Budget 2007-2008
cay
cif
Cuperluu>-
2007-08
-.
-.
Director of
Administrative Services
Carol Atwood
IT Manager
Mariyah Serratos
City Clerk
Kimberly Smith
Finance Director
David Woo
Human Resources
Director
Sandy Abe
Code
Enforcement
Outreach
Programs
City Attorney
Charles Kilian
Citizen Adivisol)'
Commissions and
Committees
City Manager
David Knapp
Public Information Officer
Rick Kitson
Director of
Community Development
Steve Piasecki
Building Official
Greg Casteel
City Planner
Ciddy Wordell
Economic Development!
RDA Manager
Kelly Kline
City Treasurer
Carol Atwood
Director of
Parks and Recreation
Therese Smith
Recreation Supervisor
Sports Center
Don McCarthy
Recreation Supervisor
Youth Programs
Christine Hanel
Recreation Supervisor
Senior Center
Julia Lamy
Recreation Supervisor
Facilities/Community Events
Tom Walters
Parks
Supervisor
John Bisely
City Architect
Terry Greene
Public Works
Project Manager
Carmen Lynaugh
Assistant Director
of Public Works - Maint
Bob Rizzo
Facilities
Supervisor
Jim Davis
CITY OF
CUPERTINO
Director of
Public Works
Ralph Qualls
Assistant Director
of Public Works - Eng.
Glenn Goepfert
Environmental
Programs Manager
Lavenia Millar
Senior Civil Engineer
David Stillman
Streets
Supervisor
Diane Mahan
Public Works
Supervisor
Ron Silva
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2007/08
CITY COUNCIL
Kris Wang
Mayor
Patrick K wok
Vice Mayor
-
-
~
~n
~
Dolly Sandoval
Councilmember
,....
D
Orrin Mahoney
Councilmember
DIRECTORY OF CITY OFFICIALS
David W. Knapp - City Manager
Charles T. Kilian - City Attorney
Carol Atwood - Director of Administrative Services
Steve Piasecki - Director of Community Development
Ralph Qualls - Director of Public Works
Therese Smith - Director of Parks and Recreation
111
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2007/08
COMMISSIONS AND COMMITTEES
AUDIT COMMITTEE
Myoung Kang
Orrin Mahoney
Dolly Sandoval
Orrin Mahoney
Garrett Wade
HOUSING COMMISSION
Sarah Hathaway-Feit
Kim Mosleh
Frances Seward
Winnie Lee
FINE ARTS COMMISSION
Nancy Canter
"KC Chandratreya
Michael Harkin
Robert Harrison
Jessi Kaur
PUBLIC SAFETY COMMISSION
Fari Aberg
Charles Caldwell
Jay Cena
Nina Daruwalla
Hugh Riddell
TEEN COMMISSION
Varon Pande
Alex Pommier
Rukmani Sahay
Shivani Sharma
Ana Yglesias
Anshul Bhagi
Vrinda Gupta
Diane Keng
Hannah Lee
Benjamin Lin
Abishek Menon
Tiffany Ou
BICYCLE PEDESTRIAN COMMISSION
Donald Armstrong
May Koski
Geoffrey Paulsen
Joseph Walton
James Wiant
PARKS & RECREATION COMMISSION
Jeanne Bradford
Derek Chen
David Greenstein
David Lee
SENIOR COMMISSION
Estelle Incociati
Christine Kennedy Pierce
Mavis Smith
Linda Walker
Frank Yap
LIBRARY COMMISSION
Ram Gopal
Ronald Miller
Janet Riddell
Katherine Stakey
Susanna Tsai
PLANNING COMMISSION
Cary Chien
Lisa Giefer
David Kaneda
Marty Miller
Gilbert Wong
ECONOMIC DEVELOPMENT
Carol Atwood
Cary Chien
Mike Foulkes
Christine Giusiana
Kelly Kline
David Knapp
Richard Lowenthal
Orrin Mahoney
Mark McKenna
Steve Piasecki
Ralph Qualls
Scott Stauffer
TECHNOLOGY. INFORMATION &
COMMUNICATIONS COMMISSION
William Allen
Peter Friedland
Wallace limura
Eric Klein
Luke Lam
Andrew Radle
IV
California Society of
JVLunicipal Jinance Officers
Certificate of Award
Excellence in Operating Budgeting 2006-07
Presented to
City of Cupertino
This certificate recognizes Excellent Achievement in Operational Budgeting and reflects an outstanding budget
document and the underlying budgeting process through which the budget is implemented.
March 6, 2007
I/~
&::c'::- W~
Budgeting & Financial Management
Mark Alvarado .
CSMFO President
Dedicated to Excellence in Municipal Financial Management
The California Society of Municipal Finance Officers issues annual awards for outstanding
achievement and contributions to the profession. The City of Cupertino received the award
shown above for its 2006-07 annual operating budget. In bestowing this honor, the Society
acknowledges the City for its outstanding presentation of financial and budgetary data.
Our 2007/08 budget document is intended to meet the Society's high standards and will be
submitted again this year to determine eligibility for another award.
v
RESOLUTION NO. 07-110
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING AN OPERATING AND CAP IT AL IMPROVEMENT BUDGET FOR
FISCAL YEAR 2007-08 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 I: The estimates of available fund balances and anticipated resources to be
received in each of the several funds during fiscal year 2007-08 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.
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
year end.
PASSED AND ADOPTED at a regular meeting of the City Council ofthe City of
Cupertino this 19th day of June 2007, by the following vote:
Vote
Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
Wang, K wok, Lowenthal, Sandoval
None
Mahoney
None
APPROVED:
c~~~
ATTEST:
VB
TABLE OF CONTENTS
FISCAL YEAR 2007-08
PAGE
TITLE PAGE .
ORGANIZATION CHART
DIRECTORY OF CITY OFFICIALS
COMMISSIONS/COMMITTEES
EXCELLENCE IN OPERATIONAL BUDGETING 2005-06
ADOPTED BUDGET RESOLUTION
BUDGET MESSAGE
I
11
111
IV
V
VI
1
BUDGET STRATEGIES
Mission Statement.
Financial Values Statements
City Council Work Program. .
Fiscal Strategic Plan .
Performance Measures
5
6
7
11
27
BUDGET GUIDE
Elements of the Budget Document
Structure of the City's Finances .
The Annual Budget Process .
Glossary of Budget Terminology .
29
30
32
33
COMMUNITY PROFILE
History of Cupertino .
Community Economic Profile.
37
38
FINANCIAL AND PERSONNEL SUMMARIES
Budget Summary .
Revenue and Expenditure Charts .
Revenue Summary
Personnel Summary .
Five Year Budget Forecast
Appropriations Limit .
45
46
50
65
73
97
DEPARTMENTAL OPERATING BUDGETS
COUNCIL AND COMMISSIONS
City Council . . .
Technology, Information & Communications Commission
Library Commission .
Fine Arts Commission
Public Safety Commission .
Bicycle and Pedestrian Commission
Parks and Recreation Commission
Teen Commission.
Senior Commission .
Planning Commission
Housing Commission .
104
106
108
110
112
114
116
118
120
122
124
PAGE
ADMINISTRA nON
City Manager .
City Manager Discretionary Fund.
Legal Services.
130
132
134
LAW ENFORCEMENT
Law Enforcement .
140
PUBLIC INFORMATION
Community Relations.
Cupertino Scene .
Government Channel .
City Website .
146
148
150
152
ADMINISTRATIVE SERVICES
Administration
Accounting/Business Licensing.
City Clerk .
Emergency Preparedness
Human Resources.
Code Enforcement
Information Technology
160
162
164
166
168
170
172
PARKS AND RECREATION
Administration . . .
Facilities/Parks/Blackberry Farm/Community Events.
Youth & Teen Programs/McClellan Ranch Park.
Sports & Fitness/Blackberry Farm Golf/Monta Vista Rec Center.
Senior Center Programs/Stevens Creek Trail/Blue Pheasant.
Blackberry Farm - Nature Programs
180
182
184
186
188
190
COMMUNITY DEVELOPMENT
Administration
Planning .
Housing Services .
Building .
196
198
200
202
PUBLIC WORKS
Administration
Environmental Programs .
Engineering Services
Service Center.
Grounds .
Streets .
Facilities .
Transportation.
General Services
Fixed Assets Acquisition .
210
212
214
216
218
220
222
224
226
228
NON-DEPARTMENTAL OPERATING BUDGETS
Interfund Transfers
Debt Service .
234
236
CAPITAL IMPROVEMENTS
Five Year Capital Improvements Program
239
CUPERTINO
May 12,2007
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
Enclosed please find Cupertino's Fiscal-Year 2007/08 operating and capital improvement
budgets. In addition, projections for four additional fiscal years are included to aid in long-range
financial planning.
For the second consecutive year, Cupertino's financial picture shows increased revenues while
expenses are being held down. This positive trend is a major improvement over two years ago
when the city was experiencing its fourth year of recessionary trends, which required freezing 17
positions (11% of our workforce) and deferring maintenance of facilities, streets, trees and
equipment. Last year, the Council adopted the Fiscal Strategic Plan, which identified revenue
and expenditure strategies to improve the City's ability to provide services under changing
economic conditions. Weare now seeing the results of some of those strategies, specifically in
the areas of business-to-business sales tax and property tax. Additional efforts this year under
that plan should improve retail sales, business license and utility users taxes. Charges for
services and interest income have also contributed to a healthier financial position due to the
upturn in the economy.
Fiscal Year 05/06 and 06/07 Results
The City's audit report for the year ended June 30, 2006 showed the General Fund in a strong net
income position after accounting for operating expenditures, debt service and transfer
obligations. This $4.6 million bottom line, however, was inflated by one-time revenues of $3.58
million from the sale of surplus property, loan paybacks and park dedication fee paybacks. As
for expenditures, all departments came in under-budget. The low crime rate also contributed to
bottom-line savings on our law enforcement contract for the year.
During fiscal year 06/07, revenue trends began to turn around, especially in the area of sales and
property taxes, charges for services and use of money and property. Sales tax increased as a
direct result of two large high-tech finns. In addition, thanks to our outreach efforts, a new
business-to-business sales tax producer located in Cupertino.
1
These three companies - Apple, HP and Insight - now represent our top three sales tax
producers. Another major success 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 instrumental in getting this legislation approved. This Tax Equity Allocation
(TEA) change provided another $1.35 million in property tax for the fiscal year. Charges for
service and construction tax, also showed healthy increases this fiscal year. In addition, as our
portfolio balance increased, so did interest income.
Because of the increases in our revenues, frozen positions have been released for recruitment and
various deferred maintenance items and capital projects were funded at mid-year. In addition, we
added an Economic Development/Redevelopment Agency (RDA) Manager, a Counter specialist
in Planning and a Media Coordinator. One Recreation Coordinator position has been eliminated
through streamlining. We expect to end the fiscal year in a strong financial position for the
second year in a row.
Fiscal Year 07/08 Highlights
This adopted budget provides for full staffing as well as new positions to accommodate specific
customer service level standards and growth in workload. Maintenance is budgeted at moderate
levels and most capital improvement projects that had been deferred for several years are now
funded. In addition, we have reviewed our parks and recreation operations and have restructured
the department to separate the self-supporting programs in the enterprise funds and reflect all of
the subsidized programs in the General Fund.
Although enjoying net income in our General Fund for two years now, we are still concerned
about sales tax point of sale legislation, franchise revenues, court decisions on cell phone utility
tax, maintenance for newly annexed older areas and increasing fuel and asphalt costs. To address
these concerns, Council approved the Fiscal Strategic Plan in May 2006, which is incorporated as
an integral part of this budget. Based on its recommendations, we will continue to take steps to
improve revenue composition, streamline operations, and control costs.
Our five-year projections no longer include one-time revenue sources such as park and loan fee
paybacks and provide a clear picture of our funding capacity. This year, we will continue to work
on the TEA issue to finish correcting the inequitable distribution of property tax. If successful,
this would mean another $600,000 a year. Sales tax looks promising as high-tech, business-to-
business firms rebound, and our regional mall Cupertino Square sees the impact of the new 16-
screen AMC theater and a soon to be opened Strike Bowling center. These changes have sparked
a shopping-entertainment buzz that things at the mall are finally changing for the better. 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.
Other retail developments under construction include a new Japanese Market, a 68,000 square
foot Whole Foods Market and several new restaurants such as California Pizza Kitchen, Islands
and Merlion.
2
Finally, as part of the Fiscal Strategic Plan, we will propose taking two measures to the voters
this fall. The first would update our utility user tax ordinance for current technology trends in the
effort to retain our existing utility tax base. The second would assess a minimal tax on theater
tickets to be used for extended library hours, traffic and public safety expenditures with the new
theater, or other General Fund needs.
Work needs to continue in these areas because, while the business-to-business and retail sales
taxes are very strong now, they are highly volatile revenues. As we saw in 2000, dramatic
reversals in the high tech arena and resulting retail sales slumps, are a regular pattern in Silicon
Valley. We appear to be approaching the peak of the up cycle, and history has proven that a
down cycle will surely follow.
Fiscal Year 07/08 New and Restored Items
The adopted budget reflects our recently negotiated, three-year salary and benefit package and
covers future retiree medical obligations. The following programs have been re-instated or added
in the adopted 07/08 budget:
>- New positions including increasing a Code Enforcement Officer from half to full time,
an Assistant Planner, and a two-year term Park Planner (to work on the Stevens Creek
Corridor Park). As an offset, one Recreation Supervisor position has been eliminated
through streamlining;
>- Consultant budgets to support the City's sustainability project ($100,000) and housing
element ($75,000);
>- Pavement Management funding at the fiscal year 2001102 levels ($750,000); and
>- E-Services funding for upgrades to our Website and other systems ($100,000).
In addition to staffing, the adopted budget includes:
Red Light Running/Traffic Safety Study
Monday Library Hours
Commission Projects
Technology, Information & Communication Commission - Senior TV
Public Safety Commission - Safety Fair
Public Safety Commission - Public Safety Survey
Teen Commission - Music in the Plaza
Teen/Senior Commission - Intergenerational Event
Fine Arts Commission - Two Distinguished Artists Grants
Fine Arts Commission - Euphrat Museum of Art Grant
Fine Arts Commission - Jubilee Juried Art Show
Housing Trust Fund Contribution
Cupertino Day
City Hall Improvements
$300,000
120,000
1,650
6,500
2,500
7,700
5,000
1,000
4,000
250
25,000
20,000
50,000
With the above additions, this budget covers our operational needs for this upcoming fiscal year.
3
The following major capital improvement projects have been included for fiscal year 07/08:
Stevens Creek Corridor Park (Phase I)
Lawrence & Mitty Park (Saratoga Creek)
McClellan Ranch Facility Improvements
Sports Center Tennis Court Lighting
Sports Center Upgrade and Pool Demolition
Quinlan Fountain Replacement
Library Courtyard Improvements
Veteran's Memorial
$6,236,000
1,500,000
672,000
200,000
500,000
150,000
50,000
55,000
Major capital improvement projects funded for fiscal year 08/09 include:
Stevens Creek Corridor Park (Phase I)
Sterling/Barnhart Park Construction
Sports Center Sound wall Replacement
Green Project - To Be Determined
$1,000,000
800,000
350,000
500,000
This budget does not include additional funding for the Mary Avenue Bicycle Footbridge. This
project is currently on hold until we can re-bid the construction work.
Items Requested but not Included:
Several requests for funding have not been included in the adopted budget. They include:
North Area Vallco Study - Phase II ($100,000 funded in 06/07)
Additional Festival Funding
Joint Venture Silicon Network Membership
$250,000
43,932
5,000
Conclusion
I am pleased to submit to you a balanced budget for the upcoming fiscal year 2007/08 and
beyond. We are currently enjoying a healthy economy, which is providing us the funding for
both operational and capital improvement project needs. This is our short-term situation. Since
we know that economic trends are cyclical, we also need to consider long-term financial
probabilities. In order to continue the high level of service the community is receiving and
ensure a stable and diverse revenue stream, we will need to stay firm to our commitment to
implement the Fiscal Strategic Plan. This means supporting economic development, embarking
on new revenue sources, and continually asking ourselves how we can deliver high customer
service more efficiently.
Respectfully submitted,
)LJ~.~~
David W. Knapp
City Manager
4
City of Cupertino
MISSION STATEMENT
The City of Cupertino will:
. Provide prompt, courteous and equitable service that responds to individual needs.
. Treat each customer and employee with respect, dignity, and sensitivity.
. Support and encourage individual professional growth and innovation to enhance customer
service and employee satisfaction.
. Create a positive, professional environment based upon teamwork.
. Provide the highest level of satisfaction in all programs and services.
5
BUDGET STRATEGIES
FINANCIAL VALUES STATEMENTS
The City of Cupertino adheres to the following guidelines and principles in preparing its budget
and conducting its day-to-day and long-term fiscal affairs.
1. Revenue Levels
. To the extent possible, maximize investment yield while maintaining a high level of
liquidity for the City's anticipated capital costs.
. Identify and recommend sources of revenue necessary to maintain the services desired by
the community and to maintain the City's quality of life.
. Perform ongoing evaluations of existing sources of revenue to maximize the City's
revenue base.
. Recover costs of special services through user fees.
. Allocate all internal service charges to appropriate user departments.
. Ensure that Enterprise activities remain self-supporting in the long term.
2. Expenditure Control
. Maintain operating activities at levels which are offset by revenues.
. Evaluate expenditures at the department and project levels to ensure control.
. Reduce costs and improve productivity through the use of efficiency measures.
. Structure debt refinancing to provide the necessary capital while minimizing future debt
service costs.
3. Long-Term Financial Stability
. Ensure ongoing productivity through employee training and retention programs.
. Pursue consolidation of resources and activities with other agencies and jurisdictions
where beneficial.
. Ensure financial planning flexibility by maintaining adequate fund balances and reserves.
. Provide for major maintenance and repair of City buildings and facilities on a timely
basis.
. Provide for infrastructure asset preservation that maximizes the performance of these
assets at minimum life-cycle costs.
. Continually evaluate and implement long-term financial planning including technology
automation, multiple year capital improvement programs, revenue and expenditure
forecasting.
6
BUDGET STRATEGIES
CITY COUNCIL WORK PROGRAM
Maior Developments
Process applications for and work with the development community
to present the best projects for our community for:
. Cupertino Square
. AMC Theaters
. Rose Bowl
. Hotel
Capital Improvements
Design and implement the following capital improvement projects:
>- Mary Avenue Pedestrian Footbridge
. Phase I completed (grading, fencing and utility relocation).
. Phase II final design underway.
>- Stevens Creek Corridor Park.
Includes improvements to Blackberry Farm picnic grounds, creek
realignment and restoration, trail construction. Funding is secured
for Phase I and grant application process for Phase II has begun.
>- Rancho Rinconada park.
Commence work on a park for Rancho Rinconada and explore
potential sites with water district and county parks staff. Pursue
acquisition of the two parcels at Sterling and Barnhart. Target
date to acquire the water company parcel is June, 2008.
>- Pursue neighborhood park in the Homestead area.
This area was identified during the General Plan process as an
Area deficient in neighborhood parks. Surplus property sale in
progress.
>- Sports Center pool and bath house upgrade.
Cost to upgrade exceeds it value to community. Parks and
Recreation Commission to make recommendation for CIP
budget hearing in May 2007.
>- Construct Reach a Trail.
Walking and hiking trails in Reach A are complete.
7
Budget Reference
198,202
239-264
BUDGET STRATEGIES
CITY COUNCIL WORK PROGRAM
Budget Reference
CapualImprovemen~(continued)
239-264
~ Quinlan Fountain.
Propose project to replace the fountain.
~ Mary Avenue Pedestrian Crossing (Oaks & Senior Center).
Construct project during May and June 2006.
On!anizational Improvements
172,173
~ E-Services.
Bring City Hall to the customer and improve efficiency of
service delivery. Applications completed and/or in process:
. On-line building permits
. On-line business licenses
. On-line job applications
. City public records
. Economic Development land use site
. Recreation registration
. Community Outreach Program
. N eighborhood Watch eCap
. On-line Muni Code
. Digital signage
. Sports Center tennis court/Golf Course tee times
. 3N - Enables City to communicate with thousands
of people on any device.
. E-mail notification
. City Mapguide
. Mapguide Inquirer
. Webcasting
. On-line Elections page
. Access Cupertino
. City projects, bids & RFP's
. Street sweeping notification
8
BUDGET STRATEGIES
CITY COUNCIL WORK PROGRAM
>- Fiscal Strategic Plan. 12-26
Develop a long-term solution to reposition the City to ensure
services can be fully supported by revenues collected.
. Pursue correction of ERAF percent for TEA funding.
. Schedule public hearing to adopt safes as a standard
condition on residential development.
. Prepare ballot measure for a utility tax ordinance
update for November 2007.
. Prepare ballot measure for an ordinance for November 2007.
Public Safetv
>- Law Enforcement
160-161
. Continue emphasis on Neighborhood Watch and provide
quarterly Neighborhood Watch maps.
>- Emergency Preparedness
166-167
. Continue emphasis on Emergency Response (ER) and
Preparedness.
. Continue expanding outreach programs.
. Continue ER training for City staff.
. Increase program staffing.
. Master database update/custom program.
. Pandemic flu.
. Mass immunizations.
. Managing spontaneous volunteers.
>- Traffic Safety
. Implement the "walkable city" concept.
. Revisit access between Whole Foods, Peet's Coffee and
Panera Breads.
. Review traffic safety issues including safe routes to school
program, Street Smarts Program, Tri-school/Regnart traffic
improvements, and revisit the Red Light Program.
198-199
224-225
251-253
9
BUDGET STRATEGIES
CITY COUNCIL WORK PROGRAM
Housim!
>- Provide housing opportunities for Cupertino workers.
>- Develop teacher housing assistance program
>- Nexus study for Housing Mitigation fees.
>- Cleo Avenue affordable housing.
>- BMR Manual update.
Economic Development/Redevelopment
>- Encourage, retain and support healthy environment for retail growth.
>- Consider retail in reviewing new development.
>- Hire an Economic Development/RDA Manager.
>- Propose options for helping Cupertino Square.
. Funding possibilities
. Promotion of AMC grand opening
Plannin1!
>- North Vallco phase one concept plan.
>- Review Heart of the City Plan
>- Develop Green Building Standards.
>- Prepare a historic preservation policy.
>- Propose policy for tree topping under property maintenance
standards.
>- Tree ordinance.
10
Budget Reference
200-201
198-199
198-199
BUDGET STRATEGIES
CITY COUNCIL WORK PROGRAM
BuildinJ! Communitv
~ Continue to offer opportunities and programs to promote cultural
understanding and address the needs of our diverse community.
Communitv OrJ!anizations
~ Support the Cupertino Historical Society in its effort to create
a Center for Living History.
~ Pursue partnership opportunities with the three school districts
including pool, gym, traffic, parking, teacher housing, School
Resource Officers and Juvenile Prevention Program.
~ Provide a community events similar to Cupertino Day.
~ Facilitate and coordinate the reconstruction of the Tank House.
11
Budget Reference
146-149
180-181
218-219
182-183
196-197
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Define the Problem - Analyze the Current Funding Gap
The 2000-2005 recession coupled with significant increases in retirement and medical costs,
energy costs, new infrastructure service needs and the State of California take-always severely
undermined the ability of the City of Cupertino to continue delivering high quality municipal
services. The City weathered the economic storm by cutting service levels, freezing up to 17
staff positions, refinancing debt service, turning to a full cost recovery fee structure for certain
services, realizing one-time revenues through sale of surplus property and reducing employee
compensation through direct salary cutbacks and work furloughs. Service levels clearly suffered
and sacrifices were necessary across the board.
The city learned that our fiscal structure left us vulnerable to the whims of economic fluctuations
and the ability of the State to raid our revenue sources. Two major revenue sources, sales tax
and property tax, were principal weak points in the above scenario. Cupertino is heavily
dependent on business-to-business sales taxes and its retail sales tax is significantly under
performing due to the condition of older strip shopping centers in the community and the recent
loss of several significant revenue producers such as Anderson Chevrolet and Drexel Heritage
Furniture. Also, Cupertino is one of four no-low property tax cities frozen by pre-proposition 13
to abnormally low tax rates.
The City must evaluate its revenue structure to ensure more reliable, less volatile revenue
sources and evaluate its cost structure to ensure we are operating in a cost effective manner. The
following fiscal strategic plan defines strategies to reposition the revenue and cost structure of
the city to ensure it is not as severely impacted by future changing economic conditions and that
we are able to continue funding of existing and new service levels.
The city's audit report for the year ended June 30, 2005 shows the General Fund in a strong net
income position after operating expenditures, debt service and transfer obligations. Based on
this, and the fact that the federal government is estimating inflation next year in the 3.6% plus
levels, one might say that the goal to achieve financial viability is already won. However, the
2004/05 financials are not representative of our true level of service. Vacancies were upwards to
11 % of our authorized workforce, maintenance of infrastructure was cut to an all-time low and
because of the shortages in staffing, many budgeted projects were carried over to the current
fiscal year. In addition, one-time revenues such as sale of property inflated this bottom line.
12
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
To analyze our current funding gap and present for you a more accurate financial picture, we
looked at the actual inflows and outflows to the General Fund and identified one-time, non-
reoccurring revenue. In addition, we looked at the latest audit report for fiscal year 04/05 and
added back the salary and benefits, deferred maintenance and deferred projects approved but not
spent. Finally, for 04/05, we deducted the non-reoccurring State payback, park dedication fee
payback and sale of property. This provides you a snapshot of what our financial results would
have been at fully approved levels of operation and without one-time revenue sources.
The following chart shows total revenue (operating and transfers-in) versus total expenditures
(operating and transfers-out) for the fiscal years 02/03 to 07/08. One-time revenues are shown in
yellow to visually denote the magnitude of inflows versus outflows in the General Fund.
13
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Although Fiscal Year 04/05 ended with a $5.6 million dollar "profit", once one-time revenues
are removed and expenditures are reflected at approved levels, the result is a net loss of $1.1
million dollars. This net loss figure does not reflect future concerns in the following areas:
~ Pending legislation will put $389,000 of cable franchise fees in jeopardy;
)- Pending court cases may put $350,000 in cell phone utility user tax injeopardy;
~ The City is currently spending $1.53 million per year on active and retiree medical
premiums and future liability costs. There are 150 active and 81 retired employees
receiving benefits. The cost of providing this benefit has fluctuated and it is conceivable
that health premiums could increase in excess of 8% per year;
~ Fuel costs have risen 30% since preparation of the 05/06 budget. The City has
approximately 130 rolling stock and vehicles in the fleet.
~ Asphalt is a petroleum-based product and the cost of street work has risen dramatically
this year. A consultant is updating the pavement management plan, and has indicated
that street jobs are coming in 25% to 46% higher than a year ago;
~ The annexation of Monta Vista, Garden Gate and Rancho Rinconada neighborhoods has
lowered the overall pavement standard for Cupertino, and a disproportionate amount of
funding has gone into these areas to bring streets closer to city standard;
~ Our current annual $750,000 commitment is minimal for keeping the streets in good
order. Keeping pavement in good condition is the most economical maintenance strategy
over the long tern;
)- Library aquarium maintenance reimbursement will be reduced by 50% ($7,500 per year)
starting in 2009 and will be the City's full responsibility in 2014.
Besides balancing at the basic level of operating revenues and operating expenses/debt service
obligations with the above issues in mind, we will need to fund our reserves at appropriate and/or
mandated levels. A healthy "net income" will be required to embark on operational or capital
improvement areas that are already being discussed. Some of these projects include:
~ Additional parks on the east side of the city;
)- Reserves to accommodate major renovation requirements of our facilities such as the
Quinlan Community Center;
~ Funding for environmental components such as artificial turf and solar energy options for
fields, parks and facilities;
~ Extended library hours;
~ Improved street standards;
~ Alternative energy sources;
)- E-Services; and
~ Risk reduction efforts.
Based on the under-funded current and non-funded future needs, staff recommends that the city
reposition its revenue and expenditure base to fund an additional $2.5 million per year.
14
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
2007/08 Note: The City's audit report for the year ended June 30, 2006 showed the General
Fund in a strong net income position after accounting for operating expenditures, debt service
and transfer obligations. This $4.6 million bottom line, however, was inflated by one-time
revenues of $3.58 million from the sale of surplus property, loan paybacks and park dedication
fee paybacks. As for expenditures, all departments came in under-budget and the low crime rate
also contributed to bottom-line savings on our law enforcement costs. Trends improved over
prior years, but the General Fund still only realized an operating profit of $1.02 million on a
$39,196,000 operating budget.
Automate and Streamline Service Delivery
We currently have 160.75 full-time equivalent positions in our budget. Although lean for a city
of our size, the committee looked at the structure of our organization and areas to automate or
streamline. This task was critical since approximately 70% of the general fund operating
expenditures are associated with salary and benefit costs. In addition, long-term trends for what
we call "hidden" costs (medical insurance premiums, workers compensation and retiree medical
costs) are directly associated with the number of our employees. The more we can streamline or
contract out services, the more we can control these current and long-term costs.
Our hiring freeze last year demonstrated that we couldn't reduce our workforce and maintain all
existing programs for any length of time. Our organization is too lean and too flat to
accommodate this option without experiencing declines in customer satisfaction and service
level. If we are successful in a workforce reduction, programs impacted by staffing reductions
need to be identified and either contracted out, modified or eliminated. In addition, previously
"frozen" maintenance positions needed to be filled to support infrastructure added during the last
five years and to address mounting workload demands associated with deferred maintenance.
305
..-
....--- I--
~ r--""'"
-. -
- -
I-- ~-
- ,-
- -
- 1-
- 1-
350
345
340
335
330
325
320
315
310
300
2003
2004 2005 2006
I 0 ResidentslEmployees I
2007
15
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
We also need to be cognizant of our future personnel needs. Last year we added a full-time
Information Technology Assistant to accommodate the workload associated with our increasing
technology base. A Facility Attendant was also approved to staff the new Community Hall and
an Economic DevelopmentJRedevelopment Agency Manager was added. In early fiscal year
2006/07, we increased law enforcement needs as a result of our annexations and the development
of new residential and commercial buildings.
2007/08 Note: In this fiscal year, two new positions will be proposed including increasing a
Code Enforcement Officer from half to full time, an Assistant Planner, and a two-year term Park
Planner (to work on the Stevens Creek Corridor Park). As an offset, one Recreation Supervisor
position has been eliminated through streamlining.
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.
As future vacancies occur through attrition, we will need to streamline and reposition our
workforce whenever feasible. All vacant positions should be reviewed to identify
opportunities for automation, level of effort shifts or other cost saving ideas. We will
also need to reposition our workforce to meet evolving workload demands. Greater
emphasis will be placed on employee cross training and career development opportunities
and on filling vacancies through internal transfers and promotions. Repositioning will
provide staffing where it's needed most while reducing our long-term need for additional
positions.
2007/08 Note: Parks and Recreation have reorganized resulting in streamlining and
elimination of two full-time positions. In addition, two vacancies were filled this year
through internal promotions.
B. Implement E-Services with the goal of bringing city hall to the customer and
reducing our cost of service delivery.
The City's E-Service budget was eliminated for two fiscal years in an effort to save
expenditures. In 2006/07, an E-Services master plan was drafted which addressed
automation opportunities of government services. Examples of products currently being
assessed include but are not limited to:
)0> Permit tracking
)0> Records management/retrieval
)0> On-line job applications
)0> On-line business licenses
)0> Economic Development Information
)0> Community Outreach Information
)0> Code Enforcement Tracking
)0> Website Revision
16
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
C. Pursue artificial turf in our athletic fields to reduce maintenance and risks
associated with injury.
Utilization of artificial turf is a growing trend to curb the rising costs of maintenance and
general liability claims. The committee recommends that we use all future youth sports
league fees for refurbishment of the fields and that we pursue utilization of artificial turf
and solar energy whenever feasible and cost effective.
2007/08 Note: No activity to date.
D.
Pursue alternate energy sources for the City's infrastructure and vehicle
replacement needs.
The committee recommends the City investigate use of alternative energy for application
in City facilities and vehicles where it is a proven cost benefit.
2007/08 Note: Purchased hybrid vehicles where possible.
Stabilize and Reposition Revenue Sources
Sales Tax by Economic Category
8,000,000 -
7,000,000 -
6,000,000
5,000,000
II Business to Business
o General Retail
iii Food Products
. Transportation
o Construction
o Miscellaneous
4,000,000
3,000,000 -
2,000,000 -
1,000,000
o
2004/4 2005/1 2005/2 2005/3 2005/4 200611 2006/2 200613 2006/4
Year Ending Quarter
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 (31.6%) but also the make-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 59.2% is
from the business-to-business or the high-tech sector.
17
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Our largest sales tax producer, Apple Computer, comprises 26% and given the volatility of the
high tech industry, this fact alone has put this revenue source in an "at risk" situation. To add to
this concern, the State is continuing it's efforts to change the way Internet sales are reported and,
if they are successful, will dramatically affect the amount of sales tax revenue currently received
from our top three producers - Apple, Hewlett Packard and Insight, Inc.
During the recent years of budget cuts, we have mainly focused our efforts on reduction of
expenditures. No new revenue sources per se have been implemented with the only major
change resulting from an independent analysis of existing fees to ensure that we are covering our
costs of service. The Committee believes that it would be prudent to consider the following
revenue strategies:
A. Pursue Tax Equity Allocation (TEA) reliefwith Santa Clara County.
When Proposition 13 passed in 1978, it froze property taxes at their current levels. This
action created significant problems for cities that at the time had low property tax rates
because they couldn't raise those rates to meet their community needs. Four cities,
including Cupertino, are significantly below the average. Weare actively pursuing an
amendment to bring us to par with the TEA rate of7% with the County.
2007/08 Note: During 2006/07, 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 taxfor the fiscal year. This year, we
will continue to work on the TEA issue to finish correcting the inequitable distribution of
property tax. If successful, this would mean another $600,000.
B. Re-assess Park Dedication Fees on an ongoing basis to capture rising real estate
costs associated with park acquisition.
Each time a new development application comes to the City, real estate costs should be
researched to ensure that the park dedication fees are current and reflect appropriate costs
for property acquisition. This will ensure that our purchasing power is not diminished.
2007/08 Note: Completed and ongoing.
C. Negotiate with Hansen regarding future land use rights in exchange for annexation.
Hansen currently resides in the County but utilizes Cupertino streets for access to its site.
The cement trucks that frequent Foothill Boulevard and Stevens Creek inflict much more
street and landscape maintenance needs than the average user. Cupertino has been
absorbing the traffic and pavement issues associated with this business, but receives no
revenue benefit. It is estimated the utility users tax from this site alone will bring over $1
million per year to the city. The committee recommends pursuit of annexation in
exchange for future land use rights.
18
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
2007/08 Note: The City has approached Hansen and opened a dialogue to discuss the
benefits of current annexation in exchange for a future development agreement. To aid
in this planning, staff will propose a modification to the existing business license
ordinance this November to add the new category of quarries.
D. Support RedevelopmentlEconomic Development for Cupertino Square and other
major projects.
Analysis shows us that our
regional mall is producing well
below the average sales tax per
square foot that is required to
have a strong operation. We
currently receive approxi-
mately $1.1 million per year
from Cupertino Square in sales
tax as compared to the
Oakridge Mall which is
remitting around $5.4 million
per year.
In addition, build-out projections on infrastructure will provide about $2 million per year
in new tax increment for the project area starting in 07/08 and approximately $23 million
for low and very-low housing over the next 30 years.
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.
2007/08 Note: Sales tax looks promising as our regional mall Cupertino Square sees the
impact of the new 16-screen AMC theater and a soon to be opened Strike Bowling center.
These changes have sparked a shopping-entertainment buzz that things at the mall are
finally changing for the better. 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. Other retail developments under
construction include a new Japanese Market, a 68,000 square foot Whole Foods Market
and several new restaurants such as California Pizza Kitchen, Islands and Mer/ion.
19
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
E. Consider an Entertainment Tax and a modification to our existing Utility User Tax
Ordinance in conjunction with the municipal election November, 2007.
The Committee recommends that we consider placing on the ballot both an entertainment
tax and re-wording of our UUT Ordinance to reflect recent trends in technology and
retain existing UUT revenue such as cell phone remittances.
2007/08 Note: We will propose taking three measures to the voters this fall. The first
would update our utility user tax ordinance for current technology trends in the effort to
retain our existing utility tax base. The second would add a new business license
category for quarries so that if a quarry annexes to the city, we have a revenue generator
in place to pay for the added service requirements. And third, we will propose a minimal
tax on theater tickets to be used for extended library hours and maintenance, thus
providing the on-going revenue to open the library seven days a week
F. Phase out om~..time revenue to the General Fund.
Limit park dedication fee payback to the General Fund to $500,000/year for 06/07,
decreasing by $100,000 increments each year with additional revenues vesting to the
Park Dedication Fund. The Committee believes that the payback of park acquisition
costs inflates the General Fund revenue and gives the impression that this is on-going
revenue from operations. As this funding will eventually "dry up" it is prudent to replace
it with true operational and annual revenue streams.
2007/08 Note: Park Dedication fee payback was completely eliminated with this year's
budget.
G. Consider assessing a sales tax in..lieu fee for discontinuance of retail land use.
This concept would assess any developer who proposes taking land use currently zoned
for retail/commercial use and replacing the infrastructure with non-sales tax producing
product such as housing.
2007/08 Note: The City Council reviewed this concept and has decided not to pursue an
in-lieu fee.
20
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
H. Re-visit the adoption of a County Communication fee if our sales tax composition
exceeds 50% from the business-to-business sector.
Two years ago a 9-1-1 fee for County Communications was deliberated on by the City
Council. Estimates showed $1 per line per month would provide approximately
$650,000 towards a $750,000 cost of service. Given our high percentage amount of
business-to-business sales tax, the committee proposes to re-visit this fee if our sales tax
composition exceeds a 50% benchmark. Our current mix of sales tax providers results in
a high risk of fluctuation in our largest general fund revenue category, and a 9-1-1 fee
would identify a new and stable revenue source to offset this risk.
2007/08 Note: Council did not want to pursue at this time.
I. Consider a Refuse Vehicle Impact Fee.
Several cities in California have successfully levied a street impact fee on their refuse
providers to offset the wear and tear on city streets from these oversized vehicles. Such
an assessment would pass the cost of street repairs due to heavy usage through to the
garbage company and provide needed funds for maintenance, but ultimately result in fee
increases to the customer. The Committee was not in agreement on pursuit of this
revenue.
2007/08 Note: Council did not want to pursue at this time.
Decrease Expenditures and Risk Exposure
The Committee looked at our major programs in relation to operating costs and risk exposure
associated with general liability claims and workers compensation claims. Currently, claim costs
are paid directly by the Risk Management Division, which results in an understatement of the
true cost of service of some of our programs. For high-exposure or highly loaded "hidden cost"
programs, additional trend analysis was performed to establish what other municipalities are
implementing in an effort to decrease expenses and areas of risk.
Several suggestions for potential short term and/or long term savings have been identified for
your consideration:
A. Require developers to maintain new open space associated with their projects.
With new parks and open space come the costs associated with maintaining those green
spaces throughout our city. The Committee believes that it is in our best interests to use
the permit process to require the developer to pay for, or provide for, mechanisms that
fund the maintenance of these parks.
21
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Suggestions include the incorporation of a landscape district or homeowners association
within the new development. Or, as in the case of Cali Mill Plaza, the property and it's
maintenance would stay with the developer.
It is estimated that it costs the Public Works Department approximately $40,000 per year
for every new acre of parkland that goes on-line. This recommendation would hold the
line on our park maintenance and help control future costs in this area.
2007/08 Note: Included in current development proposals.
B. Require safety enhancements in new developments.
The City has experienced an increase in residential burglaries this past year, which
increases our sheriff costs. Many of these crimes involved taking jewelry from the
homes. We suggest that new housing developments be required to have built-in safes to
secure valuables and reduce accessibility of jewelry in an effort to reduce/deter crime.
2007/08 Note: Staffwill present this program duringfiscal year 2007/08.
C. Contract School Maintenance
In the 1990's, the City issued approximately $5 million in bonds to refurbish 9 school
sports fields. The agreement with CUSD provided that we refurbish and maintain the
fields in exchange for their use during non-school hours. This provided an excellent
partnership by providing CUSD with high-quality fields and the City with expanded
parkland. This has resulted however in a duplication of both maintenance equipment and
workers between the two organizations.
22
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Currently, our Ground Maintenance Division mows 33.17 acres and edges 24,305 linear
feet of turf at these school sites. Transitioning the mowing operation only to CUSD
would reduce our long-term "hidden costs" and our vehicle and equipment replacement
needs. The current cost to provide mowing service to the schools is $137,594 out of
$555,000 in total expense per year.
2007/08 Note: Do not pursue at this time.
D. Add Capital Improvement Projects only if on-going maintenance funding can be
identified (LLD, homeowners association, development maintained/owned).
The City is currently using the permit process to incorporate private maintenance of
sidewalks, medians and other improvements for new developments. For City projects, all
associated budget costs should be considered with the adoption of the original budget for
the Capital Improvement Program.
2007/08 Note: Completed and ongoing.
E. Increase the number of Block Leaders, Neighborhood Watch programs and CERT
graduates. .
Increases in these programs will capitalize on community policing and reduce/maintain
sheriff costs. We also encourage commissioners to become involved in these programs.
2007/08 Note: Completed and ongoing.
23
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
F. Change accounting for Enterprise Funds
The Committee proposes that all Enterprise Fund activity be reflected in the individual
fund whereby all costs, including building costs are recognized in one place. In addition,
all revenues associated with the complex should be recognized in the fund. The reader
could easily ascertain the subsidy from the General Fund and Council could quantify self-
supporting percentages for each fund.
2007/08 Note: We have reviewed our parks and recreation operations and have
restructured the department to separate the self-supporting programs in the enterprise
funds and reflect all of the subsidized programs in the General Fund.
G. Continue to investigate cost-saving options for medical and retiree medical
insurance.
The City should analyze the benefits of setting up a trust for the retiree medical reserves
to increase investment return and decrease funding obligations. In addition, staff should
continue to look for ways to reduce medical benefit costs including benefits for City
Council.
2007/08 Note: The City will be pursuing legislation this year to provide a low-cost
retiree medical option for new hires. Employee contracts were negotiated in May, 2007
which provide for this option if, and when, available.
H. Adopt a Sidewalk Liability Ordinance requiring the landowner to be responsible for
sidewalk maintenance and claims to third parties from failure to maintain.
The City has approximately 250 miles of sidewalk to monitor and maintain. The annual
sidewalk, curb and gutter contract is $500,000 plus an additional $150,000 in inspection
and contract monitoring costs. It requires 1.25 full time staff per year. Since it is
impossible for one worker to cover the miles of sidewalk that we are ultimately
responsible for, we are at risk for claims associated with needed repairs.
24
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
The landowner however, 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 and two new claims this year could
equal $100,000. The Committee recommends that we continue to inspect and mark
needed repairs, but that the liability for repair and associated claims vest to the property
owner.
2007/08 Note: Council did not want to pursue at this time.
I. Adopt a Tree Maintenance Ordinance requiring the landowner to be responsible for
their street trees.
The Street Tree Maintenance program provides for maintenance for over 13,000 trees,
including safety trimming and clearing for vehicle and pedestrian height clearance. It
costs approximately $525,000 per year, which covers 4.2 positions equipment costs of
almost $200,000. As per the above suggestion, the Committee considers the landowner
the most able to recognize and respond to a potential hazard caused by the tree(s). We
recommend that we continue to inspect and notice needed maintenance, but that the
liability for maintenance and associated claims should vest to the property owner.
2007/08 Note: Council did not want to pursue at this time.i
25
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Imulementation Timeline
Stabilize and Re osition Revenue Sources
Tax E ui Allocation - Phase IIPhase II
Re-assess Park Dedication Fees
Hansen Ne otiations
Su ort Redevelo ment Pro"ects
Libr Theater Tax
Phase Out One-Time Revenue to General Fund
Modi UUT to Include New Technolo
Modi Business License Ordinance for Quarries
A roach FoothilllDeAnza to Share Sheriff Costs
Refuse Vehicle 1m act Fee
Sales Tax In-Lieu Fee
Coun Communications Fee
Decrease Ex enditures and Risk Ex osure
2006/07 2007/08 2008/09 2009110 2010/11
L >'--~.'I Completed and/or policy in place
I In process/to be implemented
_ Not approved at this time
26
BUDGET STRATEGIES
PERFORMANCE MEASURES
Deuartment/Descriution Goal/Obiective Actual
Public Information
Access Cupertino Response Time 3 Days 3 Days
Law Enforcement
Sheriff Response Time Priority 1: 5 Minutes Priority 1: 4.26
Priority 2: 9 Minutes Priority 2: 7.15
Priority 3: 20 Minutes Priority 3: 15.82
Administrative Services
Investment Portfolio Rate ofRetum (ROR) Greater than LAIF ROR Below LAIF ROR
Accounts Payable Processing 5 Days 1-5 Days
Archival Research Requests 5 Days 1-5 Days
Duplication Requests Routine: 1 Day 1 Day
Special: 3 Days 1-3 Days
Recruitments: Qualification Lists to Depts. 60 Days 45-60 Days
Parks and Recreation
Cultural Programs Revenue - 2006/07 $451,371 $510,636*
Youth & Teen Programs Revenue - 2006/07 $746,064 $774,645*
Provide Middle School Dances 10 Dances 9 Dances
Teen Center Membership 550 510
Sports Center Revenue - 2006/07 $1,393575 $1,639,932*
Sports Center Membership 1,021 1,336
Senior Center Revenue - 2006/07 $559,561 $686,472*
Senior Center Membership 1,939 Members 1,935**
Senior Center Volunteer Service 15,795 Hours 8,253**
Senior Trips 49 41**
Community Development
Planning Applications 216 207
Building Permit Applications 2,190 2,302
Building Inspections 21,022 24,423
* Revenues through 6/28/07
** January 2007 through May 2007
27
BUDGET STRATEGIES
PERFORMANCE MEASURES
Deuartment/Descriution
Goal/Obiective
Actual
Public Works
Street Sweeping
Street Maintenance
Sidewalk Repair/Maintenance
Graffiti Cleanup
Streetli ts Maintenance
696 Curb Miles/Month
W/in 24 Hours of Call
Emergencies: 24 Hours
48 Hours of Call
5 Days of Call
696 Curb Miles/Month
W/in 24 Hours of Call
Within 24 Hours
48 Hours of Call
5 Days of Call
Community Outreach
Block Leader Captains
Block Parties
Active Neighborhood Watch Groups
Trained Emer enc Res onse Team Members
201
29
94 Groups
531
222
24
109 Groups
570
28
BUDGET GUIDE
The budget is the City's fundamental policy document. It describes the City's goals and details
how resources are allocated to achieve these goals. In addition, the budget serves as the annual
financial plan, an operations guide and a communications tool.
The budget guide provides an overview of the elements of the budget document. It describes the
structure of the City's finances and the annual budget process and includes a glossary of budget
terminology.
ELEMENTS OF THE BUDGET DOCUMENT
The budget document includes the following key elements:
1. Budget Message: The Budget Message is the City Manager's transmittal letter submitting
the budget to the City Council. The Budget Message summarizes the City's current and long-
term financial position, highlights new programs and organizational changes addressed in the
budget and outlines both short and long-term goals of our city government.
2. Budget Strategies: The Budget Strategies section includes the City's mission statement, the
Financial Values of the City and identified City Council goals for the fiscal year. The 2007-
08 operating budget addresses the implementation of these goals and explores various
revenue enhancements and cost reduction measures.
3. Financial Summaries: The Financial Summaries section provides financial information on
projected revenues, expenditures, fund balances and reserves. This section includes the
Budget Summary of Funds as well as detailed fund descriptions and information on all
revenue sources and expenditure projections.
In addition to 2007/08 information, this section includes fund balance trends and detailed
revenues and expenditures projections for the next five years.
This section includes an analysis of all City revenues by category. Our major revenue
projections are based on trends, current economic indicators and other agency input. Sales
tax projections are based on input from our sales tax consultants, industry trends and major
company forecasts. Property tax revenues are projected by the county and adjusted by staff
based on known trends. Park dedication fees are estimated based on current development
projects and other taxes are reviewed monthly and budgets are based on this trend analysis.
4. Departmental Operating Budgets: The Departmental Operating Budgets section details
historical and proposed expenditures by operating department. The City is organized into
eight key operating functions, including the Administration, Law Enforcement, Public
Information, Administrative Services, Parks and Recreation, Community Development and
Public Works. Each department budget includes a summary narrative, financial information
regarding the department and each of its major divisions and personnel information.
29
BUDGET GUIDE
Expenditures for employee compensation are based on negotiated contracts. The materials
category of expenditures are based on trends. Contract services and capital outlay are
justified each year by the departments.
Departmental expenditures are divided into five categories, which include the following charges:
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.
5. Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section
details historical and proposed expenditures for the functions of interfund transfers and debt
servIce.
6. Capital Improvements: The Capital Improvements section details the proposed capital
projects for 2007-08 through 20011-12. These projects are organized into six categories:
Parks, Buildings, Medians and Overpasses, Streets, Traffic and Storm. The five-year budget
denotes funding sources and a description of each project.
The City Council approves funding of the Capital Improvements on a yearly basis.
STRUCTURE OF THE CITY'S FINANCES
The City's finances are structured in a variety of funds that are the basic accounting and reporting
entities in governmental accounting. The funds that comprise the 2007-08 budget are grouped
into two major categories, Governmental Funds and Proprietary Funds. The purpose of each of
the various funds within these two categories is described below:
30
BUDGET GUIDE
GOVERNMENTAL FUNDS
Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant
Funds. They are accounted for under the modified accrual basis of accounting.
Tax Supported Funds include the General and Capital Improvement Funds. The General Fund is
the primary operating fund for governmental services, funding traditional tax-supported activities
such as law enforcement and community development. The Capital Improvements Fund is
utilized for the acquisition or construction of major capital facilities.
Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental
Management and Leadership Cupertino funds. The use of Special Revenue Fund resources is
legally restricted for specific purposes.
Federal Grant Funds include the Federal Housing and Community Development Block Grant
programs. The Community Development Block Grant is a federally funded program for housing
assistance and public improvements.
PROPRIETARY FUNDS
Proprietary Funds include Enterprise Funds and Internal Service Funds. They are accounted for
under the full accrual basis of accounting.
Enterprise Funds, including the Resource Recovery, Sports Center, Blackberry Farm, Recreation
and Senior Center funds, are used to account for operations that are self-supporting with user fees
covering expenditures.
Internal Service Funds include the Workers Compensation, Management Information Services,
Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise
Funds, except that fees are charged to user City departments to cover the costs of services
provided by the activity.
COST ACCOUNTING
By using this financial technique, the City is able to assess the true cost of providing a service
and benefits. The Internal Service Funds and Enterprise Funds capture the full cost of a
program's activities. Internal users of information management, fleet and equipment, and
insurance are assessed rental rates through their programs for the use and eventual replacement of
such services and equipment. Employee benefits such as leave usage, retirement and insurances
are also recovered as revenue of the funds by charging the programs that use personnel services.
31
BUDGET GUIDE
THE ANNUAL BUDGET PROCESS
The City's annual budget is prepared on a July 1 to June 30 fiscal year basis. The budget process
is an ongoing process that includes the phases of development, proposal, adoption, and
monitoring.
The budget development phase begins in February with the preparation of budget instructions
and goal setting sessions by the City Council and City Manager. During March, departments
prepare the budgets for which they are responsible. These proposed department budgets are
reviewed by the Finance Division and compared to current and prior year trends. The City
Manager then reviews the proposals with the City Treasurer and departmental staff and makes
final adjustments. The proposed budget is then submitted to the City Council in May.
During the months of May and June the Council considers the budget proposals at a series of
City Council Study Sessions and meetings. At this time, the Council hears from Boards,
Commissions and community groups regarding budget requests and recommendations. Prior to
June 30, the City Council holds public hearing(s) on the budget and then adopts the final budget
by resolution. The adopted budget takes effect on July 1, the first day of the new fiscal year.
After the budget is adopted, the City enters the budget monitoring phase. Throughout the year,
expenditures are monitored by the Finance Division staff and department managers to ensure that
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.
32
BUDGET GUIDE
GLOSSARY OF BUDGET TERMINOLOGY
The City's budget contains specialized and technical terminology that is unique to public finance
and budgeting. To help the reader understand the terms, a glossary of budgetary terminology has
been included in the document.
Adopted Budget - Revenues and appropriations approved by the City Council in June for the
following fiscal year.
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.
33
BUDGET GUIDE
Enterprise Fund - A fund established to account for activities that are financed and operated in a
manner similar to private business enterprises, in which costs of providing services are primarily
recovered through user fees.
Estimated Budget - The status of appropriations between July 1 and June 30. Includes the adopted
budget, budget amendments, prior year encumbrances, approved carryovers, and transfers between
objects, divisions and 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.
34
BUDGET GUIDE
Operating Budget - A financial plan for the provision of direct service and support functions that
provide basic governmental services. The operating budget contains appropriations for such
expenditures as employee compensation, materials, contract services, capital outlay and debt
service. It does not include Capital Improvement Project expenditures.
Reserve - An account used to designate a portion of the fund balance for a specific future use and
is, therefore, not available for general appropriation.
Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits,
and other sources.
Section - A unit or organization that reports to a division.
Self-Supporting Activity - An enterprise activity where all service costs (including principal and
interest debt payments) are primarily covered solely from the earnings of the enterprise.
Subsidy - Supplemental resources provided to ensure adequate funding when anticipated
expenditures exceed revenues.
User Fees - Fees charged to users of a particular service provided by the City.
35
:J-/istory
Cupertino owes its name and earliest mention in recorded history
to the 1776 expedition led by the Spaniard, Don Juan Bautista de
Anza, from Sonora, Mexico to the Port of San Francisco to found
the presidio of St. Francis.
Leaving the majority of the party of men, women, and children in
Monterey to rest from their travels, deAnza, his diarist and
cartographer, Petrus Font, and 18 other men pressed on through
the Santa Clara Valley in late March to their San Francisco
destination.
With the expedition encamped in what is now Cupertino, Font
christened the creek next to the encampment the Arroyo San
Joseph Cupertino in honor of his patron, San Guiseppe (San
Joseph) of Cupertino, Italy. The arroyo is now known as Stevens
Creek.
The village of Cupertino sprang up at the crossroads of Saratoga-
Sunnyvale Road (now DeAnza Boulevard) and Stevens Creek
Boulevard. It was fIrst known as West Side; but by 1898 the post
office at the Crossroads needed a new name to distinguish it from
other similarly named towns. John T. Doyle, a San Francisco lawyer and historian, had given the name Cupertino to his
winery in recognition of the name bestowed on the nearby creek by Petrus Font. In 1904 the name was applied to the
Crossroads and to the post office when the Home Union Store incorporated under the name, The Cupertino Stores, Inc.
",'~
Many of Cupertino's pioneer European settlers planted their
land in grapes. Vineyards and wineries proliferated on
Montebello Ridge, on the lower foothills, and on the flat
lands below.
After 1906 a lot more than grape growing was going on in
Cupertino. Orchards were thriving and new businesses were
being started. In the late 1940's Cupertino was swept up in
Santa Clara Valley's postwar population explosion.
Concerned by unplanned development, higher taxes, and
piecemeal annexation to adjacent cities, Cupertino's
community leaders began a drive in 1954 for incorporation.
Cupertino rancher Norman Nathanson, the Cupertino - Monta
Vista Improvement Association, and the Fact Finding
Committee played important roles in this movement.
Incorporation was approved in the September 27, 1955 election. Cupertino officially became Santa Clara County's 13th
City on October 10, 1955.
A major milestone in Cupertino's development was the creation by some of the city's largest landowners of Vallco
Business and Industrial Park in the early 1960's. Of the 25 property owners, 17 decided to pool their land to form Val1co
Park, six sold to Varian Associates, a thriving young electronics fIrm, founded by Russell Varian, and two opted for
transplanting to farms elsewhere. The name Vallco was derived from the names of the principal developers: Varian
Associates and the Leonard, Lester, Craft, and Orlando families.
37
2007 Community E~Profi:le'
Cupertino, with a population just over 52,000 and city limits stretching across 11 square miles, is considered to be one of
the San Francisco Bay Area's most prestigious cities in which to live and work.
Economic health is an essential component to maintaining a balanced environment, which provides high-level
opportunities, and services that create and help sustain a sense of community and quality of life. Public and private
interests must be mutual in that our success as a partnership is a direct reflection of our success as a community. The
cornerstone of this partnership is that of a cooperative and responsive government that provides an environment for
business and residential prosperity and fosters strong working relationships with all sectors ofthe community.
Our economic development strategies are tailored to address the specific needs of the community. As the City of
Cupertino is a mature city with over 90% buildout, our focus concentrates more on business retention and revitalization.
Business recruitment is site specific and targeted to industries that enhance, rather than draw from, our existing business
base.
-J I
.~ tL~.;.
~"'1 :- JI
l .~
_.. ~l&l~
tr ....
6;, _- --~.
~~ ...-..----~
~
As home to many well-known high-tech companies, Cupertino offers a dynamic and exciting business climate. Apple
Computer is headquartered in the city along with Symantec and Portal Software. In addition, key divisions of Hewlett
Packard, Sun Microsystems and Borland are also located in Cupertino.
The City's proactive economic development efforts have resulted in a number of innovative, mutually beneficial
partnerships with local companies. The City strives to retain and attract local companies through policies of balanced
growth and streamlined permitting.
Cupertino Square includes Macy's, Penney's and Sears as anchors and features popular chain stores such as Victoria's
Secret, Express and Natural Wonders. Shoppers can also enjoy iceskating at the mall's ice skating rink or a nice meal at
Todai Restaurant. The mall is undergoing major changes with the addition of a 16-screen movie theater, which opened in
Apri12007, California Pizza Kitchen, and many other new shops. Cupertino Square is becoming a vibrant, exciting place
for residents and visitors to enjoy.
The City of Cupertino has a history of providing high-level municipal services to complement the sense of community
and quality of life enjoyed by our constituents. The City will continue to enhance and promote a strong local economy to
provide municipal services that make Cupertino a place that people are proud to call home.
38
2007 CLty py~
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 160 authorized full-time benefited employees. City departments include administrative services (finance,
human resources, IT, city clerk, emergency preparedness, outreach programs, code enforcement); community
development (planning, building, and economic development); parks and recreation; public works (engineering,
maintenance, transportation, and environmental); and public information. Police service is provided by the Santa Clara
County Sheriff's Department, and fIre service is provided through the Santa Clara County Fire District.
Assisting the city council are several citizen advisory commissions/committees which include housing,
telecommunications, fme arts, library, planning, audit, parks and recreation, bicycle and pedestrian, teen, senior, and
public safety. Members of the volunteer boards are appointed by the city council and vacancies are announced so that
interested residents may apply for the positions. Residents are kept informed about city services and programs through
the Cupertino Scene, a monthly newsletter; Cupertino's government access cable TV channel; The City Channel; and the
city's website.
Housing
Apartment and duplex rentals range from $1,125 to $2,900
per month. As of April 2007, the average price of an
existing single family home is $1,050,000 and the average
price of a condominimumltownhouse is $675,000.
Community Health Care Facilities
Cupertino is served by the Cupertino Medical Clinic,
NovaCare Occupational Health Services. Nearby hospitals
include El Camino Hospital in Mountain View, O'Connor
Hospital in San Jose, Community Hospital of Los Gatos,
Kaiser Permanente Medical Center in Santa Clara, Stanford
Hospital in Palo Alto, and the Saratoga Walk-in Clinic in
Saratoga.
Utilities
Gas & electric - Pacific Gas and Electric, (800) 743-5000.
Phone - AT&T, residential service (800) 894-2355;
business service (800) 750-2355.
Cable - Comcast, (800) 945-2288.
Garbage - Los Altos Garbage, (408) 725-0420.
Water - San Jose Water Company (408) 279-7900 and
California Water (650) 917-0152.
Sewer Service - Cupertino Sanitary District (408) 253-7071
Tax Rales 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 of2% 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: $10,292,965,413 (6/30/06)
County: $238,427,289,517 (6/30/06)
Transportation
Rail- Southern Pacific, San Jose to San Francisco, with
spur line in Cupertino.
Air - Seven miles north of San Jose International Airport;
32 miles south of San Francisco airport.
Bus - Santa Clara County Transit Systems, Greyhound bus
lines
Highways - Interstate Route 280, State Route 85.
39
c~ SLat:~LC4I
Facts and Figures
Population in City Limits
Median Household Income
Median Age
Sales Tax Rate
Registered Voters
Democrats
Republicans
Independent
Other
Did Not State
52,600
$100,411
38
8.25%
24,271
8,885
6,592
301
151
8,346
Alexander's Steakhouse
Apple Inc. .
Argonaut Window & Door
Benihana's
BJ's Bar & Grill
Chevron Service Stations
Chili's Grill & Bar
Cupertino Clean Scene
Cupertino Smog Pros
Cupertino Supply
Cypress Hotel & Park Place
DeAnza College Campus Center
Dental Arts of California
Dynasty Restaurant
Top 40 Sales Tax Producers
Fourth Quarter 2006
(In Alphabetical Order)
Elephant Bar Restaurant
Hewlett Packard
Jade Galore
JC Penney
Joy Luck Place
Longs Drug Stores
Macy's
Marina Foods
Mervyn's
Michael's Arts & Crafts
Outback Steakhouse
Ranch 99 Market
Rite Aid Drug Store
Rotten Robbie Service Station
Sears
Shane Diamond Jewelers
Shell Service Station
Sodexho Marriott Management
Symantec Corporation
Target
TGI Friday's
TJ Maxx
Union 76 Service Station
Valero Service Station
Verizon Wireless
Whole Foods
Demographic Information
White
Asian
Hispanic
Black
American Indian
Native Hawaiian
50.1 %
44.4%
4.0%
0.7%
0.2%
0.1%
40
c~ andRecrearuJ11/Serv~
The Quinlan Community Center
The City of Cupertino's Quinlan Community Center is
a 27,000 square foot facility that provides a variety of
recreational opportunities.
Most prominent is the Cupertino Room - a multi-
purpose room that can accommodate 300 people in a
banquet format. For more information, call (408) 777-
3120.
Civic Center and Library
The complex has a 6,000 square foot Community Hall,
plaza with fountain, trees and seating areas. City
Council meetings are now held in the Community Hall
as well as Planning Commission and Parks and
Recreation Commission.
The new 54,000 square foot library, despite reduced
hours due to budget cuts, continues to be one of the
busiest in the Santa Clara County Library system. For
more information call (408) 446-1677.
Cupertino Sports Center
The Sports Center is a great place to meet friends. The
facility features 17 tennis courts, complete locker room
facilities, and a fully equipped fitness center featuring
free weights, Cybex, and cardio equipment. A teen
center is also included as well as a child watch center.
The center is located at the comer of Stevens Creek
Boulevard and Stelling Road. Telephone: (408) 777-
3160.
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.
------
lm
I
Blackberry Farm
This 33-acre recreational facility is currently closed. The
City is currently working on the Stevens Creek Restoration
Project which affects the grounds of Blackberry Farm.
Highlights of the completed project include: a new
Blackberry Farm community park, park/picnic upgrades,
remodeled pool and catering station, and a fully accessible
trail between Blackberry Farm and McClellan Ranch. The
project is expected to be completed in the spring of 2009.
The nine-hole golf course remains open during the
restoration project. The golf course is located at 22100
Stevens Creek Boulevard. Telephone: (408) 253-9200.
McClellan Ranch Park
A horse ranch during the 1930'and 40's, this 18-acre park
has the appearance of a working ranch. Preserved on the
property are the original ranch house, milk barn, livestock
barn, and two historic buildings: Baer's Blacksmith Shop,
originally located at DeAnza and Stevens Creek, and the old
water tower from the Parish Ranch, now the site of
Memorial Park. Rolling Hills 4-H Club members raise
rabbits, chickens, sheep, swine, and cattle and a Junior
Nature Museum, which features small live animal exhibits
and dispenses information about bird, animal, and plant
species of the area. McClellan Ranch is located at 22221
McClellan Road. Telephone: 777-3120.
41
EtiuctzruJ11/
Winner of numerous state and national awards for excellence, our
city's schools are widely acknowledged to be models of quality
instruction.
Cupertino Union School District serves 15,700 students in a 26 square
mile area that includes Cupertino and portions of five other cities. The
district has 20 elementary schools and four middle schools, including
several choice programs. Eighteen schools have received state and/or
national awards for educational excellence.
Student achievement is exceptionally high. Historically, district test
scores place Cupertino among the premier public school districts in
California. The district is a leader in the development of a standards-
based system of education and is nationally recognized for leadership
in the use of technology as an effective tool for learning. Quality teaching and parent involvement are the keys to the
district's success.
The Fremont Union High School District serves over 9,000 students in a 42 square mile area covering all of Cupertino,
most of Sunnyvale and portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five high schools of the district
have garnered many awards and recognition based on both the achievement of students and the programs designed to
support student achievement. Student achievement is at an all time high based on the statewide Academic Performance
Index (API). All five high schools in the district exceeded their state established achievement targets for the 2000 API.
District students are encouraged to volunteer and/or provide service to organizations within the community. During their
senior year, if students complete 80 hours of service to a non-profit community organization, they are recognized with a
"Community Service A ward" medal that may be worn during their graduation ceremonies.
Cupertino is served by four local
institutions of higher education:
DeAnza College, the University of
San Francisco, National University
and the UCSC Extension. In
addition to these schools,
Cupertino's location offers easy
access to Stanford University, Santa
Clara University and San Jose State
University.
Building on its tradition of excellence and innovation, DeAnza
College challenges students of every background to develop their
intellect, character and abilities; to achieve their educational goals;
and to serve their community in a diverse and changing world.
DeAnza College offers a wide range of quality programs and
services to meet the work force development needs of our region.
The college prepares current and future employees of Silicon
Valley in traditional classroom settings and through customized
training arranged by employers. Several DeAnza programs
encourage economic development through college credit courses,
short-term programs, services for manufacturers, technical
assistance, and/or recruitment and retention services.
42
~Lo-do-~Se€/
Euphrat Museum of Art
The highly regarded Euphrat Museum of Art adjacent to the Flint Center on the DeAnza College campus traditionally
presents one-of-a-kind exhibitions, publications and events reflecting the rich diverse heritage of our area. The Museum
prides itself on its changing exhibitions of national and international stature, emphasizing Bay Area artists. Museum
hours are 11 a.m. - 4 p.m. Tuesday, Wednesday, Thursday; 6-8 p.m. Tuesday and 11 a.m. - 2 p.m. Saturday. Telephone:
408-864-8836.
Minolta DeAnza Planetarium
Stargazers have a Cupertino facility catering to their interests, the Minolta Planetarium on the DeAnza College campus. It
hosts a variety of planetarium shows and events, including educational programs for school groups and family astronomy
evenings on Saturdays at 7:00 p.m. For more information and current schedule of events, visit the website at
www.planetarium.deanza.fhda or call408-864-8814.
Flint Center
The cultural life of the Peninsula and South Bay is enhanced by programs presented at the Flint Center for Performing
Arts located at 21250 Stevens Creek Boulevard at DeAnza College campus. The center opened in 1971 and was named in
honor of Calvin C. Flint, the first chancellor of the Foothill-DeAnza Community College District. The box office is open
10 a.m. - 4 p.m. Monday through Friday and one and one half hours prior to any performance. Box office: 408-864-
8816; administrative office: 408-864-8820.
Cupertino Historical Society
On May 2, 1966, the Cupertino Historical Society was founded as a non-profit organization by a group of 177 longtime
residents concerned about the rapid growth in the area and its impact on the quickly vanishing Cupertino heritage. On
March 30, 1990, the Society opened the Cupertino Historical Museum dedicated to the preservation and exhibition of the
city's history. Through its exhibits the museum attempts to develop and expand the learning opportunities that it offers to
the ethnically diverse community of the City of Cupertino. The Society continues to build partnerships with the local
school districts to ensure that the history of Cupertino is offered as part of the educational curriculum. The Society is
located at the Quinlan Community Center, 10185 N. Stelling Road. Telephone: 408-973-8049.
California History Center
Farmers' Market
Residents and visitors can visit the farmers' market every Friday from 9:00 a.m. to
I :00 p.m. The market is located at the Valko Fashion Park behind Macy's.
The California History Center is located on the DeAnza College campus. The
center has published 39 volumes on California history and has a changing exhibit
program. The center's Stocklmeir Library Archives boasts a large collection of books, a pamphlet file, oral history tapes,
videotapes and a couple thousand student research papers. The library's collection is for reference only. Heritage events
focusing on California's cultural or natural history are offered by the center each quarter. For more information, call 408-
864-8712. The center is open September through June 8:30 a.m. to noon and 1 :00 p.m. to 4:30 p.m. Monday through
Thursday.
43
BUDGET SUMMARY
2007/08 Fiscal Year
Estimated Estimated
Balance at Operating Operating Non-operating Balance at
Funds July 1 Revenues Expenditures Transfers June 30
General Fund $ 21,447,000 $ 40,621,000 $ (33,567,000) $ (14,369,000) $ 14,132,000
Special Revenue Funds:
Storm Drain 87,000 200,000 (75,000) (95,000) 117,000
Park Dedication Tax 18,000 1,108,000 1,126,000
Environmental Management 114,000 369,000 (411 ,000) 72,000
Gas Tax 857,000 1,445,000 (2,559,000) 845,000 588,000
Housing & Community Development 3,228,000 761,000 (516,000) 3,473,000
Vallco Redevelopment 18,000 575,000 (219,000) (275,000) 99,000
Fund Totals $ 4,322,000 $ 4,458,000 $ (3,780,000) $ 475,000 $ 5,475,000
Debt Service:
Cupertino Facilities Corporation 52,000 (3,538,000) 3,538,000 52,000
Traffic Impact 118,000 39,000 (39,000) 118,000
Fund Totals $ 170,000 $ 39,000 $ (3,577,000) $ 3,538,000 $ 170,000
Capital Projects Funds:
Capital Improvement 500,000 446,000 (3,064,000) 2,718,000 600,000
Stevens Creek Corridor Park (6,236,000) 6,236,000
Mary Ave Bicycle Footbridge
Fund Totals $ 500,000 $ 446,000 $ (9,300,000) $ 8,954,000 $ 600,000
Enterprise Funds:
Resource Recovery 4,778,000 2,486,000 (2,708,000) (500,000) 4,056,000
Blackberry Farm (275,000) 682,000 (567,000) (160,000)
Cupertino Sports Facility 64,000 1,763,000 (1,657,000) 170,000
Recreation Programs 791,000 2,270,000 (2,351,000) 710,000
Senior Center 125,000 (125,000)
Fund Totals $ 5,483,000 $ 7,201,000 $ (7,283,000) $ (625,000) $ 4,776,000
Internal Service Funds:
Information Management 976,000 930,000 (1,060,000) 150,000 996,000
Workers' Compensation 109,000 310,000 (279,000) 140,000
Equipment Replacement 1,648,000 934,000 (943,000) 44,000 1,683,000
Long-term Disability 23,000 58,000 (48,000) 33,000
Retiree Medical Insurance 4,660,000 (682,000) 1,882,000 5,860,000
Fund Totals $ 7,416,000 $ 2,232,000 $ (3,012,000) $ 2,076,000 $ 8,712,000
45
Total City Revenue
Total City revenue for fiscal year 2007-08 is expected to be $71,849,000. The chart below
provides an overview of all City revenue. General Fund revenue is shown on the next page of
this summary.
Sales Tax represents the City's largest source of revenue. We receive 1% of the 8.25% collected
in the county. Charges for Services includes program and engineeringlbuilding fees from
Blackberry Farm, the Sports Center, the Senior Center, Quillian Center and our Community
Development and Public Works Departments.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds, while Use of
Money and Property represents rental fees and interest income on the city investment portfolio.
Property Tax increased this last year with the passage of the tax equity allocation (TEA)
legislation bringing the City to the State's no/low property tax rate of 7%. Other Taxes include
park dedication fees, business licenses taxes and property transfer taxes.
Total City Revenue
$71,849,000
Fines
1%
License &
Pennits 5%
Charges for
Services
13%
Capital Projects/Equipment
FundingfDebt Paybacks
23%
Utility Tax
3%
Franchise
Fees
4%
Sales Tax
18%
Misc.
Revenues
1%
Use of Money &
Property 3%
Intergovernmental
10%
46
Total City Expenditures
Total City expenditures for fiscal year 2007-08 are expected to be $77,834,000. This summary
chart provides a quick overview of all the City's operating and capital expenditures.
Many of the Special Revenue fund activities, such as the Gas Tax, Storm Drain, Park Dedication
and Environmental Management funds, are administered by the Public Works Department. The
Public Works Department also oversees the Resource Recovery operations, with expenditures of
over $2.7 for the City-wide garbage collection contract and disposal costs.
All other Enterprise fund operations are directed by the Parks and Recreation Department, which
spends over $8.7 million annually to provide programs for all ages and to maintain the City's
enviable community facilities at the Blackberry Farm Golf Course, Quinlan Community Center,
Sports Center, and Senior Center.
The majority of funding for Capital Projects, which provides for street projects, sidewalks,
facilities and upgrades, and major equipment purchases is designated to the Stevens Creek
Corridor Park Project and the Mary A venue Bicycle Footbridge.
Total City Expenditures
$77,834,000
Parks &
Council &
Commissions
1%
Debt
Service
6%
Administration
1%
Law
Enforcement
11%
Community
Development
7%
Capital
Projects
11%
Public
Infonnation
1%
Public Works
24%
47
General Fund Revenue
Total General Fund revenue for fiscal year 2007-08 is expected to be $41,851,000. The chart
below provides an overview of our revenue.
Sales Tax is used for general government expenditures and is therefore accounted for entirely in
the General Fund; it represents approximately 30.7% of General Fund revenue. Our sales tax
comes from retail sales, business-to-business (largely high tech sector) sales and use tax.
Charges for Services within the General Fund is comprised of revenue from zoning, planning
and engineering fees.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. This revenue
source represents 11.3% of the budget. Use of Money and Property is received from rental fees
and interest income. Property Tax increased this last year with the passage of the tax equity
allocation (TEA) legislation bringing the City to the no/low property tax 5% rate.
General Fund Revenue
$41,851,000
License &
Permits 8%
Trans fers In
3%
Charges for
Services 5%
TOT
6%
Sales Tax
30%
Utility Tax
5%
Franchise
Fees
6%
Miscellaneous
Revenue 1%
Other Use of Money &
Taxes Property 3%
5%
48
General Fund Expenditures
Total General Fund expenditures for fiscal year 2007-08 are expected to be $49,216,000.
General Fund expenditures, for the general operation and administration of the City, comprise
over 63.4% of total expenditures.
The General Fund budget allows for all expenditures necessary to carry out the basic activities of
the City that are not provided through other funds. It includes the necessary resources to carry
out police and emergency preparedness; community development through planning, building and
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 are also borne by the General Fund, as well as funding for capital
projects where grant dollars are not available.
General Fund Expenditures
(Including Transfers)
$49,216,000
Capital
ProjectslRetiree
Medicalf[ransfers
23%
Administrative
Services
9%
Council &
Commissions
1%
Public Works
21%
Parks &
Recreation
7%
Law
Enforcement
20%
Community
Development
8%
Public Administration
Infonnation 2%
2%
49
REVENUE SUMMARY
Property Taxes
Property taxes represent approximately 16% of total general fund operating revenues. Property
tax revenue for the 2007/08 fiscal year is estimated to be $7,124,000. Property tax revenues
fluctuate with market conditions from year-to-year; however, they will generally increase in the
long-term due to property sales and new construction.
In 1978, voters approved the passage of
Proposition 13 which froze property
tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in
Santa Clara County receiving $.02 for
every $1.00 paid. The County then
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 provided
another $1.35 million in property tax
for the fiscal year.
............
............
............
............
............
....
............
...
.......
$0.243 Cupertino Elementary
$0.205 County Bond
$0.164 Fremont High School
Maintenance
$0.148 Santa Clara County
Fire District
$0.065 Mid Peninsula Open
Space & Various
Agencies
......
$0.063 FoothiIl Community
CoIlege Maintenance
....
$0.042 County Library
Retirerment
....
$0.070 City of Cupertino
This year, we will continue to work on the TEA issue to finish correcting the inequitable
distribution of property tax. If successful, this would mean another $600,000 a year.
In accordance with State law, property is assessed at actual full cash value with the maximum
levy being I % of the assessed valuation. Increases in assessed valuation are limited to 2%
annually if there is no change in property ownership, major improvements or requests for
re-assessment.
50
REVENUE SUMMARY
Property Taxes (continued)
2005/06
Actual
2006/07
Estimate
2007/08
Adopted
REVENUE BY CATEGORY:
Property Taxes
$4.914.000
$6.688.000
$7.124.000
REVENUE BY FUND:
General
Redvelopment Agency
Traffic Impact
$6,510,000
575,000
39.000
$7.124.000
51
REVENUE SUMMARY
Sales Tax
The City's sales and use tax revenues are generated from three principal economic categories:
general retail-20.5%, business-to-business-59.2% (includes electronic equipment and
software manufacturers and distributors), and other products-20.3%.
During fiscal year 2006/07, revenue trends began to turn around. Sales tax increased as a direct
result of two large high-tech firms. In addition, thanks to our outreach efforts, a new business-to-
business sales tax producer located in Cupertino. These three companies - Apple, HP and
Insight - now represent our top three sales tax producers. Sales tax looks promising as high-tech,
business-to-business firms rebound, and our regional mall Cupertino Square sees the impact of
the new 16-screen AMC theater and a soon to be opened Strike Bowling center. These changes
have sparked a shopping-entertainment buzz that things at the mall are finally changing for the
better. 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. Other retail developments under construction include a new Japanese Market, a 68,000
square foot Whole Foods Market and several new restaurants such as California Pizza Kitchen,
Islands and Merlion.
$14,000
$2,000
-
- .--
- -
- -
-
- - r--
- - - - - - - - -
- - - - .- - - - -
- - - - - - I- - -
- - - - - - - - - -
- ,
IOACTUAL/EST.1
$12,000
$10,000
$8,000
$6,000
$4,000
$0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Sales and use taxes are the City's largest single source of revenue and are budgeted at $12.8
million for the 2007/08 fiscal year, representing 31.68% of the City's total general fund operating
revenues. With sales tax so dependent on a vital economy, the City must focus its efforts on
finding other stable revenue sources or embark on a more aggressive economic development
effort to ensure health in this area.
52
REVENUE SUMMARY
Sales Tax (continued)
Towards that end, the City has approved 330,000 square feet of new or replacement retail in the
last five years. The majority of this buildout will occur in fiscal year 2008/09 and is reflected in
our five-year projections.
2005/06
Actual
2006/07
Estimate
2007/08
Proposed
REVENUE BY CATEGORY:
Sales Tax
$1 0.672.000
$11.575.000
$12.870.000
REVENUE BY FUND:
General
$12.870.000
53
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility, franchise, park, and transient
occupancy taxes.
The utility tax, which was approved by voters in 1990, is assessed on gas, electricity and
telecommunication service provided within the City's jurisdiction at a rate of 2.4% of user
charges. This tax is a general tax and can be used for any purpose. The following chart shows
that the City's tax rate and areas of application are generally lower than that of other cities within
Santa Clara County. In March 2002, voters approved an extension of the utility tax from a sunset
date of 2015 to 2030. This extension will correspond with the extended debt maturity dates as a
result of refinancing for capital improvement projects. Utility taxes are budgeted to be
$2,100,000 which is down compared to the previous year's projections due to new court rulings
for applying this tax to cell phone usage.
Utility Tax Rate Comparison
GaslElectric Cable Water Telephone
Sunnyvale 2.0% 2.0%
Cupertino 2.4% 2.4%
Mountain View 3.0% 3.0%
Los Altos 3.5% 3.5% 3.5% 3.5%
Palo Alto 5.0% 5.0% 5.0%
Gilroy 5.0% 5.0% 5.0%
San Jose 5.0% 5.0% 5.0%
Franchise fees are received from cable television, garbage, water, gas and electricity franchisees
that operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues
depending on each particular agreement. Franchise fee revenues for fiscal year 2007/08,
estimated to be $2,580,000, are also flat due to the applicability for telecommunication
transmission.
Park tax is paid by developers on housing development and can vary greatly from year-to-year.
Estimated revenue for fiscal year 2007/08 is $1,100,000 which is generated from new
developments within the City.
Transient occupancy taxes are levied on hotel facilities located in the City at the rate of 10% of
room revenues. The taxes in this category amount to $2,550,000 and have been increasing since
January 2005 for all four hotels in the city.
54
REVENUE SUMMARY
Other Taxes (continued)
Other taxes of $2,070,000 reflect business license fees, property transfer tax, construction tax and
housing mitigation fees.
2005/06 2006/07 2007/08
Actual Estimate Adopted
REVENUE BY CATEGORY:
Utility Tax $ 2,810,000 $ 2,392,000 $ 2,100,000
Franchise Fees 2,353,000 2,500,000 2,580,000
Park Dedication Fee 657,000 200,000 1, I 00,000
Transient Occupancy Tax 2,055,000 2,363,000 2,550,000
Other Taxes 2.154.000 2.558.000 2.070.000
$ 10.029.000 $10.013.000 $10.400.000
REVENUE BY FUND:
General
Housing & Community Development
Park Dedication Fund
$ 9,000,000
300,000
1.100.000
$10.400.000
55
REVENUE SUMMARY
License and Permits
Licenses and Permits represent approximately 7.8% of total General Fund operating revenues.
This category includes building, plan check and electrical and plumbing permits. With the
adoption of a new fee study for building, planning and engineering fees to reflect actual cost
recovery of services, and a large demand for construction. The City has seen steady increases in
revenue since fiscal year 2004/05.
In fiscal year 2006/07, a new fee study for building, planning and engineering fees was
performed to reflect actual cost of service and to comply with a new court ruling on applications
of these fees. Although some fees increased and other decreased, we expect only minor overall
increases in this revenue category.
2005/06
Actual
2006/07
Estimate
2007/08
Adopted
REVENUE BY CATEGORY:
License and Permits
$3.615.000
$3.050.000
$3,172.000
REVENUE BY FUND:
General
$3.172.000
56
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents approximately 3.9% of total City revenues and is comprised of
interest earnings on City funds, facility rents and concession payments on City-owned property,
assessment bond interest, and repayment of long-term loans.
Investment earnings are a function of the amount of excess cash available for investment and the
current interest rate.
2005/06 2006/07 2007/08
Actual Estimate Adopted
REVENUE BY CATEGORY:
Investment Earnings $1,240,000 $1,488,000 $1,436,000
Property Rentals 502,000 514,000 515,000
Loan Repayment 855,000 555,000 818,000
$2.597 ,000 $2.557.000 $2.769.000
REVENUE BY FUND:
General
Resource Recovery
Transportation
Other Funds
$2,258,000
160,000
90,000
261.000
$2.769.000
57
REVENUE SUMMARY
Intergovernmental Revenues
Intergovernmental revenues comprise approximately 10% of the City's total revenues and consist
of State motor vehicle license fees (VLF), State gas tax, and various grants from federal, state or
county agencies. This revenue fluctuates widely depending on grant awards and allocations.
As a result of State budget deficits between the years 2003 to 2006, the City has seen many State
borrowings, shifts and revenue take-aways. In 2004/05, the State paid back the $885,000 in VLF
that it had borrowed in 2003/04. As described in the State Revenue Raid section of this Revenue
Summary, in 2004/05 and 2005/06, the City lost $1.2 million in property taxes, sales taxes and
VLF to the State, in exchange for the Governor's support of Proposition lA. Finally, to
collateralize the State's deficit recovery bonds and to backfill the permanent reduction of VLF, a
portion of sales taxes and VLF formerly remitted to the City monthly have been replaced by
semi-annual payments of property taxes, which has affected cash flows and interest income.
Cupertino became an entitlement city for housing and community development block grants,
which increased our grant allocation from $60,000 to almost $500,000 per year. In addition, our
two major capital projects, the Stevens Creek Corridor Park and the Mary Avenue Bicycle
Overcrossing are primarily funded by grants.
2005/06 2006/07 2007/08
Actual Estimate Adopted
REVENUE BY CATEGORY:
Motor Vehicle in Lieu $3,888,000 $ 4,123,000 $4,250,000
Transportation 1,221,000 1,985,000 1,355,000
Stevens Creek Corridor CIP 138,000 2,731,000 0
Mary Avenue CIP 0 7,946,000 0
Housing & Community Development 902,000 398,000 398,000
Other/Grants 840,000 602,000 940,000
$6.989.000 $17.785.000 $6.943.000
REVENUE BY FUND:
General Fund
Transportation
Housing & Community Development
Capital Improvement Projects
Resource Recovery
$4,730,000
1,355,000
398,000
446,000
14,000
$6.943.000
58
REVENUE SUMMARY
Charges for Services
Due to the nature of the services provided, most of the activity in this category is accounted for
separately as enterprise funds. As such, the City attempts to recover the cost of the services
provided through user charges.
Charges for services, representing approximately 12.55% of total City revenues, are estimated to
be $9,017,000 for the 2007/08 fiscal year. With the remodel of our Sports Center, expansion of
our youth programs and the update of our building, planning and engineering fees, this category
has been one of our largest growing revenue sources.
2005/06 2006/07 2007/08
Actual Estimate Adopted
REVENUE BY CATEGORY:
Construction and Other Permits $1,776,000 $1,482,000 $1,557,000
Resource Recovery 2,200,000 2,266,000 2,311,000
Blackberry Farm 1,061,000 970,000 660,000
Cupertino Sports Center Fees 1,368,000 1,550,000 1,744,000
Recreation - Cultural, Youth and Teen,
Physical, Nature and Park Programs 2,331,000 2,235,000 2,235,000
Senior and Teen Centers 710.000 566.000 510.000
$9.446.000 $9.069.000 $9.017.000
REVENUE BY FUND:
General
Resource Recovery
Blackberry Farm
Cupertino Sports Center
Recreation Programs
$2,067,000
2,311,000
660,000
1,744,000
2.235.000
$9.017.000
59
REVENUE SUMMARY
Fines and Forfeitures
Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have
only slightly increased due to an enhanced signage effort by our Code Enforcement and Public
Works Departments
a
lONE WAY~
2005/06
Actual
2006/07
Estimate
2007/08
Adopted
REVENUE BY CATEGORY:
Fines
$630.000
$680.000
$690.000
REVENUE BY FUND:
General
$690.000
60
REVENUE SUMMARY
Miscellaneous Revenues
Miscellaneous revenues consist of environmental management fees, property sales and other
revenue items that the City receives on a non-consistent basis from year-to-year. Revenues for
fiscal 2007/08 are budgeted at $515,000. Non-reoccurring revenues include the sale of surplus
property .
2005/06
Actual
2006/07
Estimate
2007/08
Adopted
REVENUE BY CATEGORY:
Developer Fees
Environmental Management
Sale of Property
Miscellaneous
$ 37,000
358,000
2,423,000
232,000
$ 50,000
365,000
1,600,000
141.000
$ 50,000
365,000
o
100,000
$3.050.000
$2,156.000
$515.000
REVENUE BY FUND:
General Fund
Storm Drain
Environmental Management
$100,000
50,000
365,000
$515.000
61
REVENUE SUMMARY
Interdepartmental Revenues
Interdepartmental revenues consist of interdepartmental service charges and operating transfers.
Interdepartmental service charges arise from the centralized administration of certain activities
the costs of which are allocated to the various City departments benefited. The City uses internal
service funds to account for the provision of these services and the related charges. Operating
transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are
recorded as non-operating revenues in the receiving fund and as non-operating expenditures in
the transferring fund.
Operating transfers of$16,198,000 are primarily due to the transfer of$3,538,OOO in debt service
payments, $9,284,000 to fund capital projects, and $1,882,000 in GASB #34 retiree medical
benefit obligations.
2005/06 2006/07 2007/08
Actual Estimate Adopted
REVENUE BY CATEGORY:
Transfer of Funds $ 8,929,000 $11,715,000 $16,198,000
Interdepartmental Service Charges:
Insurance Premiums 381,000 356,000 343,000
Equipment Chargebacks 855,000 841,000 899,000
IT Chargebacks 717.000 883,000 909,000
$10.882.000 $13.476.000 $18.349.000
REVENUE BY FUND:
General Fund
Capital Improvement Funds
Transportation
Cupertino Facilities Corporation
Information Technology (IT)
Equipment Replacement
Workers' Compensation
Long-term Disability
Retiree Medical
$455,000
9,284,000
845,000
3,538,000
1,059,000
943,000
285,000
58,000
1,882,000
$18.349.000
62
REVENUE SUMMARY
State Revenue Raid
This category denotes the end of the negotiated League of California Cities' agreement with the
State. The League and Governor Schwarzenegger agreed that the State would take $619,000 and
$618,000 for fiscal years 2004/05 and 2005/06 respectively in return for the Governor's
endorsement of Proposition lA, which was passed by the voters in 2004.
This raid of local revenue represented one-third sales tax, one-third property tax and one-third
vehicle license fees and was therefore segregated in this budget as a separate line item. The
Proposition instituted protections from future takeaways of these revenue sources and
strengthened the State's funding requirements for programs mandated by the State.
2005/06
Actual
2006/07
Estimate
2007/08
Adopted
REVENUE BY CATEGORY:
State Revenue Raid
$
($618.000)
$
o
$
o
REVENUE BY FUND:
General
SQ
63
-
-
; -
-
.- - - - - - - I-
- .- - -
- - ,- -
IT JT JT JT JT Jf -rff ioI
80.00
Summary of Employees
By Department
70.00
60.00
50.00
40.00
30.00
20.00
10.00
0.00
2005/06
2001/02
2002103
2003/04
2004/05
65
2006/07
2007/08
o Council/Commissions
Cl Administration
o Public Information
iii Adminiatrative Services
D Parks and Recreation
DCommunity Development
IJ Public Works
. Redevelopment Agency
Employee Summary
Trend Analysis
Council and Commissions
During the 2006-07 budget preparations, City Council requested inclusion of all staff time
associated with commissions for consistency in recording purposes.
Administration
The Administration Department has had minimal increases over the past six years. The
Community Outreach Coordinator was decreased to a half-time position in 2001-02, a half-time
clerk receptionist was added in 2002-03.
Administrative Services
From fiscal year 2000-01 to 2007-08 the Administrative Services Department has seen several
changes in staffing. The majority of the increase was due to the expansion of the IT Division
with the addition of a GIS Coordinator and an IT Assistant. The Finance Division increased an
Account Clerk position from a part-time to a full-time position to handle Business Licensing, and
a half-time clerk receptionist was added to the City Clerk's office in 2002-03. In 2007-08, the
receptionist position will transfer from the City Clerk's office to Public Information and a part-
time Code Enforcement Officer will go to a full-time position.
Public Information
Staffing in the Public Information Department includes taking a 75% position to full time in
2001-02, adding a Media Coordinator position in 2006-07, and adding a receptionist in 2007-08.
Recreation Services
Recreation Services has changed staffing due to new programs and restructuring from fiscal year
2000-01 to 2007-08. A Maintenance Worker for Blackberry Farm, a Building Attendant for the
Senior Center and two Recreation Coordinators were added in fiscal year 2000-01. Changes for
2001-02 included the reclassification of four positions from part-time to full-time due to
increased workload at the Quinlan Center, Senior Center, Blackberry Golf Course and Sports
Center. During 2002-03, greens maintenance was contracted out, moving three Maintenance
Workers to vacancies in the Public Works Department, two part-time positions were
consolidated into a full time, an Assistant Golf Shop Attendant was added, and a part-time
position went to 75% time at the Senior Center. Continued consolidation of contract
maintenance efforts allowed for the reduction of one (vacant) Maintenance Worker position at
Blackberry Farm in 2004-05. In 2005-06 a Facility Attendant was added to service the new
Community Hall and in 2006-07 a Recreation Coordinator was eliminated at Blackberry Farm.
During 2007-08, the department eliminates a Recreation Supervisor and replaces the position
with a two-year term Park Planner.
66
Community Development
The Community Development Department has had variations in staffing over the past eight
years. In 2001-02, the department combined two part-time intern positions into a full-time
position to increase efficiency. In addition, during 2002-03 the Senior Building Inspector
position was vacated as a result of an internal promotion. For fiscal year 2006-07 an Economic
Development/RDA Manager was authorized as well as a Counter Specialist. In 2007-08, an
Assistant Planner will be added due to the growing workload.
Public Works
The Public Works Department has had minimal increases over the past seven years. A Traffic
Engineer was eliminated and replaced with a City Architect in 2001-02 and an Assistant Director
of Public Works was added in 2002-03. The Facilities position count was increased in 2004-05
by one maintenance worker to support the additional maintenance workload required for the
library, new Community Hall and City Center Park. In 2006-07 a Traffic Technician was
upgraded to a Senior Civil Engineer.
Redevelopment Ae:encv (RDA)
The Cupertino Square Redevelopment Project Area was approved and existing staff time is
allocated each year as appropriate. During fiscal year 2006-07, an Economic Development/RDA
Manager was approved and will split their time between the Agency and Community
Development.
67
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2001-02 2002-03 2003-04 2004-05
CITY COUNCIL/COMMISSIONS
City Council 0.20 0.40 0.40 0.40
Fine Arts Commission 0.10 0.10 0.10 0.10
Technology, Information & Communications Commission 0.05 0.05 0.05 0.05
Parks and Recreation Commission 0.10 0.10 0.10 0.10
Teen Commission 0.00 0.15 0.15 0.15
Housing Commission 0.05 0.00 0.00 0.00
Library Commission 0.00 0.00 0.00 0.00
Senior Commission 0.00 0.00 0.00 0.00
Public Safety Commission 0.00 0.00 0.00 0.00
Bicycle and Pedestrian Commission 0.00 0.00 0.00 0.00
Planning Commission 0.00 0.00 0.00 0.00
0.50 0.80 0.80 0.80
ADMINISTRATION
City Manager 1.35 1.45 1.45 1.50
Community Outreach 0.50 0.50 0.50 0.50
City Attorney 2.75 2.75 2.70 2.70
4.60 4.70 4.65 4.70
PUBLIC INFORMATION
Community Relations 0.75 0.75 0.75 0.75
Cupertino Scene 0.40 0.40 0.40 0.40
Government Channel 3.00 3.25 3.25 2.25
City Website 0.00 0.00 0.00 1.00
4.15 4.40 4.40 4.40
ADMINISTRATIVE SERVICES
Administration 2.00 1.90 1.90 1.95
Accounting 4.50 4.40 4.40 4.40
Business Licensing 0.50 0.50 0.50 0.50
City Clerk 3.90 3.90 3.90 3.90
Duplicating and Printing 0.00 0.60 0.60 0.60
Human Resources 2.50 2.70 2.70 2.70
Insurance Administration 0.35 0.30 0.30 0.30
Code Enforcement 3.15 3.00 3.00 3.00
Information Technology 3.00 3.00 3.00 3.00
19.90 20.30 20.30 20.35
68
2005-06 2006-07 2007-08
0.40 0.40 0.40
0.10 0.10 0.10
0.05 0.05 0.05
0.10 0.10 0.10
0.15 0.15 0.15
0.00 0.05 0.05
0.00 0.02 0.02
0.00 0.02 0.02
0.00 0.03 0.03
0.00 0.03 0.03
0.00 0.45 0.45
0.80 1.40 1.40
1.50 1.40 1.40
0.50 0.50 0.50
2.70 2.40 2.40
4.70 4.30 4.30
0.75 0.75 1.85
0.40 0.40 0.35
2.25 3.40 3.30
1.00 1.00 1.00
4.40 5.55 6.50
1.95 1.94 1.94
4.40 4.39 4.39
0.50 0.50 0.50
3.90 3.90 2.90
0.60 0.60 0.60
2.70 2.70 2.55
0.30 0.30 0.45
3.00 3.30 4.55
3.00 4.00 4.00
20.35 21.63 21.88
69
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2001-02 2002-03 2003-04 2004-05
PARKS AND RECREATION
Administration 1.90 1.90 1.90 1.90
Facilities/Community Events 8.00 6.50 7.00 7.00
Youth & Teen/McClellan Ranch Park 3.50 3.35 3.35 3.35
Sports & Fitness/Golf Course 5.00 5.50 5.50 5.50
Senior Center/Stevens Creek Trail 6.75 7.50 7.50 7.50
Blackberry Farm 10.00 7.88 7.88 6.88
35.15 32.63 33.13 32.13
COMMUNITY DEVELOPMENT
Administration 1.49 1.49 1.49 1.49
Planning 6.96 6.96 6.96 7.04
Housing Services 1.00 0.90 0.90 0.90
Building 10.50 11.40 11.40 11.40
Economic Development/RDA 0.00 0.00 0.00 0.32
19.95 20.75 20.75 21.15
PUBLIC WORKS
Administration 2.25 3.25 3.25 3.25
Environmental Management 2.10 2.32 2.17 3.02
Engineering Services 5.75 5.75 5.75 5.75
Service Center 2.20 2.20 2.20 2.20
Grounds 18.50 18.40 18.40 18.40
Streets 22.35 22.55 22.70 22.45
Facilities 7.40 7.30 7.30 7.60
Transportation 5.35 4.35 4.35 4.35
General Services 4.10 4.10 4.10 4.20
70.00 70.22 70.22 71.22
TOTAL PERMANENT, BENEFITED POSITIONS
154.25 153.80 154.25 154.75
70
2005-06 2006-07 2007-08
1.90 1.89 2.89
7.00 7.55 8.60
3.35 3.35 4.88
5.50 5.50 5.00
7.50 7.69 7.39
6.88 5.98 0.00
32.13 31.96 28.76
1.49 1.39 1.39
7.04 7.76 8.28
0.90 0.81 0.79
11.40 11.90 11.80
0.32 0.92 1.42
21.15 22.78 23.68
3.25
3.02
5.75
2.20
18.40
22.45
7.60
4.35
4.20
71.22
154.75
3.23
3.02
5.68
2.20
18.40
22.45
7.60
4.35
4.20
71.13
158.75
3.23
3.02
5.68
2.20
18.15
22.20
7.50
4.75
4.40
71.13
160.75
71
Five Year
Budget Forecast
73
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
GENERAL FUND
Beginning Balance at July 1 $ 20,378 $ 21,447 $ 14,132 $ 12,700 $ 14,360 $ 14,833
Operating Activity:
Estimated Operating Revenues 38,708 40,621 41,362 43,604 43,985 44,717
Estimated Operating Expenditure Savings 1,800 0 0 0 0 0
Use of Public Access Reserve 50 50 50 50 50 50
Estimated Operating Expenditures (30,633) (33,567) (33,864) (35,275) (36,328) (38,034)
Net Operating Activity 9,925 7,103 7,548 8,379 7,707 6,732
Debt Service (3,535) (3,538) (3,534) (3,536) (3,532) (3,532)
Net Operating Activity after debt 6,390 3,565 4,014 4,843 4,175 3,200
Transfers Out to Other Funds:
Infrastructure Reserve (500) (100) (100) (100) (100) (100)
MIS Fund (272) (150) (220) (220) (220) (220)
Retiree Medical - GASB #34 (1,821) (1,882) (1,946) (2,013) (2,082) (2,090)
Equipment Fund (25) (44) (50) (50) (50) (50)
Net Income for CIP Projects/Reserves 3,772 1,389 1,698 2,460 1,723 740
One Time Revenues:
RDA Loan Payback 0 275 0 0 0 0
Sale of Property 1,600 0 0 0 0 0
Senior Center/ Assmt District Close-Outs 120 125 0 0 0 55
Resource Recovery Cleanup Payback 500 500 0 0 0 0
Income for CIP Projects/Reserves 5,992 2,289 1,698 2,460 1,723 795
Proposed CIP Projects:
Capital Projects (2,422) (2,948) (1,380) (50) 0 0
Stevens Creek Corridor Park (701) (6,236) (1,000) 0 (500) 0
Mary Ave Bicycle Footbridge (1,000) 0 0 0 0 0
Transportation Projects & Operations (800) (750) (750) (750) (750) (750)
Capital Improvement Funding Changes 0 330 0 0 0 0
(4,923) (9,604) (3,130) (800) (1,250) (750)
Ending Balance June 30 21,447 14,132 12,700 14,360 14,833 14,878
Reserve: Policy
Capital Improvement Projects $5,000 5,000 4,867 2,206 3,638 4,133 4,202
One Time Revenue Reserves 775 0 0 0 0 0
PERS Reserve 1,000 1,000 1,000 1,000 1,000 1,000 1,000
Economic Uncertainty I 2,500 2,500 2,500 2,500 2,500 2,500 2,500
Economic Uncertainty II 7,500 7,500 7,500 7,500 7,500 7,500 7,500
Undesignated 4,672 (1,735) (506) (278) (300) (324)
$16,000 21,447 14,132 12,700 14,360 14,833 14,878
74
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
SPECIAL REVENUE FUNDS
STORM DRAIN
Beginning Balance at July 1 $ 1,091 $ 87 $ 117 $ 98 $ 104 $ 111
Estimated Operating Revenues 276 80 81 81 82 82
Estimated Operating Expenditures (148) (75) (75) (75) (75) (75)
Capital Projects (1,132) 120 0 0 0 0
Transfers Out 0 (95) (25) 0 0 0
Ending Balance at June 30 $ 87 $ 117 $ 98 $ 104 $ 111 $ 118
PARK DEDICATION TAX
Beginning Balance at July 1 $ 41 $ 18 $ 1,126 $ 1,442 $ 1,766 $ 2,098
Estimated Operating Revenues 200 1,108 316 324 332 340
Estimated Operating Expenditures 0 0 0 0 0 0
Net Operating Activity 200 1,108 316 324 332 340
Transfers Out (200) 0 0 0 0 0
Transfers In 50 0 0 0 0 0
Capital Projects - McClellanJPortal (73) 0 0 0 0 0
Ending Balance at June 30 $ 18 $ 1,126 $ 1,442 $ 1,766 $ 2,098 $ 2,438
ENVIRONMENTAL MANAGEMENT
Beginning Balance at July 1 $ 145 $ 114 $ 72 $ 72 $ 72 $ 73
Estimated Operating Revenues 366 369 369 369 369 369
Estimated Operating Expenditures (397) (411) (369) (369) (369) (369)
Ending Balance at June 30 $ 114 $ 72 $ 72 $ 72 $ 73 $ 73
TRANSPORTATION
Beginning Balance at July 1 $ 3,746 $ 857 $ 588 $ 683 $ 813 $ 931
Estimated Operating Revenues 1,483 1,115 1,818 1,680 1,696 1,712
Grants/Other Income 582 330 0 0 0 0
Estimated Operating Expenditures (860) (742) (773) (800) (828) (857)
Net Operating Activity 1,205 703 1,046 880 868 855
Transfers In 800 845 775 750 750 750
Capital Projects (4,894) (1,817) (1,725) (1,500) (1,500) (1,500)
Ending Balance at June 30 $ 857 $ 588 $ 683 $ 813 $ 931 $ 1,037
75
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July 1 $ 3,154 $ 3,228 $ 3,473 $ 3,689 $ 3,895 $ 4,091
Estimated Operating Revenues 763 761 750 750 750 750
Estimated Operating Expenditures (689) (516) (534) (544) (554) (565)
Ending Balance at June 30 $ 3,228 $ 3,473 $ 3,689 $ 3,895 $ 4,091 $ 4,277
REDEVELOPMENT AGENCY
Beginning Balance at July 1 $ (125) $ 18 $ 99 $ 371 $ 635 $ 790
Estimated Operating Revenues 360 575 1,000 2,000 2,400 2,400
Estimated Operating Expenditures (217) (219) (228) (236) (244) (253)
Capital Projects/Affordable Housing Debt 0 0 (500) (1,500) (2,000) (2,000)
Transfers Out - General Fund 0 (275) 0 0 0 0
Ending Balance at June 30 $ 18 $ 99 $ 371 $ 635 $ 790 $ 937
76
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Beginning Balance at July 1 $ 52 $ 52 $ 52 $ 52 $ 52 $ 52
Transfers In 3,535 3,538 3,534 3,536 3,532 3,532
Debt Service Payments (3,535) (3,538) (3,534) (3,536) (3,532) (3,532)
Ending Balance at June 30 $ 52 $ 52 $ 52 $ 52 $ 52 $ 52
TRAFFIC IMPACT
Beginning Balance at July 1 $ 116 $ 118 $ 118 $ 118 $ 92 $ 55
Estimated Operating Revenues/Close-out 38 39 37 9 0 (55)
Debt Service Payments (36) (39) (37) (35) (37) 0
Ending Balance at June 30 $ 118 $ 118 $ 118 $ 92 $ 55 $ 0
V ALLCO 1974 ASSESSMENT DISTRICT
Beginning Balance at July 1 $ 120 $ 0 $ 0 $ 0 $ 0 $ 0
Estimated Operating Revenues 0 0 0 0 0 0
Transfers Out - General Fund (120) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
77
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT
Beginning Balance at July 1 $ 1,650 $ 500 $ 600 $ 700 $ 800 $ 900
Transfers In for Projects 2,372 2,948 1,380 50 0 0
Transfers for Reserves 500 100 100 100 100 100
Transfers Out 0 (330) 0 0 0 0
Prior Year Grants Authorized 259 0 0 0 0 0
Grants/Other Income 112 446 0 0 0 0
Capital Projects (4,393) (3,064) (1,380) (50) 0 0
Ending Balance at June 30 $ 500 $ 600 $ 700 $ 800 $ 900 $ 1,000
Reserve:
Infrastructure 500 600 700 800 900 1,000
CIVIC CENTER & LffiRARY
Beginning Balance at July 1 $ 2 $ 0 $ 0 $ 0 $ 0 $ 0
Capital Projects (2) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
STEVENS CREEK CORRIDOR PARK
Beginning Balance at July 1 $ 590 $ 0 $ 0 $ 0 $ 0 $ 0
Grants/Other Income 0 0 0 0 0 0
Prior Year Grants Authorized 2,731 0 0 0 0 0
Transfers In 901 6,236 1,000 0 500 0
Capital Projects (4,222) (6,236) (1,000) 0 (500) 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
MARY A VENUE BICYCLE FOOTBRIDGE
Beginning Balance at July 1 $ (781) $ 0 $ 0 $ 0 $ 0 $ 0
Prior Year Grants Authorized 7,808 0 0 0 0 0
Federal and State Grants/Other Income 138 0 0 0 0 0
Operating Transfers In - General Fund 1,000 0 0 0 0 0
Capital Projects (8,165) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
78
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July 1 $ 5,611 $ 4,778 $ 4,056 $ 3,759 $ 3,396 $ 2,979
Estimated Operating Revenues 2,440 2,485 2,522 2,555 2,603 2,652
Estimated Operating Expenditures (2,798) (2,708) (2,819) (2,917) (3,019) (3,125)
Net Operating Activity (358) (222) (297) (363) (417) (473)
Loan Payback 25 0 0 0 0 0
Transfers Out--General Fund (500) (500) 0 0 0 0
Ending Balance at June 30 $ 4,778 $ 4,056 $ 3,759 $ 3,396 $ 2,979 $ 2,506
BLACKBERRY FARM
Beginning Balance at July 1 $ (59) $ (275) $ (160) $ (60) $ 63 $ 183
Estimated Operating Revenues 1,105 682 695 730 746 762
Estimated Operating Expenditures (1,321) (567) (595) (607) (625) (644)
Net Operating Activity (216) 115 100 123 121 117
Ending Balance at June 30 $ (275) $ (160) $ (60) $ 63 $ 183 $ 301
CUPERTINO SPORTS CENTER
Beginning Balance at July 1 $ 87 $ 64 $ 170 $ 271 $ 375 $ 483
Estimated Operating Revenues 1,569 1,763 1,825 1,889 1,956 2,024
Estimated Operating Expenditures (1,481 ) (1,657) (1,725) (1,785) (1,848) (1,912)
Net Operating Activity 88 106 100 104 108 112
Capital Projects (111) 0 0 0 0 0
Ending Balance at June 30 $ 64 $ 170 $ 271 $ 375 $ 483 $ 595
RECREATION PROGRAMS
Beginning Balance at July 1 $ 528 $ 791 $ 710 $ 593 $ 821 $ 1,044
Estimated Operating Revenues 2,270 2,270 2,337 2,406 2,477 2,551
Estimated Operating Expenditures (2,007) (2,021) (2,104) (2,178) (2,254) (2,333)
Net Operating Activity 263 249 233 228 223 218
Capital Projects 0 (330) (350) 0 0 0
Ending Balance at June 30 $ 791 $ 710 $ 593 $ 821 $ 1,044 $ 1,262
79
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
ENTERPRISE FUNDS
SENIOR CENTER
Beginning Balance at July 1 $ 125 $ 125 $ 0 $ -0 $ 0 $ 0
Estimated Operating Revenues 568 0 0 0 0 0
Estimated Operating Expenditures (568) 0 0 0 0 0
Net Operating Activity 0 0 0 0 0 0
Transfers Out - General Fund 0 (125) 0 0 0 0
Ending Balance at June 30 $ 125 $ 0 $ 0 $ 0 $ 0 $ 0
80
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Beginning Balance at July 1 $ 1,128 $ 976 $ 996 $ 996 $ 996 $ 997
Estimated Operating Revenues 903 929 947 980 1,015 1,050
Estimated Operating Expenditures (841 ) (910) (947) (979) (1,014) (1,049)
Net Operating Activity 62 20 0 0 1 1
Operating Transfer In--General Fund 272 150 220 220 220 220
Depreciation Reserve 99 152 80 80 80 80
Capital Outlay - New & Replacement (585) (302) (300) (300) (300) (300)
Ending Balance at June 30 $ 976 $ 996 $ 996 $ 996 $ 997 $ 998
WORKERS' COMPENSATION
Beginning Balance at July 1 $ 70 $ 109 $ 140 $ 170 $ 201 $ 233
Estimated Operating Revenues 329 310 322 332 343 354
Estimated Operating Expenditures (290) (279) (291) (301 ) (312) (322)
Ending Balance at June 30 $ 109 $ 140 $ 170 $ 201 $ 233 $ 264
EQUIPMENT
Beginning Balance at July 1 $ 1,614 $ 1,648 $ 1,683 $ 1,708 $ 1,730 $ 1,748
Estimated Operating Revenues 876 934 962 991 1,021 1,051
Estimated Operating Expenditures (842) (899) (936) (969) (1,003) (1,038)
Net Operating Activity 34 35 26 22 18 13
Operating Transfer InnGeneral Fund 25 44 50 50 50 50
Depreciation Reserve 298 305 125 125 125 125
Capital Outlay - New & Replacement (323) (349) (175) (175) (175) (175)
Ending Balance at June 30 $ 1,648 $ 1,683 $ 1,708 $ 1,730 $ 1,748 $ 1,761
LONG-TERM DISABILITY
Beginning Balance at July 1 $ 15 $ 23 $ 33 $ 43 $ 54 $ 65
Estimated Operating Revenues 52 58 61 63 65 67
Estimated Operating Expenditures (44) (48) (50) (52) (54) (56)
Ending Balance at June 30 $ 23 $ 33 $ 43 $ 54 $ 65 $ 76
81
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
INTERNAL SERVICE FUNDS
RETIREE MEDICAL INSURANCE
Beginning Balance at July 1 $ 3,489 $ 4,660 $ 5,860 $ 6,944 $ 8,002 $ 9,030
Transfers In--General Fund 1,821 1,882 1,946 2,013 2,082 2,090
Estimated Operating Expenditures (650) (683) (862) (955) (1,054) (1,159)
Ending Balance at June 30 $ 4,660 $ 5,860 $ 6,944 $ 8,002 $ 9,030 $ 9,961
82
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
GENERAL
TAXES:
Property Tax 4,692 4,850 6,290 6,510 6,640 6,773 6,976 7,185
Sales Tax 10,672 10,400 11,575 12,870 13,127 14,021 14,301 14,587
Transient Occupancy Tax 2,055 2,226 2,363 2,550 2,601 2,861 2,918 2,977
Utility Users Tax 2,810 2,392 2,392 2,100 2,184 2,271 2,362 2,433
Franchise Fees 2,353 2,200 2,500 2,580 2,632 2,684 2,684 2,684
Other Taxes 1,838 1,390 2,308 1,770 1,805 2,076 1,765 1,800
24,420 23,458 27,428 28,380 28,989 30,687 31,007 31,667
LICENSES AND PERMITS 3,615 3,050 3,050 3,172 3,331 3,497 3,322 3,156
USE OF MONEY AND PROPERTY:
Investment Earnings 670 510 1,010 1,000 800 700 714 728
Property Rentals 355 370 370 483 471 404 412 420
1,025 880 1,380 1,483 1,271 1,104 1,126 1,149
INTERGOVERNMENTAL:
Motor Vehicle License In-Lieu 3,888 4,220 4,123 4,250 4,330 4,410 4,530 4,650
Grants 182 180 185 180 180 180 180 180
Other Intergovernmental 183 185 360 300 300 300 300 300
4,253 4,585 4,668 4,730 4,810 4,890 5,010 5,130
CHARGES FOR SERVICES:
Zoning and Planning Fees 855 500 712 748 785 801 825 849
Engineering Fees 813 600 670 704 739 753 776 799
Senior Center (from Entetprise in 07-08) 0 0 0 500 515 530 546 563
Teen CenterlBBF (3) 6 0 0 10 10 411 423 436
Other Service Charges 108 100 100 105 109 113 117 121
(3) Nature/Com Gardens 07-08; Picnic 09-10 1,782 1,200 1,482 2,066 2,158 2,608 2,687 2,768
FINES AND FORFEITURES 630 560 680 690 704 718 732 747
MISCELLANEOUS 232 120 140 100 100 100 100 100
STATE TAKE AWAY (Taxes) (618) 0 0 0 0 0 0 0
Subtotal 35,339 33,853 38,828 40,621 41,362 43,604 43,985 44,717
TRANSFERS IN/OTHER REVENUES
Sale of Property 2,423 1,750 1,600 0 0 0 0 0
Park Dedication Tax 657 500 0 0 0 0 0 0
Resource Recovery 500 500 500 500 0 0 0 0
Library/Senior CenterfTraffic Impact 3 0 0 125 0 0 0 55
Sports Center/RDA Loan Payback 100 0 0 275 0 0 0 0
Capital Improvement 0 0 0 330 0 0 0 0
Recreation Programs 200 0 0 0 0 0 0 0
Total General Fund 39,222 36,603 40,928 41,851 41,362 43,604 43,985 44,772
83
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
SPECIAL REVENUE FUNDS
STORM DRAIN
Investment Earnings 33 26 26 30 31 31 32 32
Developer Fees 37 50 50 50 50 50 50 50
Water District cost share 0 200 200 0 0 0 0 0
70 276 276 80 81 81 82 82
PARK DEDICATION TAX
Park Dedication Tax 657 500 200 1,100 300 300 300 300
Investment Earnings 10 0 0 8 16 24 32 40
Transfer In - General Fund 0 0 50 0 0 0 0 0
667 500 250 1,108 316 324 332 340
ENVIRONMENTAL MANAGEMENT
Investment Earnings 3 I 1 4 4 4 4 4
Fees 358 365 365 365 365 365 365 365
361 366 366 369 369 369 369 369
TRANSPORTATION
Investment Earnings 84 80 80 90 80 70 70 70
Transfer In - General Fund/Storm Drain 1,353 800 800 845 775 750 750 750
Traffic Congestion Relief - Proposition 42 239 200 388 0 553 564 570 575
Federal and State Grants 0 100 582 330 0 0 0 0
Charges for Services 4 50 0 0 150 0 0 0
Gasoline Tax 982 1,015 1,015 1,025 1,035 1,046 1,056 1,067
2,662 2,245 2,865 2,290 2,593 2,430 2,446 2,462
HOUSING & COMMUNITY DEVELOPMENT
Investment Earnings & Rent 82 85 85 20 20 20 20 20
Grants 902 398 398 398 400 400 400 400
Loan Repayments 17 30 30 43 30 30 30 30
Housing Mitigation Fees 316 250 250 300 300 300 300 300
1,317 763 763 761 750 750 750 750
REDEVELOPMENT AGENCY
Property Taxes 186 90 360 575 1,000 2,000 2,400 2,400
186 90 360 575 1,000 2,000 2,400 2,400
84
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings 14 0 0 0 0 0 0 0
Transfer In 3,548 3,535 3,535 3,538 3,534 3,536 3,532 3,532
3,562 3,535 3,535 3,538 3,534 3,536 3,532 3,532
TRAFFIC IMPACT
Property Assessment 36 38 38 39 37 9 0 0
36 38 38 39 37 9 0 0
85
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT
Transfers In for Capital Projects 390 2,172 2,372 2,948 1,380 50 0 0
Transfer for Infrastructure Reserve 0 0 500 100 100 100 100 100
Grants/Other Income 339 112 112 446 0 0 0 0
729 2,284 2,984 3,494 1,480 ISO 100 100
CIVIC CENTER & LIBRARY
Miscellaneous 0 0 0 0 0 0 0 0
Donations 13 0 0 0 0 0 0 0
Transfers In 40 0 0 0 0 0 0 0
53 0 0 0 0 0 0 0
STEVENS CREEK CORRIDOR PARK
Transfers In 0 500 901 6,236 1,000 0 500 0
Prior Year Grants Authorized 0 0 2,731 0 0 0 0 0
Grants/Other Income 138 0 0 0 0 0 0 0
138 500 3,632 6,236 1,000 0 500 0
MARY A VENUE BICYCLE FOOTBRIDGE
Transfers In from General Fund 755 250 1,000 0 0 0 0 0
Prior Year Grants Authorized 0 0 7,808 0 0 0 0 0
Federal and State Grants 0 138 138 0 0 0 0 0
755 388 8,946 0 0 0 0 0
86
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
ENTERPRISE FUNDS
RESOURCE RECOVERY
Investment Earnings 160 160 160 160 150 150 150 150
Charges for Services 2,200 2,150 2,266 2,311 2,358 2,405 2,453 2,502
Loan Payback for FF&E 238 25 25 0 0 0 0 0
Grants 136 125 14 14 14 0 0 0
2,734 2,460 2,465 2,485 2,522 2,555 2,603 2,652
BLACKBERRY FARM
Investment Earnings 4 2 2 2 2 2 2 2
Rent-Golf Course 20 20 20 20 20 21 23 24
Rent-PicnicIB Pheasant (1) 75 60 112 0 0 0 0 0
Charges for Services-Golf Course 587 640 640 660 673 707 721 735
Charges for Services-Picnic (1) 474 355 330 0 0 0 0 0
Miscellaneous 0 1 1 0 0 0 0 0
(1) to General Fund 2007-08 1,160 1,078 1,105 682 695 730 746 762
SPORTS CENTER
Investment Earnings 6 7 7 7 7 7 7 7
Rent 52 53 12 12 13 14 15 15
Tennis 1,037 1,150 1,150 1,310 1,349 1,390 1,431 1,474
Membership 331 317 400 434 456 478 502 528
1,426 1,527 1,569 1,763 1,825 1,889 1,956 2,024
RECREATION PROGRAMS
Investment Earnings 27 20 35 35 35 35 35 35
Cultural Programs 431 375 460 360 371 382 393 405
Youth and Teen Programs 747 775 775 875 901 928 956 985
Physical Recreation and Sports 1,153 975 1,000 1,000 1,030 1,061 1,093 1,126
2,358 2,145 2,270 2,270 2,337 2,406 2,477 2,551
SENIOR CENTER (2)
Investment Earnings 4 2 2 0 0 0 0 0
Charges for Services 704 566 566 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0 0 0
(2) To General Fund in 2007-08 708 568 568 0 0 0 0 0
87
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Investment Earnings 31 20 20 20 20 34 50 66
Service Charges 717 883 883 909 927 946 965 984
Transfers In 220 137 272 150 220 220 220 220
968 1,040 1,175 1,079 1,167 1,200 1,235 1,270
WORKERS' COMPENSATION
Investment Earnings 36 25 25 25 25 25 25 25
Premiums 339 304 304 285 297 307 318 329
375 329 329 310 322 332 343 354
EQUIPMENT
Investment Earnings 46 35 35 35 36 37 38 39
Service Charge 855 841 841 899 926 954 982 1,012
Transfers In 0 0 25 44 50 50 50 50
901 876 901 978 1,012 1,041 1,071 1,101
LONG TERM DISABILITY
Investment Earnings 0 0 0 0 1 1 1 1
Premiums 42 52 52 58 60 62 64 66
42 52 52 58 61 63 65 67
RETIREE MEDICAL
Transfers In from General Fund 1,763 1,821 1,821 1,882 1,946 2,013 2,082 2,090
88
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
GENERAL
COUNCIL AND COMMISSIONS:
1000 City Council 184 220 220 227 236 245 253 262
1031 Telecommunications Commission 61 13 13 18 19 19 20 21
1040 Library Commission 0 5 5 5 5 5 5 5
1042 Fine Arts Commission 12 17 17 15 15 16 16 17
1050 Public Safety Commission 0 4 4 5 5 5 5 5
1055 BicycleIPedestrian Safety Commission 0 5 5 5 5 5 5 5
1060 Recreation Commission 9 10 10 10 10 10 11 11
1065 Teen Commission 13 15 15 17 17 18 19 19
1067 Senior Commission 0 3 3 3 3 3 3 3
1070 Planning Commission 25 96 97 96 100 104 108 111
1075 Housing Commission 0 7 7 6 7 7 7 7
304 395 396 405 422 437 452 468
ADMINISTRATION:
1200 City Manager 334 350 350 410 384 397 411 425
1201 Community Outreach 46 57 57 73 76 79 81 84
1300 City Manager Discretionary Fund 23 20 20 50 50 50 50 50
403 427 427 533 510 526 542 560
1500 CITY ATIORNEY 529 524 524 550 573 593 614 635
2100 LAW ENFORCEMENT 6,500 7,269 7,466 7,865 8,259 8,672 9,105 9,561
PUBLIC INFORMATION:
3300 Community Relation & Information 162 161 211 306 319 330 341 353
3350 City 50th Anniversary 48 23 23 0 0 0 0 0
3400 Cupertino Scene 106 105 117 123 128 132 137 141
3500 Government Channel 357 460 547 495 516 534 552 572
3501 Gov't Channel--Special Project 53 49 49 122 127 132 136 141
3502 Public Access Support 0 52 52 54 56 58 60 62
3600 City Web Site 127 137 137 153 160 165 171 177
853 987 1,136 1,254 1,305 1,351 1,398 1,447
ADMINISTRATIVE SERVICES:
4000 Administration 317 329 342 342 356 368 381 395
4010 Leadership Cupertino 0 22 22 13 13 15 16 17
4040 Library Extra Hours 0 120 0 240 125 129 134 139
4050 Neighborhood Watch 25 34 34 38 39 41 42 44
4100 Accounting 648 738 764 677 705 730 755 782
4110 Business Licenses 41 42 42 42 44 45 47 49
4300 City Clerk 462 509 509 454 472 489 506 523
4310 Duplicating and Postage 142 211 216 208 217 224 232 240
4330 Elections 263 215 215 305 0 300 0 300
4400 Disaster Preparedness 86 87 87 93 97 100 103 107
4510 Human Resources 471 524 545 575 598 619 641 663
4511 Human Resources Litigation 12 25 76 55 57 59 61 63
4540 Insurance Administration 526 576 626 583 607 629 651 673
4700 Code Enforcement 572 643 643 760 791 819 848 877
3,565 4,074 4,121 4,384 4,121 4,567 4,417 4,872
89
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
GENERAL (cont.)
RECREATION SERVICE:
6100 Recreation Administration 265 284 284 461 480 300 311 321
Quinlan Community Center-Cultural:
6200 Supervision 469 460 460 502 523 541 560 580
6220 Blackberry Farm Picnic Area 0 0 0 218 227 235 243 252
6230 Community Hall Operation 5 27 27 30 31 32 34 35
6248 Cultural Programs 35 100 100 193 201 208 215 222
6265 Quinlan Community Center 294 297 299 394 380 393 407 421
Monta Vista Recreation Center-Youth:
6300 Administration 222 278 278 298 311 322 333 345
6342 Youth Programs 35 40 40 42 44 45 47 49
6343 Teen Programs 8 13 13 8 8 8 8 9
6344 Teen Center 50 69 71 63 66 68 70 73
6347 Nature Programs 75 86 86 101 105 109 113 117
Cupertino Sports Center-Physical/Recreation
6400 Supervision 232 237 237 256 267 276 286 296
6445 Creekside Park 6 9 9 9 9 9 9 10
6448 Fourth ofJuly 42 68 73 0 0 0 0 0
6360 Monta Vista Recreation Center 5 13 13 13 13 13 14 14
Senior Center:
6500 Senior Adult Programs 510 528 528 532 554 574 594 615
6529 Senior Center Case Manager 50 52 52 70 73 76 78 81
6549 Senior Adult Recreation 0 0 0 670 697 722 747 .773
6660 Blue Pheasant Restaurant 0 0 0 14 14 15 15 16
2,303 2,561 2,570 3,874 4,002 3,946 4,084 4,227
COMMUNITY DEVELOPMENT:
7200 Planning Administration 209 285 243 211 220 228 236 244
7301 Current Planning 692 757 757 899 936 968 1,002 1,037
7302 Mid and Long Range Planning 260 273 273 416 433 448 464 480
7305 Annexations 0 12 12 10 10 10 10 10
7306 Economic Development 0 105 105 130 136 140 145 150
7307 North Vallco Study 0 100 100 0 0 0 0 0
7406 Human Service Grants 40 42 42 40 42 43 45 46
7501 General Building 483 662 662 689 717 742 768 795
7502 Construction Plan Checking 1,503 718 718 726 755 782 809 838
7503 Building Code Enforcement 435 655 655 668 696 720 745 771
7504 Building Abatements 17 25 25 25 26 27 28 29
3,639 3,634 3,592 3,814 3,970 4,108 4,252 4,400
90
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
PUBLIC WORKS:
Administration:
8001 Public Works Administration 493 488 488 510 531 550 569 589
8005 Environmental Management 144 140 140 144 150 155 161 166
Engineering:
8101 Engineering Design 638 736 776 826 810 839 868 898
8102 Inspection Service 127 130 130 134 139 144 149 155
Service Center Administration:
8201 Public Works Supervision 854 857 857 855 890 921 953 987
Grounds:
8302 McClellan Ranch Park 39 44 44 45 46 48 50 51
8303 Memorial Park 528 558 563 518 540 558 578 598
8312 School Site Maintenance 469 544 544 655 570 590 611 632
8314 Neighborhood Parks 840 942 953 925 963 996 1,031 1,067
8315 Sports Fields/Jollyman/Creekside 406 472 472 387 402 417 431 446
8321 Civic Center Maintenance 126 165 165 143 149 154 160 165
Streets:
8402 Street Cleaning 73 59 59 81 85 87 91 94
8406 Graffiti Removal 50 54 54 55 58 60 62 64
8407 Overpasses & Medians Maintenance 604 763 763 679 707 732 758 784
8408 Street Trees Maintenance 524 564 564 821 854 884 915 947
8409 Elmwood Program 248 291 291 303 315 326 338 349
Facilities:
8501 City Hall 386 455 459 525 500 517 535 554
8501 City Hall Remodel 0 60 60 50 0 0 0 0
8502 Library 213 206 223 237 231 239 247 256
8503 Service Center 262 299 359 269 280 290 300 310
8504 Quinlan Community Center 319 366 366 334 348 360 373 386
8505 Senior Center 133 163 170 170 177 183 190 196
8506 McClellan Ranch 48 59 59 65 67 70 72 75
8507 Monta Vista 90 97 97 122 102 106 109 113
8508 Wilson 25 25 25 38 39 41 42 43
8509 Portal 24 30 30 50 32 33 34 35
8511 Creekside 49 57 57 63 65 68 70 73
8512 Community Hall 122 154 154 127 132 137 142 147
8513 Teen Center 23 27 27 27 28 29 31 32
8830 Street Lighting 429 436 505 486 506 523 542 561
Traffic Management:
8601 Traffic Engineering 275 454 508 490 510 528 546 565
8602 Traffic Signal Maintenance 380 413 439 455 474 491 508 525
8603 Traffic Safety Study 0 0 0 300 0 0 0 0
8,941 10,110 10,402 10,888 10,702 11,076 11,464 11,865
Operating Expenditures 27,037 29,981 30,633 33,567 33,864 35,275 36,328 38,034
Transfers Out:
0100 Debt Service Obligations 3,548 3,535 3,535 3,538 3,534 3,536 3,532 3,532
0100 Capital Projects 430 2,172 2,372 2,948 1,380 50 0 0
0100 Infrastructure Reserve 0 0 500 100 100 100 100 100
0100 Transportation Projects & Maintenance 1,255 800 800 750 750 750 750 750
0100 Park Dedication-McClellan Ranch 0 0 50 0 0 0 0 0
0100 Stevens Creek Corridor Park 0 500 701 6,236 1,000 0 500 0
0100 Mary Ave. Bicycle Footbridge 755 250 1,000 0 0 0 0 0
0100 Equipment Fund 0 0 25 44 50 50 50 50
0100 Management Information 220 137 272 150 220 220 220 220
0100 Retiree Medical 1,763 1,821 1,821 1,882 1,946 2,013 2,082 2,090
Non-operating Expenditures 7,971 9,215 11,076 15,648 8,980 6,719 7,234 6,742
TOTAL GENERAL FUND 35,008 39,196 41,709 49,216 42,844 41,994 43,562 44,776
91
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
SPECIAL REVENUE FUNDS
STORM DRAIN
9612 Minor Storm Drain Improvements 133 105 148 75 75 75 75 75
9620 CIP - Minor Storm Drain Projects I 203 1,132 (120) 0 0 0 0
0100 Transfer to Transportation 0 0 0 95 25 0 0 0
134 308 1,280 50 100 75 75 75
PARK DEDICATION TAX
0100 Transfers Out 657 500 200 0 0 0 0 0
9213 CIP - McClellan Ranch Improvements 151 0 73 0 0 0 0 0
808 500 273 0 0 0 0 0
ENVIRONMENTAL MANAGEMENT
8004 Non Point Source 379 391 397 411 369 369 369 369
379 391 397 411 369 369 369 369
TRANSPORTATION
8403 Sidewalk, Curb and Gutter Maint 276 160 169 157 164 170 176 182
8404 Street Pavement Maintenance 234 262 277 198 206 213 220 228
8405 Street SignslMarkings 389 412 414 387 403 417 432 447
9430 CIP - Stevens Cyn Rd Widening 52 0 0 0 0 0 0 0
9435 CIP - Neighborhood Traffic Calming 0 50 55 0 0 0 0 0
9436 CIP - Stevens Crk Trail Bike Facilities 0 0 30 0 0 0 0 0
9443 CIP - Bollinger Bike Lane/Calabzas Cr Brd 10 0 246 95 25 0 0 0
9447 CIP - Mary Ave CrosswalkJParking 3 0 104 0 0 0 0 0
9451 CIP - Curb, Gutter and Sidewalk Repairs 398 500 602 750 750 750 750 750
9450 CIP - Pavement Management 153 750 3,337 1,122 750 750 750 750
9531 CIP - Ramp Meter Signal 280/85 9 0 291 0 0 0 0 0
9532 CIP - 85/Stevens Crk Traffic Signal Modif 0 0 49 0 0 0 0 0
9701 CIP - Sidewalk Gaps Unimproved Areas 0 0 30 0 0 0 0 0
9452 CIP - Rancho Rinconada Street Study 0 100 100 (100) 100 0 0 0
9453 CIP - City Monument Signs 0 50 50 (50) 100 0 0 0
1,524 2,284 5,754 2,559 2,498 2,300 2,328 2,357
HOUSING & COMMUNITY DEVELOPMENT
7401 General Administration 88 83 83 77 80 83 86 89
7402 Rehab Loans & Administration 0 1 1 1 1 1 1 1
7403 Affordable Housing 390 285 285 243 250 250 250 250
7404 Public Service Grants 71 62 62 66 69 71 74 76
7405 Below Market Rate Housing 191 231 258 129 134 139 143 148
740 662 689 516 534 544 554 565
REDEVELOPMENT AGENCY
0100 Transfers to General Fund 0 0 0 275 0 0 0 0
Capital Projects/Affordable Housing Debt 0 0 0 0 500 1,500 2,000 2,000
7304 Cupertino Square Project Area 88 217 217 219 228 236 244 253
88 217 217 494 728 1736 2244 2253
92
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
5301 Principal 1,270 1,295 1,295 1,355 1,415 1,460 1,500 1,545
5301 Interest + Fees 2,263 2,240 2,240 2,183 2,119 2,076 2,032 1,987
3,533 3,535 3,535 3,538 3,534 3,536 3,532 3,532
TRAFFIC IMPACT
5306 Principal 25 25 25 30 30 30 35 0
5306 Interest + Fees 13 11 11 9 7 5 2 0
Close Out to General Fund 0 0 0 0 0 0 0 55
38 36 36 39 37 35 37 55
V ALLCO 1974 ASSESSMENT DISTRICT
5304 District 74-3 Maintenance 0 117 117 0 0 0 0 0
5305 District 74-4 Maintenance 0 3 3 0 0 0 0 0
0 120 120 0 0 0 0 0
93
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
CAPITAL PROJECTS FUND
CAPITAL IMPROVEMENT
9116 San Thomas/Saratoga Creek Trail 2 0 52 0 0 0 0 0
9121 Memorial Park Softball Field Renovation 0 250 250 (230) 0 0 0 0
9122 SterlingIBarnhart Park Acquisition 0 1,000 1,000 0 0 0 0 0
9123 Library Field Renovation 0 100 100 (100) 0 0 0 0
9124 McClellan Ranch Facility Improvements 0 45 45 672 0 0 0 0
9125 Blue PheasantlStocklmeir Preservation 0 50 50 0 0 0 0 0
9126 SterlinglBarnhart Park Construction 0 0 50 0 800 0 0 0
9225 City Hall Space Study 15 0 10 0 0 0 0 0
9228 City Hall Council Chamber Remodel 23 0 24 0 0 0 0 0
9229 City Hall Emerg Generator/PG&E Upgrd 28 100 382 30 0 0 0 0
9232 Library Improvements & Upgrades 0 120 120 0 0 0 0 0
9233 Community Hall Improvm & Upgrades 0 90 90 0 0 0 0 0
9234 Monta Vista Park Bldg HV AC 0 150 150 0 0 0 0 0
9235 Service Center Security Gate 0 50 50 0 0 0 0 0
9236 Sports Ctr Tennis Lighting Design 0 50 50 200 0 0 0 0
9237 Quinlan Center Fountain 0 0 150 150 0 0 0 0
9528 I-280/Wolfe Traffic Safety Improvement 0 0 129 0 0 0 0 0
9530 Phase III Homestead Arterial 0 0 40 0 0 0 0 0
9533 Green LED T/S Lights 0 0 261 0 0 0 0 0
9541 Safe Routes to School - Monta Vista HS 0 0 48 0 0 0 0 0
9544 Safe Routes to School - Cupertino HS 89 0 160 0 0 0 0 0
9545 Traffic Signal Upgrades - Various I 0 143 0 0 0 0 0
9547 Ped Heads and Signal Battery Backup 4 90 98 (28) 30 0 0 0
9548 Traffic Related Street Walkability Mods 0 0 2 0 0 0 0 0
9549 Safe Routes to School - Garden Gate 0 0 475 0 0 0 0 0
9550 Traffic Signal Battery Power Backup 0 0 200 (100) 50 50 0 0
9551 Lawrence Expwy/ Mitty Crossing 0 (75) 0 75 0 0 0 0
9552 Stvns Crk Blvd / 85 On-Ramp & Walk 0 75 75 0 0 0 0 0
9553 Collins Sch Zone Beacons & Lights 0 44 44 0 0 0 0 0
9554 Count Sta. (DeAnza/Lazaneo/Prospect) 0 50 50 0 0 0 0 0
9555 SVITS Extensions (FO Cable & Boxes) 0 35 35 15 0 0 0 0
9556 Remove Flashing Red LT Arrows 0 60 60 0 0 0 0 0
9238 Library Court Yard Modifications 0 0 0 50 0 0 0 0
9231 Sports Center Upgrade and Pool Demol 0 0 0 500 0 0 0 0
9127 Lawrence & Mitty Park (Saratoga Crk) 0 0 0 1,500 0 0 0 0
9557 DeAnza/McClellan/Pacifica Signal Mod 0 0 0 200 0 0 0 0
9128 Veteran's Memorial 0 0 0 55 0 0 0 0
9558 Various Trf SignaVIntersection Modif 0 0 0 75 0 0 0 0
9xxx Green Project - to be identified 0 0 0 0 500 0 0 0
0100 Transfer Out to General Fund 0 0 0 330 0 0 0 0
162 2,284 4,393 3,394 1,380 50 0 0
CIVIC CENTER & LIBRARY
9222 CIP-Civic Center & Library 53 0 2 0 0 0 0 0
0100 Transfers Out 40 0 0 0 0 0 0 0
93 0 2 0 0 0 0 0
9313 CALI MILL PLAZA 3 0 0 0 0 0 0 0
9112 STEVENS CREEK CORRIDOR PARK 275 500 4,222 6,236 1,000 0 500 0
9449 MARY AVE. BICYCLE FOOTBRIDGE 1,438 388 8,165 0 0 0 0 0
94
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
ENTERPRISE FUNDS
RESOURCE RECOVERY
8003 Programs 2,101 2,730 2,798 2,708 2,819 2,917 3,019 3,125
0100 Transfers to General Fund 500 500 500 500 0 0 0 0
2,601 3,230 3,298 3,208 2,819 2,917 3,019 3,125
BLACKBERRY FARM
6600 Administration (1 ) 143 132 132 0 0 0 0 0
6620 Park (1 ) 670 610 649 0 0 0 0 0
6640/6440 Golf Course 459 458 498 567 595 607 625 644
6660 Blue Pheasant Restaurant (1) 8 14 14 0 0 0 0 0
6680 Retreat Center (1) 23 28 28 0 0 0 0 0
(1) to General Fund 2007-08 1,303 1,242 1,321 567 595 607 625 644
SPORTS CENTER
0100 Transfer to General Fund 100 0 0 0 0 0 0 0
6450 Sports and Physical 1,205 1,257 1,257 1,441 1,500 1,552 1,607 1,663
8510 Maintenance 186 202 224 216 225 233 241 249
9230 CIP - Tennis Court Resurfacing 0 0 111 0 0 0 0 0
9231 CIP - Pool House ADA Upgrade 57 0 0 0 0 0 0 0
1,548 1,459 1,592 1,657 1,725 1,785 1,848 1,912
RECREATION PROGRAMS
6249 Cultural Programs 350 373 373 0 0 0 0 0
6349 Youth and Teen Services 635 707 707 1,116 1,162 1,202 1,245 1,288
6449 Sports and Physical 732 890 910 905 942 975 1,009 1,045
6649 Nature Program 12 17 17 0 0 0 0 0
9121 CIP Memorial Pk Softball Field Renov 0 0 0 230 0 0 0 0
9123 CIP Library Field Renovation 0 0 0 100 0 0 0 0
91xx CIP Sports Center Soundwall Replacemnt 0 0 0 0 350 0 0 0
0100 Transfer to General Fund 200 0 0 0 0 0 0 0
1,929 1,987 2,007 2,351 2,454 2,178 2,254 2,333
SENIOR CENTER (2)
6549 Programs 589 568 568 0 0 0 0 0
0100 Transfer to General Fund 0 0 0 125 0 0 0 0
(2) To General Fund in 2007-08 589 568 568 125 0 0 0 0
95
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
4800 Operations 766 821 841 910 947 979 1,014 1,049
9800 Equipment Acquisition 116 300 585 302 300 300 300 300
882 1,121 1,426 1,212 1,247 1,279 1,314 1,349
WORKERS' COMPENSATION
4550 Claims 461 290 290 279 291 301 312 322
EQUIPMENT
8840 Equipment Maintenance 859 841 842 899 936 969 1,003 1,038
9820 Equipment Acquisition 0 298 323 349 175 175 175 175
859 1,139 1,165 1,248 1,111 1,144 1,178 1,213
LONG TERM DISABILITY
4570 Claims 41 44 44 48 50 52 54 56
RETIREE MEDICAL
4512 Retiree Medical Pay-As-You-Go 538 650 650 683 862 955 1,054 1,159
TOTAL EXPENDITURES 54,974 62,151 83,153 77,831 64,178 61,858 64,859 66,096
TOTAL REVENUES 62,193 59,484 77,198 71,848 64,409 65,482 67,073 67,678
96
City of Cupertino
Gann Appropriations Limit
2007 -08 Budget
Article XIIIB of the California State Constitution as enacted by Proposition 4, the Gann initiative
of 1979, mandates a limit on the amount of proceeds of taxes that state and local governments
can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit
government spending by putting a cap on the total proceeds of taxes that may be appropriated
each year. The original Article XIIIB was further modified by Proposition 111 and SB 88
approved by California voters in June of 1990. Proposition 111 allows cities more flexibility in
choosing certain inflation and population factors to calculate the limit.
Appropriations Subiect to Limit
70,000,000
10,000,000
-+- Appropriation Limit
_ Subject to Limit
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
o
01/02 02/03 03/04 04/05 05/06 06/07 07/08
The limit is different for each agency and the limit changes each year. Each year's limit is based
on the amount of tax proceeds that were authorized to be spent in fiscal year 1978-79 in each
agency, modified for changes in inflation and population in each subsequent year. Proposition
111 has modified those factors to allow cities to choose either the growth in California Per Capita
Income or the growth in non-residential assessed valuation due to new construction in the city.
Alternatively, the city could select a population growth factor represented by the population
growth in Santa Clara County. Each year the city establishes its appropriations limit for the
following fiscal year. The City's appropriation limit for fiscal year 2006/07 was $61,261,035 and
was adopted by Council.
The City's appropriations limit for fiscal year 2007/08 of $65,248,148 is $3,987,113 or 6.51 %
higher than the fiscal year 2006/07 limit of $61,261,035. For fiscal year 2007/08, the City's
estimated appropriations of proceeds from taxes are $35,023,000. This is $30,225,148 or
46.32% under the legal limit established for fiscal year 2007/08. When a city's proceeds oftaxes
(less statutory exclusions) exceed the legal limit, excess tax revenue must be returned to the State
or citizens through a process of refunds, rebates, or other means that may be determined at that
time. The City is currently at 48.25% of its limit. As a result, the appropriations limit is not
expected to present a restraint on current or future budget deliberations.
97
DEPARTMENTAL OPERATING BUDGETS
The Departmental Operating Budgets section provides budget information for each of the City's
eight key operating functions: City Council, Administration, Law Enforcement, Public
Information, Administrative Services, Parks and Recreation, Community Development and
Public Works. Each departmental operating budget includes the following elements:
1. Department Summary: The department summary includes an organization chart for the
department and condensed financial information for each division within the department. It
is a "big picture" snapshot ofthe 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.
99
Council
and
Commissions
101
COUNCIL AN.D
COMMISSIONS
Citizens
of Cupertino
City
Council
Citizen Advisory Groups
Technology Information & Communications/Library/Teen/ -
Fine ArtslParks & Recreation/Economic Development!
Audit/Planning/Housing/Public Safety/Bike & Pedestrian/Senior
102
CITY COUNCIL AND COMMISSIONS
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
CITY COUNCIL
1000 CITY COUNCIL 171,886 183,797 219,835 227,152
171,886 183,797 219,835 227,152
COMMISSIONS
1031 TECHNOLOGY, INFORMATION
& COMMUNICATIONS COMMISSION 58,552 60,853 13,059 17,953
1040 LIDRARY 306 309 4,758 4,589
1042 FINE ARTS 11,193 13,335 16,503 14,561
1050 PUBLIC SAFETY 0 0 4,769 4,600
1055 BICYCLE AND PEDESTRIAN 0 0 4,769 4,600
1060 PARKS AND RECREATION 8,416 8,731 10,353 9,640
1065 TEEN 12,853 12,678 15,208 16,648
1067 SENIOR 244 0 2,664 2,502
1070 PLANNING 12,966 24,852 96,615 96,464
1075 HOUSING 199 13 6,619 6,482
104,729 120,771 175,317 178,039
TOTAL 276,615 304,568 395,152 405,191
103
COUNCIL AND COMMISSIONS
CITY COUNCIL
PROGRAM OVERVIEW
The Mayor and Councilmembers, acting as the elected representatives of the City of Cupertino,
establish public policy to meet community needs and assure orderly development of the City.
SERVICE OBJECTIVES
The City Council goals are carried out by the city staff under the sole direction of the City
Manager. The council goals are listed in the Budget Strategies section.
104
COUNCIL AND COMMISSIONS
1000 CITY COUNCIL
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 115,059 116,093 132,805 127,782
Materials 43,756 55,158 58,800 74,700
Contract Services 0 1,926 15,000 10,000
Cost Allocation 13,071 10,620 13,230 14,670
Total 171 ,886 183,797 219,835 227,152
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 171,886 183,797 219,835 227,152
Total 171 ,886 183,797 219,835 227,152
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.40 0.40 0.40
Total 0.40 0.40 0.40
105
COUNCIL AND COMMISSIONS
TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION
PROGRAM OVERVIEW
The Technology, Information & Communications Commission advises the City Council and
informs the community about issues relating to the rapidly changing field of telecommunications.
Commissioners also served as a resource for the Planning Commission in offering technical
guidance for antenna sitings. The Public Information Manager serves as staff liaison.
With legislation now in effect encouraging effective competition, the commission will continue
to look at new and forthcoming FCC rulings that may alter Comcast's impact on the community.
The commission also will continue to monitor cable services to subscribers and to act as a
resource for both the Cupertino elementary and high school districts.
SERVICE OBJECTIVES
Continue to work with appropriate companIes in bringing advanced servIces to interested
residents.
Monitor Comcast services.
Negotiate with public access provider KMVT to insure maximum programming value for
Cupertino residents.
Continue to work with staff and legal counsel to enforce the terms of the current cable franchise
agreement.
Work with the Cupertino Planning Commission in developing an antenna ordinance.
106
COUNCIL AND COMMISSIONS
1031 TECHNOLOGY, INFORMATION,
& COMMUNICATIONS COMMISSION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 5,766 6,380 6,359 6,903
Materials 1,413 757 1,700 2,050
Contract Services 51,373 53,716 5,000 9,000
Total 58,552 60,853 13,059 17,953
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 58,552 60,853 13,059 17,953
Total 58,552 60,853 13,059 17,953
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.05 0.05 0.05
Total 0.05 0.05 0.05
107
COUNCIL AND COMMISSIONS
LIBRARY COMMISSION
PROGRAM OVERVIEW
The Library Commission is a five member commission appointed by the City Council that
reviews and makes recommendations related to the operations and services of the Cupertino
Library. The Cupertino Library is operated by the Santa Clara County Library Services. The
building is provided by the City of Cupertino for which the county pays a rental fee.
County Library staff serve as staff to the commission and the Director of Administrative Services
or Finance Director serve as City liaisons.
SERVICE OBJECTIVES
Monitors the various service activities of the library and makes recommendations for
improvements to appropriate bodies.
Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino
Library Foundation.
Advocates library funding and service levels at the city, county, and state levels.
Represents the Cupertino library in the local community.
Participates in state and local library workshops and conferences.
Participates in the long range planning of quality library services for the City.
Develops potential resources to expand volunteer efforts in the library.
Investigates ways to expand access to non-traditional media.
Continues library advocacy in Cupertino activities and with other organizations.
Continues emphasis on integrating additional technology into library services.
Continues proactive efforts to ensure adequate library funding.
108
COUNCIL AND COMMISSIONS
1040 LIBRARY COMMISSION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 0 0 3908 3,739
Materials 306 309 850 850
Total 306 309 4,758 4,589
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 306 309 4,758 4,589
Total 306 309 4,758 4,589
Personnel Summary
2005-06 2006-07 2007-08
Actual Adopted Adopted
Full-time 0.00 0.02 0.02
Total 0.00 0.02 0.02
109
COUNCIL AND COMMISSIONS
FINE ARTS COMMISSION
PROGRAM OVERVIEW
The Cupertino Fine Arts Commission is charged with advancing the arts in the City. This is
done through several activities and programs, including the following: 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, local performing arts groups, sculptors, artists, and the
Euphrat Museum of Art and its Arts in Schools program. Budget constraints resulted in the
elimination of fine arts grants for several years, although in 2006-07 a small award was made to
the Distinguished Artist of the Year and a grant given to the Euphrat Museum of Art.
SERVICE OBJECTIVES
Promote programs and activities that provide a direct cultural benefit to the citizens of Cupertino,
with special emphasis on groups not likely to receive regular exposure to the arts.
Actively encourage business and community participation in the arts.
Pursue opportunities for visual and performing arts throughout the city.
110
COUNCIL AND COMMISSIONS
1042 FINE ARTS COMMISSION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 11,0 I 0 12,335 12,803 13,361
Materials 183 1,000 3,700 1,200
Total 11,193 13,335 16,503 14,561
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 11,193 13,335 16,503 14,561
Total 11,193 13,335 16,503 14,561
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
111
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 and policies for police, fire, emergency planning, and traffic. The
Assistant Director of Public Works serves as staff liaison.
SERVICE OBJECTWES
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.
112
COUNCIL AND COMMISSIONS
1050 PUBLIC SAFETY COMMISSION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 0 0 4,569 4,400
Materials 0 0 200 200
Total 0 0 4,769 4,600
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 0 0 4,769 4,600
Total 0 0 4,769 4,600
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.03 0.03
Total 0.00 0.03 0.03
113
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 making recommendations on City transportation matters, including, but not
limited to bicycle and pedestrian traffic, parking, education, and recreation within Cupertino.
The Assistant Public Works Director serves as staff liaison.
SERVICE OBJECTNES
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.
114
COUNCIL AND COMMISSIONS
1055 BICYCLE AND PEDESTRIAN COMMISSION
Total
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
0 0 4,569 4,400
0 0 200 200
0 0 4,769 4,600
Employee Compensation
Materials
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 0 0 4,769 4,600
Total 0 0 4,769 4,600
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.03 0.03
Total 0.00 0.03 0.03
115
COUNCIL AND COMMISSIONS
PARKS AND RECREATION COMMISSION
PROGRAM OVERVIEW
The Parks and Recreation Commission is a five-member citizen's commission appointed by the
City Council to make recommendations pertaining to parks and recreation. The Director of
Parks and Recreation serves as staff liaison.
SERVICE OBJECTIVES
Engage the public in dialog regarding the design of new programs and facilities, and make
recommendations regarding these projects to the City Council.
Work with staff and the public to draft and/or revise policies for use of Parks and Recreation
facilities.
Consider public input regarding the operation of Parks and Recreation facilities and make
recommendations for their improvement.
Participate on a number of special committees dealing with Parks and Recreation.
Serve as ambassadors for the Parks and Recreation Department.
116
COUNCIL AND COMMISSIONS
1060 PARKS AND RECREATION COMMISSION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 7,681 8,541 9,053 8,340
Materials 735 190 1,300 1,300
Total 8,416 8,731 10,353 9,640
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 8,416 8,731 10,353 9,640
Total 8,416 8,731 10,353 9,640
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
117
COUNCIL AND COMMISSIONS
TEEN COMMISSION
PROGRAM OVERVIEW
The Teen Commission is composed of 13 teens representing grades 8-12. The Teen Commission
advises the City Council and staff on teen issues.
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 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.
Assist staff with communication and public relations with teens.
118
COUNCIL AND COMMISSIONS
1065 TEEN COMMISSION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 10,531 11,824 12,188 14,578
Materials 1,980 854 2,020 1,770
Contract Services 342 0 1,000 300
Total 12,853 12,678 15,208 16,648
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 12,853 12,678 15,208 16,648
Total 12,853 12,678 15,208 16,648
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.15 0.15 0.15
Total 0.15 0.15 0.15
119
COUNCIL AND COMMISSIONS
SENIOR CITIZENS COMMISSION
PROGRAM OVERVIEW
The Senior Citizens Commission is a five-member commission appointed by the City Council
that advises the Council on senior issues. The commission meets quarterly. The Senior Center
Manager serves as staff liaison to the commission.
SERVICE OBJECTIVES
Provide a forum for the discussion of issues important to senior citizens in the community and a
conduit to city staff and the City Council.
Commissioners serve as ambassadors for the senior population.
Make recommendation on a new senior/teen intergenerational event held in conjunction with the
Teen Commission.
Produce informational articles for seniors to be published in the Cupertino Scene.
120
COUNCIL AND COMMISSIONS
1067 SENIOR COMMISSION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 0 0 2,164 2,002
Materials 244 0 500 500
Total 244 0 2,664 2,502
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 244 0 2,664 2,502
Total 244 0 2,664 2,502
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.02 0.02
Total 0.00 0.02 0.02
121
COUNCIL AND COMMISSIONS
PLANNING COMMISSION
PROGRAM OVERVIEW
The Planning Commission is a five-member citizen board appointed by the City Council to make
or recommend decisions on matters pertaining to land use and physical development. The major
work of the Commission is to conduct public hearings on "current planning" applications. The
Director of Community Development and the City Planner serve as staff liaisons.
The Commission also advises the City Council on land use and development policy through
study sessions and formal hearings on issues necessary to maintain the current status of the
General Plan. The Commission also undertakes periodic review of implementation ordinances
and issues interpretations of these documents.
SERVICE OBJECTIVES
Conduct periodic reviews of the General Plan. These reviews test the fundamental goals and
measure performance of short-term objectives.
Conduct public hearings for approximately 100 land development applications. Ensure that
decisions are made fairly and expeditiously in accordance with adopted General Plan policies,
zoning ordinances, development plans and design guidelines.
Prepare specific plans, zoning ordinance amendments and amendments to the General Plan.
Serve on the Planning Commission Design Review Committee, the Environmental Review
Committee and in an advisory role to the Housing Commission.
122
COUNCIL AND COMMISSIONS
1070 PLANNING COMMISSION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 4,667 6,848 79,115 76,464
Materials 2,224 9,879 10,500 13,000
Contract Services 6,075 8,125 7,000 7,000
Total 12,966 24,852 96,615 96,464
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 12,966 24,852 96,615 96,464
Total 12,966 24,852 96,615 96,464
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.45 0.45
Total 0.00 0.00 0.45
123
COUNCIL AND COMMISSIONS
HOUSING COMMISSION
PROGRAM OVERVIEW
The Cupertino Housing Commission (CHC) is a five-member board appointed by the City
Council to assist the Planning Commission and the City Council in developing housing policies
and strategies for implementation of General Plan Housing Element goals. The Commission also
oversees the Community Development Block Grant (CDBG) program. The Senior Planner
serves as staff liaison.
SERVICE OBJECTIVES:
When requested by the Director of Community Development or the City Council, make
recommendations regarding affordable housing proposals including requests for money from the
CDBG and the Affordable Housing funds, possible fee waivers or other incentives, the number
and type of affordable units, and the target groups to be served.
124
COUNCIL AND COMMISSIONS
1075 HOUSING COMMISSION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 0 0 6419 6,282
Materials 199 13 200 200
Total 199 13 6,619 6,482
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 199 13 6,619 6,482
Total 199 13 6,619 6,482
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.05 0.05
Total 0.00 0.05 0.05
125
Administration
127
ADMINISTRA TION
I I I
City Attomey City Manager Community
(2.40) (1.40) Outreach
(.50)
128
ADMINISTRATION
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
1200 CITY MANAGER 308,229 334,279 350,050 409,359
1201 COMMUNITY OUTREACH 49,587 46,454 57,222 72,867
1300 CITY MANAGER DISCRETIONARY FUND 4,148 23,050 20,000 50,000
1500 LEGAL SERVICES 523,518 529,040 524,309 550,351
TOTAL 885,482 932,823 951,581 1,082,577
129
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 OBJECTWES
Accomplish the City Council's work program.
Manage City operations.
See that all laws and ordinances of the City are duly enforced and that all franchises, permits,
licenses, and privileges granted by the City are faithfully performed and observed.
Keep the City Council advised as to the financial conditions and needs of the City.
Investigate all complaints concerning the operation of the City.
Supervise the use and condition of buildings, public parks, streets and other public property.
Make reports and initiate recommendations as may be desirable or as requested by the City
Council.
Ensure that the City's policies and procedures provide a foundation for a secure financial
position.
Develop strategies to enhance the City's tax base and to position the City to take advantage of
economic opportunities.
130
CITY MANAGER!
COMMUNITY OUTREACH
1200 ADMINISTRATION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 325,573 341,298 320,942 343,596
Materials 25,393 34,876 53,200 109,400
Contrat Services 0 229 500 10,500
Capital Outlay 0 0 25,000 15,000
Cost Allocation 6,850 4,330 7,630 3,730
Total 357,816 380,733 407,272 482,226
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 357,816 380,733 407,272 482,226
Total 357,816 380,733 407,272 482,226
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 2.00 1.90 1.90
Total 2.00 1.90 1.90
131
ADMINISTRATION
CITY MANAGER DISCRETIONARY FUND
PROGRAM OVERVIEW
This account is discretionary fund for unexpected occurrences, such as special studies,
consultants or other special unplanned needs that may occur during the year.
132
CITY MANAGER DISCRETIONARY FUND
1300 ADMINISTRATION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Contract Services 4,148 23,050 20,000 50,000
Total 4,148 23,050 20,000 50,000
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 4,148 23,050 20,000 50,000
Total 4,148 23,050 20,000 50,000
Personnel Summary
2005-06 2006-07 2007-08
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
133
ADMINISTRATION
LEGAL SERVICES
PROGRAM OVERVIEW
The City Attorney serves as legal counsel to the City Council, City Commissions, and City
administrative staff. The City Attorney's Office prepares ordinances and resolutions as
requested, prepares or reviews contracts and agreements, conducts research and supports the City
in litigation and some negotiations. The City Attorney's Office prosecutes code violations and
supervises the Code Enforcement Division. Secretarial and support services are provided to the
City Attorney's Office by the City.
SERVICE OBJECTIVES
Attend or provide legal representation at all regularly scheduled City Council meetings, provide
procedural and legislative information to the Council, and attend commission and staff meetings
as requested.
Meet with the City administrative staff on a regular basis to provide legal services and advice.
Oversee the City's Code Enforcement Division and prosecute municipal code violations as
necessary.
134
LEGAL SERVICES
1500 ADMINISTRATION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 411,947 426,593 394,899 412,711
Materials 38,401 33,407 40,600 42,800
Contract Services 60,820 57,660 82,000 92,500
Cost Allocation 12,350 11,380 6,810 2,340
Total 523,518 529,040 524,309 550,351
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 523,518 529,040 524,309 550,351
Total 523,518 529,040 524,309 550,351
Personnel Summary
2005-06 2006-07 2007-08
Actual Adopted Adopted
Full-time 2.70 2.40 2.40
Total 2.70 2.40 2.40
135
Law
Enforcement
137
LAW
ENFORCEMENT
LaW'
Enforcement
(Contract)
138
LAW ENFORCEMENT
Expenditures by Division
TOTAL
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
6,021,640 6,396,074 7,148,593 7,745,455
123,056 103,837 120,000 120,000
6,144,696 6,499,911 7,268,593 7,865,455
2100 LAW ENFORCEMENT
2401 COPS GRANT
139
LAW ENFORCEMENT
LAW ENFORCEMENT
PROGRAM OVERVIEW
This activity provides for law enforcement, emergency communications, School Resource
Officers, and the Youth Probation Programs.
Law Enforcement services are provided by the Santa Clara County Sheriffs Department.
Communication services are provided by the Santa Clara County General Services
Administration. The Youth probation Program is provided through a partnership with the
Cupertino Union School District and the City of Cupertino.
Law Enforcement services include general law enforcement (patrol), traffic and detective
servIces.
SERVICE OBJECTIVES
Respond to emergency situations within an average of less than six minutes.
Enforce the vehicle code with the goal of increasing traffic safety.
Divert first time/minor youth offenders from the juvenile justice system.
Provide daily on-site interaction with our youth~
140
LAW ENFORCEMENT
2100 LAW ENFORCEMENT
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Materials 38,043 35,429 43,500 43,000
Contract Services 5,983,597 6,360,645 7,105,093 7,702,455
COPS Grant 123,055 103,837 120,000 120,000
Total 6,144,695 6,499,911 7,268,593 7,865,455
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 6,144,695 6,499,911 7,268,593 7,865,455
Total 6,144,695 6,499,911 7,268,593 7,865,455
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
141
Public
Information
143
PUBLIC
INFORMA TION
Public
Information
(6.50)
I
I I I I
Community Cupertino Government City
Relations Scene Channel Website
(1.85) (0.35) (3.30) (1.00)
144
PUBLIC INFORMATION
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
3300 COMMUNITY RELATIONS 153,651 161,879 184,153 306,203
3400 CUPERTINO SCENE 99,827 106,459 104,736 122,563
3500 GOVERNMENT CHANNEL 324,167 356,885 460,466 495,254
3501 GOVERNMENT CHANNEL-SPCIAL PROJ 47,146 53,697 48,695 122,263
3502 PUBLIC ACCESS SUPPORT 49,603 51,500 51,500 54,000
3600 CITY WEBSITE 109,136 126,875 137,257 153,394
TOTAL 783,530 857,295 986,807 1,253,677
145
PUBLIC INFORMATION
COMMUNITY RELATIONS
PROGRAM OVERVIEW
Functions of this department include informing citizens about programs and services provided by
local government, responding to media inquiries and preparing all press information. The office
acts as a resource for other city departments, staff and council members. The public information
officer actively participates in regional discussions and workshops involving crisis
communications, media relations and cable television regulation.
Awards dinners, special events and ceremonial activities also are handled through this
department. Examples include the annual Commissioners' Dinner, the CREST Awards (up to
ten recipients per year), mayoral proclamations and the SWING program. Also included is the
Chamber of Commerce membership.
SERVICE OBJECTIVES
Coordinate the City's 50th Anniversary event.
Aid in the coordination of City programs designed to draw Cupertino neighborhoods together.
Coordinate and disseminate useful and important information to all Cupertino residents through
appropriate local, state and national communications channels.
Coordinate and implement recommendations of city communications audit including customer
service software.
146
COMMUNITY RELATIONS
3300 PUBLIC INFORMATION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 80,239 87,190 101,193 180,903
Materials 30,090 36,705 45,300 65,300
Contract Services 41,232 36,224 30,000 55,000
Cost Allocation 2,090 1,760 7,660 5,000
Total 153,651 161,879 184,153 306,203
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 153,651 161,879 184,153 306,203
Total 153,651 161,879 184,153 306,203
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.75 0.75 1.85
Total 0.75 0.75 1.85
147
PUBLIC INFORMATION
CUPERTINO SCENE
PROGRAM OVERVIEW
The Cupertino Scene is published 11 months out of the year and is distributed to residents and
businesses in Cupertino. The Cupertino Scene is the most read City publication and continues to
be the most important source of community information for residents.
The Scene provides information that is of general interest to the community and is presented in a
straightforward manner that is non-political, non-religious and non-commercial. The postal rate
has been increased slightly to offset a rise in bulk-rate permit costs. Each issue of the Cupertino
Scene costs approximately 14 cents to mail.
Many of the articles appearing in the Scene are regular, monthly features, such as Roots, Simply
Safe, Community Calendar, Council Actions and Library News. Another portion of material in
the Cupertino Scene includes articles dealing with ongoing citywide issues, including community
outreach, environmental programs and city jobs. Other material appearing in the Scene is a
mixture of one-time city events, community activities, government services and other city-related
information.
About 300,000 copies ofthe Scene are distributed annually.
SERVICE OBJECTIVES
Provide an electronic subscription option for the Scene.
Continue regular production schedule of the Scene, presenting information in a timely, interesting
and visually pleasing manner.
Focus on information relevant to citizens of all cultural backgrounds.
Continue to adhere to regulations imposed by Proposition 73 and other legislation that regulates
public communications by the city.
148
CUPERTINO SCENE
3400 PUBLIC INFORMATION
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 41,311 39,091 39,536 42,363
Materials 58,516 67,368 65,200 80,200
Total 99,827 106,459 104,736 122,563
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 99,827 106,459 104,736 122,563
Total 99,827 106,459 104,736 122,563
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.40 0.40 0.35
Total 0.40 0.40 0.35
149
PUBLIC INFORMATION
GOVERNMENT CHANNEL
PROGRAM OVERVIEW
The City Channel continues to offer a variety of news and information for and about the residents
of Cupertino. As the first government channel to broadcast city council meetings in the county,
the City Channel continues to set best-practice service standards including web casting of many
city meetings. Demands for City Channel services continue to increase with frequent coverage of
community meetings and study sessions.
The fulltime web specialist position also works within the Public Information Department. The
Web Specialist works closely with department heads, managers and members of the community
to ensure that the City of Cupertino's website is both timely and relevant.
Multimedia advancements have allowed this department to improve and expand many of its
services. The City's new web casting service allows Cupertino residents who are not cable
subscribers to see live council meetings, commission meetings and study sessions. Web casting
has also allowed online video archives to be made available to the public on demand at no cost to
the public. The department creates visual effects using animation and software graphics for city
department presentations and productions.
The City Channel also provides audio-video services that include tape duplication, viewing,
editing, equipment recommendations and design meeting set-ups and multimedia presentations.
In addition to special programs produced for and featured on the City Channel, other programs
come from the following sources: PBS, the United Nations and The California Channel (CAL-
SP AN). Those who are not cable subscribers may check out tapes from the Cupertino Library,
including City Council meetings. In addition to publishing a monthly schedule, programs on the
City Channel are featured on the city's website.
Throughout each week, viewers may tune in to the City Channel to learn about city departments
and services, special city programs, local points of interest, health and safety tips and upcoming
community events. Staff members produce numerous promotions, public service announcements
and video bulletin board announcements made specifically for Cupertino residents. These local
announcements continue to increase annually and are presented in a timely manner, showcasing
an active, involved community.
SERVICE OBJECTIVES
Maintain a timely and relevant web site in response to city needs.
Continue improvements to city meetings, productions, promotions and website servIces by
incorporating more multimedia technology.
150
GOVERNMENT CHANNEL
3500 PUBLIC INFORMATION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 232,826 252,073 315,401 338,557
Materials 31,927 31,441 34,000 34,000
Contract Services 74,435 101,186 113,000 110,500
Capital Outlay 10,258 8,922 10,000 10,000
Cost Allocation 71,470 68,460 88,260 178,460
Total 420,916 462,082 560,661 671,517
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 420,916 462,082 560,661 671,517
Total 420,916 462,082 560,661 671,517
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 2.25 3.40 )40 ~ .'50
Total 2.25 3.40 3.40
151
PUBLIC INFORMATION
CITY WEB SITE
PROGRAM OVERVIEW
The Web Specialist position works within the Public Information Department. The Web
Specialist works closely with department heads, managers and members of the community to
ensure that the City's web site is both timely and relevant.
SERVICE OBJECTIVES
Ensure the clear, comprehensive and accurate presentation of the City's online presence on the
Internet by designing, developing and maintaining the City's web site.
Incorporate new web technology, features and functionalities into the site based on the needs of
the community and current trends.
Maintain all related documents for the usage and policies of the site.
Implement and maintain the City's Intranet site.
Continue work on the e-government initiatives.
152
CITY WEB SITE
3600 PUBLIC INFORMATION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 81,961 92,621 94,387 103,324
Materials 2,145 1,162 2,300 2,100
Contract Services 25,030 33,092 37,200 46,000
Cost Allocation 0 0 3,370 1,970
Total 109,136 126,875 137,257 153,394
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 109,136 126,875 137,257 153,394
Total 109,136 126,875 137,257 153,394
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Proposed
Full-time 1.00 1.00 1.00
Total 1.00 1.00 1.00
153
Administrative
Services
155
ADMINISTRA TIVE
SERVICES
Administrative
Services
(1.94)
I I
Finance Information Technology City Oetk Hmnan Resources Code Enfurcement
(4.89) (4.00) (3.50) (3.00) (4.55)
156
ADMINISTRATIVE SERVICES
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
ADMINISTRATIVE SERVICES
4000 ADMINISTRATION 289,273 311 ,251 328,623 341,901
4010 COMMUNITY LEADERSHIP ACADEMY 0 0 21,500 12,500
4040 LIDRARY EXTRA HOURS 0 0 120,000 240,000
4050 NEIGHBORHOOD WATCH 0 25,578 33,750 37,750
289,273 336,829 503,873 632,151
FINANCE
4100 ACCOUNTING 607,721 647,638 737,920 677,131
4110 BUSINESS LICENSING 39,339 40,821 42,225 42,071
647,060 688,459 780,145 719,202
CITY CLERK
4300 CITY CLERK 458,365 461,700 508,887 453,547
4310 DUPLICATING AND MAIL SERVICE 162,894 142,187 211,183 208,244
4330 ELECTIONS 59,379 262,862 215,000 305,300
680,638 866,749 935,070 967,091
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS 144,175 85,958 87,240 92,700
144,175 85,958 87,240 92,700
HUMAN RESOURCES
4510 HUMAN RESOURCESILITIGATION 426,407 483,352 548,547 629,780
4512 RETIREE MEDICAL LIABILITY 536,000 1,076,932 650,000 682,500
4540 INSURANCE ADMINISTRATION 817,870 1,027,584 909,714 908,175
1,780,277 2,587,868 2,108,261 2,220,455
CODE ENFORCEMENT
4700 CODE ENFORCEMENT 501,522 572,377 642,673 760,061
501,522 572,377 642,673 760,061
157
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
INFORMATION TECHNOLOGY Actual Actual Adopted Adopted
4800 INFORMATION TECHNOLOGY 675,115 765,693 821,058 909,883
9800 EQUIPMENT ACQUISITION 189,136 116,000 300,000 302,000
864,251 881,693 1,121,058 1,211,883
TOTAL 4,907,196 6,019,933 6,178,320 6,603,543
158
ADMINISTRATIVE SERVICES
ADMINISTRA nON
PROGRAM OVERVIEW
Provides overall department oversight for several divisions including City Clerk, Human
Resources, Information Technology (IT), Finance, Emergency Preparedness, Community
Leadership Academy 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 Sheriff services, 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 rate of return
equal to or exceeding the State investment fund.
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.
Facilitate the Community Leadership Academy sessions.
Enhance "neighborhood policing" through the expansion of the Neighborhood Watch Program,
Neighborhood Captains Program and the E-cap Program.
Perform special projects for the City Manager.
160
ADMINISTRATION
4000 ADMINISTRATIVE SERVICES
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 264,117 306,716 323,313 327,471
Materials 12,493 15,794 32,250 33,400
Contract Services 8,483 9,219 144,100 266,650
Cost Allocation 4,180 5,100 4,210 4,630
Total 289,273 336,829 503,873 632,151
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 289,273 336,829 503,873 632,151
Total 289,273 336,829 503,873 632,151
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 1.95 1.94 1.94
Total 1.95 1.94 1.94
161
ADMINISTRATIVE SERVICES
ACCOUNTING AND BUSINESS LICENSING
PROGRAM OVERVIEW
The Finance Division oversees accounting and business licensing 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.
162
ACCOUNTING/
BUSINESS LICENSING
4100 ADMINISTRATIVE SERVICES
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 389,441 454,269 469,790 486,187
Materials 15,337 16,060 22,225 20,275
Contract Services 76,882 62,100 99,500 122,850
Cost Allocation 165,400 156,030 188,630 89,890
Total 647,060 688,459 780,145 719,202
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 647,060 688,459 780,145 719,202
Total 647,060 688,459 780,145 719,202
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 4.90 4.89 4.89
Total 4.90 4.89 4.89
163
ADMINISTRATIVE SERVICES
CITY CLERKlDUPLICA TING & 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. The Division also
provides repro graphic and mail service to 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, and to maintain a records management system
that facilitates timely access to information.
SERVICE OBJECTIVES
Provide complete, accurate, and timely information to the public, staff, and City Council in the
most cost effective way.
Maintain compliance with State laws regarding elections, records, annexations, commISSIOn
appointments, Brown Act public meeting requirements, legal notices, and Fair Political Practices
Commission filings.
Duplicate documents accurately and at a level of quality suitable for public distribution and
gather out-going mail from each department daily and prepare it with appropriate postage for
pick up by the post office.
Facilitate timely filing of required and voluntary documentation from candidates and committees
associated with election costs and candidate information, including Nomination Papers,
Candidates' Statements, and Statements of Economic Interest, as well as candidate biographies
and photographs.
Manage the documentation and election processes that are contracted with the County Registrar's
Office, and ensure compliance with the California Elections Code and the Fair Political Practices
Act.
164
CITY CLERK!
DUPLICATION & MAIL/ELECTIONS
4300 ADMINISTRATIVE SERVICES
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 371,429 366,594 417,680 330,911
Materials 78,586 65,653 122,250 135,900
Contract Services 158,563 364,685 323,500 415,000
Capital Outlay 0 7,577 0 0
Cost Allocation 72,060 62,240 71,640 85,280
Total 680,638 866,749 935,070 967,091
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 680,638 866,749 935,070 967,091
Total 680,638 866,749 935,070 967,091
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 4.50 4.50 3.50
Total 4.50 4.50 3.50
165
ADMINISTRATIVE SERVICES
EMERGENCY PREPAREDNESS
PROGRAM OVERVIEW
The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino
community and City staff are reasonably protected/prepared from emergencies and/or disasters.
The mission is accomplished through a comprehensive emergency preparedness, response,
recovery and mitigation program. OES is staffed by a representative of the Santa Clara County
Fire Department.
SERVICE OBJECTIVES
Maintain the City's Emergency Operations Center in a perpetual state of operational readiness.
Support the Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio
capability in Cupertino.
Systematically prepare, test and revise emergency response and recovery policies, plans and
procedures in compliance with the California Emergency Services Act and the Standardized
Emergency Management System (SEMS).
Coordinate training of City staff in personal preparedness, SEMSINIMS, and EOC functions.
Coordinate training of Cupertino residents in CPR, First Aid, Community Emergency Response
Team (CERT), and Personal Emergency Preparedness workshops for adults and Kaleidoscope
Public Safety Training for Jr. High and High School.
Provide guidance to neighborhood preparedness organizations through assistance with formation,
team training, and drills.
Promote emergency preparedness by publishing a monthly column (Simply Safe) in the
Cupertino Scene, maintaining an OES web site and providing public speaking support to
community groups, schools, and service clubs.
Maintain effective liaison with local, state and national emergency management organizations
and/or allied disaster preparedness and response agencies.
Ensure interagency/multi-agency coordination and communication for disaster planning and
responses.
Facilitate monthly school preparedness meetings to encourage planning and preparedness.
Develop City volunteer disaster response capability through development of a Medical Reserve
Corps and City CERT teams.
166
EMERGENCY PREPAREDNESS
4400 ADMINISTRATIVE SERVICES
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 0 13,645 27,500 30,000
Materials 125,358 52,290 27,700 29,900
Contract Services 11,609 15,923 27,000 27,000
Capital Outlay 1,728 0 0 0
Cost Allocation 5,480 4,100 5,040 5,800
Total 144,175 85,958 87,240 92,700
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 144,175 85,958 87,240 92,700
Total 144,175 85,958 87,240 92,700
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
167
ADMINISTRATIVE SERVICES
HUMAN RESOURCES/RETIREE MEDICAL!
INSURANCE ADMINISTRA TION/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 and safety programs for general liability, property and a self-
insured Workers' Compensation Program. Funding for retiree medical is also covered in the
Human Resources budget.
SERVICE OBJECTIVES
Provide timely personnel services to departments and divisions in a fair, objective, and equitable
manner.
Enter into agreements with employee groups concerning terms and conditions of employment.
Provide an employee development program addressing immediate and long-term training needs
of the City.
Provide departments a listing of qualified persons for employment consideration within 60 days
of an authorized vacant position.
Ensure for equal employment opportunity.
Administer classification plan.
Provide funding for retiree medical each year.
Provide for a working environment where respect for the individual IS encouraged and
safeguarded.
Provide personnel services consistent with the operational needs of user department.
Administer general liability and property insurance and associated claims.
Satisfy statutory regulations regarding Workers' Compensation and employee safety.
Promote a work environment that emphasizes safe work practices.
168
HUMAN RESOURCES/
INSURANCE ADMINISTRA TION/
RETIREE MEDICAL
4500 ADMINISTRATIVE SERVICES
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 916,551 1,487,909 989,660 1,159,395
Materials 18,242 31,506 58,000 56,500
Contract Services 822,914 1,047,683 1,032,191 985,900
Cost Allocation 22,570 20,770 28,410 18,660
Total 1,780,277 2,587,868 2,108,261 2,220,455
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Workers' Compensation 330,330 460632 289,540 276412
General 1,405,203 2,085,963 1,774,721 1,895,643
Long Term Disability 44,744 41,273 44,000 48,400
Total 1,780,277 2,587,868 2,108,261 2,220,455
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 3.00 3.00 3.00
Total 3.00 3.00 3.00
169
ADMINISTRATIVE SERVICES
CODE ENFORCEMENT
PROGRAM OVERVIEW
The Code Enforcement program provides for the enforcement of field activities related to the
Municipal Code. Code Enforcement staff also provide assistance to the Sheriffs Department by
responding to non-emergency calls in lieu of sworn law enforcement personnel.
The Code Enforcement activities include services related to parking enforcement, abandoned
vehicles, and ascertaining compliance with Municipal Code provisions concerning health and
sanitation, streets and sidewalks, noise, graffiti, and placement of signs on public property.
Assistance is provided to other departments and agencies as related to code enforcement
activities.
This budget also includes funding for the animal control contract. The City of Cupertino
contracts with the City of San Jose for field, medical, licensing, and sheltering services.
SERVICE OBJECTIVES
Respond to citizen, City department, and Sheriffs Department requests for services within 24
hours.
Provide services with an emphasis on public relations.
Enforce the Municipal Code in a fair, equitable, and objective manner.
170
CODE ENFORCEMENT
4700 ADMINISTRATIVE SERVICES
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 304,969 360,670 390,263 479,721
Materials 7,981 11 ,797 14,700 16,200
Contract Services 168,251 165,610 204,040 211,500
Cost Allocation 20,320 34,300 33,670 52,640
Total 501,521 572,377 642,673 760,061
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 501,521 572,377 642,673 760,061
Total 501,521 572,377 642,673 760,061
Personnel Summary
2005-06 2006-07 2007-08
Actual Adopted Adopted
Full-time 3.00 3.30 4.55
Total 3.00 3.30 4.55
171
ADMINISTRATIVE SERVICES
INFORMA nON TECHNOLOGY
PROGRAM OVERVIEW
This activity provides for all technology related expenses for the citywide management of
information services. The Information Technology Manager and staff are responsible for
implementing the City's Technology Master Plan and assists in training staff and troubleshooting
the City's information systems. These sytems include: the Pentamation financial/building
systems, Records Management system, CLASS Reservation System, Graphical Information
System (GIS) data, Code Enforcement databases and the specific departmental MS SQL
databases.
SERVICE OBJECTIVES
Establish standards and procedures for the replacement and maintenance of all personal
computers, printers, peripherals and systems defined in the Technology Master Plan.
Maintain and service the City's wide area network between eight separate locations.
Oversee the implementation of the following key information systems in fiscal year 2006/07:
Code Enforcement upgrades, Pentamation databases upgrade, phase three of E-Services, GIS
internet mapguide application and records management upgrade.
Infrastructure U p2rades
Amount
Replacement Equipment
Amount
Hardware/Software
E-Services
$150,000 Hardware/Software
100,000
$250,000 Total
$152,000
Total
$152,000
172
INFORMATION TECHNOLOGY
4800 ADMINISTRATIVE SERVICES
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 305,787 373,827 433,558 456,783
Materials 57,019 57,491 58,500 95,000
Contract Services 182,737 202,650 195,000 220,000
Capital Outlay 189,136 116,000 300,000 302,000
Cost Allocation 129,572 131,725 134,000 138,100
Total 864,251 881,693 1,121,058 1,211,883
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Information Technology 864,251 881,693 1,121,058 1,211,883
Total 864,251 881,693 1,121,058 1,211,883
Personnel Summary
2005-06 2006-07 2007-08
Actual Adopted Adopted
Full-time 3.00 4.00 4.00
Total 3.00 4.00 4.00
173
Parks and
Recreation
175
PARKS AND
RECREATION
Parks and Recreation
(2.89)
Sports Center/ Facilities/
Blackberry Golf Community Events
(5.00) (8.60)
Senior Center Blackberry Farm
(7.39) (0.00)
Youth Programs -
(4.88)
176
PARKS AND RECREATION
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
PARKS AND RECREATION
6100 ADMINISTRATION 236,005 264,751 284,038 461,074
236,005 264,751 284,038 461,074
FACILITIES/PARKS/BLACKBERRY FARM!
COMMUNITY EVENTS
6200 QUINLAN C.C., CULTURAL/SUPRVSN 444,260 469,049 460,159 502,122
6220 BLACKBERRY FARM PARK 734,804 670,293 610,450 218,011
6230 COMMUNITY HALL 3,537 5,130 27,024 30,110
6248 CULTURAL PROGRAMS 78,720 77,632 168,250 192,727
6265 QUINLAN COMMUNITY CENTER 581,537 644,032 671,684 393,858
1,842,858 1,866,136 1,937,567 1,336,828
YOUTH & TEEN PROGRAMS/
MC CLELLAN RANCH PARK
6300 YOUTH, TEEN, M.V. REC. CNTRlSUPVR 210,273 221,738 277,701 298,484
6342 YOUTH PROGRAMS 33,225 34,607 39,555 42,225
6343 TEEN PROGRAMS 9,538 8,303 12,500 7,610
6344 TEEN CENTER 55,081 50,547 71,123 63,120
6347 NATURE PROGRAMS 81,205 86,675 103,109 101,176
6349 RECREATION PROGRAMS 599,762 635,335 707,174 1,116,001
989,084 1,037,205 1,211,162 1,628,616
SPORTS & FITNESS/BLACKBERRY FARM
GOLF COURSE/MONT A VISTA REC/
CREEKSIDE PARK BUILDING
6400 PHYSICAL RECREATION/SUPERVISION 217,143 231,745 237,276 256,063
6440 BLACKBERRY FARM GOLF 443,196 458,859 458,068 566,993
6445 CREEKSIDE PARK PROGRAMS 6,175 6,018 8,500 8,500
6449 RECREATION PROGRAMS 753,038 732,074 910,290 905,222
6450 CUPERTINO SPORTS CENTER 1,208,490 1,205,173 1,256,408 1,440,819
6460 MONTA VISTA RECREATION CENTER 5,731 4,714 13,200 12,550
2,633,773 2,638,583 2,883,742 3,190,147
177
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
SENIOR CENTER PROGRAMS/STEVENS
CREEK TRAIL/BLUE PHEASANT
6500 SENIOR ADULT PROGRAMS 464,106 509,893 528,422 532,427
6529 SENIOR CENTER CASE MANAGER 31,464 49,948 52,220 70,076
6549 RECREATION PROGRAMS 438,440 588,819 568,314 670,553
6660 BLUE PHEASANT RESTAURANT 11,334 7,505 13,500 13,500
945,344 1,156,165 1,162,456 1,286,556
BLACKBERRYFARMI
NATURE PROGRAMS
6600 BLACKBERRY FARM ADMINISTRATION 132,122 143,352 131,731 0
6680 BLACKBERRY FARM RETREAT CENTER 17,006 22,845 28,574 0
149,128 166,197 160,305 0
TOTAL 6,796,192 7,129,037 7,639,270 7,903,221
178
PARKS AND RECREATION
ADMINISTRA nON
PROGRAM OVERVIEW
Provides overall department administration, as well as project management, community outreach
and support to the Parks and Recreation Commission.
SERVICE OBJECTIVES
Provide overall department administration, budget control, and employee development and
evaluation.
Apply for and administer grants in support of facility improvements and program development.
Construct improvements to the 4-H Ranch and Black Smith Shop at McClellan Ranch with a
contract project manager and the San Jose Conservation Corp.
Work with Santa Clara County Department of Roads and Airports on a strategy for
using/acquiring county-owned property along Lawrence Expressway as a creekside park.
Work with the Cupertino Historical Society (CHS) on planning for the Stocklmeir property;
should the history grant request be funded, work with CHS to improve the orchard and plan for
historic interpretation.
On-going improvement projects include: Sports Center (pool area), Quinlan patio (fountain
area), tennis court lighting.
Work with the Rancho neighborhood on park design for the water company parcels at
Sterling/Barnhart.
180
ADMINISTRA TION
6100 PARKS AND RECREATION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 227,628 257,398 267,808 437,614
Materials 4,231 3,865 8,300 14,600
Contract Services 656 378 3,500 500
Cost Allocation 3,490 3,110 4,430 8,360
Total 236,005 264,751 284,038 461,074
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 236,005 264,751 284,038 461,074
Total 236,005 264,751 284,038 461,074
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 1.90 1.89 2.89
Total 1.90 1.89 2.89
i81
PARKS AND RECREATION
F ACILITIES/P ARKS/BLACKBERRY FARM!
COMMUNITY EVENTS
PROGRAM OVERVIEW
Provides the supervision and management of the Quinlan Community Center, Community Hall,
and Conference Room 11 for private events, community group events, and recreation department
activities and classes, and reservable picnic sites. Provides supervision and management of the
Blackberry Farm Picnic area during the Stevens Creek Restoration Project. This division is also
responsible for the City's special events (Summer Concert Series, Cinema at Sundown,
Shakespeare, and the 4th of July.
For the 2007-08 fiscal year, this division will generate approximately $103,000 from facility
rentals and picnic reservations.
SERVICE OBJECTIVES
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 Public Works to replace the kitchen cabinets in the small kitchen, replace the carpet
in the Cupertino Room, remodel the front counter of the front office of the Quinlan Community
Center, and design of new facilities for Blackberry Farm.
Manage the Quinlan Community Center, Community Hall, reservable picnic areas, Blackberry
Farm picnic areas and pool.
Conduct and supervise the Summer Concert Series, Cinema at Sundown, 4th of July, and
community tree lighting activities.
Work with San Francisco Shakespeare Festival to bring free Shakespeare in the Park to
Cupertino.
Work with community groups and supervise all festivals that take place at Quinlan Center,
Memorial Park, and Community Hall.
Determine budget and staffing needs for the re-opening of Blackberry Farm and the retreat center
in 2009.
Work with CLASS computer systems to develop a facility and picnic booking system for
Blackberry Farm.
182
F ACILITIES/P ARKS/BLACKBERRY FARM
COMMUNITY EVENTS
6200 PARKS AND RECREATION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 994,799 984,758 979,593 796,218
Materials 2~7 ,545 251,854 248,245 203,640
Contract Services 386,699 455,427 508,229 213,200
Capital Outlay 36,822 78,157 50,000 0
Cost Allocation 166,993 95,940 151,500 123,770
Total 1,842,858 1,866,136 1,937,567 1,336,828
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 781,541 846,133 953,869 1,336,828
Recreation 326,513 349,710 373,248 0
Blackberry Farm 734,804 670,293 610,450 0
Total 1,842,858 1,866,136 1,937,567 1,336,828
Personnel Summary
2005-06 2006-07 2007-08
Actual Adopted Adopted
Full-time 7.00 7.55 8.60
Total 7.00 7.55 8.60
183
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
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 through the efforts of the Teen Commission.
The Youth/Teen Division will generate approximately $1,077,100 in user fees for the 2007-08
fiscal year.
SERVICE OBJECTIVES
Continue to provide a nine-month Preschool program at the Monta Vista Recreation Center and
the Quinlan Community Center. Research a curriculum structure that correlates with the
curriculum currently used in the Cupertino Union School District and implement that curriculum
in the Super Tots program.
Coordinate the following special events: the annual Volunteer/Staff Summer Recognition event,
Almost Anything Goes, Country Fair, Bunny Brunch, and Breakfast with Santa.
Continue to increase the enrollment and revenue for the Afterschool Enrichment program
through new marketing techniques. Continue to improve the cooperative working relationship
with the school district and offer new classes by hiring new contractors.
Investigate more ways to market Ceramic Center at Wilson Park and increase enrollment in
Ceramics classes and Ceramic birthday parties.
Continue to provide the Leader In Training program in and effort to enhance teens' job skills for
future employment opportunities.
Investigate new ways to promote the Teen Center through additional events and programs at the
site. Outreach at the schools to promote the teen program.
Update McClellan Ranch Trail Guide to reflect changes in the corridor and develop
informational signage at the park to provide park visitors with an understanding and appreciation
of the park features.
Continue to offer school group tours, fee-based nature classes and reinstitute the drop-in
Saturday programs.
Evaluate divisional programs and make changes and improvements as needed to maintain
adequate levels of revenue while maintaining service to the community.
184
YOUTH AND TEEN PROGRAMS
MC CLELLAN RANCH PARK
6300 PARKS AND RECREATION
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 671,990 687,005 768,259 816,576
Materials 90,829 105,736 110,913 165,560
Contract Services 214,002 236,520 323,650 637,000
Capital Outlay 2,998 0 0 0
Cost Allocation 9,265 7,944 8,340 9,480
Total 989,084 1,037,205 1,211,162 1,628,616
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 379,199 389,793 487,328 512,615
Recreation 609,885 647,412 723,834 1,116,001
Total 989,084 1,037,205 1,211,162 1,628,616
Personnel Summary
2005-06 2006-07 2007-08
Actual Adopted Adopted
Full-time 3.35 3.35 4.88
Total 3.35 3.35 4.88
185
PARKS AND RECREATION
SPORTS AND FITNESS
PROGRAM OVERVIEW
Provides for 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
$3,126,069 in user fees. The cost recovery estimate is approximately 99%.
SERVICE OBJECTIVES
Manage the Cupertino Sports Center, Blackberry Farm Golf Course, Monta Vista Recreation
Center, Creekside Park Building and eight school sites and various City fields.
Work with Public Works staff to develop a design for enhanced tennis court lighting, alternate
use for the pool area at the Sports Center, and renovation ofthe Memorial Park softball field.
Investigate the possibility of offering online program evaluations and reservation system for our
Sports Center customers.
Develop a list of facility improvements needed at Blackberry Farm Golf Course.
Operate one high school pool during the summer to facilitate the aquatics program.
Conduct and supervise the Big Bunny Fun Run.
Facilitate the adult softball program, accommodating 1,000 participants.
Continue the successful operation of ongoing programs.
Implement online tee time reservation system at the Blackberry Farm Golf Course.
Purchase an ADA compliant golf cart and call box for medical emergencies on the golf course.
186
SPORTS & FITNESS/BLACKBERRY FARM
GOLF COURSE/MONTA VISTA REC CENTER
CREEKSIDE PARK BUILDING
6400 PARKS AND RECREATION
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 661,761 653,137 771,378 794,711
Materials 120,774 116,731 157,950 200,916
Contract Services 1,814,544 1,838,316 1,913,434 2,149,800
Capital Outlay 6,325 0 17,000 15,000
Cost Allocation 30,369 30,399 23,980 29,720
Total 2,633,773 2,638,583 2,883,742 3,190,147
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 229,049 242,477 258,976 277,113
Recreation 753,038 732,074 910,290 905,222
Sports Center 1,208,490 1,205,173 1,256,408 1,440,819
Blackberry Farm 443,196 458,859 458,068 566,993
Total 2,633,773 2,638,583 2,883,742 3,190,147
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 5.50 5.50 5.00
Total 5.50 5.50 5.00
187
PARKS AND RECREATION
SENIOR PROGRAMS/STEVENS CREEK TRAIL/BLUE PHEASANT
PROGRAM OVERVIEW
Provide a welcoming and friendly Senior Center for everyone 50 years and older by striving to
enhance a healthy lifestyle through quality education, recreation, travel, socials and volunteer
opportunities. Through the case management program, homebound and/or at risk seniors are
served. 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 $500,000 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 give over 12,000 hours of
volunteer service annually.
Stevens Creek Trail is intended as a fully accessible trail that is compatible to its natural setting
and will accommodate a variety of trail uses. The trail begins at McClellan Road, continues
through McClellan Ranch Park, Blackberry Farm, Stocklmeir property, and finishes at Stevens
Creek Boulevard.
The Blue Pheasant property is a 6,800 square foot building that provides revenue from leasing
this restaurant site.
SERVICE OBJECTIVES
Implement division reorganization and transfer all Senior Center activities to the General Fund.
Investigate ways to market evening classes to seniors who are not Senior Center members.
Create a new layout for the Adult 50+ pages in the Recreation Schedule using good print design
features from The 50+ Market brochure.
Investigate and implement new staff support plan for Case Management using volunteers, interns
and paid temporary part-time staff.
Initiate plans to upgrade the Apple computers in the Senior Center technology lab to operating
system 10.
Prepare grant submittals for Reach C of Stevens Creek Trail.
Initiate Stocklmeir Orchard study, rehabilitation and management project.
Work with the Cupertino Historical Society on planning for the Stocklmeir property.
188
SENIOR CENTER PROGRAMS
STEVENS CREEK TRAIL/BLUE PHEASANT
6500 PARKS AND RECREATION
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 488,667 629,672 652,426 690,576
Materials 394,286 462,338 431,950 531,100
Contract Services 12,238 16,802 22,000 29,000
Cost Allocation 50,153 47,353 56,080 35,880
Total 945,344 1,156,165 1,162,456 1,286,556
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 495,570 559,841 580,642 1,286,556
Senior Center 438,440 588,819 568,314 0
Blackberry Blue Pheasant 11,334 7,505 13,500 0
Total 945,344 1,156,165 1,162,456 1,286,556
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 7.50 7.69 7.39
Total 7.50 7.69 7.39
189
PARKS AND RECREATION
BLACKBERRY FARM
PROGRAM OVERVIEW
This 33-acre recreational facility is currently closed. The City is working on the Stevens Creek
Restoration Project which affects the grounds of Blackberry Farm. Highlights of the completed project
include: a new Blackberry Farm community park. park/picnic upgrades, remodeled pool and catering
station, and a fully accessible trail between Blackberry Farm and McClellan Ranch. The project is
expected to be completed in the spring of 2009. The nine-hole golf course remains open during the
restoration project.
Funding for prior fiscal years reflects the history of the Retreat Center and Administration.
190
BLACKBERRY FARM
NATURE PROGRAM
6600 PARKS AND RECREATION
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 140,274 150,937 141,655 0
Materials 4,014 7,740 13,950 0
Contract Services 0 240 500 0
Capital Outlay 0 0 0 0
Cost Allocation 4,840 7,280 4,200 0
Total 149,128 166,197 160,305 0
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Blackberry Farm 149,128 166,197 160,305 0
Total 149,128 166,197 160,305 0
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 6.88 5.98 0.00
Total 6.88 5.98 0.00
191
Community
Development
193
COMMUNITY
DEVELOPMENT
Community
Development
(1.39)
I
I I I
Housing Services Building Planning
(0.79) (11.80) (8.28)
194
COMMUNITY DEVELOPMENT
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
PLANNING
7200 PLANNING ADMINISTRATION 206,193 209,148 285,124 211,184
206,193 209,148 285,124 211,184
CURRENT PLANNING
7301 CURRENT PLANNING 558,078 692,041 757,254 898,813
7302 MID AND LONG RANGE PLANNING 230,906 259,778 272,586 415,936
7304 V ALLCO REDEVELOPMENT 55,554 67,114 217,438 219,135
7305 ANNEXATIONS 0 0 12,000 10,000
7306 ECONOMIC DEVELOPMENT 3,432 5,628 105,058 130,381
7307 NORTH V ALLCO STUDY 0 0 100,000 0
847,970 1,024,561 1,464,336 1,674,265
HOUSING SERVICES
7401 CDBG GENERAL ADMINISTRATION 85,386 88,458 83,127 77,170
7402 REHAB LOAN ADMINISTRATION 61,857 411,636 500 500
7403 AFFORDABLE HOUSING 45,000 592,967 285,392 243,404
7404 PUBLIC SERVICE GRANTS 71,848 70,564 62,116 66,024
7405 BMR HOUSING 290,046 191,379 231,315 128,638
7406 HUMAN SERVICE GRANTS 39,582 39,790 42,000 40,092
593,719 1,394,794 704,450 555,828
BUILDING
7501 GENERAL BUILDING 351,590 483,573 661,986 688,646
7502 CONSTRUCTION PLAN CHECKING 853,430 1,502,761 717,873 725,631
7503 BUILDING CODE ENFORCEMENT 433,038 434,972 654,708 668,189
7504 BUILDING ABATEMENTS 291 17,425 25,000 25,000
1,638,349 2,438,731 2,059,567 2,107,466
TOTAL 3,286,231 5,067,234 4,513,477 4,548,743
195
COMMUNITY DEVELOPMENT
ADMINISTRATION
PROGRAM OVERVIEW
Efficiently manage the daily operations of the Community Development Department.
SERVICE OBJECTIVES
Development of systems to implement General Plan program policies and test their effectiveness.
Ensure that the General Plan and Economic Development plan are coordinated.
Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement
Program to ensure that buildings are constructed based upon approved codes and that they are
safe and well maintained.
Continue to utilize specialized training programs to develop a highly motivated and technically
competent staff.
Planners are encouraged to attend at least one UC extension course or equivalent course
regarding professional planning topics. The building inspectors will continue to participate in the
certificate program offered by the International Conference of Building Officials.
Continue to streamline the internal application processing system and public review process.
Continue efforts to create a more effective records management system and land use data system
using GIS.
196
ADMINISTRATION
7200 COMMUNITY DEVELOPMENT
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 189,309 191,408 174,414 184,074
Materials 4,578 4,997 10,200 9,700
Contract Services 1,066 3,093 91,000 11,000
Cost Allocation 11 ,240 9,650 9,510 6,410
Total 206,193 209,148 285,124 211,184
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 206,193 209,148 285,124 211 , 184
Total 206,193 209,148 285,124 211,184
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 1.49 1.39 1.39
Total 1.49 1.39 1.39
197
COMMUNITY DEVELOPMENT
PLANNING
PROGRAM OVERVIEW
Provide efficient and responsive professional planning services to the community and implement
city development policies, programs, and regulations.
The Mid and Long Range program examines the General Plan to ensure that it reflects
community values, prepares new and updated ordinances, prepares and interprets development
policy and works with several special purpose agencies to address issues of regional concern
such as transportation and air quality.
The Current Planning program provides technical processing of applications for land
development, including environmental assessment, architectural and landscaping review, and
commercial sign requests.
The Economic Development Committee is also covered in this division. The committee is
responsible for the identification and implementation of programs specifically targeted to
business retention, expansion and attraction. A detailed workplan is adopted each year to ensure
high priority of this program.
SERVICE OBJECTIVES
Provide timely and complete technical processing of approximately 100 applications for
discretionary land use entitlements and 50 code enforcement actions.
Check approximately 400 building permit plan sets for compliance with zoning requirements
within the time limits set by Planning Division policy.
Implement Housing programs: housing development; BMR & MCC programs, particularly for
public employees, teachers; housing advocacy program.
Maintain a parcel database, a project database, develop a Geographic Information System and
provide planning resources on Cupertino's web page.
Enhance the business environment and economic climate while maintaining a healthy balance
with residential concerns.
Improve pubic awareness and promote education of community interdependence.
Enhance and promote a strong local economy to provide municipal services that business and
residents desire and need to maintain the community's quality of life.
198
PLANNING
7300 COMMUNITY DEVELOPMENT
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 719,607 856,517 1,079,536 1,216,425
Materials 36,606 76,513 60,800 54,800
Contract Services 68,457 62,831 293,000 354,000
Cost Allocation 23,300 28,700 31,000 49,040
Total 847,970 1,024,561 1,464,336 1,674,265
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 792,416 957,447 1,246,898 1,455,130
Redevelopment Agency 55,554 67,114 217,438 219,135
Total 847,970 1,024,561 1,464,336 1,674,265
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 7.04 7.76 8.28
Total 7.04 7.76 8.28
199
COMMUNITY DEVELOPMENT
HOUSING SERVICES
PROGRAM OVERVIEW
The Housing Services Division manages the City's housing programs and related services for
residents of very low to moderate income. The Division's primary goals are (1) to encourage a
balanced community by improving the local availability of affordable housing opportunities and
(2) to maintain the existing housing stock by correcting housing deficiencies and building code
violations in existing homes.
The Division provides loans and grants for the development of affordable housing units, the
provision of housing related services, and the rehabilitation of single-family homes. The
Division also conducts research and recommends innovative approaches to the financing and
development of affordable housing options.
SERVICE OBJECTIVES
Submit approved Consolidated Plan to the federal department of Housing and Urban
Development (HUD). This year, the federal government decreased city allocations for
Community Development Block Grants (CDBG).
Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by
April 2008. Present CDBG proposals to the Housing Commission for their recommendation.
Conduct public hearing in November 2007 for setting CDBG funding priorities and a second
hearing in April 2008 for final award of CDBG funds.
Develop and monitor contracts with all CDBG sub-recipients on a quarterly basis.
Present funding applications and coordinate meetings as needed of the Cupertino Housing
Commission. Quarterly monitor housing program accounts and affordable housing loan
payments and rent payments to the Affordable Housing Fund. Meet with local developers and
other property owners to encourage the development of 30 affordable housing units.
Monitor existing Housing Rehabilitation Program loan collections, payoffs, foreclosures and
program income for $100,000 loan portfolio.
Provide Mortgage Credit Certificate funding in the amount of $ 100,000 (4 MCC's).
Work with school district to develop teacher housing assistance program.
200
HOUSING SERVICES
7400 COMMUNITY DEVELOPMENT
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 120,631 104,071 96,284 97,485
Materials 345,702 1,158,920 434,866 387,751
Contract Services 127,386 131,803 173,300 70,592
Total 593,719 1,394,794 704,450 555,828
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 172,105 39,790 42,000 40,092
Housing 421,614 1,355,004 662,450 515,736
Total 593,719 1,394,794 704,450 555,828
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.90 0.81 0.79
Total 0.90 0.81 0.79
201
COMMUNITY DEVELOPMENT
BUILDING
PROGRAM OVERVIEW
Safeguard the health, safety and welfare of residents, workers and visitors to Cupertino by
effective administration and enforcement of adopted codes and ordinances, which regulate the
design, construction, use, occupancy, location and maintenance of all buildings and structures.
SERVICE OBJECTIVES
Provide a friendly, efficient department that assists customers in meeting their deadlines and
objectives.
Increase the knowledge of staff through in-house training, meetings, and seminars.
Provide useful and informative data on the City's web site.
202
BUILDING
7500 COMMUNITY DEVELOPMENT
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 737,987 870,335 1,367,997 1,357,256
Materials 20,350 20,693 36,700 38,050
Contract Services 823,562 1,501,522 597,800 597,800
Cost Allocation 56,450 46,181 57,070 114,360
Total 1,638,349 2,438,731 2,059,567 2,107,466
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 1,638,349 2,438,731 2,059,567 2,107,466
Total 1,638,349 2,438,731 2,059,567 2,107,466
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 11.40 11.90 11.80
Total 11.40 11.90 11.80
203
Public
Works
205
PUBLIC WORKS
Public
Works
(3.23)
I I I I
Transportation Service Center Environmental Engineering
(4.75) (2.20) Programs (3.02) (5.68)
I
I I I I
Facility Ground Street General
Maintenance Maintenance Maintenance Services
(7.50) (18.15) (22.20) (4.40)
206
PUBLIC WORKS
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
ADMINISTRATION
8001 PUBLIC WORKS ADMINISTRATION 426,180 492,995 487,546 510,286
8005 ENVIRONMENTAL MANAGEMENT 145,434 143,661 139,855 144,057
571,614 636,656 627,401 654,343
ENVIRONMENTAL PROGRAMS
8003 RESOURCE RECOVERY 2,927,059 2,101,198 2,730,395 2,707,652
8004 NON POINT SOURCE 332,856 379,048 390,351 410,749
3,259,915 2,480,246 3,120,746 3,118,401
ENGINEERING SERVICES
8101 ENGINEERING DESIGN 599,604 637,984 735,963 826,313
8102 INSPECTION SERVICE 118,591 127,066 129,942 133,964
718,195 765,050 865,905 960,277
SERVICE CENTER
8201 ADMINISTRATION 826,999 853,997 857,087 854,778
826,999 853,997 857,087 854,778
GROUNDS
8302 MCCLELLAN RANCH PARK 38,393 39,481 43,610 44,551
8303 MEMORIAL PARK 474,625 527,563 558,483 518,506
8304 CITY CENTER PARK 25,776 -112 0 0
8312 SCHOOL SITE MAINTENANCE 431,352 469,349 543,543 654,619
8314 NEIGHBORHOOD PARKS 653,858 840,081 941,989 924,621
8315 SPORTS FIELD JOLLYMAN/CREEKSIDE 320,445 405,880 472,184 386,601
8321 CIVIC CENTER MAINTENANCE 111 ,688 125,577 164,694 143,149
2,056,137 2,407,819 2,724,503 2,672,047
207
STREETS
8402 STREET CLEANING
8403 SIDEWALK CURB AND GUTTER
8404 STREET PAVEMENT MAINTENANCE
8405 STREET SIGNS MARKINGS
8406 GRAFFITI REMOVAL
8407 OVERPASSES AND MEDIANS
8408 STREET TREE MAINTENANCE
8409 ELMWOOD PROGRAM
FACILITIES
8501 BUILDING MAINTENANCE CITY HALL
8502 LIBRARY
8503 SERVICE CENTER
8504 QUINLAN COMMUNITY CENTER
8505 SENIOR CENTER
8506 MC CLELLAN RANCH
8507 MONT A VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTINO SPORTS CENTER
8511 CREEKSIDE PARK
8512 COMMUNITY HALL MAINTENANCE
8513 TEEN CENTER BLDG MAINTENANCE
TRANSPORTATION
8601 TRAFFIC ENGINEERING
8602 TRAFFIC SIGNAL AND MAINTENANCE
8603 TRAFFIC SAFETY STUDY
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
84,171 73,290 59,114 81,181
498,102 275,888 159,476 157,459
263,941 233,640 262,170 197,557
405,614 389,416 412,568 387,341
38,551 49,768 54,138 55,293
573,897 603,898 763,220 679,436
448,725 524,004 564,065 820,579
215,099 248,124 291,383 302,755
2,528,100 2,398,028 2,566,134 2,681,601
398,517 386,077 514,987 575,040
215,926 212,972 206,378 236,943
223,773 262,086 298,839 268,886
311,665 318,662 366,215 334,267
150,335 133,333 162,717 170,008
41,580 47,632 59,029 64,690
91,258 90,475 97,405 122,196
16,050 24,800 25,156 37,672
25,802 23,666 30,302 49,830
205,917 186,396 202,098 215,922
60,150 48,473 57,385 62,912
38,261 121,580 154,268 126,945
23,806 22,915 27,126 27,357
1,803,040 1,879,067 2,201,905 2,292,668
248,443 274,704 453,665 489,713
317,544 379,544 412,710 455,269
0 0 0 300,000
565,987 654,248 866,375 1,244,982
208
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
GENERAL SERVICES
8830 STREET LIGHTING 379,842 429,368 436,392 485,826
8840 EQUIPMENT MAINTENANCE 830,321 859,440 841,509 899,474
1,210,163 1,288,808 1,277 ,901 1,385,300
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION 140,324 27,626 298,000 349,000
140,324 27,626 298,000 349,000
TOTAL 13,680,474 13,391,545 13,382,290 16,213,397
209
PUBLIC WORKS
ADMINISTRATION
PROGRAM OVERVIEW
Administers the different divisions within the Public Works Department -- Engineering,
Environmental Programs, Transportation, Facilities, General Services, Grounds, and Streets.
SERVICE OBJECTIVES
Carry out the responsibilities of the Public Works Department III the most efficient and
productive manner by continuously assessing current programs.
Provide response within 24 hours to the community on complaints and request for services.
Represent the City on county and regional issues such as congestion management.
210
ADMINISTRA TION
8000 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 429,057 498,315 474,961 497,823
Materials 55,319 51,838 58,100 63,100
Contract Services 70,098 72,552 81,500 80,500
Cost Allocation 17,140 13,950 12,840 12,920
Total 571,614 636,655 627,401 654,343
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 571,614 636,655 627,401 654,343
Total 571,614 636,655 627,401 654,343
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 3.25 3.23 3.23
Total 3.25 3.23 3.23
211
PUBLIC WORKS
ENVIRONMENTAL PROGRAMS
PROGRAM OVERVIEW
The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff
Program Fund and the Environmental Management activity. The Division provides contract
management, program development and implementation and public education and information as
they relate to solid waste, recycling, household hazardous waste, and urban runoff pollution
prevention.
SERVICE OBJECTIVES
Comply with State AB939 requirements to divert 50% solid waste to the landfill by the year
2000, and maintain 50% diversion by implementing source reduction, recycling and composting
programs.
Provide contract oversight for solid waste and recyc1ables collection and hauling, yard waste
processing, compost hauling, solid waste disposal and household hazardous waste collection.
Comply with Regional Water Quality Control Board permit requirements with regard to urban
runoff pollution prevention.
Coordinate urban runoff pollution prevention activities (street sweeping, catch basin cleaning,
new development and construction best management practices) with other departments and
divisions (e.g. Planning, Building, Engineering, Public Works Service Center).
Represent the City on county and regional issues such as solid waste, urban runoff pollution
prevention and household hazardous waste.
Provide public education and information to the residents, businesses and schools regarding
environmental programs.
212
ENVIRONMENT AL PROGRAMS
8003-8004 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 209,151 290,720 328,916 349,251
Materials 7,595 58,945 26,800 26,800
Contract Services 3,043,170 2,110,370 2,739,000 2,691,500
Capital Outlay 0 0 0 50,000
Cost Allocation 0 20,211 26,030 850
Total 3,259,916 2,480,246 3,120,746 3,118,401
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Resource Recovery 2,927,059 2101198 2730395 2707652
Non Point Source 332,857 379,048 390,351 410,749
Total 3,259,916 2,480,246 3,120,746 3,118,401
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Proposed
Full-time 3.02 3.02 3.02
Total 3.02 3.02 3.02
213
PUBLIC WORKS
ENGINEERING SERVICES
PROGRAM OVERVIEW
The Engineering Division provides design and construction administration for all capital
improvement programs including streets, buildings, parks, utilities, and pavement maintenance.
The Division reviews plans for all private developments including residential, commercial and
industrial to ensure conformance with City standards. Inspection services ensure compliance
with city standards on all public and private projects.
SERVICE OBJECTIVES
Respond to public inquiries or complaints in a timely manner.
Ensure that all public improvements are constructed in accordance with City standards.
Place safety of the general public, City employees and workers as the highest priority on
construction sites. Minimization of injury accidents and prevention of fatalities is safety goal.
Maintain infrastructure at the least possible cost by selecting the program to yield the best
benefit/cost ratio.
Continue to expand GIS system.
214
ENGINEERING SERVICES
8100 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 617,067 684,753 683,005 695,037
Materials 12,736 18,958 21,000 21,000
Contract Services 51,582 29,509 108,400 208,400
Capital Outlay 0 0 18,000 0
Cost Allocation 36,810 31,830 35,500 35,840
Total 718,195 765,050 865,905 960,277
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 718,195 765,050 865,905 960,277
Total 718,195 765,050 865,905 960,277
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 5.75 5.68 5.68
Total 5.75 5.68 5.68
215
PUBLIC WORKS
SERVICE CENTER
PROGRAM OVERVIEW
Administer the operations of the public works field operations including streets, facilities, and
grounds divisions, and provides administration for the service center and clerical support. Costs
related to non-specific activity functions; such as, sick leave, holiday, vacation, other leaves,
travel time, contract administration for school crossing guards, and equipment operating cost are
recorded to this cost center.
SERVICE OBJECTIVIES
Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs,
vehicle and equipment, and streetlights.
Maintain records of all complaints and requests for services by tracking responses through
computer programs.
Maintain productivity units of measure for each task performed by employee and activity center.
Administer the Elmwood work furlough program to assist in daily cleanup tasks in the City.
216
SERVICE CENTER
8200 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 334,578 365,643 346,517 346,918
Materials 47,293 54,348 64,500 64,500
Contract Services 118,798 137,536 147,000 147,000
Cost Allocation 326,330 296,470 299,070 296,360
Total 826,999 853,997 857,087 854,778
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 826,999 853,997 857,087 854,778
Total 826,999 853,997 857,087 854,778
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 2.20 2.20 2.20
Total 2.20 2.20 2.20
217
PUBLIC WORKS
GROUNDS
PROGRAM OVERVIEW
The Grounds Division maintains 16 parks and landscape areas consisting of approximately 122
acres of community and neighborhood facilities. The park sites include Memorial, Linda Vista,
McClellan, Monta Vista, Portal, Somerset, Varian, Wilson, Jollyman, Three Oaks, Hoover,
Canyon Oak, Little Rancho, Creekside. Library Field and Civic Center Plaza. The City also
maintains school sites for recreational activities at Hyde, Eaton, Lincoln, Regnart, Faria, Stevens
Creek, Garden Gate, and Kennedy schools consisting of approximately 52 acres.
SERVICE OBJECTIVES
Daily Tasks: restroom maintenance, equipment repair, general cleanup, debris, and graffiti
removal. Goal to minimize complaints to less than two per month.
Weekly Tasks: mowing, edging, maintenance of play equipment and park accessones.
Maintenance of tennis courts, where available.
Quarterly Tasks: landscape maintenance, aerating, fertilizing, weeding, etc.
Semi-Annual Tasks: pruning and spraying trees and shrubs, and as needed, sprinkler repair,
replacement of planting material, tennis court nets, etc.
Maintain school sites for recreational activities for Eaton, Regnart, Faria, Stevens Creek, Hyde,
Garden Gate, Kennedy, and Lincoln (approximately 52 acres).
Utilize Elmwood work furlough program to assist in weekend and weekday cleanup programs.
This is equal to approximately three (3) full time maintenance workers.
Contract restroom cleaning at the following park sites: Linda Vista, Monta Vista, Portal, Wilson,
McClellan Ranch, Memorial, Jollyman, and Creekside Parks.
218
GROUNDS
8300 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 1,240,036 1,412,864 1,595,458 1,608,772
Materials 471,445 544,813 585,225 575,225
Contract Services 160,077 130,598 175,500 200,500
Capital Outlay 14,909 153,354 175,000 71,000
Cost Allocation 169,670 166,190 193,320 216,550
Total 2,056,137 2,407,819 2,724,503 2,672,047
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 2,056,137 2,407,819 2,724,503 2,672,047
Total 2,056,137 2,407,819 2,724,503 2,672,047
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 18.40 18.40 18.15
Total 18.40 18.40 18.15
219
PUBLIC WORKS
STREETS
PROGRAM OVERVIEW
The Streets Division maintains all street rights-of-way pavement, including curb, gutter,
sidewalks, street signs and markings, and storm drain system. Administers the street-cleaning
program. The division maintains another 31.54 developed acres of median and overpasses,
21.69 undeveloped acres, and approximately 13,000 street trees within the park strip.
SERVICE OBJECTIVES
Provide high-level maintenance of city's infrastructure to protect the City's investment.
Continue annual street maintenance program consisting of slurry sealing and improving the
structural integrity by adding asphalt overlays to existing facilities. The City utilizes an up-to-
date computerized pavement management program that assists in developing priorities and
providing future planning for scheduling road improvements and maintaining all the streets in
the community.
Cleanup of storm drain inlets and respond to citizen requests immediately.
Perform mainline cleaning contractual arrangements. The City pays San Jose a fee for use of
San Jose's facilities in the area that was de-annexed from San Jose and annexed to Cupertino.
Perform street cleaning every two weeks in residential areas and every week in the commercial
and industrial areas. The City presently has approximately 696 curb miles that are swept each
month.
Annual maintenance of sidewalks, curbs, and gutters through contractual service. Respond
within 24 hours for emergency or temporary repair to alleviate hazardous conditions.
Perform maintenance of all streets, traffic signs and markings within 24 hours to minimize
liability.
Repaint markings and legends once a year prior to the beginning of the school year and
centerline striping as needed.
Maintenance of street trees: staff performs watering, spraying, staking, pruning, and fertilizing in
the commercial areas. Contract for major tree maintenance.
Administer and schedule the weekday and weekend Elmwood work furlough program.
Maintenance of landscaping medians strips, trails, landscape roadsides and public right of ways:
Staff performs maintenance of irrigation systems, weed control, pruning and fertilizing of plant
material in these areas. Pond Maintenance.
Respond within 48 hours to cleanup of graffiti on city property.
220
STREETS
8400 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Employee Compensation 1,485,044 1,653,525 1,924,034 1,956,721
Materials 348,141 348,020 373,450 402,950
Contract Services 417,165 146,596 13,500 13,500
Capital Outlay 13,480 3,617 35,000 40,000
Cost Allocation 264,270 246,270 220,150 268,430
Total 2,528,100 2,398,028 2,566,134 2,681,601
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Gas Tax 1,167,658 898,944 834,214 742,357
General Fund 1,360,442 1,499,084 1,731,920 1,939,244
Total 2,528,100 2,398,028 2,566,134 2,681,601
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 22.45 22.45 22.20
Total 22.45 22.45 22.20
221
PUBLIC WORKS
FACILITIES
PROGRAM OVERVIEW
Provides maintenance and mechanical services to all public buildings. These include 13 City-
owned buildings and nine single standing restroom facilities.
Administers the janitorial contract, alarm system, and the maintenance of building equipment at
all City facilities and special projects.
SERVICE OBJECTIVES
Maintain City buildings and installations to reflect community pride by responding to citizen
requests within 24 hours.
Strive for safe and clean working environment for the public and employees and reduce
complaints to less than 24 requests per year.
Maintain City communication system and telephone system.
222
FACILITIES
8500 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 575,645 726,376 734,435 766,144
Materials 553,716 580,651 674,200 684,650
Contract Services 565,679 420,896 551,700 542,700
Capital Outlay 70,570 65,844 159,000 226,054
Cost Allocation 37,430 85,300 82,570 73,120
Total 1,803,040 1,879,067 2,201,905 2,292,668
Expenditures by Fund
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
General 1,597,123 1,692,671 1,999,807 2,076,746
Sports Center 205,917 186,396 202,098 215,922
Total 1,803,040 1,879,067 2,201,905 2,292,668
Personnel Summary
2005-06 2006-07 2007-08
Actual Adopted Adopted
Full-time 7.60 7.60 7.50
Total 7.60 7.60 7.50
223
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.
Staff, with support of consultants, is designing and building capital improvements projects for
the transportation system. For traffic signals, they have implemented the adaptive traffic signals
control system, and are continuing to implement Silicon Valley Smart Corridor. For bicycle and
pedestrian facilities, they have been instrumental in implementing the Mary Avenue Bicycle
Footbridge.
SERVICE OBJECTIVES
Ensure the efficiency and safety of the street system through continual observation of traffic
signals and other traffic control devices. Review traffic collision reports periodically, traffic flow
patterns annually, intersection levels of service annually, and neighborhood traffic issues as
needed.
Cooperate with neighboring jurisdictions on mutual issues that affect both traffic safety and
traffic efficiency at city boundaries. Continue training personnel in traffic engineering by
encouraging attendance at classes and seminars at least once a year.
Maintain the level of service on the traffic control systems by monitoring traffic volumes at least
once per year and updating the traffic signal timing patterns more frequently.
224
TRANSPORTATION
8600 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 373,601 402,929 548,505 556,042
Materials 64,750 63,762 71,200 73,500
Contract Services 82,096 117,462 178,500 554,500
Capital Outlay -11,600 15,485 0 0
Cost Allocation 57,140 54,610 68,170 60,940
Total 565,987 654,248 866,375 1,244,982
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 565,987 654,248 866,375 1,244,982
Total 565,987 654,248 866,375 1,244,982
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 4.35 4.35 4.75
Total 4.35 4.35 4.75
225
PUBLIC WORKS
GENERAL SERVICES
PROGRAM OVERVIEW
Provides maintenance and service to all vehicles (92), rolling stock (48), trailers (16), riding
mowers (12), and all power equipment (221). Maintains (3250) City-owned streetlights, parking
lot lights, and park lights. Responsible for inspections of all new street light installations.
Responsible for handling of hazardous waste and materials and responding to non-point source
spills. Maintains above and below ground fuel tanks. Maintains the complete Service Center yard
maintenance. Perform fabrication, welding and repair of metal parts and equipment for City
vehicles, apparatus, structures and facilities. Respond to USA underground locates, and mark
City owned utilities.
Responsible for writing of specifications and bidding process for major purchasing of trucks,
tractors, and other equipment; also administration of street sweeping and storm drain contracts.
Responsible for all hazardous waste records, manifests, and reports, as well as all Service Center
employee training and training records as required by OSHA.
SERVICE OBJECTIVES
Maintain the City streetlight system for a safe environment and respond to outages within five
working days of first notice.
Maintain City vehicles and equipment for general maintenance and safety.
Maintain City Park and parking lot lights for a safe environment.
Strive for a safe and clean working environment for the public and employees at the Service
Center Maintenance yard.
Repair vandalized, broken and worn metal equipment for safety.
226
GENERAL SERVICES
8800 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Employee Compensation 378,493 430,543 449,671 464,700
Materials 407,607 447,338 455,000 488,000
Contract Services 66,271 90,791 91,000 91,000
Capital Outlay 17,442 64,855 65,000 117,000
Cost Allocation 340,350 255,281 217,230 224,600
Total 1,210,163 1,288,808 1,277,901 1,385,300
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 379,842 429,368 436,392 485,826
Equipment Maintainence 830,321 859,440 841,509 899,474
Total 1,210,163 1,288,808 1,277,901 1,385,300
Personnel Summary
2005-06 2006-07 2007-08
Actual Adopted Adopted
Full-time 4.20 4.20 4.40
Total 4.20 4.20 4.40
227
PUBLIC WORKS
FIXED ASSETS ACQUISITION
PROGRAM OVERVIEW
The purchase of equipment having a value greater than $5,000, expected life of more than one
year, and used for general government purposes is financed from this budget. Equipment users
are charged for the use of these assets through a depreciation schedule. Equipment used by
Special Revenue and Enterprise funds are charged to the respective funds.
SERVICE OBJECTIVES
Obtain quality equipment through competitive bidding.
Pursue the purchase of energy efficient vehicles whenever possible.
CAPITAL OUTLAY
Replacement Fund Purchase
All Prices include safety light bar, tool racks, truck bed inserts, and two-way radios. Hybrids are
not available for the following replacement vehicles and equipment except vehicle number 51.
Vehicle #
Description
Amount
103
06
45
84
44
27
31
51
00
00
72 Inch Riding Mower
1990 Flat Bed 16 ft. Utility Truck Diesel
1989 % Ton Pick-up
1997 1 Ton Crew-cab Pickup
1989 % Ton Pickup
19961 Ton & Service Body & Lift Gate
1990 1 Ton & Service Body Dump Insert
1990 Replace with Hybrid Vehicle SUV
Renovaire Aerator
Ride-on Fertilizer Machine
$20,000
80,000
25,000
30,000
25,000
38,000
40,000
30,000
10,000
7.000
$305,000
New Equipment
Carpet Extractor Cleaning Machine
Grinder Attachment
Bituminous Street Button Applicator
$10,000
9,000
25.000
$44,000
Total Fixed Assets:
$349,000
228
FIXED ASSETS ACQUISITION
9820 PUBLIC WORKS
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Capital Outlay 140,324 27,626 298,000 349,000
Total 140,324 27,626 298,000 349,000
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Equipment Maintenance 140,324 27,626 298,000 349,000
Total 140,324 27,626 298,000 349,000
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
229
Non-
Departmental
231
NON-DEPARTMENTAL
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
INTERFUND TRANSFERS
0100 OPERATING TRANSFER OUT
GENERAL FUND 8,742,000 7,917,000 9,215,000 15,648,000
PARK DEDICATION FUND 1,761,000 657,000 500,000 0
RECREATION PROGRAMS 888,000 200,000 0 0
SPORTS CENTER 0 100,000 0 0
CAPITAL IMPROVEMENT 41,000 0 0 330,000
STORM DRAIN FUND 0 0 0 95,000
REDEVELOPMENT AGENCY 0 0 0 275,000
SENIOR CENTER 0 0 0 125,000
RESOURCE RECOVERY 500,000 500,000 500,000 500,000
11,932,000 9,374,000 10,215,000 16,973,000
DEBT SERVICE
5301 FACILITIES CORPORATION 3,534,526 3,532,913 3,534,588 3,538,063
5306 TRAFFIC IMPACT 34,925 38,237 36,363 39,000
5304 V ALLCO ASSESSMENT DISTRICT 0 0 120,000 0
3,569,451 3,571,150 3,690,951 3,577,063
TOTAL 15,501,451 12,945,150 13,905,951 20,550,063
233
NON-DEPARTMENTAL
INTERFUND TRANSFERS
PROGRAM OVERVIEW
Interfund transfers represent transfers of monies between various funds. These transfers provide
additional resources to the receiving fund to support operating and capital project costs. For the
2006-07 fiscal year, budget activity accounts have been established for the following transfers:
1. Funding from the General Fund for capital improvements in the Capital Project Funds:
$6,236,000 for Stevens Creek Corridor Park; $1,500,000 for Lawrence and Mitty Park
(Saratoga Creek); $200,000 for the tennis court lighting and $500,000 for the pool demo and
court upgrade; $748,000 for various facility improvements and $100,000 for infrastructure
reserve.
2. Funding from the General Fund to the Debt Service Fund in the amount of $3,538,000 which
provides for the annual payment of the Certificates of Participation for the City Hall/Library
remodel, Wilson Park, Memorial Park, Open Space acquisitions, the new library and the new
animal control facility.
3. Funding from the General Fund to the Information Technology Systems Fund in the amount
of $150,000 which provides for new technology equipment and Phase Two of E-
Government.
4. Funding from the General Fund to the Gas Tax Fund in the amount of $750,000 to provide
for costs associated with the street projects.
5. Funding from the Resource Recovery Fund to the General Fund in the amount of $500,000
representing the fourth of four payments to reimburse costs for waste cleanup.
6. Funding from the General Fund to the Retiree Medical Fund in the amount of $1,882,000 to
provide for current and future retiree medical obligations.
7. Funding from the General Fund to the Equipment Fund in the amount of $44,000 which
provides for new rolling vehicles.
8. Funding from the Senior Center to the General Fund in the amount of $125,000 to transfer all
activities.
9. Funding from the Redevelopment Agency Fund to the General Fund in the amount of
$275,000 to payback the outstanding loans.
10. Transfer $330,000 from the Capital Project Fund to the General Fund to reinstate monies for
various CIP projects.
11. Transfer $95,000 from the Storm Drain Fund to the Gas Tax Fund for various projects.
234
INTERFUND TRANSFERS
0100 INTERFUND TRANSFERS
Expenditures by Category
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Adopted
Operating Transfers Out 11,932,000 8,483,746 10,215,000 16,973,000
Total 11,932,000 8,483,746 10,215,000 16,973,000
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
General 8,742,000 7,026,296 9,215,000 15,648,000
Park Dedication 1,761,000 657,450 500,000 0
Storm Drain 0 0 0 95,000
Recreation Fund 888,000 200,000 0 0
Sports Center 0 100,000 0 0
Capital Improvement 41,000 0 0 330,000
Resource Recovery 500,000 500,000 500,000 500,000
Redevelopment Agency 0 0 0 275,000
Senior Center 0 0 0 125,000
Total 11,932,000 8,483,746 10,215,000 16,973,000
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
235
NON-DEPARTMENTAL
DEBT SERVICE
PROGRAM OVERVIEW
The Debt Service Program provides for the payment of principal and interest obligations and
associated administrative costs incurred with the issuance of debt instruments for the City and the
Public Facility Corporation. The budget includes funding for the following debt service
payments:
1. The Public Facility Corporation's annual payments of principal and interest on the City
Hall/Library, WilsonlMemorial 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 ofthe capital acquisitions follows:
. Increased 90 acres of park real estate to 190 acres, alii % increase;
. Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase;
. Specific purchases included:
Blackberry Farm - $18 million, voter approved debt;
Creekside Park - $12 million voter approved debt;
Sports Center - $8 million;
Quinlan Community Center, including park real estate - $6.1 million;
Wilson Park and improvements - $5.6 million;
Jollyman Park development - $1 million;
City Hall renovation/improvements - $1.7 million;
Library renovation/improvements - $1.7 million.
New library/community center - $10 million.
2. The annual payment of principal and interest on outstanding - special assessment bonds for
Traffic Impact. The City acts as agent for the property owners of parcels upon which
assessments were made for local improvements and therefore is not a guarantee or directly
liable for the debt.
236
DEBT SERVICE
5301-5306 DEBT SERVICE
Expenditures by Category
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Debt Service/Other 3,569,451 3,571,150 3,690,951 3,577,063
Total 3,569,451 3,571,150 3,690,951 3,577,063
Expenditures by Fund
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Adopted
Facilities Corporation 3,534,526 3,532,912 3,534,588 3,538,063
Traffic Impact 34,925 38,238 36,363 39,000
Vallco Assessment District 0 0 120,000 0
Total 3,569,451 3,571,150 3,690,951 3,577,063
Personnel Summary
2005-06 2006-07 2007 -08
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
237
Five Year
Capital
Improvements
Program
Fiscal Years 2007-08 to 2011-12
239
Proposed Five Year Capital Improvement Program
Current
Fund Description 2006-07 2007 -08 2008-09 2009-10 2010-11 2011-12
9100 Parks
420-9121 Memorial Park Softball Field Renovation 20,000 230,000
420-9122 Sterling Barnhart Park Acquisition 1,000,000
420-9123 Library Field Renovation 100,000
420-9124 McClellan Ranch Facility Improvements 717,000
420-9125 Stocklmeir Property Preservation 35,000 15,000
New Project
420-9126 Sterling Barnhart Park Construction 10,000 40,000 800,000
Sports Center Soundwall Replacement 350,000
Lawrence&Mitty Park (Saratoga Creek) 1,500,000
Vetrans Memorial 55,000
Total 65,000 3,657,000 1,150,000 0 0 0
9200 Buildings
420-9229 City Hall Emergency Power/Electrical System 40,000 400,000
420-9236 Sports Center Tennis Court Lighting 250,000
420-9232 Library Improvements & Upgrades 20,000 100,000
420-9234 Monta Vista Park Building Replace HV AC System 60,000 90,000
420-9235 Service Center Security Gate 50,000
tv New Projects
~
0 420-9237 Quinlan Center Fountain Replacement 20,000 280,000
Library Court Yard Improvements 50,000
570-9231 Sports Center Upgrade & Pool Demo 500,000
420-9---- Green Project - to be identified 500,000
Total 140,000 1,720,000 500,000 0 0 0
* EF = Enterprise Fund
9400 Streets
270-9450 Pavement Management 2,808,000 750,000 750,000 750,000 750,000 750,000
270-9450 Pavement Management - STP Portion 529,000 372,000
270,9451 Curb, Gutter and Sidewalk Repairs 500,000 750,000 750,000 750,000 750,000 750,000
270-9453 City Monument Signs Replacement (4) 100,000
270-9452 Rancho Rinconada Street Study 100,000
Total 3,837,000 1,872,000 1,700,000 1,500,000 1,500,000 1,500,000
Proposed Five Year Capital Improvement Program
Fund
Description
Current
2006-07
2007 -08
2008-09
2009-10
2010-11
2011-12
9500 Traffic Facilities
270-9435 Neighborhood Traffic Calming Measures 5,000 50,000
420-9549 Safe Routes to School-Garden Gate & Sig. Upgrade 475,000
at Stelling/Greenleaf (Grant Pending)
420-9547 Yellow & Ped Head LED& Traffic Signal 65,000 55,000 30,000
Battery Backup System
420-9547 Countdown Ped Heads 50,000 50,000 50,000
420-9551 Lawrence Exppwy.lMitty Xing (Cupertino Share) 75,000
420-9552 Stevens Cr. Blvd.lSR85 on Ramp x Walk Improv. (HES) 75,000
420-9555 SVITS Extensions (FO Cable & Boxes) 35,000 15,000
420-9556 Remove Traffic Sig. Flashing Red L T Arrows(4 Locations; 60,000
New Projects
DeAnzas Blvd.lMcClellan/Pacifica Signal Modification 200,000
Various Traffic Signal/Intersection Modifications 75,000
Total 165,000 1,070,000 80,000 50,000 0 0
9700 Storm Drainage
tv 210-9612 Minor Storm Drain Improvements 118,000 75,000 75,000 75,000 75,000 75,000
~ 215-9620 Monta Vista Storm Drainage Syst. 134,000 800,000
......
215-9612 Master Storm Drain Plan Update 30,000
270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge(SCVWD) 90,000 250,000 25,000
Total 342,000 1,155,000 100,000 75,000 75,000 75,000
Major Projects
428-9449 Mary Ave. Bicycle Footbridge 8,165,000
427-9112 Stevens Creek Corridor Park (Phase I) 1,800,000 8,809,000 1,000,000 500,000
1,800,000 16,974,000 1,000,000 0 500,000 0
Total Capital Improve. Prog. 6,349,000 26,448,000 4,530,000 1,625,000 2,075,000 1,575,000
Total Outside Revenue Share 2,105,000 14,869,108 1,350,000 825,000 825,000 825,000
Net City General Fund Funding 4,244,000 11,578,892 3,180,000 800,000 1,250,000 750,000
REVENUE
Proposed Five Year Capital Improvement Program
Current
Fund Descriotion Funding Source 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
9100 Parks
420-9124 McClellan Ranch Facility Improvements Land&Water Conservation, Park Bond 285,915
420-9122 Sterling Barnhart Park Acquisition Sale of City Owned Property 1,000,000
Memorial Park Softball Field Renovation Recreation 230,000
Library Field Renovation 100,000
Sports Center Soundwall Replacement 350,000
Total 0 1,615,915 350,000 0 0 0
9400 Streets
270-9450 Pavement Management Safe ,Accoountable ,Flexible, Efficient T ransp. 468,000 330,000
Equity Act, A legacy for users-SAFETEA-LU
City Monument Signs Replacement (2) Developer and Insurance Settlement 50,000
Rancho Rinconada Street Study (VTA Local Streets & County Roads) 100,000
Curb, Gutter and Sidewalk Repairs Gas Tax 500,000 750,000 750,000 750,000 750,000 750,000
Total 968,000 1,080,000 900,000 . 750,000 750,000 750,000
9500 Traffic Facilities
420-9549 Safe Routes to School-Garden Gate & SR2S 427,500
Sig. Upgrade at Stelling/Greenleaf
420-9552 SCB/SR85 on Ramp x walk Improvements (Hazard Elimination Safety pgm - Hes Caltrans) 67,500
DeAnzas /McClellan/Pacifica Sig. Mod. Developer 200,000
Total 0 695,000 0 0 0 0
9600 Storm Drainage
210-9612 Minor Storm Drain Improvements Storm Drain Account 47,000 75,000 75,000 75,000 75,000 75,000
215-9620 Monta Vista Storm Drainage Syst. Storm Drain Account 10,000 800,000
215-9612 Master Storm Drain Plan Update Storm Drain Account 30,000
270-9443 Bollinger Bike Lanes/Calabazas Cr. Brdg. Storm Drain Account 95,000 25,000
Total 57,000 1,000,000 100,000 75,000 75,000 75,000
Major Projects
427-9112 Stevens Creek Corridor Park . Urban Park Act, Land&Water Conservation, 400,000 2,480,000
Roberti-Z'Berg-Harris, SCVWD FACHE Settlement,
Dept. of Water Resources, SCVWD Collaborative
427-9112 Stevens Creek Corridor Park (EF)* Blackberry Farm Revenue Account 680,000 200,000
427-9112 Stevens Creek Corridor Park Sale of City Owned Property 500,000
270-9449 Mary Avenue Bicycle Footbridge VT A Measure BITFCA/TDA 6,111,000
270-9449 Mary Avenue Bicycle Footbridge City of Sunnyvale 110,000
270-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BT A - 2003/2004 600,000
270-9449 Mary Avenue Bicycle Footbridge TDA (Non BEP)2004-05:$65,000;2005-06:$38,000 103,000
270-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BT A - 2005/2006 300,000
270-9447 Mary Avenue Bicycle Footbridge TDA 06/07 42,193
270-9447 Mary Avenl,le Bicycle Footbridge TDA 07/08 32,000
Total 1,080,000 10,478,193 0 0 0 0
tv
~ TOTAL OUTSIDE REVENUE SHARE 2,105,000 14,869,108 1,350,000 825,000 825,000 825,000
tv
Unfunded Five Year Capital Improvement Program
Current
Fund Description 2006-07 2007 -08 2008-09 2009-10 2010-11 2011-12
9100 Parks
Rancho Rinconada Park Construction 2,000,000
Stevens Creek Corridor Park (Phase 2) 3,000,000
0 0 0 5,000,000 0 0
9200 Buildings
City Hall Remodel with Seismic/ADA! 3,000,000
Fire Code Upgrades (Essential Building)
0 0 3,000,000 0 0 0
9300 Trails
0 0 0 0 0 0
9500 Traffic Facilities
tv Memorial Park Sidewalk Enhancements on SCB 150,000
~
w Pedestrian Enhancements on Overpasses 350,000
0 0 0 0 0 500,000
9700 Storm Drainage
Bubb/McClellan Storm Sewer Upgrade 750,000 2000000
0 0 0 0 750,000 2,000,000
Total Unfunded Projects 0 0 3,000,000 5,000,000 750,000 2,500,000
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SllMtiJlAR.:Y: ()F:Fll No.lN.~:$.QLJ~~:es.:::::.:.
GF=GENERAL FUND
RC=RECREATION FUND
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
SC=SPORTS CENTER
SP=SALE OF PROPERTY
TOTALS
$:UM~AR:,(:Pf::f~~O~RA~$::::::::::.
PARKS
BUILDINGS
STREETS
TRAFFIC FACILITIES
STORM DRAIN
MAJOR PROJECTS
TOTALS
18,944,335 3,205,000 800,000 1,250,000 750,000 24,949,335
530,000 350,000 0 0 0 880,000
847,500 750,000 750,000 750,000 750,000 3,847,500
0 0 0 0 0 0
0 0 0 0 0 0
1,000,000 75,000 75,000 75,000 75.000 1,300,000
0 0 0 0 0 0
825,000 100,000 0 0 0 925,000
2,601,165 0 0 0 0 2,601,165
200,000 50,000 0 0 0 250,000
0 0 0 0 0 0
1,500,000 0 0 0 0 1,500,000
------------- ----------------- --------------........ -....--..-....-...------ -------------- ------------------
26,448,000 4,530,000 1,625,000 2,075,000 1,575,000 36,253,000
3,166,000
1,720,000
1,872,000
1,070,000
1,155,000
17,465,000
1,150,000
500,000
1,700,000
80,000
100,000
1,000,000
o
o
1,500,000
50,000
75,000
o
500,000 0 4,816,000
0 0 2.220,000
1,500,000 1,500,000 8,072,000
0 0 1,200,000
75,000 75,000 1,480,000
0 0 18,465,000
------------------ ----------- ---------------------
2,075,000 1,575,000 36,253,000
26,448,000
4,530,000
1,625,000
$:UMMA~Y:OF:QPE;RATING:MAJN:rENA~C;E::::::.:..
. . .. .. . .
. . . .. .... ,
........... ....
. . . . . . . . .. .
. . . , . . . . . .
OM=OPERATING MAINTENANCE
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PARIi<:$::$J~:t.MMARY:::::::::::::::::::::::::::::::::::::::::::::::::::: ::'.::..:::::.:.:::~i~a:":':\:::::\""::::'::":::,:::~~\.~lM7:'27~~0~eml~-1:U ~N.~~9~~~~~i?:::::
. .......................11..12 Q~~~~Nr:n~~v.~$:
:::::::::::::::::::::::::-"'~" .
SUMMARY:OF::FUNPfNG:$QURCES:::::::::::::
GF=GENERAL FUND 1,754.835 800,000
RC=RECREA TION FUND 330,000 350,000
GT=GAS TAX
EI=ENVIRONMENT AL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
TG=TRANSPORT A TION GRANT FUND
PG=PARK GRANT 81,165
DV=DEVELOPER CONTRIBUTION
SP=SALE OF PROPERTY 1,000,000
---- --- --- ----
PARKS TOTAL 3,166,000 1,150,000
SUMMARY:OF::PROGRAMS:::::::::::::::::::::::::::::::::::::
.. .... ......'.. ............... ... ,.....
MEMORIAL PARK SOFTBALL FIELD RENOVATE. 230,000
STERLING BARNHART PARK ACQUISITION 1,000,000
LIBRARY FIELD RENOVATION 100,000
MCCLELLAN RANCH FAC. IMPROVEMENTS 226,000
STOCKLMEIR PROPERTY PRESERVATION 15,000
STERLING BARNHART PARK CONSTRUCTION 40,000 800,000
SPORTS CENTER SOUNDWALL REPLACEMENT 350,000
LAWRENCE & MITTY PARK (SARATOGA CK.) 1,500,000
VETRANS MEMORIAL 55,000
---- -----...- ---- ---..--
TOTAL 3,166,000 1,150,000
SUMMARY .OF'OPERATING MAINTENANCE'. . . .. . . .. . . . ... . . . . .... . . . . . .. .... . ... . .. . . . ... . . . . . .. . . ... ... . . . . . . .. . . .. . . . . . . .
.. .' . .' ... . .... .... ,-. ..... ............... ..... ....... ...............". ..,.......,..........
...::.... .........: .:::.: ..-::. :', ,'.:. :...... .:.::.....-:..: ",.: .:.:.: ,', ,',.. ..... :'::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::
OM=OPERATING MAINTENANCE
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.PA.:RK.S:::::::::::::::: ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::FIV. .E:Y. :E:A.:R<PRO.G.RA:. :M:: U.:..N.....P..."'....Q....G.:..RA........MM.........e...D..::.>.:
.:-. .', . : . ,', .' .-:-:-:-:-:-:-:-: .'. -:-:-:-:-:-:-:.:-:-:-:-:-:-:-:-:-:.:-:-:-:-:-:-:-:.>:-:-:-:-:.:-:-:-:-:-:-:-:-:-:-: :-: ,', ,',. .-:',:-. . . .', ...-: .-:', : ,', .:-. ..:-. ,', . . . ..: I":'(
. . :;:::::::::::;:::: :07~:oe: :::FP:;:::;:::::::::::: <: :Qa~Q$::: fP:::::::::::::::: :;:::(js;il)::: :FD.::::::::::::::::::: ;::t(j~ti:: :1"0 :::::::: <:: :;:::::W~1:2::: fO:: CUR-RENt Qo.~LAR$
MEMORIAL PARK SOFTBALL FIELD
RENOVATION 9121
Renovation of existing softball field. This project may need to be deferred to
accommodate the Veterans Memorial Construction.
Project Cost
230,000 RC
STERLING BARNHART PARK ACQUISITION 9122
Purchase the existing vacant San Josa Watar
parcels located at Sterling and Bamhart for future
neighborhood park.
Purchase Cost
1,000,000 SP
LIBRARY FIELD RENOVATION 9123
Renovation of existing play field. with Irrigation and turf restoration.
Project Cost
100,000 RC
MCCLELLAN RANCH FACILITY IMPROVEMENTS
9124
Reconflgura 4-H facilities and construct trail from McClellan
parking lot to 4-H. Demo & reconstruct Blacksmith shop, fencing and
drainage Improvements.
land &Water Conservation Grant
81,165 PG
144,835 GF
Total Project Cost
226,000
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PARKS................................... ......................................... .FIVE.YEA.R. PRO(;.. .RA.M......................
. . . ........................................................................ .................................................................................... ........... . . .. .... ............................................ ....N..""R. '0' .,;;;.;."....M...e.........
. '.. .. ... :-:-:-:-:-:-:.:-:-:-:-:-:-:-:-:-:-:-:.:-:-:-:-:-:-:-:-:.:-:-:-:-:-:-:-: -:-:-:-:-:-:-:-:-:-:-:-:-:-:-:-:-:-:.:-:.:-:.:-:-:-:-:-:-:-:-:-:.:-:-:-:.:-:-:-:-:. ..: '.' ..:-:-...... ..: ..... . .. ... ...... >:->:-:-:-:-:-:.:-:-:.:-:-:-:-:.:-:-:-:-:. ti . r- . \:lrvoM u:-:.
................................................................................................. :':':.:.:.:.:.:':.'.:Q :7:.~8:':.:FO:: : :':':':.:.:.:':':.:.:.0: ~.o: ..9, :':':F :0: :.:.:.:.:.:.:.:.:.:.;~,;,:1:i,:.:~O: :.:.:.:':':.:.:.:.:.:.:1 :0:".1 :~.:.:F:D: :.:.:':':.:':':':.:.:'~1: :.~2: :.:.F: ..0:': hiiR.:R.:-:e-:N-:.:-:T:::O-:O.\{:;':R<;
...........'....... ."':.\.( ..... ...................... J,lI," ...." .....................\I'i;r;. Y,'.f.' ........................ -. ......... ......................I.:"',t ...." . .,,\.11.,' ..". ......L.I':'\ liiii:
STOCKLMEIR PROPERTY PRESERVATION 9125
Vanous restoration and preservation projects.
Total Project Cost
15,000 GF
STERLING BARNHART PARK CONSTRUCTION
Construction of neighborhood Park.
Total Project Cost
40,000 GF
800,000 GF
SPORTS CENTER SOUNDWALL REPLACEMENT
Wall continues to shift as a result of the 1989 earthquake and adjacent large
pine tree on pnvate properly.
Total Project Cost
350,000 RC
LAWRENCE & MITTY PARK (Saratoga Creek)
Construct park a the North end of the San Thomas Aquino Saratoga Creek
Trail.
Total Project Cost
1,500,000 GF
VETRANS MEMORIAL
55,000 GF
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S.U' .IL'DJ.N.GS.'SUM. .MA..Ry...................................... .FIV. E..YEA..R..PR!O.G.RA.M...........
.' ., .. . . . . . .. ,... ,- .....,... .... . .., ..........
.. .. . . . . ... .. . . . . . . . . . . . . . . . . . . ., .., .. . . , . . . . .
. . ... . .....,......,....... .. . .. . .. ..... . . . . . .
.. '.' ........ .. ....... ........ ,', ,',. ,',. .....'................................... .... ....... .......... ,', ..... ......... .... .... ,', ,.. ..........,.
.:.:.:.:.:.:...:.:.............:...............:...................................................................... :::::::::::::::::: :07~08::::::::::::::::::::::::::::::::: :08.:09 :::::::::::::::::::::::::::::::: :09:;; ij::::::::::::::::::::::::::::::::: :1O:~1 ~::
. . ....
SijNl:~AR.V.: Q:f: :fU"P:I~G:$o.V~(:J;~t:::::::::::::::::::::::::::: ..
GF=GENERALFUND
RC=RECREATION FUND
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
SC=SPORTS CENTER
1,720,000
500,000
BUILDINGS TOTAL
1,720,000
500,000
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SU. MM:A::R.~::OF::PRO.G~:.:MS:::::::::::::::::::::::::::::::::::::
.... ".:.... ....... ..~ ...................
CITY HALL EMERGENCY POWERlELEC. SYS.
SPORTS CENTER TENNIS COURT LIGHTING
LIBRARY IMPROVEMENTS & UPGRADES
MONTA VISTA PARK BLDG. HVAC REPLACE
SERVICE CENTER SECURITY GATE
QUINLAN CENTER FOUNTAIN REPLACEMENT
LIBRARY COURT YARD MODIFICATIONS
SPORTS CENTER UPGRADE & POOL DEMO
GREEN PROJECT
400,000
250,000
100,000
90,000
50,000
280,000
50,000
500,000
500,000
TOTAL
1,720,000
500,000
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SUMMARY O.F OPERA~ING.MAINTENANCE"".'.'..".........."'................'......"."'."....'........"......"'.'....
.. .........:.:: .:.:::.... :.:.,':...:::. .....::1::. ,', ,', .:.. ....... .,:: .:.:... .,: .'. .':',: ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::;:;:::::::::::::::;:::;:;:::;:::::::::::;:::::;:;:::;::::::,:,>:'
OM=OPERATING MAINTENANCE
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:::: :;:::;:::: :::;:::::;:::t~~t2: CURRENt OOllARS::
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S:tHLOlNG:$:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::fIVE::YEAR::PROGAAM 0W~o~M~ep::::
:::::::::::::::::: :07 ~08::F.D.::::::::::::::::::: :Os.:09:: PO:::::::::: ::.:::::: :09~tO::: po::::::::::::::::::::: :1:O~1:1: :FO::::::::::::::::::::: 1 :1~1 i:: po: cURRENT: DOlLARS
CITY HALL EMERGENCY POWER/ELECTRICAL
SYSTEM
Remove the existing emergency generator, at the end of Its useful life, from the
City Hall basement and replace K with a new generator mounted on a pad outsida.
Also remove the existing out of date and undersized transformer and replace K
with an efficient and Increased size vaulted transformer In conjunction with an
increase In electrical service capacity and an upgrade of the main electrical panel.
Project Cost
SPORTS CENTER TENNIS COURT LIGHTING
Install lighting on sports center tennis courts for night use
and addKional revenua. May require transformar replacement (cost unknown).
Project Cost
LIBRARY IMPROVEMENTS & UPGRADES
Children's Boo~ Area Lighting Upgrade
Children's Story Time Area Lighting Upgrade
Project Cost
QUINLAN CENTER FOUNTAIN REPLACEMENT 9237
Demolnion and removal of nonfunctional fountain behind the Quinlan Community
Center, with reconflQuratlon of the space for community events and private rentals.
Project Cost
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400,000 GF
250,000 GF
50,000 GF
50,000 GF
100,000 GF
280,000 GF
. . . .. . ................... ..................FIVE.YEAR.PRO.GRAM. . .
..... .... ............... .... ........ ...... ... .,. .. -
. " ...... ..... .......... .... ..... '.. ...... . .. .. .. .
BY. .It>DIN.GS..................................... .................................... ... . ..... . .. ........... .. ....
.L . ........-.......... .................. .... ... . ..-. . . . ...
.................. ......... ........... . ... .... .................... ....-.... ........-. .............
::: :o.1~OO: :F:u:::: :::::::::::::: ua::Q9:: )=0:::::::::::::::::::: :os;; 0::: :1"0:::::::::::::::.::::: 1 0.:11::: FD:..
MONTA VISTA PARK BUILDING REPLACE HVAC
SYSTEM
This project would replace exiting HVAC system which Is unusable.
Project Cost
SERVICE CENTER SECURITY GATE
This project would Install a more secure automatic gate at the Service Center.
Project Cost
LIBRARY COURT YARD IMPROVEMENTS
Install upgraded landscaping and shade areas in the existing court yard.
Project Cost
SPORTS CENTER UPGRADE & POOL DEMO 9231
Removal of the existing pool and bathhouse occupying approximately 7,000 S.F.
of the site. Replace with an all weather multipurpose court for volleyball, badminton,
basketball, etc. and a small prefabricated restroom.
Project Cost
GREEN PROJECT - to be identified
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90,000 GF
50,000 GF
50,000 GF
500,000 GF
500,000 GF
9~P~OG~Mi::Q::::
>ft~:f;(Fb: CURRENT :OOLlARs
. .E.ETS' .SU.MM.' .V.................................................................. 'FIVE 'YE.AR.PRO'G.RA. 'M..
. . .. . ... . . . . . . . . . . . . . . . . . . . .. ............................. - . . . . . . . . . . . . . . - . .. .... . . .
.. ....... . ......'........ ...... . .............. .........,.. ............... .... ..' ....... ..
ST..R' ........ . . . .... AR.. ........................................... ........................................................................................... . . . . .... .. .. . ... .. ... .....
., .... .. . . . . . . . . . . . . . . . . . . . .. ................ - . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. ... . ... . . .. . . .
.....- ........ .............. ......... .............. ...... ... ............ ..... .... -.-... ............ .... ............. .................. ..........
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. ............,..........................................................................
::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: :::::::::::::::::::::::::::::::: :{}7~08::::::::::::::::::::::::::::::::: :bii~b9.::::::::::::::::::::::::::::::::: :OB::1 0::::::::::::::::::::::::::::::::.:: 1b~
. . . . . . ... .' . . . .. . . .. .. . . .. . . .
~lJ:NI!'VI~~y::QF::FlJ:~[)IN~:$()Q~C~S:::::::::::
GF=GENERAL FUND
RC=RECREATION FUND
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
800,000
750,000
750,000
750,000
1,500,000
.. :>:>:>::::::::::: QN~R<;i~i:{A~M~if><
. . :<:::>::;1:1~1:2 CURRENT:OOLLARS::
750,000
750,000
1,500,000
S.u:MMA~Y;:OF:p:ROGR.AMS::;:::::::::::::::::;::;;:::;;::::; ;:::::::;::;:;:::::;::::::;::::;;:::::::::::::::::::;:;:;:::::::;::;:::::::::::::::;::::::::::;:::::::::;:;;::::::::::::;:::::;::::::::::::::::::::::::::::;;:;::::::::;::::;:::::::::::;:::::::::;:::::::::::;:::;:::;;:;::;:; ::;::::;:;;;::::::::;:::::::::::::::::::;::
792,000
750,000
750,000
750,000
330,000
100,000
50,000
STREETS TOTAL
1,872,000
1,500,000
1,700,000
PAVEMENT MANAGEMENT
PAVEMENT MANAGEMENT - STP PORTION
CURB, GUTTER AND SIDEWALK REPAIRS
CITY MONUMENT SIGNS REPLACEMENT (4)
RANCHO RINCONADA STREET STUDY
TOTAL
750,000
372,000
750,000
750,000
750,000
750,000
100,000
100,000
750,000
1,872,000
1,500,000
1,700,000
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750,000
750,000
1,500,000
750,000
750,000
1,500,000
$JJ~~gT~:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::F::~VE;::X~~~::pgQG~Iv.t:::.::.
:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: ::::::::::::::.::: :ol~o~: :i=o:::::::::::::::::::: :oa~~:: fP:::::::::::::::::::: $$'"1:(:>:: f'o:::::.:::::::::::::: ~9;{1::: w::::::.: .
PAVEMENT MANAGEMENT 9450
Annual CitY. funding of $750,000 (maintenance of effort). Actual PMS
backlog is $1,540,000. Additional Grant Funding will be sought on an
annual basis for the short fall in the backlog. $330,000 from TEA-21
Project Cost
750,000 GF
PAVEMENT MANAGEMENT. STP PORTION
Funding for pavement maintenance from Safe,
Accountable, Flexible, Efficient Transp. Equity
Act, A legacy for users - SAFETEA-LU.
Grant Share of Project Cost
City Share of Project Cost
Total Project Cost
330,000 TG
42,000 GF
372,000
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CURB, GUTTER AND SIDEWALK REPAIRS
9451
These funds are for the repair of curb, gutter and sidewalks
when they meet repair criteria, This is a Council directed Increase
of $250,000 I yr.
Project Cost
750,000 GT
CITY MONUMENT SIGN REPLACEMENT (2)
Replace 2 City monuments signs. one on Foothill Blvd. to be moved
to Stevens Creek Blvd. at Hwy 85 and paid for by Insurance claim.
Replace one on Stevens Creek Blvd. al Tantau, to be paid for by
developers fees.
Developers and Insurance Contribution
City Share of Project Cost
Project Cost
RANCHO RINCONADA STREET STUDY
VT A Local Streets and County Roads money for the neighborhood
street circulation study,
Project Cost
750,000 GF
750,000 GT
50,000 DV
50,000 GF
100,000
100,000 TG
750,000 GF
750,000 GF
750,000 GT
750,000 GT
..... ,-. ..-.. ..... .
.......... '....,......... UNPROGRAMMED.......
:<m@:~b 6G~~~N+h6t~~{
750,000 GF
750,000 GT
MAJ:OR::p:ROJeCT$:>::: ::::::::::::::::::::::::::::::::::::::::::::::FIVI$::Y~A~::P~Q<?MM:::::: :Ur1IPR:o.~RJi;MrYi~t>::::: :
.. . .-:'.. ,', . ......-: :-:-.', ,', ,', ,',. ,', .-:'.-:', .-:-:-:-:
suiVliViARY::::::::::::::::/:::::::::::}:: :::::::::::::::::::::: ::::::: :::o.t~08 :::::::::::::::::::::::::::::::: :08::09:::::::::::::::::::::::::::::::::: oo~ 1Q::::::.:::::::::::::::::::::::::: j O~l . ............ ..... :6~R~ENf:iJ~lAr{S. :
::::::::::::::::::::::::::l1;:f2
................................. ..... ............ ,......... ... .........',..,......................... '...... ................ ..... .... -,........
SUMMARY::OF:::FU~OING::SOURCES:::::::::::::::
GF=GENERAL FUND 14,245,000 1 ,000,000 500,000
RC=RECREA TION FUND 200,000
GT=GAS TAX
EI=ENVIRONMENT AL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
SC=STEVENS CREEK FUND
TG=TRANSPORT A TION GRANT FUND
PG=PARK GRANT 2,520,000
DV=DEVELOPER CONTRIBUTION
SP=SALE OF PROPERTY 500,000
_.._---......-- ..---- --
MEDIANS AND OVERPASSES TOTAL 17,465,000 1 ,000,000
SUMMARY .OF. PROGRAMS' . . . . . . . . . . . . . . . . . . .
.. .. . .. ........... ......
.. . . . .. .. ............. .....
. . .. .. .. ..... ............
. .. ... ... ...... ... .........
. . .. .' .......... ... .. ..... ............
STEVENS CREEK CORRIDOR PARK (PHASE 1 ) 9,300,000 1 ,000,000 500,000
MARY AVE. BICYCLE FOOTBRIDGE 8,165,000
----.. --------- - --------
TOTAL 17,465,000 1 ,000,000
SUMMARY'OFOp.ERAtING MAINTENANCE.... ............... .......... .......... ... ....................... .......... ...... .........
. . ..... . .. .. ... ...... .... .... -.-. ............. .....' .......... ....... '. ".',...... .-. ..... .-......
. . . . . . . . . . ....... : .:::. . . .-::: .....-::. ..... . . .:.:: . . ,', .-: , . : ,', . : ,:, . . . .', ,', . . .',', . ,'::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::-:-:-:::::::::::::::::::::::::::::::::::::::::::::::-:-:.:-:::::-:-:-:::::::::::::::-:-:-:-:-:-:< :
OM=OPERATING MAINTENANCE
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MAJ:Qfr~:~q~1;qr$::::::::::::::::<<::<::::::::::::::::<>::: ::::::::::::::::::::::::::fly~?tI;Aftf>J~Q:<3.RAM .........:.....:..............: W~~~8~M~~~<:.:
:::: .:.:.:.:::.::: :ni~08..m :.::.:.:.:::: : :)i~o~: .p():.:::::::::'::. ::::: ri9~1:0:: :Ff,):::: ::::::: :tO~i1:: :F.p: ....:...:.:.:.:. :1:h:1:2.: :Fl). 9I:JR~EI'JT: DClllAltS:.
STEVENS CREEK CORRIDOR PARK 9112
Restoration of Stevens Creek. Stevens Creek Blvd. to McClellan Rd
with SCVWD, reduced picnicking from 4,000 to 800, install
multiuse trail through the length of the par1<land, construct and
environmental classroom at McClellan Ranch and reconstruct park
amenllies and park maintenance facilllles.
Grant Share of Project Cost
Blackberry Farm Account
Sale of Property
City Share of Project Cost
Total Project Cost
MARY AVE. BICYCLE FOOTBRIDGE 9449
The bridge will be underconstructlon, these funds will be necessary
for lIems such as special testing, PG&E design and electrical connection,
Pac Bell line relocation, and other cost associated with
the construction and project close out.
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2,520,000 PG
200,000 RC
500,000 SP
6,080,000 GF
9,300,000
1,000,000 GF
500,000 GF
8,165,000 GF
rRAfFIC:fACII.JT~E:$ :SUMMARY:
.............. ......
..... '...... . .....
. . . . . . . . . . . . . .. '"
. . . . . . . . . .. .
~tJIVINlAR'(:()f. f'lJNPINC3.: :SOl) R:Gi:S:...:::::.:... .
GF=GENERAL FUND
RC=RECREA TION FUND
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
STREETS TOTAL
SUMMARY:Of::P.ROQMI\II$.::::::::::::::::::::::::::::::::::::::::::
NEIGHBORHOOD TRAFFIC CALMING MEASURES
SAFE ROUTES TO SCHOOL-GARDEN GATE & SIG.
YELLOW LED TARFF. SIGNAL&BATTERY BACKUP
COUNTDOWN PED HEADS
LAWRENCE EXPPWY.lMITTY XING - CITY SHARE
STEVENS CR. BL./SR85 RAMP X WALK IMPROV.
SVITS EXTENSIONS (FO CABLE & BOXES)
VARIOUS TRAFFIC SIGNAUINTERSECTION MODS.
DeANZA BL./McCLELLAN SIGNAL MODS.
TOTAL
SUM~A~: :O~()p};FtArl~9: ~Att{rENAN:C:I3::: <. .
OM=OPERATING MAINTENANCE
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.. ....
. .. ....
:: 07~08":
.:.:::::.::.:..:::::::fIVI;:Xt:AR:PRQGRAM: :
.: <::::Os.:09:.:.:::.:.. :.::::::::::::::::::{)9~1o: .:::::.:. ...
277,500
80,000
97,500
495,000
200,000
1,070,000
80,000
50,000
475,000
55,000
50,000
75,000
75,000
15,000
75,000
200,000
30,000
50,000
1,070,000
80,000
50,000
50,000
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........ ......... ..
~r\lP~9~RAMi\:1E~Jj:::: :
CURREN:f DOLLARS
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50,000
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TRA. F.FIC. FAC.ILlTIES.............................. ...................................... .FJVE .YEAR.PROGRAM. . .....
. . ...... ... .......... ...... .... ...... ..........." .... ... ......... ... ....... . .. .... .....
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:::::::::::::::::: :07~a:: fO:::::: ::::::::::::: 06~09:: FP::::::::::::::::::: :097:io: :FO:::::::::::::::::::: :10':11:: :FO::::::::::::'
NEIGHBORHOOD TRAFFIC CALMING MEASURES
9435
RlHlstablish fund for neighborhood traffic calming which requires
modifications of the roadway. Certain criterla must be met before funds
are used. Funding as needed durlng year. This restores the program which
was not funded as a budget savings.
Project Cost
SAFE ROUTES TO SCHOOL. GARDEN GATE &
SIGNAL UPGRADE AT STELLING/GREENLEAF
9549
Install sidewalks where gaps exist on Stelling Rd., Greenleaf Dr. and
on Ann Arbor Ave. to provide a safe route to Garden School.
Also includes traffic signal upgrade at Stelling/Greenleaf.
This is a Grant project yet to be funded.
City Share of Project Cost
Grant Share of Project Cost
Total Project Cost
YELLOW & PED HEAD LED TRAFFIC SIGNAL
UPGRADE 9547
This project would re-Iamp all of the yellow & ped head indicators
with light emitting diode or LED In all of the traffic signals. This is the
last two years of the four-year plan for changing all of the indicators to LED.
Project Cost
COUNTDOWN PED HEADS 9547
This project is for the re-Iamping of existing ped traffic signal
unKs with LED countdown units throughout the City.
The Countdown feature advises pedestrlan time provided andlor
remaining to cross the street. CurrenUy 5 intersections have been completed.
50 Intersections remain to be completed. These funds will complete 20
intersections.
Project Cost
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50,000 GT
47,500 GT
427,500 TG
475,000
55,000 GF
30,000 GF
50,000 GF
50,000 GF
50,000 GF
......... ..,.,.. ..... . ...
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STEVENS CR. BL VD.lSR 85 ON RAMP X WALK
9552
This project would improve the crosswalks at the Stevens Creek BI. And
SR 85 NB off ramp. This is part of a Hazard Elimination Safety Program thru
Caltrans.
City's Share of Project Cost
Grant Share of Project Cost
Total Project Cost
LAWRENCE EXPPWY.lMITTY XING
(CUPERTINO'S SHARE) 9551
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City's share of project identified from the County-wide Expwy. Study
to upgrade the pedestrian Crossing at Milly and Lawrence Expwy.
to connect to the City's recently completed San Tomas Aquino-
Saratoga Creek Trail. The majority of the funding will be provided by
the County with a similar share from the City of San Jose.
Project Cost
OeANZA BLVD.lMcCLELLAN SIGNAL MODS.
This project would involve relocating two 55' mast arms and poles from the
near side to the far side of the intersection, and related electrical,
concrete and striping work.
Project Cost
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7,500 GF
67,500 TG
75,000
75,000 GF
200,000 DV
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SVITS EXTENSIONS (FO CABLE & BOXES) 9555
This project would inslall cable and boxes to connect City traffic
facilities to Regionallnlelllgenl Transportation System. (ITS)
Total Project Cost
VARIOUS TRAFFIC SIGNAUINTERSECTION MODS.
This project would involve minor upgrades to various traffic signals Citywide.
This project would also upgrade 4 existing lighted crosswalks
Project Cost
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15,000 GF
75,000 GF
Y.~P.~8~~~t0~D.::::
:::::::Jl~12::F.I): CURRENr:D.()LLA~S
STORM::ORAlt~r:SUM:MARY::::::::::::::::::::::::::: FtVE::YEAR::PROGRAM:::::::::::: lJN~~9~~rY\~j;;~::::;:
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SVMMARY::Of::FV~OING:$QURCaS::::::::::::: ..
GF=GENERAL FUND 155,000 25,000
RC=RECREA TION FUND
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN 1 ,000,000 75,000 75,000 75,000 75,000
RA=RESERVE ACCOUNT
TG=TRANSPORT A TION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
------------------ ---------------- -- -----
STREETS TOTAL 1 ,155,000 100,000 75,000 75,000 75,000
SUMMARY OFPROGRAMS' . . . . . . . . . . . . . . . . . . . . . . . .
. ,', ..... .........::.:..:: ,',. .:... ........ ,'::::::::::::::::::::::::::::::::::::::::::::::::::
MINOR STORM DRAIN IMPROVEMENTS 75,000 75,000 75,000 75,000 75,000
MONTA VISTA STORM DRAINAGE SYSTEM 800,000
MASTER STROM DRAIN PLAN UPDATE 30,000
BOLLINGER BIKE LAN ES/CALABAZAS CR. BRIDGE 250,000 25,000
--- ------------------ ----------------- ---~----
TOTAL 1 ,155,000 100,000 75,000 75,000 75,000
SUMMAR~{Of::OPERATING:MA1NTENANce:::::::::: h.
OM=OPERATING MAINTENANCE
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:::::::::::::::::: Qi~o.a:: f:D.:::::::::::::::::::: oo~oo: :j;:o::::::::::::::::::: :O9.~1 Q: :1"0:::::::::::::::::::: :f.O~f. i:: fo.:::
MINOR STROM DRAIN IMPROVEMENTS 9612
Funding for emergency drainage repairs as needed in various
locations
Project Cost
MONTA VISTA STORM DRAINAGE SYST.
9620
Installation of storm drainage system in Monta Vista Area.
Lines to be installed on Orange Avenue and Byrne Avenue.
Design and Construction
MASTER STORM DRAIN PLAN UPDATE
The Master Storm Drain Plan was last updated in 1993, this update
would evaluate the existing system and make recommendations,
including fee updates.
Design and Construction
BOLLINGER BIKE LANES/CALABAZAS CR.
BRIDGE 9443
City's share to widen bridge for bicycle lanes over Calabazas Cr.
at Bollinger Rd. in partnership with Santa Clara Valley Water District.
Project to be managed by SCVWD.
Total Project Cost
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75,000 SO
75,000 SO
75,000 SO
75,000 SO
800,000 SO
30,000 SO
155,000 GF
95,000 SO
250,000
25,000 GF
V~ROG~MI;D::::::
:1:1~1i PO tURRENtOQLiARS::
75,000 SO
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. :::::::::: :01~08: :ftf::::::::::: ::: ::: :00':09 :FD::::::::::::::::: :::09':'10::rn:::::::::::::::::: :10~11:: :FD::::: ::::: :11~12: :Fti::
PARKS
Rancho Rinconada Park Construction
Stevens Creek Corridor Park (Phase 2)
2,000,000
3,000,000
BUILDINGS
City Hall Remodel with Seismic/ADA
Fire Code Upgrades (Essential Building)
3,000,000
TRAFFIC FACILITIES
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Memorial Park Sidewalk Enhancements on SCB
Pedestrian Enhancement on Overpasses
150,000
350,000
STORM DRAINAGE
Bubb/McClellan Storm Sewer Upgrade
750,000
2,000,000
TRAILS
New and Carryover Budget Version Proposed Five Year Capital Improvement Program
Current Carryover New Total
Fund Description 2006-07 2007-08 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12
9100 Parks
580-9121 Memorial Park Softball Field Renovation 20,000 230,000 230,000
420-9122 Sterling Barnhart Park Acquisition 1,000,000 1,000,000
580-9123 Library Field Renovation 100,000 100,000
420-9124 McClellan Ranch Facility Improvements 45,000 672,000 717,000
420-9125 Stocklmeir Property Preservation 35,000 15,000 15,000
New Projects
420-9126 Sterling Barnhart Park Construction 10,000 40,000 40,000 800,000
580-91 xx Sports Center Soundwall Replacement 350,000
420-9127 Lawrence & Mitty Park (Saratoga Creek) 1,500,000 1,500,000
420-9128 Veteran's Memorial 55,000 0
Total 65,000 1,430,000 2,227,000 3,602,000 1,150,000 0 0 0
9200 Buildings
420-9229 City Hall Emergency Power/Electrical System 40,000 370,000 30,000 400,000
420-9236 Sports Center Tennis Court Lighting 50,000 200,000 250,000
420-9232 Library Improvements & Upgrades 20,000 100,000 100,000
420-9234 Monta Vista Park Building Replace HVAC System 60,000 90,000 90,000
420-9235 Service Center Security Gate 50,000 50,000
New Projects
420-9237 Quinlan Center Fountain Repair 20,000 130,000 150,000 280,000
tv 420-9238 Library Court Yard Modifications 50,000 50,000
0'\
w 420-9xxx Green Project - to be identified 500,000
420-9231 Sports Center Upgrade and Pool Demolition 500,000 500,000
Total 140,000 790,000 930,000 1,720,000 500,000 0 0 0
9400 Streets
270-9450 Pavement Management 2,808,000 750,000 750,000 750,000 750,000 750,000 750,000
270-9450 Pavement Management - STP Portion 529,000 372,000 372,000
270-9451 Curb, Gutter and Sidewalk Repairs 500,000 750,000 750,000 750,000 750,000 750,000 750,000
270-9453 City Monument Signs Replacement 50,000 (50,000) 0 100,000
270-9452 Rancho Rinconada Street Study 100,000 (100,000) 0 100,000
Total 3,837,000 150,000 1,722,000 1,872,000 1,700,000 1,500,000 1,500,000 1,500,000
Finance Department Reference Sheet
New and Carryover Budget Version Proposed Five Year Capital Improvement Program
Current Carryover New Total
Fund Description 2006-07 2007-08 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12
9500 Traffic Facilities
270-9435 Neighborhood Traffic Calming Measures 5,000 50,000 50,000
420-9549 Safe Routes to School-Garden Gate & Signal Upgrade 475,000 475,000
at Stelling/Greenleaf (Grant Pending)
420- Yellow and Ped Head LED & Traffic Signal Battery
9547/9550 Backup System 65,000 83,000 (28,000) 55,000 30,000
420-9547 Countdown Ped Heads 150,000 (100,000) 50,000 50,000 50,000
420-9551 Lawrence Expwy.lMitty Xing (Cupertino Share) 75,000 75,000
420-9552 Stevens Cr. Blvd/SR85 on Ramp x Walk Improv(HES) 75,000 75,000
420-9555 SVITS Extensions (FO Cable & Boxes) 35,000 15,000 15,000
420-9556 Remove Traffic Sig. Flashing Red L T Arrows(4 Lctns) 60,000
New Projects
420-9557 DeAnza/McClellan/Pacifica Signal Modification 200,000 200,000
420-9558 Various Traffic Signal/lntersection Modifications 75,000 75,000
Total 165,000 833,000 237,000 1,070,000 80,000 50,000 0 0
9600 Storm Drainage
210-9612 Minor Storm Drain Improvements 118,000 75,000 75,000 75,000 75,000 75,000 75,000
215-9620 Monta Vista Storm Drainage Syst. 134,000 920,000 (120,000) 800,000
210-9612 Master Storm Drain Plan Update 30,000 30,000
270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge 90,000 155,000 95,000 250,000 25,000
tv Total 342,000 1,105,000 50,000 1,155,000 100,000 75,000 75,000 75,000
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Major Projects
428-9449 Mary Avenue Bicycle Footbridge 8,165,000 8,165,000
427-9112 Stevens Creek Corridor Park (Phase I & II) 1,800,000 2,573,000 6,236,000 8,809,000 1,000,000 500,000
Total 1,800,000 10,738,000 6,236,000 16,974,000 1,000,000 0 500,000 0
Total Capital Improvement Program 6,349,000 15,046,000 11,402,000 26,393,000 4,530,000 1,625,000 2,075,000 1,575,000
Total Outside Revenue Share 2,105,000 13,113,193 1,755,915 14,869,108 1,350,000 825,000 825,000 825,000
Net City General Fund Funding 4,244,000 1,932,807 9,646,085 11,523,892 3,180,000 800,000 1,250,000 750,000
Expenditures Bv Fund
210 Storm Drain 118,000 30,000 75,000 105,000 75,000 75,000 75,000 75,000
215 Storm Drain-Monta Vista 134,000 920,000 -120,000 800,000 0 0 0 0
270 Transportation 3,932,000 355,000 1,817,000 2,172,000 1 ,725,000 1,500,000 1,500,000 1,500,000
420 CIP 345,000 2,673,000 1,894,000 4,512,000 1,380,000 50,000 0 0
427 Stevens Creek Corridor Park 1,800,000 2,573,000 6,236,000 8,809,000 1,000,000 0 500,000 0
428 Mary Ave Bicycle Footbridge 0 8,165,000 0 8,165,000 0 0 0 0
580 Recreation 20,000 330,000 0 330,000 350,000 0 0 0
6,349,000 15,046,000 9,902,000 24,893,000 4,530,000 1,625,000 2,075,000 1,575,000
Finance Department Reference Sheet
New and Carryover Budget Version Proposed Five Year Capital Improvement Program
Current Carryover New Total
Fund Description 2006-07 2007-08 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12
Diff 0 0 1,500,000 1,500,000 0 0 0 0
Outside Revenue Share Bv Fund
210/215 Storm Drain 57,000 950,000 -45,000 905,000 75,000 75,000 75,000 75,000
270 Transportation 968,000 150,000 1,025,000 1 ,175,000 925,000 750,000 750,000 750,000
420 CIP 0 495,000 485,915 980,915 0 0 0 0
427 Stevens Creek Corridor Park 1,080,000 2,720,000 (40,000) 2,680,000 0 0 0 0
428 Mary Ave Bicycle Footbridge 0 7,298,193 0 7,298,193 0 0 0 0
580 Recreation 0 0 330,000 330,000 350,000 0 0 0
2,105,000 11,613,193 1,755,915 13,369,108 1,350,000 825,000 825,000 825,000
Diff 0 1,500,000 0 1,500,000 0 0 0 0
General Fund Fundinq bv Fund
210/215 Storm Drain 195,000 0 0 0 0 0 0 0
270 Transportation 2,964,000 205,000 792,000 997,000 800,000 750,000 750,000 750,000
420 CIP 345,000 2,178,000 1,408,085 3,531,085 1,380,000 50,000 0 0
427 Stevens Creek Corridor Park 720,000 (147,000) 6,276,000 6,129,000 1,000,000 0 500,000 0
428 Mary Ave Bicycle Footbridge 0 866,807 0 866,807 0 0 0 0
580 Recreation 20,000 330,000 -330,000 0 0 0 0 0
4,244,000 3,432,807 8,146,085 11 ,523,892 3,180,000 800,000 1,250,000 750,000
tv Diff 0 -1,500,000 1,500,000 0 0 0 0 0
0'\
Vl GF Trf per Fund Trend
8,239,000 4,380,000 1,050,000 1,250,000 750,000
270 Replace GF match w/Gas Tax for PMP STP 42,000
270 Replace GF match w/Gas Tax for City Monument Signs 50,000
Total 8,281,000 4,430,000 1,050,000 1,250,000 750,000
Diff 134,915 1,250,000 250,000 0
Finance Department Reference Sheet