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Budget 2011-2012City of Cupertino Adopted Budget Fiscal Year 2011 -12 www.cupertino.org City of Cu p erti'n4 2011 -12 LL 0 U a � c f, q I.1 W CL 3 T C o� a ' E Ai q C 7 V CJ u w � C � e1 a9 � C C 6 [2 7 _ v 5 C v a C a F D � � 6 E a ' U b V U U •� ° d d a `o w o a` C) U v a F- 6 [2 7 _ v 5 C caw a C a D � � wa E a ' U b V U U •� ° d d a `o w o a` v v cn o � `u `o 0 v � � O a F- m � F 5 C caw a C a D � � wa E a ' U b V 0.0 dear. K W `u O w G O � V} C y J � V1 O d F M O 0. G pr a a a -55 Z5 V b � G Y � O - U . 4 il 8 a v, A o m � a p N 0 z v _ , M w c O 6 m _a C � d L d m � 5 C caw a C a D � � wa E a ' w V V b � G Y � O - U . 4 il 8 a v, A o m � a p N 0 z v _ , M w c O 6 m _a C � d L d p caw a C a wa � w 11 CITY OF CUPERTINO, CALIFORNIA Gilbert Wong Mayor Kris Wang Councilmember Fiscal Year 2011 -12 CITY COUNCIL Mark Santoro Vice Mayor Orrin Mahoney Councilniember Barry Chang Councilmember DIRECTORY OF CITY OFFICIALS David W. Knapp - City Manager Carol Korade — City Attorney Carol Atwood — Director of Administrative Services Timm Borden — Director of Public Works Mark Linder — Director of Parks and Recreation Aarti Shrivastava - Director of Community Development iii CITY OF CUPERTINO, CALIFORNIA Fiscal Year 2011/12 COMMISSIONS AND COMMITTEES AUDIT COMMITTEE PARKS & RECREATION COMMISSION Myoung Kang Mark Santoro Stanley Stemkoski Garrett Wade Barry Chang HOUSING COMMISSION Harvey Barnett Jimmy Chien Radha Kulkarni Nicole Maroko Raj eev Raman FINE ARTS COMMISSION KC Chandratreya Jessi Kaur Russell Leong Rajeswari Mahaliagan Marvin Spielman PUBLIC SAFETY COMMISSION Nina Daruwalla Andy Huang Craig Lee Daniel Nguyen Tamara Pow TEEN COMMISSION Jacqueline Do Ashley Ding Anand Hemmady Dana Lujack Greg Pommier TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION Peter Friedland Wallace Iimura Jitendra Jadhav Rod Livingood Regina Nadkarni David Fung David Greenstein David Lee Darcy Paul Marcia St. Clair LIBRARY COMMISSION Rose Grymes Adrian Kolb Ronald Miller Ann Stevenson Susanna Tsai PLANNING COMMISSION Paul Brophy Clinton Brownley Winnie Lee Marry Miller Don Sun BICYCLE PEDESTRIAN COMMISSION William Chan Mark Fantozzi Ashish Kolli Jill Mitsch Alan Takahashi ECONOMIC DEVELOPMENT Sanika Puranik Carol Atwood Hadar Sachs Paul Brophy Kailash Sundaram Timm Borden Madeline Yip Paula Davis Mike Foulkes David Knapp Orrin Mahoney Aarti Shrivastava Kris Wang John Zirelli FISCAL STRATEGIC COMMITTEE iv Gilbert Wong Mark Santoro Carol Atwood Roger Lee Julia Lamy Aarti Shrivastava David Woo Caffornia Soci o .tunic !'Pa officers Certificate ofAward Excellence in Operating Budget Fiscal Year 2010 -2011 Presented to the City of Cupertino For meeting the criteria established to achieve the Excellence Award in the Operating Budget, February 24 2011 Ronnie Campbell CSMF0 president ai�- Chu Thai, Chair Professional Standards and Recognition Committee Dedicated Excellence in Municipal Financial Reporting The California Society of Municipal Finance Officers issues annual awards for outstanding achievement and contributions to the profession. The City of Cupertino received the award shown above far its 2010-11 annual operating budget. In bestowing this honor, the Society acknowledges the City for its outstanding presentation of financial and budgetary data. Our 2011-12 budget document is intended to meet the Society's high standards and will be submitted again this year to determine eligibility for another award. ►n RESOLUTION NO. 11 -099 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR FISCAL YEAR 2011 -12 BY RATIFYING ESTIMATES OF REVENUES TO BE RECEIVED IN EACH FUND AND APPROPRIATING MONIES THEREFROM FOR SPECIFIED ACTIVITIES AND ACCOUNTS AND SETTING FORTH CONDITIONS OF ADMINISTERING SAID BUDGET WHEREAS, the orderly administration of municipal government is dependent on the establishment of a sound fiscal policy of maintaining a proper ration of expenditures within anticipated revenues and available monies; and WHEREAS, the extent of any project or program and the degree of its accomplishment, as well as the efficiency of performing assigned duties and responsibilities, is likewise dependent on the monies made available for that purpose; and WHEREAS, the City Manager has submitted his estimates of anticipated revenues and fund balances, and has recommended the allocation of monies for specified program activities; NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt the following sections as a part of its fiscal policy: Section 1 : The estimates of available fund balances and anticipated resources to be received in each of the several funds during fiscal year 2011 -12 as submitted by the City Manager in his proposed budget and as have been amended during the budget study sessions are hereby ratified. Section 2 . There is appropriated from each of the several funds the sum of money as determined during the budget sessions for the purposes as expressed and estimated for each department. Section 3 . The City Manager is hereby authorized to administer and transfer appropriations between Budget Accounts within the Operating Budget when in his opinion such transfers become necessary for administrative purposes. Section 4 . The Director of Administrative Services shall prepare and submit to City Council quarterly a revised estimate of Operating Revenues. Section 5 . The Director of Administrative Services is hereby authorized to continue unexpended appropriations for Capital Improvement projects. Resolution No. 11 -099 Vi Section 6 . The Director of Administrative Services is hereby authorized to continue appropriations for operating expenditures that are encumbered or scheduled to be encumbered at yearend. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 21st day of June 2011, by the following vote: Vote Members of the City Council AYES: Wong, Santoro, Mahoney, Wang NOES: Chang ABSENT: None ABSTAIN: None APPROVED: Mayor, City of Cupertino ATTEST: &g1Q City Clerk vii Contents TABLE OF CONTENTS FISCAL YEAR 2011 -12 TITLE PAGE . . . . . . . . . . . . . . . . . . . . i ORGANIZATION CHART . . ii DIRECTORY OF CITY OFFICIALS . . . . . . . . . . . . . COMMISSIONS/COMMITTEES . . . . . . . . . . . . . iv EXCELLENCE IN OPERATIONAL BUDGETING 2010 -11 AWARD . . . . v ADOPTED BUDGET RESOLUTION . . . . . . . . . . . . . vi BUDGET MESSAGE . . . . . . . . . . . . . . . . . I FISCAL STRATEGIC PLAN . . . . . . . . . . . . . . . 7 FINANCIAL AND CITIZEN VALUES . . 138 Mission Statement. . . . . . . . . . . . . . . . . . 23 Financial Values . . . . . . . . . . . . . . . . . . 24 Citizen Values. . . . . . . . . . . . . . . . . 25 l..181 big) ClI1 4111IU1 Elements of the Budget Document . . . . . . . . . . . . . 31 Structure of the City's Finances . . . . . . . . . . . . . . 33 The Annual Budget Process . . . . . . . . . . . . . . . 34 Glossary of Budget Terminology . . . . . . . . . . . . . . 35 Commonly Used Acronyms .. . . . . . . . . . . . . . . 38 COMMUNITY PROFILE . . . . . . 105 History of Cupertino . . . . . . . . . . . . . . . . . 41 Community Economic Profile. . . . . . . . . . . . . . . 42 FINANCIAL AND PERSONNEL SUMMARIES Budget Summary . . . . . . . . . . . . . . . . . 49 Revenue and Expenditure Charts . . . . . . . . . . . . 50 Revenue Summary . . . . . . . . . . . . . . . . . 54 Personnel Summary . . . . . . . . . . . . . . . . 69 Five Year Budget Forecast . . . . . . . . . . . . . . . 77 Appropriations Limit . . . . . . . . . . . . . . . . . 105 PERFORMANCE MEASURES . . . . . . . . . . . . . . . 107 DEPARTMENTAL OPERATING BUDGETS COUNCIL AND COMMISSIONS City Council . . . . . . . . . . . . . . . . . . . 124 Technology, Information & Communications Commission . . . . . . . 126 Library Commission . . . . . . . . . . . . . . . . . 128 Fine Arts Commission . . . . . . . . . . . . . . . . 130 Public Safety Commission . . . . . . . . . . . . . 132 Bicycle and Pedestrian Commission . . . . . . . . . . . . . 134 Parks and Recreation Commission . . . . . . . . . . . . . 136 Teen Commission . . . . . . . . . . . . . . 138 Planning Commission . . . . . . . . . . . . . . . . 140 Housing Commission . . . . . . . . . . . . . . . . 142 h11!].0 .121L1.1r.7:rIMal City Manager . . . . . . . . . . . . . . . . . . 148 City Manager Discretionary Fund. . . . . . . . . . . . . . 150 Legal Services . . . . . . . . . . . . . . . . . . . 152 LAW ENFORCEMENT Law Enforcement . . . . . . . . . . . . . . . . . . 158 PUBLIC AND ENVIRONMENTAL AFFAIRS Community Relations . . . . . . . . . . . . . . . . . . 164 Cupertino Scene . . . . . . . . . . . . . . . . . . . 166 Government Channel . . . . . . . . . . . . . . . . . . 168 City Website . . . . . . . . . . . . . . . . . . 170 Environmental Affairs . . . . . . . . . . . . . . . . . 172 ADMINISTRATIVE SERVICES Administration . . . . . . . . . . . . . . . . . 180 Accounting /Business Licensing. . . . . . . . . . . . . . . . 182 City Clerk /Duplicating & Mail/Elections . . . . . . . . . . . . 184 Emergency Preparedness . . . . . . . . . . . . . . . 186 Human Resources /Retiree Medical /Insurance Admin /Risk Management . . . . 188 Code Enforcement . . . . . . . . . . . . . . . . . . 190 Information Technology . . . . . . . . . . . . . . . . . 192 PARKS AND RECREATION Administration . . . CAPITAL IMPROVEMENTS Five Year Capital Improvements Program . . . . . . . 265 Budget Message CUPERTINO June 21, 2011 To the Citizens of Cupertino, Honorable Mayor and Members of the City Council Subject: Fiscal Year 2011112 Budget Message Enclosed are 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. This is not to say that we are without challenges in producing a balanced budget. This 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 limit 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 flan to counter balance economic uncertainties and plan for recessionary times. This plan identifies revenue and i 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 Treads Fiscal year 07108 - The City finished the 07108 fiscal year with revenue exceeding expectations by $745,000 (1.8 %) due to growth in sales taxes, hotel taxes and interest earnings. Development- related fees and taxes were down however, thus signaling the start of the current recession. Carefiilly controlling our expenditures resulted in a savings of $2.1 million (6.2'/0) which, when added to the additional revenue, helped fund the $11.7 million obligation from the General Fund for capital improvement projects. Fiscal Year 08109 - City service levels were kept intact and in some areas, including pavement management, enhanced with additional outside revenue. Revenue projections were adjusted to reflect the anticipated economic downturn which started in the fall of 2008. The recession continued to suppress transient occupancy taxes, property transfer taxes, utility user taxes, building permits and interest earnings. Construction activity declined with developers requesting extensions and phasing in plans for approved projects. Property taxes, charges for services in the areas of engineering fees and recreation revenues, and fine revenues withstood the economic downturn. Unlike other communities, Cupertino did not experience a decline in residential home values, a reflection on our excellent schools. Sales tax actual revenues in both the retail and business -to- business sectors declined across the board. New capital improvement projects were limited since most available funds had already been programmed, and project administration capacity had been fully committed. Due solely to operational savings, the General Fund ended the year in a positive position. Fiscal Year 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. The city's unreserved, undesignated fund balance absorbed the majority of the loss dropping from $4.857 million to $207,000 at June 30, 2010. 2 Fiscal Year 10 /11- The adopted budget for this year projected a net loss in the General Fund of approximately $1.4 million dollars as a result of the lingering recession, and we are just now starting to see signs of economic recovery. By March of 2011, total actual revenues exceeded 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 property remained 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 were 2% over the prior year, which was on track with current projections, with budget savings anticipated by June 30, 2011. 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 M- funding of our Gas Tax maintenance of effort only at $750,000. All other capital project or pavement management funding comes from grants or savings from other projects; ✓ 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 $1.216 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's staying fiscally sustainable and able to fund needed pavement management, capital projects, deferred maintenance, probable State take -aways and adequate reserve levels for the future. Those proposals are outlined on page 7 in the Fiscal Strategic Plan Section of this proposed budget. The major elements of that plan for Fiscal Year 2011/12 recommend that the City endorse an increase in our hotel tax from 10% to 12% in conjunction with our November municipal election and investigate property owner support for increasing our storm drain/clean creeks assessment to recover all program costs. You might recall that this $12 /year property tax assessment has not been increased since its inception in 1992, and costs have escalated over the past 19 years. The adopted budget reflects a very modest cost of living increase for our employees. It continues with our selective hiring freeze and does not add new positions to our existing full -time 3 workforce. Nine positions are currently on hold and these, and any new vacancies, will be carefully reviewed to ensure service continuity in the context of recession. In addition to staffing, the adopted budget includes: Vehicle Fleet Replacement $735,000 Park and Building maintenance 471,900 Extended Seven Day Library Service 371,000 SCC Housing Trust Fund — RDA contract agreement 250,000 Community Events including festivals, Earth Day, Cupertino Day & 194,000 National Night out at Blackberry Farm November Election Costs 175,500 Storm Drain /Clean Creeks mail -in ballot measure 90,000 Transitional Funding for Marsha Hovey 45,000 Gonsalves & Sons contract 42,000 Silicon Valley Regional Interoperability Joint Powers Authority 38,129 Additional Crossing Guards 30,000 Lehigh Water Quality Study 20,000 Euphrat Museum 15,000 AlertSCC 15,000 Cupertino Historical Society 5,000 Deer Hollow Farm 5,000 Enhanced Holiday Tree Lighting 5,000 The following major capital improvement projects have been funded during fiscal year 11/12: Pavement Management (Gas Tax and General Fund) Stevens Creek Corridor Park Phase 2 Fenced Dog Park Curb, Gutter, Sidewalk Repairs and ADA Ramps Quinlan Center Interior Upgrades Linda Vista Park Improvements Minor Storm Drain Improvements Various Traffic Signal Intersection Modifications Civic Center Master Plan McClellan Ranch /Simms House Master Plan Stocklmeir Orchard Irrigation North Stelling Rd /I -280 Bridge Pedestrian Lighting & Upgrades Various Minor Intersection Traffic Signal Battery Back -up System $1,450,000 1,200,000 250,000 215,000 200,000 75,000 75,000 75,000 50,000 50,000 50,000 50,000 45,000 Major capital improvement projects funded for fiscal year 12/13 and beyond include: Stevens Creek Corridor Park Phase 2 Stocklmeir Legacy Farm Quinlan Center Interior Upgrades $2,100,000 450,000 200,000 0 Fiscal Year 11112 Highlights, continued Funding requests not included in this proposed budget are as follows: Lawrence -Mitty Park Additional Funding $4,500,000 Pavement Management Gap Funding 2,050,000 McClellan Ranch Blacksmith Shop 250,000 Wilson Park Irrigation System Renovation 150,000 Blackberry Golf Pro -Shop Upgrades 150,000 Commercial Allocation & Rezoning or BQ /GPA 125,000 Information Technology Requests 124,000 Marketing Coordinator for the Enterprise Funds 97,000 Playground Apparatus Replacement — various parks 70,000 Streetscape Improvements 55,000 Traffic Management Studies at Three Intersections 50,000 Blackberry Golf Course Master Plan 50,000 Sign Shop Modifications 3 8,500 HVAC Improvements to City Hall 35,000 Electric Vehicle Charging Station 30,000 Quinlan Center Repainting 30,000 Sports Center — Court, Pool, or Covered Gym Study 25,000 EOC Audio/Visual Upgrades 25,000 Senior Center Patio Furniture Replacement 22,000 Lighting Upgrades — Public Works Service Center 20,000 Repainting of the Sports Center Racquetball Courts 17,000 Various Maintenance Requests — Monta Vista Rec Center 11,100 Conclusion I am pleased to submit to you a balanced budget for the upcoming fiscal year 2011/12 and beyond. We are currently managing the economic downturn with a reduced revenue base that is providing us the funding for our anticipated operational and capital needs. However, national economic forces and the fact that our fiscal health is strongly tied to business -to- business sales tax producers require that we stay firm in our commitment to implement the Fiscal Strategic Plan. This means supporting economic development, embarking on new revenue sources, and continually seeking ways to deliver high customer service more efficiently. Respec fully submitted, tj David W. Knapp City Manager k NOTES - F-7 * P iscal Strategi"c Plan FISCAL STRATEGIC PLAN Why a Fiscal Strategic Plan? The years 2000 to 2004 brought Silicon Valley a long - running recession which was exacerbated by increases in retirement and medical costs, energy costs, new infrastructure service needs and the State of California take - always. All of these factors severely undermined the ability of the City of Cupertino to continue delivering high quality municipal services. The City weathered the economic storm by cutting service levels, freezing up to 17 staff positions, refinancing debt service, turning to a full cost recovery fee structure for certain services, realizing one -time revenues through sale of surplus property and reducing employee compensation through direct salary cutbacks and work furloughs. Service levels clearly suffered and sacrifices were necessary across the board. Our revenue mix, heavily reliant on business -to- business sales tax, left us vulnerable to the whims of economic fluctuations. Our retail sales tax was significantly underperforming due to the condition of older shopping centers in the community and the loss of several significant revenue producers. Finally, Cupertino, one of four no -low property tax cities frozen by pre - Proposition 13, received a meager 3.5% of the property tax dollar. It became apparent that the City needed to annually evaluate its revenue structure to ensure more reliable and less volatile revenue sources, and its cost structure to ensure that services were performed in a cost effective manner. The result was the adoption of the Fiscal Strategic Plan which has become an integral part of the budget process. The ``Plan" identifies areas to reposition our revenue composition and analyze associated service delivery costs. By reviewing these two key areas on an annual basis, we are better able to position ourselves to weather the impact of current and future changing economic conditions, continue existing programs and fund new service levels. In addition to the above, the Fiscal Strategic Plan Committee recommended that the City fund its reserves at appropriate and/or mandated levels. Reserves were targeted for approximately 30% of our annual General Fund expenditures with additional reserves for State take- aways, infrastructure, vehicle / equipmcnt 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 9 Decrease Expenditures and Risk Exposure. This proactive policy has resulted in the City of Cupertino being in a financially sustainable position in relation to other cities, counties and the State of California. Its continuation will ensure that the leadership of Cupertino will constantly ask if we are providing the best possible service at the best possible cost to our constituents, and to constantly embrace and investigate new ideas in revenue generation and service delivery. 7 FISCAL STRATEGIC PLAN General Fund Trends Revenues versus Expenditures (including Capital Project Funding) Expenditures exceed revenues in fiscal years 2007 -08, 2009 -10, and 2.011 -12 due to funding of capital improvernent projects from general fund reserves, and in 2010 -11 from the authorization of a housing loan. FISCAL STRATEGIC PLAN Implementation Schedule The following Fiscal Strategic Plan Strategies have been/are being implemented in conjunction with the annual budget process over the past five years: Fiscal Year 2011112 ✓ Legislate Tax Equity Allocation — Phase H; ✓ Propose a 2% increase in Transient Occupancy Tax in conjunction with the 2011 City Council election; ✓ Survey citizen support to update the Storm Drain/Clean Creels 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 Foothlll/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. 7 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 1; Change Accounting for Enterprise Funds; ✓ Investigate replacement of one -time revenues for the General Fund. 10 FISCAL STRATEGIC PLAN Automate and Streamline Service Delivery We currently have 162.75 full -time equivalent positions in our budget with approximately 40% of the General Fund operating expenditures associated with salary and benefit costs. Each year, the Committee reviews the structure of our organization and discusses areas to automate or streamline. This task is critical since long -term trends for what we call "hidden" costs (medical insurance premiums, workers compensation and retiree medical costs) are directly associated with the number of our employees. The more we can streamline or contract out services, the more we can control these current and long -term costs. Past and current hiring freeze scenarios have demonstrated that we cannot reduce our workforce and maintain all existing programs for any length of time. Our organization is too lean and too flat to accommodate this option without experiencing declines in customer satisfaction and service levels. If the City ever goes to a workforce reduction, programs associated with those staffing reductions need to be identified and either contracted out, modified or eliminated. 350 -- - -- - - - - - - 345 - -- - — 340 - - 335 — -- - - -- - — 330 - - - - 325 320 - - 315 310 — 305 300 _ - --- - 2004 2005 2006 2007 2008 2009 2010 M Residents /Employees We also need to be cognizant of our future personnel needs. Law enforcement needs will be reviewed in conjunction with annexations and the development of new residential and commercial buildings on a proactive basis. New programs will be analyzed as to personnel requirements. 11 FISCAL STRATEGIC PLAN Automate and Streamline Service Delivery, continued The Committee identified several areas for potential short term and/or long term savings for Council's consideration. A. Streamline and reposition our workforce as opportunities arise.. Status: Implemented and Ongoing. As future vacancies occur through attrition, the City will consider opportunities to streamline and reposition our workforce whenever feasible_ All vacant positions will be reviewed to identify opportunities for automation, level of effort shifts or other cost . saving ideas. To enhance the skill set of our current workforce, the City has implemented a Talent Exchange Program to provide interdepartmental and project experience for interested employees. In lieu of sending employees offsite or to other organizations, this program will give them the opportunities for resume building here in Cupertino. B. Implement E- Services with the goal of bringing City Hall to the customer and reducing our cost of service delivery. Status: Implemented and Ongoing. In 2006/07, an E- Services Master Plan was adopted to address automation opportunities of government services. Examples of products currently available or in- process include: ➢ Parks & Recreation Registration ➢ Permit tracking ➢ Records management/retrieval On -line job applications ➢ On -line business licenses Intranet information ➢ Citizen Concerns ➢ Economic Development Information ➢ Community Outreach Information ➢ Code Enforcement Tracking ➢ Webslte Revision On -line forms C. Consider using artificial turf in our athletic fields to reduce maintenance, water usage and risks associated with injury. Status: Not implemented at this time. Utilization of artificial turf is a growing trend to curb the rising costs of maintenance, water usage and general liability claims. The committee recommends that we use all future youth sports league fees for refurbishment of the fields and that we pursue utilization of artificial turf and solar energy whenever feasible and cost effective. 12 FISCAL STRATEGIC PLAN Automate and Streamline Service Delivery, continued D. Pursue alternate energy sources for the City's infrastructure, vehicle replacement and operational needs. Status: 1. Purchase hybrid vehicles where feasible; Z Replace irrigation systems and street lights with new technology; 3. Replace operational expenditures with more sustainable products where feasible; 4. Offer solar options to residents via the SCC program; S. Streamline the consent calendar items; b. Implement paperless agendas and packets far Council and Commissions. The Committee recommends the City investigate use of alternative energy and/or "green" programs for application in City facilities, vehicles and operations where it is a proven cost benefit. Stabilize and Reposition Revenue Sources Cupertino has historically been heavily dependent on sales tax as a major General Fund revenue source, however trends over the past ten years have changed not only the percentage of revenue received from this source (23 %) but also the mare -up of where the revenue is coming from. Ten years ago, over 50% of our sales tax base came from the retail sector where today 73% is from the business -to- business or the high -tech sector. SalesTax by Economic Category 12,000,000 10,000,000 x,000,000 6,000,000 4,000,000 2,000,000 Year Ending Quarter ■Business to Business ®General Retail ■ POW products ■ Transportation a Cpnstrudian o Nfisccilancous Our largest sales tax producer, Apple Computer, comprises 34% and given the volatility of the high tech industry, this fact alone has put this revenue source in an "at risk" situation. To add to this concern, the State is continuing its efforts to change the way Internet sales are reported and, if they are successful, will dramatically affect the amount of sales tax revenue currently received. 13 200812 200912 2010/2 FISCAL STRA'T'EGIC PLAN Stabilize and Reposition Revenue Sources, continued During the recent years of budget cuts, we have mainly focused our efforts on reduction of expenditures. New revenue sources need to be identified and implemented for long -term financial stability. The Committee believes that it would be prudent to consider the following revenue strategies: A. Pursue Tax Equity Allocation (TEA) relief with Santa Clara County and the State. Status: 2006 /07 successfully legislated to 79 ofproperty tax. Additional adjustment to the SCC ERAF % obligation is needed to realize all of this increase. When Proposition 13 passed in 1978, it froze property taxes at their current levels. This action created significant problems for cities that at the time had low property tax rates because they couldn't raise those rates to meet their community needs. Four cities, including Cupertino, are significantly below the average. During 2006107, the passage of State legislation reversed a 1980's decision and restored a portion of our property tax revenue, which had been lost to the County. City Council was instrumental in getting this legislation approved. This TEA change provided another $1.35 million in property tax for the fiscal year and brought us to our 7% no /low property tax statutory rate. As part of the agreement to enact this legislation, the City had to pay the former County ERAF rate on these monies to make the State whole. The rate difference between what is paid by Cupertino and the County is substantial. We will continue to work on the ERAF issue to finish correcting the inequitable distribution of property tax. If successful, this would result in an additional $982,000 to $1,308,000 per year in property tax. D. Re- assess Park Dedication Fees on an ongoing basis to capture rising real estate costs associated with park acquisition. Status: Implemented and Reviewed every 2 years. Each time a new development application comes to the City, real estate costs should be researched to ensure that the park dedication fees are current and reflect appropriate costs for property acquisition. This will ensure that our purchasing power is not diminished. C. Negotiate with Lehigh regarding future land use rights in exchange for annexation. Status: Property owner not interested at this time. Lehigh currently resides in the County but utilizes Cupertino streets for access to its site. The cement trucks that frequent Foothill Boulevard and Stevens Creek inflict much more street and landscape maintenance needs than the average user. Cupertino has been absorbing the traffic and pavement issues associated with this business, but receives no revenue benefit. It is estimated the utility users' tax from this site alone will bring over $750,000 per year to the City. The committee recommends pursuit of annexation in exchange for future land use rights. 14 FISCAL STRATEGIC PLAN Stabilize and Reposition Revenue Sources, continued D. Support Redevelopment /Economic projects. Status: Implemented and Ongoing. Analysis shows us that our regional mall is producing well below the average sales tax per square foot that is required to have a strong operation. One -third of all retail space in the city is located in Cupertino Square. Its success means important commercial services for our residents and needed sales tax dollars to fund municipal services. Development for Vallco and other major To decrease our dependence on the business -to- business sector, we recommend strong support for the mall redevelopment. In addition, as new developments come before the Planning Commission and City Council, we recommend a quality retail component be incorporated into the project. E. Consider an Entertainment Tax. Status: Not implemented at this time. An Entertainment Tax applied to our theaters would produce revenue that we currently do not receive in sales tax, given the makeup of that industry, to more appropriately snatch revenue generation to city services. F. Consider update of our Utility User Tax (UUT) Ordinance to ensure continuation of revenue from cell phones. Status: New UUT Ordinance approved by 75 %+ of the voters in November 2009 election. This ordinance updated obsolete language to reflect recent trends in technology and retain existing UUT revenue such as cell phone remittances. G. Consider increasing our Transient Occupancy Tax (TOT) from 10% to 12 %. Status: Proposed TOT Ordinance to be on the November 2011 election. Estimated revenue $440,0001yr. The Committee recommends that we consider placing this measure on the ballot to help offset the loss of HP sales taxes of $1 million per year starting in FY 12113 15 FISCAL STRATEGIC PLAN Stabilize and Reposition Revenue Sources, continued H. Phase out one-time revenue to the General Fund. Status: Implemented and Ongoing. Transition out park dedication fee payback to the General Fund starting in fiscal year 06/07. The Committee believes that the payback of park acquisition costs inflates the General Fund revenue and gives the impression that this is on -going revenue from operations. I. Consider a Vehicle Impact Fee. Status: Not implemented at this time. Several cities in California have successfully levied a street impact fee on heavy vehicles to offset the wear and tear on city streets from oversized equipment. Such an assessment would pass the cost of street repairs due to extra weight usage through to the company and provide needed hinds for maintenance. The City Attorney's Office has identified possible legal issues in regards to recent court decisions surrounding nexus of such a fee. J. Consider updating the Storm Drain Ordinance to reflect current costs of the program. Status: Investigate Voter opinion in January 2012 with the intent of pursuing a mail= in ballot for property owners. The Storm Drain Ordinance was adopted in 1992 setting a $12 /year property tax assessment to pay for the program. Proposition 218 denied the Council from increasing the fee annually via resolution and required a municipal election for any fee increases. The fee has not been increased for 18 years and is requiring a subsidy from the General Fund of approximately $200,000 to $300,000 per year. K. Establish new Below Market bate (BMR) Unit criteria and reflect new legal requirements. Status; Negotiate and implement in FY12 113. Staff has been asked to review current BMR Unit criteria in light of the new legal requirements and neighboring city policies. L. identify the Fair Market Value of our Water Company. Status: Not implemented at this time. The City has been approached by San Jose Water Company for possible extension of the current Water Company lease or outright sale of the entity. Proceeds could be utilized to negotiate a property swap for the Lawrence Mitty linear park. 16 FISCAL, STRATEGIC PLAN Decrease Expenditures and Risk Exposure The Committee Iooked at our major programs in relation to operating costs and risk exposure associated with general liability claims and workers compensation claims. Currently, claim costs are paid directly by the Risk Management Division, which results in an understatement of the true cost of service of some of our programs. For high- exposure or highly loaded "hidden cost" programs, additional trend analysis was performed to establish what other municipalities are implementing in an effort to decrease expenses and areas of risk. Several suggestions for potential short term and/or long term savings have been identified for consideration: A. Require developers to maintain new open space associated with their projects. Status: Implemented and Ongoing. With new parks and open space come the costs associated with maintaining those green spaces throughout our city. The Committee believes that it is in our best interests to use the permit process to require the developer to pay for, or provide for, mechanisms that fund the maintenance of these parks. It is estimated that it costs the Public Works Department approximately $40,000 per year for every new acre of parkland that goes on -line. This recommendation would hold the line on our park maintenance and help control future costs in this area. 17 FISCAL STRATEGIC PLAN Decrease Expenditures and Risk Exposure, continued B. Contract School Maintenance Status: Not Implemented at this time. In the 1990's, the City issued approximately $5 million in bonds to refurbish 9 school sports fields. The agreement with CUSD provided that we refurbish and maintain the fields in exchange for their use during non - school hours. This provided an excellent partnership by providing CUSD with high- quality fields and the City with expanded parkland. This has resulted however in a duplication of both maintenance equipment and workers between the two organizations. Currently, our Ground Maintenance Division mows 33.17 acres and edges 24,305 linear feet of turf at these school sites. Transitioning the mowing operation _ o n nly to CUSD would reduce our long -term "hidden costs" and our vehicle and equipment replacement needs. The current cost to provide mowing service to the schools is $137,594 out of $555,000 in total expense per year. C. Add Capital Improvement Projects only if on -going maintenance funding can be identified (LLD, homeowners association, development maintained /owned). Status: Implemented and ongoing. The City is currently using the permit process to incorporate private maintenance of sidewalks, medians and other improvements for new developments. For City projects, all associated budget costs should be considered with the adoption of the original budget for the Capital Improvement Program. 18 FISCAL STRATEGIC PLAN Decrease Expenditures and Risk Exposure, continued A Increase the number of Block Leaders, Neighborhood Watch Program and CERT graduates. Status: Implemented and ongoing. Increases in these programs will capitalize on community policing and reduce /maintain sheriff costs. We also encourage commissioners to become involved in these programs. E. Change accounting for Enterprise Funds Status: Implemented and on going. The Committee proposes that all Enterprise Fund activity be reflected in the individual fund whereby all costs, including building costs are recognized in one place. In addition, all revenues associated with the complex should be recognized in the fund. The reader could easily ascertain the subsidy from the General Fund and Council could quantify self-supporting percentages for each fund. 19 FISCAL STRATEGIC PLAN Decrease Expenditures and Risk Exposure, continued F. Establish a separate trust fund for Retiree Medical obligations to capitalize on long- term investment strategies and reduce future City funding obligations. Status: Implemented and ongoing. Establishment of a separate trust fund for OPEB retiree medical obligation monies will reduce the estimated future liability of this obligation by capitalizing on long -term investment strategies. Such a trust is estimated to save the City approximately $500,000 each year in funding obligations. G. _ Adopt a Sidewalk Liability Ordinance requiring the landowner to be responsible for sidewalk maintenance and claims to third parties from failure to maintain. Status: Not implemented at this time. The City has approximately 250 miles of sidewalk to monitor and maintain. The annual sidewalk, curb and gutter contract is $750,000, including $150,000 in inspection and contract monitoring costs, It requires 1.25 full time staff per year. Since it is impossible for one worker to cover the miles of sidewalk that we are ultimately responsible for, we are at risk for claims associated with needed repairs. Per State law, the landowner already has a duty to inspect and maintain the area and is considered the most able to recognize and respond to a potential hazard. Sidewalk falls are ABAG's second most frequent claim with $4.5 million paid during the past 15 years in settlement and attorney fees. The City has paid over $100,000 in costs associated with these claims in the past five years. Recommend that the City continue to inspect and mark needed repairs, but that the liability for repair and associated claims vest to the property owner. H. Adopt a Tree Maintenance Ordinance requiring the landowner to be responsible for their street trees. Status: Not implemented at this time. The Street Tree Maintenance program provides for maintenance for over 13,000 trees, including safety trimming and clearing for vehicle and pedestrian height clearance. It costs approximately $525,000 per year, which covers 4.2 positions and equipment costs of almost $200,000. As per the above, the landowner is the most able to recognize and respond to a potential hazard caused by the tree(s). Recommend that the City continue to inspect and notice needed maintenance, but that the liability for maintenance and associated claims should vest to the property owner. 20 I. Share Sheriff services with DeAnza/Foothill College. Status: Investigate feasibility. DeAnza/Foothill College District provides their own police and security services to the campus. Due to the close proximity to Cupertino proper, consolidation of services would (1) reduce the cost to each agency and /or (2) provide additional officer coverage. J. Monitor the benefit of refinancing the City Debt. Status: Investigate feasibility Our City debt of $45.5M was consolidated in 2001 and can now be refinanced without prepayment penalties. Staff will monitor the bond market to take advantage of any savings associated with lower interest rates. K. Replace irrigation and street lights with new technology to save energy. Status: Implemented and ongoing. The City has replaced its irrigation systems and street lights with energy efficient technology. Estimated energy costs savings are $235,882 per year. 21 NOTES 22 Financial and Citizen Values City of Cupertino MISSION STATEMENT The City of Cupertino will: Provide exceptional service. A Encourage all members of the community to take responsibility for one another. • Support the values of education, innovation and collaboration. 23 FINANCIAL AND CITIZEN VALUES FINANCIAL VALUES STATEMENTS The City of Cupertino adheres to the following guidelines and principles in preparing its budget and conducting its day -to -day and long -term fiscal affairs. 1. Revenue Levels • To the extent possible, maximize investment yield while maintaining a high level of liquidity for the City's anticipated capital costs. • Identify and recommend sources of revenue necessary to maintain the services desired by the community and to maintain the City's quality of life. • Perform ongoing evaluations of existing sources of revenue to maximize the City's revenue base. • Recover costs of special services through user fees. • Allocate all internal service charges to appropriate user departments. • Ensure that Enterprise activities remain sell- supporting in the long term. 2. Expenditure Control • Maintain operating activities at levels which are offset by revenues. • Evaluate expenditures at the department and project levels to ensure control. • Reduce costs and improve productivity through the use of efficiency measures. • Structure debt refinancing to provide the necessary capital while minimizing future debt service costs. 3. Long -Term Financial Stability • Ensure ongoing productivity through employee training and retention programs. • Pursue consolidation of resources and activities with other agencies and jurisdictions where beneficial. • Ensure financial planning flexibility by maintaining adequate fund balances and reserves. • Provide for major maintenance and repair of City buildings and facilities on a timely basis. • Provide for infrastructure asset preservation that maximizes the performance of these assets at minimum life -cycle costs. • Continually evaluate and implement long -term financial planning including technology automation, multiple year capital improvement programs, revenue and expenditure forecasting. E FINANCIAL AND CITIZEN VALUES CITIZEN VALUES The following m charts provide a summary of the Godbe Research survey from November 2010, Overall, respondents were satisfied with the quality of life in Cupertino and with the job the City was doing to provide resident services and programs, 25 FINANCIAL AND CITIZEN VALUES CITIZEN VALUES AM FINANCIAL AND CITIZEN VALUES CITIZEN VALUES 27 FINANCIAL AND CITIZEN VALUES CITIZEN VALUES 28 FINANCIAL AND CITIZEN VALUES CITIZEN VALUES 29 NOTES 30 Budget Guide BUDGET GUIDE The budget is the City's fundamental policy d r s ne In addition, the budget serves as the annual describes tion how resources are allocated to achieve t here g oal financial plan, an operations guide and a communications tool. The budget guide provides an overview of the elements of the budget document. It describes the structure of the City's finances and the annual budget process and includes a glossary of budget terminology. ELEMENTS OF THE BUDGET DOCUMENT The budget document includes the following key elements: 1. Budget Message: The Budget Message is the City Manager's transmittal letter submitting the budget to the City Council. The Budget Message summarizes the City's current and long- term financial position, highlights new programs and organizational changes addressed in the budget and outlines both short and long -term goals of our city government. 2. Fiscal Strategic Plan: The Fiscal Strategic Plan Committee was formed to analyze current funding gaps and present a more accurate financial picture. The committee identified one- time, non- recurring revenue and also reviewed the latest audit report. 3. Financial and Citizen Values: The Financial and Citizen Values section includes the City's mission statement, the Financial Values of the City, and the services citizens value from the Godbe Research survey of November, 2010. 4. Community Profile: This section describes Cupertino's history, the economic and city profiles, community statistics, recreation and community services, education, and additional areas of interest in the city. cial S. Financial and Personnel Summaries: The Financial Summaries s ec tionpvi This sect on information on projected revenues, expenditures, fund balances and reserves. includes the Budget Summary of Funds as well as detailed fund descriptions and information on all revenue sources and expenditure projections. In addition to 2011112 information, this section includes fund balance trends and detailed revenue and expenditure projections for the next five years. This section includes an analysis of all City revenues by category. Our major revenue projections are based on trends, current economic indicators and other agency input. Sales tax projections are based on input from our sales tax consultants, industry trends and major company forecasts. Property tax revenues are projected by the county and adjusted by staff based on known trends. Park dedication fees are estimated based on current development projects and other taxes are reviewed monthly and budgets are based on this trend analysis. 31 BUDGET GUIDE 6. Performance Measures: This section describes key department goals and the measures by which these goals are achieved. 2010 -11 performance actuals and 2011 -12 projections are also included in this section. 7. Departmental Operating Budgets: The Departmental Operating Budgets section details historical and proposed expenditures by operating department. The City is organized into seven key operating functions, including Administration, Law Enforcement, Public and Environmental Affairs, Administrative Services, Parks and Recreation, Community Development and Public Works. Each department budget includes a summary narrative, financial information regarding the department and each of its major divisions and personnel information. Expenditures for employee compensation are based on negotiated contracts. The materials category of expenditures are based on trends. Contract services and capital outlay are justified each year by the departments. Departmental expenditures are divided into five categories, which include the following charges: Employee Compensation represents permanent full -time and part-time salary costs, overtime, PERS retirement, health insurance costs, and other benefits. Materials represents items purchased for repair and maintenance, operational activities such as books, uniforms and recreation supplies, and office supplies. Contract Services represents legal, consulting and other professional services, contract repair and maintenance, utility charges, training and memberships, equipment rentals, insurance and employment services. Capital Outlay represents expenditures for tangible fixed assets including land, buildings, furniture, equipment and City vehicles. Debt Service /Other represents principal and interest payments on outstanding debt and interfund transfers. 8. Non - Departmental Operating Budgets: The Non - Departmental Operating Budgets section details historical and proposed expenditures for the functions of interfund transfers and debt service. 9. Capital Improvements: The Capital Improvements section details the proposed capital projects for 2011 -12 through 2015 -16. These projects are organized into five categories: Parks, Buildings, Streets, Traffic Facilities, and Storm Drainage. The five -year budget denotes funding sources and a description of each project. The City Council approves funding of Capital Improvements on a total project basis. The project may expend the funds over multiple years. 32 BUDGET GUIDE STRUCTURE OF THE CITY'S FINANCES The City's finances are structured in a variety of funds that are the basic accounting and reporting entities in governmental accounting. The funds that comprise the 2011 -12 budget are grouped into two major categories, Governmental Funds and Proprietary Funds. The purpose of each of the various funds within these two categories is described below: GOVERNMENTAL FUNDS Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant Funds. They are accounted for under the modified accrual basis of accounting. Tax Supported Funds include the General and Capital Improvement Funds. The General Fund is the primary operating fund for governmental services, fiinding traditional tax - supported activities such as law enforcement and community development. The Capital Improvements Fund is utilized for the acquisition or construction of major capital facilities. Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental Management Clean Creeks and Redevelopment Agency funds. The use of Special Revenue Fund resources is legally restricted for specific purposes. Federal Grant Funds include the Federal Housing and Community Development Block Grant programs. The Community Development Block Grant is a federally funded program for housing assistance and public improvements. PROPRIETARY FUNDS Proprietary Funds include Enterprise Funds and Internal Service funds. They are accounted for under the full accrual basis of accounting. Enterprise Funds, including the Resource Recovery, Sports Center, Blackberry Farm Golf Course and Recreation funds, are used to account for operations that are self - supporting with user fees covering expenditures. Internal Service Funds include the Information Technology, Equipment, Workers Compensation, Long -Term Disability /Compensated Absence, and Retiree Medical funds. Internal Service Funds are similar to Enterprise Funds, except that fees are charged to user City departments to cover the costs of services provided by the activity. 33 BUDGET GUIDE COST ACCOUNTING The City of Cupertino has five internal service funds that account for information technology, equipment replacement, workers compensation, long -term disability, and retiree health costs experienced by City departments. Fund costs are allocated to user departments or operating funds based on salaries, equipment purchase price, and actuarial studies. Other employee fringe benefits such as medical, dental, life insurance, and pensions are directly added to department costs as a percentage of salaries. Staff salary and benefit costs are split among departments and related funds based on the anticipated percentage of time spent working in various departments. THE ANNUAL BUDGET PROCESS The City's annual budget is prepared on a July 1 to June 34 fiscal year basis. The budget process is an ongoing process that includes the phases of development, proposal, adoption, and monitoring. The budget development phase begins in February with the preparation of budget instructions and goal setting sessions by the City Council and City Manager. During March, departments prepare the budgets for which they are responsible. These proposed department budgets are reviewed by the Finance Division and compared to current and prior year trends, The City Manager then reviews the proposals with the Director of Administrative Services and departmental staff and makes final adjustments. The proposed budget is then submitted to the City Council in May. During the months of May and June, the City Council considers the budget proposals at a series of study sessions and public meetings. At this time, the Council bears from Boards, Commissions, community groups, and the public regarding budget requests and recommendations. The final budget is adopted by resolution and takes effect on July 1. After the budget is adopted, the City enters the budget monitoring phase. Throughout the year, expenditures are monitored by the Finance Division staff and department managers to ensure that funds are used in an approved manner. Adjustments to expenditures within or between departmental budgets are accomplished on an as- needed basis administratively throughout the year. The City Manager and Department Heads can transfer funds between their line items and/or divisions as needed. City Council approval is required for additional appropriations from fund balances or for new revenue sources. 34 BUDGET GUIDE GLOSSARY OF BUDGET TERMINOLOGY The City's budget contains specialized and technical terminology that is unique to public finance and budgeting. To help the reader understand the terms, a glossary of budgetary terminology has been included in the document. Adopted Budget - Revenues and appropriations approved by the City Council in June for the following fiscal year. Allocated Costs - An expense charged by one department/division to another for services performed or expenditures of a general nature that are charged to one main account and allocated to other departments /divisions by a specified formula. Appropriation - An authorization made by the City Council that permits the City to incur obligations and to make expenditures of resources. Budget - A financial plan for a specific period of time (fiscal year) that matches all planned revenues and expenditures with various municipal services. Budget Amendment - A legal procedure utilized by the City Manager to revise a budget appropriation. Adjustments to expenditures within or between departmental budgets may be accomplished administratively. City Council approval is required for additional appropriations from fund balance or new revenue sources. Capital Improvement Program - A plan for capital expenditures to provide for the acquisition, expansion or rehabilitation of an element of the City's physical plant to be incurred over a fixed period of several future years. Capital Outlay - Expenditures relating to the purchase of equipment, land and other fixed assets. Cost Recovery - The establishment of user fees that is equal to the full cost of providing services. Department - A major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area. Division - A unit of organization that reports to a department. Enterprise Fund - A fund established to account for activities that are financed and operated in a manner similar to private business enterprises, in which costs of providing services are primarily recovered through user fees. 35 BUDGET GUIDE Estimated Budget - The status of appropriations between July 1 and June 30 includes the adopted budget, budget amendments, prior year encumbrances, approved carryovers, and transfers between objects, divisions and departments. Expenditure - Utilization of fund resources. Expenditures include operating expenses, debt service and capital outlays. Expenditure Category - A basis for distinguishing types of expenditures. The major expenditure categories used by the City are: employee compensation, materials, contract services, capital outlay and debt service. Fiscal Year - A twelve -month time period signifying the beginning and ending period for recording financial transactions. The City has specified July 1 through June 30 for its fiscal year. Fund - A fiscal and accounting entity for which the recording of financial transactions is made for the purpose of carrying on specific activities in accordance with the requirements placed upon the use of financial resources. Fund Balance - The net effect of assets less liabilities at any given point in time, General Fund - The fund used to account for the major operating revenues and expenditures of the City, except for those financial resources that are required to be accounted for in another fund category. General Fund revenues are derived primarily from property and other taxes. Goal - Broad mission statements that define the purpose of a department. Infrastructure — Long lived capital assets that normally are stationary in nature and can be preserved for a significantly greater number of years than most capital assets. Examples include roadways, bridges, and drainage systems. Internal Service Fund - A fund used to account for the services provided by one department to other departments on a cost - reimbursement basis. Operating Budget - A financial plan for the provision of direct service and support functions that provide basic governmental services. The operating budget contains appropriations for such expenditures as employee compensation, materials, contract services, capital outlay and debt service, It does not include Capital Improvement Project expenditures. Reserve - An account used to designate a portion of the fund balance for a specific future use and is, therefore, not available for general appropriation. 36 BUDGET GUIDE Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits, and other sources. Section - A unit or organization that reports to a division. Self-Supporting Activity - An enterprise activity where all service costs (including principal and interest debt payments) are primarily covered solely from the earnings of the enterprise. Subsidy - Supplemental resources provided to ensure adequate funding when anticipated expenditures exceed revenues. User Fees - Fees charged to users of a particular service provided by the City. 37 ABAG Association of Bay Area Governments AYSO American Youth Soccer Organization B /PAC Bicycle /Pedestrian Advisory Committee BAAQMD Bay Area Air Quality Management District BMg Below Market Rate CAFR Comprehensive Annual Financial Report CMTA California Municipal Treasures Association CPI Consumer Price Index CPUC California Public Utilities Commission CSMFO California Society of Municipal Finance CYSA California Youth Soccer Association EAP Employee Assistance Program EIR Environmental Impact Statement FOC Emergency Operations Center ERAF Education Revenue Augmentation Fund FEMA Federal Emergency Management Agency FLSA Fair Labor Standards Act FPPC Fair Political Practices Commission FSA Flexible Spending Account GASB Governmental Accounting Standards Board GFOA Governmental Finance Officers Association HVAC Heating Ventilation and Air Conditioning IPM Integrated Pest Management 38 JPA Joint Powers Authority LTD Long Terre Disability MOU Memorandum of Understanding MTC Metropolitan Transportation Commission OES Office of Emergency Services OPEB Other -Post Employment Benefits PC Planning Commission PEMHCA Public Employees' Medical and Hospital Care Act PERS (aka Calpers) Public Employees' Retirement Systems P10 Public Information Officer PTA Parent Teacher Association RDA Redevelopment Agency RFP Request for Proposals RFQ Requests for Qualifications RHNA Regional Housing Needs Allocation RMS Records Management System RWQCB Regional Water Quality Control Board UBC Uniform Building Code YAC Youth Advisory Commission VSP Vision Service Plan 39 NOTES 40 Community Profile lstvey Cupertino owes its name and earliest mention in recorded history to the 1776 expedition led by the Spaniard, Don Juan Bautista de Anza, from Sonora, Mexico to the Port of San Francisco to found the presidio of St. Francis. Leaving the majority of the party of men, women, and children in Monterey to rest from their travels, deAnza, his diarist and cartographer, Petrus Font, and 18 other men pressed on through the Santa Clara Valley in late March to their San Francisco destination. With the expedition encamped in what is now Cupertino, Font christened the creek next to the encampment the Arroyo San Joseph Cupertino in honor of his patron, San Guiseppe (San Joseph) of Cupertino, Italy. The arroyo is now known as Stevens Creek. ' { The village of Cupertino sprang up at the crossroads of Saratoga- Sunnyvale Road (now DeAnza Boulevard) and Stevens Creek Boulevard. It was first known as West Side; but by 1898 the post office at the Crossroads needed a new name to distinguish it from other similarly named towns. John T. Doyle, a San Francisco lawyer and historian, had given the name Cupertino to his winery in recognition of the name bestowed on the nearby creek by Petrus Font. In 1904 the name was applied to the Crossroads and to the post office when the Home Union Store incorporated under the name, The Cupertino Stores, Inc. ' GENERAL MERCHANDISE Many of Cupertino's pioneer European settlers planted their land in grapes. Vineyards and wineries proliferated on Montebello Ridge, on the lower foothills, and on the flat — lands below. After 1906 a lot more than grape growing was going on in Cupertino. Orchards were thriving and new businesses were being started. In the late 1940's Cupertino was swept up in Santa Clara Valley's postwar population explosion. Concerned by unplanned development, higher taxes, and piecemeal annexation to adjacent cities, Cupertino's community leaders began a drive in 1954 for incorporation. Cupertino rancher Norman Nathanson, the Cupertino — Monta Vista Improvement Association, and the Fact Finding Committee played important roles in this movement. Incorporation was approved in the September 27, 1955 election. Cupertino officially became Santa Clara County's 13` City on October 10, 1955. A major milestone in Cupertino's development was the creation by some of the city's largest landowners of Vallco Business and Industrial Park in the early 1960's. Of the 25 property owners, 17 decided to pool their land to form Vallco Park, six sold to Varian Associates, a thriving young electronics firm, founded by Russell Varian, and two opted for transplanting to farms elsewhere. The name Vallco was derived from the names of the principal developers: Varian Associates and the Leonard, Lester, Craft, and Orlando families. 41 2011 COOu ' y r<,[iPr'CffaIe-" Cupertino, with a population of 58,302 and city limits stretching across 13 square miles, is considered to be one of the San Francisco Bay Area's most prestigious cities in which to live and work. Economic health is an essential component to maintaining a balanced city, which provides high -level opportunities, and services that create and help sustain a sense of community and quality of life. Public and private interests must be mutual so that our success as a partnership is a direct reflection of our success as a community. The cornerstone of this partnership is a cooperative and responsive government that fosters business and residential prosperity and strengthens working relationships among all sectors of the community. Our economic development strategies are tailored to address the specific needs of Cupertino. Because this is a mature, and 90% built -out city, the focus is on business retention and revitalization. Business recruitment is site specific and targeted to industries that enhance, rather than draw from., our existing business base. Cupertino is home to many well -known high -tech companies, and offers a dynamic and exciting business climate. Apple Inc., Verigy, Durect Corporation, and Seagate are headquartered in the city, DeAnza College, one of the largest single - campus community colleges in the country, is another major employer. The City's proactive economic development efforts have resulted in a number of innovative, mutually beneficial partnerships with local companies. The City strives to retain and attract local companies through active outreach and an entitlement process that is responsive and customer oriented. The Vallco shopping center includes Macy's, JCPenney, and Sears as anchors and features many exciting entertainment and eating venues. Shoppers can enjoy the latest shows at the AMC 16- screen theater, skating at the maiI's full -size ice rink, and bowling at the chic and upscale Bowl Mor Lanes. They can begin or top off the evening with fine dining at the critically- acclaimed Alexander's Steakhouse or enjoy more casual cuisine at TGi Friday's, Benihana's, Dynasty Seafood Restaurant, Fresh Choice, and the international food court. The city features many other stores and over 160 restaurants to serve the local workforce and residents. Four hotels occupy the city: Hilton Garden Inn, Marriott Courtyard, Cupertino Inn and the Cypress Hotel, operated by the Kimpton Group. A fifth hotel with 123 rooms is ready to break ground on DeAnza Boulevard. The City of Cupertino has a history of providing high -level municipal services to complement the sense of community and quality of life enjoyed by our constituents. The City will continue to enhance and promote a strong local economy to provide municipal services that make Cupertino a place that people are proud to call home. 42 zorl Uxy Profa& The City of Cupertino operates as a general law city with a City Council -City Manager form of government. Five council members serve four year, overlapping terms, with elections held every two years. The council meets twice a month on the first and third Tuesday at 6:45 p.m. in the Community Hall. The City has 163 authorized full -time benefited employee positions. City departments include Administration (City Council, commissions, city manager, city attorney); Administrative Services (finance, human resources, information technology, city clerk, neighborhood watch, emergency preparedness, code enforcement); Community Development (planning, building, and economic development); Parks and Recreation; Public Works (engineering, maintenance, transportation, solid waste, and storm drain management); and Public and Environmental Affairs. Police service is provided by the Santa Clara County Sheriff's Department, and fire service is provided through the Santa Clara County Fire District. Assisting the City Council are several citizen advisory commissions /committees which include housing, telecommunications, fine arts, library, planning, audit, parks and recreation, bicycle and pedestrian, teen, economic development, strategic planning, and public safety. Members of the volunteer boards are appointed by the City Council and vacancies are announced so that interested residents may apply for the positions. Residents are kept informed about city services and programs through the Cupertino Scene, a monthly newsletter; The City Channel, Cupertino's government access cable TV channel; and the city's website. Housing The average sales price of an existing single - family home is $1,000,324 as of 2011. Community Health Care Facilities Cupertino is served by the Cupertino Medical Clinic, NovaCarc Occupational Health Services. Nearby hospitals include Kaiser Permanente Medical Center in Santa Clara, El Camino Hospital in Mountain View, O'Connor Hospital in San Jose, Community Hospital of Los Gatos, Stanford Hospital in Palo Alto, and the Saratoga Walk -in Clinic in Saratoga. Utilities Gas & Electric — Pacific Gas and Electric, 800- 743 -5000. Phone -- AT &T, residential service, 800 - 894 -2355; business service, 800 -750 -2355. Cable — Comeast, 800- 945 -2288. Solid Waste & Recycling — Reeology, 408- 725 -0420. Water — San Jose Water Company, 408 - 279 -7900 and California Water, 650 -917 -0152. Sewer Service — Cupertino Sanitary District, 408 - 253 -7071 Tax Rates and Government Services Residential, commercial, and industrial property is appraised at full market value, as it existed on March 1, 1975, with increases limited to a maximum of 2% annually. Property created or sold since March 1, 1975 will bear full cash value as of the time created or sold, plus the 2% annual increase. The basic tax rate is $1.00 per $100 full cash value plus any tax levied to cover bonded indebtedness for county, city, school, or other taxing agencies. Assessed valuations and tax rates are published annually after July 1, Retail Sales Tax: Santa Clara County: 1.25 %; City: 1 %; State General Fund: 5 %; State Local Public Safety Fund: 0.50 %; State Local Revenue Fund: 0.25 %; County Transportation Fund: 0.25 %. Total: 8.25 %. Assessed Valuation: (Secured and Unsecured) Cupertino: $13,747,541,573 (71111 1) County: $299,096,733,565 (7/l/1 1) Transportation Rail --- CalTrain service to Gilroy and San Francisco, with local station four miles north of city; Amtrak station is 10 miles south. Air —Mineta San Jose International Airport I I miles south; San Francisco International Airport 30 miles north. Bus — Santa Clara Valley Transportation Authority. Highways — Interstate Route 280, State Route 85. 43 Facts and Figures 63.3% Population in City Limits 58,302 Median Household Income $131,517 Median Age 39 Sales Tax Rate 8.25% Registered Voters 26,658 Democrats 10,023 Republicans 5,829 American Independent 366 Other 320 Decline to State 10,120 ArcSight Alexander's Steakhouse Aeroflex High Speed Apple Inc. Argonaut Window & Door Benihana of Tokyo BJ's Bar & Grill California Dental Arts Chevron Service Stations CVS Pharmacy DeAnza College Campus Center Dynasty Restaurant Elephant Bar r s • — 4p Top 40 Sales Tax Producers First !Quarter 2011 (In Alphabetical Order) Hewlett - Packard Insight Direct JC Penney Joy Luck Place Macy's Marina Foods Michael's Arts & Crafts M irapath Outback Steakhouse Ricoh Rohde & Schwarz Rotten Robbie Service Station Ranch 99 Market Scandinavian Designs Sears Shane Diamond Jewelers Shell Service Station Staples Syinantec Target TJ Maxx TGl Friday's Union 76 Service Station Valero Service Station Verigy Verizon Wireless Whole Foods Demographic Information Asian 63.3% White, non - Hispanic 31.3% Hispanic or Latino 3.6% Black or African American 0.6% American Indian/Alaska Native 0.2% Native Hawaiian/Other Pacific 0.1% Islander Other .6% 44 rom 1 r Blackberry Farm Blackberry Farm has been upgraded and restored to improve the natural habitat for native trees, animals, and fish. Improvements to the park include construction of a new ticket kiosk, re- plastered pools, a new water slide, bocce ball, horseshoe courts, and numerous upgrades to the west bank picnic area. The park is located at 21979 San Fernando Avenue. Telephone: 408- 777 -3140. The Blackberry Farm golf course is located at 22100 Stevens Creek Boulevard. Telephone: 408 - 253 -9200. The Quinlan Community Center Civic Center and Library The City of Cupertino's Quinlan Community Center is a 27,000 square foot facility that provides a variety of recreational opportunities. Most prominent is the Cupertino Room - a multi- purpose room that can accommodate 300 people in a banquet format. Telephone: 408 -777 -3120. Cupertino Sports Center The complex has a 6,000 square foot Community Hall, plaza with fountain, trees and seating areas. City Council meetings are held in the Community Hall as well as Planning Commission and Parks and Recreation Commission sessions. The 54,000 square foot library continues to be one of the busiest in the Santa Clara County Library system. For more information call 408446 -1677. The Sports Center is a great place to meet friends. The facility features 17 tennis courts, complete locker room facilities, and a fully equipped fitness center featuring free weights, Cybex, and cardio equipment. A teen center is also included as well as a child watch center. The center is located at the corner of Stevens Creek Boulevard and Stelling Road. Telephone: 408 -777- 3160. Cupertino Senior Center The Senior Center provides a welcome and friendly environment for adults over age 50. There is a full calendar of opportunities for learning, volunteering, and enjoying life. There are exercise classes, a computer lab and classes, language instruction including English as a second language, and cultural and special interest classes. The center also coordinates trips and socials. The Senior Center is located at 21251 Stevens Creek Boulevard and is open Monday through Friday 8 a.m. to 5 p,m. Telephone: 408- 777 -3150. McClellan Ranch Park A horse ranch during the 1930'and 40's, this 1.8 -acre park has the appearance of a working ranch. Preserved on the property are the original ranch house, milk barn, livestock barn, and two historic buildings: Baer's Blacksmith Shop, originally located at DeAnza and Stevens Creek, and the old water tower from the Parish Ranch, now the site of Memorial Park. Rolling Hills 4 -H Club members raise rabbits, chickens, sheep, swine, and cattle and a Junior Nature Museum, which features small live animal exhibits and dispenses information about bird, animal, and plant species of the area. McClellan Ranch is located at 22221 McClellan Road. Telephone: 408 -777 -3120. L'L Winner of numerous state and national awards for excellence, our city's schools are widely acknowledged to be models of quality instruction. Cupertino Union School District serves 18,000 students in a 26 square mile area that includes Cupertino and portions of five other cities. The district has 20 elementary schools and five middle schools, including several choice programs. Eighteen schools have received state and /or national awards for educational excellence. Student achievement is exceptionally high. Historically, district test scores place Cupertino among the premier public school districts in California. The district is a leader in the development of a standards -based system of education and is nationally recognized for leadership in the use of technology as an effective tool for learning. Quality teaching and parent involvement are the keys to the district's success. The Fremont Union High School District serves 10,000 students in a 42 square mile area covering all of Cupertino, most of Sunnyvale and portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five high schools of the district have garnered many awards and recognition based on both the achievement of students and the programs designed to support student achievement. Four of five high schools in the district exceeded their state established achievement targets for the 2009 Academic Performance Index. District students are encouraged to volunteer and /or provide service to organizations within the community. During their senior year, if students complete 80 hours of service to a non -profit community organization, they are recognized with a "Community Service Award" medal that may be worn during their graduation ceremonies. Cupertino is served by two local institutions of higher education: DeAnza College and the University of San Francisco. In addition to these schools, Cupertino's location offers easy access to Stanford University, Santa Clara University and San Jose State University. assistance, and /or recruitment and retention services. Building on its tradition of excellence and innovation, DeAnza College challenges students of every background to develop their intellect, character and abilities; to achieve their educational goals; and to serve their community in a diverse and changing world. DeAnza College offers a wide range of quality programs and services to meet the work force development needs of our region. The college prepares current and future employees of Silicon Valley in traditional classroom settings and through customized training arranged by employers. Several DeAnza programs encourage economic development through college credit courses, short-term programs, services for manufacturers, technical M. 1=15 1 1 11 11 111 F � A Euphrat Museum of Art The highly regarded Euphrat Museum of Art, at its new location next to the new Visual Arts and Performance Center at DeAnza College, traditionally presents one -of -a -kind exhibitions, publications and events reflecting the rich diverse heritage of our are, The Museum prides itself on its changing exhibitions of national and international stature, emphasizing Bay Area artists. Museum hours are 10 a.m. — 4 p.m. Monday through Thursday. Telephone: 408 -864- 8836. Fujitsu Planetarium Stargazers will have a Cupertino facility catering to their interests, the Fujitsu Planetarium an oS fth s De iza Co campus. It will host a variety of planetarium shows and events, including programs and family astronomy evenings when it reopens for Saturday evening shows on September 25, 2010. For more information, visit the website at www.dcanza.edu /planetarium or call 408 -864 -8814. Flint Center The cultural life of the Peninsula and South Bay is enhanced by programs presented at the Flint Center for Performing was d in Arts located at 212511 Stevens Creek Boulevard at DeAnxa College Community College D str et. box offs ea s�open honor of Calvin C. Flint, the first chancellor of the Foothill D 10 a.m. — 4 p.m. Tuesday through Friday and one and one half hours prior to any performance. Box office: 408 -864- 8816; administrative office: 408 - 864 -8820. Cupertino Historical Society On May 2, 1966, the Cupertino Historical Society was founded as anon- profit organization by a group of 1.77 longtime residents concerned about the rapid growth in the area and its impact on the quickly vanishing Cupertino heritage. On March 30, 1990, the Society opened the Cupertino Historical Museum dedic th imi pr ese r vation a tiesh offers e city's history. Through its exhibits the museum attempts to develop and expand the g the ethnically diverse community of the City of Cuperti s offered a ©part of the educational urric�lumpsThe Society �s school districts to ensure that the history of Cupert latd at the Quinlan Community Center, 10185'1'x. Stelling Road. Telephone: 408- 973 -1495. oc e Farmers' Market Residents and visitors can visit the farmers' market every Friday from 9:00 a.m. to 1:00 p.m. at the Vallco Shopping Center parking lot next to Sears. California History Center The California History Center and Foundation is located on the m. The cent Coll 's Sto r LibraryrA has rchives ll boat s a volumes on California history and has a changing exhibit pr ogr large collection of books, a pamphlet file, oral history tapes, videotapes and a couple thousand student research papers. The library's collection is for reference only. Heritage events focusing on California's cultural or natural history are offered by the center each quarter. For more information, call 408 -864 -8987. The center is open September through June 9:30 a.m. to noon and 1:00 p.m. to 4:00 p.m. Tuesday through Thursday. 47 NOTES 4 Financial and Personnel Summaries BUDGET SUMMARY 2011112 Fiscal Year Estimated Estimated Balance at Revenues / Expenditures / Balance at Funds July I Transfers In Transfers Out Other (A) June 30 General Fund Special Revenue .Funds: Storm Drain Improvement Park Dedication E,nviron. Mgt. /Clean Creek /Storm Transportation Housing & Community Development Redevelopment Agency Fund Totals Debt Service: Public Facilities Corporation Traffic Impact Fund Totals Capital Projects Funds: Infrastructure Reserve Capital Improvement Reserve Designated /budgeted projects Stevens Creek Corridor Park Fund Totals Enterprise Funds: Resource Recovery Blackberry Farm Golf Course Sports Center Recreation Programs Fund Totals Internal Service Funds: $ 14,449,000 $ 42,893,000 $ (43,942,000) $ 1,059,000 S 14,459,000 29,000 70,000 (77,000) - 22,000 615,000 160,000 - - 775,000 127,000 434,000 (557,000) - 4,000 6,000 2,484,000 (2,480,000) - 10,000 1,101,000 526,000 (822,000) - 805,000 502,000 250,000 (752,000) - - $ 2,380,000 $ 3,924,000 $ (4,688,000) S - $ 1,616,000 57,000 3,534,000 (3,536,000) 55,000 81,000 - - - 81,000 $ (38,000 $ 3,534,000 $ (3,536,000) $ - S 136,000 1,000,000 100,000 - - 1,100,000 1,354,000 534,000 (1,153,000) - 735,000 126,000 170,000 (220,000) - 76,000 - 1,200,000 1,200,000) - - $ 2,480,000 $ 2,004,000 $ (2,573,000) $ - $ 1,911,000 5,467,000 1,310,000 (1,278,000) - 5,499,000 391,000 505,000 (501,000) - 395,000 329,000 1,763,000 (1,821,000) - 271,000 2,222,000 2,351,000 (3,048,000) - 1,525,000 $ 8,409,000 $ 5,929,000 $ (6,648,000) $ - $ 7,690,000 Information Technology 2,095,000 1,895,000 (1,916,000) 150,000 2,224,000 Workers' Compensation 202,000 412,000 (442,000) - 172,000 Equipment 1,516,000 1,092,000 (1,707,000) 309,000 1,210,000 Compensated Absence & L.TD _ - 15,000 283,000 (265,000) - 33,000 Retiree Medical 775,000 1,010,000 (1,700,000) - 85,000 Fund Totals $ 4,603,000 $ 4,692,000 $ (6,030,000) $ 459,000 $ 3,724,000 City -wide Totals $ 32,459,000 $ 62,976,000 $ (67,417,000) S 1,518,000 $ 29,536,000 (A) Net of Loans, Savings, Depreciation 49 Total City Revenue Total City revenue for fiscal year 2011/12 is expected to be $62,976,000, a decrease of 11 % from the prior year. The chart below provides a year -to -year comparison of revenue by category. A General Fund comparison is shown on the next page of this summary and the following assumptions are included in these projections: At 23% of revenues, the City's largest revenue source, Sales Taxes, will rise 4% over the past year, continuing the turnaround in growth that started in 2010/11. This growth will partially offset the 7% decline in the City's second biggest revenue, Property Taxes, a falloff reflective of the potential elimination or severe reduction in Redevelopment Agency taxes. Charges,for Services from recreational, solid waste, and community development activities will be relatively steady. Intergovernmental Revenue includes grant funds, gasoline taxes, and motor vehicle license fees. 2011/12 federal grants for capital projects and community programs are down from last year. Transfers and Interdepartment 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 $62,976,000 16.000 000 14.000,000 12,000000 10,000;000 sM0,000 6.000.000 4,000,000 2.000,000 0 Q Pl� c �� 2010111 N 2011!12 WO Total City Expenditures Total City expenditures and transfers, for fiscal year 2011/12 are expected to be $67,417,000, down 18% from last year's amended budget. The chart below provides a year -to -year comparison of expenditures by category. Besides General Fund functions, many Special Revenue fund activities, such as Transportation, Park Dedication, and Environmental Management /Clean Creeks /Storm Drain, are administered by the Public Works Department, as part of its $16,645,000 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 $8,782,000 in 2011/12 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 functions with an $8,835,000 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 $67,417,000 20,000,000 18,000,000 16,000,000 14,000,000 12,000,000 10.000,000 5,000,000 6,000,000 4,000,000 2,000,000 0 :,P+ o � O ■ 20101 U 2011/12 51 General Fund revenue Total General Fund revenue for fiscal year 2011112 is expected to be $42,893,000, a decline of 3% 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 3% as development applications have increased with the economic recovery. General Fund Revenue $42,893,000 16,000,©00 14,000.000 12,000,000 10,000 .000 8,000,400 6.000,000 4 , 0 0 0 ,00 0 2,000,000 0 - - - - - -0 2010/11 0 2 011/12 I MM. 0 W-1 , I , '�� O i NN O R 52 General Fuld Expenditures Total 2011/12 General Fund expenditures and transfers are expected to be $43,942,000, about 3% lower than last year's amended budget. General Fund expenditures, covering the general operation and administration of the City, comprise two- thirds of total City expenditures. The General Fund budget allows for all expenditures necessary to carry out the basic activities of the City that are not provided through other funds. It includes the necessary resources to carry out police and emergency preparedness; community development through planning, building and economic development activities; public works operations, engineering and maintenance; recreational programs and park utilization; and other general government functions such as legal, personnel, finance, and administrative services. The City's debt service costs, as well as transfers to fund capital projects, equipment purchases, technology improvements, and health benefits, are borne by the General Fund. General Fund Expenditures $43,942,000 14,000.000 1 ,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 •1 P � �"' ..mot y� � Q o � c � ti �� CP M 2010/11 02011 53 REVENUE SUMMARY Property Taxes Property taxes represent 20 % of overall City revenues and are estimated to be $12,201,000 for fiscal year 2011/12 with $11,951,000 of the revenue to the General Fund and $250,000 to the City's redevelopment Agency (RDA). The RDA, created in 1990, encompasses the Vallco Shopping Mall. Tax 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 2011112. 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 %v 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 1% in 2011/12. In 1978, voters approved the passage of Proposition 13, which froze property tax rates and limited the amount of their increase each year. Cupertino had one of the lowest property tax rates in Santa Clara County receiving $.02 for every $1.00 paid. The County then provided another $.02 as a tax equity allocation (TEA).. A major success in fiscal year 2006/07 was the passage of State legislation which reversed a 1980's decision and restored a portion of our property tax revenue which had been lost to the County. City Council was instru- mental in getting this legislation approved. This TEA change provides another $1.35 million in property tax annually and gives the City 5.6 cents out of every property tax dollar. $0.248 Cupertino Union Elementary !�rT TT T $0.167 Fremont Union high $0.152 County Fire District $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 $0.01.7 Santa Clara Valley Water District $0.015 Mid Peninsula Regional Open Space $0.002 Bay Area Air Quality Management Di strict 54 REVENUE SUMMARY Property Taxes (continued) The TEA legislation resulted in an inequitable Educational Revenue Augmentation Fund (ERAF) obligation on those funds received. We are continuing to work on the issue with the three other cities in Santa Clara County to finish correcting the inequitable distribution of the entire property tax allocation. If successful, this would mean $1,100,000 in additional property tax to the City per year. Because of their budget deficit, the State borrowed $1,419,000 of City property taxes in 2009/10, to be paid back with interest in 2012/13. The City will internally borrow from its economic uncertainty and equipment reserves in the .meantime. 2009 /10 2010 /11 2011/12 Actual Estimate Proposed REVENUE BY CATEGORY: Property Taxes State Borrowing REVENUE BY FUND: General Redevelopment Agency $13,182,000 $13,088,000 $12,201,000 (1,419,000) - - $11,763,000 $13,088,000 $12,201,000 $11,951,000 ?Sn nun �s11,2U.l,UUU 55 REVENUE SUMMARY Sales Tax The City's sales tax revenues are generated from four principal economic categories: business - to- business 73% (includes electronic equipment and software manufacturers and distributors), general retail 12 %, food products 9 %, and other sources 6 %. Three companies in the business -to- business sector, -- Apple, Hewlett- Packard, and Insight — represent approximately 67% of our sales tax. The iPad, iPhone, and iMac successes and increased business technology spending has caused tremendous growth in this sector. However, the City's long -term sales tax revenue picture will be impacted with Hewlett- Packard leaving Cupertino in 2012. Fortunately, short -term forecasted growth in other companies has delayed the effect, giving the City time to deal with the challenge to diversify and increase its sales tax base. General retail continues to be sluggish, reaching three year revenue lows during the quarter ending December 2010. The 16- screen AMC theatre at the Valleo 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. 2009110 2010111 2011112 Actual Estimate Proposed Sales Tax 9 931 000 $13,7 20,000 $14,283,000 REVENUE BY FUND: General $14,283,000 56 REVENUE SUMMARY 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 Sereno Milpitas Los Gatos Los Altos Gilroy Cupertino Campbell Santa Clara County California $0 $50 $100 $150 $200 $250 $300 $350 Source: Muni financial, LLC • Business to Business • General Retail • Food Products • Transportation • Construction • Miscellaneous Heading toward this goal, the Council has approved 400,000 square feet of new or replacement retail, including projects at the Rose Bowl, Main Street Cupertino, the Oaks, and Cupertino Village. Whenever credit becomes more available and commercial development resumes, such a realized build -out will help balance retail sales with our business -to- business revenues. 57 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 Sales/TOT Tax Comparison Gas /Electric Cable Water Telecom Sales Tax TOT Morgan Hill -- __ -- -- 8.25% 10% Santa Clara - __ __ _- 8.25% 9.5% Campbell -- -- -- -- 8.50% 12% Milpitas -- -- -- -- 8.25% 10% Monte Sereno -- -- -- -- 8.25% -- Saratoga -- -- -- -- 8.25% 10% Sunnyvale 2.0% -- -- 2.0% 8.25°/% 9.5% Cupertino 2.4% -- -- 2.4% 8.25% 10% Mountain View 3.0% -- -- 3.0% 8.25% 10% Los Altos 3.5% 3.2% 3.5% 3.2% 8.25% 11% Los Altos Hills -- -- -- -- 8.25% -- Los Gatos -- -- -- -- 8.25% 10% Palo Alto 5.0% -- 5.0% 5.0% 8.25% 12% Gilroy 5.0% 4.5% -- 4.5% 8.25% 9% San Jose 5.0% -- 5.0% 4.5% 8.25% 14 %+ (a) 'a) Includes Convention Center Facilities District 'Fax of 4 %. A Hotel Business Improvement District Fee of 75 cents to 12 /night is additionally collected. Transient occupancy taxes (TOT) are levied on four hotels located in the City at the rate of 10% of room revenues. The 2011/12 taxes in this category are budgeted at $2,590,000 reflecting a 5% increase from 2010/11 and continuing the growth that began in November 2009. Site work has begun on one new hotel with revenues from that development projected in the long -term forecast. Franchise ,fees are received from cable, solid waste, water, gas and electricity franchisees that operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues depending on each particular agreement. Franchise fee revenues, estimated to be $2,860,000 for fiscal 2011/12, will be relatively flat. 58 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 2011112 reflect taxes from business licenses, property transfers, and construction. Transfer taxes from the sale of the Hewlett - Packard property effected 2010111 results. 2009/10 2010111 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 64,000 150,000 150,000 661,000 70,000 50,000 1.151.000 1,426.000 1.190.000 9 887 000 20,416,000 $10,380,000 REVENUE BY FUND: General Housing & Community Development Park Dedication $10,180,000 50,000 150,000 $10,380,000 59 REVENUE SUMMARY Licenses and Permits Licenses and permits represent 6% of general fund operating revenues. This category includes fees for reviewing building plans and inspecting construction, tenant improvements and commercial /residential installations for compliance with state and municipal building codes. Commercial and residential development has been weak because of the housing recession, growth of available office space in the Silicon Valley, difficulties in obt aining 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 Esti hate Proposed Licenses and Permits $2,583,000 $2,542,000 $2,618,000 1 "IffIm 1115iW&IIL General $2,618,000 60 REVENUE SUMMARY 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. 2009110 2010111 2011112 Actual Estimate Pr000sec REVENUE BY CATEGORY Investment Earnings $379,000 $431,000 $621,000 Property Rentals 520,000 577,000 589,000 Loan Repayment 53,000 X000 X000 $952,000 $1,053,000 $1,255,000 REVENUE BY FUND: General $969,000 Resource Recovety 52,000 Housing and Community Development 85,000 Recreation Programs 27,000 Other Funds 149,000 $1,255,000 61 REVENUE SUMMARY Intergovernmental Revenues Intergovernmental revenues will comprise 4% of the City's total revenues in 2011/12. The City will receive grants for Phase Two of the Stevens Creek Corridor Park along with Community Development Block Grants, gasoline taxes, vehicle license fees, and other grants. The American Recovery and Reinvestment Act, Housing and Urban Development, the Federal Highway Administration, the Santa Clara Valley Water District, the Urban Park Act, the Department of Water Resources, and the California River Parkways Act supplied previous years' grants for housing programs, energy efficiency projects, Stevens Creek Corridor Park Phase One, and pavement management. 2009/10 2010/11 2011112 Actual Estimate Proposed REVENUE BY CATEGORY: Gasoline Taxes Stevens Creek Corridor Park grants Vehicle License Fees Community Development Block Grants Prop I B Bonds Other Transportation Grants Capital Improvement Grants Other Intergovernmental 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 57,000 - 116,000 1,048,000 - 459,000 333,000 315,000 $5,737,000 $4,225,000 $2,685,000 REVENUE BY FUND: General Fund Transportation Housing & Community Development Stevens Creek Corridor Park $555,000 1,524,000 391,000 215,000 $2,685,000 62 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. 2009/10 2010/11 2011/12 Actual Estimate Proposed REVENUE BY CATEGORY: Planning, Zoning & Engineering Permits Senior Center Blackberry Farm General Funds Other Service Charges Solid Waste Service Charges Blackberry Farm Golf Course Sports Center Cultural, Youth, Teen, Physical Recreation $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 2324.000 $7,818,000 $7,503,000 $7,372,000 REVENUE BY FUND: General Resource Recovery Enterprise Blackberry Farm GoIfCourse Enterprise Sports Center Enterprise Recreation Programs Enterprise $1,552,000 1,258,000 485,000 1,753,000 2.324.000 $7,372,000 63 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. 2009110 2010111 2011/12 Actual Estitmte Proposed REVENUE BY CATEGORY: Fines and Forfeitures $736,000 $542,000 $650,000 REVENUE BY FUND: General $650,000 64 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 will reach $150,000 per year. A one -time property sale is in the 2010111 estimate. 2009/10 2010111 2011112 Actual Estimate Proposed REVENUE BY CATEGORY: Development Fees $26,000 $50,000 $50,000 Parcel Tax 364,000 365,000 365,000 Miscellaneous 81,000 1 100,000 $471,000 $1,526,000 $515,000 REVENUE BY FUND: General Fund $100,000 Storm Drain Improvement 50,000 Environ, Mgmt. /Clean Creeks /Storm Drain 365,000 $515,000 65 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 fund debt service, capital projects, and equipment purchases, or can be used to subsidize other one -time outlays of another fund. Transfers and service charges of $11,017,000 for 2011/12 will be primarily used to fund $3,534,000 in debt service payments, $2,959,000 in information technology and equipment upgrades, maintenance and replacement, $2,739,000 in capital projects, $1,000,000 in retiree medical trust contributions, and $682,000 in compensated absence, long -term disability and workers' compensation funding. 2009/10 2010/11 2011112 Actual Estimate Propose( 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 Workers' Compensation Compensated Absence/Long -term Disability Environ. Mgmt. /Clean Creeks /Storm Drain $11,586,000 $13,050,000 $7,821,000 470,000 488,000 482,000 985,000 1,091,000 1,033,000 . 254,000 1,269,000 1,681,000 $14,295,000 $15,898,000 $11,017,000 $3,534,000 1,000,000 1,881,000 985,000 170,000 1,078,000 950,000 35,000 634,000 400,000 282,000 68,000 $11,017,000 66 REVENUE SUMMARY Fund Balance Reserves The City Council has established reserve policy levels for various capital and contingency purposes as follows: Economic Uncertainty I $12,500,000 For economic downturns and major unforeseen outlays. Economic Uncertainty II $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 $1 00,000 /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 I, 3) Economic U II, 4) Undesignated, and 5) Capital Impro 2009/10 2010 /11 2011112 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 - 1,400,000 1,400,000 - 916,000 534,000 - 5,000,000 699,000 1,354,000 735,000 1,100,000 1,000,000 1,000,000 1,100,000 500,000 207,000 15,000 559,000 $20,500,000 $15,322,000 $16,803,000 $ 16,294,000 $14,459,000 1,835,000 67 $16,294,000 NOTES 036 Summary �� Employees l ��/Department --� 80.00 60.00 40.00 f- — ZOOS/OG 2006/07 2007/08 2008/00 2009/10 2010111 2011/12 mCoundyCnmmbsioms Pub|ic/Envrunmenta|A#oim ' Parks and Recreation Public Works MAdministration T* Administrative Services Community Development z 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. 70 ty Development C ©mmuni ne lopment ,. -. 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 II project. The Trees and Right of Way Division was split out of the Street and Fleet Division in 2010 -11. The latter division includes the fleet and street light maintenance functions of the former General Services. 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. 71 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions 2005 -06 2006 -07 2007 -08 2008 -09 CITY COUNCILICOMMISSIONS City Council Fine Arts Commission Technology, Information & Communications Commission Parks and Recreation Commission Teen Commission Housing Commission Library Commission Senior Commission Public Safety Commission Bicycle and Pedestrian Commission Planning Commission ADMINISTRATION City Manager Community Outreach City Attorney PUBLIC AND ENVIRONMENTAL AFFAIRS Community Relations Cupertino Scene Government Channel City Website Environmental Affairs ADMINISTRATIVE SERVICES Administration Accounting Business Licensing City Cleric Duplicating and Printing Human Resources Insurance Administration Code Enforcement Information Technology 0.40 0.40 0.40 0.40 0.10 0.10 0.10 0.10 0.05 0.05 0.05 0.10 0.10 0.10 0.10 0.10 0.15 0.15 0.15 0.15 0.00 0.05 0.05 0.05 0.00 0.02 0.02 0.02 0.00 0.02 0.02 0.01 0.00 0.03 0.03 0.00 0.00 0.03 0.03 0.02 0.00 0.45 0.45 0.45 0.80 1.40 1.40 1.40 1.50 1.40 1.40 1.40 0.50 0.50 0.50 0.50 2.70 2.40 2.40 2.95 4.70 4.30 4.30 4.85 0.75 0.75 1.85 1.90 0.40 0.40 0.35 0.35 2.25 3.40 3.30 3.30 1.00 1.00 1.00 0.90 0.00 0.00 0.00 1.00 4.40 5.55 6.50 7.45 1.95 1.94 1.94 1.94 4.40 4.39 4.39 4.40 0.50 0.50 0.50 0.50 3.90 3.90 2.90 2.90 0.60 0.60 0.60 0.60 2.70 2.70 2.55 3.54 0.30 0.30 0.45 0.45 3.00 3.30 4.55 4.00 3.00 4.00 4.00 4.00 20.35 21.63 21.88 22.33 72 2009 -10 2010 -11 2011 -12 0.50 0.50 0.50 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.10 0.15 0.15 0.15 0.05 0.05 0.05 0.02 0.01 0.02 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.45 0.45 0.45 1.47 1.46 1.47 1.40 1.40 1.55 0.50 0.50 0.50 3.00 2.95 3.00 4.90 4.85 5.05 1.80 1.80 1.60 0.35 0.35 0.35 3.30 3.30 3.20 0.90 0.90 1.00 0.60 0.60 0.80 6.95 6.95 6.95 1.94 1.94 1.98 4.40 4.40 4.50 0.50 0.50 0.50 2.90 2.90 2.90 0.60 0.60 0.60 3.49 3.50 3.50 0.50 0.50 0.50 4.00 4.00 4.00 4.00 4.00 4.00 22.33 22.34 22.48 73 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions 2005 -06 2006 -07 2007 -08 2008 -09 PARKS AND RECREATION Administration Facilities /Community Events Youth & Teen/McClellan Ranch Park Sports & Fitness /Golf Course Senior Center /Stevens Creek Trail Blackberry Farm COMMUNITY DEVELOPMENT Administration Planning Housing Services Building Economic Development /RDA PUBLIC WORKS Administration Environmental Management Engineering Services Service Center Grounds Streets and Fleet Trees and Right of Way Facilities Transportation TOTAL PERMANENT, BENEFITED POSITIONS 1.90 1.89 2.89 1.90 7.00 7.55 8.60 9.60 3.35 3.35 4.88 4.88 5.50 5.50 6.00 6.00 7.50 7.69 7.39 7.39 6.88 5.98 2.00 1.00 32.13 31.96 31.76 30.77 1.49 1.39 1.39 1.39 7.04 7.76 8.28 8.28 0.90 0.81 0.79 0.79 11.40 11.90 11.90 11.90 0.32 0.92 1.42 1.42 21.15 22.78 23.78 23.78 3.00 3.23 3.23 3.35 3.27 3.02 3.02 3.02 5.75 5.68 5.68 6.72 2.20 2.20 2.20 2.20 18.40 18.40 18.15 18.30 26.65 26.65 26.60 26.45 0.00 0.00 0.00 0.00 7.60 7.60 7.50 7.90 4.35 4.35 4.75 4.23 71.22 71.13 71.13 72.17 154.75 158.75 160.75 162.75 74 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 75 NOTES 76 Budget Forecast 77 NOTES 78 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 $ 14,449 $ 14,459 $ 14,400 $ 14,400 $ 14,400 Operating Activity: Estimated Operating Revenues 42,680 42,858 45,896 45,646 47,004 48,546 Estimated Expenditure Savings 2,500 953 400 250 251 249 Encumb/Loan/Public Access Reserve Use 57 59 61 63 64 65' Estimated Operating Expenditures 37,150 37,511 38,164 39,548 40,264 41,402 Net Operating Activity 8,087 6,359 8,192 6,410 7,055 7,459 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 3,054 1,825 2,853 1,475 2,120 2,524 Obligations $14,400 $ 14,449 $ 14,459 $ 14,400 $ 14,400 $ 14,400 $ Transfers Out to Other Funds: Infrastructure Reserve 0 (100) (100) (100) (100) (100) Capital Improvement Reserve (432) (534) (1,046) (104) (816) (1,129) 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) (68) (115) (125) (140) (150) Net Income /(Loss) After Transfers 473 678 643 701 619 700 One Time Revenues and Expenditures: Employee Housing (1,054) 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 734 755 691 750 750 750 Capital Projects: Transportation Projects & Maintenance (750) (750) (750) (750) (750) (750) Capital Project Savings 338 5 0 0 0 0 Income /(Loss) 322 10 (59) 0 0 0 Ending Balance at June 30 $ 14,449 $ 14,459 $ 14,400 $ 14,400 $ 14,400 $ 14,400 Reserve Balances as of June 30: Policy Economic Uncertainty I 12,500 12,500 12,500 12,500 12,500 12,500 12,500 Economic Uncertainty II 1,400 1,400 1,400 1,400 1,400 1,400 1,400 13,900 13,900 13,900 13,900 13,900 13,900 13,900 UUT 534 0 0 0 0 0 Undesignated 500 15 559 500 500 500 500 500 549 559 500 500 500 500 Total Reserves $14,400 $ 14,449 $ 14,459 $ 14,400 $ 14,400 $ 14,400 $ 14,400 79 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) 80 201.0 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 SPECIAL REVENUE FUNDS STORM DRAIN IMPROVEMENT Beginning Balance at July 1 $ 960 $ 29 $ 22 $ 13 $ 2 $ (10) Estimated Operating Revenues 84 70 70 71 71 72 Estimated Operating Expenditures (123) (77) (79) (82) (83) (85) Net Operating Activity (39) (7) (9) (11) (12) (13) Capital Projects (892) 0 0 0 0 0 Ending Balance at .tune 30 $ 29 $ 22 $ 13 $ 2 $ (10) $ (23) PARK DEDICATION Beginning Balance at July 1 $ 445 $ 615 $ 775 $ 385 $ 596 $ 806 Estimated Operating Revenues 170 160 1,560 210 211 211 Transfers Out 0 0 (1,950) 0 0 0 Ending Balance at June 30 $ 615 $ 775 $ 385 $ 596 $ 806 $ 1,017 ENVIRON. MGMT. /CLEAN CREEKS /STORM DRAIN Beginning Balance at July 1 $ 154 $ 127 $ 4 $ 5 $ 1 $ 2 Estimated Operating Revenues 367 366 366 366 366 366 Estimated Operating Expenditures (529) (557) (480) (495) (506) (5161 Net Operating Activity (162) (191) (114) (129) (139) (150) Transfers In 135 68 115 125 140 150 Ending Balance at June 30 $ 127 $ 4 $ 5 $ 1 $ 2 $ 1 TRANSPORTATION Beginning Balance at July 1 $ 1,959 $ 6 $ 10 $ 2 $ 14 $ 39 Estimated Operating Revenues 1,511 1,534 1,568 1,588 1,620 1,652 Estimated Operating Expenditures (727) (815) (802) (827) (845) (862) Grants 57 0 500 0 0 0 Net Operating Activity 841 719 1,266 761 775 790 Transfers In 750 950 750 750 750 750 Estimated Capital Savings 150 0 0 0 0 0 Current and Proposed Projects 3,694) 1,665 2,024 (1,500 ) (1,500 ) (1,500 Ending Balance at June 30 $ 6 $ 10 $ 2 $ 14 $ 39 $ 79 80 FUND BALANCE TRENDS Current and Five -Year Forecast (ln thousands) 2010 -11 2011 -12 2012 -13 2013 -1.4 2014 -15 2015 -16 SPECIAL REVENUE FUNDS (cant.) HOUSING & COMMUNITY DEVELOPMENT Beginning Balance at July t $ 1,649 $ 1,103 $ 805 $ 527 $ 278 $ 107 Fstiniated 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 81 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 DEBT SERVICE FUNDS PUBLIC FACILITIES CORPORATION Beginning Balance at July 1 $ 57 $ 57 $ 55 $ 54 $ 53 $ 48 Estimated Operating Revenues 2 0 0 0 0 0 Transfers In 3,533 3,534 3,539 3,535 3,535 3,535 Debt Service (3,535) (3,536) (3,540) (3,536) (3,540) 3,537) Ending Balance at June 30 $ 57 $ 55 $ 54 $ 53 $ 48 $ 46 TRAFFIC IMPACT Beginning Balance at July 1 $ 118 $ 81 $ 81 $ 81 $ 81 $ 0 Debt Service/Close-Out (37) 0 0 0 (81) 0 Ending Balance at June 30 $ 81 $ 81 $ 81 $ 81 $ 0 $ 0 82 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROJECTS Policy 215 1,373 0 0 0 Beginning Balance at July 1 $ 5,324 $ 2,480 $ 1,911 $ 2,905 $ 3,034 $ 3,875 Transfers Into Project Funds 1,185 170 1,375 75 75 75 Transfers Out of Project Funds (1,499) 0 0 0 0 0 Grants /Other Income 1,048 0 0 0 0 0 Capital Projects (4,283) (220) (1,375) (75) (75) (75) MARY AVENUE BICYCLE FOOTBRIDGE Net Capital Project Activity (3,549) (50) 0 0 0 0 CHANGES IN CAPITAL RESERVES 0 $ 0 $ 0 $ 0 $ 0 Capital Projects "transfers Into Reserves 1,680 634 1,146 204 916 1,229 Transfers Out of Reserves (975) (1,153) (152) (75) (75) (75) 0 $ 0 $ 0 $ 0 $ 0 Ending Balance at June 30 $ 2,480 $ 1,911 $ 2,905 $ 3,034 $ 3,875 $ 5,029 Reserve Balances as of June 30: Policy 215 1,373 0 0 0 Infrastructure $100 /yr 1,000 1,100 1,200 1,300 1,400 1,500 Capital improvement $5,000 1,354 735 1,629 1,658 2,399 3,453 Designated projects 126 76 76 76 76 76 Total Reserves $ 2,480 $ 1,911 $ 2,905 $ 3,034 $ 3,875 $ 5,029 STEVENS CREEK CORRIDOR PARK Beginning Balance at July 1 $ 965 $ 0 $ 0 $ 0 $ 0 $ 0 Grants 350 215 1,373 0 0 0 Transfers from Park Ded /CIP /Recreation 0 985 727 0 0 0 Transfers to Other Capital Projects & Reserves (297) 0 0 0 0 0 Capital Projects (1,018) (3,200) (2,100) 0 0 0 Ending Balance at June 30 $ 0 $ 0 $ 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 83 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) ENTERPRISE FUNDS RESOURCE RECOVERY Beginning Balance at July 1 Estimated Operating Revenues Fstlmated 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 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 1,3 90 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 $ 395 $ 400 $ 404 $ 408 498 505 520 535 546 557 (491) (501) (515) (53 . 1) _ (542)_ (554) 7 4 5 4 4 3 400 0 0 0 0 0 (550) 0 0 0 0 0 $ 329 $ 271 $ 326 $ 380 $ 452 $ 541 $ 391 $ 395 $ 400 $ 404 $ 408 $ 411 $ 346 $ 329 $ 271 $ 326 $ 380 $ 452 1,740 1,763 1,816 1,870 1,926 1,984 (1,745)__ (1 (1,761) (1,816) (1,855) (1,894) 1 (58) 55 54 71 90 (18) 0 0 0 0 0 $ 329 $ 271 $ 326 $ 380 $ 452 $ 541 150 150 200 200 250 300 179 121 126 180 202 241 329 271 326 380 452 541. 84 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) ENTERPRISE FUNDS (coat.) RECREATION PROGRAMS Beginning Balance at July 1 Estimated Operating Revenues Estunated Operating Expenditures Net Operating Activity Transfers from Capital Improvement Transfers to GOIfCourse /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 $ 2,222 $ 1,525 $ 1,419 $ 1,163 $ 1,307 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 I44 200 0 0 0 0 0 (600) (207) 0 0 0 0 (96) (625) (250) (400) 0 0 $ 2,222 $ 1,525 $ 1,419 $ 1,163 $ 1,307 $ 1,451 300 300 300 300 300 300 1,024 612 612 612 61.2 612 898 613 507 251 395 539 $ 2,222 $ 1,525 $ 1,419 $ 1,163 $ 1,307 $ 1,451 85 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) 2010 -11 2011 -12 2012 -13 2013 -14 2014 45 2015 -16 INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY Beginning Balance at July 1 $ 1,954 $ 2,095 $ 2,224 $ 2,387 $ 2,556 $ 2,727 Estimated Operating Revenues 1,283 1,695 1,742 1,797 1,835 1,874 Estimated Operating Expenditures (1,142) (1,536) (1,579) (1,628) (1,663) (1,698) Net Operating Activity 141 159 163 168 172 175 Transfer In-- General Fund 474 200 200 200 200 200 "Transfer Out -- General Fund 0 (30) 0 0 0 0 Depreciation Reserve 460 150 100 100 100 100 Capital Outlay - New & Replacement (934) (350) (300) (300) (300) (300) Ending Balance at June 30 $ 2,095 $ 2,224 $ 2,387 $ 2,556 $ 2,727 $ 2,903 WORKERS' COMPENSATION Beginning Balance at July 1 $ 196 $ 202 $ 172 $ 141 $ 109 $ 76 Estimated Operating Revenues 412 412 423 437 446 455 Estimated Operating Expenditures (406) (442) (454) (469) (479) (489) Ending Balance at June 30 $ 202 $ 172 $ 141 $ 109 $ 76 $ 43 EQUIPMENT Beginning Balance at July 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) (9 (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 l $ 65 $ 15 $ 33 $ 51 $ 71 $ 90 Estimated Operating Revenues 89 83 85 88 90 92 Estimated Operating Expenditures 364) 265) (267) (269) (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 86 FUND BALANCE TRENDS Current and Five -Year Forecast (in thousands) 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 INTERNAL SEW VICE 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 87 REVENUE ESTIMATE Zoning and Planning Fees 410 Adopted Revised 443 711 484 508 533 Engineering Fees Actual Budget Budget FIVE YEAR FORECAST (in thousands) 450 472 2009 -10 2010 -11 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 GENERAL FUND 476 Blackberry Farm /Youth & Teen Programs 145 145 145 165 168 172 TAXES 179 Other Service Charges 75 90 90 92 94 96 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 TransientOccupancy'rax 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 Dees 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 0 Redevelopment Agency Loan Payback 480 500 1,315 0 0 0 Investment Earnings 182 630 110 400 800 1,000 1,000 1,000 Property Rentals 503 558 558 569 580 592 604 616 0 685 1,188 668 969 1,380 1,592 1,604 1,616 INTERGOVERNMENTAL 48,546 Motor Vehicle License Fees 167 220 231 240 250 260 270 280 Grants 256 208 208 130 30 30 30 30 Other Intergovernmental 203 125 125 185 185 185 185 185 626 553 564 555 465 475 485 495 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 98 300 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 M 100 1,111 100 100 100 100 100 STATE BORROWING (1,419) 0 0 0 1,504 0 0 0 Subtotal 35,578 40,543 42,680 42,858 45,896 45,646 47,004 48,546 TRANSFERS IN /OTIIER REVENUES Equipment Fund 504 0 0 0 0 0 0 0 Information Technology & Tratlic 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 5 0 0 0 0 Capital Improvement Project Savings 487 150 223 0 0 0 0 0 Total General Fund 37,049 41,308 44,333 42,893 45,896 45,646 47,085 48,546 88 REVENUE ESTIMATE Adopted Revised ,Actual Budget Budget FIVE YEAR FORECAST (in thousa 2009 -10 2010 -11 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 SPECIAL REVENUE FUNDS STORM DRAIN IMPROVEMENT Investment Earnings 7 34 34 20 20 21 21 22 Developer Fees 26 50 50 50 50 50 50 50 33 84 84 70 70 71 71 72 PARK DEDICATION Investment Earnings 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 ENVIRON. MGMT.ICLEAN CREEKS/STORM DRAIN 0 0 0 Sales Tai on Gasoline- Proposition 42 506 0 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 68 115 125 140 150 379 502 502 434 481 491 506 516 TRANSPORTATION Investment Earnings 5 Investment Earnings 3 30 30 10 10 10 11 11 Transfer from General Fund 750 750 750 750 750 750 750 750 Transfer from Capital Reserves 0 0 0 200 0 0 0 0 Sales Tai on Gasoline- Proposition 42 506 0 0 0 0 0 0 0 Grants 766 700 57 0 500 0 0 0 Proposition IB 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 2,318 2,484 2,818 2,338 2,370 2,402 HOUSING & COMMUNITY DEVELOPMENT Investment Earnings 5 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 1lousing 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 `faxes 1,323 1,256 1,256 250 250 250 250 250 1,808 1,786 2,601 250 250 250 250 250 89 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 I <ACILITIES 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 •# REVENUE ESTIMATE Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (i t 2009 -10 2010 -11 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 CAPITAL PROJECTS FUNDS CAPITAL IMPROVEMENT PROJECTS Transfer into Capital Projects Grants /Other Income CAPITAL RESERVES Transfers from Stevens Creek Corridor Park Transfers from Capital Improvement Transfers from General Fund STEVENS CREEK CORRIDOR PARK Transfers from General Fund Transfers from Park Dedication Transfers from Capital Reserves Transfers from Recreation Grants 2,382 1,060 1,185 170 1,375 75 75 75 116 0 1,048 0 0 0 0 0 2,498 1,060 2,233 170 1,375 75 75 75 0 0 172 0 0 0 0 0 0 0 1,076 0 0 0 0 0 t00 382 432 634 1,146 204 916 1,229 100 382 1,680 634 1,146 204 916 1,229 303 0 0 0 0 0 0 0 200 1,100 0 0 650 0 0 0 0 0 0 778 77 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 1,200 2,100 0 0 0 91 REVENUE ESTIMATE ENTERMSE 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 Transfer from Capital Improvement Adopted Revised Actual Budget Budget FIVE YEAR FORE CAST (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 0 0 0 0 0 573 1,045 898 505 520 535 546 557 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 0 0 200 0 0 0 0 0 2,268 2,381 2,455 2,351 2,421 2,494 2,543 2,594 92 REVENUE ESTIMATE INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY Investment Earnings Service Charges Transfers In from General Fund WORKERS' COMPENSATION Investment Earnings Premiums EQUIPMENT Investment Earnings Service Charges Transfers In from General Fund COMPENSATED ABSENCE & LONG- TERM DISABILITY Investment Earnings LTD Premiums Transfers In from General Fund RETIREE MEDICAL Investment Earnings Transfers In from General Fund Adopted Actual Budget 2009 -10 2010 -11 Revised Budget FIVE YEAR FORECAST (in thousands) 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 13 14 14 14 14 15 15 15 1,254 1,269 1,269 1,681 1,728 1,782 1,820 1,859 169 200 474 200 200 200 200 200 1,436 1,483 1,757 1,895 1,942 1,997 2,035 2,074 12 12 12 12 12 12 13 13 406 400 400 400 411 424 433 442 418 412 412 412 423 437 446 455 12 14 14 14 14 15 15 15 985 1,091 1,091 1,033 1,062 1,095 1,118 1,142 30 0 0 45 549 45 45 45 1,027 1,105 1,105 1,092 1,625 1,155 1,178 1,202 1 1 1 1 1 1 1 1 64 88 88 82 84 87 89 91 300 225 225 200 200 200 200 200 365 314 314 283 285 288 290 292 58 0 0 10 5 5 0 0 1,848 1,500 1,500 1,000 1,800 1,400 1,400 1,400 1,906 1,500 1,500 1,010 1,805 1,405 1,400 1,400 93 EXPENDITURE ESTIMATES 291 277 296 274 282 290 297 303 3400 Cupertino Scene 123 Adopted Revised 123 126 130 133 136 3500 Government Channel Actual Budget Budget FIVE YEAR FORECAST (in thousands) 745 769 2009 -10 2010 -11 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 GENERAL FUND 84 86 3502 Public Access Support 55 57 57 59 61 COUNCIL AND COMMISSIONS 64 65 3600 City Web Site 185 190 190 225 231 1000 City Council 237 255 255 313 320 330 337 344 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 34 26 27 27 28 1050 Public Safety Commission 5 11 11 26 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 8 507 413 455 455 536 524 541 552 564 ADMINISTRATION 169 172 4330 Elections 135 2 2 175 0 1200 City Manager 342 381 381 417 429 442 452 461 1201 Community Outreach 70 88 88 89 91 94 96 98 1300 City Manager Discretionary Fund 29 35 35 35 35 35 35 35 37 441 504 904 541 555 571 583 595 1500 CITY ATTORNEY 615 649 651 664 682 704 719 734 LAW ENFORCEMENT 829 847 3,733 4,206 4,359 4,542 4,360 2100 Law Enforcement 8,266 8,655 8,755 8,842 9,107 9,380 9,662 9,952 2101 Interoperability Project 18 29 29 38 39 40 41 42 2401 Citizens Option for Public Safety 100 100 100 100 100 100 100 100 8,384 8,784 8,884 8,980 9,246 9,521 9,803 10,094 PUBLIC & ENVIRONMENTAL, AFFAIRS 3300 Community Relation & Information 291 277 296 274 282 290 297 303 3400 Cupertino Scene 123 122 122 123 126 130 133 136 3500 Government Channel 605 609 614 725 745 769 785 802 3501 Gov't Channel -- Special Project 75 77 77 78 80 83 84 86 3502 Public Access Support 55 57 57 59 61 63 64 65 3600 City Web Site 185 190 190 225 231 239 244 249 3700 Environmental Affairs 153 105 105 174 179 185 189 193 1,487 1,437 1,461 1,658 1,704 1,758 1,796 1,834 ADMINISTRATIVE SERVICES 4000 Administration 379 383 405 401 412 425 434 443 4010 Leadership 95014 0 0 12 0 0 0 0 0 4040 Library Service 120 246 246 371 253 261 266 272 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 Enforcement/Animal Control 745 757 768 766 787 812 829 847 3,733 4,206 4,359 4,542 4,360 4,697 4,593 4,891 94 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2009 -10 2010 -11 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 GENERAL FUND (coat.) 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 lfall Operation 35 32 32 38 39 40 41 42 6248 Cultural Programs 168 191 191 194 199 206 210 215 6265 Quinlan Community Center 364 382 388 369 374 386 394 402 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 /Manta 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 Manta 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 4,244 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 a EXPENDITURE ESTIMATES GENERAL FUND (coat.) Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2009 -10 2010 -1I 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 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: 810 Engineering Design 989 1,056 1,117 1,078 1,108 1,143 1,167 1,192 8102 Inspection Service 147 151 151 153 157 162 166 169 Service Center Administration: 8201 Public Works Supervision 819 850 850 868 892 920 940 960 Grounds: 8302 McClellan Ranch Park 53 56 56 57 59 60 62 63 8303 Memorial Park 480 557 557 544 559 577 589 602 8312 School Site Maintenance 508 549 549 574 590 609 621 635 8314 Neighborhood Parks 977 1,098 1,237 1,228 1,262 1,302 1,330 1,358 8315 Sports >"ields /Jollyman /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 1,165 1,197 1,235 1,261 1,288 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 f {all 468 485 552 479 452 467 476 487 8502 Library 240 252 254 291 299 309 315 322 8503 Service Center 311 299 308 328 327 337 344 351 8504 Quinlan Community Center 351 382 391 392 403 416 424 433 8505 Senior Center 187 197 199 190 195 201 206 210 8506 McClellan Ranch 79 72 72 81 83 86 88 90 8507 Monta Vista 104 147 148 134 138 142 145 148 8508 Wilson 29 39 39 39 40 41 42 43 8509 Portal 29 29 29 29 30 31 31 32 8511 Creekside 64 47 47 52 53 55 56 57 8512 Community Hall 174 217 219 403 398 411 419 428 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 12,211 12,485 12,878 13,152 13,432 Operating Expenditures 32,956 36,068 37,150 37,511 38,164 39,548 40,264 41,402 96 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 0 382 432 534 1,046 104 816 1,129 0100 Transportation Projects & Maintenance 750 750 750 750 750 750 750 750 0100 Environ. Mgt, /Clean Creeks /Storm Drain 15 135 135 68 115 125 140 150 0100 Stevens Creek Corridor Park 303 0 0 0 0 0 0 0 1210 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 Tecbnology 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 8,364 6,431 8,299 6,459 7,186 7,509 TOTAL GENERAL FUND 42,811 43,293 45,514 43,942 46,463 46,007 47,450 48,911 97 EXPENDITURE ESTIMATES 79 87 92 91 94 96 99 101 8403 Sidewalk, Curb and Gutter Maint 121 Adopted Revised 125 128 133 135 138 8404 Street Pavement Maintenance Actual Budget Budget FIVE YEAR FORECAST (in thousands) 231 239 2009 -10 2010 -11 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 SPECIAL REVENUE FUNDS 466 475 9457 CIP - Monument Gateway Signs 0 35 35 0 0 STORM DRAIN IMPROVEMENT 0 0 9443 CIP - Bollinger Bike Lane /Calabzas Cr Brd 0 0 208 0 0 9612 Storm Drain Improvements 73 78 123 77 79 82 83 85 9620 CIP - Monta Vista Storm Drain System 0 400 892 0 0 0 0 0 0100 Transfer to Transportation/Cap Impry 60 0 0 0 0 0 0 0 0 133 478 1,015 77 79 82 83 85 PARK DEDICATION 0 0 9451 CIP - Curb, Gutter, Sidewalk, ADA Ramps 357 750 1,474 215 200 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 0 200 1,100 0 0 1,950 0 0 0 ENVIRON. MGMT. /CLEAN CREEKS /STORM DRAIN 2,345 2,362 8004 Non Point Source 391 529 529 557 480 495 506 516 391 529 529 557 480 495 506 516 TRANSPORTATION 79 87 92 91 94 96 99 101 8403 Sidewalk, Curb and Gutter Maint 121 123 123 125 128 133 135 138 8404 Street Pavement Maintenance 134 194 194 260 231 239 244 249 8405 Street Signs /Markings 430 406 410 430 442 456 466 475 9457 CIP - Monument Gateway Signs 0 35 35 0 0 0 0 0 9443 CIP - Bollinger Bike Lane /Calabzas Cr Brd 0 0 208 0 0 0 0 0 9450 CIP - Pavement Management 989 750 814 1,450 1,250 1,250 1,250 1,250 9458 CIP - Pavement Management -Prop 113 0 800 800 0 0 0 0 0 9455 CIP - Pavement Management -Prop 42 138 0 363 0 0 0 0 0 9456 CIP - Pavement Management -ARRA 617 700 0 0 0 0 0 0 9451 CIP - Curb, Gutter, Sidewalk, ADA Ramps 357 750 1,474 215 200 250 250 250 94xx CIP - Pavement Mgmt CMAQ /S`I'P 0 0 0 0 574 0 0 0 Completed Projects 25 0 0 0 0 0 0 0 2,811 3,758 4,421 2,480 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 }lousing 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 9.1_; EXPENDITURE ESTIMATES DEBT SERVICE FUNDS PUBLIC FACILITIES CORPORA"T"ION 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 20I5 -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 99 EXPENDITURE ESTIMATES 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 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 McClellan Ranch Blacksmith Shop 9144 Civic Center Master Plan 9229 City Hall Generator Connection 9235 Service Center Security Gate 9237 Quinlan Center Trellis 9241 Library Fountain 9252 McClellan Ranch Repairs and Painting 9253 AM Station Antenna Relocation 9254 EOC Generator with Trailer 9256 Service Center Tool Crib 9257 Community Hall AV Upgrades 9258 Library Parking 9259 Emergency Van Upgrade 9549 Safe Routes to School - Garden Gate 9550 Traffic Signal Battery Backup System 9557 DeAnza/McClellan/Pacifica Signal Mod 9558 Various Trf Signal/Intersection Modif 9xxx Stelling/1 -280 Bridge Ped Light & Upgrd 9704 Streetlight & Irrigation Conservation Completed Projects Capital Projects Transfers Out: 0100 Transfer to Recreation Programs 0100 Transfer to Capital Reserves 0100 Transfer to General Fund Transfers Out from Current Operations TOTAL CAPITAL IMPROVEMENT 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 7 0 0 0 0 0 0 0 400 0 180 0 0 0 0 0 0 0 0 0 1,300 0 0 0 0 50 0 0 0 0 0 0 0 200 0 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 20 0 0 0 0 0 0 0 0 50 0 0 0 0 10 0 0 0 0 0 0 0 25 0 0 0 0 0 0 0 202 0 93 0 0 0 0 0 183 55 0 0 0 0 0 0 0 15 100 0 0 0 0 0 0 70 0 0 0 0 0 0 0 0 276 0 0 0 0 0 0 40 0 0 0 0 0 0 0 50 50 0 0 0 0 0 0 100 0 0 0 0 0 0 0 0 75 0 0 0 0 0 0 0 433 0 0 0 0 0 0 50 49 45 0 0 0 0 0 0 146 0 0 0 0 0 13 0 38 75 75 75 75 75 0 0 0 50 0 0 0 0 0 0 2,061 0 0 0 0 0 501 0 0 0 0 0 0 0 t,359 1,160 4,283 220 1,375 75 75 75 0 0 200 0 0 1,076 487 150 223 0 0 0 487 150 1,499 1,846 1,310 5,782 220 1,375 75 75 75 CAPITAL RESERVES - transfers out 01001'ransfer to Capital Improvement 0 860 860 I70 75 75 75 75 0100 Transfer to Transportation 0 0 0 200 0 0 0 0 0100 Transfer to Stevens Crk Corridor Park 0 0 0 778 77 0 0 0 0100 Transfer to General Fund 0 115 115 5 0 0 0 0 Transfers Out from Reserves 0 975 975 1,153 152 75 75 75 100 EXPENDITURE ESTIMATES CAPITAL PROJECT FUNDS (eoni.) 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- Pliase 1 923 0 328 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 0 527 0 0 0 0 0 0100 Transfer to Capital Improvement 0 0 125 0 0 0 0 0 0100 Transfer to Capital Reserves 0 0 172 0 0 0 0 0 993 1,200 1,315 1,200 2,100 0 0 0 MARY AVE BICYCLE FOOTBRIDGE-9449 0 0 120 0 0 0 0 0 101 EXPENDITURE ESTIMATES ENTERPRISE FUNDS RESOURCE RECOVERY 8003 Solid Waste & Recycling BLACKBERRY FARM GOLF COURSE 6440 Golf Course 9139 CIP Golf Course Irrigation upgrade SPOR'T'S CENTER 6450 Sports and Physical 8510 Maintenance 9230 CIP - Tennis Court Resurfacing RECREATION PROGRAMS 6349 Cultural, Youth and Teen Programs 6449 Sports and Physical 9129 CIF Stocklmeir Orchard Irrigation 9131 GIP Linda Vista Pond Improvements 9132 CIP Park Tennis Court Resurfacing 9137 CIP Fenced Dog Park 9138 CIP Stocklmeir Legacy Farm 9248 CIP Monta Vista Floors Cabinets 9255 CIP Quinlan Center Interior Upgrade 9260 CIP McClellan Ranch /Simms Master Plan Completed Projects 0100 Transfer to 1313F Golf Course 0100 Transfer to Stevens Crk Corridor Park 0100 Transfer to Capital Improvement Adopted Actual Budget 2009 -10 2010 -11 Revised Budget FIVE YEAR FORECAST (in thousands) 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 2,018 1,965 1,965 1,278 1,289 1,304 1,307 1,310 2,018 1,965 1,965 1,278 1,289 1,304 1,307 1,310 457 631 491 501 515 531 542 554 0 550 550 0 0 0 0 0 457 1,181 1,041 501 515 531 542 554 1,268 1,515 1,471 1,489 1,530 1,579 1,612 1,646 231 254 274 332 230 237 243 248 62 0 18 0 0 0 0 0 1,561 1,769 1,763 1,821 1,761 1,816 1,855 1,894 1,188 1,261 1,071 1,281 1,317 1,358 1,387 1,416 661 1,096 821 935 961 991 1,012 1,034 0 0 0 50 0 0 0 0 0 0 0 75 0 0 0 0 63 0 49 0 0 0 0 0 0 225 17 250 0 0 0 0 0 50 0 0 50 400 0 0 23 0 0 0 0 0 0 0 0 30 30 200 200 0 0 0 0 0 0 50 0 0 0 0 508 0 0 0 0 0 0 0 0 400 400 0 0 0 0 0 0 0 0 207 0 0 0 0 0 200 200 0 0 0 0 0 2,443 3,262 2,588 3,048 2,528 2,749 2,399 2,450 102 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2009 -10 2010 -11 2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY 4800 Operations 1,013 1,122 1,142 1,536 1,579 1,628 1,663 1,698 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 82,537 67,417 71,735 65,654 66,760 68,315 TOTAL REVENUES 64,724 67,391 70,513 62,976 71,961 64,929 67,391 69,469 103 NOTES 104 Gann Appropriations Limit Fiscal Year 2011 -12 Article XIIIB of the California State Constitution as enacted by Proposition 4, the Gann initiative of 1979, mandates a limit on the amount of proceeds of taxes that state and local governments can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit government spending by putting a cap on the total proceeds of taxes that may be appropriated each year. The original Article XIIIB was further modified by Proposition 111 and SB 88 approved by California voters in June of 1990. Proposition 111 allows cities more flexibility in choosing certain inflation and population factors to calculate the limit. Appropriations Subject to Limit 80,000,000 70,000,000 60,000,0000 ,0,000,000 40,0100,000 30, 000, 000 20,000,000 0 Appropriation Lionit --w—Appropriation Subject to Limit The limit is different for each agency and the limit changes each year. Each year's limit is based on the amount of tax proceeds that were authorized to be spent in fiscal year 1978 -79 in each agency, modified for changes in inflation and population in each subsequent year. Proposition 111 has modified those factors to allow cities to choose either the growth in California Per Capita Income or the growth in non - residential assessed valuation due to new construction in the city. Alternatively, the city could select a population growth factor represented by the population growth in Santa Clara County. Each year the city establishes its appropriations limit for the following fiscal year. The City's appropriations limit for fiscal year 2011112 of $72,194,298 is $2,388,975 or 3.42% higher than the fiscal year 2010111 limit of $69,805,323. For fiscal year 2011112, the City's estimated appropriations of proceeds from taxes, less statutory exclusions, are $33,614,000. This is 46.56% of the legal limit. If a city exceeds the legal limit, excess tax revenue must be returned to the State or citizens through a process of refunds, rebates, or other means that may be determined at that time. The appropriations limit is not expected to present a restraint on current or future budget deliberations. 105 NOTES 106 Performance Measures KEY PERFORMANCE MEASURES ADMINISTRATIVE SERVICES Goal: Provide excellent customer service to departments and the public. Stratey Measure 2010111 2011112 Projected Business license certifi- cates sent in a timely manner. Licenses sent within seven work days. 3 work days 1 -7 work days Accounts payable invoices processed in a timely manner. Invoices processed within five work days 5 days 1 -5 days Goal: Produce a Comprehensive Annual Financial Report (CAFR) that meets award program standards of the Government Finance Officers' Association (GFOA). Strategy Measure 2010111 Actual 2011112 Projected CAFR award application materials prepared by award deadlines. Application materials sent by December 31 deadline. 12 -8 -10 12 -8 -11 Goal: Produce an adopted annual budget that meets award program standards of the California Society of Municipal Finance officers (CSMIaO). Strategy Measure 2010111 Actual 201 I/12 Projected Budget award application materials prepared in a timely manner. Application materials sent by the August 31 deadline. 8 -15 -10 8 -15-11 Goal: Maintain updated municipal code. Strategy Measure 2010111 Actual 2011112 Projected Update Cupertino Muni - cipal Code and distribute changes as soon as an ordinance is effective. Percent of updates completed. 100% 100% Goal: Provide excellent customer service to the public rr aking Public Records Act requests. skate gy Measure 2010/11 Actual 2011112 Projected Provide records to the public within the requested timeframe. Percent of records delivered within the timeframe specified. 78% 100% 107 KEY PERFORMANCE MEASURES ADMINISTRATIVE SERVICES Goal: Provide excellent duplication services. Strategy Measure 2010111 Actual 2011112 Projected Provide duplication ser- vices to departments and the public in a timely manner. Percent of duplication requests completed in the timeframe requested. 100% 100% Goal: Process documents accurately and in a timely manner. Strategy Measure 2010111 Actual 2011112 Projected Prepare City Council minutes within nine days of meeting for 25 meetings. Number of minutes prepared within nine days of meeting. 20 of 25 minutes prepared within nine days 20 minutes prepared within nine days Goal: Provide the community with crime prevention information. Strategy Measure 2010It 1 Actual 2011112 Projected Conduct neighborhood watch meetings. Number of neighborhood watch meetings held. 15 16 Goal: Educate community about emergency preparedness. Strategy Measure 2010111 Actual 2011112 Projected Conduct monthly Personal Emergency Preparedness Workshops. Provide Community Emer- gency Response Team training on a regular basis. Conduct public safety training for youth three times a year. Number of workshops held. Number of class sessions held (6 week sessions). Number of classes held. 9 2 3 10 2 3 108 KEY PERFORMANCE MEASURES COMMUNITY DEVELOPMENT Goal: Check building permit plan sets for compliance with zoning requirements. Strate X Measure 2010111 Actual 2011112 Projected Approve building plan sets Percent of plan sets 97% 100% in a timely manner, approved within five work days. Goal: Provide complete technical processing of applications for discretionary land use entitlements. S Jrate 11 Measure 2010111 Actual 2011112 Proiected Provide timely technical Percent of applications 100% 100% processing of applications, processed within 21 working days. Goal: Provide prompt and thorough plan check review to alert applicants of any issues as early as possible. Strate Measure 2010111 Actual 2011/12 Proiected Review plans submitted for Number of plan checks 999 1,200 plan check expediously processed. given the type and complexity of the project. Goal: Enhance community awareness and education of projects and programs. Strate Measure 2010/11 Actual 2011112 Projected Expand educational pro- Number of projects I1 10 gramming through com- where citywide postcards munity outreach mailings, or 112 page Cupertino including: Focus Group Courier ads were sent. meetings, postcards, and ordinance changes. Number of Public Input meetings for citywide 3 2 programs. Number of projects where project 2 2 information was posted on the City website 109 KEY PERFORMANCE MEASURES COMMUNITY DEVELOPMENT Goal: Administer the U.S. Department of Housing and Urban Development (HUD) funding of projects and programs throughout the community targeted at households of low and moderate income, Strate Measure 2010/11 Actual 2011/12 Projected Fund up to 12 public Number of low and 820 830 service agencies and three moderate income capital projects equaling households assisted the full $386,580 in through public service funding through com- grants. munity Development Block Group (CDBG). Number of public service 12 12 projects. Funds allocated to public $60,493 $64,950 service projects. Number of capital 2 2 projects. Funds allocated to capital $379,491 $281,400 projects. Goal: Enhance community awareness of land use projects. atgw Measure 2010/11 Actual 2011/12 Projected Notice the public of Percent of notices sent 100% 100% upcoming projects in a within 10 days of timely manner. Planning Commission meetings. 110 KEY PERFORMANCE MEASURES LAW ENFORCEMENT Goal: Maintain adequate sheriff response times to citizen calls. Strafe Measure 2010111 Actual 2011112 Projected Monitor average response time for emergency calls. Priority One: Respond within five (5) minutes 4.49 Minutes 5.00 Minutes Priority Two: Respond within nine (9) minutes. 5.76 Minutes 9:00 Minutes Priority Three: Respond within twenty (20) minutes. 9.79 Minutes 20 Minutes Goal: Provide crime prevention efforts through public interaction and education. Strategy Measure 2010111 Actual 2011112 Projected Offer ride a -longs with sheriff deputies. Number of ride a -longs held. 37 30 Goal: Provide crime prevention efforts in the schools through interaction and education. Conduct Teen Academy classes. Number of Teen Academy classes held. 2 2 Conduct Code Red training and drills. Number of training /drills held, 17 16 Conduct Every 15 Minutes Program. Number of presentations held. 1 0 Conduct School Attendance Review Board meetings. Number of meetings held. 13 17 111 KEY PERFORMANCE MEASURES PARKS AND RECREATION SENIOR CENTER Goal: Expand senior adult evening program offerings held at the Senior Center. Strategy Measure 2010/2011 Actual 2011/2012 Projected Add educational course, computer course, art class and seminar Number of evening classes 55 55 Goal: Using effective marketing techniques, increase membership in the Senior Center program. Strategy Measure 2010/2011 Actual 2011/2012 Projected Increase membership registration by two percent Number of total memberships 2387 2395 Goal: Implement an effective volunteer recruitment campaign for Senior Center volunteers. Strategy Measure 2010/2011 Actual 2011/2012 Projected Increase number of new volunteers each year to 25 Number of volunteers 36 25 Goal: Reduce General Fund subsidy for the Senior Center Travel Program. Strategy Measure 2010/2011 Actual 2011/2012 Projected Decrease General Fund subsidy by $10,000 Amount of total program subsidy $20,000 $10,000 112 KEY PERFORMANCE MEASURES PARKS AND RECREATION YOUTH/TEEN DIVISION Goal: Acquire more space at school sites for the Afterschool Enrichment Program in an effort to increase revenue. Strategy Measure 2010/2011 Actual 2011/2012 Proj ected Increase revenue by adding more space at school sites Amount of revenue for 2011112 school year $120,228 $130,000 Goal: Enhance the adult class offerings by adding two new classes Strategy Measure 2010/2011 Actual 2011/2012 Projected Add two new classes to adult offerings Number of adult class offerings 9 11 Goal: Establish a plot within the Community Gardens dedicated to teaching youth gardening classes. Strategy Measure 2010/2011 Actual 2011/2012 Projected Increase number of plots at Community Gardens for youth gardening classes Number of plots dedicated to teaching classes 0 1 113 KEY PERFORMANCE MEASURES PARKS AND RECREATION FACILITIES AND EVENTS Goal: Increase participation at Summer Concerts and Cinema at Sundown Stratey Measure 2010111 Actual 2011112 Projected Market events through mailings, banners, email Amount of participants at events 4,100 5,000 Goal: With regard to the addition of the Concession Stand, increase Blackberry Farm revenue by 25% Strategy Measure Season 2011 Season 2012 Projected Actual Increase the awareness of the concession stand and continue to provide a high quality product. Amount of revenue generated, NIA $180,000 Goal: Increase Cupertino resident rentals at Blackberry Farm by 25% Strategy Measure Season 2011 Season 2012 Projected Actual Market facility rentals on the website, brochures, direct mailings and spread awareness though Cupertino businesses and schools Number of Cupertino resident rentals at Blackberry Farm 120 150 Goal: Increase revenue generated at the Quinlan Community Center. Strate Measure 2010/11 Actual 2011112 Projected Market facility rentals on the website, brochures and direct mailings, banners Amount of revenue generated. $95,090 $105,000 114 KEY PERFORMANCE MEASURES PARKS AND RECREATION SPORTS AND FITNESS Goal: Increase weekly quick pass sales Stratea Measure 2010111 Actual 2011112 Projected Offer a $1 /per round discount on quick passes (QP) during the first week of each season. First special will be the first week of summer. QP rounds purchased during the 4 sale periods. averaged 160 QP rounds sold per week 180 QP rounds sold during the 4 seasonal sale weeks (12.5 %) Goal: Increase participations in all day summer sports and playground combo camps by 20% Stratem Measure 2010/11 Actual 2011112 Projected Offer 6 more camps at 2 additional locations. Advertise using Constant Contact email marketing to customers that have taken similar classes in the past. Number of participants 39 47 115 KEY PERFORMANCE MEASURES PUBLIC WORKS Goal: Time investigate and respond to traffic sign maintenance requests. Strategy Measure 2010111 Actual 2011112 Projected Repair or replace street signs in a timely manner. Percent of street signs maintained within 24 business hours. 100% 100% Goal: Timely remove rep orted graffiti. LL= Measure 2010111 Actual 2011112 Projected Graffiti markings re- moved in a timely manner. Clean up within. 48 business hours of call. 100% 100% Goal: Timely maintain street markings and legends while minimizing impacts to traffic. Strategy Measure 2010111 Actual 2011112 Pro' ected School area street markings painted bi- annually prior to the beginning of the school year. High wear areas p ainted annually. Percent of street markings and legends repainted bi- annually. 100% 100% Goal: Provide timely and effective street sweeping service for the comm unit . Strate Measure 2010111 Actual 2011112 Projected Sweep residential and commercial streets on a twice per month basis. Additional sweeps may be required for heavy leaf fall and on Foothill Blvd. Number of curb miles swept each month. 696 miles 575 miles Goal: Provide Timely and effective streetlight maintenance program. Strategy Measure 2010111 Actual 2011112 Projected Repair streetlights in a timely manner. Respond to customer calls within five business days and if practical, resolve issue within five business ._days. — 2 Day response 100% 5 Day resolution 95% 2 Day response 100% 5 Day resolution 95 % 116 Goal: Timely respond to Tree Concerns. SL La Strate = a Measure 2010111 Actual 2011112 Projected Maintain urban forest to Respond to safety issues 2 Day response 2 Day response a standard that minimizes same business day to make 100% 100% liability and is effective safe, If practical, provide 5 Day 5 Day resolution in utilizing available funds, permanent repairs within five business days. resolution 50% 50% Goal: Timely respond to As halt concerns. SL La Measure 2010111 Actual 2011112 Projected Maintain streets to a standard that minimizes Respond to safety issues same business day to make 2 Day response 100% 2 Day response 100% liability and is effective safe. If practical, provide 5 Day 5 Day resolution in utilizing available funds. permanent repairs within five business days. resolution 25% 25% Goal: Timely respond to Concrete concerns. Strategy Measure 2010111 Actual 2011112 Projected Maintain sidewalks, curb Respond to safety issues 2 Day response 2 Day response and gutter to a standard that minimizes liability same business day to make safe. If practical, provide 100% 5 Day 100% 5 Day resolution and is effective in utilizing available funds. permanent repairs within five business days. resolution 25% 25% 117 NOTES 118 Departmental Operating Budgets DEPARTMENTAL OPERATING BUDGETS The Departmental Operating Budgets section provides budget information for each of the City's eight key operating functions: City Council, Administration, Law Enforcement, Public and Environmental Affairs, Administrative Services, Parks and Recreation, Community Development and Public Works. Each departmental operating budget includes the following elements: 1. Department Summary: The department summary includes an organization chart for the department and condensed financial information for each division within the department. It is a "big picture" snapshot of the department's responsibilities and costs. 2. Division Summary: Most departments are organized into smaller units or divisions. A program overview has been presented for each division denoting the key functions of the division. In addition, service objectives are listed to identify for the reader the upcoming goals and objectives of that section. Finally, the budget document includes an expenditure summary that details historical and proposed expenditures by category and funding source and the personnel charged to that division. 119 NOTES 120 Council and Commissions 121 C OUNCIL AND COMMISSIONS Citizens of Cupertino City Council TeenTechnology Information Commission a Communications Parrs & Recreation �--{ Library Commission I f I Commission Planning Commission Bicycle /Pedestrian Commission Fine Arts Public Safety Commission Commission Audit Committee Economic Development Committee Fiscal Strategic Plan Committee 122 CITY COUNCIL AND COMMISSIONS Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopter CITY COUNCIL 1000 CITY COUNCIL COMMISSIONS 1031 TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION 1040 LIBRARY 1042 FINE ARTS 1050 PUBLIC SAFETY 1055 BICYCLE AND PEDESTRIAN 1060 PARKS AND RECREATION 1065 TEEN 1070 PLANNING 1075 HOUSING TOTAL 236,187 236,187 237,482 237,482 255,039 312,679 255,039 312,679 20,630 3,684 20,169 5,158 0 10,271 15,380 86,270 6,637 168,199 404,386 22,124 2,756 19,830 5,147 0 10,689 14,315 98,727 2,040 175,628 413,110 23,979 24,243 3,065 6,554 32,947 33,633 11,200 26,200 200 200 11,515 11,718 15,303 16,283 95,315 97,491 7,297 7,402 200,821 223,724 455,860 536,403 123 COUNCIL AND COMMISSIONS CITY COUNCIL PROGRAM OVERVIEW The Mayor and Councilmembers, acting as the elected representatives of the residents of Cupertino, establish public policy to meet community needs and assure orderly development of the City, SERVICE OBJECTIVES The City Council objectives are carried out by city staff under the sole direction of the City Manager. 124 CITY COUNCIL 1000 COUNCIL AND COMMISSIONS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 129,280 132,608 134,139 155,259 85,727 83,538 99,000 118,000 0 46 2,500 23,520 21,180 21,290 19,400 15,900 Total 1 236,187 237,482 255,039 312,679 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 236,187 237,482 255,039 312,679 Total Full -time 236,187 237,482 255,039 312,679 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted 0.40 0.50 0.50 0.50 Total 1 0.40 0.50 0.50 0.50 125 COUNCIL AND COMMISSIONS TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION PROGRAM OVERVIEW The Technology, Information & Communications Commission (TICC) advises the City Council and informs the community about issues relating to the rapidly changing fields of communication and technology. Commissioners also serve as a resource for the Planning Commission in offering technical guidance for antenna sitings. The Public and Environmental Affairs Director serves as staff liaison. The commission also supports public and educational access to cable services. SERVICE OBJECTIVES Continue to work with appropriate companies in bringing advanced services to interested residents. Monitor AT &T and Comcast services. Negotiate with public access provider KMVT to insure maximum programming value for Cupertino residents. Continue to work with staff and legal counsel to enforce the terms of the current cable franchise agreements. Continue to work with the Planning Department staff regarding antennae. 126 TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION 1031 COUNCIL AND COMMISSIONS Expenditures by Fund 2008 -09 2009 -10 2010 -11 201112 Actual Actual Adopted Adopted General 20,630 22,124 23,979 24,243 Total 20 22,124 23,979 Expenditures by Category Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Adopted Adopted Actual Actual Adopted Adopted Total 0.10 0.10 0.10 0.10 Employee Compensation 15,740 16,910 17,629 17,893 Materials 221 250 1,350 1,350 Contract Services 4,669 4,964 5,000 5,000 Total 20,630 22,124 23,979 24,243 Expenditures by Fund 2008 -09 2009 -10 2010 -11 201112 Actual Actual Adopted Adopted General 20,630 22,124 23,979 24,243 Total 20 22,124 23,979 24,243 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.10 0.10 0.10 0.10 Total 0.10 0.10 0.10 0.10 127 COUNCIL AND COMMISSIONS LIBRARY COMMISSION PROGRAM OVERVIEW The Library Commission is a five member commission appointed by the City Council that reviews and makes recommendations related to the operations and services of the Cupertino Library, The Cupertino Library is operated by the Santa Clara County Library Services. The building is provided by the City of Cupertino for which the county pays a rental fee. County Library staff serves as staff to the Commission and the Director of Administrative Services serves as City liaison, SERVICE OBJECTIVES Monitors the various service activities of the library and makes recommendations for improvements to appropriate bodies. Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino Library Foundation. Advocates library funding and service levels at the city, county, and state levels. Represents the Cupertino library in the local community. Participates in state and local library workshops and conferences. Participates in the long range planning of quality library services for the City. Develops potential resources to expand volunteer efforts in the library. Investigates ways to expand access to non - traditional media. Continues library advocacy in Cupertino activities and with other organizations. Initiated and coordinates the Cupertino Poet Laureate program. Continues emphasis on integrating additional technology into library services. 128 LIBRARY COMMISSION 1040 COUNCIL AND COMMISSIONS Total 3,684 Expenditures by Category 6,554 2008 -09 2009 -10 2010 -11 2011 -12 2011 -12 Actual Actual Adopted Adopted 3,684 2,756 3,065 6,554 Total 3,684 2,756 3,065 Employee Compensation 3,480 2,389 2,415 4,904 Materials 204 367 650 650 Contract Services 0 0 0 1,000 Total 3,684 2,756 3,065 6,554 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 3,684 2,756 3,065 6,554 Total 3,684 2,756 3,065 6,554 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.02 0.02 0.01 0.02 Total 0.02 0.02 0.01 0.02 129 COUNCIL AND COMMISSIONS FINE ARTS COMMISSION PROGRAM OVERVIEW The Cupertino Fine Arts Commission is charged with advancing the arts in the City through a number of activities and programs. These include overseeing the "Quarter Percent for Art" requirement for developments over 50,000 square feet; promoting art in public places; making recommendations to City Council regarding arts opportunities; awarding grants to individuals and organizations; and selecting a "Distinguished Artist of the Year." In prior years, grants had been awarded to a diverse group of individuals and organizations, including the Cherry Blossom Festival, the Euphrat Museum of Art and its Arts in Schools program, and local performing arts groups, sculptors, and artists. Budget constraints resulted in the elimination of fine arts grants for several years, although a small portion of the grant money has been reinstated and annual awards have been made to the Distinguished Artist of the Year, the Emerging Artist of the Year, the Euphrat Museum of Art, and to help defray the expenses of a professional art judge for the Fine Arts League's annual exhibition and auction at the Fall Festival, SERVICE OBJECTIVES Review and approve public art projects required for developments over 50,000 square feet. Promote programs and activities that provide a direct cultural benefit to the citizens of Cupertino, with special emphasis on groups not likely to receive regular exposure to the arts. Actively encourage business and community participation in the arts. Pursue opportunities for visual and performing arts throughout the city. 130 FINE ARTS COMMISSION 1042 COUNCIL AND COMMISSIONS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation 14,346 14,589 15,297 15,583 Materials 5,323 5,067 16,350 16,750 Contract Services 500 174 1,300 1,300 Total 1 20,169 19,830 32,947 33,633 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 20,169 19,830 32,947 33,633 Total 20 19,830 32,947 33,633 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.10 0.10 0.10 0.10 Total 0.10 0.10 0.10 0.10 131 COUNCIL AND COMMISSIONS PUBLIC SAFETY COMMISSION PROGRAM OVERVIEW The Cupertino Public Safety Commission (PSC) is a five member board appointed by the City Council, which, when requested by Council, assists the Council by reviewing and recommending public safety services to assist police, fire, emergency planning, and traffic. The Sheriff's West Valley Patrol Division Commander, who is the City's Chief of Police, serves as staff liaison. SERVICE OBJECTIVES Review safety issues and concerns and make recommendations to the City Council. Promote public education programs concerning safety issues. Provide assistance in implementing public safety programs approved by the City Council. Work with the various City Departments to resolve issues and concerns related to public safety. 132 PUBLIC SAFETY COMMISSION 1050 COUNCIL AND COMMISSIONS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted. Adopted Materials 158 147 200 15,200 Contract Services 5,000 5,000 11,000 11,000 Total 5,158 5,147 11,200 26,200 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 5,158 5,147 11,200 26,200 Total 5,158 5,147 11,200 26,200 Personnel Summary 2008-09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.00 0.00 0.00 0.00 Total 0.00 0.00 0.00 0.00 133 COUNCILS AND COMMISSIONS BICYCLE AND PEDESTRIAN COMMISSION PROGRAM OVERVIEW The Cupertino Bicycle and Pedestrian Commission (BPC) is a five - member board appointed by the City Council, which, when requested by Council, assists the Council by reviewing, monitoring, and malting recommendations on City transportation matters pertaining to bicycle and pedestrian traffic, parking, education, and recreation within Cupertino. The City's Senior Civil Engineer serves as staff liaison. SERVICE OBJECTIVES Review City transportation infrastructure, development standards, public and private development projects, and citizen outreach and education efforts as they affect bicycle and pedestrian traffic in the City of Cupertino. Promote safe, efficient, and enjoyable travel for bicycle and pedestrian traffic within Cupertino. 134 BICYCLE AND PEDESTRIAN COMMISSION 1055 COUNCIL AND COMMISSIONS Expenditures by Category 200809 2009 -10 2010 -11 2011 -12 Employee Compensation 0 0 0 0 Materials 0 0 200 200 Total 0 0 200 200 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 0 0 200 200 Total 0 0 200 200 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.02 0.00 0.00 0.00 Total 0.02 0.00 0.00 0.00 135 COUNCIL AND COMMISSIONS PARKS AND RECREATION COMMISSION PROGRAM OVERVIEW The Parrs and Recreation Commission is a five- member citizen's commission appointed by the City Council to make recommendations pertaining to parks and recreation. The Director of Parks and Recreation serves as staff liaison. SERVICE OBJECTIVES Engage the public in dialog regarding the design of new programs and facilities. Make recommendations regarding these projects to the City Council. Work with staff and the public to draft and/or revise policies for use of Parks and Recreation facilities. Consider public input regarding the operation of Parks and Recreation facilities and make recommendations for their improvement. Participate on a number of special committees dealing with Parks and Recreation. Serve as ambassadors for the Parks and Recreation Department. 136 PARKS AND RECREATION COMMISSION 1060 COUNCIL AND COMMISSIONS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation 9,262 9,942 10,315 10,518 Materials 1,009 747 1 1,200 Total 10,271 10,689 11,515 11,718 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 10,271 10,689 11,515 11,718 Total 10,271 10,689 11,515 11,718 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.10 0.10 0.10 0.10 Total 0.10 0.10 0.10 0.10 137 COUNCIL AND COMMISSIONS TEEN COMMISSION PROGRAM OVERVIEW The Teen Commission is comprised of 9 teens representing grades 8 -12. The Teen Commission advises the City Council and staff on teen issues. The Recreation Coordinator for the Parks & Recreation Department serves as staff liaison. SERVICE OBJECTIVES Engage the public in dialog regarding the design of new programs, and make recommendations regarding these projects to City staff. Assist staff with the programming and promotion of the Teen Center. Assist staff with the evaluation of teen programming. Work with staff and the public to create new avenues to interact with teens. Host /sponsor a conference to promote, educate, and inform Santa Clara County youth about anti - tobacco efforts. 138 TEEN COMMISSION 1065 COUNCIL AND COMMISSIONS 139 Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation 12,826 12,253 12,803 13,783 Materials 2,004 1,397 1,200 1,200 Contract Services 550 665 1,300 1,300 Total 15,380 14,315 15,303 16,283 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 15,380 14,315 15,303 16,283 Total 15,380 14,315 15,303 16,283 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.15 0.15 0.15 0.15 Total 0.15 0.15 0.15 0.15 139 COUNCIL AND COMMISSIONS PLANNING COMMISSION PROGRAM OVERVIEW The Planning Commission is a five- member citizen board appointed by the City Council. The functions of the Planning Commission are as follows: • Advise the City Council on land use and development policy related to the General Plan; • Implement the General Plan through review and administration of specific plans and related ordinances; • Review land use applications for conformance with the General Plan and ordinances; and • Promote the coordination of local plans and programs with regional and other agencies. SERVICE OBJECTIVES Conduct periodic reviews of the General Plan and pursue modifications to the Development Permit Process to reduce turnaround and approval requirements. These reviews test the fundamental goals and measure performance of short-term objectives. Conduct public hearings for approximately 75 land development applications. Ensure that decisions are made fairly and expeditiously in accordance with adopted General Plan policies, zoning ordinances, development plans, and design guidelines. Review specific plans, zoning ordinance amendments, and amendments to the General Plan and make recommendations to Council. Serve on the Planning Commission Design Review Committee, the Environmental Review Committee, and in an advisory role to the Housing Commission and Economic Development Committee. 140 PLANNING COMMISSION 1070 COUNCIL AND COMMISSIONS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011.12 Actual Actual Adopted Adopted Employee Compensation. 67,554 79,923 75,815 77,991 Materials 11,056 10,979 11,500 11,500 Contract Services 7,660 7,825 8,000 8,000 Total 1 86,270 98,727 95,315 97,491 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time Expenditures by Fund 0.45 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 86,270 98,727 95,315 97,491 Total 86,270 98,727 95,315 97,491 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.45 0.45 0.45 0.45 Total 0.45 0.45 0.45 0.45 141 COUNCIL AND COMMISSIONS HOUSING COMMISSION PROGRAM OVERVIEW The Cupertino Housing Commission (CHC) is a five - member board appointed by the City Council to assist the Planning Commission and the City Council in developing housing policies and strategies for implementation of General Plan Housing Element goals. The Commission also oversees funding allocations for the Community Development Block Grant (CDBG) program. The Senior Planner serves as staff liaison. SERVICE OBJECTIVES When requested by the Director of Community Development or the City Council, make recommendations regarding affordable housing proposals including requests for money from the CDBG and the Affordable Housing funds, possible fee waivers or other incentives, the number and type of affordable units, and the target groups to be served. 142 HOUSING COMMISSION 1075 COUNCIL AND COMMISSIONS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation 6,517 2,014 7,097 7,202 Materials 120 26 200 200 Total 6,637 2,040 7,297 7,402 0.05 Expenditures by Fund Total 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 6,637 2,040 7,297 7,402 Total 6,637 2,040 7,297 7,402 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Full -time 0.05 0.05 0.05 0.05 Total 0.05 0.05 0.05 0.05 143 NOTES 144 Administration 145 ADMINISTRATION Adi (S.OS) city City Community Attorney Manager Outreach (3.00) (1-55) ( - 146 ADMINISTRATION Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adoptec 1200 CITY MANAGER 1201 COMMUNITY OUTREACH 1300 CITY MANAGER .DISCRETIONARY .FUND 1500 LEGAL SERVICES 336,000 341,703 380,858 416,679 76,639 70,496 87,991 88,974 37,974 28,940 35,000 35,000 480,179 614,756 648,794 663,503 TOTAL 930,792 1,055,895 1,152,643 1,204,156 147 ADMINISTRATION CITY MANAGER PROGRAM OVERVIEW The City Manager is responsible to the City Council for the effective and efficient operation of the City. Under the direction of the City Council as a whole, the City Manager carries out the City's adopted goals and objectives. The City Manager also oversees the Community Outreach Program and is responsible for developing and sustaining community - building activities that increase citizen involvement in the community. SERVICE OBJECTIVES Accomplish the City Council's work program. Manage City operations. See that all laws and ordinances of the City are duly enforced and that all franchises, permits, licenses, and privileges granted by the City are faithfully performed and observed. Keep the City Council advised as to the financial conditions and needs of the City. Investigate all complaints concerning the operation of the City. Supervise the use and condition of buildings, public parks, streets and other public property. Prepare reports and initiate recommendations as may be desirable or as requested by the City Council. Ensure that the City's policies and procedures provide a foundation for a secure financial position. Develop strategies to enhance the City's tax base and to position the City to take advantage of economic opportunities. 148 CITY MANAGER/ COMMUNITY OUTREACH 1200 ADMINISTRATION Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 365,239 366,580 389,799 440,653 43,014 42,339 62,050 48,600 424 0 11,000 11,000 1,778 0 3,000 2,500 2,184 3,280 3,000 2,900 Total 412,639 412,199 468,849 505,653 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 412,639 412,199 468,849 505,653 Total 412,639 412,199 468,849 505,653 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full-time 1.90 190 1.90 2.05 Total 1.90 190 1.90 2.05 149 ADMINISTRATION CITY MANAGER DISCRETIONARY FUND PROGRAM OVERVIEW This fund is established to meet unexpected expenses that may occur during the year. 150 CITY MANAGER DISCRETIONARY FUND 1300 ADMINISTRATION Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Contract Services 37,974 28,940 35,000 35,000 Total 37,974 28,940 35,000 35,000 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 37,974 28,940 35,000 35,000 Total 37,974 28,940 35,000 35,000 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0,00 0,00 0.00 0.00 Total 0.00 0.00 0.00 0.00 151 ADMINISTRATION LEGAL SERVICES 161WMATUT _�ifkNI The City Attorney is the legal counsel to the City Council, City Commissions, City Manager and staff. These legal services include legal advice and analysis, preparation of legislation including ordinances and resolutions, drafting or review of contracts and agreements, conducting research and supporting the City in litigation and code enforcement and administering claims filed against the City. SERVICE OBJECTIVES Attend City Council meetings and provide the Council with high quality legal advice and services. Attend commission and staff meetings as requested. Provide the legal services to the City Manager and staff necessary to accomplish their objectives. Administer claims filed against the City in a manner that minimizes City exposure and liability, 152 LEGAL SERVICES 1500 ADMINISTRATION Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation Capital Outlay Total 480,179 614,756 648,794 663,503 243,330 341,895 Expenditures by Fund 401,903 37,680 2008 -09 2009 -10 2010 -11 2011 -12 196,289 Actual Actual Adopted Adopted General 480,179 614,756 648,794 663,503 Total 480,179 614,756 648,794 663,503 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 2.95 3.00 2.95 3.00 Total 2.95 3.00 2.95 3.00 243,330 341,895 372,334 401,903 37,680 46,289 76,060 56,700 196,289 223,632 196,800 202,000 2,880 2,940 3,600 900 0 0 0 2,000 153 NOTES 154 MM Enforcement 155 Law Enforcement (Contract) 156 LAW ENFORCEMENT Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopte+ 2100 LAW ENFORCEMENT 2101 iNTEROPERABILTTY PROJECT 2401 COPS GRANT * TOTAL 8,020,011 8,266,622 8,755,110 8,841,633 13,157 17,687 29,487 38,129 100,000 100,000 0 100,000 8,133,168 8,384,309 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. 157 LAW ENFORCEMENT LAW ENFORCEMENT PROGRAM OVERVIEW This Division provides for law enforcement, emergency communications, School Resource Officers, and the Youth Probation Programs, Law Enforcement services are provided by the Santa Clara County Sheriff's Department, communication services are provided by the Santa Clara County General Services Administration, and the County's Youth Probation Program is enhanced by contract through a partnership with the Cupertino Union School District and the City of Cupertino. Law Enforcement services include general law enforcement (patrol), traffic enforcement and investigation, detective services and additional resources from specialized units. SERVICE OBJECTIVES Protect life and property through innovative and progressive policing methods. Respond to emergency situations within an average of less than six minutes. Enforce the vehicle code with the goal of increasing traffic safety. Divert first time /minor youth offenders from the juvenile justice system. Provide daily on -site interaction with our youth. 158 LAW ENFORCEMENT 2100 LAW ENFORCEMENT Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Materials Contract Services COPS Grant Interoperability Project 44,100 45,344 48,320 47,200 7,975,911 8,221,278 8,706,790 8,794,433 100,000 100,000 0 100,000 13,157 17,687 29,487 38,129 Total 1 8,133,168 8,384,309 8,784,597 8,979,762 Personnel Summary 2008-09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time [#�III�I�III=I�I]l ii 0.00 0.00 Total 1 0.00 0.00 0.00 159 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 8,133,168 8,384,309 8,784,597 8,979,762 Total 8,133,168 8,384,309 8,784,597 8,979,762 Personnel Summary 2008-09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time [#�III�I�III=I�I]l ii 0.00 0.00 Total 1 0.00 0.00 0.00 159 19101 ml y 160 Environmental Affairs 161 PUBLIC AND ENVIRONMENTAL Public and Environmental Affairs (6.95) Community Cupertino Scene Government Relations (0.35) Channel (1.60) 1 1 (3.20) City Website Environmental (1.00) Affairs (0.80) 162 PUBLIC AND ENVIRONMENTAL AFFAIRS Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopter 3300 COMMUNITY RELATIONS 3400 CUPERTINO SCENE 3500 GOVERNMENT CHANNEL 3501 GOVERNMENT CHANNEL -SPCL PROJ 3502 PUBLIC ACCESS SUPPORT 3600 CITY WEBSITE 3700 ENVIRONMENTAL AFFAIRS 320,121 291,152 277,157 274,045 108,806 122,789 121,890 122,866 686,953 605,030 609,024 725,306 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 1,487,265 1,436,733 1,659,183 163 PUBLIC AND ENVIRONMENTAL AFFAIRS COMMiUNITY RELATIONS PROGRAM OVERVIEW Functions of this department include informing residents and businesses about programs and services provided by local government, responding to media inquiries and preparing all press information. The office acts as a resource for other city departments, staff and councilmembers. The public and environmental affairs director actively participates in issue areas including environmental regulation, energy efficiency, legislation, crisis communications, media relations and communication technology. City Council special events, awards dinners, and ceremonial activities also are handled through this department. Examples include the annual State of the City, Commissioners' Dinner, the CREST Awards, community congress and mayoral proclamations. SERVICE OBJECTIVES Aid in the coordination of City programs designed to build social capital in Cupertino neighborhoods. Coordinate, disseminate, and receive useful and important information for use by all Cupertino residents through appropriate local, state and national communication and technology media. Coordinate and implement recommendations of city communications audit including customer service software. 164 COMMUNITY RELATIONS 3300 PUBLIC AND ENVIRONMENTAL AFFAIRS Expenditures by Category 200809 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 196,004 200,806 204,057 181,545 35,690 31,331 25,700 25,700 81,995 42,075 32,000 52,000 6,432 16,940 15,400 14,800 Total 320,121 291,152 277,157 274,045 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 320,121 291,152 277,157 274,045 Total 320,121 291,152 277,157 274,045 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 1.90 1.80 1.80 1.60 Total 1.90 1.80 1.80 1.60 165 PUBLIC AND ENVIRONMENTAL AFFAIRS Ci.lUPERTINO SCENE PROGRAM OVERVIEW The Cupertino Scene is published 10 months of the year and is distributed to residents and businesses in Cupertino. The Cupertino Scene is the most read City publication and continues to be the most ubiquitous source of community information for residents. The Scene is one of the few communication tools available to the city that assures notification on a regular basis. The Scene provides information that is of general interest to the community and is presented in a straightforward manner that is non - political, non - religious and non - commercial. Many of the articles appearing in the Scene are regular, monthly features, such as Eco News, Roots, Simply Safe, Community Calendar, Council Actions and Library News. In addition to city services and programs, a significant portion of material in the Cupertino Scene is allocated to local nonprofits and schools. Other material appearing in the Scene is a mixture of one -time city events, community activities, government services and other city - related information. About 300,000 copies of the Scene are distributed annually. SERVICE OBJECTIVES Provide an electronic subscription option for the Scene. Continue regular production schedule of the Scene, presenting information in a timely, interesting and visually pleasing manner. Focus on information relevant to citizens of all cultural backgrounds. Continue to adhere to regulations imposed by Proposition 73 and other legislation that regulates public communications by the city. 166 CUPERTINO SCENE 3400 PUBLIC AND ENVIRONMENTAL AFFAIRS 167 Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation 42,574 44,972 46,590 47,566 Materials 66,232 77,817 75,300 75,300 Total 108,806 122,789 121,890 122,866 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 108,806 122,789 121,890 122,866 Total 108,806 122,789 121,890 122,866 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.35 0.35 0.35 0.35 Total 0.35 0.35 0.35 0.35 167 PUBLIC AND ENVIRONMENTAL AFFAIRS GOVERNMENT CHANNEL PROGRAM OVERVIEW The City Channel continues to offer a variety of news and information for and about the residents of Cupertino. As the first government channel to broadcast city council meetings in the county, the City Channel continues to set best- practice service standards including webcasting of many city meetings. Demands for City Channel services continue to increase with frequent coverage of community meetings and study sessions. Multimedia advancements have allowed this department to improve and expand many of its services. The City's webcasting service allows Cupertino residents who are not cable subscribers to see live council meetings, commission meetings and study sessions. Webcasting has also allowed online video archives to be made available to the public on demand at no cost to the public. The department creates visual effects using animation and software graphics for city department presentations and productions. The City Channel also provides audio -video services that include tape duplication, viewing, editing, equipment recommendations and design meeting set -ups and multimedia presentations. In addition to special programs produced for and featured on the City Channel, other programs come from the following sources: PBS, the United Nations and The California Channel (CAL - SPAN), and University of California TV. Those who are not cable subscribers may check out programs from the Cupertino Library, including City Council meetings. Many City Channel programs are also available on the city's website. SERVICE OBJECTIVES Maintain a timely and relevant website in response to city needs. Continue improvements to city meetings, productions, promotions and website services by incorporating more multimedia technology. 168 GOVERNMENT CHANNEL 3500 PUBLIC AND ENVIRONMENTAL AFFAIRS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 370,523 371,306 364,077 367,432 34,027 34,905 41,000 46,500 118,683 92,880 114,000 106,000 18,350 0 0 0 279,720 236,600 223,900 342,600 Total 821,303 735,691 742,977 862,532 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 821,303 735,691 742,977 862,532 Total 821,303 735,691 742,977 862,532 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 3.30 3.30 3.30 3.20 Total 3.30 3.30 3.30 3.20 169 PUBLIC AND ENVIRONMENTAL AFFAIRS CITY WEBSITE PROGRAM OVERVIEW The web specialist works closely with department heads, managers and members of the community to ensure that the City's website is both timely and relevant. Staff collaborates with management, business units and departments to determine the web site's purpose, functions, requirements and long -term strategy. The web specialist works with internal and outside developers to create an effective user experience. Staff also works closely with the IT department to ensure optimization and integration with business functions as appropriate. SERVICE OBJECTIVES Ensure the clear, comprehensive and accurate presentation of the City's online presence on the Internet by designing, developing and maintaining the City's website and content management system. Incorporate new web technology, features and functionalities into the site based on the needs of the community and current trends. Maintain all related documents for the usage and policies of the site. Implement and maintain the City's Intranet site. Continue work on the e- government initiatives. 170 CITY WEBSITE 3600 PUBLIC AND ENVIRONMENTAL AFFAIRS Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted 100,864 107,090 108,765 127,235 1,005 3,226 3,000 3,000 70,123 58,344 61,000 65,000 4,440 16,350 16,800 30,100 176,432 185,010 189,565 225,335 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General Total 176,432 185,010 189,565 225,335 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 1.00 0.90 0.90 1.00 Total 1.00 0.90 0.90 1.00 176,432 185,010 189,565 225,335 171 PUBLIC AND ENVIRONMENTAL AFFAIRS ENVIRONMENTAL AFFAIRS PROGRAM OVERVIEW The City of Cupertino's Environmental Affairs Program provides leadership and develops practical solutions to ensure a sustainable community where people and nature thrive, now and in the future. The program provides leadership and supports practical solutions to improve the environmental, social and economic health of Cupertino. The program integrates policy and programs related to energy efficiency, renewable resources, waste reduction and recycling, global warming, green building and sustainable food systems. The sustainability coordinator works to develop, implement and monitor action plans for implementation of sustainability initiatives and policies, throughout the organization and the community. SERVICE OBJECTIVES Collect data to demonstrate environmental impacts of municipal operations and compliance with state and federal regulations as they relate to sustainability. Provide education, public exposure, governmental recognition, and information on environmental efficiencies and energy management programs and practices internally and externally. Research best practices for efficient energy management and conservation and adapt these practices to the unique culture of City government. Research, communicate, and work with surrounding municipalities to obtain grant funding for energy initiatives. Integrate energy management and awareness into organizational culture and operations. 172 ENVIRONMENTAL AFFAIRS 3700 PUBLIC AND ENVIRONMENTAL AFFAIRS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation 58,935 79,633 84,144 131,105 Materials 746 47,870 9,000 18,300 Contract Services 100 25,120 12,000 25,000 Total 59,781 152,623 105,144 174,405 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 59,781 152,623 105,144 174,405 Total 59,781 152,623 105,144 174,405 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.87 0.60 0.60 0.80 Total 0.87 0.60 0.60 0.80 173 NOTES 174 Administrative Services 175 ADMINISTRATIVE Administrative Services (22.48) Finance Administration (5.00) (1.98) City Clerk IT (3.50) 11 (4.00) Human Resources (4.00) Code Enforcement (4.00) Neighborhood Emergency Watch N Preparedness 176 ADMINISTRATIVE SERVICES Expenditures by Division 2008 -09 2009 -10 2010 -11 2011-12 Actual Actual Adopted Adoptc� ADMINISTRATIVE SERVICES 4000 ADMINISTRATION 4010 LEADERSHIP 95014 4040 LIBRARY SERVICE 4050 NEIGHBORHOOD WATCH FINANCE 4100 ACCOUNTING 4110 BUSINESS LICENSING CITY CLERK 4300 CITY CLERK 4310 DUPLICATING AND MAIL SERVICE 4330 ELECTIONS EMERGENCY PREPAREDNESS 4400 EMERGENCY PREPAREDNESS HUMAN RESOURCES 4510 HUMAN RESOURCESILITIGATION 4512 RETIREE MEDICAL LIABILITY 4540 INSURANCE ADMINISTRATION CODE ENFORCEMENT 4700 CODE ENFORCEMENT 359,867 378,339 383,051 401,174 0 386 0 0 255,000 120,000 246,000 371,000 36,123 34,927 45,800 44,000 650,990 533,652 674,851 816,174 708,251 736,507 707,786 775,314 47,694 48,356 51,682 61,678 755,945 784,863 759,468 836,992 400,648 490,254 487,886 477,740 146,347 110,721 154,785 155,796 53 135,231 2,100 175,500 547,048 736,206 644,771 809,036 102,869 131,226 103,650 140,800 102,869 131,226 103,650 140,800 563,990 514,253 695,626 2,475,000 2,053,919 2,014,000 1,124,948 905,558 1,338,795 727,803 1,700,000 1,151,294 4,163,938 3,473,730 4,048,421 3,579,097 701,156 745,271 757,324 701,156 745,271 757,324 177 766,499 766,499 Expenditures by Division INFORMATION TECHNOLOGY 4800 INFORMATION TECHNOLOGY 9800 EQUIPMENT ACQUISITION 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopte( 949,268 1,011,665 1,122,074 1,536,283 247,509 293,550 331,550 350,600 178 1,196,777 1,305,215 1,453,624 1,886,883 TOTAL 8,118,723 7,710,163 8,442,109 8,835,481 178 NOTES 179 ADMINISTRATIVE SERVICES ADMINISTRATION PROGRAM OVERVIEW Provides overall department oversight for several divisions including City Clerk, Human Resources, Information Technology (IT), Finance, Treasury, Code Enforcement, Emergency Preparedness, and Neighborhood Watch. Staff support is also provided to the Audit Committee, Library Commission and Fine Arts Commission. In addition, the department oversees the contracts for the County Sheriffs service, animal control, and funds the allocation for additional library hours. SERVICE OBJECTIVES Manage the City's investment portfolio to obtain safety of funds, liquidity and a reasonable rate of return. Provide short and long -term fiscal planning including the implementation of the Fiscal Strategic Plan. Monitor revenue and expenditure trends and analysis of cash flow needs. Enhance "neighborhood policing" through the expansion of the Neighborhood Watch Program and the E-cap Program. Perform special projects for the City Manager. Acts as interim Human Resource Director. 180 ADMINISTRATION 4000 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted 357,814 366,746 374,401 387,974 20,296 22,942 22,700 25,900 265,080 132,844 267,550 392,600 7,800 11,120 10,200 9,700 Total 650,990 533,652 674,851 816,174 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 650,990 533,652 674,851 816,174 Total 650,990 533,652 674,851 816,174 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 1.94 1.94 1.94 1.98 Total 1.94 1.94 1.94 1.98 181 ADMINISTRATIVE SERVICES ACCOUNTING AND BUSINESS LICENSING PROGRAM OVERVIEW The Finance Division oversees accounting and business Iicensing functions for the City. Accurate and timely maintenance of all City financial records, collection, disbursement of all funds, and payroll processing are handled by Accounting. All required Federal, State and other agency reports pertaining to the City's financial status are upheld. In addition, Accounting monitors budget -to- actual activities for both operational and capital budgets, analyzes financial alternatives, and conducts research and prepares reports on special fiscal matters for all internal and external customers. Collection of revenue and monitoring business activity for compliance with the City Municipal Code and applicable state law is handled through Business Licensing. SERVICE OBJECTIVES Maintain a high level of professionalism in all the City's financial practices and procedures and provide timely and accurate financial information for City departments to make sound fiscal decisions, Respond to inquiries from the public and City departments. Process invoices, deposits, vendor payments, purchase contracts and claims in a timely and accurate manner. Provide quality payroll service for the City's full and part -time employees, properly administering salaries and benefits in a timely and confidential manner. Provide businesses with information regarding compliance with the Business License Tax Code and provide useful sources of information related to business activity. Collect appropriate business license fees. Monitor business activity to identify non - compliance with the Municipal Tax Code and actively pursue non - compliant businesses. 182 ACCOUNTING/ BUSINESS LICENSING 4100 ADMINISTRATIVE SERVICES Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 538,586 553,340 570,163 597,282 14,104 13,971 18,500 18,900 112,139 121,272 83,105 102,010 91,116 96,280 87,700 118,800 Total 755,945 784,863 759,468 836,992 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 755,945 784,863 759,468 836,992 Total 755,945 784,863 759,468 836,992 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 4.90 4.90 4.90 5.00 Total 4.90 4.90 4.90 5.00 183 ADMINISTRATIVE SERVICES CITY CLERK/DUPLICATING & MAIL /ELECTIONS PROGRAM OVERVIEW The City Clerk's office administers the legislative process including management of local elections and filings of Fair Political Practices Commission documents. Other responsibilities include administrative and clerical duties associated with the City Council's actions; staff liaison to the Fine Arts Commission; records management; and reprographic and mail service for all City Departments. The division's goals are to administer elections and Fair Political Practices Commission filings in compliance with State law, to ensure compliance with the Brown Act open meetings requirements, to accurately process documents, maintain a records management system that facilitates timely access to information, duplicate accurately and in a timely manner those documents needed in the day -to -day and long -term operation of City business, and deliver routine incoming and outgoing mail and packages daily and provide digital access to City records. SERVICE OBJECTIVES Maintain compliance with State laws regarding elections, records, annexations, commission appointments, Brown Act public meeting requirements, legal notices, and Fair Political Practices Commission filings. Conduct a local election in odd- numbered years, and ballot measure elections as necessary, in compliance with the California Elections Code. Facilitate timely filing of required and voluntary documentation from candidates and election committees, including Nomination Papers, Candidate Statements of Qualification, Campaign Financial Disclosure Statements, and Statements of Economic Interest, as well as candidate biographies and photographs. Make election - related information available to the public and news media in a timely manner. Provide complete, accurate, and timely information to the public, staff, and City Council. Respond to routing requests within two working days; respond to requests requiring archival research within five working days. Duplicate and assemble material within the time requested. Provide weekly delivery of documents to members of the City Council, Planning Commission, Parks and Recreation Commission, and Design Review Committee. Provide additional special deliveries as needed. Implement a pilot program to replace paper City Council packets with digital documents for use on mobile devices. 184 CITY CLERK/ DUPLICATION & MAIL / ELECTIONS 4300 ADMINISTRATIVE SERVICES Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Employee Compensation 736,206 644,771 350,640 350,268 369,266 380,261 Materials 2009 -10 2010 -11 77,195 74,290 84,675 84,075 Contract Services 547,048 86,238 208,128 95,300 262,000 Cost Allocation 32,975 103,520 95,530 82,700 Total 547,048 736,206 644,771 809,036 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 547,048 736,206 644,771 809,036 Total 547,048 736,206 644,771 809,036 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 3.50 3.50 3.50 3.50 Total 3.50 3.50 3.50 3.50 185 ADMINISTRATIVE SERVICES EMERGENCY PREPAREDNESS PROGRAM OVERVIEW The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino community and City staff are reasonably protected/prepared for emergencies and/or disasters. The mission is accomplished through a comprehensive emergency preparedness, response, recovery and mitigation program. OES is staffed by a representative of the Santa Clara County Fire Department and a part-time Citizen Corps Coordinator. SERVICE OBJECTIVES Maintain the City's Emergency Operations Center (EOC) in a perpetual state of operational readiness. Support the Cupertino Amateur Radio Emergency Service (CARES), Medical Reserve Corps (MRC) and Community Emergency Response Team (CERT) to ensure additional volunteer emergency communications and response capabilities in Cupertino. Systematically prepare, test and revise emergency response and recovery policies, plans and procedures in compliance with the California Emergency Services Act, the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS). Strive to make all aspects of planning and response appropriate for people with access and functional needs. Coordinate training of City staff in personal preparedness, SEMS/NIMS, and EOC functions. Develop and coordinate all hazard emergency preparedness materials, community outreach, public education and training of Cupertino residents. Education is to be accessible and continuous by publishing a monthly column (Simply Safe) in the Cupertino Scene, maintaining an OES page on the City's website, offering personal emergency preparedness workshops, Community Emergency Response Team training for adults, Kaleidoscope Public Safety Camp for Middle and High School students, and providing public speaking support to community groups, schools, and service clubs. Provide guidance to neighborhood preparedness organizations through assistance with formation, team training, and drills. Maintain effective liaison with local, state and national emergency management organizations and /or allied disaster preparedness and response agencies, Ensure interagency /multi- agency coordination and communication for disaster planning and responses including facilitating staff, school, business, and faith based preparedness meetings. Remain current on technology and emergency management trends to ensure a state-of-the-art program. W -161 EMERGENCY PREPAREDNESS 4400 ADMINISTRATIVE SERVICES Expenditures by Category 2008 -09 2009 -10 2010.11 2011 -12 Actual Actual Adopted Adopted Employee Compensation 32,953 35,393 42,050 44,300 Materials 35,601 56,976 37,200 37,200 Contract Services 27,895 31,957 17,000 55,500 Cost Allocation 6,420 6,900 7,400 3,800 Total 102,869 131,226 103,650 140,800 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 102,869 131,226 103,650 140,800 Total 102,869 131,226 103,650 140,800 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.00 0.00 0.00 0.00 Total 0.00 0.00 0.00 0.00 187 ADMINISTRATIVE SERVICES HUMAN RESOURCESIRETIREE MEDICAL/ INSURANCE ADMINISTRATION /RISK MANAGEMENT PROGRAM OVERVIEW The Human Resources Division is responsible for the administration of a full range of human resource, employee benefit and labor relations programs including personnel selection, classification, compensation, equal employment opportunity, labor negotiations, employee relations, employee development, benefits and retirement. In addition, Human Resources administers risk management, safety programs, wellness program and a self - insured Workers' Compensation Program. Funding for retiree medical is also covered in the Human Resources budget. SERVICE OBJECTIVES Provide for a working environment where respect for the individual is encouraged and safeguarded. Provide timely personnel services to departments and divisions in a fair, objective, and equitable manner. Enter into agreements with employee groups concerning terms and conditions of employment. Provide an employee development program addressing immediate and long -term training needs. Provide departments a listing of qualified persons for employment consideration within 60 days of an authorized vacant position. Ensure for equal employment opportunity. Administer classification plan. Administer Employee Benefits. Provide funding for retiree medical each year. Provide personnel services consistent with the operational needs of the user department. Satisfy statutory regulations regarding Workers' Compensation and employee safety. Promote a work environment that emphasizes safe work practices, 188 HUMAN RESOURCES/ INSURANCE ADMINISTRATION/ RETIREE MEDICAL 4500 ADMINISTRATIVE SERVICES Expenditures by Category Total 1 4,163,938 3,473,730 4,048,421 3,579,097 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General Workers' Compensation Compensated Absence/LTD Retiree Medical 876,034 802,126 2008 -09 2009 -10 2010 -11 2011 -12 405,925 440,857 Actual Actual Adopted Adopted 2,475,000 2,053,919 2,014,000 1,700,000 Employee Compensation 2,932,689 2,439,773 2,568,521 2,304,697 Materials 66,277 40,081 81,400 66,200 Contract Services 1,121,640 944,846 1,355,200 1,176,600 Cost Allocation 43,332 49,030 43,300 31,600 Total 1 4,163,938 3,473,730 4,048,421 3,579,097 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General Workers' Compensation Compensated Absence/LTD Retiree Medical 876,034 802,126 1,264,496 1,173,240 341,350 299,061 405,925 440,857 471,554 318,624 364,000 265,000 2,475,000 2,053,919 2,014,000 1,700,000 Total 1 4,163,938 3,473,730 4,048,421 3,579,097 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full-time 3.99 3.99 4.00 4.00 Total 3.99 3.99 4.00 4.00 189 ADMINISTRATIVE SERVICES CODE ENFORCEMENT PROGRAM OVERVIEW The Code Enforcement division investigates and responds to citizen complaints related to the Cupertino Municipal Code. Code Enforcement staff will initiate appropriate corrective action through public education, verbal and written notice, citation, or other legal proceedings. Code Enforcement staff also provide assistance to the Sheriff's Department by responding to non - emergency calls in lieu of sworn law enforcement personnel. This assistance provides a cost savings to the City. Code Enforcement activities include services related to property maintenance, parking enforcement, abandoned vehicle abatement, citizen education, noise, graffiti, temporary sign enforcement, issuance of permits related to solicitors, handbills, taxi cab and massage therapy. Assistance is provided to other departments and agencies as related to code enforcement activities. This budget also includes funding for the animal control contract. The City of Cupertino contracts with the City of San Jose for field, medical, licensing, and sheltering services. SERVICE OBJECTIVES Respond to citizen, City department, and Sheriffs Department requests for services within 24 hours. Provide services with an emphasis on public relations and customer service. Enforce the Municipal Code in a fair, equitable, and objective manner. 190 CODE ENFORCEMENT 4700 ADMINISTRATIVE SERVICES Expenditures by Category Total 701,156 745,271 757,324 2008 -09 2009 -10 2010 -11 2011 -12 2008 -09 2009 -10 2010 -11 Actual Actual Adopted Adopted General 701,156 745,271 757,324 766,499 Total 701,156 745,271 757,324 Employee Compensation 434,576 455,328 472,114 480 Materials 12,070 10,452 14,750 15,250 Contract Services 188,252 202,971 210,000 227,200 Cost Allocation 66,258 76,520 60,460 43,840 Total 701,156 745,271 757,324 766,499 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 701,156 745,271 757,324 766,499 Total 701,156 745,271 757,324 766,499 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 4.00 4.00 4.00 4.00 Total 4.00 4.00 4.00 4.00 191 ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM OVERVIEW This activity provides for all technology related expenses for the citywide management of information services. The Information Technology Manager and staff are responsible for implementing the City's Technology Master Plan and assists in training staff and troubleshooting the City's information systems. These systems include: the Pentamation financial/building systems, Records Management system, CLASS Reservation System, Graphical Information System (GIS) data, Egov and Recreation Web servers, Code Enforcement databases and the specific departmental MS SQL databases. SERVICE OBJECTIVES Establish standards and procedures for the replacement and maintenance of all personal computers, printers, peripherals and systems defined in the Technology Master Plan. Maintain and service the City's wide area network between eight separate locations. Oversee the implementation of the following key information systems upgrades in fiscal year 2011 -12: ❑ PCT and NIST Compliance Standards tools ❑ Business Continuity strategy ❑ Log and change control management ❑ IT work order system ❑ Security management tools, ❑ GIS Aerial and base map update ❑ Phase lI Asset /Work Order System ❑ Network upgrades ❑ Disaster Recovery Plan update ❑ Security Policy Implementation ❑ Intranet development ❑ Add eConnect reservation system 192 INFORMATION TECHNOLOGY 4800 ADMINISTRATIVE SERVICES Expenditures by Category Total 1,196,777 2008 -09 200910 2010 -11 2011 -12 Expenditures by Fund Actual Actual Adopted Adopted Actual Actual Adopted Adopted Information Technology 1,196,777 Employee Compensation 1,886,883 493,156 523,981 532,334 544,583 Materials 55,653 50,371 73,100 68,100 Contract Services 2011 -12 242,772 251,778 327,640 421,600 Capital Outlay 4.00 247,509 293,550 331,550 405,600 Cost Allocation 4.00 157,687 185,535 189,000 447,000 Total 1,196,777 1,305,215 1,453,624 1,886,883 Expenditures by Fund 2008 -09 2009 -10 2010 -1 i 2011 -12 Actual Actual Adopted Adopted Information Technology 1,196,777 1,305,215 1,453,624 1,886,883 Total 1,196,777 1,305,215 1,453,624 1,886,883 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 4.00 4.00 4.00 4.00 Total 4.00 4.00 4.00 4.00 193 NOTES 194 Parks and Recreation 195 PARKS AND RECREATION Parks and Recreation (29.'78) Administration (2.00) Facilities/ Community Events (8.60) Senior Center ('7.30) Sports Center/ Blackberry Golf (6.00) Blackberry Farm (1.00) Youth Programs ( 196 PARKS AND RECREATION Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adapted Adopto PARKS AND RECREATION 6010 LEADERSHIP 95014 6100 ADMINISTRATION FACILITIESIPARKSBLACKBERRY FARM / COMMUNITY EVENTS 6200 QUINLAN C.C., CULTURAL /SUPRVSN 6220 BLACKBERRY FARM PICNIC AREA 6230 COMMUNITY HALL 6248 CULTURAL PROGRAMS 6265 QUINLAN COMMUNITY CENTER YOUTH & TEEN PROGRAMS/ MC CLELLAN RANCH PARK 6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR 6342 YOUTH PROGRAMS 6343 TEEN PROGRAMS 6344 TEEN CENTER 6347 NATURE PROGRAMS 6349 RECREATION PROGRAMS 0 0 0 19,300 329,350 338,957 356,735 369,886 329,350 338,957 356,735 389,186 521,490 562,461 566,516 577,984 487,625 690,183 773,057 578,308 34,930 34,704 31,750 38,127 153,442 168,131 190,924 193,714 379,388 363,491 381,552 369,384 1,576,875 1,818,970 1,943,799 1,757,517 299,401 274,305 333,287 319,616 33,353 27,469 34,184 33,192 6,078 5,925 4,174 3,574 63,439 74,817 59,180 65,257 97,829 87,467 126,572 120,750 1,040,638 1,193,740 1,261,309 1,281,493 1,540,738 1,663,723 1,818,706 1,823,882 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 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 3,216,183 197 198 Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted SENIOR CENTER PROGRAMS/STEVENS CREEK TRAILIBLUE PHEASANT 6500 SENIOR ADULT PROGRAMS 565,140 573,779 558,404 570,209 6529 SENIOR CENTER CASE MANAGER 78,891 81,406 83,737 85,520 6549 RECREATION PROGRAMS 458,443 443,895 603,071 597,323 6660 BLUE PHEASANT RESTAURANT 6,135 1,547 11,000 11,000 1,108,609 1,100,627 1,256,212 1,264,052 TOTAL 7,399,569 7,583,322 8,931,083 8,450,820 198 199 PARKS AND RECREATION ADMINISTRATION PROGRAM OVERVIEW Provides overall department administration, as well as project management, community outreach and support to the Parks and Recreation Commission. SERVICE OBJECTIVES Provide overall department administration, budget control, marketing, and employee development and evaluation. Supports the Community Development and Public Works Departments in the development of now parks, including the Stevens Creek Corridor Trail Phase II and the Stevens Creek Restoration Project. 200 ADMINISTRATION 6000/6100 PARKS AND RECREATION Expenditures by Category Total 329,350 338,957 356,735 2008 -09 2009 -10 2010 -11 2011 -12 2008 -09 2009 -10 2010 -11 Actual Actual Adopted Adopted General 329,350 338,957 356,735 389,186 Total 329,350 338,957 356,735 Employee Compensation 304,870 324,339 337,010 346,261 Materials 8,852 6,808 8,525 15,825 Contract Services 1,086 0 1,300 17,600 Capital Outlay 5,986 0 0 0 Cost Allocation 8,556 7,810 9,900 9,500 Total 329,350 338,957 356,735 389,186 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 329,350 338,957 356,735 389,186 Total 329,350 338,957 356,735 389,186 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 1.90 2.00 2.00 2.00 Total 1.90 2.00 2.00 2.00 201 PARKS AND RECREATION FACILITIES /PARKS /BLACKBERRY FARM/ COMMUNITY EVENTS PROGRAM OVERVIEW Provides the supervision and management of the Quinlan Community Center, Memorial Park, Community Hall, and reservable picnic sites for private events, classes, community group events, and recreation department activities. Provides supervision and management of the Blackberry Farm. This division is also responsible for the City's special events (Summer Concert Series, Cinema at Sundown, Shakespeare, the 0' of July, and Community Tree Lighting). For the 2011 -2012 Fiscal Year, this division will generate approximately $250,000 from facility rentals, picnic reservations, and recreational swim at Blackberry Farm. SERVICE OBJECTIVES NEW ITEMS 2011 -2012 Conduct and supervise a successful Cupertino Day at Blackberry Farm. Create a festival guideline manual. Offer water aerobics and tai chi at Blackberry Farm. Offer community events at Blackberry Farm such as movies and concerts. Successfully manage the Blackberry Farm Cafe (concessions at Blackberry Farm). Promote our programs using the TVs in the lobby. Complete the re- design of the brochure. Work on improving signage in and around the Quinlan Center. Work with Public Works on improving the grounds area around the Quinlan Center. Increase participation at Cinema in the Shadows. Create a facility rental photo book. 202 CONTINUED ITEMS FROM 2010 -2011 Complete staff training on the Quinlan Center Mass Shelter Binder and set up meetings with full - time Parks and Recreation staff to review information. Work with the Emergency Services department to review information of the Quinlan Center Mass Shelter Binder and create a Blackberry Farm emergency plan. Work on ways to better market our programs with banners, signs, etc. Work with community groups and supervise all festivals that take place at the Quinlan Center, Memorial Park, and Community Hall. Continue working on the new look of the Quinlan Center and front office. Compile and complete a front -office staff training manual. Have Recreation Coordinators trained on Adobe Illustrator and InDesign. Maintain the Facilities, Events and Blackberry Farm portions of the Web site. Continue to work on improvements to the Blackberry Farm facilities. Manage and supervise the Blackberry Farm aquatic program. Create a positive relationship with the surrounding neighbors of Blackberry Farm. Work with the Blackberry Farm Task Force to create an inviting Stevens Creek Corridor. Continue to promote a successful Summer Concert Series and Cinema at Sundown. Continue to have a successful partnership with the San Francisco Shakespeare Company to bring Free Shakespeare to Cupertino. Continue to conduct and supervise a successful July 4th celebration. 203 NOTES 204 FACILITIES /PAR.KS/BLACKBERRY FARM COMMUNITY EVENTS 6200 PARKS AND RECREATION Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 927,094 1,179,560 1,228,811 1,153,857 222,648 192,066 203,420 128,780 127,034 292,333 345,268 322,900 157,185 17,221 15,000 0 142,914 137,790 151,300 151,980 Total 1 1,576,875 1,818,970 1,943,799 1,757,517 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General Total 1,576,875 1,818,970 1,943,799 1,757,517 1,576,875 1,818,970 1,943,799 1,757,517 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time Total 10.60 10.60 10.60 9.60 10.60 10.60 10.60 9.60 205 PARKS AND RECREATION YOUTH & TEEN PROGRAMS /MC CLELLAN RANCH PARK PROGRAM OVERVIEW Provides for the operation and coordination of youth and teen programs throughout the city, through the implementation of classes, camps, special events, and excursions. McClellan Ranch Park continues to offer environmental education classes to school groups, after school nature classes and is the location for the Organic Gardening Program and Rolling Hills 4 -H. The Youth/Teen division, in cooperation with the Cupertino Union School District, will oversee the After School Enrichment Program at school sites and will continue to expand program offerings. In addition, the Division will expand its level of service to teens by providing new and expanded programs with the ongoing operation of the Teen Center and the Teen Commission. The Youth/Teen division will generate approximately $1,200,000 in user fees for the 2011/2012 fiscal year. SERVICE OBJECTIVES Continue to provide a nine -month Preschool program at the Monta Vista Recreation Center and the Quinlan Community Center. Change the fee schedule for Breakfast with Santa in an effort to increase revenue. Acquire more space at school sites to increase the program enrollment and revenue of the Afterschool Enrichment Program. Enhance the adult contractual class offerings by adding two new classes. Reintroduce the Middle School Dance program for the 2011 -2012 school year. Continue to offer a variety of summer programs for the Teen population, such as: Teen Center, summer enrichment classes, camps and community service opportunities. Continue the noontime program at elementary and middle schools in Cupertino Union School District. Expand the afterschool tutoring program at Kennedy Middle School. Develop a gardening mentor program between youth and Master Gardeners. Establish a plot within the Community Gardens dedicated to teaching youth gardening classes. Continue to develop Helping Hands volunteer program. Increase volunteer pool size and provide community service projects at multiple city parks, as needed. Provide science summer camps with specialized curriculum that emphasizes education -based activities. Continue to offer school group tours, fee -based nature classes and re- institute the drop -in Saturday programs at the Nature Museum. 206 YOUTH AND TEEN PROGRAMS MC CLELLAN RANCH PARK 6300 PARKS AND RECREATION Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 784,860 771,768 842,156 858,732 108,813 129,935 115,580 121,650 627,426 601,919 810,970 789,200 0 137,069 0 0 19,639 23,032 50,000 54,300 Total 1,540,738 1,663,723 1,818,706 1,823,882 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 500,100 469,983 557,397 542,389 Recreation 1,040,638 1,193,740 1,261,309 1,281,493 Total 1,540,738 1,663,723 1,818,706 1,823,882 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 4.88 4.88 4.88 4,88 Total 4.88 4.88 4.88 4.88 207 PARKS AND RECREATION SPORTS AND FITNESS PROGRAM OVERVIEW Provides the supervision and operation of the Cupertino Sports Center and Blackberry Farm Golf Course as enterprise facilities. In addition, provides for supervision and operation of the Monta Vista Recreation Center and Creekside Park building. The Sports and Fitness Division includes a diverse physical recreation program for all ages including sports leagues, camps, clinics, drop -in activities, and special events. Aquatic lessons, golf, and specialty classes are offered seasonally. This division will generate approximately $3,181.676 in user fees. The cost recovery is approximately 100 %. SERVICE OBJECTIVES Manage the Cupertino Sports Center, Blackberry Farm Golf Course, Morita Vista Recreation Center, Creekside Park Building, eight school sites, and various City fields. Operate one high school pool during the summer to facilitate aquatics program and accommodate 2,000 participants in the Learn -to -Swim Program. Conduct and supervise the Big Bunny Fun Run, accommodating 300 participants. Facilitate the adult softball program, accommodating 1,000 participants. Work with Public Works staff to create a rain guard structure for our softball scorekeepers and players. Work closely with the Environmental Coordinator regarding new golf course maintenance requirements. Collaborate with staff to increase community awareness regarding the benefits of our programs and services. Begin discussions with incumbent tennis contractor on a new contract. Work with Public Works staff regarding the activation of a well to irrigate golf course, pond renovation, and well activation. 208 SPORTS & FITNESSBLACKBERRY FARM GOLF COURSE/MONTA VISTA REC CENTER CREEKSIDE PARK BUILDING 6400 PARKS AND RECREATION Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 779,726 781,149 849,759 852,858 204,161 161,890 257,782 211,164 1,830,736 1,686,935 2,329,540 2,034,061 0 0 15,000 15,000 29,374 31,071 103,550 103,100 Total 1 2,843,997 2,661,045 3,555,631 3,216,183 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General Recreation Sports Center Blackberry Farm Golf Course 274,326 275,228 312,761 290,893 683,845 660,908 1,096,246 935,104 1,3 89,981 1,267,740 1,515,648 1,48 9,493 495,845 457,169 630,976 500,693 Total 1 2,843,997 2,661,045 3,555,631 3,216,183 Personnel Summary 2008 -09 200910 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time Total 6.00 6.00 6.00 6.00 209 6.00 6.00 6.00 6.00 PARKS AND RECREATION SENIOR PROGRAMS /STEVENS CREEK TRAIL/BLUE PHEASANT PROGRAM OVERVIEW Create a welcoming environment at the Senior Center for everyone 50 years and older. Enhance a healthy lifestyle through quality education, recreation, travel, socials and volunteer opportunities. Cupertino residents use the facility for room rentals on weekends when the Senior Center is not being used for classes and programs. The Senior Center program will generate user fees of approximately $440,000 from trips, memberships, classes, rentals and social events. Council on Aging of Santa Clara County provides an annual grant of $20,000 from the Older Americans Act to fund the case management program. Senior Center members support programs and services and give over 13,000 hours of volunteer service annually. The Stocklmeir Orchard is encompassed in Phase II of the Stevens Creek Corridor Project. The site includes one home built in 1903, a converted garage and a 3- acre orchard, the only remaining orchard along the entire length of Stevens Creek. The Blue Pheasant property is a 6,800 square foot leased restaurant. SERVICE OBJECTIVES Develop an on -site visual display concept for advertising Senior Center programming in an at -a- glance format. Restructure the Technology Program by recruiting instructors who could teach labs and courses in using social media, webcams, online auction sites and /or blogging. Research and implement a new graphic design for bi- monthly adult 50+ newsletters. Develop and implement options for alleviating permit parking congestion in Senior Center parking lots. Use effective marketing techniques, to match participation growth achieved in the senior adult program in 2010. Work with the Stocklmeir Task Force to develop and implement a plan for a legacy farm at the Stocklmeir property. Develop the conceptual plan for Phase II of the Stevens Creek Corridor Project. 210 SENIOR CENTER PROGRAMS STEVENS CREEK TRAIL/BLUE PHEASANT 6500/6600 PARKS AND RECREATION Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 732,965 755,248 775,702 778,127 313,041 280,343 431,950 413,950 19,427 13,336 22,060 27,075 0 0 0 8,200 43,176 51,700 26,500 36,700 Total 1,108,609 1,100,627 1,256,212 1,264,052 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 1,108,609 1,100,627 1,256,212 1,264,052 Total 1 1,100,627 1,256,212 1,264,052 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 7.39 7.30 7.30 7.30 Total 7.39 7.39 7.30 7.30 211 NOTES 212 Community Development 213 COMMUNITY DEVELOPMENT Community Development (23.43) Administration Housing Services Planning Building Economic Dev,1RDA (1.41) (0,83) (7.79) 11 (11 x) (1.54) 214 COMMUNITY DEVELOPMENT Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopte ADMINISTRATION 7200 PLANNING ADMINISTRATION 270,606 279,252 268,737 284,699 270,606 279,252 268,737 284,699 PLANNING/ECONOMIC DEVELOPMENT/ REDEVELOPMENT AGENCY 7301 CURRENT PLANNING 7302 MID AND LONG RANGE PLANNING 7304 VALLCO REDEVELOPMENT 7306 ECONOMIC DEVELOPMENT H111M ►[WR.AN[WK -i 7401 CDBG GENERAL ADMINISTRATION 7402 REHAB LOAN ADMINISTRATION 7403 AFFORDABLE HOUSING 7404 PUBLIC SERVICE GRANTS 7405 BMR HOUSING 7406 HUMAN SERVICE GRANTS 7407 CDBG ARRA GRANTS 754,971 260,179 394,811 184,740 748,599 249,920 617,006 196,830 992,462 234,580 614,850 203,279 993,380 225,550 752,000 323,985 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 0 6,750 0 0 2,266,469 488,650 911,121 863,140 BUILDING 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 4,125,734 5,152,393 5,708,843 215 COMMUNITY DEVELOPMENT ADMINISTRATION PROGRAM OVERVIEW Efficiently manage the daily operations of the Community Development Department, SERVICE OBJECTIVES Administrative support for Planning, Building, Housing and Economic Development /Redevelopment functions including processing permit applications and payments, maintaining records management systems, working to employ technology designed to enhance customer service and clerical tasks as needed. Continue to streamline the internal application processing system and permit review process. Continue to enhance the public interface and information systems. Continue efforts to create a more effective records management system and land use data system using Geographic Information System (GIS). Continue to utilize specialized training programs to develop a highly motivated and technically competent staff. 216 ADMINISTRATION 7200 COMMUNITY DEVELOPMENT Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 270,606 Expenditures by Category 284,699 Total 270,606 2008 -09 2009 -10 2010 -11 2011 -12 Personnel Summary Actual Actual Adopted Adopted Actual Actual Adopted Adopted Full -time 1.39 Employee Compensation 1.41 188,219 202,567 205,637 215,099 Materials 11,111 7,392 9,700 9,700 Contract Services 59,828 57,593 46,000 51,000 Cost Allocation 11,448 11,700 7,400 8,900 Total 270,606 279,252 268,737 284,699 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 270,606 279,252 268,737 284,699 Total 270,606 279,252 268,737 284,699 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 1.39 1.39 1.39 1.41 Total 1.39 1.39 1.39 1.41 217 COMMUNITY DEVELOPMENT PLANNING PROGRAM OVERVIEW Provide efficient and responsive professional planning services to the community and implement city development policies, programs, and regulations. The Mid and Long Range program examines the General Plan to ensure that it reflects community values, prepares new and updated ordinances, prepares and interprets development policy, and works with several special purpose agencies to address issues of regional concern such as transportation and air quality. The Current Planning program processes applications for land development, including environmental assessment, architectural and landscaping review, and commercial sign requests. The Economic Development Committee is also covered in this division. The committee is responsible for the identification and implementation of programs specifically targeted to business retention, expansion and attraction. A detailed workplan is pursued each year to ensure high priority of this program. SERVICE OBJECTIVES Provide timely and complete technical processing of approximately 125 applications for discretionary land use entitlements and 30 code enforcement actions. Prepare and provide recommendations to the Planning Commission and Council regarding specific plans, zoning ordinance amendments and amendments to the General Plan. Check approximately 400 building permit plan sets for compliance with zoning requirements within the time limits set by Planning Division. policy. Continue to streamline the internal application processing system and permit review process. Continue to enhance the public interface and information systems. Continue efforts to create a more effective records management system and land use data system using Geographic Information System (GIS). Planners are encouraged to attend at least one UC extension course training sessions and /or conferences regarding professional planning topics. Planners are also encouraged to get and maintain American Institute of Certified Planners (AICP) certification. The building inspectors will continue to participate in the certificate program offered by the International Conference of Building Officials. 218 Improve public awareness and promote education of community interdependence. Enhance the business environment and economic climate while maintaining a healthy balance with residential concerns. Enhance and promote a strong local economy to provide municipal services that business and residents desire and need to maintain the community's quality of life. 219 NOTES 220 PLANNING/ ECONOMIC DEVELOPMENT/ REDEVELOPMENT AGENCY 7300 COMMUNITY DEVELOPMENT Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 1,071,863 1,158,803 1,398,075 1,337,565 275,372 472,580 436,551 59,650 190,610 120,382 154,245 849,500 56,856 60,590 56,300 48,200 Total 1 1,594,701 1,812,355 2,045,171 2,294,915 221 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 1,199,890 1,195,349 1,430,321 1,542,915 Redevelopment Agency 394,811 617,006 614,850 752,000 Total 1,594,701 1,812,355 2,045,171 2,294,915 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 9.70 9.64 9.69 9.29 Total 9.70 9.64 9.69 9.29 221 COMMUNITY DEVELOPMENT IeC!1 . 1��LM_11=_ PROGRAM OVERVIEW The Housing Services Division manages the City's housing programs and related services for residents of very low to moderate income. The Division's primary goals are (1) to encourage a balanced community by improving the local availability of affordable housing opportunities and (2) to maintain the existing housing stock by correcting housing deficiencies and building code violations in existing homes. The Division provides loans and grants for the development of affordable housing units, the provision of housing related services, and the rehabilitation of single - family homes. The Division also conducts research and recommends innovative approaches to the financing and development of affordable housing options. SERVICE OBJECTIVES Submit approved Consolidated Plan to the federal department of Housing and Urban Development (HUD). This year, the federal government decreased city allocations for Community Development Block Grants (CDBG). Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by April of each year. Present CDBG proposals to the Housing Commission for their recommendation. Conduct public hearing in April of each year for setting CDBG funding priorities and a second hearing in April 2011 for final award of CDBG fiends. Develop and monitor contracts with all CDBG sub - recipients on a quarterly basis. Present funding applications and coordinate meetings as needed of the CDBG Steering Committee. Quarterly monitor housing program accounts and affordable housing loan payments and rent payments to the Affordable Housing Fund. Meet with local developers and other property owners to encourage the development of 30 affordable housing units. Monitor existing Housing Rehabilitation Program loan collections, payoffs, foreclosures, and program income for $1 00;000 loan portfolio. Provide Mortgage Credit Certificate funding in the amount of $100,000 (4 MCC's). Implement Housing programs: housing development; Below Market Rate and Mortgage Credit Certificate programs, particularly for public employees, teachers; housing advocacy program. Work with school district to develop teacher housing assistance program. 222 HOUSING SERVICES 7400 COMMUNITY DEVELOPMENT Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 General 28,881 Expenditures 4 Category 40,300 41,000 Housing 2008 -09 2009 -10 2010 -11 2011 -12 Total 2,266,469 Actual Actual Adopted Adopted Personnel Summary 2008 -09 Employee Compensation 2010 -11 92,347 124,350 111,761 117,735 Materials Adopted 2,083,331 216,017 683,360 628,705 Contract Services Total 90,791 148,283 116,000 116,700 Total 2,266,469 488,650 911,121 863,140 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 General 28,881 49,207 40,300 41,000 Housing 2,237,588 439,443 870,821 822,140 Total 2,266,469 488,650 911,121 863,140 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.79 0.80 0.80 0.83 Total 0.79 0.80 0.80 0.83 223 COMMUNITY DEVELOPMENT BUILDING PROGRAM OVERVIEW Safeguard the health, safety and welfare of residents, workers, and visitors to Cupertino by effective administration and enforcement of adopted codes and ordinances, which regulate the design, construction, use, occupancy, location, and maintenance of all buildings and structures. SERVICE OBJECTIVES Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement Program to ensure that buildings are constructed based upon approved codes and that they are safe and well maintained. Provide a friendly, efficient department that assists customers in meeting their deadlines and obj ectives. Continue to streamline the internal application processing system and permit review process. Continue to enhance the public interface and information systems. Continue efforts to create a more effective records management system and land use data system using Geographic Information System (GIS). Increase the knowledge of staff through in -house training, meetings, and seminars. 224 BUILDING 7500 COMMUNITY DEVELOPMENT Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Cost Allocation 1,283,945 1,274,207 1,525,784 1,618,519 31,937 32,787 35,800 40,150 241,015 75,843 191,190 309,600 152,758 162,640 174,590 297,820 Total 1 1,709,655 1,545,477 1,927,364 2,266,089 225 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 1,709,655 1,545,477 1,927,364 2,266,089 Total 1,709,655 1,545,477 1,927,364 2,266,089 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 11.90 11.90 11.90 11.90 Total 11.90 11.90 11.90 11.90 225 NOTE 226 Public Works 227 190 Public Works (73.59) Administration Transportation Service Center Environmental Engineering (3.25) (425) (2.00) 3.17) (6.72) Faci l itv Ground Street and Fleet Trees and Maintenance Maintenance Maintenance Right of Way (7.35) (19.7) (10.25) 1 (16.9) 228 PUBLIC WORKS ADMINISTRATION 8001 PUBLIC WORKS ADMINISTRATION 8005 ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL PROGRAMS 8003 RESOURCE RECOVERY 8004 NON POINT SOURCE ENGINEERING SERVICES 8101 ENGINEERING DESIGN 8102 INSPECTION SERVICE SERVICE CENTER 8201 ADMINISTRATION GROUNDS 8302 MCCLELLAN RANCH PARK 8303 MEMORIAL PARK 8312 SCHOOL SITE MAINTENANCE 8314 NEIGHBORHOOD PARKS 8315 SPORTS FIELD JOLLYMAN /CREEKSIDE 8321 CIVIC CENTER MAINTENANCE Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopte 518,918 518,704 579,360 548,931 155,889 156,270 125,526 120,536 674,807 674,974 704,886 669,467 1,998,184 2,018,147 1,964,968 1,277,621 418,149 390,637 529,115 556,802 2,416,333 2,408,784 2,494,083 1,834,423 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 1,230,872 849,531 818,980 849,968 868,097 849,531 818,980 849,968 868,097 49,329 52,548 55,684 56,963 507,237 479,475 557,222 544,439 551,021 507,849 548,937 574,398 939,908 976,926 1,098,239 1,227,724 418,267 389,111 482,521 472,170 151,858 144,211 160,004 15 8, 80 8 2,617,620 2,550,120 2,902,607 3,034,502 229 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 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted 0 138,363 39,000 39,000 89,079 67,968 143,413 91,875 163,698 121,511 122,974 125,020 195,038 134,230 194,363 260,453 454,925 430,492 406,471 430,271 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 2,353,600 2,671,712 2,424,080 765,006 889,262 1,044,028 1,164,504 729,223 723,283 819,159 745,050 301,138 290,342 270,442 238,648 1,795,367 1,902,887 2,133,629 2,148,202 421,546 494,622 485,072 478,338 241,221 241,371 252,216 290,329 309,358 312,621 298,807 327,046 364,069 359,193 382,416 392,451 185,233 189,017 196,697 190,320 61,419 79,429 71,954 81,022 116,667 104,320 147,583 133,357 21,541 29,117 39,107 39,277 26,195 29,346 29,143 29,048 204,345 212,902 253,629 331,807 64,504 64,292 47,242 51,273 168,811 175,777 217,562 403,159 22,204 21,238 14,650 25,886 0 0 0 77,980 2,207,113 2,313,245 2,436,078 2,851,293 230 Expenditures by Division 2008 -09 2009 -10 2010 -1I 2011 -12 Actual Actual Adopted Adopter TRANSPORTATION 8601 TRAFFIC ENGINEERING 8602 TRAFFIC SIGNAL, AND MAINTENANCE 383,348 434,021 491,121 491,591 520,643 647,547 610,797 609,114 903,991 1,081,568 1,101,918 1,100,705 FIXED ASSETS ACQUISITION 9820 FIXED ASSETS ACQUISITION TOTAL 291,626 29,375 25,000 735,000 291,626 29,375 25,000 735,000 15,287,953 15,268,929 16,526,670 16,896,641 231 PUBLIC WORKS ADMINISTRATION PROGRAM OVERVIEW Public Works Administration manages all the different divisions within the Public Works Department -- Engineering, Environmental Programs, Transportation, Facilities, General Services, Grounds, and Streets. SERVICE OBJECTIVES Carry out the responsibilities of the Public Works Department in the most efficient and productive manner by continuously assessing current programs. Specifically, this includes: ® Provide response within 24 hours to the community on complaints and request for services. Plan and program maintenance of the City's public facilities and infrastructure. • Program and deliver Capital Improvement Projects in a timely and cost efficient manner. • Work collaboratively with Community Development to efficiently deliver predictable development services. • Represent the City on county and regional issues such as congestion management. • Oversee and manage storm water, solid waste, and recycling programs. 232 ADMINISTRATION 8000/8005 PUBLIC WORKS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Employee Compensation 674,974 704,886 531,956 526,503 572,186 554,767 Materials 2009 -10 2010 -11 47,047 51,729 27,400 19,600 Contract Services 674,807 80,444 80,542 87,500 87,500 Cost Allocation 15,360 16,200 17,800 7,600 Total 674,807 674,974 704,886 669,467 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 674,807 674,974 704,886 669,467 Total 674 674,974 704,886 669,467 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 3.35 3.35 3.30 3.25 Total 3.35 3.35 3.30 3.25 233 PUBLIC WORKS ENVIRONMENTAL PROGRAMS PROGRAM OVERVIEW The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff Program Fund and the Environmental Management activity. The Division provides contract management, mandated program development, implementation, staff training and public education. SERVICE OBJECTIVES Comply with, and help residents and businesses comply with, the Municipal Regional Stormwater NPDES Permit (MRP) requirements that were adopted by the State's Regional Water Quality Control Board (for the San Francisco Bay region) at a hearing on October 14, 2009. The MRP covers requirements for stormwater discharges from municipalities and local agencies in Alameda, Contra Costa, San Mateo, and Santa Clara counties, and the cities of Fairfield, Suisun City, and Vallejo. Coordinate urban runoff pollution prevention activities within the City's jurisdiction (catch basin cleaning, implementation of new and redevelopment requirements for private and municipal projects, oversight of required construction best management practices, inspection of grease generating food facilities and businesses that are more likely to generate water pollution discharges) with other departments and divisions (e.g. Planning, Building, Engineering, Code Enforcement and Public Works' Service Center). Comply with State AB939 requirements to divert 50 percent of solid waste from the landfill to recycling or reuse by the year 2000, and maintain greater than 50 percent diversion thereafter by implementing packaging reduction, recycling and composting programs, Future State legislation may require 75 percent diversion. Cupertino negotiated a solid waste franchise agreement which began on November 1, 2010; this agreement is designed to achieve 75 percent diversion by 2014. Provide contract oversight for solid waste and recyclables collection and hauling, yard waste processing, composting, solid waste disposal and household hazardous waste collection. Represent the City at the county level on committees and sub - groups regarding regional issues such as waste management, resource recovery, recycling, stormwater pollution prevention and household hazardous waste disposal. Provide service and public education to the residents, businesses and schools regarding environmental programs and requirements. 234 ENVIRONMENTAL PROGRAMS 8003/8004 PUBLIC WORKS Expenditures by Category Total 2,416,333 2008 -09 2009 -10 2010 -11 2011 -12 Expenditures by Fund Actual Actual Adopted Adopted 2010 -11 2011 -12 Actual Actual Adopted Employee Compensation Resource Recovery 268,473 377,192 500,133 479,123 Materials 418,149 36,087 26,276 17,350 32,700 Contract Services 2,408,784 2,107,790 2,001,965 1,973,300 1,319,100 Cost Allocation 3,983 3,351 3,300 3,500 Total 2,416,333 2,408,784 2,494,083 1,834,423 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Resource Recovery 1,998,184 2,018,147 1,964,968 1,277,621 Non Point Source 418,149 390,637 529,115 556,802 Total 2,416,333 2,408,784 2,494,083 1,834,423 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 3.15 3.57 3.57 3.17 Total 3.15 3.57 3.57 3.17 235 PUBLIC WORKS ENGINEERING SERVICES PROGRAM OVERVIEW The Engineering Division provides design and construction administration for all capital improvement programs including streets, buildings, parks, utilities, and pavement maintenance. The Division reviews plans for all private developments including residential, commercial and industrial to ensure conformance with City standards. Inspection services ensure compliance with City standards on all public and private projects, The Division also responds to citizen and other requests related to infrastructure and other public improvements in City jurisdiction. SERVICE OBJECTIVES Respond to public inquiries or complaints in a timely manner. Ensure that all public improvements are constructed in accordance with City standards. Place safety of the general public, City employees and workers as the highest priority on construction sites. Maintain infrastructure in the most efficient and cost effective manner for long -term sustainability. Continue to expand GIS system. 236 ENGINEERING SERVICES 8100 PUBLIC WORKS 237 Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation 893,083 875,967 986,479 1,013,812 Materials 18,422 19,596 21,000 21,250 Contract Services 213,061 186,843 154,400 154,150 Capital Outlay 0 6,110 0 0 Cost Allocation 40,633 46,880 44,910 41,660 Total 1,165,199 1,135,396 1,206,789 1,230,872 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 1,165,199 1,135,396 1,206,789 1,230,872 Total 1,165,199 1,135,396 1,206,789 1,230,872 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full-time 6.72 6.72 6.72 6.72 Total 6.72 6.72 6.72 6.72 237 PUBLIC WORKS SERVICE CENTER 19 '51010 The Public Works Service Center provides management of Public Works maintenance operations that include the major divisions of streets, grounds, trees, medians, facilities and fleet, as well as, but not limited to, the minor divisions of signs /markings, storm drain, curb /gutter, overpasses and storm water. Provide administrative support for general training and prioritization and assignment of citizen concerns. Provide oversight of various contracted services including street sweeping, janitorial and crossing guard in addition to the Elmwood work furlough program. Provide support to Public Works Engineering for asset improvements beyond routine maintenance. SERVICE OBJECTIVES Create a positive environment that fosters efficiency and innovation for service center employees. Insure proper documentation and inventory for trees, sidewalk repair, striping and legends, street signs, vehicle and equipment, streetlights and storm water pollution. Maintain records of all requests for services by tracking responses through Comcate and written service request forms. Maintain productivity units of measure for each task performed by employee and activity center. Support Public Works Engineering in the collection of field data, review of improvement drawings and development of capital improvement projects. Provide timely and growth oriented employee performance reviews. Maintain and implement the Injury and Illness Prevention Program (IIPP), required training and chair the monthly service yard safety committee. Maintain positive, accountable relations with employee bargaining groups. 238 SERVICE CENTER 8200 PUBLIC WORKS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Employee Compensation 818,980 849,968 343,643 344,167 334,838 311,397 Materials 2009 -10 2010 -11 50,292 52,998 64,500 63,500 Contract Services 849,531 153,809 163,335 154,000 165,000 Cost Allocation 301,787 258,480 296,630 328,200 Total 849,531 818,980 849,968 868,097 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 849,531 818,980 849,968 868,097 Total 849,531 818,980 849,968 868,097 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full-time 2.20 2.20 2.10 2.00 Total 2.20 2.20 2.10 2,00 239 PUBLIC WORKS GROUNDS PROGRAM OVERVIEW The Grounds Division of the City of Cupertino is charged with maintaining 19 Parks and Open Space areas. These sites include Memorial, Linda Vista, McClellan Ranch, Monta Vista, Portal, Somerset, Varian, Wilson, Jollyman, Three Oaks, Hoover, Canyon Oak, Little Rancho, Creekside, Library Field, Civic Center, Franco Park, Sterling/ Barnhart, and Blackberry Farms. The landscape, athletic field, and recreational turf areas constitutes approximately 140 acres at these sites. The City, in a joint powers agreement with the Cupertino Union School District, also maintains S sites of athletic fields and landscape areas which constitute approximately 52 acres. These sites include Hyde and Kennedy Middle schools, Eaton, Lincoln, Regnart, Faria, Stevens Creek, and Garden Gate Elementary schools. SERVICE_ OBJECTIVES Provide the Citizens of Cupertino with the cleanest and safest recreational areas to enjoy along with the finest athletic fields in the Bay Area. Our goal is to minimize complaints to less than two per month. Perform daily maintenance including general clean up and trash removal, graffiti removal, irrigation adjustments and repairs, and basic play structure inspections and maintenance. Perform weekly maintenance such as mowing and edging of turf areas, spraying of pesticides, tennis court cleaning and general maintenance, basketball court maintenance, and programmed play structure inspections and maintenance. Perform quarterly maintenance including turf spraying, fertilization applications, aerating, over - seeding, and pruning of trees and shrubs. Perform semi- annual maintenance such as replacement of planting material, pre - emergent applications, playground woodchip replenishing, and prepare athletic fields for seasonal use. Utilize Elmwood work furlough program as needed to assist in weekend and weekday cleanup programs. This program provides the equivalent of approximately (3) full -time maintenance workers. Maintain School Sites for recreational activities including soccer, baseball, cricket, track and field, softball, and variety of other sports. Provide logistical support to the Park and Recreation Department for all the City's special events. 240 GROUNDS 8300 PUBLIC WORKS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 1,654,875 1,697,543 1,863,962 2,001,104 545,837 503,481 601,025 631,275 87,171 82,903 127,100 146,793 83,025 65,033 106,500 20,000 246,712 201,160 204,020 235,330 Total 1 2,617,620 2,550,120 2,902,607 3,034,502 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 1 2,617,620 2,550,120 2,902,607 3,034,502 Total Full -time 2,617,620 2,550,120 2,902,607 3,034,502 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted 18.30 18.30 18.30 19.70 Total 18.30 18.30 18.30 19.70 241 PUBLIC WORKS STREET AND FLEET PROGRAM OVERVIEW The Street and Fleet Division maintains City streets, traffic signs and markings, concrete improvements, streetlights and all fleet equipment, including small power equipment. It is responsible for illicit connection and illegal discharge inspection of storm water pollution prevention program and for handling of hazardous waste and materials, hazardous waste record reports and maintains the above and below ground fuel tanks. The division provides maintenance and service to all vehicles (94), rolling stock (54), trailers (18), riding mowers (12), and all power equipment (234). It maintains City -owned streetlights (2950), parking lot lights and park lights and is responsible for inspections of all new streetlight installations. Street and Fleet perform fabrication, welding and repair of metal parts and equipment for City vehicles, apparatus, structures, facilities and writes specifications and bids per city procedure the purchases of trucks, tractors and other significant equipment. In addition, it completes USA underground locate service requests for City owned utilities. Finally, the division administers contracted services, including but not limited to, sidewalks, curbs and gutter, street sweeping, storm drain maintenance and school crossing guard services. SERVICE OBJECTIVES Perform stop gap maintenance of city streets. Maintain traffic signs /markings per the Manual of Uniform Traffic Control Standards. Respond within two business days to cleanup of graffiti on city property. Support the annual street maintenance program consisting of slurry sealing and improving the structural integrity by adding asphalt overlays to existing facilities. Provide input for the computerized pavement management program; assist in developing priorities and providing future planning for scheduling future road improvements. Maintain storm drain inlets, collection system, in -fall and out -fall structures. Manage the maintenance of sidewalks, curbs, and gutters through contractual service. Respond within one business day for emergency or temporary repair to alleviate hazardous conditions. Maintenance of the city streetlight, park and parking light systems for a safe environment. Respond to request /outages within five working days notice. Maintain city vehicles and equipment to reduce operating cost and increase safety. 242 Repair vandalized, broken and worn metal equipment for safety. Manage day to day street sweeping contractor that provides street cleaning twice a month in residential areas and every week in the commercial and industrial areas. There are approximately 696 curb miles that are swept each month. Strive for a safe and clean working environment for the employees at the Service Center maintenance yard. 243 NOTES 244 STREET AND FLEET 8401- 840618800 PUBLIC WORKS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 1,022,817 1,059,803 1,153,132 1,143,950 695,754 630,246 779,900 630,950 104,674 147,859 160,000 229,000 153,707 150,625 25,000 5,000 389,414 365,067 553,680 415,180 Total 2,366,366 2,353,600 2,671,712 2,424,080 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Transportation 813,661 686,233 723,808 815,744 Equipment Maintenance 874,359 935,858 1,090,982 972,288 General Fund 678,346 731,509 856,922 636,048 Total 2,366,366 2,353,600 2,671,712 2,424,080 Personnel Summary 2008 -09 2009 -10 2010 -11 2011.12 Actual Actual Adopted Adopted Full -time* 26.45 26.30 12.00 10.25 Total f 26.45 26.30 12.00 10.25 * Includes Trees and Right of Way staff in 2008 -09 and 2009 -10 245 PUBLIC WORKS I I IN 01 MV. ► 101 : Lei WK610LI PROGRAM OVERVIEW The Trees and Right of Way Division maintains the safety, health and appearance of approximately 13,000 street trees and 31.54 developed acres of median island hardscapes /softscapes. In addition, 21.69 undeveloped acres of city right of way and the landscaped area of the Mary Avenue Bridge are maintained. SERVICE OBJECTIVES Timely maintain street trees to promote disease free trees for the enjoyment of residentsibusinesses. Maintenance activities include trimming, planting, watering, spraying, staking, pest management and new tree planting care within city right of way. Remove diseased and damaged trees as needed. Timely maintain improved median islands, landscape strips, trails, landscaped roadsides and public right of ways. Activities include maintenance and water efficient programming of irrigations systems, department of pesticide regulation approved methods of weed and pest control, pruning and fertilization of new plant stock. Effectively administer and schedule the Elmwood work furlough program for a variety of non - skilled activities, including but not limited to, trash pick -up, weed control, right of way maintenance and sand bag filling. Complete the Urban Forest GIS inventory project and utilize data for proactive maintenance and liability efforts. 246 TREES AND RIGHT OF WAY 8400 PUBLIC WORKS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total 1,327,899 1,403,997 1,541,149 1,606,724 257,484 253,654 253,250 266,250 25,198 50,636 39,000 44,668 4,829 0 10,000 10,000 179,957 194,600 290,230 220,560 1,795,367 1,902,887 2,133,629 2,148,202 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 1,795,367 1,902,887 2,133,629 2,148,202 Total 1,795,367 1,902,887 2,133,629 2,148,202 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time* 15.00 16.90 Total I 15.00 * 2008 -09 and 2009 -10 staff was a part of Street and Fleet Division.. 247 PUBLIC WORKS FACILITIES PROGRAM OVERVIEW The Facilities division provides building and systems maintenance to 13 City -owned buildings and 9 single standing restroom facilities. Maintenance responsibilities include critical evaluation of replacement equipment regarding life cycle costs and energy consumption. The Facilities department also administers the janitorial contract, alarm system, and the maintenance of building equipment at all City facilities and special projects. SERVICE OBJECTIVES Maintain City buildings and installations to ensure employee satisfaction and community pride by responding to employee and citizen requests within one business day. Strive for a safe, clean and productive working environment for the public and employees to reduce complaints to the maximum extent practical. Maintain City communication system, telephone system, security and key systems. 248 FACILITIES 8500 PUBLIC WORKS Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Employee Compensation Materials Contract Services Capital Outlay Cost Allocation 787,115 838,164 797,628 823,429 628,481 612,591 674,500 738,975 470,019 494,883 564,190 554,729 212,162 264,106 267,000 436,900 109,336 103,501 132,760 297,260 Total 2,207,113 2,313,245 2,436,078 2,851,293 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General 2,002,768 2,100,343 2,182,449 2,519,486 Sports Center 204,345 212,902 253,629 331,807 Total Full-time Total 2,207,113 2,313,245 2,436,078 2,851,293 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted 7.90 7.90 7.35 7,35 7.90 7.90 7.35 7.35 249 PUBLIC WORKS TRANSPORTATION PROGRAM OVERVIEW The Transportation Division develops plans, specifications and estimates for the installation, operation and maintenance of the traffic signals, the traffic signal interconnects, traffic signs, pavement markings, and design standards. The Division assists in the preparation of the General Plan, street plan lines and capital improvement program related to street improvements. The Transportation Division also participates in the review of private development proposals to identify potential traffic impacts and to require necessary mitigations to keep levels of service at acceptable levels. SERVICE OBJECTIVES Ensure the efficiency and safety of the street system through the monitoring of traffic signals and other traffic control devices. Review traffic collision reports periodically, traffic flow patterns annually, intersection levels of service bi- annually, and neighborhood traffic issues as needed. Cooperate with neighboring jurisdictions on mutual issues that affect both traffic safety and traffic efficiency at city boundaries. Continue training personnel in traffic engineering by encouraging attendance at classes and seminars at least once a year, Maintain the level of service on the traffic control systems by monitoring traffic flows regularly and updating the traffic signal timing patterns as needed. 250 TRANSPORTATION 8600 PUBLIC WORKS Expenditures by Category Total 903,991 2008 -09 2009 -10 2010 -11 2011 -12 Expenditures by Fund Actual Actual Adopted Adopted Actual Actual Adopted Adopted General 903,991 Employee Compensation 1,100,705 486,946 525,422 629,578 644,375 Materials 51,438 52,640 63,650 59,650 Contract Services 2011 -12 281,699 388,216 277,500 294,500 Cost Allocation 4.23 83,908 115,290 131,190 102,180 Total 903,991 1,081,568 1,101,918 1,100,705 Expenditures by Fund 2008 -09 2009 -10 2010 -11 201142 Actual Actual Adopted Adopted General 903,991 1,081,568 1,101,918 1,100,705 Total 903,991 1,081,568 1,101,918 1,100,705 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 4.23 4.25 4.25 4.25 Total 4.23 4.25 4.25 4.25 251 PUBLIC WORKS FIXED ASSETS ACQUISITION PROGRAM OVERVIEW The purchase of equipment having a value greater than $5,000, expected life of more than one year, and used for general government purposes is financed from this budget. Equipment users are charged for the use of these assets through a depreciation schedule. Equipment used by Special Revenue and Enterprise funds are charged to the respective funds. SERVICE OBJECTIVES Obtain quality equipment through competitive bidding. Pursue the purchase of energy efficient vehicles whenever possible. Replacement Fund Purchase: All Prices include safety light bar, tool racks, truck bed inserts, and two -way radios. Hybrid replacement is available for one Building Department vehicle. All equipment proposed for replacement will be scheduled for auction, REPLACEMENT OUTLAY: Vehicle Description Amount 24 (Facilities) 1997 Ford E -350 Cargo Van high miles 87k 2012 E -350 Cargo Van $25,000 25 (Grounds) 1999 Ford Ranger high miles and heavy repairs 2012 1 Jon Utility Body (Upgrade) $45,000 29 (Street) 1995 Ford Super Duty (CARB DPF $20k due this year) 2012 Ford Super Duty $50,000 48 (Street) 1991 Explorer 100k miles 2012 4 Door Pickup $24,000 49 (RW) 1989 Chevy C -20 heavy repairs 2012 1 -Ton Pickup (Upgrade) $35,000 52 (Building) 1998 Dodge Dakota heavy repairs 2012 Escape Hybrid (Upgrade) $30,000 55 (RW) 1999 Ford F -450 high hours 10,000 2012 1 -Ton Utility Body (Down grade) $45,000 252 74 (Grounds) 1999 Ford Ranger high miles and heavy repairs 2012 1 -Ton Utility Body (Upgrade) $45,000 78 (Tree) 1998 GMC 3500 high Wailes 95k 2012 1 -Ton Utility Body $45,000 79 (Street) 2001 Ford F -550 (GARB DPF $20k due this year) 2012 Ford F -550 $87,000 89 (Grounds) 1989 Chevy C -20 pickup High miles and heavy repairs 2012 1 -Ton Utility Body (Upgrade) $45,000 98 (Grounds) 1989 GMC 2500 pickup high miles and heavy repairs 2012 1 -Ton Utility Body (Upgrade) $45,000 121 (Tree) 2002 Chipper (CARB retirement due this year) 2012 Chipper $53,000 146 (Grounds) 2004 Exrnark mower with excessive hours 1400 2012 John Deere Mower $14,000 167 1989 Jacobson trailer floor worn out 2012 Toro trailer $ 4,000 106 1989 Jacobson Mower poor performance 2012 Toro Gang Mower 4000D (Upgrade) $58,000 Sub Total: $650,000 Plotter for sign making (Replacing 10 year old plotter, not supported by vendor) $25,000 Hazardous Materials Storage Shed for Grounds Chemicals (Replace existing) $50,000 Total Replacement: $725,000 NEW OUTLAY: Pre - formed Thermoplastic Infrared Heater $10,000 Total New: $ 10.000 Grand Total: $735 000 253 NOTES 254 FIXED ASSETS ACQUISITION 9820 PUBLIC WORKS 255 Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Capital Outlay 291,626 29,375 25,000 735,000 Total 291,626 29,375 25,000 735,000 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Equipment 291,626 29,375 25,000 735,000 Total 291,626 29,375 25,000 735,000 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.00 0.00 0.00 0.00 Total 0.00 0.00 0.00 0.00 255 NOTES 256 Non-Departmental 0 erating Budgets T Departmental 257 NOTES 258 NON-DEPARTMENTAL Expenditures by Division 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adapted INTERFUND TRANSFERS 0100 TRANSFERS OUT GENERAL FUND 7,1 10,000 9,374,885 7,225,000 6,430,800 STORM DRAIN IMPROVEMENT 25,000 60,000 0 0 PARK DEDICATION 0 200,000 1,100,000 0 REDEVELOPMENT AGENCY 263,324 0 500,000 0 CAPITAL IMPROVEMENT 573,925 487,015 150,000 0 CAPITAL RESERVES 1,000 0 975,000 1,152,820 TRANSPORTATION 0 13,517 0 0 EQUIPMENT 0 504,000 0 0 STEVENS CREEK CORRIDOR PARK 50,000 0 0 0 RECREATION PROGRAMS 0 0 600,000 207,000 INFORMATION TECHNOLOGY 0 0 0 30,000 8,023,249 10,639,417 10,550,000 7,820,620 DEBT SERVICE 5301 PUBLIC FACILITIES CORPORATION 5306 TRAFFIC IMPACT 3,533,714 37,050 3,570,764 3,536,264 34,800 3,571,064 3,534,964 36,838 3,571,802 3,535,144 0 3,535,144 TOTAL l 11,594,013 14,210,481 14,121,802 11,355,764 259 NON- DEPARTMENTAL INTERFUND TRANSFERS PROGRAM OVERVIEW Interfund transfers represent transfers of monies between various funds. These transfers provide resources to the receiving fund to support operating and capital project costs. For the 2011 -12 fiscal year, budgets have been established for the following transfers: 1. Funding from the General Fund to the Debt Service Fund in the amount of $3,534,000 which provides for the annual payment of the Certificates of Participation for the City Hall/Library remodel, Wilson Park, Memorial Park, Open Space acquisitions, the new library and the new animal control facility. 2. Funding from the General Fund to the Retiree Medical Fund in the amount of $1,000,000 to provide for current and future retiree medical obligations. 3. A total of $1,152,820 out of Capital Reserves to finance Stevens Creek Corridor Park phase two, pavement management, civic center master plan, traffic signal battery backup replacement, traffic signal intersection modifications, and General Fund operations. 4. For its annual maintenance requirement, $750,000 goes from the General Fund to the Transportation Fund. 5. Recreation Funds of $207,000 for the Stevens Creek Corridor Park phase two. 6. The General Fund transfers $534,000 in utility user taxes to capital reserves and $100,000 in other revenues to the infrastructure reserve. 7. Funding from the General Fund to the Compensated Absence Fund totaling $200,000 for employee accumulated leave payouts. 8. Net funding from the General Fund to the Information Technology Fund in the amount of $170,000 for system upgrades. 9. Funding from the General Fund to the Environmental Management/Clean Creeks /Storm Drain Fund in the amount of $67,800 for storm drain maintenance. 10. General Funds of $45,000 for new equipment purchases. woff INTERFUND TRANSFERS 0100 INTERFUND TRANSFERS Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General Fund Storm Drain Improvement Park Dedication Redevelopment Agency Capital Improvement Capital Reserves Transportation Equipment Stevens Creek Corridor Park Recreation Programs Information Technology Total 7,110,000 9,374,885 7,225,000 6,430,800 25,000 Expenditures by Category 0 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Transfers Out 8,023,249 10,639,417 10,550,000 7,820,620 Total 8,023,249 10,639,417 10,550,000 7,820,620 Expenditures by Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted General Fund Storm Drain Improvement Park Dedication Redevelopment Agency Capital Improvement Capital Reserves Transportation Equipment Stevens Creek Corridor Park Recreation Programs Information Technology Total 7,110,000 9,374,885 7,225,000 6,430,800 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 0 1,000 0 975,000 1,152,820 0 13,517 0 0 0 504,000 0 0 50,000 0 0 0 0 0 600,000 207,000 0 0 0 30,000 8,023,249 10,639,417 10,550,000 7,820,620 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.00 0.00 0.00 0.00 Total 0.00 0.00 0.00 0.00 261 NON - DEPARTMENTAL DEBT SERVICE PROGRAM OVERVIEW The Debt Service Program provides for the payment of principal and interest obligations and associated administrative costs incurred with the issuance of debt instruments for the City and the Public Facilities Corporation. The budget includes funding for the following debt service payments: The Public Facilities Corporation's annual payments of principal and interest on the City Hall/Library, Wilson/Memorial Open Space and Library Certificates of Participation (COP). In September, 2002, the City refinanced its $44 million in debt to obtain a lower interest rate and extend debt maturity. An additional $10 million was issued to ensure adequate funding of the five year Capital Improvement Program, and primarily the new library project. The majority of the borrowings occurred in early 1990 to acquire additional park real estate and expand community facilities. A breakdown of the capital, acquisitions follows: Increased 90 acres of park real estate to 190 acres, a 111 % increase; Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase; Specific purchases included: Blackberry Farm - $18 million, voter approved debt; Creekside Park - $12 million voter approved debt; Sports Center - $8 million; Quinlan Community Center, including park real estate - $6.1 million; Wilson Park and improvements - $5.6 million; Jollyman Park development - $1 million; City Hall renovation/improvements - $1.7 million; Library renovation/improvements - $1.7 million. New library /community center - $10 million. 2. Traffic Impact special assessment bonds were paid -off in 2010 -11. 262 DEBT SERVICE 5301/5306 DEBT SERVICE 263 Expenditures by Category 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Debt Service 3,570,764 3,571,064 3,571,802 3,535,144 Total 3,570,764 3,571,064 3,571,802 3,535,144 Expenditures by. Fund 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Public Facilities Corporation 3,533,714 3,536,264 3,534,964 3,535,144 Traffic Impact 37,050 34,800 36,838 0 Total 3,570,764 3,571,064 3,571,802 3,535,144 Personnel Summary 2008 -09 2009 -10 2010 -11 2011 -12 Actual Actual Adopted Adopted Full -time 0.00 0.00 0,00 0.00 Total 0.00 0.00 0.00 0.00 263 NOTES 264 Capital Improvements Program 265 NOTES 266 T Lb T O C N �nr 0 Ln CL r 4 C O Q1 N E Q1 y o CL m E o N fa CL m U cq L QD O f�1 Tl N y T N r O o Q N 2 L CL � 81� � 3 r V m N I Q � H � 7 0 0 0 0 V' C? 00 o O O CD O O O M N �- O o Co CD Q N LO O O C7 0 O N O 0 N 0000 0 0 0 0 0 °0 Cl 0 ° 0 ° 0 0 0 0 0 0 0 0 C O O 0 0 l LO O 0 N 0 o LO V Cl) O o O o © o 0 a LO O a V C7 I'D to V) LO 0 Lo Lo Lo LO N N N co W) co to L r r^ T T O O O p O o O o 0 0 0 00 O O O O O OS?O o Q) G M LO LO 0) (U N h I.- Nh � N N to w )O ¢ O o0 N a) 0 o O o 0 000 Q ° o ° o a M m ° o u 0 0 ° O ° O o o C; 0 m �' m ro 0 4 Y c O 1 N u m N N C14 1i) °} �� O 0 )ti 6T r C1 r "l (Ni r O O 0 0 O O Q O O 0 000 O 0 00 O O O O O O G O O O O O O O O O O O O 0 0 C 0 O 0 0 I z LO )Yj LO V N N E coo tM 0 O r.. r-- Y- N N N N U) N G! co E N CO t r _ — .4 d 0 N ) N Co CO iO L O o o O 00 m O 0 0 0 O O O O CO. 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Annual Minor Storm Drain Improvements ............... . ..... . ........................................ I ........ I ............ I...... 9 Various Minor Intersection Traffic Signal Battery Backup System ........................ .............................10 Annual Curb, Gutter and Sidewalk Repair & ADA Ramps ...................................... .............................11 Safe Routes to School - Garden Gate ..................................................................... ............................... 12 Monta Vista Storm Drain System ......................................................................... ............................... 13 McClellan Ranch Repairs & Painting .................................................................... ............................... 14 EmergencyVan Upgrade ...................................................................................... ............................... 15 Various Park Path and Parking Lot Repairs & Resurfacing ................................... ............................... 16 Stocklmeir Orchard Irrigation ................................................................................ .............................17 Stevens Creek Corridor Park Phase 2 ................................................................... ............................... 18 Blackberry Farm Infrastructure Upgrades ........................................................... ............................... 19 Priority Projects ................................................................................... .............................20 McClellan Ranch / Simms Master Plan ................................................................ ............................... 21 Linda Vista Pond Improvements ............................................................................ .............................22 CivicCenter Master Plan ...................................................................................... ............................... 23 Annual Various Traffic Signal /Intersection Modifications ................................... ............................... 24 Quinlan Center Interior Upgrade .......................................... ............................... .......... ..................... 25 McClellan Ranch 4H Sanitary Connection ............................................................ ............................... 26 EOCGenerator w /Trailer ..................................................................................... ............................... 27 Blackberry Farm Golf Course Irrigation Upgrades ............................................... ............................... 28 Priority3 Projects ................................................................................... .............................29 Various Trail Resurfacing at School Sports Fields ................................................ ............................... 30 Priority Projects ................................................................................... .............................31 StocklmeirLegacy Farm ....................................................................................... ............................... 32 Page 2 of 56 FencedDog Park .................. .................................................................................. .............................33 Development in -Lieu Contributions ............................................................................. ............................... 34 MonumentGate Way Signs ( 4) ................................................................................ ............................... 35 DeAnza Blvd. /McClellan /Pacifica Signal Modification ............................................... .............................36 North Stelling Rd/ 1 -280 Bridge Pedestrian Lighting & Upgrades ............................ ............................... 37 UnfundedCIP Projects ................................................................................................... .............................38 Blackberry Golf Course Master Plan ........................................................................ ............................... 39 Blackberry Golf Pro -Shop Upgrades .......................................................................... .............................40 City Hall Remodel Seismic Upgrade) ....................................................... .............................41 Stocklmeir Preservation and Restoration .................................................................. .............................42 Lawrence -Mitty Park - Additional Funding ............................... ..43 ............................. ............................... Stevens Creek Trail to Bay — Study Only ....... ............................... .. 44 Tank House Completion (Nathan Hall) ...................................................................... .............................45 Stevens Creek Trail Bridge Over UPPR ....................................................................... .............................46 Tri- School Area Sidewalk Project ............................................................................... .............................47 Sports Center Tennis Court Retaining Wall ................................................................ .............................48 Various City Wide Bicycle Plan Implementation ........................................................ .............................49 McClellan Ranch Blacksmith Shop ............................................. ............................... .... 50 Wilson Park Irrigation System Renovation .............................................................. ............................... 51 ServiceCenter Tool Crib ........................................................................................... ............................... 52 Sports Center — Court, Pool, or Covered Gym Study ................................................. .............................53 Pavement Management Gap Funding ....................................................................... .............................54 Traffic Management Studies —3 Intersections ........................................................ ............................... 55 Electric Vehicle Charging Station ............................................................................. ............................... 56 Page 3 of 56 Introduction July 1, 2011 To the Citizens of Cupertino, Honorable Mayor, and members of the City Council Subject: Fiscal Year 10/11 CIP Status Report and Fiscal Year 11/12 CIP Proposal In an effort to provide the best information and greatest transparency to the Capital Improvement Program (CIP), 1 am pleased to provide you the following comprehensive document that includes descriptions and the status of projects in the Adopted 2011 -2012 Budget as well as those projects tracked in the budget as Unfunded Projects. The main objective of this document is to provide the Council and the public information and the status of all budgeted capital projects. It is also anticipated that much of the document will be updated quarterly with current project information for the Council and the public. This report will have a prominent link on our website for the public's information. Since this is our initial roll -out of this document, we are very interested in getting your feedback on how we can optimize the format for your use. Besides unveiling this new project information format, also included is a prioritization system. The Council has been requesting to see project priorities, so each project is categorized and prioritized using the following criteria: Categories • A— Public Safety/ Regulatory Mandate/ Grant Commitment • B — Preventative Maintenance/ Resource and Cost Efficiencies C — Enhancement Priorities 1. Ongoing or imminent upon 2011 -12 Budget Adoption 2. Near -term in 2011 -12 but contingent on resources available from Priority 1 projects 3. Planned, but contingent on resources available from Priority 1 and 2 projects Page 4 of 56 4. Proposed to be deferred past 2011 -12, moved to unfunded list, or dropped due to being no longer necessary While you might notice that the schedule section of many projects is currently blank, it is our intent to determine the most efficient delivery method and advise Council and the public of the proposed schedule in the first quarterly report scheduled for October 2011. Respectfully submitted, Timm Borden Director of Public Works Page 5 of 56 Active CIP Projects Page 6 of 56 Priority 1 Projects Page 7 of 56 Annual Pavement ManacFement Current Scope: Recurring annual pavement repair, patching, slurry seal, cape seal, and overlay throughout the City. Category: B — Preventative Maintenance Priority: 1 Status: Active Current Budget: $1,450,000 ($1,250,000 Gas Tax & $200,000 General Fund) Spent to Date: 0 Current Balance: $1,489,000 (39,000 carry over + 1,450,000 new) Account No.: 270 -9450 Schedule: TB D Maintenance: Neutral Page 8 of 56 Annual Minor Storm Drain Improvements Current Scope: Funding for emergency drainage repairs as needed in various locations. Category: A - Public Safety Priority: 1 Status: Active Current Budget: $75,000 (Storm Drain) Spent to Date: 0 Current Balance: $75,000 Account No.: 210 -9612 Schedule: As Needed Maintenance: Neutral Page 9 of 56 Various Minor Intersection Traffic Signal Battery Backup System Current Scope: Install battery backup systems at minor traffic signal locations throughout the City. The batteries should be replaced every 5 -6 years, and replacement cost per intersection is about $1300. Assuming five - year replacement cycle and 55 intersections, that puts annual maintenance cost for the battery backups at approximately $15K. 1) Tantau /Vallco Parkway, 2) Tantau /Tandem dwy, 3) Tanta u /Prune ridge, 4) Pruneridge /NP dwy, 5) Foothill /Voss, 6) Vallco Parkway /Perimeter Category: A - Public Safety Priority: 1 Status: Active Current Budget: $45,000 (General Fund) Spent to Date: 0 Current Balance: $45,000 Account No.: 420 -9550 Schedule: TBD Maintenance: Neutral Page 10 of 56 Annual Curb, Gutter and Sidewalk Repair & ADA Ramps I L U 11 `N Current Scope: Recurring annual repairs of curbs, gutters, sidewalks and ADA ramps at various locations throughout the City. Category: B — Preventative Maintenance Priority: 1 Status: Active Current Budget: $215,000 (Gas Tax) Spent to Date: 0 Current Balance: $876,460 (661,460 carry over + 215,000 new) Account No.: 270 -9451 Schedule: TBD Maintenance: Neutral Page 11 of 56 Current Scope: Install sidewalks where gaps exist on Stelling Rd., Greenleaf Dr. and on Ann Arbor Ave. to provide a safe route to Garden Gate School. Includes some work on the Stelling /Greenleaf signal. Category: A - Public Safety / Grant Commitment Priority: 1 Status: Active - Construction contract awarded May 17, 2011 Current Budget: $442,000 (General Fund — 48,000 & Grant — 394,000) Spent to Date: $277,756 Current Balance: $164,244 Account No.: 420 -9549 Schedule: Construction start June 2011 Maintenance: Increase Page 12 of 56 Safe Routes to School - Garden Gate Current Scope: Installation of storm drainage system in Monta Vista on Orange Ave. and Byrne Ave. Category: B - Preventative Maintenance Priority: 1 Status: Active - Design 70% complete Current Budget: $893,000 (Storm Drain Fund) Spent to Date: $49,954 Current Balance: $843,046 Account No.: 215 -9620 Schedule: Neighborhood meetings Summer 2011 Construction 2011- 2012 Maintenance: Increase Page 13 of 56 Monta Vista Storin Drain Systorn Current Scope: Project preserves historic quality of the Milk Barn and Water Tower siding with historically correct materials, siding profile, and architectural details, following emergency repair of termite damage to tower structure. Category: B - Preventative Maintenance Priority: 1 Status: Active - Historically correct design underway Current Budget: $100,000 (General Fund) Spent to Date: 0 Current Balance: $100,000 Account No.: 420 -9252 Schedule: anticipate completion late Fall 2011 !Maintenance: Neutral Page 14 of 56 McClellan Ranch Repairs & Painting Emergency Van Upgrade ` _ _ - � I •1111 � ;� t Current Scope: Project converts a donated van into an Emergency response vehicle, with installation of radios, transmitters /antenna, and various emergency equipment for CARES. Shortwave radios, currently in City Hall, will also be installed. Category: A - Public Safety Priority: 1 Status: Active - Van engine repairs and upgrades underway Current Budget: $75,000 (General Fund) Spent to Date: 0 Current Balance: $75,000 Account No.: 420 -9259 Schedule: anticipate fully operational by Spring 2012 Maintenance: Increase Page 15 of 56 Various Park Path and Parking Lot Repairs & Resurfacing Current Scope: Resurface portions of pathways in Linda Vista, Memorial, Portal, Regnart and Somerset Parks (including basketball courts). Resurface portions of parking lots at Senior Center, Somerset and Varian. Category: A - Public Safety Priority: 1 Status: Active - Design begins July 2011 Current Budget: $250,000 (General Fund) Spent to Date: $13,135 Current Balance: $236,865 Account No.: 420 -9140 Schedule: Construction — Late 2011, Maintenance: Decrease Page 16 of 56 Current Scope: Installation of a temporary irrigation system to prevent further deterioration of the heritage orange orchard. Category: B - Preventative Maintenance Priority: 1 Status: Active - Not yet initiated Current Budget: $50,000 (Recreation Fund) Spent to Date: 0 Current Balance: $50,000 Account No.: 420 -9129 Schedule: Anticipate temporary, above ground irrigation in place for Spring of 2012 Maintenance: Increase Page 17 of 56 Stockl me>ir Orchard Irrijation Current Scope: Design and construction of the second phase of the multi -use trail through Blackberry Farm, adjacent to the golf course, crossing the creek on a new bridge into and through the Stocklmeir orange orchard, terminating at the creek crossing on Stevens Creek Blvd with minor sidewalk improvements along the Blvd towards the Blue Pheasant, improvements and increased parking in the parking lot, bus drop -off spots along the street, and crosswalk improvements at the intersection of Phar Lap Drive and Stevens Creek Blvd. Category: A - Grant Commitment Priority: 1 Status: Active - Preliminary design initiated, advanced design authorized by Council May 17 CFQA process underway. Current Budget: $1,400,000 (200,000 Park Dedication & 207,000 Recreation Fund & 215,000 Grants & 778,000 General Fund) $2,100,000 FY 12/13 (1,373,000 Grant & 650,000 Park Dedication & 77,000 General Fund) Spent to Date: $196,703 Current Balance: $1,203,297 Account No.: 427 -9134 Schedule: Design 2011, Permit 2012, Construct 2013 Maintenance: Increase Page 18 of 56 Stevens Creek Corridor Park Phase ? Blackberry Farm Infra-structure Upgrades s Current Scope: Disabled access upgrades to pool houses, restrooms, and retreat center, the need for which was triggered by improvements made during SCCP Phase 1 but which could not be accomplished in time for season opening. Project also includes a concrete retaining wall at the park maintenance service yard. Project formerly included new restrooms and relocation of park maintenance buildings to area near volleyball courts. Scope reduced by Parks and Rec. Category: A - Public Safety Priority: 1 Status: Active - January bids contained an administrative error and were rejected. Re -bid is scheduled for August 16, 2011. Current Budget: $685,000 (General Fund) Spent to Date: $285,612 Current Balance: $399,388 Account No.: 427 -9135 Schedule: Award Bid: Summer 2011 Construction: Fall / Winter 2011 Maintenance: Increase Page 19 of 56 Priority 2 Projects Page 20 of 56 McClellan Ranch / Simuris M, Plaii 4 4 Current Scope: The scope of the Master Plan will be to study: Current Balance: $50,000 Account No.: 580 -9260 Schedule: TBD Maintenance: Increase Page 21 of 56 • Preventative Maintenance - Develop a priority list of historical repairs, improvements, and resource conservation alternatives that will ensure that each structure is safe and capable of withstanding another 30 years of use. • Environmental Education Facility, including covered outdoor teaching space • Simms Property Category: B/C - Preventative Maintenance /Enhancement Priority: 2 Status: Active Current Budget: $50,000 (Recreation Fund) Spent to Date: 0 Current Balance: $50,000 Account No.: 580 -9260 Schedule: TBD Maintenance: Increase Page 21 of 56 W.. jlk� Current Scope Category: Priority: Status: Study restoration alternatives created in 2010 to see if other cost effective alternatives can be found that restore to some degree the pond features, correct the disabled access deficiencies, and which address the necessary oversight agency permit process. C — Enhancement 2 Active - Current Budget: $75,000 — (PR Fund) A maximum of $20,000 will be spent on studies and Council approval of a single concept will be obtained before Final Design is started. Spent to Date: 0 Current Balance: $75,000 l� r :f1114101I Schedule: 7BD Maintenance: Increase Page 22 of 56 Linda Vista Pond I mprovements Current Scope: Study alternatives and develop a plan of improvements to be made to the civic center, address current and future parking needs, future expansion capacity, City hall disabled access upgrades, seismic upgrades, and improved customer service alternatives. Category: C — Enhancement Priority: 2 Status: Active Proposed Budget: $50,000 (General Fund) Spent to Date: 0 Current Balance: $50,000 Account No.: 420 -9144 Schedule: TBD Maintenance: n/a Page 23 of 56 Civic Center Master Plan Annual Various Traffic Signal /Intersection Modifications Current Scrape: These annual funds are for minor upgrades to various traffic signals, City wide, beyond routine maintenance. For example: Upgrading De Anza /Rodriguez to 8 -phase signal (if determined to be beneficial); Converting Foothill /SCB to 8 -phase signal; Installing far -side left -turn heads at intersections that do not have them; Replacing substandard masts and mast arms. Category: A - Public Safety Priority: 2 Status: Active - There are no plans currently to upgrade any signals but this fund has been used for minor modifications when needed at signals. Current Budget: $75,000 (General Fund) Spent to Date: 0 Current Balance: $101,460 (25,450 carry over + 75,000 new) Account No.: 420 -9558 Schedule: As needed Maintenance: Neutral Page 24 of 56 Quinlan Center Interior Upgrade Current Scope: Develop upgrade alternatives and estimates to address circulation and disabled access issues, furniture replacement, interior color schemes, and tripping hazards. Objective is to maximize customer experience and maintain or increase revenue in this 20 plus year old building. (Note: hard construction costs, exclusive of furniture, fixtures, and equipment, which exceed $129,000, triggers necessity to fully upgrade the entire facility to meet California Building Code access requirements) Category: C - Enhancement Priority: 2 Status: Active - Design alternatives are being developed for anticipated $200,000 final design and construction funding in FY 11/12 and $200,000 construction funding in FY 12/13. Current Budget: $30,000 FY 10/11 (Recreation Fund) $200,000 FY 11/12 (Recreation Fund) $200,000 FY 12/13 (Recreation Fund) Spent to Date: $30,000 Current Balance: $200,000 Account No.: 580 -9255 Schedule: Architectural Design report due to City mid- summer 2011 Maintenance: Neutral Page 25 of 56 McClellan Ranch 4H Sanitary Connection Current Scope: Project removes the existing septic tank at the 4 -H building and connects the building's existing sanitary lines to a main sanitary line a short distance away. Category: B - Preventative Maintenance Priority: 2 Status: Active - Design underway Current Budget: $45,000 (General Fund) Spent to Date: 0 Current Balance: $45,000 Schedule: Anticipated completion late Fall 2011 Maintenance: Decrease Page 26 of 56 EOC Generator w /Trailer -M n� Current Scope: Category: Priority: Status: Current Budget: Spent to Date: Current Balance: Account No.: Schedule: Maintenance: Purchase of a second trailer mounted generator, using federal grant money. Requires 25% share by City. A - Grant Commitment/ Public Safety 2 Active - Generator specification development in progress $276,500 (General Fund — 69,125 & Grant - 207,375) $5,000 $271,500 420 -9254 Purchase complete by November 2011 Increase Page 27 of 56 Blackberry Farm Golf COLIrse Irrigation Upgrades Current Scope: Replace existing outdated irrigation main line, laterals, sprinkler heads, and controllers, clean and reconfigure the two existing ponds, and potentially fill the ponds with water from the existing well at the Blackberry Farm concession stand. Category: B - Preventive Maintenance Priority: 2 Status: Active - Preliminary design initiated — project on hold for Council consideration of expanding scope to address golf course /trail impacts, alternative reservoir irrigation source, and well water access rights. Current Budget: $550,000 (Blackberry Fund — 150,000 & Recreation Fund — 400,000) Spent to Date: $29,069 Current Balance: $520,931 Account No.: 560 -9139 Schedule: TBD Maintenance: Decrease Page 28 of 56 Priority 3 Projects Page 29 of 56 Various `frail resurfacing at School Sports Fields Current Scope: Category: Priority: Status: Current Budget: Spent to Date: Current Balance Account No.: Schedule: Maintenance: Replace existing decomposed granite (DG) trails with asphalt trails at Faria and Lincoln school sports fields. B - Preventative Maintenance 3 Active - Design begins July 2011 $125,000 (General Fund) 0 $125,000 420 -9141 Design / Construction —Summer 2011 Decrease Page 30 of 56 Priority 4 Projects Page 31 of 56 Current Scope: Coordinate with the Stocklmeir Task Force to develop an interactive educational farming program on the Stocklmeir orange orchard and farm, integrate the Stevens Creek Trail, and include the preservation objectives for the Stocklmeir structures. Category: C - Enhancement Priority: 4 Status: Preliminary feasibility study completed — overall concept will be integrated with SCCP Phase 2 Trail and Creek Restoration. Current Budget: $50,000 FY 12/13 (Recreation Fund) $400,000 FY 13/14 (Recreation Fund) Spent to Date: 0 Current Balance: $0 Account No.: 580 -9138 Schedule: FY 12/13 TBD Maintenance: Increase Page 32 of 56 Stockinleir Legacy Farm Current Scope: Design and construct an enclosed, off -leash dog park for large and small dogs. Category: C — Enhancement Priority: 4 Status: Proposed Current Budget: Budget - $250,000 (Recreation Fund) Spent to Date: 0 Current Balance: $250,000 Account No.: 580 -9137 Schedule: TBD Maintenance: Increase Page 33 of 56 Fenced Door Park Development in -Lieu Contributions Page 34 of 56 Monument Gate Way Suns ( Current Scope: Upgrade or replace three existing center island gateway signs, that announce one's entry into Cupertino, at 1) Stevens Creek Blvd near Tantau, 2)De Anza Blvd near 1 -280 overcrossing, 3) De Anza Blvd near Bollinger Road, and install a new center island gateway sign at Stevens Creek Blvd near the Oaks shopping center. Category: C - Enhancement Status: On Hold for sufficient Developer contributions or supplementary City funding Current Budget: Budgetary Estimate - $400,000 Spent to Date: 0 Current Balance: $35,000 ($25,000 Pinn Brothers contribution received August 2006 - expires August 2011, plus $10,000 GF recovered from damage claim) Account No.: 270 -9457 Schedule: TB D Maintenance: Increase Page 35 of 56 DeAnza Blvd. /McClellan /Pacifica Signai Modification Current Scope: Reconfiguration of the intersection to address efficiency and traffic flow which might include relocating two signal mast arms and poles, related electrical, concrete and striping work, and the closing of the Pacifica street driveway to the gas station. Category: C - Enhancement Status: On Hold for sufficient Developer contributions or supplementary City funding Current Budget: Budgetary Estimate - $350,000 Spent to Date: 0 Current Balance: $145,700 ($145,700 Hunter -Storm developer contribution received June 2007 - expires June 2012) Account No.: 420 -9557 Schedule: TBD Maintenance: Neutral Page 36 of 56 North Stelling lid/ 1 -280 Bridge Pedestrian Lighting & Upgrades II - NX-- Current Scope: Two applicants contributed $25,000 to the City for enhancements to the pedestrian walkway along the east or west side of the N. Stelling Road Bridge that crosses over Interstate 280 located south of the project site. The City shall use the money to add pedestrian scaled lighting, paving materials, railings and /or repainting of the pedestrian facilities of the east or west side of the bridge. Category: C - Enhancement Status: On Hold for sufficient Developer contributions or supplementary City funding Current Budget: Budgetary Estimate —TBD - $25,000 Villa Serra developer contribution — east side of bridge (received August 2008 - expires August 2013) $25,000 Las Palmas developer contribution — west side of bridge (received August 2008 - expires August 2013) Spent to Date: 0 Current Balance: $50,000 Account No.: new Schedule: TBD Maintenance: Neutral Page 37 of 56 Unfunded CIP Projects Page 38 of 56 Blackbern Golf Course Master Plan Current Scope: Category: Status: Current Budget: Spent to Date: Current Balance: Schedule: Maintenance: Develop a master plan with a priority list of repairs, improvements, and resource conservation alternatives that will ensure that the golf course and the associated facilities are capable of generating cost recovery revenue for another 30 years of use. C - Enhancement Unfunded Budgetary Estimate - $50K 0 0 TBD Increase Page 39 of 56 Blackberry Coif Pro -Shop Upgrade,- F m �7 , wl Current Scope: Upgrade the interior layout, circulation, finishes, and equipment of the pro -shop. Category: C — Enhancement Status: Unfunded Current Budget: Originally proposed for FY 11/12 - $150,000 (Blackberry Farm Golf Reserve) Spent to Date: 0 Current Balance: 0 Schedule: TB D Maintenance: Increase Page 40 of 56 Current Scope: Original 2005 scope included moving public service counter to the main floor, converting former council chambers into a conference center, and upgrading disabled access to meet current code. Initial study uncovered error used in Essential Facility structural assumptions in 1987 remodel to create an EOC on the louver level. Main floor structure and roof are presumed to be in compliance with the 1964 building code. Category: A, - Public Safety Status: Unfunded - Main floor concrete slab and beam cracks, reinforcing bar quantity and placement currently under investigation. Current Budget: Budgetary Estimate - $3.OM Spent to Date: 0 Current Balance: 0 Schedule: TBD Maintenance: Neutral Page 41 of 56 City- Hall Ret1iodel (Seismic Upgrade) Current Scope: Preserve and restore the exterior walls, fireplace and chimney, doors, windows, and architectural details of the Stocklrneir House to prevent further deterioration until a complete restoration scope can be developed. Category: B - Preventative Maintenance Status: Unfunded - New roof shingles applied several years ago holding up well — occasional break -ins through windows covered by plywood — minor fire and graffiti damage due to vandalism — termite damage suspected to be extensive Current Budget: Budgetary Estimate - TBD Spent to Dote: 0 Current Balance: 0 Schedule: TBD Maintenance: Increase Page 42 of 56 Stoc {fin it Preservation and Restoration Lawrence- Mitty Park - Additional Fundincr w Current Scope: obtain by purchase or trade of land, approximately 4 acres of land adjacent to Creek and currently owned by the County - used as a storage yard for asphalt grindings & equipment — at the southwest corner of Lawrence Expressway and Mitty Category: C - Enhancement Status: Unfunded - Initial appraisals and land swap alternatives have become outdated — no subsequent action taken Current Budget: Budgetary Estimate - $5.8M, of which $1.3M is budgeted in FY 12 -13 and the balance is unfunded. The 13M is for land acquisition and is considered insufficient at this time. The accuracy of the balance for design and construction must be verified Spent to Date: 0 Current Balance: 0 Schedule: TBD Maintenance: Increase Page 43 of 56 Stevens Creep `rail to BaY - Studer Only Current Scope: The Stevens Creek Trail is a bike and pedestrian corridor along Stevens Creek from the San Francisco Bay Trail south. The purpose of the study is to propose options for extending a trail through Cupertino to connect with Los Altos. Develop preferred alignments of the trail while identifying environmental, engineering and safety issues. The City of Sunnyvale is taking the lead and contributing $75,000. Category: C - Enhancement Status: Unfunded Current Budget: Budgetary Estimate - $100K Spent to hate: 0 Current Balance: 0 Schedule: TBD Maintenance: Increase Page 44 of 56 Tank House Completion (Nathan Hall) - 4711 >. Current Scope: Convert the recently acquired Tank House into usable space, consider an addition, and improve landscaping — within the parameters of the current use agreement Category: C - Enhancement Status: Unfunded Current Budget: Budgetary Estimate - $500K Spent to Date: 0 Current Balance: 0 Schedule: TBD Maintenance: Increase Page 45 of 56 Current Scope: Provide a vehicle /pedestrian /bicycle bridge span over the UPPR right of way, adjacent to Stevens Creek Blvd, near the Lehigh Cement Plant to connect with the Stevens Creek Trail and provide vehicle access to the Hammond- Snyder House. This project is included within the City's adopted Bicycle Transportation Plan. Category: C - Enhancement Status: Unfunded Current Budget: Budgetary Estimate - $2.OM Spent to Date: 0 Current Balance: 0 Schedule: TBD Maintenance: Increase Page 46 of 56 Stevens Creek Trail Bridge Over UPPP. Current Scope: Study and implement sidewalk improvements along the streets that feed directly from Monta Vista to the Tri- School area along McClellan Road. Category: A - Public Safety Status: Unfunded Current Budget: Budgetary Estimate -TBD Spent to Date: 0 Current Balance: 0 Schedule: TBD Maintenance: Increase Page 47 of 56 T"ri- School area Sidewalk Project Current Scope: Remove and replace the concrete retaining wall at the northwest corner of the tennis facility adjacent to the Commons residential property. Category: B - Preventative Maintenance Status: Unfunded Current Budget: Budgetary Estimate - TBD Spent to Date: 0 Current Balance: 0 Schedule: TBD Maintenance: Decrease Page 48 of 56 Sports Center Tennis Court Retainii1gW`all Various (:ity Wide Bicycle Plan Implementation Current Scope: Bicycle improvements at various locations throughout the City Category: C - Enhancement Status: Unfunded Current Budget: Budgetary Estimate - TBD Spent to Date: 0 Current Balance: 0 Schedule: TBD Maintenance: Increase Page 49 of 56 McClellan Ranch Blacksmith Shah VA i Current Scope: Project relocates the existing % scale replica Baer blacksmith shop from under the heritage Oak tree to a site near the Barn and trail, preserves and restores the historic fagade and architectural details, and provides for more security and protection of the blacksmith tools and forge. Category: B - Preventative Maintenance Status: Unfunded - Design consultant stopped June 15, 2011. Current Budget: $250,000 (General Fund) Spent to Date: $20,000 Current Balance: 0 Schedule: TBD Maintenance: Increase Page 50 of 56 Wilson Park Irrigation System Renovation Current Scope: Reroute a section of main irrigation line that now passes under the community center building to a new location for easy access and renovation of existing irrigation system to keep turf in good condition and reduce water consumption. Category: B - Preventative Maintenance Status: Unfunded Current Budget: Budgetary Estimate - $150,000 Spent to Date: 0 Current Balance: 0 Schedule: TB D Maintenance: Decrease Page 51 of 56 Current Scope: Install concrete building pad for a tool protection and storage structure. (Was originally thought an existing metal building from Franco Court could be relocated and used here — that has since become impractical) Category: B - Preventative Maintenance Status: Unfunded Current Budget: Budgetary Estimate - $40,000 (General Fund) Spent to Date: 0 Current Balance: 0 Schedule: ZBD Maintenance: Decrease Page 52 of 56 Service Center Tool Crib Sports Center - Court, Pool, or Covered Gym Study Current Scope: Develop preliminary Scope, Schedule and Budget for sport court, a new swimming pool, or an enclosed gym, to occupy the site of the former DACA swimming pool and restrooms at the Sports Center. Category: Status: Current Budget: Spent to Cate: Current Balance: Schedule: C - Enhancement Unfunded Budgetary Estimate — Study ($25,000) 0 0 TBD Maintenance: Increase Page 53 of 56 Pavement Management Gap FLInding L r - + n_ Current Scope: This represents the gap between the proposed annual pavement investment (Annual Pavement Management - $1,250,000 )and the investment necessary to maintain the City's average Pavement Management Index of 70 ($3,500,000). The scope includes additional pavement repair, patching, slurry seal, cape seal, and overlay throughout the City Category: Status: Current Budget; Spent to Date: Current Balance: Schedule: B — Preventive Maintenance Unfunded Budgetary Estimate - $2,050,000 0 0 TBa Maintenance: Neutral Page 54 of 56 Traffic Management tudie4; 3Intersections ,� i ��ti • - -} v.. .. is� �- .- y.. 1r.— s- -..:.� - >__ ,mil r Current Scope: Study the impacts of altering or removing traffic dividing features at the intersections of Stevens Creek /Tantau, Stevens Creels /Vista, and Kim Street between Bollinger and Kirwin. Category: A — Public Safety Status: Unfunded Current Budget: Budgetary Estimate - $50K Spent to Date: 0 Current Balance: 0 Schedule: TBD Maintenance: n/a Page 55 of 56 Electric Vehicle Charging Station bpi Current Scope: Install the necessary electrical infrastructure to create two electric vehicle charging stations near City Hall. Category: B — Resource and Cost Effciencies Status: Unfunded Current Budget: Budgetary Estimate - $30K Spent to Date: 0 Current Balance: 0 Schedule: 7BD Maintenance: nfa Page 56 of 56