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05-23-11 Searchable PacketTable of Contents Agenda..... ..............................2 Study session on the FY 2011 -2012 Budget Proposed Budget FY2011 -12 . . . . . . . . . . . . . . . . . . . 4 1 CUPERTINO AGENDA CUPERTINO CITY COUNCIL — REGULAR ADJOURNED MEETING 10300 Torre Avenue, City Hall EOC Monday, May 23, 2011 3:00 PM ROLL CALL STUDY SESSION 1. Subject Study session on the FY 2011 -2012 Budget Recommended Action Conduct study session A. Budget Message B. Overview of Budget: ➢ Budget Projections 2010/11 ➢ Budget Projections 2011/12 ➢ Funded/New Programs ➢ Unfunded Programs ➢ Fiscal Strategic Plan Committee recommendations C. Departmental Budgets: ➢ Council and Commissions ➢ Administration /Attorney/PIO ➢ Administrative Services ➢ Law Enforcement ➢ Parks and Recreation ➢ Community Development ➢ Public Works D. 5 Year Capital Improvement Program (CIP) E. Questions and Answers F. Public Comments G. Council Comments: ➢ Operating Budgets ➢ Funded/New Programs PIA Monday, May 23, 2011 Cupertino City Council Cupertino Redevelopment Agency ➢ Unfunded Programs ➢ Fiscal Strategic Plan Committee recommendations ➢ 5 Year CIP Proposed Budget FY2011-12 Page 4 ORAL COMMUNICATIONS This portion of the meeting is reserved for persons wishing to address the council on any matter not on the agenda. Speakers are limited to three (3) minutes. In most cases, State law will prohibit the council from making any decisions with respect to a matter not listed on the agenda. CLOSED SESSION 2. Subject Public Employee Performance Evaluation (Government Code 54957); Title: City Manager Page No written materials in packet ADJOURNMENT Adjourn to 3:30 p.m. on Tuesday, May 24, 2011, in City Hall Conference Room A, 10300 Torre Avenue, Cupertino, for Teen Commission interviews. The City of Cupertino has adopted the provisions of Code of Civil Procedure §1094.6; litigation challenging a final decision of the City Council/Redevelopment Agency must be brought within 90 days after a decision is announced unless a shorter time is required by State or Federal law. Any interested person, including the applicant, prior to seeking judicial review of the city council's decision with respect to quasi-judicial actions, must first file a petition for reconsideration with the city clerk within ten days after the council's decision. Any petition so filed must comply with municipal ordinance code §2.08.096. In compliance with the Americans with Disabilities Act (ADA), the City of Cupertino will make reasonable efforts to accommodate persons with qualified disabilities. If you require special assistance, please contact the city clerk's office at 408 - 777 -3223 at least 48 hours in advance of the meeting. Any writings or documents provided to a majority of the Cupertino City Council after publication of the packet will be made available for public inspection in the City Clerk's Office located at City Hall, 10300 Torre Avenue, during normal business hours and in Council packet archives linked from the agenda /minutes page on the Cupertino web site. 3 r May 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 n 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 (1.8 1 /o) 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 fail 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 09110 - The budget process began with a $2 million dollar revenue decrease largely attributable to the recession. A selective hiring freeze was implemented and departments submitted modest budgets that would maintain public services 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 5 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 0 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 11112: 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 Stockhneir Orchard Irrigation 9 $1,465,000 1,200,000 250,000 200,000 200,000 50,000 7 Fiscal Year 11112 Highlights, continuer) Major capital improvement projects funded for fiscal year 12113 and beyond include: Stevens Creek Corridor Park Phase 11 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 2011112 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 9 Fiscal Strategic Highlights 7 Why a Fiscal Strategic Plan? The years 2000 to 2001 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 fall 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. 11 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. 1 12 FISCAL STRATEGIC PLAN Implementati ©n 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 II; ✓ 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 13 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. I 14 NOTES 12 15 Revenue Summary • Five Year Budget Forecast 13 Total City Revenue Total City revenue for fiscal year 2011112 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 2010111. 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. 2011112 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. Total City Revenue $62,533,000 16,000,000 1 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2X0,000 � 14 ti : 2011/1_> 17 Total City Expenditures Total City expenditures and transfers, for fiscal year 2011112 are expected to be $66,666,000, down 20% from last year's amended budget. The chart below provides a year -to -year comparisori 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 Parks and Recreation Department, which budgets $8,777,000 in 2011112 to provide programs for 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 f motions 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. Total City Expenditures $66,666,000 24,000,000 18,000 115,000,400 14,000 000 12,000000 10,004040 8,400,040 6,000,000 4,000,400 2,000,400 0 G �� a� C�` � �� C ° thy Q�� G ° � , � � � c �4�p o C 4� 15 U 2010/11 U 2011/12 in General ]Fund Revenue Total General Fund revenue for fiscal year 2011112 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 s,000,000 6,000,000 4,000,000 2,000,000 0 � B ey ry ��5� �� cr y e 5 oos ��ty cy � 4� �� . •_�� a, v� ¢` o� ial tc� �` �`' ooK J� Ir 2010111 2011112 19 General Fund Expenditures Total 2011112 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, lmance, and administrative services. The City's debt service costs, as well as transfers to fund capital projects, equipment purchases, technology improvements, and health benefits, are borne by the General Fund. General Fund Expenditures $43,834 14,000 000 12,000 000 M000,000 5,000,000 6,000,000 4,000,000 2,000,000 0 r Q � 4 tti � { �.`= �e, A 5 0 17 M "2010/11 9 2011/12 20 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 growth 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 =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. 18 21 $0.248 Cupertino Union Elementary $0.167 Fremont Union High $0.152 County Fire District eeiveqwe $0.136 County General $0.086 ERAF $0.064 Foothill DeAnza Community College $0.056 City of Cupertino $0.031 County School Service $0.026 County Library Retirement $0.017 Santa Clara Valley Water District $0.015 Mid Peninsula Regional Open Space $0.002 Bay Area Air Quality Management District 18 21 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 2009110, to be paid back with interest in 2012113. 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 REVENUE BY FUND: General $11,951,000 Redevelopment Agency 250,000 $12,201,000 19 22 REVENUE SUMMARY Sates 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 2009110, mostly due to a state adjustment, will be offset by a robust 38% recovery in 2010111 led by the City's top tax producers. Sales taxes are budgeted to grow 4% in 2011112 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 2011112 Actual Estimate Proposed REVENUE BY CATEGORY: Sales Tax $9,931,000 $13,720,000 $14,283,000 REVENUE BY FUND: General $14,283,000 20 23 Sales Tax (continued) The following chart shows a per capita comparison of sales tax for Santa Clara 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 Business to Business ® General Retail Food Products E Transportation Construction Miscellaneous Source: ]Muni Financial, LLC Heading toward this goal, the Council has approved 400,000 square feet of new or replacement retail, including projects at the Rose Bowl, Main Street Cupertino, the Oaks, and Cupertino Village. Whenever credit becomes more available and commercial development resumes, such a realized build -out will help balance retail sales with our business -to- business revenues. 21 24 $0 $50 $100 $150 $200 $250 $300 $350 REVENUE SUMMARY Other Taxes The principal components of Other Taxes include utility user, franchise, transient occupancy, and construction taxes. Development impact fees are also included. The utility user tax, which was approved by voters in 1990, is assessed on gas, electricity and telecommunication service provided within the City's jurisdiction at a rate of 2.4% of billed charges. It is a general tax that can be used for any purpose. The following chart shows that the City's tax rate is generally lower than that of other cities within Santa Clara County. In March 2002, voters approved extending the utility tax's sunset date from 2015 to 2030. This extension corresponded with the extended debt maturity date resulting from the refinancing of debt for capital improvement projects. 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% Santa Clara -- -- -- -- 9.25% Campbell -- -- -- -- 9.50% Milpitas -- -- -- -- 9.25% Monte Sereno -- -- -- -- 9.25% Saratoga -- -- -- -- 9.25% Sunnyvale 2.0% -- -- 2.0% 9.25% Cupertino 2.4% -- -- 2.4% 9.25% Mountain View 3.0% -- -- 3.0% 9.25% Los Altos 3.5% 3.2% 3.5% 3.2% 9.25% Los Altos Hills -- -- -- -- 9.25% Los Gatos -- -- -- -- 9.25% Palo Alto 5.0% -- 5.0% 5.0% 9.25% Gilroy 5.0% 4.5% -- 4.5% 9.25% San Jose 5.0% -- 5.0% 4.5% 9.25% (a) Includes Convention Center Facilities District Tax of 4 %. A Hotel Business Improvement District Fee of 75 cents to 10% 9.5% 12% 10% 10% 9.5% 10% 10% 11% 10% 12% 9% 14 %+ (a) light 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 2010111 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 25 REVENUE SUMMARY 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. 2009110 2010/11 2011/12 Actual Estimate Proposed REVENUE BY CATEGORY: Utility Tax Franchise Fees Transient Occupancy Tax Park Dedication Fee Housing Mitigation Fee Construction & Other Taxes $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 15 0, 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 REVENUE BY FUND: General Housing & Community Development Park Dedication $10,180,000 50,000 150,000 $10,380,000 23 26 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 weals 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 $2 2000 $2,54, $2,618,000 REVENUE BY FUND: General 24 $2,618,000 27 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 2011112 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 2010111 2011112 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 2011112. 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. 2009110 2010111 2011112 Actual Estimate Proposed 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 Intergovenunental and Grants $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 REVENUE BY FUND: General Fund Transportation Housing & Community Development Stevens Creek Corridor Park $455,000 1,524,000 391,000 215,000 $2,585,000 ►.. 29 REVENUE SUMMARY Charges for Services Due to the nature of the services provided, most of the activity in this category is accounted for in enterprise funds. As such, the City attempts to recover the cost of the services provided through user charges. Solid waste collection and management are provided by the City's franchisee, 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 2011112. Charges for services, representing 12% of total City revenues, are estimated to fall by 2% in the new year. 2009110 2010/11 2011/12 Actual Estimate Proposed REVENUE BY CATEGORY: Plarnvng, Zoning & Engineering Permits Senior Center Blackberry Farm General Funds Other Service Charges Solid Waste Service Charges Blackberry Farm Golf Course Sports Center Cultural, Youth, Teen, Physical Recreation $747,000 $830,000 $855,000 367,000 440,000 440,000 145,000 145,000 165,000 75,000 90,000 92,000 2,104,000 1,554,000 1,258,000 555,000 478,000 485,000 1,576,000 1,737,000 1,753,000 2,249,000 2,229,000 2,324,000 $7,818,000 $7,503,000 $ 7,372, 000 REVENUE BY FUND: General Resource Recovery Enterprise Blackberry Farm Golf Course Enterprise Sports Center Enterprise Recreation Programs Enterprise $1,552,000 1,258,000 485,000 1,753,000 2.324.000 $7,372,000 27 30 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 2011112 Actual Estimate Proposed REVENUE BY CATEGORY: )Fines and Forfeitures $736,000 $542,000 $650,000 REVENUE BY FUND: General 9- 1 111 31 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 2011112 Actual Estinnate Proposed REVENUE BY CATEGORY: Development Fees Parcel Tax Miscellaneous $26,000 $50,000 $50,000 364,000 365,000 365,000 81,000 56,000 100,000 $471,000 $471,000 515 000 I.Imyja0INX1:1•/10)al91 General Fund Storm Drain Improvement Environ. Mgmt. /Clean Creeks /Storm Drain $100,000 50,000 365,000 515 MOP 29 32 REVENUE SUMMARY Interdepartmental Revenues Interdepartmental revenues consist of interdepartmental service charges and transfers. Interdepartmental service charges arise from the centralized administration of certain activities the costs of which 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 fiend 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 2011112 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. 2009110 2010111 2011112 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 tennDisability Environ_ Mgn t. /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 33 REVENUE SUMMARY Fund Balance Reserves The City Council has established reserve policy levels for various capital and contingency purposes as follows: Economic Uncertainty 1 $12,500,000 For economic downturns and major unforeseen outlays. Economic Uncertainty 11 $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 11, 4) Undesignated, and 5) Capital Improvement 2009/10 2010111 2011/12 Policy Actual Estimate Proposed RESERVES BY CATEGORY: Economic Uncertainty I Economic Uncertainty 11 Utility User Tax Capital Improvement Infrastructure Undesignated RESERVES BY FUND: General Capital Improvement $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 5___ ._. 00 000 207,000 - - 1 11 11 1NMI $13,326,000 1,615,000 31 14.941.000 34 NOTES 32 35 80.00 70.00 60.00 50.00 U1161r7 10616161 i►r rr 10.00 M Summary of Employees By Department Council /Commissions Administration -= Public /Environmental Affairs Administrative Services Parks and Recreation Community Development Public Works 33 36 2005/06 2006/07 2007/08 2008 /09 2009/10 2010/11 2011/12 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 37 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 1I 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 COUNCIL /COMMISSIONS City Council Fine Arts Commission Technology, Information & Communications Commission Parrs 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 We 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 39 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 6.95 695 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 40 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 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 TOTAL PERMANENT, BENEFITED POSITIONS 38 154.75 158.75 160.75 162.75 41 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 M . 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/Loan/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 $14,400 $ 13,316 $ 13,326 $ 14,417 $ 14,464 $ 15,232 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 .Tune 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 40 43 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) 2010 -11 2011 -12 2012 -13 2013 -14 201445 2015 -16 SPEML 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 135 100 145 165 170 185 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 1,51I 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 (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 45 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) 2010 -11 2011 -12 2412 -13 2013 -14 2014 -15 2015 -16 DEBT SERVICE FUNDS PUBLIC FACILI'T'IES 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 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 201546 CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROJECTS Beginning Balance at July 1 $ 5,324 $ 1,785 $ 1,691 $ 1,791 $ 1,891 $ 1,991 Transfers In from other funds 1,185 45 1,300 0 0 0 Transfers Out to other Funds (294) (603) 0 0 0 0 Grants /Other Income 1,102 0 0 0 0 0 Capital Projects (4,939) (45) (1,300) 0 0 0 Total Reserves $ 1,785 $ 1,691 $ 1,791 $ 1,891 $ Net Income /(Loss) After Transfers 2,378 1,182 1,691 1,791 1,891 1,991 CHANGES IN CAPITAL RESERVES 0 0 Capital Projects (1,143) Transfers Into Infrastructure Reserves 0 100 100 100 l00 100 Transfers Into Capital Reserves (UUT) 382 534 0 0 0 0 Transfers Out of Reserves (975) (125) 0 0 0 0 77 $ 0 $ 0 $ 0 Ending Balance at June 30 $ 1,785 $ 1,691 $ 1,791 $ 1,891 $ 1,991 $ 2,091 MARY AVENUE BICYCLE FOOTBRIDGE Reserve Balances as of .Tune 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 $ 965 $ 172 $ 77 $ 0 $ 0 $ 0 Grants 350 215 1,373 0 0 0 Transfers from Park Ded /CIP/Recreation 0 890 650 0 0 0 Capital Projects (1,143) (1,200) (2,100) 0 0 0 Ending Balance at June 30 $ 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 47 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: Capital/Equipment 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) (1,307) (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 $ 346 $ 498 271 $ 505 380 $ 520 1,746 535 1,816 546 1,926 557 X1,745) (491) (1,761) (501) (1,855) (515) 1 (531) 55 (542) 71 (554) (18) 7 0 4 0 5 4 4 3 $ 329 $ 400 326 $ 50 452 $ 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 X1,745) (1,821) (1,761) (1 (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 M FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) ENTERPRISE FUNDS (cont.) RECREATION PROGRAMS Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Transfers to Golf Course /CIP /Stevens Crk Capital Projects Ending Balance at June 30 Reserves: Workers Compensation Capital/Equipment Replacement Undesignated Total Reserves 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 $ 2,355 $ 2,003 $ 1,381 $ 1,275 $ 1,019 $ 1,163 2,255 2,351 2,421 2,494 2,543 2,594 (1,892) (2,216) (2,278) (2,349) (2,399) (2,450) 363 135 144 144 144 144 (600) (257) 0 0 0 0 (115) (500) (250) {400) 0 0 $ 2,003 $ 1,381 $ 1,275 $ 1,019 $ 1,163 $ 1,307 300 300 300 300 300 300 450 450 450 450 450 450 1,253 631 525 269 413 557 $ 2,003 $ 1,381 $ 1,275 $ 1,019 $ 1,163 $ 1,307 4'7 50 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 INTERNAL SER VICE FUNDS INFORMATION TECHNOLOGY 1,105 1,047 1,076 1,110 1,133 1,157 Estimated Operating Expenditures (1,117) (972) (999) (1,031) Beginning Balance at July 1 $ 1,954 $ 2,095 $ 2,224 $ 2,387 $ 2,556 $ 2,727 Estimated Operating Revenues 45 1,283 45 1,695 1,742 309 1,797 255 1,835 255 1,874 Estimated Operating Expenditures (735) (1,142) (300) (1,536) (1,579) (1,628) (1,663) (1,698) Net Operating Activity 1,210 $ 141 1,870 $ 159 163 168 172 175 Transfer In-- General Fund 474 200 200 TERM DISABILITY 200 200 200 Transfer Out -- General Fund Beginning Balance at July 1 0 15 $ (30) 0 71 $ 0 Estimated Operating Revenues 0 83 0 Depreciation Reserve 90 460 Estimated Operating Expenditures 150 100 (267) 100 (270) 100 Net Operating Activity 100 Capital Outlay - New & Replacement (182) 934 (181) 350 300 225 300 200 300 200 300 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 1 $ 1,528 $ 1,516 $ 1,210 $ 1,791 $ 1,870 $ 1,951 Estimated Operating Revenues 1,105 1,047 1,076 1,110 1,133 1,157 Estimated Operating Expenditures (1,117) (972) (999) (1,031) (1,052) (1,075) Net Operating Activity (12) 75 77 79 81 83 Transfer In-- General Fund 0 45 549 45 45 45 Depreciation Reserve 192 309 255 255 255 255 Capital Outlay - New & Replacement (192) (735) (300) (300) _(300) (300) Ending Balance at June 30 $ 1,516 $ 1,210 $ 1,791 $ 1,870 $ 1,951 $ 2,034 COMPENSATED ABSENCE & LONG- TERM DISABILITY Beginning Balance at July 1 $ 65 $ 15 $ 33 $ 51 $ 71 $ 90 Estimated Operating Revenues 89 83 85 88 90 92 Estimated Operating Expenditures (364) (265) (267) X269) (270) (272) Net Operating Activity (275) (182) (182) (181) (181) (180) Transfer In-- General Fund 225 200 200 200 200 200 Ending Balance at June 30 $ 15 $ 33 $ 51 $ 71 $ 90 $ 110 48 51 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 52 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 GENERAL FUND TAXES 504 0 0 0 0 0 0 0 Property Tax 11,859 12,076 11,832 11,951 12,191 12,677 13,185 13,849 Sales Tax 9,931 12,036 13,720 14,283 14,043 14,324 14,610 14,902 Transient Occupancy Tax 2,142 2,094 2,463 2,590 2,720 3,375 3,544 3,721 Utility Users Tax 3,271 3,433 3,475 3,540 3,611 3,683 3,757 3,832 Franchise Fees 2,598 2,656 2,832 2,860 2,889 2,917 2,947 2,976 Other Taxes 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 LICENSES AND PERMITS 2,583 2,610 2,542 2,618 3,243 2,880 3,024 3,175 USE OF MONEY AND PROPERTY Investment Earnings 182 630 110 400 800 1,000 1,000 1,000 Property Rentals 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 Engineering Fees 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 . 504 0 0 0 0 0 0 0 Information Technology & Traffic Impact 0 0 0 30 0 0 81 0 Redevelopment Agency Loan Payback 480 500 1,315 0 0 0 0 0 Capital Reserves 0 115 115 0 0 0 0 0 Capital Improvement Project Savings 487 150 294 0 0 0 0 0 Total General Fund 37,049 41,308 43,349 42,788 45,896 45,646 47,085 48,546 50 53 REVENUE ESTIMATE Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2009 -10 2 -11 2010 -11 20 11 -12 2012 -13 2013 -14 20 - 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 3 30 30 10 10 10 11 . Park Dedication Fee 64 1,500 150 150 1,550 200 200 200 Investment Earnings 3 20 20 10 10 10 11 11 67 1,520 170 160 1,560 210 211 211 ENVHiON. MGMT. /CLEAN CREEKS/STORM DRAIN 0 0 0 Proposition 1B Bonds 820 837 0 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 1,443 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 75 100 150 200 923 613 915 526 552 566 617 656 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 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 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 55 REVENUE ESTIMATE CAPITAL PROJECTS FUNDS CAPITAL UYIPROVEIIIENT 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 FI 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 56 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 1,283 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 1,068 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 57 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 SER VICE FUNDS INFORMATION TECHNOLOGY 12 14 14 14 14 15 15 15 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 1 1 1 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 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 291 277 296 274 282 290 297 303 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 4040 Library Extra Hours 413 455 455 510 524 541 552 564 ADMINISTRATION 35 46 46 44 45 47 48 49 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 4310 Duplicating and Postage 441 504 504 544 558 575 586 598 1500 CITY ATTORNEY 615 649 651 664 682 704 719 734 LAW ENFORCEMENT 131 104 133 141 145 149 153 156 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 4700 Code Euforcement/Animal Control 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 4050 Neighborhood 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 Euforcement/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 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 GENERAL FUND (cant.) RECREATION SERVICE 6100 Recreation Administration 339 357 357 370 380 392 401 409 6010 Leadership 95014 0 0 0 19 20 20 21 21 Facilities/Parks/Blackberry Farm /Events: 6200 Supervision 562 566 566 578 594 613 626 639 6220 Blackberry Farm Picnic Area 690 773 790 578 594 613 626 639 6230 Community Hall Operation 35 32 32 38 39 40 41 42 6248 Cultural Programs 168 191 191 194 199 206 210 215 6265 Quinlan Community Center 364 382 388 364 374 386 394 402 Youth & Teen Programs/McClellan Ranch: 6300 Administration 274 333 333 320 329 339 346 354 6342 Youth Programs 27 34 37 33 34 35 36' 36 6343 Teen Programs 6 4 4 4 4 4 4 4 6344 Teen Center 75 59 59 65 67 69 70 72 6347 Nature Programs 87 127 127 121 124 128 131 134 Sports & Fitness/Monta Vista/Creekside Park: 6400 Supervision 269 299 299 278 286 295 301 307 6445 Creekside Park 3 7 7 6 6 6 6 7 6460 Monta Vista Recreation Center 4 8 8 7 7 7 8 8 Senior Ctr. /Stevens Crk. Trail/Blue Pheasant: 6500 Senior Adult Programs 574 558 558 570 586 604 617 630 6529 Senior Center Case Manager 81 84 84 86 88 91 93 95 6549 Senior Adult Recreation 444 603 601 597 614 633 646 660 6660 Blue Pheasant Restaurant 2 11 11 11 11 12 12 12 4,004 4,428 4,452 4,239 4,357 4,494 4,590 4,687 COMMUNITY DEVELOPMENT 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 60 EXPENDITURE ESTIMATES is 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 519 579 579 549 564 582 594 607 8005 Environmental Management 156 126 132 121 124 128 131 134 Engineering: 8101 Engineering Design 989 1,056 1,117 1,078 1,108 1,143 1,167 I,192 81021nspection Service 147 151 151 153 157 162 166 169 Service Center Administration: 8201 Public Works Supervision 819 850 850 857 881 909 928 948 Grounds: 8302 McClellan Ranch Park 53 56 56 57 59 60 62 63 8303 Memorial Park 480 557 557 545 560 578 590 603 8312 School Site Maintenance 508 549 549 574 590 609 621 635 8314 Neighborhood Parks 977 1,098 1,237 1,230 1,264 1,304 1,332 1,360 8315 Sports Fields/1'oilyman/Creekside 389 483 483 472 485 500 511 522 8321 Civic Center Maintenance 144 160 160 159 163 169 172 176 Streets: 8401 Storm Drain Maintenance 138 39 42 39 40 41- 42. .43 8402 Street Cleaning 68 143 143 92 95 98 : 100 102 8406 Graffiti Removal 42 52 52 51 52 54 55 56 8407 Overpasses & Medians Maintenance 889 1,044 1,044 1,166 1,198 1,236 1,262 1,289 8408 Street Trees Maintenance 723 819 819 745 766 790 807 824 8409 Elmwood Program 290 270 270 239 246 253 259 264 Facilities: 8501 City Hall 468 485 552 481 454 469 479 489 8502 Library 240 252 254 297 305 315 322 328 8503 Service Center 311 299 308 329. 328 338 345 352 8504 Quinlan Community Center 351 382 391 397 408 421 430 439 8505 Senior Center 187 197 199 192 197 204 208 212 8506 McClellan Ranch 79 72 72 81 83 86 88 90 8507 Monta Vista 104 147 148 136 140 144 147 150 8508 Wilson 29 39 39 39 40 41 42 43 8509 Portal 29 29 29 29 30 31 .. 31 32 8511 Crceksidc 64 47 47 52 53 55 56 57 8512 Community Hall 174 217 219 405 400 413 422 431 8513 Teen Center 21 15 15 26 27 28 28 29 8516 BBF picnic facilities 0 0 0 78 80 83 84 86 8830 Street Lighting 483 498 519 316 325 335 342 349 8850 Service Center Operations 0 124 124 139 143 147 151 154 Traffic Management: 8601 Traffic Engineering 376 491 549 492 506 522 533 544 8602 Traffic Signal Maintenance 563 611 696 609 626 646 659 673 8603 School Traffic Improvements 0 0 131 0 0 0 0 0 10,810 11,937 12,533 12,224 12,498 12,892 13,166 13,446 Operating Expenditures 32,956 36,068 37,150 37,371 38,180 39,565 40,281 41,419 58 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 GENERAL FUND (cant.) 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 1,848 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 Z 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 123 123 125 128 133 135 138 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 0 989 750 814 1,250 1,250 1,250 1,250 ENVIRON. MGMT. /CLEAN CREEKS /STORM DRAIN 0 S00 800 0 0 0 0 8004 Non Point Source 391 529 529 589 513 529 540 552 TRANSPORTATION 8403 Sidewalk, Curb and Gutter Maint 8404 Street Pavement Maintenance 8405 Street Signs/Markings 9457 CIP - Monument Gateway Sign 9443 CIP - Bollinger Bike Lane /Calabzas Cr Brd 9450 CIP - Pavement Management 9458 CIP - Pavement Management -Prop 1B 9455 CIP - Pavement Management -Prop 42 9456 CIP - Pavement Management -ARRA 9451 CIP - Curb, Gutter, Sidewalk, ADA Ramps 9452 CIP - Rancho Rinconada Street Study 94xx CIP - Pavement Mgmt CMAQ /STP Completed Projects 391 529 529 589 513 529 540 552 121 123 123 125 128 133 135 138 134 194 194 260 231 239 244 249 430 406 410 430 442 456 466 475 0 35 35 0 0 0 0 0 0 0 208 0 0 0 0 0 989 750 814 1,250 1,250 1,250 1,250 1,250 0 S00 800 0 0 0 0 0 138 0 362 0 0 0 0 0 617 700 883 0 0 0 0 0 357 750 1,474 215 200 250 250 250 0 0 100 0 0 0 0 0 0 0 0 0 574 0 0 0 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 GSr7 63 EXPENDITURE ESTIMATES DEBT SERVICE FUNDS PUBLIC FACILITIES 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 64 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 PROJECTS 9124 McClellan Ranch Facility Improvements 9126 Sterling Park Construction 9127 Lawrence & Mitty Park (Saratoga Creek) 9129 Stocklmeir Orchard Irrigation 9130 Wilson Park Irrigation Renovation 9133 Environmental Education Facility 9136 Scenic Circle Access 9140 Park Path & Park Lot Repairs Resurfacing 9141 `frail Resurfacing at School Sports Fields 9142 McClellan 4H Sanitary Connection 9143 Blacksmith Shop McClellan Ranch 9229 City Hall Emerg Generator/PG &E Upgd 9235 Service Center Security Gate 9237 Quinlan Center Trellis 9241 Library Fountain 9252 McClellan Ranch Repairs and Painting 9253 AM Station Antenna Relocation 9254 EEC Generator Connection and Repair 9256 Service Center Tool Crib 9257 Community Hall AV Upgrades 9258 Library Parking 9259 Emergency Van Upgrade 9549 We Routes to School - Garden Gate 9550 Traffic Signal Battery Backup System 9557 beAnza/McClellan/Pacifica Signal Mod 9558 Various Trf Signal/Intersection Modif 9704 Streetlight & Irrigation Conservation Project Savings Completed Projects Capital Projects 7 0 154 0 0 0 0 0 400 0 257 0 0 0 0 0 0 0 0 0 1,300 0 0 0 0 50 50 0 0 0 0 0 0 0 150 0 0 0 0 0 0 200 206 0 0 0 0 0 18 110 342 0 0 0 0 0 0 250 250 0 0 0 0 0 0 125 125 0 0 0 0 0 0 45 45 0 0 0 0 0 0 0 250 0 0 0 0 0 10 0 16 0 0 0 0 0 25 0 25 0 0 0 0 0 202 0 97 0 0 0 0 0 183 55 Us 0 0 0 0 0 0 15 100 0 0 0 0 0 0 70 8o 0 0 0 0 0 0 0 400 0 0 0 0 0 0 40 40 0 0 0 0 0 0 50 50 0 0 0 0 0 0 100 100 0 0 0 0 0 0 0 75 0 0 0 0 0 0 0 433 0 0 0 0 0 0 50 50 45 0 0 0 0 0 0 200 0 0 0 0 0 13 0 38 0 0 0 0 0 0 0 1,990 0 0 0 0 0 0 0 -696 0 0 0 0 0 501 0 0 0 0 0 0 0 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 487 150 294 0 0 0 0 0 Transfers Out from Current Operations 487 150 294 603 0 0 0 0 TOTAL CAPITAL EWROVENIENT 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 65 EXPENDITURE ESTIMATES CAPITAL PROJECT FUNDS (eonL) STEVENS CREEK CORRIDOR PARK 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 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 Adopted Revised ME 67 Actual Budget Budget FIVE YEAR FORECAST ( in thousands) 2 009 -10 2010 -11 2010 -11 2011 -12 2012 -13 2013 -14 2 01 4 - 15 2015 -16 ENTERPRISE FUNDS RESOURCE RECOVERY 8003 Solid Waste & Recycling 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 BLACKBERRY FARM GOLF COURSE 6440 Golf Course 457 631 491 501 515 531 542 554 9139 CIP Irrigation Upgrade & Hole Modi£ 0 550 550 200 0 0 0 0 457 1,181 1,041 701 515 531 542 554 SPORTS CENTER 6450 Sports and Physical 1,268 1,515 1,471 1,489 1,530 1,579 1,612 1,646 8510 Maintenance 231 254 274 332 230 237 243 248 9230 CIP - Tennis Court Resurfacing 62 0 18 0 0 0 0 0 1,561 1,769 1,763 1,821 1,761 1,816 1,855 1,894 RECREATION PROGRAMS 6349 Cultural, Youth and Teen Programs 1,188 1,261 1,071 1,281 1,317 1,358 1,387 1,416 6449 Sports and Physical 661 1,096 821 935 961 991 1,012 1,034 9129 CIP Stocklmeir Orchard Irrigation 0 0 0 50 0 0 0 0 9132 CIP Park Tennis Court Resurfacing 63 0 162 0 0 0 0 0 9137 CIP Temporary Dog Park -Mary Ave. 0 225 225 0 0 0 0 0 9138 CIP Stocklmeir Legacy Farm 0 50 0 0 50 400 0 0 91xx CIP Sports Center Sports Court 0 0 0 250 0 0 0 0 9248 CIP Monta Vista Floors Cabinets 23 0 5 0 0 0 0 0 9255 CIP Quinlan Interior Analysis & Upgrade 0 30 30 200 200 0 0 0 Completed Projects 508 0 0 0 0 0 0 0 Project Savings 0 0 -307 0 0 0 0 0 0100 Transfer to BBI~ Golf Course 0 400 400 50 0 0 0 0 0100 Transfer to Stevens Crk Corridor Park 0 0 0 207 0 0 0 0 0100 Transfer to Capital Improvement 0 200 200 0 0 0 0 0 2,443 3,262 2,607 2,973 2,528 2,749 2,399 2,450 ME 67 EXPENDITURE ESTIMATES Adopted Revised l I! Actual Budget Budget FIVE YEAR FORECAST (in thou sands) 2009 -10 2010 -11 2010 -11 2011 -1 2 01 2 - 13 2 013 -14 2014 -15 2015 -16 INTERNAL SERVICE FUNDS 1,117 972 999 1,031 1,052 1,075 9820 Equipment Acquisition 0 25 192 INFORMATION TECHNOLOGY 300 300 300 300 0100 Transfer to General Fund 504 0 0 0 0 4800 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 4512 Insurance 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 1 NOTES .. .• CITY COUNCIL AND COMMISSIONS Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Proposed CITY COUNCIL 1000 CITY COUNCIL 236,187 237,482 255,039 311,159 236,187 237,482 255,039 311,159 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 TOTAL 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 14;315 15,303 16,283 1,743 0 0 0 86,270 98,727 95,315 97,491 6,637 2,040 7,297 7,402 169,942 175,628 200,821 199,724 406,129 413,110 455,860 510,883 67 70 ADMINISTRATION Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Proposed 1200 CITY MANAGER 1201 COMMUNITY OUTREACH 1300 CITY MANAGER DISCRETIONARY FUND 1500 LEGAL SERVICES TOTAL 336,000 341,703 380,858 420,179 76,639 70,496 87,991 88,974 37,974 28,940 35,000 35,000 480,179 617,392 648,794 663,503 930,792 1,058,531 1,152,643 1,207,656 68 71 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 1NTEROPERABTLITY 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 72 PUBLIC AND ENVIRONMENTAL AFFAIRS Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Proposed 3300 COMM — UNITY RELATIONS 3400 CUPERTINO SCENE 3500 GOVERNMENT CHANNEL 3501 GOVERNMENT CHANNEL- SPCL PROJ 3502 PUBLIC ACCESS SUPPORT 3600 CITY WEBSITE 3700 ENVIRONMENTAL AFFAIRS 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 73 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 43 00 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 47,694 736,507 48,356 707,786 51,682 775,314 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 71 74 701,156 745,271 757,324 766,499 Expenditures by Division INFORMATION TECHNOLOGY 4800 INFORMATION TECHNOLOGY 9800 EQUIPMENT ACQUISITION 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 72 75 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 75 PARIS AND RECREATION Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Proposed PARKS AND RECREATION 601.0 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 0 0 0 329,350 338,957 356,735 329,350 338,957 356,735 521,490 487,625 34,930 153,442 379,388 562,461 690,183 34,704 168,131 363,491 566,516 773,057 31,750 190,924 381,552 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 1,576,875 1,818,970 1,943,799 19,300 369,886 389,186 577,984 578,308 38,127 193,714 364,384 1,752,517 299,401 33,353 6,078 63,439 97,829 1,040,638 274,305 27,469 5,925 74,817 87,467 1,193,740 333,287 34,184 4,174 59,180 126,572 1,261,309 319,616 33,192 3,574 65,257 120,750 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 76 Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Proposed SENIOR CENTER PROGRAMS/STEVENS CREEK TRAIL/BLUE PHEASANT 6500 SENIOR ADULT PROGRAMS 6529 SENIOR CENTER CASE MANAGER 6549 RECREATION PROGRAMS 6660 BLUE PHEASANT RESTAURANT 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 74 77 1,108,609 1,100,627 1,256,212 1,264,052 TOTAL 7,399,569 7,583,322 8,931,083 8,445,820 74 77 COMMUNITY DEVELOPMENT Expenditures by Division 2008 -09 2009 -10 Actual Actual 2010 -11 2011 -12 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 1;111111011 W 7501 GENERAL BUILDING 7502 CONSTRUCTION PLAN CHECKING 7503 BUILDING CODE ENFORCEMENT 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 1 5,841,431 4,118,984 5,152,393 5,708,843 270,606 270,606 279,252 279,252 268,737 284,699 754,971 748,599 992,462 993,380 260,179 249,920 234,580 225,550 394,811 617,006 614,850 752,000 184,740 196,830 203,279 323,985 1,594,701 1,812,355 2,045,171 2,294,915 87,045 79,192 86,986 90,701 15 0 0 0 840,000 48,388 278,591 236,152 64,060 59,201 64,950 54,497 1,246,468 245,912 440,294 440,790 28,881 49,207 40,300 41,000 2,266,469 481,900 911,121 863,140 75 78 268,737 284,699 PUBLIC WORKS Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Proposed 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 518,918 155,889 518,704 156,270 579,360 125,526 548,931 120,536 674,807 674,974 704,886 669,467 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 15 8, 808 2,617,620 2,553,184 2,902,607 3,037,609 76 79 Expenditures by Division 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 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 91,875 163,698 121,511 122,974 125,020 195,038 134,230 194,363 260,453 454,925 433,492 406,471 430,271 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 2,149,534 421,546 467,429 485,072 480,562 241,221 241,371 252,216 296,541 309,358 312,621 298,807 328,288 364,069 350,693 382,416 397,418 185,233 189,017 196,697 192,184 61,419 79,429 71,954 81,288 116,667 104,320 147,5 135,680 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 :1 78 81 Expenditures by Division 2008 -09 2009 -10 2010 -11 201I -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 81 NON - DEPARTMENTAL Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Proposed 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 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 8,023,249 11,106,015 10,550,000 7,478,000 5301 PUBLIC FACILITIES CORPORATION 5306 TRAFFIC IMPACT 3,533,714 3,536,264 3,534,964 3,535,144 37,050 34,800 36,838 0 79 82 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 82 NOTES EM Improvements Fiscal Years 2011 -12 to 201 5 -16 81 m r w) r O: E Ni L i L NI a Yi y , v � SI � NI E 0 di Q ri O' N i� Q r } O N G1 LL - N 43) T N r � N IL C N � d CA e � � O � 3 S7 V m N o w , F- O Cl O Cl 0 0 C o a t O LOCI c00' N r O O Co d 0 0 0 C coo 0 N N N r 0 0 0 0 N 00000 0 x 0 0 0 0 0 a a 0 0 a O 000oo 0 L h "' v CO t Cl) r O �: ° o O O � N � 0 a �: c O N � a O M O a C7 0 o O S ° 0 4 i O O i Ln C14 i CV N S O a < Cio °° < N N r � O O i O a i Lo LO S N N i C) q ° o i u° O o I i N N St7 i � S O O i N N r � O CR a o i O O S LO LO i 0 O O an o Corn 'o tir 02 i E ° o °° in w T m to U Cn S1 O Q U O O LO N In CL O 0 lll ° ca E m a m T J Q ) In in r r O Y m N O O O ° 0 0 0 0 C v to U m c p„ rn o 04 _rn fn C ti d a) tiff a o im o w U m a Ll U Li `0 M � U _ �� C c a � N ' ° a LL M L ° rn E ° E o d r s- �- O O 0 C �- Q O O CD Ol va ©y MFG _ �0 022 0 0 = �: �❑ (7 ° 2 ; ID O O fn c CS Ql 3 @ U. � ° W ti n O uCL q` nn �� Y maw m m 0-2 E L T 03 :3 ma ° O L CD M r L-z> o y c o O O O d I.- HL- z ° 0 N ° o N i [CAL LO CJ ° o ° CD ° o 0 co SA m O T N W a O� O O m LO to S O A N r- CO N GO C Nt LO V Lo v an N N N A L6 L O O O O O O O Q 0 0 o o ° ° ° o 0 o °o LO N co to N S" i N ° O 0 O 0 0 O O ° C? !� i• m V) N N d O 0 0 LO v 02 i E c ° w T m to U Cn S1 U 0 L 0. 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O - �Cl Y N N O r c 16 y • E E ° -U m rn "4 a �3 ��E in IL yryu W n ,Z E L N d w '00 " V L ° WD a v o g ro y F y z �W� LL1 0 w °i o n rn m m "m a g p w w v m w o m '� > z 0 a a ID a LL z w a o v a g .o E 0 } G'� v U S c h w : :::::;: s- o$- a a E o r a w w a v n Lam:::: N w w 91 95 U) W J a LL V U- LL m :•. •:�;•tp� :4r: O i O ..... ..• ....... ....... ....... ....... ....... ....... .... ... ... .... ... .... ... ... i . .... ;::ice,: - I 1 I � 0 0 0 OD LO L6 :W: C7 O [n z w .. w IL z u w O :LLB :;:::;:; G: ❑ w z � z z z v w M ❑ 6L :3 o o P O O H U z I.- U ....... w O IQ -� Igu :f3:•:•:• .: �, J 0 w H z F q XX t w tz C9 H Y Y co Z r z U Et w �' z w IJ.: co Ill :�:-:�:�:� :Q: iL U U I- It � II ❑ I[ C7 El C7 Il � Ix !- Cal 96 U) W J a LL V U- LL m N W H U a LL C.) LL 93 97 ..,. Lfy :4:: Ll- CD U C •� •m L ua Z U) N jr LLI ......'.'. I-- m 2 o Z O •# N .�'.'.'.' �.. U EF L F+ N G1 J a O Z > N N W H U a LL C.) LL 93 97 I R 0 94 x € 1 C3 0 C a o 0 Lo n ti I ti n i n i = •... O e :' a O o O o = O o X. _ i € :>•:•:•: M •: •:P7: -: 4 d O 1 Q n to �6 N i O O O O r p t o C t C ..• ti i h i ti fL: a z w LL z g w � Ao: - sn U.1 z �' a_ :: m a 7.... D z j LL O F : z Z ❑ Q Z ¢ z z 0 J C9. ....... JUL: LL J 1¢Q- rx w ¢ j..• C' � a o �. a zULL0)C�O z � - ' U w w m Q Q 1 cgi Q w su It LL U U H O acnraa 0 0 ai I R 0 94 a h co n C to ❑ h .:.,: o O O LO h CV r tQ Qa N O L r � Z C W a W Cc O � a IL z .m .O C � O O. _Z i. R r U) M m Information k. 97 101 SANTA CLARA COUNTY LIBRARY - 14600 WINCHESTER BOULEVARD • LOS GATOS CA 95032 - 408.293.2326.408.364.0161 FAX A D M I N 1 5 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 for 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.santaclaracouniyl i6.oW 102 6)25173 REV 10105 Funding option 0: Santa Clara County Library funding with no City contribution reduces the current schedule by six hours per week Sunda 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 1 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 8 Saturday 10 -6 8 Total hours 1 60 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 Tuesday 1 -9 8 . Tuesday Wednesday 1 -9 8 Thursday 10 -9 11 Friday 10 -6 8 Saturday 1 10 -6 1 8 Total hours 1 1 57 Fundi option 3. SCCL + City funding of $369,770 for twelve additional service hours expands the current schedule by six hours per week 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 C8� Because of the scheduling efficiencies that can be created when more staff positions are added, 4 6,,w 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. & 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 in 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 O7 103 E Cupertino Library Local Funding Support Cupertino City Council June 1, 2010 100 104 Current Cupertino Library Hours Go hours per week Sun Effi- < �� Mon k- - MR N a om G Tue .. W-M W Ea Cupertino City funded; 10 hours ® County Library JPA funded; We o ri Thu Fri V., Sat 2 2 i5i 2 < IL OL a. CL (L Q- a_ M (L a_ 4= o 0 C3 C) 0 0 C, Time of Day 100 104 Local Funding Comparison Cupertino Library Local Funding Support Derek Wolfgram, Deputy County Librarian Santa Clara County Library derek.wolf ram Libra .scc ov.or (408) 293 -2326, ext. 3002 101 105 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.wolf ram Libra .scc ov.or (408) 293 -2326, ext. 3002 101 105