Transfer In --General fund
474
200
200
200
200
200
Transfer Out --General Fund
0
(30)
0
0
0
0
Depreciation Reserve
460
150
100
100
100
100
Capital Outlay - New & Replacement
934
350
300
300
300
300
Ending Balance at June 30
$ 2,095 $
2,224 $
2,387 $
2,556 $
2,727 $
2,903
WORKERS' COMPENSATION
Beginning Balance at July 1
$ 196 $
202 $
172 $
141 $
109 $
76
Estimated Operating Revenues
412
412
423
437
446
455
Estimated Operating Expenditures
(406)
(442)
(454)
(469)
(479)
(489)
Ending Balance at June 30
$ 202 $
172 $
141 $
109 $
76 $
43
EQUIPMENT
Beginning Balance at July I
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Transfer In --General fund
Depreciation Reserve
Capital Outlay - New & Replacement
Ending Balance at June 30
COMPENSATED ABSENCE & LONG
TERM DISABILITY
Beginning Balance at July I
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Transfer In --General Fund
Ending Balance at June 30
$ 1,528 $ 1,516 $ 1,210 $ 1,791 $ 1,870 $ 1,951
1,105
1,047
1,076
1,110
1,133
1,157
(1,117)
(972)
(999)
__(1,031)
(1,052)
(1,075)
(12)
75
77
79
81
83
0
45
549
45
45
45
192
309
255
255
255
255
(192)
(735)
(300)
(300)
(300)
(300)
$ 1,516 $ 1,210 $ 1,791 $ 1,870 $ 1,951 $ 2,034
$ 65 $
15 $
33 $
51 $
71 $
90
89
83
85
88
90
92
(364)
(265)
(267)
(269) -
(270)
(272)
(275)
(182)
(182)
(181)
(181)
(180)
225
200
200
200
200
200
$ 15 $ 33 $ 51 $ 71 $ 90 $ 110
11F
FUND BALANCE TRENDS
Current and Five -Year Forecast (in thousands)
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
INTERNAL SERVICE FUNDS (cont.)
RETIREE MEDICAL
Beginning Balance at July 1
$ 2,029 $
775 $
85 $
190 $
0 $
0
Estimated Operating Revenues
0
10
5
5
0
0
Estimated Operating Expenditures
(2,754)
(1,700)
(1,700)
(1,595)
(1,400)
(1,400)
Net Operating Activity
(2,754)
(1,690)
(1,695)
(1,590)
(1,400)
(1,400)
Transfers In --General Fund
1,500
1,000
1,800
1,400
1,400
1,400
Ending Balance at June 30
$ 775 $
85 $
190 $
0 $
0 $
0
49
REVENUE ESTIMATE
GENERAL FUND
TAXES
Property Tax
Sales Tax
Transient Occupancy Tax
Utility Users Tax
Franchise Fees
Other Taxes
LICENSES AND PERMITS
USE OF MONEY AND PROPERTY
Investment Earnings
Property Rentals
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
11,859
12,076
11,832
11,951
12,191
12,677
13,185
13,849
9,931
12,036
13,720
14,283
14,043
14,324
14,610
14,902
2,142
2,094
2,463
2,590
2,720
3,375
3,544
3,721
3,271
3,433
3,475
3,540
3,611
3,683
3,757
3,832
2,598
2,656
2,832
2,960
2,889
2,917
2,947
2,976
1,151
1,224
1,426
1,190
1,238
1,287
1,339
1,392
30,952
33,520
35,748
36,414
36,690
38,264
39,382
40,673
2,583
2,610
2,542
2,618
3,243
2,880
3,024
3,175
182
630
110
400
800
1,000
1,000
1,000
503
558
558
569
580
592
604
616
685
1,188
668
969
1,380
1,592
1,604
1,616
INTERGOVERNMENTAL
Motor Vehicle License Fees
167
220
231
240
250
260
270
280
Grants
256
208
208
30
30
30
30
30
Other Intergovernmental
203
125
125
185
185
185
185
185
626
553
564
455
465
475
485
495
CHARGES FOR SERVICES
Zoning and Planning Fees
410
411
430
443
711
484
508
533
EngineeringFees
337
566
400
412
428
450
472
496
Senior Center
367
440
440
440
449
458
467
476
Blackberry Farm/Youth & Teen Programs
145
145
145
165
168
172
175
179
Other Service Charges
75
90
90
92
94
96
98
100
1,334
1,651
1,505
1,552
1,850
1,659
1,720
1,784
FINES AND FORFEITURES
736
920
542
650
663
676
690
704
MISCELLANEOUS
81
100
56
100
100
1,00
100
100
STATE BORROWING
(1,419)
0
0
0
1,504
0
0
0
Subtotal
35,578
40,543
41,625
42,758
45,896
45,646
47,004
48,546
TRANSFERS IN/OTHER REVENUES
Equipment Fund
Information Technology & Traffic Impact
Redevelopment Agency Loan Payback
Capital Reserves
Capital Improvement Project Savings
Total General Fund
504
0
0
0
0
0
0
0
0
0
0
30
0
0
81
0
480
500
1,315
0
0
0
0
0
0
115
115
0
0
0
0
0
487
150
294
0
0
0
0
0
37,049
41,308
43,349
42,788
45,896
45,646
47,085
48,546
50
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
SPECIAL REVENUE FUNDS
STORM DRAIN IMPROVEMENT
Investment Earnings 7 34 34 20 20 21 21 22
Developer Fees 26 50 50 50 50 50 50 50
33 84 84 70 70 71 71 72
PARK DEDICATION
Park Dedication Fee 64
1,500
150
150
1,550
200
200
200
Investment Earnings 3
20
20
10
10
10
1 I
11
67
1,520
170
160
1,560
210
211
211
ENVIRON. MGMT./CLEAN CREEKS/STORM DRAIN
Investment Earnings 0
2
2
1
1
1
1
1
Fees 364
365
365
365
365
365
365
365
Transfer In - General Fund 15
135
135
100
145
165
170
185
379
502
502
466
511
531
536
552
TRANSPORTATION
Investment Earnings
3
30
30
10 ..
10
10
11
11
Transfer In - General Fund
750
750
750
750
750
750
750
750
Sales Tax on Gasoline -Proposition 42
506
0
0
0
0
0
0
0
Grants
766
700
207
0
500
0
0
0
Proposition 1B Bonds
820
837
0
0
0
0
0
0
Gasoline Tax
921
I,443
1,481
1,524
1,558
1,578
1,609
1,642
3,766
3,760
2,468
2,284
2,818
2,338
2,370
2,402
HOUSING & COMMUNITY DEVELOPMENT
Investment Earnings
15
75
75
40
41
42
42
43
Grants
194
423
725
391
391
379
379
368
Loan Repayments
53
45
45
45
45
'45
45
45
Housing Mitigation Fees
661
70
70
50
75
t00
150
200
923
613
915
526
552
566
617
656
REDEVELOPMENT AGENCY
Investment Earnings
5
30
30 0 0 0 0 0
Loan from General Fund
480
500
1,315 0 0 0 0 0
Property Taxes
1,323
1,256
1,256 250 250 250 250 250
1,808
1,786
2,601 250 250 250 250 250
51
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
DEBT SERVICE FUNDS
PUBLIC FACILITIES CORPORATION
Investment Earnings
0
2
2
0
0
0
0
0
Transfer from General Fund
3,538
3,533
3,533
3,534
3,539
3,535
3,535
3,535
3,538
3,535
3,535
3,534
3,539
3,535
3,535
3,535
TRAFFIC IMPACT
Property Assessment
38
0
0
0
0
0
0
0
38
0
0
0
0
0
0
0
52
REVENUE ESTIMATE
CAPITAL PROJECTS FUNDS
CAPITAL EVRROVEMENT PROJECTS
Transfer into Capital Projects
Grants/Other Income
CAPITAL RESERVES
Transfer into Infrastructure Reserve
Transfer into Capital Improvement Reserve
STEVENS CREEK CORRIDOR PARK
Transfers from General Fund
Transfers from Park Dedication
Transfers from Capital Improvement
Transfers from Capital Reserves
Transfers from Recreation
Grants
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
2,382 1,060 1,185 45 1,300 0 0 0
116 0 1,IO2 0 0 0 0 0
2,498 1,060 2,287 45 1,300 0 0 0
100 0 0 100 100 100 100 100
0 382 382 534 0 0 0 0
100
382
382
634
100
100
100
100
303
0
0
0
0
0
0
0
200
1,100
0
0
650
0
0
0
0
0
0
603
0
0
0
0
0
0
0
80
0
0
0
0
0
0
0
207
0
0
0
0
2,294
100
350
215
1,373
0
0
0
2,797
1,200
350
1,105
2,023
0
0
0
53
REVENUE ESTIMATE
ENTERPRISE FUNDS
RESOURCE RECOVERY
Investment Earnings
Charges for Services
Grants
BLACKBERRY FARM GOLF COURSE
Investment Earnings
Rent
Charges for Services
Transfer from Recreation Programs
SPORTS CENTER
Investment Earnings
Rent
Tennis
Membership
RECREATION PROGRAMS
Investment Earnings
Cultural, Youth, and Teen Programs
Physical Recreation and Sports
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
41
51
51
52
53
54
55
56
2,104
1,554
1,554
1,258
1,293
1,309
1,335
1,362
7
0
0
0
0
0
0
0
2,152
1,605
1,605
1,310
1,336
1,363
1,390
1,418
4
5
5
5
5
5
5
5
14
15
15
15
15
16
16
16
555
625
478
485
500
515
525
535
0
400
400
50
0
0
0
0
573
1,045
898
555
520
535
546
557
4
5
5
5
5
5
5
5
3
4
4
5
5
5
5
5
1,126
1,260
1,210
1,210
1,246
1,284
1,322
1,362
450
527
527
543
559
576
593
611
1,583
1,796
1,746
1,763
1,816
1,870
1,926
1,984
19
26
26
27
28
28
29
29
1,242
1,235
1,192
1,256
1,294
1,332
1,359
1,386
1,007
1,120
1,037
1,069
1,100
1,133
1,156
1,179
2,268
2,381
2,255
2,351
2,421
2,494
2,543
2,594
54
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY
Investment Earnings 13
14
14
14
14
15
15
15
Service Charges 1,254
1,269
1,269
1,681
1,728
1,782
1,820
1,859
Transfers In from General Fund 169
200
474
200
200
200
200
200
1,436
1,483
1,757
1,895
1,942
1,997
2,035
2,074
WORKERS' COMPENSATION
Investment Earnings 12 12 12 12 12 12 13 13
Premiums 406 400 400 400 411 424 433 442
418 412 412 412 423 437 446 455
EQUIPMENT
Investment Earnings 12
14
14
14
14
15
15
15
Service Charges 985
1,091
1,091
1,033
1,062
1,095
1,118
1,142
Transfers In from General Fund 30
0
0
45
549
45
45
45
1,027
1,105
1,105
1,092
1,625
1,155
1,178
1,202
COMPENSATED ABSENCE & LONG -
'PERM DISABILITY
Investment Earnings
1
I
I
1
I
I
I
i
LTD Premiums
64
88
88
82
84
87
89
91
Transfers In from General Fund
300
225
225
200
200
200
200
200
365
314
314
283
285
288
290
292
RETIREE MEDICAL
Investment Earnings 58 0 0 10 5 5 0 0
Transfers In from General Fund 1,848 1,500 1,500 1,000 1,800 1,400 1,400 1,400
1,906 1,500 1,500 1,010 1,805 1,405 1,400 1,400
55
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
GENERAL FUND
COUNCIL AND COMMISSIONS
1000 City Council
237
255
255
311
320
330
337
344
1031 Telecommunications Commission
22
24
24
24
25
25
26
27
1040 Library Commission
3
3
3
7
7
7
8
8
1042 Fine Arts Commission
20
33
33
25
26
27
27
28
1050 Public Safety Commission
5
11
11
11
11
12
12
12
1055 Bicycle/Pedestrian Safety Commission
0
0
0
0
0
0
0
0
1060 Recreation Commission
11
12
12
12
12
13
13
13
1065 Teen Commission
14
15
15
16
16
17
17
18
1070 Planning Commission
99
95
95
97
100
103
105
107
1075 Housing Commission
2
7
7
7
7
7
8
8
413
455
455
510
524
541
552
564
ADMINISTRATION
1200 City Manager
342
381
381
420
432
445
455
464
1201 Community Outreach
70
88
88
89
91
94
96
98
1300 City Manager Discretionary Fund
29
35
35
35
35
35
35
35
441
504
504
544
558
575
586
598
1500 CITY ATTORNEY
615
649
651
664
682
704
.719
734
LAW ENFORCEMENT
2100 Law Enforcement
8,266
8,655
8,755
8,842
9,107
9,380
9,662
9,952
2101 Interoperability Project
18
29
29
38
39
40
41
42
2401 Citizens Option for Public Safety
100
100
100
100
100
100
100
100
8,384
8,784
8,884
8,980
9,246
9,521
9,803
10,094
PUBLIC & ENVIRONMENTAL AFFAIRS
3300 Community Relation & Information
291
277
296
274
282
290
297
303
3400 Cupertino Scene
123
122
122
123
126
130
133
136
3500 Government Channel
605
609
614
725
745
769
785
802
3501 Gov't Channel --Special Project
75
77
77
78
80
83
84
86
3502 Public Access Support
55
57
57
59
61
.63
64
65
3600 City Web Site
185
190
190
225
231
239 ;
.. ' 244..
249
3700 Environmental Affairs
153
105
105
174
179
185
189
193
1,487
1,437
1,461
1,658
1,704
1,758
1,796
1,834
ADMINISTRATIVE SERVICES
4000 Administration
379
383
405
401
412
425
434
443
4010 Leadership 95014
0
0
12
0
0
0
0
0
4040 Library Extra Hours
120
246
246
246
253
261
266
272
4050Neighborbood Watch
35
46
46
44
45
47
48
49
4100 Accounting
737
708
767
775
797
822
839
857
4110 Business Licenses
48
52
52
62
64
66
67
69
4300 City Clerk
490
488
488
478
491
507
518
529
4310 Duplicating and Postage
111
155
155
156
160
165
169
172
4330 Elections
135
2
2
175
0
200
0
200
4400 Disaster Preparedness
131
104
.133
141
145
149
153
156
4510 Human Resources
512
681
681
693
712
735
750
766
4511 Human Resources Litigation
2
15
35
35
36
37
38
39
4540 Insurance Administration
288
569
569
445
457
472
482
492
4700 Code Enforcement/Animal Control
745
757
768
766
787
812
829
847
3,733
4,206
4,359
4,417
4,360
4,697
4,593
4,891
56
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
GENERAL FUND (cant.)
RECREATION SERVICE
6100 Recreation Administration
6010 Leadership 95014
Facilities/Parks/Blackberry Fann/Events:
6200 Supervision
6220 Blackberry Farm Picnic Area
6230 Community Hall Operation
6248 Cultural Programs
6265 Quinlan Community Center
Youth & Teen Programs/McClellan Ranch:
6300 Administration
6342 Youth Programs
6343 Teem Programs
6344 Teen Center
6347 Nature Programs
Sports & Fitness/Monta Vista/Crmkside Park:
6400 Supervision
6445 Creekside Park
6460 Monta Vista Recreation Center
Senior Ctr./Stevens Crk. Trail/Blue Pheasant:
6500 Senior Adult Programs
6529 Senior Center Case Manager
6549 Senior Adult Recreation
6660 Blue Pheasant Restaurant
COMMUNITY DEVELOPMENT
339
357
357
370
380
392
401
409
0
0
0
19
20
20
21
21
562
566
566
578
594
613
626
639
690
773
790
578
594
613
626
639
35
32
32
38
39
40
41
42
168
191
191
194
199
206
210
215
364
382
388
364
374
386
394
402
274
333
333
320
329
339
346
354
27
34
37
33
34
35
36'
36
6
4
4
4
4
4
4
4
75
59
59
65
67
69
70
72
87
127
127
121
124
128
131
134
269
299
299
278
286
295
301
307
3
7
7
6
6
6
6
7
4
8
8
7
7
7
8
8
574
558
558
570
586
604
617
630
81
84
84
86
88
91
93
95
444
603
601
597
614
633
646
660
2
11
11
11
11
12
12
12
4,004
4,428
4,452
4,239
4,357
4,494
4,590
4,687
7200 Planning Administration
279
269
269
285
293
302
309
315
7301 Current Planning
748
992
992
993
1,021
1,053
1,075
1,098
7302 Mid and Long Range Planning
250
235
363
225
231
239
244
249
7306 Economic Development
197
203
243
324
333
344
351
358
7406 Human Service Grants
49
40
40
41
42
44
45
46
7501 General Building
_ 677
820
828,
957
984
1,015
1,036
1,058
7502 Construction Plan Checking
260
331
338
494
508
524
535
546
7503 Building Code Enforcement
609
777
777
815
838
864
882
901
3,069
3,667
3,850
4,134
4,249
4,383
4,476
4,572
57
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
GENERAL FUND (cont.)
PUBLIC WORKS
Administration:
8001 Public Works Administration
8005 Environmental Management
Engineering:
8101 Engineering Design
8102 Inspection Service
Service Center Administration:
8201 Public Works Supervision
Grounds:
8302 McClellan Ranch Park
8303 Memorial Park
8312 School Site Maintenance
8314 Neighborhood Parks
8315 Sports Fields/Jollyman/Creekside
8321 Civic Center Maintenance
Streets:
8401 Storm Drain Maintenance
8402 Street Cleaning
8406 Graffiti Removal
8407 Overpasses & Medians Maintenance
8408 Street Trees Maintenance
8409 Elmwood Program
Facilities:
8501 City Hall
8502 Library
8503 Service Center
8504 Quinlan Community Center
8505 Senior Center
8506 McClellan Ranch
8507 Monta Vista
8508 Wilson
8509 Portal
8511 Creekside
8512 Community Hall
8513 Teen Center
9516 BBF picnic facilities
9830 Street Lighting
8850 Service Center Operations
Traffic Management:
8601 Traffic Engineering
8602 Traffic Signal Maintenance
8603 School Traffic Improvements
Operating Expenditures
519
579
579
549
564
582
594
607
156
126
132
121
124
128
131
134
989
1,056
1,117
1,078
1,108
1,143
1,167
I,192
147
151
151
153
157
162
166
169
819
850
850
857
881
909
928
948
53
56
56
57
59
60 _
62
63
480
557
557
545
560
578
590
603
508
549
549
574
590
609
621
635
977
1,098
1,237
1,230
1,264
1,304
1,332
1,360
389
483
483
472
485
500
511
522
144
160
160
159
163
169
172
176
138
39
42
39
40
41-
42
43
68
143
143
92
95
98
100
102
42
52
52
51
52
54
55
56
889
1,044
1,044
1,166
1,198
1,236
1,262
1,289
723
819
819
745
766
790
807
824
290
270
270
239
246
253
259
264
468
485
552
481
454
469
479
489
240
252
254
297
305
315
322
328
311
299
308
329
328
338
345
352
351
382
391
397
408
421
430
439
187
197
199
192
197
204
208
212
79
72
72
81
83
86
88
90
104
147
148
136
140
144
147
150
29
39
39
39
40
41
42
43
29
29
29
29
30
31
31
32
64
47
47
52
53
55
56
57
174
217
219
405
400
413
422
431
21
15
15
26
27
28
28
29
0
0
0
78
80
83
84
86
483
498
519
316
325
335
342
349
0
124
124
139
143
147
151
154
376
491
549
492
506
522
533
544
563
611
696
609
626
646
659
673
0
0
131
0
0
0
0
0
10,810
11,937
12,533
12,224
12,498
12,892
13,166
13,446
32,956
36,068
37,150
37,371
38,180
39,565
40,281
41,419
58
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
GENERAL FUND (coat.)
Transfers Out:
0100 Debt Service Obligations
3,538
3,533
3,533
3,534
3,539
3,535
3,535
3,535
0100 Capital Improvement Projects
2,322
0
0
0
0
0
0
0
0100 Infrastructure Reserve
100
0
0
100
100
100
100
100
0100 Capital Improvement Reserve
0
382
382
534
0
0
0
0
0100 Transportation Projects & Maintenance
750
750
750
750
750
750
750
750
0100 Environ, Mgt./Clean Creeks/Storm Drain
15
135
135
100
145
165
170
185
0100 Stevens Creek Corridor Park
303
0
0
0
0
0
0
0
I210 Redevelopment Agency Loan
480
500
1,315
0
0
0
0
0
0100 Equipment Fund
30
0
0
45
549
45
45
45
0100 Information Technology Fund
169
200
474
200
200
200
200
200
0100 Compensated Absence
300
225
225
200
200
200
200
200
0100 Retiree Medical
1,948
1,500
1,500
1,000
1,800
1,400
1,400
1,400
Non -operating Expenditures
9,855
7,225
8,314
6,463
7,283
6,395
6,400
6,415
TOTAL GENERAL FUND
42,811
43,293
45,464
43,834
45,463
45,960
46,681
47,835
59
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
SPECIAL REVENUE FUNDS
STORM DRAIN IMPROVEMENT
9612 ,Storm Drain Improvements 73 78 123 77 79 82 83 85
9620 CIP - Monta Vista Storm Drainage 0 400 892 0 0 0 0 0
0100 Transfer to Transportation/Cap Impry 60 0 0 0 0 0 0 0
133 478 1,015 77 79 82 83 85
PARK DEDICATION
0100 Transfer to Stevens Crk Corridor Park
200
1,100
0
0
650
0
0
0
0100 Transfer to Capital Improvement
0
0
0
0
1,300
0
0
0
9213 CIP - McClellan Ranch imp
0
0
24
0
0
0
0
0
200
1,100
24
0
1,950
0
0
0
ENVIRON. MGMT./CLEAN CREEKS/STORM DRAIN
9004 Non Point Source
391
529
529
589
513
529
540
552
391
529
529
589
513
529
540
552
TRANSPORTATION
8403 Sidewalk, Curb and Gutter Maint
121
123
123
125
128
133
135
138
8404 Street Pavement Maintenance
134
194
194
260
231
239
244
249
8405 Street Signs/Markings
430
406
410
430
442
456
466
475
9457 CIP - Monument Gateway Sign
0
35
35
0
0
0
0
0
9443 CIP - Bollinger Bike Lane/Calabzas Cr Brd
0
0
208
0
0
0
0
0
9450 CIP - Pavement Management
989
750
814
1,250
1,250
1,250
1,250
1,250
9458 CIP - Pavement Management -Prop 113
0
800
800
0
0
0
0
0
9455 CIP - Pavement Management -Prop 42
138
0
362
0
0
0
0
0
9456 CIP - Pavement Management-ARRA
617
700
883
0
0
0
0
0
9451 CIP - Curb, Gutter, Sidewalk, ADA Ramps
357
750
1,474
215
200
250
250
250
9452 GIP - Rancho Rinconada Street Study
0
0
100
0
0
0
0
0
94xx CIP - Pavement Mgmt CMAQ/STP
0
0
0
0
574
0
0
0
Completed Projects
25
0
0
0
0
0
0
0
2,811
3,758
5,403
2,280
2,826
2,327
2,345
2,362
HOUSING & COMMUNITY DEVELOPMENT
7401 General Administration
79
87
92
91
94
96
99
101
7403 Affordable Housing
48
279
763
236
250
250
250
250
7404 Public Service Grants
66
65
168
54
56
57
58
60
7405 Below Market Rate Housing
246
440
440
441
431
411
381
351
439
871
1,463
822
830
815
788
761
REDEVELOPMENT AGENCY
2410 General Fund Loan Payback 480 500 1,315 0 0 0 0 0
7304 Vallco Project Area 617 615 1,250 502 0 0 0 0
7304 Low and Moderate Income Housing 0 0 1,000 250 250 250 250 250
1,097 1,115 3,565 752 250 250 250 250
EXPENDITURE ESTIMATES
DEBT SER VICE FUNDS
PUBLIC I+ACILITIES CORPORATION
5301 Principal
5301 Interest + Fees
TRAFFIC IMPACT
5306 Principal
5306 Interest + Fees
Close Out to General Fund
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
1,460
1,500
1,500
1,545
1,600
1,660
1,730
1,795
2,076
2,035
2,035
1,991
1,940
1,876
1,810
1,742
3,536
3,535
3,535
3,536
3,540
3,536
3,540
3,537
30
35
35
0
0
0
0
0
5
2
2
0
0
0
0
0
0
0
0
0
0
0
81
0
35 37 37 0 0 0 81 0
61
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT PROTECTS
9124 McClellan Ranch Facility improvements
7
0
154
0
0
0
0 0
9126 Sterling Park Construction
400
0
257
0
0
0
0 0
9127 Lawrence & Mitty Park (Saratoga Creek)
0
0
0
0
1,300
0
0 0
9129 Stocklmeir Orchard irrigation
0
50
50
0
0
0
0 0
9130 Wilson Park Irrigation Renovation
0
0
150
0
0
0
0 0
9133 Environmental Education Facility
0
200
206
0
0
0
0 0
9136 Scenic Circle Access
18
110
342
0
0
0
0 0
9140 Park Path & Park Lot Repairs Resurfacing
0
250
250
0
0
0
0 0
9141 Trail Resurfacing at School Sports Fields
0
125
125
0
0
0
0 0
9142 McClellan 4H Sanitary Connection
0
45
45
0
0
0
0 0
9143 Blacksmith Shop McClellan Ranch
0
0
250
0
0
0
0 0
9229 City Hall Emerg Generator/PG&E Upgrd
10
0
16
0
0
0
0 0
9235 Service Center Security Gate
25
0
25
0
0
0
0 0
9237 Quinlan Center Trellis
202
0
97
0
0
0
0 0
9241 Library Fountain
183
55
1i8
0
0
0
0 0
9252 McClellan Ranch Repairs and Painting
0
15
100
0
0
0
0 0
9253 AM Station Antenna Relocation
0
70
80
0
0
0
0 0
9254 EOC Generator Connection and Repair
0
0
400
0
0
0
0 0
9256 Service Center Tool Crib
0
40
40
0
0
0
0 0
9257 Community Hall AV Upgrades
0
50
50
0
0
0
0 0
9258 Library Parking
0
100
100
0
0
0
0 0
9259 Emergency Van Upgrade
0
0
75
0
0
0
0 0
9549 We Routes to School - Garden Gate
0
0
433
0
0
0
0 0
9550 Traffic Signal Battery Backup System
0
50
50
45
0
0
0 0
9557 DeAnza/Mr-Clellan/Pacifica Signal Mod
0
0
200
0
0
0
0 0
9558 Various Trf SignaVlntersection Modif
13
0
38
0
0
0
0 0
9704 Streetlight & Irrigation Conservation
0
0
1,990
0
0
0
0 0
Project Savings
0
0
-696
0
0
0
0 0
Completed Projects
501
0
0
0
0
0
0 0
Capital Projects
1,359
1,160
4,939
45
1,300
0 -
0 0
Transfers Out:
0100 Transfer to Stevens Crk Corridor Park
0
0
0
603
0
0
0 0
0100 Transfer to General Fund
487
t50
294
0
0
0
0 0
Transfers Out from Current Operations
487
150
294
603
0
0
0 0
TOTAL CAPITAL EWROVEMENT 1,846 1,310 5,233 648 1,300 0 0 0
CAPITAL RESERVES -transfers out
0100 Transfer to Capital Improvement
0
860
860
45
0
0
0 0
0100 Transfer to Stevens Crk Corridor Park
0
0
0
80
0
0
0 0
0100 Transfer to General Fund
0
115
115
0
0
0
0 0
Transfers Out from Reserves
0
975
975
125
0
0
0 0
62
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
CAPITAL PROJECT FUNDS (cont)
STEVENS CREEK CORRIDOR PARK
9112 Stevens Creek Corridor Park -Phase 1
923
0
385
0
0
0
0 0
9134 Stevens Creek Corridor Park -Phase 2
37
1,200
163
1,200
2,100
0
0 0
9135 BBF Infrastructure Upgrades
33
0
642
0
0
0
0 0
Project Savings
0
0
-172
0
0
0
0 0
0100 Transfer to Capital improvement
0
0
125
0
0
0
0 0
993
1,200
1,143
1,200
2,100
0
0 0
MARY AVE BICYCLE FOOTBRIDGE-9449
0
0
120
0
0
0
0 0
63
EXPENDITURE ESTIMATES
ENTERPRISE FUNDS
RESOURCE RECOVERY
8003 Solid Waste & Recycling
BLACKBERRY FARM GOLF COURSE
6440 Golf Course
9139 CIP Irrigation Upgrade & Hole Modif.
SPORTS CENTER
6450 Sports and Physical
8510 Maintenance
9230 CIP - Tennis Court Resurfacing
RECREATION PROGRAMS
6349 Cultural, Youth and Teen Programs
6449 Sports and Physical
9129 CIP Stocklmeir Orchard Irrigation
9132 CIP Park Tennis Court Resurfacing
9137 CIP Temporary Dog Park -Mary Ave.
9138 CIP Stocklmeir Legacy Farm
91xx CIP Sports Center Sports Court
9248 CIP Monta Vista Floors Cabinets
9255 CIP Quinlan Interior Analysis & Upgrade
Completed Projects
Project Savings
0100 Transfer to BBF Golf Course
0100 Transfer to Stevens Crk Corridor Park
0100 Transfer to Capital Improvement
Adopted
Actual Budget
2009-10 2010-11
Revised
Budget FIVE YEAR FORECAST (in thousands)
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
2,018 1,965 1,965 1,278 1,289 1,304 1,307 1,310
2,018 1,965 1,965 1,278 1,289 1,304 1,307 1,310
457 631 491 501 515 531 542 554
0 550 550 200 0 0 0 0
457 1,181 1,041 701 515 531 542 554
1,268
1,515
1,471
1,489
1,530
1,579
1,612
1,646
231
254
274
332
230
237
243
248
62
0
18
0
0
0
0
0
1,561
1,769
1,763
1,821
1,761
1,816
1,855
1,894
1,188
1,261
1,071
1,281
1,317
1,358
1,387
1,416
661
1,096
821
935
961
991
1,012
1,034
0
0
0
50
0
0
0
0
63
0
162
0
0
0
0
0
0
225
225
0
0
0
0
0
0
50
0
0
50
400
0
0
0
0
0
250
0
0
0
0
23
0
5
0
0
0
0
0
0
30
30
200
200
0
0
0
508
0
0
0
0
0
0
0
0
0
-307
0
0
0
0
0
0
400
400
50
0
0
0
0
0
0
0
207
0
0
0
0
0
200
200
0
0
.0
0
0
2,443
3,262
2,607
2,973
2,528
2,749
2,399
2,450
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2009-10 2010-11 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY
4900 Operations
1,013
1,122
1,142
1,536
1,579
1,628
1,663
I,698
0100 Transfer to General Fund
0
0
0
30
0
0
0
0
9800 Acquisitions & Projects
76
332
934
350
300
300
300
300
1,089
1,454
2,076
1,916
1,879
1,928
1,963
1,998
WORKERS' COMPENSATION
4550 Claims 299 406 406 442 454 469 479 489
EQUIPMENT
8840 Equipment Maintenance 936 1,091
1,117
972
999 1,031
1,052
1,075
9820 Equipment Acquisition 0 25
192
735
300 300
300
300
0100 Transfer to General Fund 504 0
0
0
0 0
0
0
1,440 1,116
1,309
1,707
1,299 1,331
1,352
1,375
COMPENSATED ABSENCE & LONG-
TERM DISABILITY
4570 Disability Claims 64 65 65 65 67 69 70 72
4571 Leave Payouts 255 299 299 200 200 200 200 200
319 364 364 265 267 269 270 272
RETIREE MEDICAL
4512Insurance 628 754 754 800 870 930 1,000 1,080
4512 Long Term Obligation 1,426 1,260 2,000 900 830 665 400 320
2,054 2,014 2,754 1,700 1,700 1,595 1,400 1,400
TOTAL EXPENDITURES 65,972 71,732 82,791 66,666 70,542 65,491 65,876 67,125
TOTAL REVENUES 64,724 67,391 68,235 62,533 70,793 64,790 66,530 68,301
65
NOTES
CITY COUNCIL AND COMMISSIONS
CITY COUNCIL
1 000 CITY COUNCIL
COMMISSIONS
1031 TECHNOLOGY, INFORMATION
& COMMUNICATIONS COMMISSION
1040 LIBRARY
1042 FINE ARTS
1050 PUBLIC SAFETY
1055 BICYCLE AND PEDESTRIAN
1060 PARKS AND RECREATION
1065 TEEN
1067 SENIOR
1070 PLANNING
1075 HOUSING
Expenditures by Division
2008-09 2009-10 2010-11 2011-12
Actual Actual Adopted Proposed
236,187 237,482 255,039 311,159
236,187 237,482 255,039 311,159
20,630
22,124
23,979
24,243
3,684
2,756
3,065
6,554
20,169
19,830
32,947
24,633
5,158
5,147
11,200
11,200
0
0
200
200
10,271
10,689
11,515
11,718
15,380
145315
15,303
16,283
1,743
0
0
0
86,270
98,727
95,315
97,491
6,637
2,040
7,297
7,402
169,942
175,628
200,821
199,724
TOTAL 1 406,129 413,110 455,860 510,883
67
ADMINISTRATION
1200 CITY MANAGER
1201 COMMUNITY OUTREACH
1300 CITY MANAGER DISCRETIONARY FUND
1500 LEGAL SERVICES
Expenditures by Division
2008-09 2009- 10
Actual Actual
2010-11 2011-12
336,000
341,703
380,858
420,179
76,639
70,496
87,991
88,974
37,974
28,940
35,000
35,000
480,179
617,392
648,794
663,503
TOTAL l 930,792 1,058,531 1,152,643 1,207,656
68
LAW ENFORCEMENT
Expenditures by Division
2008-09 2009-10
2010-11
2011-12
Actual Actual
Adopted
Proposed
2100 LAW ENFORCEMENT
8,020,011 8,266,361
8,655,110
8,841,633
2101 INTEROPERABILITY PROJECT
13,157 17,687
29,487
38,129
2401 COPS GRANT *
100,000 100,000
100,000
100,000
TOTAL 1 8,133,168 8,384,048 8,784,597 8,979,762
* Represents School Resource Officer expenditures reimbursed by the Citizens' Option for Public
Safety Grant, Cupertino Union School District, and Fremont Union High School District. The
reimbursement is budgeted in the Revenue Summary and Revenue Estimate sections of this budget.
For Fiscal Year 2011-12, the City has not received confirmation that the State will fund this cost.
69
PUBLIC AND ENVIRONMENTAL AFFAIRS
3300 COMMUNITY RELATIONS
3400 CUPERTINO SCENE
3500 GOVERNMENT CHANNEL
3501 GOVERNMENT CHANNEL-SPCL PROD
3502 PUBLIC ACCESS SUPPORT
3600 CITY WEBSITE
3700 ENVIRONMENTAL AFFAIRS
Expenditures by Division
2008-09 2009-1C
Actual Actual
2010-11 2011-12
320,121
290,782
277,157
274,045
108,806
122,789
121,890
122,866
686,953
609,809
609,024
725,306
78,185
75,384
76,953
78,226
56,165
55,277
57,000
59,000
176,432
185,010
189,565
225,335
59,781
152,623
105,144
174,405
TOTAL 1 1,486,443 1,491,674 1,436,733 1,659,183
70
ADMINISTRATIVE SERVICES
Expenditures by Division
2008-09 2009-10 2010-11 2011-12
Actual Actual Adopted Proposed
ADMINISTRATIVE SERVICES
4000 ADMINISTRATION
4010 LEADERSHIP 95014
4040 LIBRARY SERVICE
4050 NEIGHBORHOOD WATCH
FINANCE
4100 ACCOUNTING
4110 BUSINESS LICENSING
CITY CLERK
4300 CITY CLERK
4310 DUPLICATING AND MAIL SERVICE
4330 ELECTIONS
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS
HUMAN RESOURCES
4510 HUMAN RESOURCES/LITIGATION
4512 RETIREE MEDICAL LIABILITY
4540 INSURANCE ADMINISTRATION
CODE ENFORCEMENT
4700 CODE ENFORCEMENT
359,867
378,339
383,051
401,174
0
344
0
-
255,000
120,000
246,000
246,000
36,123
34,999
45,800
44,000
650,990
533,682
674,851
691,174
708,251
736,507
707,786
775,314
47,694
48,356
51,682
61,678
755,945
784,863
759,468
836,992
400,648
490,254
487,886
477,740
146,347
110,721
154,785
155,796
53
135,231
2,100
175,500
547,048
736,206
644,771
809,036
102,869 131,226 103,650 140,800
102,869 131,226 103,650 140,800
563,990
514,253
695,626
727,803
2,475,000
2,053,919
2,014,000
1,700,000
1,124,948
905,558
1,338,795
1,151,294
4,163,938
3,473,730
4,048,421
3,579,097
701,156 745,271 757,324 766,499
701,156 745,271 757,324 766,499
71
INFORMATION TECHNOLOGY
48001NFORMATION TECHNOLOGY
9800 EQUIPMENT ACQUISITION
Expenditures by Division
2008-09 2009-10 2010-11 2011-12
Actual Actual Adopted Proposed
949,268 1,031,278 1,122,074 1,566,283
247,509 76 331,550 350,600
1,196,777
1,031,354
1,453,624
1,916,883
TOTAL
8,118,723
7,436,332
8,442,109
8,740,481
72
PARKS AND RECREATION
PARKS AND RECREATION
6010 LEADERSHIP 95014
6100 ADMINISTRATION
FACILITIES/PARKS/BLACKBERRY FARM/
COMMUNITY EVENTS
6200 QUINLAN C.C., CULTURAL/SUPRVSN
6220 BLACKBERRY FARM PICNIC AREA
6230 COMMUNITY HALL
6248 CULTURAL PROGRAMS
6265 QUINLAN COMMUNITY CENTER
YOUTH & TEEN PROGRAMS/
MC CLELLAN RANCH PARK
6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR
6342 YOUTH PROGRAMS
6343 TEEN PROGRAMS
6344 TEEN CENTER
6347 NATURE PROGRAMS
6349 RECREATION PROGRAMS
SPORTS & FITNESS/BLACKBERRY FARM
GOLF COURSE/MONTA VISTA REC/
CREEKSIDE PARK BUILDING
6400 PHYSICAL RECREATION/SUPERVISION
6440 BLACKBERRY FARM GOLF COURSE
6445 CREEKSIDE PARK PROGRAMS
6449 RECREATION PROGRAMS
6450 CUPERTINO SPORTS CENTER
6460 MONTA VISTA RECREATION CENTER
Expenditures by Division
2008-09 2009-10 2010-11 2011-12
Actual Actual Adopted Proposed
0
0
0
19,300
329,350
338,957
356,735
369,886
329,350
338,957
356,735
389,186
521,490
562,461
566,516
577,984
487,625
690,183
773,057
578,308
34,930
34,704
31,750
38,127
153,442
168,131
190,924
193,714
379,388
363,491
381,552
364,384
1,576,875
1,818,970
1,943,799
1,752,517
299,401
274,305
333,287
319,616
33,353
27,469
34,184
33,192
6,078
5,925
4,174
3,574
63,439
74,817
59,180
65,257
97,829
87,467
126,572
120,750
1,040,638
1,193,740
1,261,309
1,281,493
1,540,738
1,663,723
1,818,706
1,823,882
261,254
268,579
298,571
277,627
495,845
457,169
630,976
500,693
5,226
3,092
6,574
5,883
683,845
660,908
1,096,246
935,104
1,389,981
1,267,740
1,515,648
1,489,493
7,846
3,557
7,616
7,383
2,843,997
2,661,045
3,555,631
3,216,183
73
SENIOR CENTER PROGRAMS/STEVENS
CREEK TRAIL/13LUE PHEASANT
6500 SENIOR ADULT PROGRAMS
6529 SENIOR CENTER CASE MANAGER
6549 RECREATION PROGRAMS
6660 BLUE PHEASANT RESTAURANT
TOTAL
Expenditures by Division
2008-09 2009-1C
Actual Actual
2010-11 2011-12
565,140
573,779
558,404
570,209
78,891
81,406
83,737
85,520
458,443
443,895
603,071
597,323
6,135
1,547
11,000
11,000
1,108,609
1,100,627
1,256,212
1,264,052
7,399,569 7,583,322 8,931,083 8,445,820
74
COMMUNITY DEVELOPMENT
Expenditures by Division
2008-09 2009-10
i Actual AcivaI
ADMINISTRATION
7200 PLANNING ADMINISTRATION
PLANNING/ECONOMIC DEVELOPMENT/
REDEVELOPMENT AGENCY
7301 CURRENT PLANNING
7302 MID AND LONG RANGE PLANNING
7304 VALLCO REDEVELOPMENT
7306 ECONOMIC DEVELOPMENT
HOUSING SERVICES
7401 CDBG GENERAL ADMINISTRATION
7402 REHAB LOAN ADMINISTRATION
7403 AFFORDABLE HOUSING
7404 PUBLIC SERVICE GRANTS
7405 BMR HOUSING
7406 HUMAN SERVICE GRANTS
BUILDING
7501 GENERAL BUILDING
7502 CONSTRUCTION PLAN CHECKING
7503 BUILDING CODE ENFORCEMENT
270,606
270,606
279,252
279,252
2010-11 2011-12
268,737 284,699
268,737 284,699
754,971
748,599
992,462
993,380
260,179
249,920
234,590
225,550
394,811
617,006
614,850
752,000
184,740
196,930
203,279
323,985
1,594,70I
1,812,355
2,045,171
2,294,915
87,045
15
840,000
64,060
1,246,468
28,881
2,266,469
79,192
0
48,388
59,201
245,912
49,207
481,900
86,986
0
278,591
64,950
440,294
40,300
911,121
90,701
0
236,152
54,497
440,790
41,000
863,140
740,950
676,581
819,583
957,518
392,182
259,664
330,739
493,912
576,523
609,232
777,042
814,659
1,709,655
1,545,477
1,927,364
2,266,089
TOTAL
5,841,431
4,118,984
5,152,393
5,708,843
75
PUBLIC WORKS
ADMINISTRATION
8001 PUBLIC WORKS ADMINISTRATION
8005 ENVIRONMENTAL MANAGEMENT
ENVIRONMENTAL PROGRAMS
8003 RESOURCE RECOVERY
8004 NON POINT SOURCE
ENGINEERING SERVICES
8101 ENGINEERING DESIGN
8102 INSPECTION SERVICE
SERVICE CENTER
8201 ADMINISTRATION
GROUNDS
8302 MCCLELLAN RANCH PARK
8303 MEMORIAL PARK
8312 SCHOOL SITE MAINTENANCE
8314 NEIGHBORHOOD PARKS
8315 SPORTS FIELD JOLLYMAN/CREEKSIDE
8321 CIVIC CENTER MAINTENANCE
Expenditures by Division
2008-09 2009-10
Actual Actual
2010-11 2011-12
518,918 518,704 579,360
155,989 156,270 125,526
674,907 674,974 704,886
548,931
120,536
669,467
1,998,184
2,018,147
1,964,968
1,277,621
418,149
390,637
529,115
589,002
2,416,333
2,408,784
2,494,083
1,866,623
1,023,815 988,894 1,055,967 1,078,197
141,384 146,502 150,822 152,675
1,165,199 1,135,396 1,206,789 1,230,872
849,531 818,980 849,968 857,097
849,531 818,980 849,968 857,097
49,329
52,548
55,684
57,274
507,237
479,475
557,222
545,060
551,021
507,849
548,937
574,398
939,908
979,990
1,098,239
1,229,588
418,267
389,111
482,521
472,481
151,858
144,211
160,004
158,808
2,617,620 2,553,184 2,902,607 3,037,609
76
STREET AND FLEET
8401 STORM DRAIN MAINTENANCE
8402 STREET CLEANING
8403 SIDEWALK CURB AND GUTTER
8404 STREET PAVEMENT MAINTENANCE
8405 STREET SIGNS MARKINGS
8406 GRAFFITI. REMOVAL
8830 STREET LIGHTING
8840 EQUIPMENT MAINTENANCE
8850 SERVICE CENTER OPERATIONS
TREES AND RIGHT OF WAY
8407 OVERPASSES AND MEDIANS
8408 STREET TREE MAINTENANCE
8409 ELMWOOD PROGRAM
FACILITIES
8501 BUILDING MAINTENANCE CITY HALL
8502 LIBRARY
8503 SERVICE CENTER
8504 QUINLAN COMMUNITY CENTER
8505 SENIOR CENTER
8506 MC CLELLAN RANCH
8507 MONTA VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTINO SPORTS CENTER
8511 CREEKSIDE PARK
8512 COMMUNITY HALL MAINTENANCE
8513 TEEN CENTER BLDG MAINTENANCE
8516 BLACKBERRY FARM MAINTENANCE
Expenditures by Division
2008-09
Actual
2009-10
Actual
2010-11
Adopted
2011-12
Proposed
0
138,363
39,000
39,000
89,079
67,968
143,413
91,875
163,698
121,511
122,974
12 5, 020
195,038
134,230
194,363
260,453
454,925
433,492
406,471
430,271
41,338
41,969
52,275
51,092
547,929
483,209
498,103
315,514
874,359
935,858
1,090,982
972,288
0
0
124,131
138,567
2,366,366
2,356,600
2,671,712
2,424,080
765,006
729,223
301,138
889,262
723,283
290,342
1,044,028
819,159
270,442
1,165,836
745,050
238,648
1,795,367
1,902,887
2,133,629
2,149,534
421,546
467,429
485,072
480,562
241,221
241,371
252,216
296,541
309,358
312,621
298,807
328,288
364,069
35003
382,416
397,418
185,233
189,017
196,697
192,184
61,419
79,429
71,954
81,288
116,667
104,320
147,583
135,680
21,541
29,117
39,107
39,388
26,195
29,346
29,143
29,159
204,345
210,402
253,629
331,807
64,504
64,292
47,242
51,583
168,811
175,777
217,562
404,866
22,204
21,238
14,650
26,110
0
0
0
77,980
2,207,113
2,275,052
2,436,078
2,872,854
77
Expenditures by Division
2008-09
2009-10
2010-11
2011-12
Actual
Actual
Adopted
Proposed
TRANSPORTATION
8601 TRAFFIC ENGINEERING
383,348
375,871
491,121
491,591
8602 TRAFFIC SIGNAL AND MAINTENANCE
520,643
562,367
610,797
609,114
8603 TRAFFIC SAFETY STUDY
0
0
0
0
903,991
93 8,23 8
1,101,918
1,100,705
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION
242,039
0
25,000
735,000
242,039
0
25,000
735,000
TOTAL
15,238,366
15,064,095
16,526,670
16,943,841
78
NON -DEPARTMENTAL
INTERFUND TRANSFERS
0100 TRANSFERS OUT
GENERAL FUND
STORM DRAIN FUND
PARK DEDICATION FUND
REDEVELOPMENT AGENCY
CAPITAL IMPROVEMENT
CAPITAL IMPROVEMENT RESERVE
EQUIPMENT FUND
STEVENS CREEK CORRIDOR PARK
RECREATION PROGRAMS
INFORMATION TECHNOLOGY FUND
DEBT SERVICE
Expenditures by Division
2008-09 2009-10
Actual Actual
2010-11 2011-12
7,110,000
9,855,000
7,225,000
6,463,000
25,000
60,000
0
0
0
200,000
1,100,000
0
263,324
0
500,000
0
573,925
487,015
150,000
603,000
1,000
0
975,000
125,000
0
504,000
0
0
50,000
0
0
0
0
0
600,000
257,000
0
0
0
30,000
5301 PUBLIC FACILITIES CORPORATION 3,533,714 3,536,264 3,534,964 3,535,144
5306 TRAFFIC IMPACT 37,050 34,800 36,838 0
3,570,764 3,571,064 3,571,802 3,535,144
TOTAL 11,594,013 14,677,079 14,121,802 11,013,144
79
Improvements
FPS& M M MAIRWO FOA
MQUAR
Fiscal Years 2011-12 to 2015-16
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97
SANTA CLARA COUNTY LIBRARY
14600 WINCHESTER BOULEVARD • LOS GATOS CA 95032 •408.293.2326.408.364.0161 FAX
A D M I N I S T R A T 1 ON
March 8, 2011
Carol Atwood
Director of Administrative Services
City of Cupertino
10300 Torre Avenue
Cupertino, CA 95014-3255
Dear Carol,
The Santa Clara County Library appreciates the City of Cupertino's ongoing commitment to
providing its residents with the best possible library service in the greatest possible number of
hours per week. As you may recall, during last year's budget process, the City Council
requested a few options for different levels at which the City could fund additional service hours
for. Cupertino Library. In addition, Mayor Wong expressed an interest in expanding library
service hours during his State of the City address on January 26, 2011.
The County Library's baseline schedule for the Cupertino Library prior to additional City
contributions assumes six eight -hour service days and six hours of service on Sundays for a
total of 54 hours per week. The County Library has assumed responsibility for funding more
than the 50 hours than it could afford in 2007, as well as for increased employee costs over that
time period. Even as usage has skyrocketed, the Library has made an effort to hold steady the
financial commitment required for the City to support additional Library service hours.
Because of the complexities of scheduling full-time staff, the extension of a service day is not a
simple linear "cost per hour" calculation when minimum staffing levels and integration with the
overall staff schedule are considered. As an example, stretching an eight hour service day to
eleven hours necessitates an additional meal break, which requires additional staffing. The
addition of service hours must be done in increments that make sense for staffing
considerations and for developing a cohesive hours schedule far the public.
The approved FY2010-2011 Cupertino budget appropriation of $246,513 for status quo library
service represented a very small 2.7% overall increase from the amount the City contributed
four years earlier for the same level of library service. The following funding scenarios are
identical to those presented last year, including four options for eliminating, reducing,
maintaining or increasing City -funded library service hours.
SERVING THE UNINCORPORATED AREAS OF SANTA CLARA COUNTYAND THE CITIES OF
CAMPBELL • CUPERTINO - GILROY • LOS ALTOS - LOS ALTOS HILLS • MILPITAS • MONTE SERENO • MORGAN HILL • SARATOGA
www.santadaracoun Iib.or
V2517.3 REV 1 DM5
Funding option 0:
Santa Clara County Library funding with no
City contribution reduces the current
schedule by six hours per week
Sunday-12-6
6
Monday
1-9
8
Tuesday
1-9
8
Wednesday
1-9
8
Thursday
10-6
8
Friday
10-6
8
Saturday
10-6
8
Total hours
54
Funding option 2:
SCCL + City funding of $246,513 for six
additional service hours maintains the
current schedule
Sunda
12-6
6
Monday
1-9
8
Tuesday
1-9
8
Wednesday
10-9
11
Thursday
10-9
11
Friday
10-6
1 8
Saturday
10-6
Total hours
fE
T 0
Funding option 1:
SCCL + City funding of $123,257 for three
additional service hours reduces the current
schedule by three hours per week
Sunda
12-6
6
Monday
1-9
8
1-9
8
.Tuesday
Wednesday
1-9
8
Thursday
10-9
11
Friday.10-6
8
Saturday
10-6
8
Total hours
57
Funding ooticn 3:
SCCL + City funding of $369,770 for twelve
additional service hours expands the current
schedule by six hours per week
C8�
Because of the scheduling efficiencies that can be created when more staff positions are added,
the cost per hour of library service is reduced in funding option 3. Additionally, option 3 would
provide 66 hours per week of library service, equal to Los Altos and Milpitas, the two County
Library locations with the longest hours.
Sunda
12-6
6
Monday
10-9
11
Tuesday
10-9
11
Wednesday
10-9
11
Thursday
10-9
11
Friday
10-6
8
Saturday
10-6
8
Total hours
Fiscal Year 2010-11 presented financial challenges for both the City of Cupertino and the Santa
Clara County Library Joint Powers Authority. For the first time in several years, the County
Library JPA eliminated a number cf vacancies ire order to, pass a balanced budget. These
challenges are likely to continue as property tax revenues remain flat or decline further for
FY2011-12. County Library staff is committed to working with City staff to insure that Cupertino
residents continue to provide maximum library service levels at the lowest possible cost. If you
have additional questions or concerns, please don't hesitate to let me know.
B regards,
Derek E. Wolfgram
Deputy County Librarian
Cc: Melinda Cervantes, Santa Clara County Librarian
Mark Fink, Cupertino Community Librarian
hs]
in
Cupertino Library
Local Funding Support
Cupertino City Council
June 1, 2010
Current Cupertino Library Hours
60 hours per week
Sun
'N.
Mon
Tue
o Wed
+15A5 NOW FIARII�
j3 Thu
s"zjP.
Fries
Sat
. . . . . . . . . . ..... ...
< IL CL EL IL EL IL (L a a IL
n 000 0 0 0 00 0 CD
P 0 0 0 0 o d 9
CO G)
Time of Day
Ea Cupertino City funded:
10 hours
m County Library JPA funded:
So hours
100
Local Funding Comparison
Local personnel
% of personnel
% of hours
cost per
budget funded
funded
added hour of
locally
'locally
service
Cupertino Library
8%
17%
$24,651
Milpitas Library
13%
20%
$30,814
Los Altos Library
15%
20%
$27,266
Cupertino Library
Local Funding Support
Derek Wolfgram, Deputy County Librarian
Santa Clara County Library
derek woifgram Libra sccot.orq
(408) 293-2326, ext. 3002
101