101-Annual Report 2011 Final.pdf OFFICE OF THE CITY MANAGER
CITY HALL
10 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3212 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: October 4, 2011
Subject
Fiscal Year 2010-2011 Annual Report
Recommended Action
Accept report
Description
The annual report is published yearly and provided to members of the City Council. The report
reviews the previous year's operations.
_____________________________________
Prepared by: Rick Kitson, Public and Environmental Affairs Director
Approved for Submission by: David W. Knapp, City Manager
Attachments: Fiscal Year 2010-2011 Annual Report
Fiscal Year 2010 – 2011
20112010AnnuAl RepoRt
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1 Executive Summary
The Annual Report provides a review of the City’s activities over the past fiscal year (FY11), from
July 2010 through June of 2011.
This document summarizes the priorities, programs and services of the past year. Overarching
goals for FY11 were to sustain services to residents and businesses, while protecting the finacial
well-being of the City. In spite of economic uncertainty, the City accomplished these goals.
Cupertino’s budget continues to be balanced while maintaining healthy reserves.
The community overall tends to reflect the comparative strength of the local economy and of local
companies in particular. As recently as May 2010, Forbes magazine once again specifically identified
Cupertino, and its neighboring cities as the most innovative in the nation.
For its ranking Forbes used data from the U.S. Patent and Trademark Office to determine number
of patents per capita. Then it combined the data with venture capital investment per capita from the
National Venture Capital Association, along with those cities’ ratios of high-tech, science and “creative”
jobs from ZoomProspector.com and Payscale.com.
Along with the continued success of Apple, retail
leases remained strong with numerous restaurants
opening their doors. Several new leases will bring
high profile tenants to Cupertino including TJMaxx
and Home Goods at the Crossroads Center, and
Bay Club to Vallco Mall. Islands Restaurant has also
signed a lease for a new pad building at Crossroads.
Building activity within the community remains high
as indicated by building inspections and planning
applications. Building Division staff processed and
checked 2,491 building permit applications compared
America’s Most
Innovative Cities
“It’s no surprise that Silicon
Valley, specifically the city
of San Jose and neighbors
like Santa Clara, Sunnyvale,
Mountain View and Cupertino,
ranked first in all four of
those categories.”
Forbes, May, 25, 2010
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to 1,946 in FY 2009-2010, a 28% increase. The Building Division also conducted 18,063 building
inspections in FY 2010-2011 compared to 16,602 in FY 2009-2010.
Planning has seen an even more significant increase. The number of planning applications
increased by approximately 65% from 162 applications in FY 2009-2010 to 268 applications
in FY 2010-2011.
Service continues to be the core value of our organization and staff.
2010 and 2011 proved to be busy both in terms of projects and programs. The City opened the
western access to Blackberry Farm Park, completed Franco Park, expanded summer school
offerings for high school students and successfully launched Leadership 95014.
Administrative improvements were made with public works department implementing a new Capital
Improvement Program budget and status reporting format that is inclusive of all projects and includes
prioritization criteria. The City also completed energy and water savings programs with street lighting
improvements and state-of-the-art irrigation controllers which will save the City almost two million
dollars over five years.
Last year, like many communities, the City faced a tough budget due to the recession. However,
with the resilience of the local economy and strength of local companies, our financial position is
slightly better for Fiscal Year 2011-12 allowing the City to maintain public services and while continuing
to pursue every opportunity to keep costs down. As a result, Cupertino is in a positive financial
position when most cities throughout the state are cutting services and experiencing layoffs.
In Cupertino, we will not rely solely on the economy for our financial well-being. To ensure the City’s
continued fiscal health, the City will continue to seek opportunities for economic development, in
conjunction with streamlined operations and service improvement.
Respectfully,
David W. Knapp
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Community Development Department
Overview
There are four divisions within the Community Development Department. They include Building,
Planning, Housing and Economic Development/Redevelopment.
Mission
Community Development facilitates building a cohesive, safe, vibrant and economically strong City
through comprehensive policy, planning, technology and public education.
Goals
• A Safe and Healthy Community
• Excellent Customer Service
• Efficiency and Fiscal Responsibility
• Preserving Community Values
• A Green Approach and Resource Conservation
Budget
The department’s operating budget for Fiscal Year 2011–2012 is $5,708,843. About 60% of the
operating budget is recovered through fees and grants.
The Cupertino Community Development Department aligns its budget and programs to the
department’s mission and goals as follows.
A Safe and Healthy Community
Program examples include General Building Services, Construction Plan Checking and Building
Code Enforcement.
Excellent Customer Service
Program examples include Planning Administration, Current Planning Services and Economic
Development.
Efficiency and Fiscal Responsibility
Program examples include Economic Development and Redevelopment which strives to retain and
increase retail establishments and businesses in the City.
Preserving Community Values
Program examples include Mid and Long Range Planning and Housing Services.
A Green Approach and Resource Conservation
Program examples include Planning Administration, Current Planning and Mid and Long Range
Planning where efforts are made to ensure that administrative policies, long-range policies and
projects incorporate green principles and conserve our natural resources.
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BuildinG division
Mission
The Building Division safeguards the public health, safety and general welfare of residents,
workers and visitors to Cupertino by effective administration and enforcement of building codes
and ordinances adopted by the City.
Accomplishments
The Building Division achieved the following in FY 2010–2011 to address the established
department goals:
A Safe and Healthy Community
• Adopted the new 2010 California Building Codes.
• Provide inspections for Public Works to help verify storm water pollution protection measures at
targeted facilities.
Excellent Customer Service
• Created and implemented a Fee Estimator to accurately and consistently calculate building permit fees.
• Developed multiple policy and procedure handouts to distribute to the public
• Established committee to select and implement new permit tracking software.
Efficiency and Fiscal Responsibility
• Created and implemented a Temporary Certificate of Occupancy program.
• Began a program to send letters to applicants for expired permits as a courtesy.
Preserving Community Values
• Created and implemented a Courtesy Inspection program to allow contractors and developers to
streamline their construction schedules.
A Green Approach and Resource Conservation
• Presented a green building seminar regarding solar photovoltaic systems at the last Community
Congress.
• Adopted new 2010 California Green Building Standards Code.
• Conducted public outreach and public hearings for a Draft Green Building Ordinance (ongoing).
Highlights
• Building staff processed and plan checked 2,491
building permit applications compared to 1,946 in FY
2009–2010 — a 28% increase.
• The Building Division conducted 18,063 building
inspections in FY 2010–2011 compared to 16,602 in
FY 2009–2010.
• Building Valuation was $149 million in FY 2010–2011
compared to $183 million in FY 2009–2010.
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pl AnninG division
Mission
The Planning Division ensures quality development within the community by planning for and
implementing long-term policies and reviewing projects for conformance with development
regulations and community expectations.
Accomplishments
The Planning Division achieved the following in FY 2010–2011 to address the established Depart-
ment Goals:
A Safe and Healthy Community
• Implement General Plan policies to promote walkability and connectivity.
• Coordinate early development review ensuring building, fire and other inter-agency compliance.
Excellent Customer Service
• Developed improved policy and procedure handouts to distribute to the public.
• Established committee to select and implement new permit tracking software.
• Increased counter hours to extend through the lunch hour.
Efficiency and Fiscal Responsibility
• Performed a comprehensive development process review indentifying improvements and changes
(ongoing).
• Improved the accessibility to the department website and application form (ongoing).
• Enhanced the City’s Business License application for clarity and efficiency.
• Working toward enhancing the public lobby (ongoing).
• Working toward implementation of an online permit system.
Preserving Community Values
• Encourage developers to outreach to the adjacent community to address community input and
concerns.
• Coordinate solutions between applicants and neighbors to address key concerns.
A Green Approach and Resource Conservation
• Working toward implementation of a Green Building Ordinance (ongoing).
Highlights for Last Fiscal Year
The number of planning applications increased by approximately 65% from 162 applications in FY
2009–2010 to 268 applications in FY 2010–2011.
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Commissions
planning Commission
The Planning Commission consists of five residents appointed to alternating four-year terms by the
City Council to hear and make recommendations on all advanced planning policy documents and
current planning applications. The five members are:
Chairperson: Winnie Lee, Vice Chair Marty Miller, Commissioners: Paul Brophy, Clinton Brownley,
and Don Sun.
HousinG division
Mission
To facilitate the development of affordable housing and administer community programs.
A Safe and Healthy Community
• CDBG funds can be used to eliminate conditions detrimental to health, safety, or public welfare
(assistance after a natural disaster, etc.)
• CDBG funds can eliminate conditions of slum or blight
• Rebuilding Together Silicon Valley assists low income families in remaining in their homes by
making health and safety improvements to homes.
Excellent Customer Service
• CDBG reporting process has been streamlined and made easier for applicants.
• The Housing Division refers Cupertino residents to available resources throughout the community.
Efficiency and Fiscal Responsibility
• CDBG reporting process has been streamlined which has eliminated postal costs and printing
costs for the non-profits and the City.
Preserving Community Values
• Providing affordable housing opportunities to the community.
A Green Approach and Resource Conservation
• All new affordable housing developments are built to Build It Green standards.
Highlights for Last Fiscal Year
• Implemented the 2010/2011 Community Development Block Grant Program.
• Awarded CDBG sub-recipient grants for the 2011–2012 program year ($353,012).
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Commissions
Housing Commission
The Cupertino Housing Commission consists of five members appointed by the council to four-
year terms. One must be a representative from a Cupertino financial institution and another from a
Cupertino business. The committee assists in developing housing policies and strategies,
recommends policies for implementation and monitoring of affordable housing projects, helps
identify sources of funding for affordable housing and performs other advisory functions authorized
by the City Council. The five members are: Chairperson Harvey Barnett, Vice Chair Jimmy Chien,
Commissioners Radha Kulkarni, Niki Maroko and Rajeev Raman.
eConoMiC developMent/ RedevelopMent
Mission
The Economic Development/Redevelopment Division seeks to promote Cupertino’s economic
health through a cooperative government atmosphere that helps businesses prosper and
encourages them to become long-term partners in the community.
Excellent Customer Service
• Provided support to Apple as it continues to expand in Cupertino.
• Assisted Seagate with their headquarters move to Cupertino.
• Advised on numerous retail center expansion projects and tenant build-outs including
Homestead Square, Crossroads, and Bottegas Center.
Efficiency and Fiscal Responsibility
There were a number of actions related to keeping local Redevelopment revenues in our local
community. The RDA Board approved a contract with the Santa Clara County Housing Trust for
$1M in accumulated affordable housing revenues. Additionally, a contract was approved with Vallco
Mall to cover the purchase and installation of trash capture devices and street improvements along
Vallco Parkway.
Preserving Community Values
• Mailed 93 New Business Welcome Packages in 2010–11 fiscal year
• Created a Mandarin version of the marketing brochure.
• Coordinated Mandarin class for potential business owners.
• The Cupertino Restaurant Association has begun a partnership with the California Restaurant
Association, and the West Valley Community Services program “Taste of Compassion” is
celebrating its 1-year anniversary.
A Green Approach and Resource Conservation
• Contributed to “GreenBiz Cupertino” to help Cupertino businesses to become green certified.
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Highlights for Last Fiscal Year
• On August 2nd, the City Council voted to “opt-in,” thus allowing Cupertino’s RDA to survive beyond
this calendar year.
• Retail leases remained strong in ‘10–11— with numerous restaurants opening their doors, including
SmokeEaters, Kong Tofu, and Bitter+Sweet.
• Several new leases will bring high profile tenants to Cupertino including TJMaxx/Home Goods at
the Crossroads Center, and Bay Club to Vallco Mall. Islands Restaurant has also signed a lease
for a new pad building at Crossroads.
• Executive Board of Silicon Valley Economic Development Alliance (SVEDA).
• NOVA Connect Center — contributed to new IT/Tech study.
Major Projects/Programs/Accomplishments
• Apple Campus 2 Project — Environmental Review (ongoing)
• Bay Club — 69,000 square feet of sport club located at the Vallco Shopping Mall (Inside Sears)
• Crossroads Shopping Center
• Architectural and site upgrades (formerly Mervyn’s) for TJ Maxx/Home Goods
• Two new pad buildings approximately 10,000 square feet (ongoing)
• Homestead Square — Phase 1
(Rite Aid) currently in building plan
check stage.
• Housing Element Zoning Amendments
• Historic Preservation/Commemorative
Policy Update
• Parking Ordinance Update
• Green Building Ordinance (ongoing)
• Development permit process (ongoing)
• R1 Ordinance Update (ongoing)
Productivity and Efficiency Improvements
• Enhancements to the Building/Planning application forms and handouts (ongoing).
• Implementing a new online permit system to connect Building, Planning, Public Works and
Business Licenses and allow online search and applications for permits (ongoing).
• Providing shortcuts to web addresses to enhance general usability.
• Housing Division — Implemented a streamlined on-line reporting and application system for agencies
receiving federal funding through the City. Also implemented a two-year funding cycle for agencies.
• Agencies no longer submit paper reports.
• Cuts costs of mailing reports and financial audits.
• Cuts paper waste.
• Reduces costs for agencies.
Bay Club at Vallco
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Parks and Recreation Department
Overview
The Cupertino Parks and Recreation Department aligns its programs and activities to the
department’s vision, mission, values, and outcomes. The department vision is “A Positive, Healthy,
Connected Community.” The mission is “Cupertino Parks and Recreation is committed to provide
opportunities, resources, and services to the community to enhance the quality of people’s lives
through recreational, educational, and cultural experiences”
The core values are: Community, Quality, and Trustworthiness
Our outcomes are:
• Healthy Community
• Creative and Playful Community
• Well Educated Community
• Connected and United Community
• Fiscally Responsible Organization
Highlights for the Fiscal Year
The department’s 2011-2012 operating budget is $8,445,820 with 29.78 full time equivalent staff. The department recovers 70% of its
operating budget through program fees. The programs and budget by outcomes are as follows:
Healthy Community
Includes Blackberry Farm Golf Course, Cupertino Sports Center, Senior Center Blood Pressures,
fitness lap swim, softball, soccer, and adult basketball.
Creative and Playful Community
Examples include summer camps, swimming at Blackberry Farm Park, adult dance, music classes,
art classes, and Play Reading at Senior Center.
Connected and United Community
Examples include community service camps, festivals support, Friendly Visitors, Senior Trips, and
Senior Case Management.
Well Educated Community
Examples includes pre-school classes, ESL classes, after school enrichment programs, summer
school, computer classes for Mandarin speakers, and summer education enrichment camps.
Fiscally Responsible Organization
We expect all of our programs to be operated in a fiscally responsible way. We also have
active volunteer programs such as Helping Hands, Senior Center volunteers, and Leader in
Training program.
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Major Projects/Programs/Accomplishments
• Opened western access to Blackberry Farm Park
• Opened Franco Park at Homestead and Franco
• Strengthened Helping Hands Program
• Expanded summer school offerings for high school students
• Successfully launched Leadership 95014
• Worked with Anderson Brule Architects to develop a facility strategic plan for Quinlan
Community Center
• Worked with Public Works, Stocklmeir Task Force, Historic Society, environmental organizations
to develop a conceptual design for Stevens Creek Corridor Phase 2.
• Working with Public Works to address geese and duck issue at Memorial Park
• Strengthened working collaboration with Fremont Union High School District and Cupertino
Union School District in addressing traffic issues around Monta Vista, Kennedy, and Lincoln,
increasing the number of after school enrichment classes taught in school district facilities, and
increasing the number of summer school offerings.
Productivity and Efficiency Improvements
• Senior Travel Program is very close to full cost recovery
• Helping Hands volunteers continue to help maintain McClellan Ranch Park and Blackberry Farm Park
• Senior Newsletter offered electronically with 25% of the seniors receiving it electronically saving
over $2500 now with an anticipated $5000 or more.
• Leaders in Training and Senior Center Volunteers contribute thousands of hours in volunteer time
each year.
Awards, Grants & Recognitions
• Leadership 95014 co-sponsored by Cupertino-based Wilfred Jarvis Institute.
• Going Green Day within Leadership 95014 sponsored by PG&E
• Worked with Public Works to secure $850,000 in grants from the Santa Clara Valley Water
District for Stevens Creek Corridor Phase 2.
• Better Part (Senior television program) — 2011 CREST recipients
• Ruth Devereaux — California Parks and Recreation Society Region 4 Volunteer Citation award
Commissions
the parks and Recreation Commission advises the City Council on parks and recreation
related issues.
the teen Commission advises City Council on youth and teen issues.
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Department of Public Works
Overview
department Mission
The Public Works Department provides responsive and high quality public works services
and projects to the public and other City departments in the areas of engineering, construction,
environmental, operations and maintenance.
Goals and objectives
The Public Works Department creates a foundation for a great community by informing and providing
services and products that are the result of active interactions of listening and education that is:
• Supporting of an informed public
• Compliant to regulatory requirements
• Sustainable
• Safe
We achieve our goals with the management and collaboration of conscientious professionals that
prudently use resources, are innovative in the application of technology and are highly responsive.
Specifically, this includes:
• Provide prompt response to our clients on complaints and request for services.
• Program and deliver Capital Improvement Projects in a timely and cost efficient manner.
• Work collaboratively with other City departments for the efficient delivery of predictable services.
• Represent the City on county and regional issues such as congestion management.
• Oversee and manage regulatory programs such as storm water pollution prevention.
• Provide effective solid waste and recycling programs.
operating Budget
The Department has a staff of 73 and an operating budget of $16.5 million.
department divisions
Engineering Services
Development Review, encroachment permitting, and engineering of infrastructure. 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.
Environmental Programs
Management of environmental programs including the $7.0M annual solid waste, recycling
and composting contract and compliance with the State-mandated Municipal Regional Storm
Water Permit.
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Transportation
The Transportation Division develops plans, specifications and estimates for the installation, operation
and maintenance of the traffic signals (55 in total), 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
Division represents the City at the VTA Technical Advisory Committee and Systems Operations &
Management Working Group monthly meetings
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.
Capital Improvements
The Capital Improvements Division administers the City’s varied Capital Improvement Program.
Management responsibilities include direction and oversight of the design and construction of
improvements ranging from street improvements, to new park and trail facilities, to City building
modifications, to park master plans. For 2010–11 this program included $6.7 million in expenditures,
with the two largest portions being $2.6 million allocated to parks projects and $3 million for
streets projects.
Grounds
Maintenance of all 19 park and open space areas, which includes 140 acres of landscape,
athletic field, and recreational turf areas. Through a joint use agreement, the Grounds Division
also maintains eight Cupertino Union School District athletic fields, playgrounds and landscape
areas comprising another 52 acres.
Street and Fleet
The Street and Fleet Division maintains City streets, traffic signs and markings, concrete
improvements, streetlights and all fleet equipment, including small power equipment. Fleet maintains
94 vehicles, 54 rolling stock, 18 trailers, 12 riding mowers, and 234 pieces of power equipment. The
Division is also responsible for storm water pollution inspections and management of contractual
services for sidewalk and curb and gutter repairs, street sweeping, storm drain maintenance and
school crossing guard services.
Trees and Right of Way
The Trees and Right of Way Division maintains the safety, health and appearance of approximately
13,000 street trees and about 31.5 acres of developed median island hardscapes and softscapes.
Facilities
The Facilities Division provides building and systems maintenance to 13 City-owned buildings and
nine single standing restroom facilities. Responsibilities include critical evaluation of replacement
equipment regarding life cycle costs and energy consumption. The division also administers the
janitorial contract for all City facilities.
Highlights for Last Fiscal Year
The department has implemented a new Capital Improvement Program budget and status reporting
format that is inclusive of all projects and includes prioritization criteria. Projects are also categorized
based on:
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• Public Safety
• Regulatory Mandate
• Grant Commitment
• Preventative Maintenance
• Cost Efficiency
• Enhancement
The Environmental Division had the following highlights:
• Engaged students and residents in education and events to recover resources, clean local
creeks and utilize safe, efficient disposal practices.
• Four City-inspector programs monitored and abated practices that could pollute or erode local
creeks and the Bay.
• Operated within budget to provide enhanced service levels with the same number of personnel
despite implementing several new mandates and pioneering an enhanced recycling and
composting program citywide.
Focus on preventative maintenance of basic infrastructure
• Annual pavement management program using standardized software but validated and adjusted
with extensive field observations.
• Aggressive program for pavement repairs on arterials
• Various park path and parking lot repairs & resurfacing
Operating budget that maintained established service levels with the same number of personnel de-
spite the addition of several facilities (Mary Avenue Bridge (2009), Sterling / Barnhart Park (2010),
Franco Park (2011)
Major Projects/Programs/Accomplishments
public Works — Cip
Progress on Stevens Creek Corridor Phase 2 — grants totaling $2.193M received from 5 funding
sources (see below); creek restoration & project concept reviewed by Council (November, January,
March, April, & May); Stocklmeir Task Force reviewed & endorsed (March); design charrette held to
coordinate golf course considerations (April); CEQA documents prepared for release July 2011
Safe route to schools — Garden Gate — new sidewalks, handicap ramps, driveways, and traffic signal
modifications begun early summer 2011 and completed prior to beginning of school year. Project
completed under budget and to the satisfaction of all affected property owners.
Sterling Barnhart Park — construction completed summer 2010; park opened to public on August
18 and was dedicated August 21 2010
Scenic Circle Access — neighborhood input recommendations adopted by Council; environmental
clearance completed (Mitigated Negative Declaration); design and bidding completed; construction
completed including bid alternate bridge railing upgrades; spring nesting/wildlife issues all well
addressed; project opened to public June 17 2011 in time for summer use
Blackberry Farm Infrastructure Upgrade — design completed for winter bidding & spring 2011
construction; bids opened Jan. 2011 were rejected by Council; project packaged for re-bidding
summer 2011 (for construction late 2011 to maintain summer programming at Blackberry Farm)
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Quinlan Community Center Plaza — construction completed summer 2010
Stevens Creek Corridor Phase 1 — successfully completed all outside grant closeout activities and
received all final reimbursements; submitted second annual monitoring report confirming progress
of the restoration work.
Performed various types of traffic signal upgrade work (emergency vehicle pre-emption, battery
back-up installation, relocated/upgraded signal heads, new poles, etc.) at 18 intersections. This is in
addition to routine maintenance performed on all 55 traffic signals.
public Works — Maintenance
Completed 80% survey of all City street trees (10,400 out of 13,000)
With the assistance of Information Technology Department implemented automated work order
system for the divisions of:
• Tree
• Fleet
• Storm Drain
• Signs / Markings
• Street Lights
• Medians (in progress)
Competitive bid of three service agreements
• Street sweeping — resulted in annual savings of $45,000 with requirement for more efficient sweeping
equipment and reduction of commercial sweeping frequency from weekly to twice monthly.
• Janitorial — resulted in increase of $47,750 with additional services provided to Community Hall
and Library.
• Crossing guards — resulted in annual savings of $40,000 with no change in number of
intersections with crossing guards
Update of Service Center injury/illness prevention program (in progress)
Recertification of five facilities by the Santa Clara County Green Business Program — Proclamation
by Council on 4/5/11
Annual pavement program — 8,250 tons of asphalt placed
Annual curb, gutter and sidewalk repair — repaired curb and gutter at 117 locations and repaired
156 locations with sidewalk trip hazards
Productivity and Efficiency Improvements
• Induction retrofit replacement of 2,913 street lights resulting in an anticipated baseline electrical
savings of $105,000 annually, escalated by PG&E increases thereafter.
• Replacement of 92 irrigation controllers with evapo-transpirative weather based controllers
resulting in anticipated baseline water savings of $130,000 annually.
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Awards, Grants & Recognitions
Grants
• Stevens Creek Corridor Phase 2
• California Natural Resources Agency — California River Parkways, $1,215,000
• Caltrans/California State Parks joint program — Environmental Enhancement & Mitigation
Program — $245,000
• Metropolitan Transportation Commission — TDA Article 3 — $103,179
• Santa Clara Valley Water District — Trail and Open Space — $285,000
• Santa Clara Valley Water District — Environment Enhancement Implementation — $565,000
• Valley Transportation Authority — Project Readiness — $25,000
• Garden Gate — Safe Routes to School
• Caltrans/FHWA — $393,000
• Pavement Management
• FHWA/Caltrans/VTA — Local Streets and Roads — $500,000
• Metropolitan Transportation Commission — $42,000
• Department of Homeland Security Emergency Generator Grant
• California Emergency Management Agency — $300,000
Awards
• Stevens Creek Corridor Park and Restoration Phase 1
• Outstanding Park and Recreation Project of the Year, American Society of Civil Engineers,
Region 9 (California)
• Outstanding Sustainable Project of the Year, American Society of Civil Engineers, San Francisco
section
• Council proclamations for staff members recognizing contributions to Santa Clara County Green
Business Certification
Commissions
Bicycle Pedestrian Commission
• Instrumental in City adoption of the Bicycle Transportation Plan
• Instrumental in City being named as a Bicycle Friendly Community by the League of American
Bicyclists
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Sheriff’s Office
Overview
The principal mission of the Sheriff’s Office West Valley Patrol Division is the protection of life and
property. The Sheriff’s Office is dedicated to the preservation of public safety by providing innovative
and progressive services in partnership with the community.
Highlights for Last Fiscal Year
Crimes Against persons FY 09/10 FY 10/11 Change percentage variance
Homicide 0 1 +1 +100%*
Rape 9 15 +6 +66%
Assault 38 38 0 0%
Robbery 18 10 -8 -44%
totals 65 64 -1 -.02%
*Indicates a domestic violence related murder/suicide incident
During Fiscal Year 2010–2011, the City of Cupertino experienced a minimal decrease of .02% in
crimes against persons (as shown in the table above), compared to the previous Fiscal Year.
There was a 66% increase in sexual assaults (Rape). Of the fifteen sexual assaults, one was
classified as a spousal rape with an obviously known suspect. Ten of the remaining fifteen sexual
assaults were classified as statutory rape or unlawful intercourse (consensual intercourse between
two minors). The four remaining sexual assaults were classified as rapes, (sexual assaults against
the will of the victim by force or fear). Of the four rapes only one involved an unknown suspect, or
the three remaining incidents the victims knew the suspects usually from a prior dating relationship.
property Crimes FY 09/10 FY 10/11 Change percentage variance
Burglary**523 414 -109 -21%
Theft 570 515 -55 -10%
Auto Theft 51 24 -27 -53%
totals 1144 953 -191 -17%
**Includes auto burglaries
Traffic Related Information
Throughout Fiscal Year 2010–2011, there were a total of 663 traffic collisions. This represents a
decrease of 19% collisions (as shown in the table below), compared to the previous Fiscal Year.
The West Valley Patrol Traffic Investigation Unit attributes this dramatic decrease to fewer motorists
traveling the roadways throughout Cupertino. It is widely believed this statewide trend can also be
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attributed to a troubled economy, enhanced traffic enforcement, DUI checkpoints, and other factors.
We are pleased to report a continuation of a five year decline in traffic collisions.
Traffic Collisions FY 09/10 FY 10/11 Change percentage variance
Fatal 3 1 -2 -66%
Injury 150 126 -24 -16%
Property Damage 666 536 -130 -20%
totals 819 663 -156 -19%
pedestrian/Bicycle incidents FY 09/10 FY 10/11 Change percentage variance
Pedestrian Involved Accident 23 8 -15 -65%
Bicycle Involved Accident 35 41 +6 +17%
totals 58 49 -9 -16%
As stated above, enhanced traffic enforcement efforts are believed to have contributed to the
decrease in vehicle collisions in Cupertino. During Fiscal Year 2010–2011, the deputies assigned to
the West Valley Patrol Division issued a total of 16,240 citations (total represents speeding, moving
and non-moving citations). Efforts to increase the safety of motorist within Cupertino include
participation in grant funded enforcement programs sponsored by the Office of Traffic Safety (OTS).
These combined efforts resulted in an increase of nearly 20% of total citations issued.
Traffic Citations
issued
FY 09/10 FY 10/11 Change percentage
variance
Speeding 1403 1564 +161 +12%
Moving 6196 7314 +1118 +18%
Non-Moving 6015 7362 +1347 +22%
totals 13614 16240 +2626 +19%
Major Projects/Programs/Accomplishments
The Sheriff’s Office West Valley Patrol Division’s School Resource Officers (SRO) remain busy and
active throughout our schools. During Fiscal Year 2010–2011, School Resource Officers provided
presentations to students and parents on the following topics.
• Stranger Danger
• Internet Safety
• Bullying / Cyber Bullying
• Drug and Alcohol Awareness
• Traffic Calming Tips (in and around school campuses)
• Career Day
• School Attendance Review Board (SARB)
• Bicycle Safety
In addition, School Resource Officers conducted and participated in several Code Red Drills and
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Training exercises at several schools. Code Red Drills and Exercises are extremely useful to school
staff and provide them with a better level of knowledge and preparation in the event of an active
shooter on their campus. The School Resource Officers provided training and presentation to an
estimated 13,450 students during Fiscal Year 2010–2011.
Finally, the School Resource Officers facilitated their annual Teen Academy to approximately 20
participants. This unique program provides a new perspective of law enforcement to the participants
and raises their awareness to issues that may impact them in the future. This program calls upon
several members of the Sheriff’s Office to facilitate instruction in the areas of basic crimes, criminal
investigation, narcotics and traffic investigations.
Productivity and Efficiency Improvements
The Sheriff’s Office responded to a total of 9231 calls for service during Fiscal Year 2010–2011. This
number is down slightly from Fiscal Year 2009–2010 when Sheriff’s Office personnel responded to
10122 calls for service within the City.
Call priority Average Response time
FY 09/10
volume of Calls Average Response time
FY 10/11
volume of Calls
Priority 1 3.97 124 4.23 96
Priority 2 5.85 5169 5.86 4816
Priority 3 10.03 4829 9.80 4319
totals 10122 9231
The table above contains a comparison of number of calls for service, the priority types and our
average response times to the various calls for service over the past two Fiscal Years. Response
times are calculated based upon the time a County Communications Operator’s phone rings a
second time, till a deputy arrives on-scene. We are pleased to report that we continue to meet and
exceed our stated response time goals of five (5) minutes to a Priority 1 call, nine (9) minutes to a
Priority 2 call and twenty (20) minutes to Priority 3 calls for service.
Commissions
public safety Commission
The West Valley Patrol Division Commander, Captain Carl Neusel, acts as the City’s liaison to the
Cupertino Public Safety Commission. In this capacity he routinely attends meetings, advises the
committee on policy and direction (taking full advantage of his specific technical training and
experience) and prepares meeting agendas.
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City Manager’s Office
Overview
The City of Cupertino has a council-manager form of government. As the City’s chief administrator,
the City Manager is responsible for making City government run efficiently and eIIHFWLYHO\. The
office works closely with the Mayor and City Council to ensure that City programs and operations
reflect policy goals and objectives RI the City Council.
The City Manager serves and advises the City Council, appoints department directors and
prepares a proposed annual budget for council consideration. The manager also
enforces municipal laws and ordinances and coordinates City operations and programs.
The City Manager’s Office provides staff support services to the City Council and its committees,
and coordinates the development and analysis of policy recommendations presented to the City
Council. The City Manager interacts on a daily basis with the City’s Executive Team, consisting of
the City Manager’s Office staff, and department directors including the Santa Clara County Sheriff’s
Office.
Mission
The mission of the City Manager’s Office is to make possible for the City of Cupertino to provide
exceptional service, to encourage all members of the community to take responsibility for one
another, and to support the values of education, innovation and collaboration.
Goals and objectives
Financial management
• Preparation of annual operating budget.
• Assess the fiscal condition of the City, determine the cost-effectiveness of programs, and
compare alternative strategies.
policy facilitation and implementation
• Responsible for the development and analysis of public policy alternatives and the
implementation of policy once adopted by the City Council.
• Help elected officials and other community leaders in local school districts, and other local
governmental entities to identify, work toward, and achieve common goals and objectives,
service delivery
• Ensure effective performance in the delivery of local government services by anticipating
future needs, organizing work operations, and facilitating an environment of civic engagement
consistent with the mission of the City.
Operating budget
The City Manager’s Office has a full and part time staff of 10 and a budget of $2.2 million.
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Departmental divisions
Several interdepartmental functions operate within the City Manager’s office.
Community Relations,
Community Relations conducts a variety of programs most notably the City’s award-winning Block
Leader Program.
• The mission of the Block Leader Program is to improve communication, increase public safety
and enhance cultural understanding in the neighborhoods. City staff trains block leaders to
connect neighbors with each other and encourages neighborhoods to communicate with the
City. Block leaders are key in delivering timely and pertinent information to their neighbors about
building activities and new Citywide programs. Each block leader communicates with an average
of 25 homes each. 350 residents currently volunteer as block leaders.
public and environmental Affairs
Staff develop policy and programs, customer service standards, council and community events,
employee recognition, and special projects.
• The mission of Public and Environmental Affairs is to work with the City Council and with all
departments to increase public awareness, understanding and participation in City issues,
programs and services.
Communication
Better known as the City Channel, core services include emergency and non-emergency
communication with residents and businesses by a variety of media including but not limited to
radio, television, social media, and print.
environmental Affairs and sustainability
The mission of Cupertino’s Environmental Affairs Division is to lead the City’s sustainability efforts
by working with departments, staff, businesses, and residents to realize resource conservation
goals included in the City’s General Plan, achieve state-mandated greenhouse gas reductions, and
grow environmental stewardship.
Staff’s primary duties focus on developing strategic plans, establishing quantitative benchmarks
and analyses (cost, utility consumption), providing secondary environmental research and technical
assistance.
Web
Web services include business process and technology integration, programming and
inter-departmental web support, and e-services.
The City Manager’s Office also works with a variety of jurisdictions and community partners to
assist in providing the best possible services and information.
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Highlights
The Environmental Services Division has created a comprehensive inventory of municipal and
community-wide emissions, implemented a diversity of municipal energy and water efficiency
projects including energy efficient traffic controller and streetlight retrofits, interior lighting
upgrades, IT energy management software installations, and irrigation controller retrofits.
The City continues to create new connections and new opportunities to communicate with
residents. Cupertino has increased the number of subscribers to the County emergency notification
system (AlertSCC) faster than any other City in the county. The City continues to be a leader in the
utilization of social media in civic engagement and emergency communications.
Notification and Social Media
Cupertino Facebook
Major Projects, Programs and Accomplishments
• During the year, staff coordinated orientations for new block leaders, emergency preparedness
training for neighborhoods, an annual recognition event, and a general meeting with department
heads to introduce City services and answer questions. Staff also organized the 2010 community
congress and the 2011 Earth Day event.
• Staff broadcast 70 meetings and events, totaling over 264 hours of programming.
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Staff also established a web-based collaborative procurement tool for supplies and services in
partnership with Sustainable Silicon Valley and five partner agencies.
Department staff obtained PG&E rebates for interior lighting retrofits and PC power management
software, reducing the upfront purchase price and achieving thirty percent of associated energy
savings.
The department facilitated the procurement of state-subsidized plug load controllers for City
employee workstations to reduce standby power in participating public facilities by up to fifty percent.
Productivity and Efficiency Improvements
In December 2010, the City received confirmation of the successful certification of seven facilities
through the Santa Clara County Green Business program. The City’s certified green buildings are
City Hall, Community Hall, Library, Senior Center, Quinlan Community Center, Corporation Yard
and Sports Center.
The City successfully retrofit 92 irrigation controller and 2,913 streetlights saving approximately
15,100,000 gallons of water, 218,000 kilowatt hours, and $52,000 to date and rate changes that
will result in 40% savings over current associated costs.
Awards, Grants & Recognitions
The Block Leader Program received a 2010 Helen Putnam Award from the League of California
Cities for Enhancing Public Trust, Ethics and Community Involvement. The annual Helen Putnam
Award for Excellence Program honors outstanding achievements in delivering the highest quality
and level of service in the most effective manner possible. The award is given annually in
11 categories.
Communications was recognized by the National Association of Telecommunication Officials and
Advisors (NATOA) with a third place award for its City Council coverage in 2010. This represents
the fourth such national award in five years that the City has received in this competition.
Commissions and Committees
Block Leaders are supported by Community Relations.
The Technology, Information, and Communication Commission is supported by the City Manager’s staff.
Website: Cupertino.org
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Department of Administrative Services
Overview
department Mission
The Administrative Services Department provides responsive and high quality internal support
services to other City departments in the areas of Finance and Budget, Treasury, Human
Resources, Information Technology, City Clerk, Code Enforcement and community outreach
services through our Emergency Preparedness and Neighborhood Watch programs.
Goals and objectives
The Department strives to provide internal and external customers with a service level that will:
• Provide timely and accurate information to the public and to City departments;
• Ensure a financially sustainable organization;
• Maintain a high level of professionalism in all division deliverables;
• Provide a desirable work environment;
• Ensure compliance with laws and regulations; and
• Deliver all service in a timely, accurate and respectful manner.
operating Budget
The Department has a staff of 25 and an operating budget of $8.4 million.
department divisions
Finance and Treasury
Oversees finance, budget, investments, payroll and business license functions. Prepares and
monitors the budget and provides accurate and timely recording of $67.4 million in City revenues
and $71.7 million in expenditures. Manages the City’s investment portfolio of $50 million to obtain
safety of funds, liquidity and a reasonable rate of return.
City Clerk/Duplicating and Mail/Elections
Maintains compliance with State laws regarding elections, records, commission appointments,
Brown Act public meeting requirements and legal notices. Conducts local elections including the
timely filing of required and voluntary documentation, and ensures election related information is
available to the media and the public. Maintains City records, provides delivery of mail and other
documents and duplication services.
Emergency Preparedness and Neighborhood Watch
Ensures that the Cupertino community and City staff are reasonably protected and prepared for
emergencies and disasters. Maintains the Emergency Operation Center and supports volunteer
groups including 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. Enhances neighborhood policing through
the Neighborhood Watch program.
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Human Resources/Insurance and Risk Management
Responsible for the administration of a full range of human resource, employee benefits and
labor relations programs including hiring, labor negotiations, employee benefits and retirement.
Administers the risk management and workers compensation programs.
Code Enforcement
Investigates and responds to citizen complaints related to the Cupertino Municipal Code and
initiates appropriate corrective action through education, verbal and written notice, citation or other
legal proceedings. Provide assistance to the Sheriff’s Department on non-emergency calls and
interfaces with San Jose Animal control.
Information Technology
Provides for all technology related software and hardware needs for the citywide management of
information services. Maintains and upgrades the City’s wide area network between eight separate
locations and oversees the implementation of new technology systems, compliance standards and
best practices.
Highlights for Last Fiscal Year
The most successful outcomes of this last fiscal year were the continued financial solvency of the City,
our excellent employee relations and the implementation of technology to streamline and expand
capabilities. Where other cities are experiencing cutbacks in service levels, employee layoffs, salary
and benefit reductions and poor employee morale, Cupertino adopted a balanced budget for this
next fiscal year and the four years thereafter. Part of that endeavor is due to our employees, who
have embraced new training, certification requirements and other reorganization of positions and
programs. Interest based bargaining played a key factor in this outcome with employees owning the
organizational development changes in the City. Finally, both the IT and City Clerk divisions have
embraced technology with the implementation of agenda manager, the iPad paperless agenda
project and numerous network related enhancements.
Major Projects/Programs/Accomplishments
Finance and treasury
• Prepared a balanced budget for fiscal years 2010/11 through 2014/15 that manages the economic
downturn with a reduced revenue base while supporting the City’s operational and capital needs.
Provided quarterly general fund revenue and expenditure projections.
• Proposed strategies to supplant the lost revenue associated with the Hewlett Packard sales tax
office move to Palo Alto;
• Prepared annual financial reports for 2009/10 with a clean audit opinion.
• Created the “Budget-At-A-Glance” brochure that gives key budget information in an easily
understood format.
• Implemented our utility user tax measure that protected $600,000/yr for the City.
• Processed over $70 million in revenues and expenditures for the City.
• Renewed 3,200 business licenses and granted over 750 new licenses.
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City Clerk/duplicating and Mail/elections
• Updated and compiled candidate materials, answered news media inquiries and prepared
resolutions and legal ads for two Council seats and a ballot measure in conjunction with the
2011 Election;
• Planned, designed and implemented the “paperless agenda” project starting with an automated
agenda management system, researching and testing of applications, writing instructions and
policies, launching a pilot project for City Council iPads and providing personalized training for 35
users to date. Cost savings are estimated to be $20,000–27,000 per year.
• Participated in the recruitment of two positions including conducting interviews, making selections
and providing training. Participated in other recruitments citywide and for outside agencies.
emergency preparedness and neighborhood Watch
• Prepared monthly preparedness articles for Cupertino Scene;
• Provided nine Personal Emergency Preparedness Workshops, three Kaleidoscope Public Safety
Training for young adults sessions, two six-week sessions in Cupertino Emergency Response
Training and trained 95% of our employees in CPR and First Aid;
• Provided preparedness information at local festivals, block parties, schools, service clubs and
other community events;
• Maintained the emergency preparedness website;
• Conducted citywide emergency preparedness drill and tested social media communications;
• Transitioned to a regional disaster preparedness concept for the west valley cities — still in process.
• Conducted 15 neighborhood watch meetings and facilitated National Night Out.
Human Resources/insurance and Risk Management
• Conducted recruitments for 69 part-time/temporary and 14 full-time positions;
• Enhanced the City’s training programs including labor and supervision topics, workplace
violence, customer service and how-to-interview classes;
• Re-negotiated the Long Term Disability Benefit resulting in substantial cost savings for the City
and added a voluntary life benefit and 457 Roth plan at no cost to the City;
• Implemented and administered Phase 4 of the Employee Wellness Program with additional
enhancements to encourage and promote wellness and safety;
• Continued to operate with a 25% reduction in staffing while providing enhanced customer service
and training opportunities;
• Re-established the Risk Management Committee and updated the Injury and Illness Prevention
Program (IIPP) and finalized a safety audit of facilities;
• Responded to six separate workplace claims which resulted in the City being exonerated on
all accounts.
Code enforcement
• Assisted the Sheriff’s Department on non-emergency calls to reduce our Public Safety
contract costs;
• Conducted and obtained compliance on over 1,300 code enforcement violation cases;
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• Issued 4,091 parking citations during the year;
• Integrated new State requirements with our local Massage Permit process;
• Assisted Community Development with revisions to our tree and parking ordinances;
• Prepared and conducted a class on Customer Service.
information technology
• Worked with the Public Works Department to complete Phase II of our asset management
systems including fleet and tree inventories;
• Collaborated with four cities for an aerial photo project to provide up to date topography and GIS
related information;
• Facilitated obtainment of SCC GIS mapping information for minimal cost;
• Installed various software programs including security information and event management to
provide real-time analysis of security alerts;
• Installed new help desk software to enhance customer service and tracking. Resolved
approximately 2,000 help desk service requests;
• Upgraded Park and Recreation registration software, assisted in the new Permit Software RFP
process and update Code Enforcement programs;
• Reviewed and implemented PCI Gap Analysis and compliance standards and delivered a
comprehensive Security Policy to the IT Risk Management Committee.
Productivity and Efficiency Improvements
The Department implemented the following improvements:
• Implemented the iPad paperless agenda project which will result in a savings of approximately
$20,000 – $27,000 per year;
• Issued an RFP for the Virtual Datacenter Project which will reduce our servers from 15 to three,
thus requiring less maintenance and downtime;
• Continued to cover the HR director vacancy resulting in a salary and benefit savings of over
$190,000 per year;
• Remodeled the first floor staff area to take advantage of unused space, provide needed storage
and enhanced staff productivity;
• In process at 6/30/11 includes recruitment streamlining, consent calendar streamlining and
agenda reordering which will result in staff and council time savings.
Awards, Grants & Recognitions
Awarded the Government Finance Officers’ Association (GFOA) Award of Excellence for the City’s
annual financial report;
Awarded the California Society of Municipal Finance Officers (CSMFO) Excellence Award for the
City’s annual budget;
Awarded $40,000 from ABAG for Risk Management Best Practices.
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Commissions
Audit Committee
Instrumental in transitioning to a new audit firm and monitoring the City audit results. Reviewed the
establishment of an Employee Benefit Trust Fund for retiree medical obligations.
library Commission
Supported expanded library hours for the upcoming fiscal year. Recruited and selected a Cupertino
Poet Laureate.
Fine Arts Commission
Reviewed and approved public art proposals and selected the Distinguished Artist of the Year for
2011.
Fiscal strategic plan Committee
Reviewed revenue balancing strategies and expenditure reduction/streamlining measures for the
upcoming fiscal year budget, especially in regards to the HP move to Palo Alto. Proposed a TOT
tax measure for November and new reserve requirements for the General Fund.
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City Attorney
Overview
The City Attorney is appointed by the City Council to provide legal advice to the City Council, the City’s
Redevelopment Agency, commissions, committees, and staff. We strive to stay abreast of an ever
changing legal landscape and provide the City with the highest quality legal advice available with the
goal of facilitating City leaders in their decision making process. In addition to providing legal counsel,
we review and resolve claims filed against the City, prosecute code violations, review policies,
resolutions and ordinances for legal sufficiency, ensure all City contracts are legally appropriate
and provide legal analysis and advice on elections issues and conflicts of interest.
Major Projects/Programs/Accomplishments
Through the past year we provided high-quality, cost-effective legal services to assist staff and the
City Council in accomplishing their goals. We also drafted ordinances as needed and reviewed
contracts and agreements in a timely fashion. The City Council passes hundreds of resolutions
each year in addition to many complex ordinances. Our office drafts or reviews each document for
legal sufficiency and compliance with local and state law prior to Council review.
Productivity and Efficiency Improvements
In addition to serving as sole legal counsel to the City Council, we provide ongoing legal services
to all departments and commissions. The City Attorney’s office has one staff member in addition
to the City Attorney. We serve this large and diverse group by contracting for services as needed,
enabling us to provide subject specific expert advice while keeping our overhead very low.
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