Budget 2002-2003oj
Cupertino
2002-03
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2002/03
CITY COUNCIL
Richard Lowenthal
Mayor
Michael Chang
Vice Mayor
Sandra James
Councilmember
Patrick Kwok
Councilmember
Dolly Sandoval
Councilmember
DIRECTORY OF CITY OFFICIALS
David W. Knapp - City Manager
Charles T. Kilian - City Attomey
Carol Atwood - Director of Administrative Services
Rick Kitson - Public Information Officer
Steve Piasecki - Director of Community Development
Ralph Qualls- Director of Public Works
Kimbefly Smith - City Clerk
Therese Smith - Director of Parks and Recreation
iii
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2002/03
COMMISSIONS AND COMMITTEES
AUDIT COMMITTEE
Carol Atwood
Michael Chang
Gillian Enos
Tom Hall
Dolly Sandoval
HOUSING COMMISSION
Julia Abdala, Chairperson
Richard Abdalah
Sarah Hathaway-Feit
Richard Schuster
Frances Seward
FINE ARTS COMMISSION
Nancy Canter
Hema Kundargi
Shirley Lin Kinoshita
Janet Mohr
Carl Orr
Barbara Phelps
Rita Young
PUBLIC SAFETY COMMISSION
Barry Chang
Emma Darknell
Philippe Dor
Marc Majewski
Hugh Riddell
TEEN COMMISSION
Kevin Busch
Akshita Deora
Erin Gatley
Zoravko Kolev
Emily Liu
Angelica Zen
Jacki Colloton
Patty Fang
Drew Golkar
Kenny Lini
Maurice Noon
BICYLCE PEDESTRIAN COMMISSION
Stuart Chessen
David Greenstein
Anne Ng
Joe Walton
PARKS & RECREATION COMMISSION
Jeanne Bradford
Rod Brown
Frank Jelinch
Roger Peng
Kris Wang
TELECOMMUNICATIONS COMMISSION
Salvatom Algeri
Reginald Duhe'
David Eggleston
L. T. Guttadauro
Ernest Tsui
LIBRARY COMMISSION
Sheila Mohan
Janet Riddell
Eno Schmidt
Katherine Stakey
Yuhfen Diana Wu
PLANNING COMMISSION
Marc Auerbach
Angela Chen
Chuck Corr
Taghi Saadati
Gilbert Wong
ECONOMIC DEVELOPMENT
Carol Atwood
Keith Dias
Jody Hansen
Sandra James
Bill Jones
Richard Lowenthal
On'in Mahoney
Steve Piasecki
Ralph Qualls
Therese Smith
iv
Municipal Finance Officers
Certificate of Award
Excellence in Operational Budgeting 2001-2002
Presented to
City of Cupertino
Dedicated to Excellence in Municipal Financial Management
This certificate recognizes the achievement of Excellence in Operational Budgeting and reflects an outstanding budget document
and the underlying budgeting process through which the budget is implemented.
February 21, 2002
/
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 2001-2002 annual operating budget. In bestowing this honor, the Society
acknowledges the City for its outstanding presentation of financial and budgetary data.
Our 2002/03 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. 02-118
A R-ESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR
FISCAL YEAR 2002-03 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 govemment is dependent on the
establishment of a sound fiscal policy of maintaining a proper ration of expenditures within
anticipated revenues and available monies; and
WHEREAS, the extent of any project or program and the degree of its accomplishment,
as well as the efficiency of performing assigned duties and responsibilities, is likewise dependent
on the monies made available for that purpose; and
WHEREAS, the City Manager has submitted his estimates of anticipated revenues and
fund balances, and has recommended the allocation of monies for specified program activities;
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt the
following sections as a part of its fiscal policy:
Section 1: The estimates of available fund balances and anticipated resoumes to be
received in each of the several funds during fiscal year 2002-03 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
Resolution No. 02-118
Page 2
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 of the City of
Cupertino this 17th day of June 2002, by the following vote:
Vote
Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
Lowenthal, Chang, James, Kwok, Sandoval
None
None
None
ATTEST:
Cit~ -
vii
T~4BLE OF CONTENTS
FISCAL YE~IR 2002-05
PAGE
TITLE PAGE .................... i
ORGANIZATION CHART ................ ii
DIRECTORY OF CITY OFFICIALS ............. iii
COMMISSIONS/COMMITTEES .............. iv
EXCELLENCE IN OPERATIONAL BUDGETING 2001-2002 ...... v
ADOPTED BUDGET RESOLUTION ............. vi
BUDGET MESSAGE ................. 1
BUDGET STRATEGIES
Mission Statement .................. 7
Financial Values Statements ............... 8
City Council Goals ................. 9
Proposed Programs ................. 12
BUDGET GUIDE
Elements of the Budget Document ............. 13
Structure of the City's Finances .............. 14
The Annual Budget Process ............... 16
Glossary of Budget Terminology .............. 17
COMMUNITY PROFILE
History of Cupertino ................. 21
Community Economic Profile ............... 23
FINANCIAL AND PERSONNEL SUMMARIES
Budget Summary .................. 29
Revenue and Expenditure Charts .............. 30
Revenue Summary ................. 34
Personnel Summary ................. 45
Five Year Budget Forecast ............... 52
Appropriations Limit ................. 76
DEPARTMENTAL OPERATING BUDGETS
COUNCIL AND COMMISSIONS
City Council ................... 82
Telecommunications Commission ............. 84
Library Commission ................. 86
Fine Arts Commission ................ 88
Public Safety Commission ............... 90
Parks and Recreation Commission ............. 92
Teen Commission .................. 94
Planning Commission ................ 96
Housing Commission ................. 98
ADMINISTRATION
City Manager ................... 104
Community Outreach ................. 106
Contingencies ................... 108
Legal Services ................... 110
LAW ENFORCEMENT
Law Enforcement ..................
PAGE
116
PARKS AND RECREATION
Administration 164
Cultural Programs - Quinlan Community Center .......... 166
Youth and Teen - Monta Vista Recreation Center ......... 168
Sports and Physical Recreation .............. 170
Senior Programs/Senior Center .............. 172
Blackberry Farm - Nature Programs ............. 174
COMMUNITY DEVELOPMENT
Administration .................. 180
Planning .................... 182
Housing Services .................. 184
Building .................... 186
PUBLIC WORKS
Administration 194
Environmental Programs ................ 196
Engineering Services ................. 198
Service Center ................... 200
Grounds .................... 202
Streets ..................... 204
Facilities .................... 206
Transportation ................... 208
General Services .................. 210
Fixed Assets Acquisition ................ 212
ADMiNISTRATIVE SERVICES
Administration .................. 132
Economic Development ................ 134
Leadership Cupertino ................. 136
Accounting ................... 138
Business Licensing ................. 140
City Clerk .................... 142
Duplicating and Mail Service ............... 144
Elections Services ................. 146
Emergency Preparedness ............. '. . . 148
Human Resources .................. 150
Code Enforcement ................. 152
Insurance Administration ................ 154
Information Technology ................ 156
PUBLIC INTORMATION
Community Relations ................. 122
Cupertino Scene .................. 124
Government Channel ................. 126
PAGE
NON-DEPARTMENTAL OPERATING BUDGETS
lnterfund Transfers ................. 218
Debt Service ................... 220
CAPITAL IMPROVEMENTS
Five Year Capital Improvements Program ........... 223
CITY OF
CUPE INO
May 18, 2002
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Cotmcil
Introduction
This year our budget theme is Cupertino - A Place for Everyone. This theme was chosen to
celebrate the City's diverse demographics and its continued emphasis on community through
outreach programs, recreational activities, neighborhood programs and commtmity events. We
are well known for our high tech environment, our great schools and the value we place on open
space, neighborhood parks and community recreation programs. This budget year will continue
to emphasize these areas and encourage community involvement at both the citizen and corporate
levels.
Fiscal year 2002/2003 will be a very tough budget year. The economic climate changed
dramatically with fiscal year 2001/02 as the recession eroded our sales, transient occupancy and
property transfer tax revenues. We anticipate a shortfall of approximately $1.8 million from
these revenue sources in the current year, and have adjusted our projections for the 2002/03
budget accordingly. In addition, with the State of California facing an enormous deficit, revenue
soumes such as vehicle license fees are at high risk of being raided. We expect Silicon Valley to
continue to feel recessionary trends at least through the end of this calendar year.
In spite of expenditure reductions, our 2002-03 budget maintains current services and proposes a
few new programs, primarily as a result of our new Senior Center and Teen Commission
projects. Our capital improvement program remains focused on the new Library and grant-
funded transportation projects.
A major challenge this coming year will be continuing services and projects in the midst of a
recession, an energy crisis, and the threat of new raids on local revenues by the State. Revenues
will be enhanced with the opening of a new, four-star hotel. Expenditures will be controlled
through streamlining, automation, and partnerships with commtmity groups and government
agencies.
General Fund Reserve Trends
Historically, the General Fund reserve has been very strong. In 2000, the Council established a
$15 million dollar reserve level enabling the City to respond to economic uncertainties and
natural disasters and to take advantage of capital acquisition opportunities.
In order to maintain current services during the economic downturn and pay for the new library,
it will be necessary to let our reserves fall below the $15 million level. The City's $5 million
dollar CIP reserve will be utilized for the five-year capital improvement program and pr/madly
for the new library. In addition, any General Fund shortfalls occurring for the 2001/02 fiscal year
will be funded from our economic uncertainty reserve. The following table shows the
undesignated reserve (in thousands) from 1996-2001 (actual) and 2002-2007 (projected). The
undesignated reserve is the fund balance minus designated funds.
Undesignated Revenue by Fiscal Year
1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07
$32,905 $22,714 $21,062 $21,563 $17,991 $15,054 $10,309 $ 9,711 $9,933 $10,368 $11,102
The following table shows our prior and projected financial position of the City:
FISCAL YEARS
1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05
2005/06 2006/07
Revenue 25,979 25,544 30,823 31,710 28,777 30,607 31,308 32,473 33,660 34,894
Expenditures 17,543 19,542 20,551 23,172 26,857 26,050 26,268 27,057 28,049 28,977
Debt Service 4,647 4,641 4,672 4,663 4,671 4,539 3,844 3,844 3,844 3,844
Net 3,789 1,36I 5,600 3,875 -2,751 18 1,196 1,572 1,767 2,073
Employees 13350 132.00 138.00 145.05 154.50 154.50 154.50 154.50 154.50 154.50
Operating Revenues versus Operating Expenditures
One of the acid tests of a city's ongoing fiscal condition is the extent to which there is sufficient
current revenue to meet current expenses on an operational basis, exclusive of capital and debt
service. We have retained a good position in this area. Department directors and every city
employee have consistently come up with new ways to reduce expenditures and to deliver service
more efficiently.
As shown in the above chart, the recession has affected our financial position for the current and
proposed fiscal years. We will need to keep abreast of changing conditions in California and
proactively react if any of these revenue sources experience an additional downturn. General
Fund revenues in this category include:
2
Sales Tax During 2001/02, the City experienced a decline of over 12% in sales tax.
Office vacancy rates have gone from 2% to 20% in the past year and rental of office space
has declined from $5.50 per square foot to less than $2.00 per square foot. Housing
prices have also declined, and it is estimated that there are more than 75,000 engineers
without jobs in Silicon Valley. These trends must be carefully monitored to project
effects on city revenue sources.
Utility Users Tax - This tax is currently collected by PG&E. Although this pass-through
money is due the City and is obligated to pay for a portion of our outstanding debt,
remittance could be interrupted under the bankruptcy process.
Franchise Fees - PG&E pays a fee for conducting business within our city limits. As
above, remittance of these payments could be affected by the bankruptcy.
Vehicle License Fees (VLF) - Two years ago, the State of California decided to refund
tax dollars to its citizens given the large surplus created by the strong economy.
Unfortunately, the refund was not given from State revenues but from VLF revenues,
which have always been used to provide municipal services. The State promised to
backfill the reduction with the surplus; however, the energy crisis and the recession
rapidly eliminated any surplus. With the State facing a budget deficit of $22 billion
dollars, this revenue source is at risk of take-away.
Our operating budget was reduced for the 2002/03 fiscal year as the City is still experiencing the
effects of the recession. Department reductions were a result of direct cutbacks, efficiency
measures and deferral of maintenance where possible. Several new programs have been
proposed as a result of our expansion in the areas of senior and youth activities. These programs,
however, require minimal funding.
2002/03 Budget
For this fiscal year, total expenditures will exceed total revenues in the General Fund by
approximately $4.7 million dollars. This is primarily due to the funding of major capital
improvement projects, including the City's new library. These projects will be accomplished
through debt refinancing, new debt issuance and the use of reserves.
A summary of the 2002/03 General Fund budget follows (in thousands):
Operating Revenues
Operating Expenditures
Net Operating Activity
$30,607
26,050
4,557
Non-Operating Activity:
Debt Refinancing/Issuance 15,665
Transfers In from other funds 1,725
Capital Projects - 21,102
Gas Tax Projects 801
Debt Service 4,539
Technology/Equipment purchases/Other 250
Net Activity for Year
$- 4,745
The following new General Fund programs have been incorporated in the adopted 2002/03
budget:
CUSD Field House Partnership $37,000
Mobile Skatepark Operations 88,600
Translation Services 30,000
Walkability Modications 100,000
Teen Commission 13,000
Teen Website 3,000
Bilingual Interns - Senior Center 12,000
Multilingual Health Fair 4,000
Lunar New Year Parade 10,000
Worthy General Fund projects that are not reflected in this budget include:
Senior Center Shakespeare Camp
Jazz Bands for Concerts
We Value Youth Program
8,500
2,400
7,500
Some or all of these could be paid for out of the reserve or traded for currently budgeted
programs.
The High School has informed the city that it is no longer able to pay its share of the second
School Resource Officer (SRO) and the Youth Probation Officer. As a result, this budget funds
one SRO and one Youth Probation Officer.
Key Issues for our Future
Key issues that the City will need to address include:
Tax Base - Cupertino receives approximately 36% of its General Fund revenue from sales
tax. This revenue source will continue to be volatile due to leakage to other retail outlets,
catalog and Internet shopping and the economic realities of our large technology business
base. The City will need to proactively pursue economic development strategies to attract
and retain revenue providers. Our economic development focus is on revitalizing our
regional mall, attracting new hotels and sales incentives.
Technology - The City needs to continue to embrace the efficiencies of technology to
provide information and service to our customers and streamline and automate our
operations.
Master Maintenance Programs - Expanding our infrastructure requires ongoing
maintenance and operating costs. The City needs to continue funding an adequate level
of equipment, park infrastructure, community facility and street improvement
maintenance.
4
State of the Art Infrastructure - The City needs to be proactive in placing state of the art
infrastructure. New technology opportunities have been and will continue to be
proactively pursued. In addition, several key facilities are scheduled to be expanded to
serve the growing needs of the community.
Expenditure Base - Governments will need to continue to provide for customer needs
with fewer resources in the future. Our challenge is to provide quality service at a
reasonable cost by analyzing all delivery options, especially in the wake of growing
inflationary trends.
Partnerships - The enormous success of our community is due in large part to the many
partnerships between schools, businesses, churches, and conununity and volunteer
organizations. The City will continue to serve as a facilitator of these partnerships.
Conclusion
Cupertino is a fiscally conservative, well-mn city. This proposed budget continues in that
tradition through a realistic expenditure program providing our employees with the tools to
perform their jobs in the most efficient and effective manner possible. Our challenge is to
maintain a strong revenue base to support and expand city services/facilities as necessary. Our
goal is to continue to enhance the quality of life for the citizens of Cupertino and to make
Cupertino a place where everyone feels welcome.
In closing, I would like to acknowledge the extra efforts of Carol Atwood, Carol Ferrell, Jennifer
Chang, and Dorothy Steenfott in preparing this year's budget.
Respectively submitted,
David Knapp
City Manager
City of Cupertino
MISSION STATEMENT
The environment within our City is interdependent upon a partnership of City Employees,
Elected O£[icial~; and the Community. To further this partnership, the City of Cupertino has
agreed upon certain basic values within the framework of the City's policies to better serve the
Community.
· 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, prqJkssional environment based upon teamwork.
· As a team, it is our objective to provide the highest level of satisfaction in allprograms and
services.
We are proud to be part of the City oJ' Cupertino team and will strive to provide the best service
possible.
7
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 afftfirs.
1. Revenue Leve&
· 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.
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.
· Continually evaluate and implement long-term financial planning including technology
automation, multiple year capital improvement programs, revenue and expenditure
forecasting.
8
BUDGET STRATEGIES
CITY COUNCIL GOALS
1. Library
Conceptual Design Approval to Council
Financing mechanism in place
Automated checkout - install and market
2. Trails Plan
Stevens Creek Trail
· Feasibility study
· CEQA
· Funding Plan
Implement San Tomas/Saratoga Creek Plan
· Street segment, signage and striping
· Bridge and creek segment, through Barfington
neighborhood
Support county-wide adoption of DeAnza Trail
· Feasibility study for Union Pacific Trail
3. Youth Issues
Skateboard Park
Identify location
Teen Commission
· Review Teen Commission selection process
· Launch the Teen Website
Teen Center
· Incorporate teen spaces in Sports Center plan
We Value Youth
· Work with the Teen Commission, Chamber & other
organizations in support of youth
4. Pursue "Downtown" Opportunities
Develop a plan for a Downtown Village in the Crossroads
block of Stevens Creek Boulevard from DeAnza Boulevard
to Stelling Road
Work with the Town Center developer to plan a mixed use
walkable plan
Budget Reference
Pages 224, 233
Pages224,231
Pages 168,224, 229
Page 182
BUDGET STRATEGIES
CITY COUNCIL GOALS
Budget Reference
5. Street Safety - Walkable Community
Ensure that "walkable city" concept is present in all City
development/redevelopment projects
6. Building Community/Unity
Continue to offer opportunities and programs to address the
needs of our diverse community
Continue international film and music series
Hold public forums in other languages for major capital
improvement projects
Assist ad-hoc committee with first annual New Year
Festival
Evaluate methods for communicating (electronically and in
writing) to non-English speaking population regarding crime
prevention, emergency preparedness and civic activities
7. Economic Development
Encourage healthy environment for retail growth
Vallco Fashion Park ("Plaza Cupertino") Redevelopment
Add revenue enhancement incentive policy component of
review for new development
Evaluate transit/transportation implications o f economic
development strategy
8. General Plan
General Plan Administrative Draft
Adopt plan
9. Public Safety
Review traffic safety issues
· Safe routes to school program (Monta Vista) and
(Cupertino High Schools)
· Review traffic safety for pedestrians
Pages 225,241
Pages 106,124,166,172
Page 134
Page 182
Pages 116, 148, 225,240
10
BUDGET STRATEGIES
CITY COUNCIL GOALS
Continue emphasis on Neighborhood Watch and Disaster
Preparedness
· Continue expansion of the CERT program
· Evaluate methods for communicating (electronically and
in writing) to non-English speaking population regarding
crime prevention
· Expand volunteer program
10. Affordable Housing
Provide housing opportunities for Cupertino workers
Review below market rate program criteria
Teacher housing assistance programs
· Work with school district to develop teacher housing
assistance program
CCS affordable housing project
11. Annexation
Monta Vista
· Annex pockets using island annexation procedures
Creston
· Annex individual contiguous parcels when redevelopment
occurs
12. Sports Center Building Strategy
Complete ADA requirements
Come to consensus on Sports Center use and budget
Budget Reference
Page 184
Page 182
Page 170, 234
13. Four Seasons Corner and Intersection "Gateway"
Feb/March 2002: Complete design concept.
March/April 2002: Review of preliminary plans by Fine
Arts Commission, Parks & Recreation Commission and
approval by City Council.
April: Prepare construction drawings and bid documents.
April/May 2002: City Council award bid for construction.
May/June 2002: Remove construction equipment.
June 2002: Begin construction
Page 229
11
BUDGET STRATEGIES
CITY COUNCIL GOALS
September 2002: Complete substantial construction
coordinated with Cypress Hotel opening.
2003: Complete final construction coordinated with Verona
Apartments completion.
Budget Reference
14. School Partnerships
Pursue partner opportunities with the three school districts
including:
· Pool
· Gym
· Traffic and parking
· Teacher housing
Pages170,182,184,240
lla
PROPOSED PROGRAMS
Proposed programs for the 2002/03 budget include:
New Programs - Funded
Walkability Modifications $100,000 Funding Source:
Mobile Skatepark $88,585 Funding Source:
Translations Services $30,000 Funding Soume:
Teen Commission $12,218 Funding Source:
Teen Website $3,000 Funding Source:
Senior Center Bilingual Interns $12,100 Funding Source:
Multi-Lingual Health Fair $4,000 Funding Source:
Lunar New Year Parade $10,000 Funding Source:
CUSD Field House Partnership $37,000 Funding Source:
Teacher/Senior Housing Rental Program STBD Funding Source:
Sheriff Substation at Quinlan Center STBD Funding Source:
Sports Center Child Watch Program $28,000 Funding Source:
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
RDA Fund
General Fund
Sports Center
New Programs - Not Funded
Medium Priority:
We Value Youth Program
Lunar New Year Parade
$7,500
$10,000
Funding Source: General Fund
Funding Source: General Fund
Low Priority:
Senior Shakespeare Camp
Jazz Bands for Jazz Concerts
$8,500
$2,400
Funding Source: General Fund
Funding Source: General Fund
Not to be Considered:
Parks & Recreation Citizen Survey
$20,000
Funding Source: General Fund
Existin~ Proerams - Change in Funding
City to fund one Youth Probation Officer and one School Resource Officer in partnership with
Cupertino Union School District and the County of Santa Clara.
12
PROPOSED PROGRAMS
Proposed programs for the 2002/03 budget include:
Debt Refinancing/Issuance
Refinance our current debt and extend the maturity date to 2030. In addition, eliminate
the bond reserve and use the $5 million dollars towards the New Library project. In lieu
of the reserve, the city will apply for bond insurance.
2. Issue new debt for the following Capital Improvement Projects:
Library
Sale of Property in-lieu
Animal Shelter
Increased Revenue Enforcement
$5,000,000
5,000,000
665,000
Increase revenue enforcement in the following areas:
1. Transient Occupancy Tax: Assess TOT tax on apartment complexes with "guest units".
2. Business License Tax: Assess a business license tax on vendors selling at the DeAnza
Flee Market, Farmers Market and various Community Festivals.
3. Implement a non-resident fee for use of the mobile skate park.
12a
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:
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.
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 2002-
03 operating budget addresses the implementation of these goals and explores various
revenue enhancements and cost reduction measures.
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 2002/03 information, this section includes fund balance trends and detailed
revenues and expenditures projections for the next five years.
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.
13
BUDGET GUIDE
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 2002-03 through 2006-07. 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 2002-03 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:
14
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 govermnental 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 Water, 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.
15
BUDGET GUIDE
THEANNUALBUDGETPROCESS
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 Work 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. City Council approval is required for additional appropriations from fund balances or for
new revenue sources.
16
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.
17
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 fully
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 def'me the purpose of a department.
Internal Service Fund - A fund used to account for the services provided by one department to
other departments on a cost-reimbursement basis.
18
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 repons to a division.
Self-Supporting Activity - An enterprise activity where all service costs (including principal and
interest debt payments) are 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.
19
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.
21
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 commattee played important roles in this movement. Incorporation was
approved 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 Vallco
Park, six sold to Varian Associates, a thriving young electronics firm, founded by Russell Varian, and two opted for
transplanting to farms elsewhere. The name Vallco was derived from the names of the principal developers: Varian
Associates and the Leonard, Lester, CraR, and Orlando families.
22
2002
The City of Cupertino, high-tech heart of Silicon Valley, was
bom from a community of farmers. In 1955, when Cupertino
officially became the 13~ city in Santa Clara County, its
population was about 2,000 and its geographical area
encompassed 3.76 square miles.
Today, with a population numbering more than 50,000 and city
limits stretching across 11 square miles, Cupertino is considered
to be one of the San Francisco Bay Area's most prestigious cities
in which to live and work.
Among the many factors that make Cupertino so desirable are the
city's highly acclaimed educational programs, its vibrant
business environment, its convenient access to major
transportation systems and its attractive well-planned
neighborhoods.
Schools in Cupertino are operated by the Cupertino Union School District (CUSD) that serve students from kindergarten
through 8th grade in several different cities, and the Fremont Union High School District (FUHSD), which operates five
high schools in Cupertino and nearby cities. Twenty elementary schools and four middle schools are under the CUSD
umbrella. Nationally recognized for its innovative use of technology to enrich student learning, the district's reputation
reaches around the world.
One of California's premiere community colleges is also located in Cupertino. DeAnza College serves nearly 25,000
students per quarter. The college operates a planetarium and an Advanced Technology Center, where training in math,
physics, computers and programming is offered. In addition, one of the area's leading performing arts facilities, the Flint
Center, is located on the DeAnza College campus.
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 Portal Software. In addition, key divisions of Compaq Computer,
Hewlett-Packard, Sun Microsystems and Honeywell-Measurex 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.
Residents and visitors can browse in a variety of small specialty shops at Vallco Fashion Park. The mall 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.
There's more to a community than its schools, its businesses and its quality of life. A community is people. And,
Cupertino's people come from all over the world. The city prides itself on being a diverse community and appreciates
the cultural differences that make each resident individual and unique. Cupertino has become a place that people are
proud to call home.
23
of Labor For e
Economic Growth & Trends
1997 1998 1999
Population in County
Total Taxable Sales - County
Population in City Limits
Total Taxable Sales - City
Occupied Dwellings - City
School Enrollment K-8
School Enrollment 9-12
Median Income - County
Median Income - State
Median Age
1,612,258 1,671,400 1,647,419
25,257,736 25,793,716 27,488,815
43,627 44,800 45,095
8,218,233 7,546,163 1,412,000
15,707 17,065 17,417
14,877 15,240 15,313
8,380 8,762 8,822
2000
1,682,585
35,683,007
50,546
1,106,635
18,204
15,200
9,063
59,639
39,595
39
Non-Manufacturing Employment
Company
Cupertino Union School District
Foothill/DeAnza Community College
Fremont Unibn High School District
Sears
Target
JC Penney
PG&E
Mervyns
Employment
1,500
1,200
735
294
270
200
167
135
Product
Education
Education
Education
Retail
Retail
Retail
Gas/Electric
Retail
Manufacturing Employment
Company Employment
Product
Apple Computer 6,000
Hewlett-Packard 4,682
Compaq 2,500
Symantec 400
Honeywell-Measurex 220
Computers
Computers
Computers
Software
Process
Controls
24
2002 City
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 Mondays at 6:45 p.m. in City Hall.
Municipal services are provided by the City's 154 full time benefited employees. City departments include administrative
services (finance, human resources, IT, city clerk, outreach programs, and economic development); community
development (planning and building); parks and recreation; public works (engineering, maintenance, transportation, and
environmental); and public information. Police service is contracted through the County of Santa Clara and fire service is
provided through Santa Clara County Fire District.
Assisting the city council are several citizen advisory commissions/committees which include housing,
telecommunications, fine arts, library, planning, audit, parks and recreation 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.
}lousing
Rentals for one and two bedroom apartments and duplexes
range from $1,100 to $2,100 per month. Rent for a two
bedroom house ranges from $2,200 to $3,250 per month.
The average price of existing single family homes is
$946,485 as of June 2001. The average
condominium/townhouse sale price is $509,390.
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, San Jose Hospital, 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
Natural gas and electric - Pacific Gas and Electric
Company, (800) 743-5000.
Telephone - Pacific Bell. For residential service call (800)
894-2355; for business service call (800) 750-2355.
Cable - AT&T Broadband, (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 Rates and Government Services
Residential, commercial, and industrial property is
appraised at full market value as it existed on March 1,
1975, with increases limited to a maximum of 2% annually.
Property created or sold since March 1, 1975 will bear full
cash value as of the time created or sold, plus the 2%
annual increase. The basic tax rate is $1.00 per $100 full
cash value plus any tax levied to cover bonded
indebtedness for county, city, school, or other taxing
agencies. Assessed valuations and tax rates are published
annually after July 1.
Retail Sales Tax: Santa Clara County District: 1%; Local:
1%; State: 6%; County: 25%; Total: 8.25%.
Assessed Valuation: (Secured and Unsecured)
Cupertino: $7,332,095,101 (2000)
County: $172,917,361,122 (2000)
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, US 101,
25
Library
Blackberry Farm
Cupertino Library has the highest circulation among the
members of the Santa Clara County Library system. It
holds a collection of more than 308,000 volumes, as well
as periodicals, compact discs, audio and video cassettes,
CD-ROM's and DVD's.
The library is open seven days a week: Monday through
Thursday 10-9, Friday and Saturday 10-6, Sunday 12-6.
For more information call (408) 446-1677. Cupertino
Library is located at 10400 Torre Avenue, next to City
Hail.
Cupertino Senior Center
This 33 acre recreational facility offers two large
swimming pools, softball field, basketball courts,
volleyball courts, horseshoe pits, and a nine hole golf
course. The picnic grounds are located at 21975 San
Femando Avenue and the golf course is located at 22100
Stevens Creek Boulevard. Telephone: (408)777-3140.
Blackberry Farm Retreat Center is a 2,000 square foot
house that overlooks the picnic grounds and golf course.
The center has one large conference room that will
accommodate up to 25 people. The retxeat center is
located at 21979 San Femando Avenue. Telephone:
(408) 777-3140.
Adults over age 50 can find a full calendar of
opportunities for learning, volunteering, and enjoying
life. There are exercise classes (over 30 hours a week), a
computer lab and classes, language instruction including
English as a second language, and cultural and special
interest classes.
The Senior Center is located at 21251 Stevens Creek
Boulevard at Mary in Memorial Park and is open
Monday through Friday 8 a.m. to 5 p.m.
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 which is a multi-purpose room that can
accommodate 300 people in a banquet format. The
Quinlan Center is also home to the Cupertino Historical
Society. For more information, call (408) 777-3120.
Cupertino Sports Center
Cupertino Sports Center is a great place to meet friends.
The facility features 17 tennis courts (12 lighted),
complete locker room facilities, saunas, Jacuzzis, and a
fully equipped fitness center featuring free weights,
Cydesc, and cardio equipment. The center is located at
the comer of Stevens Creek Boulevard and Stelling
Road. Telephone: (408) 777-3160.
Memorial Park
Attractions at the 28-acre park include acres of lawn
ideal for family picnics, a lake, and six lighted tennis
courts, as well as the Senior Center. Also, an
amphitheater, lighted softball field, gazebo, and picnic
areas are available for general enjoyment or rental. The
park is located at Stevens Creek Boulevard and Mary
Avenue. Telephone: (408)777-3120.
McClellan Ranch Park
A horse ranch during the 1930's 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 moved from
other sites in the city: 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. Also at McClellan Ranch are corrals
where Rolling Hills 4-H Club members raise rabbits,
chickens, sheep, swine, and cattle and a Junior Nature
Museum, which features small live animal exhibits and
dispenses information about bird, animal, and plant
species of the area. McClellan Ranch is located at 22221
McClellan Road. Telephone: (408) 777-3120.
26
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
nationaI 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 Award" medal that may be worn during their graduation ceremonies.
it IfonCts
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.
27
to S
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 call 408-864-8814.
Flint Center
The cultural life of the Peninsula and South Bay is enhanced by
programs presented at the Flint Center for Performing 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. The
long-term goal of the Society was to develop a museum to preserve the memorabilia that would be so vital in
communicating the history to future generations. On March 30, 1990, the Society opened the Cupertino Historical
Museum dedicated to the preservation and exhibition of the city's history. The museum is a growing repository of
artifacts, documents, photographs, vehicles and equipment of city residents, industries and businesses past and present.
The vitality of the changing community is shown through the rotating exhibitions of the museum. 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 parmerships 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,
10185N. StellingRoad. Telephone: 408-973-8049.
28
BUDGET SUMMARY
2002?03 Fiscal Year
Funds
General Fund
Special Revenue Funds: Storm Drain
Park Dedication Tax
Environmental Management
Gas Tax
Housing & Community Development
HCD Rehabilitation Loans
Leadership Cupertino
Vallco Redevelopment
Fund Totals
Debt Service:
Cupertino Facilities Corporation
Traffic Impact
Vallco AD 74-3
Vallco AD 74-4
Fund Totals
Capital Projects Funds:
Capital Improvement
Fund Totals
Enterprise Funds:
Resource Recovery
Blackberry Farm
Cupertino Sports Facility
Recreation Programs
Senior Center
Fund Totals
Internal Service Funds:
Information Management
Workers' Compensation
Equipment Replacement
Long-term Disability
Fund Totals
Estimated Estimated
Balance at Operating Operating Non-operating Balance at
July 1 Revenues Expenditures Transfers June 30
15,054,000 $ 30~607,000 $ (26,050,000) $ (9,302~000) $ 10,309,000
343,000 100,000 (147,000) 296,000
34,000 1,500,000 (1,500,000) 34,000
91,000 357,000 (365,000) 83,000
123,000 1,784,000 (3,108,000) 1,201,000
1,483,000 78,000 (162,000) 1,399,000
145,000 53,000 (160,000) 38,000
38,000 (38,000)
(10,000) 300,000 (179,000) 111,000
$ 2,209,000 $ 4,210~000 $ (4,159,000) $ (299~000) $ 1,961,000
102,000 (4,539,000) 4,539,000 102,000
79,000 38,000 (38,000) 79,000
$ 181~000 $ 38,000 $ (4,577,000) $ 4,539~000 $ 181,000
1,200,000 (22,302,000) 21,102,000
$ 1,200,000 $ (22~302,000) $ 21,102,000 $
4,498,000 2,676,000 (2,024,000) 5,150,000
224,000 1,795,000 (1,750,000) (75,000) 194,000
265,000 1,274,000 (1,344,000) 195,000
48,000 1,910,000 (1,812,000) (I00,000) 46,000
188,000 600,000 ~530,000) (50,000) 208,000
$ 5,223,000 $ 8,255,000 $ (7~460,000) $ (225~000) $ 5,793,000
781,000 928,000 (1,184,000) 270,000 795,000
699,000 190,000 (158,000) 731,000
1,065,000 1,080,000 (1,095,000) 20,000 1,070,000
48,000 62,000 (80,000) 30,000
$ 2,593,000 $ 2,260,000 $ (2,517,000) $ 290,000 $ 2,626,000
29¸
Total City Revenue
Total City revenue for fiscal year 2002-03 is expected to be $90,423,000. 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. This year, Capital Projects/Equipment Funding/Debt is higher than normal due to
the refinancing/new debt associated with our Library project. Charges for Services includes
program and engineering/building fees from Blackberry Farm, the Sports Center, the Senior
Center, Quinlan Center and our Community Development and Public Works Departments.
Approximately 77% of the city's park and recreation programs are self-funded.
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 is small in comparison to our other revenues as Cupertino is a no-low property tax
city, receiving only $.02 on every dollar paid. Other Taxes are comprised of hotel tax and park
dedication fees.
TotalCity Revenue
$90,423,000
12%
Franchise
Fees
3%
Utility Use of Money
Tax & Properly
3% 2%
Cap Proj/Equip Fund/
Debt Payback
34%
Debt Issumac¢/
Refunding
17%
TOT
3%
Charges for
Services
10%
Property
:ines
1%
Other Taxes
Other 3%
Inter- 2%
6%
30
General Fund Revenue
Total General Fund revenue for fiscal year 2002-03 is expected to be $47,997,000. The chart
below provides an overview of the make up of our revenue components.
Sales Tax is used for general government expenditures and is therefore accounted for entirely in
the General Fund. This represents approximately 35% of our revenue in a normal budget year
and has decreased due to the recession. Our sales tax comes fi.om retail sales, business-to-
business (high tech sector) sales and use tax and all other. This year, the city is refinancing its
existing debt and issuing new debt to fund major capital projects, including the new library.
Therefore, non-reocurring revenue of approximately $15.5 million is included in this budget.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. The city is
concerned with the possibility that the State of California may not backfill the motor vehicle in-
lieu tax this next year as a way to balance their budget deficit. This revenue source represents $3
million dollars of the budget. Use of Money and Property is received from rental fees and
interest income on the city investment portfolio. Property Tax is small in comparison to our
other revenues as Cupertino is a no-low property tax city, receiving only $.02 on every dollar
paid. Other Taxes includes hotel tax of approximately $2.4 million.
General Fund Revenue
$47,997,000
Operating
Transfers In
4%
Sales Tax I~bt Issuance/
23% Refunding
32%
Utility Ta
6%
Other Taxes
3%
lntergovenur, ental
7%
Charges for
Services
3%
Fines TOT
1% 5%
Property T~xes
8%
'ranchise Fees
Use of Money 5%
& Property
3%
31
Total City Expenditures
Total City expenditures for fiscal year 2002-03 are expected to be $95,158,000. 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 $2.2 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 $5 million annually to provide programs for all ages and to maintain the City's
enviable community facilities at the Blackberry Farm and Golf Course, Quinlan Community
Center, Sports Center, and Senior Center.
Funding for Capital Projects ($21.9 million) will provide for street projects, sidewalks, facilities
and upgrades, and major equipment. Over $17 million alone is appropriated for a new library
next to Cupertino's Civic Center.
Total City Expenditures
(Including Operating Transfers)
$95,158,000
Parks &
Recreation
Debt Service
5%
Law
Enforcement
6%
Council &
Commissions
1%
Operating Transfers
30%
Cap Proj/
Equip Funding
25%
AdminisU'ative
Services
5%
Public Works
15%
Administration
1%
Development
3%
n formation
1%
32
General Fund Expenditures
Total General Fund expenditures for fiscal year 2002-03 are expected to be $52,792,000.
General Fund expenditures, for the general operation and administration of the City, comprise
over 55% of total expenditures.
The General Fund budget allows for all expenditures necessary to carry out the basic
governmental 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 engineering activities; public works operations 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 an
aggressive capital projects plan.
General Fund Expenditures
(Including Operating Transfers)
$52,792,000
Council &
Administrative
Commissions
S~rvic~s
1%
7%
Public Works
17%
Parks & Recreation
4%
Cap Proj/Equip Funding Law Enforcement
43% 11%
Debt Service
9%
Communiiy
Development
5%
~ublic Information
1%
2%
REVENUE SUMMARY
Sales Tax
The City's sales and use tax revenues are generated from three principal economic categories:
general retail--32%, business-to-business--44% (includes electronic equipment and software
manufacturers and distributors), and other products--24%. Cupertino's sales tax has
experienced a decline of approximately 12% this year as a result of the country's recession. The
City's decrease in sales tax has been better than our neighboring municipalities due to our
industry mix.
Sales Tax
$14,000
$12,000
$10,000
$8,000
$6,000
$4,000
$2,000
$0
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
ACTUAL
ADJ BY CPI
Sales and use taxes are the City's largest single source of revenue and are budgeted at $11
million for the 2002/03 fiscal year, representing 36% of the City's total general fund operating
revenues.
Because of the importance of this revenue source, the City is in the process of establishing a
redevelopment project area at its regional mall and has adopted an Imernet Sales Incentive policy
to encourage high-teeh firms to locate their Intemet sales presence in Cupertino.
2000/01 2001/02 2002/03
Actual Estimate Proposed
REVENUE BY CATEGORY:
Sales Tax
REVENUE BY FUND:
General
$11.834.000
$10.348.000
$11.000.000
$11.000.000
34
REVENUE SUMMARY
Property Taxes
Property taxes represent approximately 12% of total general fund operat'mg revenues. Property
tax revenue for the 2002/03 fiscal year is estimated to be $4,037,000. Property tax revenues
fluctuate with market conditions from year-to-year; however, they will generally increase in the
long4erm due to property sales and new construction.
In 1978, voters approved the passage of
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 Clam County receiving $.02 for
every $1.00 paid.
In accordance with State law, property
is assessed at actual full cash value
with the maximum levy being 1% of
the assessed valuation. Increases in
assessed valuation are limited to 2%
annually if there is no change in
property ownership, major improve-
ments or requests for re-assessment.
Our revenue has increased in this area
with recent annexations and housing
development.
$0~247 Cupertino Elementary
;0.240 County Bond
;0.167 Fremont High School
Maintenance
;0.151 Santa Clara County
Fire District
;0.0667 Mid Peninsula Open
Space & Various Agencies
;0.064 Foothill Community
College Maintenance
;0.043 County Library
Retirement
;0.022 City of Cupertino
2000/01 2001/02 2002/03
Actual Estimate Proposed
REVENUE BY CATEGORY:
Property Taxes
REVENUE BY FUND:
General
Vallco RDA
Traffic Impact
$3.298.000 $3.789.000 $4.037.00~
$3,700,000
300,000
37,000
$4.037.001)
35
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility, franchise, park, and transient
occupancy taxes.
Utility taxes are budgeted to be $2,880,000 which is up 6.7 % from the previous year's
projections of $2,699,000.
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 pledged to pay bond obligation for Blackberry Farm and Creekside Park
open space. 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.
The City receives franchise fees 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.
Utility Tax Rate Comparison
Gas/Electric Cable Water Telephone
Cupertino 2.4% .... 2.4%
Gilroy 5.0% 5.0% -- 5.0%
Los Altos 3.5% 3.5% 3.5% 3.5%
Milpitas ........
Morgan Hill ........
Mountain View 3.0% .... 3.0%
Palo Alto 5.0% -- 5.0% 5.0%
Saratoga ........
Franchise fee revenues for
fiscal 2002/03, estimated to
be $2,320,000, up 4.8% from
fiscal 2001/02 estimated
revenues.
Park tax is paid by developers
on the amount of develop-
ment from year-to-year.
Estimated revenues for fiscal
year 2002/03 are $1,500,000
due to construction of
apartments and other housing
units 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 $2,365,000 and are significantly down as a
result of the economy. The Cypress Hotel, by Kimpton Hotel and Restaurant Group, will open in
July 2002 to help offset this revenue decline.
36
REVENUE SUMMARY
Other Taxes (continued)
2000/01
Actual
2001/02
Estimate
2002/03
Proposed
REVENUE BY CATEGORY:
Utility Tax
Franchise Fees
Park Dedication Fee
Transient Occupancy Tax
Other Taxes
$2,908,000
1,979,000
408,000
2,325,000
1,253,000
$8.873.000
$2,699,000
2,214,000
2,400,000
1,460,000
1,120,000
$9.893.000
$2,880,000
2,320,000
1,500,000
2,365,000
1,205,000
$10.270.000
REVENUE BY FUND:
General
Park Dedication Fund
$ 8,770,000
1,500,000
$10.270,000
37
REVENUE SUMMARY
Fines
Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have
increased slightly as a result of an expanded code enforcement effort and the installation ora new
red light runner program which utilizes technology to capture red light offenders as they proceed
through the intersection.
WAY
2000/01 2001/02 2002/03
Actual Estimate Proposed
REVENUE BY CATEGORY:
Fines
$471.000 $600,000 $600.000
REVENUE BY FUND:
General
$600.000
38
REVENUE SUMMARY
Charges for Current 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 current services, representing approximately 12.4% of total City revenues, are
estimated to be $9,302,000 for the 2002/03 fiscal year. With the opening of our new Senior
Center and expansion of our youth programs, this category has not been negatively affected by
the economy.
2000/01 2001/02 2002/03
Actual Estimate Proposed
REVENUE BY CATEGORY:
Construction and Other Permits
Refuse Services
Blackberry Farm Park Fees
Cupertino Sports Center Fees
Recreation - Cultural, Youth and Teen,
Physical, Nature and Park Programs
Senior Center Excursions
$1,561,000 $1,603,000 $1,485,000
2,598,000 2,430,000 2,480,000
1,579,000 1,500,000 1,662,000
922,000 1,101,000 1,193,000
1,594,000 1,780,000 1,898,000
293,000 533,000 584,000
$8.547.000 $9.279.000 $9.302.00~
REVENUE BY FUND:
General
Resource Recovery
Blackberry Farm
Cupertino Sports Center
Recreation Programs
Senior Center
$1,485,000
2,480,000
1,662,000
1,193,000
1,898,000
584,000
$9,302,000
39
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents approximately 2.8% 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 affordable housing loans. The estimated
revenues for fiscal 2002/03 are $2,115,000 which represents a decrease from the prior year.
Investment earnings are a function of the amount of excess cash available for investment and the
current interest rate. For the coming year, interest rates are expected to remain low and cash
balances will decline due to upcoming capital projects, especially our $22 million library project.
2000/01 2001/02 2002/03
Actual Estimate Proposed
REVENUE BY CATEGORY:
Investment Earnings
Property Rentals
Loan Repayment
$3,375,000 $1,882,000 $1,474,000
598,000 600,000 576,000
94,000 65,000 65,000
$4.067,000 $2.547.000 $2.115.000
REVENUE BY FUND:
General
Storm Drain
Sports Center
Resource Recovery
Blackberry Farm
Gas Tax
Workers' Compensation
Housing & Community Development
Other Funds
$1,400,000
50,000
74,000
195,000
130,000
100,000
50,000
71,000
45,000
$2,115.000
40
REVENUE SUMMARY
Intergovernmental Revenues
Intergovernmental revenues comprise approximately 7% of the City's total revenues and consist
of State motor vehicle license taxes, State gas tax, and various grants from federal, state or
county agencies. This revenue fluctuates widely depending on grant awards and allocations.
With the enormity of the State budget deficit, one of our revenues at risk is motor vehicle in lieu
fees. Although this revenue rests with the cities, the state utilized this funding source to give tax
rebates to the citizens of California in good budget years with the promise to backfill the rebates
to the municipalities.
2000/01 2001/02 2002/03
Actual Estimate Proposed
REVENUE BY CATEGORY:
Motor Vehicle in Lieu
Gas Tax
Housing & Community Development
Other/Grants
$2,851,000 $2,730,000 $3,000,000
999,000 1,058,000 1,050,000
71,000 487,000 60,000
1,964,000 6,468,000 1,136,000
$5,885.000 $10.743.000 $5.246,000
REVENUE BY FUND:
General Fund
Gas Tax
Housing & Community Development
Capital Improvement Projects
$3,502,000
1,684,000
60,000
0
$5.246.00~00
41
REVENUE SUMMARY
Other Revenues
Other 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
2002/03 are budgeted at $17,455,000. Two non-reoccurring revenues for this fiscal year results
from a community fund raiser for our new library project in the amount of $1.2 million, and the
issuance of $10 million in new debt and a $5 million liquidation from our debt service reserve.
2000/01 2001/02 2002/03
Actual Estimate Proposed
REVENUE BY CATEGORY:
Debt Issuance/Refinance
Developer Fees
Environmental Management
Miscellaneous
$ 0 $ 0$15,665,000
18,000 50,000 50,000
348,000 345,000 355,000
162,000 119,000 1,385,000
$528.000 $514.000 $17.455,000
REVENUE BY FUND:
General Fund
Library
Storm Drain
Environmental Management
Various Funds
Leadership Cupertino
$15,815,000
1,200,000
50,000
355,000
7,000
28,000
$17.455,000
42
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
whose costs are allocated to the various City departments benefited. The City utilizes internal
service funds to account for the provision of the 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 $30,398,000 are primarily due to the transfer of $16,400,000 for our new
library and $5,503,000 for other capital projects.
2000/01 2001/02 2002/03
Actual Estimate Proposed
REVENUE BY CATEGORY:
Transfer of Funds
Interdepartmental Service Charges:
Insurance Premiums
Equipment Chargebacks
IT Chargebacks
REVENUE BY FUND:
General Fund
Capital Improvement Fund
Gas Tax
Cupertino Facilities Corporation
Management Information Services (MIS)
Equipment Replacement
Workers' Compensation
Long-term Disability
Leadership Cupertino
$15,761,000 $11,861,000 $28,467,000
199,000 135,000 200,000
966,000 895,000 902,000
655,000 695,000 829,000
$17.581.000 $13.586.000 $30.398.000
$ 1,725,000
20,102,000
801,000
4,539,000
1,099,000
922,000
140,000
60,000
10,000
$30.398,000
43
Summary of Employees
By Depa~ment
80
7O
60
50
4O
3O
2O
10
1996/97 1997/98 1998/99 1999/00
2000101 2001/02 2002/03
· Council/Commissions
· Administration
[] Public Information
· Adminiatrative Services
· Parks and Recreation
· Community Development
· Public Works
· Redevelopment Agency
45
Employee Summary
Trend Analysis
Administration
The Administration Department has had minimal increases over the past seven years. The
Assistant City Attorney was increased to a full-time position in 1999-2000 and the Community
Outreach Coordinator has been decreased to a half-time position in 2001-02. This fiscal year, a
part-time position has been added to assist with the City Manager and City Council activities.
Administrative Services
From fiscal year 1995-96 to 2001-02 the Administrative Services Department has seen minimal
changes in staffing. Increases occurred in 1995-96, 1997-98 and 1999-00 and were due to the
expansion of the IT Division with the addition of an IT Manager, Network Specialist and GIS
Coordinator. In 1999-00, the Code Enforcement Division added an additional officer when
Rancho Rinconada was annexed to the City, and the Finance Division increased an Account
Clerk position from a part-time to a full-time position to handle Business Licensing.
Public Information
The staffing in the Public Information Department has remained constant over the past seven
years. In 2001/02, a 75% position was taken to full time.
Recreation Services
Recreation Services has increased staffing due to new programs from fiscal year 1995-96 to
2000-01. Between 1996 and 1999 additions included a Recreation Coordinator for Blackberry
Farm and a Clerk Typist for Quinlan registration. A Maintenance Worker for Blackberry Farm, a
Building Attendant for the Senior Center and two Recreation Coordinators have been added for
fiscal year 2000-01. Changes for 2001-02 include 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, assistant golf shop attendant and a part-time position
went to 75% time at the Senior Center.
Community Development
The Community Development Department has had variations in staffing over the past seven
years. Decreases occurred in 1995-96 and 1997-98. One Planner II position was eliminated,
three Inspector positions were eliminated and the GIS Specialist was transferred to
Administrative Services. Two Inspector positions were added in fiscal year 1997-98 and one
Planner I position was added in 1999-00. In 2001-02, the department has combined two part-
time intern positions into a full-time position to increase efficiency.
46
Public Works
From fiscal year 1995-96 to 2001-02 numerous staffing changes have occurred. The majority of
the increases occurred in 1997-98 with the addition of six and a quarter positions for grounds
maintenance. Decreases in 1998-99 were due to the lease of our water utility. Three positions
have been added for each of the 1999-00 and 2000-01 fiscal years to increase service in grounds,
fleet, median and tree crews. A Senior Engineer was also added in 2000-01.
Redevelopment Agency
The Vallco Redevelopment Project Area was approved and existing staff time allocated as
appropriate.
47
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions
CITY COUNCIL/COMMISSIONS
City Council
Fine Arts Commission
Telecommunications Commission
Parks and Recreation Commission
Teen Commission
Housing Commission
ADMINISTRATION
City Manager
Community Outreach
City Attorney
PUBLIC INFORMATION
Community Relations
Cupertino Scene
Government Channel
ADMINISTRATIVE SERVICES
Administration
Accounting
Business Licensing
City Clerk
Duplicating and Printing
Human Resources
Code Enforcement
Insurance Administration
Management Information Services
PARKS AND RECREATION
Administration
Cultural Programs
Youth and Teen Services
Sports and Physical Recreation
Senior Programs
Blackberry Farm
48
1996-97
1997-98 1998-99 199%00
1.35 1.35 2.10 1.35
0.00 0.00 0.00 0.75
2.00 2.75 2.75 2.75
3.35 4.10 4.85 4.85
0.75 0.75 0.75 0.75
0.40 0.40 0.40 0.40
3.00 3.00 3.00 3.00
4.15 4.15 4.15 4.15
2.00 2.00 2.00 2.00
3.60 3.75 3.75 3.75
0.40 0.25 0.25 0.25
3.90 3.90 3.90 3.90
0.00 0.00 0.00 0.00
0.80 2.40 2.50 2.50
2.15 2.15 2.15 3.15
0.45 0.45 0.35 0.35
1.00 2.00 2.00 3.00
14.30 16.90 16.90 18.90
1.90 1.90 1.90 1.90
4.75 5.08 6.50 6.25
2.00 2.33 2.00 2.00
4.00 4.34 4.00 4.00
2.50 2.50 2.75 3.00
7.00 7.00 7.50 7.50
22.15 23.15 24.65 24.65
0.20 0.20 0.20 0.20
0.10 0.10 0.10 0.10
0.05 0.05 0.05 0.05
0.10 0.10 0.10 0.10
0.00 0.00 0.00 0.00
0.04 0.04 0.04 0.05
0.49 0.49 0.49 0.50
2000-01 2001-02 2002-03
0.20 0.20 0.40
0.10 0.10 0.10
0.05 0.05 0.05
0.10 0.i0 0.10
0.00 0.00 0.15
0.05 0.05 0.00
0.50 0.50 0.80
1.35 1.35 1.45
0.75 0.50 0.50
2.80 3.00 2.95
4.90 4.85 4.90
0.75 0.75 0.75
0.40 0.40 0.40
3.00 3.00 3.25
4.15 4.15 4.40
2.00 2.00 1.90
3.75 4.50 4.40
0.25 0.50 0.50
3.90 3.90 3.90
0.00 0.00 0.60
2.50 2.50 2.70
3.15 3.15 3.00
0.35 0.35 0.30
3.00 3.00 3.00
18.90 19.90 20.30
1.90 1.90 1.90
6.25 8.00 6.50
2.00 3.50 3.35
4.00 5.00 5.50
6.00 6.75 7.50
8.50 10.00 7.88
28.65 35.15 32.63
49
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions
COMMUNITY DEVELOPMENT
Administration
Planning
Housing Services
Building
PUBLIC WORKS
Administration/Water
Environmental Management
Engineering Services
Service Center
Grounds
Streets
Facilities
Transportation
General Services
REDEVELOPMENT AGENCY
TOTAL PERMANENT, BENEFITED POSITIONS
1996-97
1997-98 1998-99 1999-00
2.22 1.49 1.49 1.49
5.03 5.01 4.91 5.96
0.96 0.96 0.96 1.00
8.40 10.40 10.60 10.50
16.61 17.86 17.96 18.95
6.40 5.80 2.05 2.00
2.00 2.00 2.60 2.80
4.75 4.75 4.75 4.75
7.80 8.30 8.40 2.15
22.65 24.40 24.70 19.10
3.15 8.15 6.85 19.35
7.25 7.60 8.30 7.00
5.35 5.35 5.35 8.85
0.50 0.50 0.00 0.00
59.85 66.85 63.00 66.00
0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00
120.90
133.50 132.00 138.00
50
2000-01 2001-02 2002-03
1.49 1.49 1.49
5.96 6.96 6.96
1.00 1.00 0.90
10.50 10.50 11.40
18.95 19.95 20.75
2.00 2.00 3.00
2.35 2.35 2.57
4.75 5.75 5.75
2.20 2.20 2.20
18.50 18.50 18.40
22.35 22.35 22.55
7.40 7.40 7.30
5.35 5.35 4.35
4.10 4.10 4.10
69.00 70.00 70.22
0.00 0.00 0.50
0.00 0.00 0.50
145.05 154.50 154.50
51
Five Year
Budget Forecast
FUND BALANCETRENDS
GENERAL FUND
Beginning Balance at July I
Operating Activity:
Estimated Operating Revenues
Debt Refinancing/Issuance
Use of BMR Reserve
Estimated Operating Expenditures
Net Operating Activity
Debt Service
Net Operating Activity after debt
Five Year Forecast (in thousands)
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
$ 17,991 $ 15,054 $ 10,309 $ 9,711 $ 9,933 $ 10,368
28,777 30,607 31,308 32,473 33,660 34,894
0 15,665 0 0 0 0
1,532 50 0 0 0 0
(26,857) (26,050) (26,268) (27,057) (28,049) (28,977)
3,452 20,272 5,040 5,416 5,611 5,917
(4,671) (4,539) (3,844) (3,844) (3,844) (3,844)
(1,219) 15,733 1,196 1,572 1,767 2,073
Operating Transfers In:
Park Dedication 2,400 1,500 500 500 500 500
Blackberry Farms 175 75 75 100 125 125
Senior Center 50 50 50 50 50 75
Recreation Programs 100 100 150 175 200 200
Operating Transfers Out:
MIS Fund (270) (270) (270) (270) (270) (270)
Equipment Fund/Leadership Cupertino (53) (30) (85) (85) (85) (85)
Net Income for CIP Projects/Reserves
Proposed CIP Projects/Debt Issuance
Capital Projects
Gas Tax Projects
Ending Balance June 30
Reserve Policy
Reserves above (below) policy level
1,183 17,158 1,616 2,042 2,287 2,618
(2,303) (21,102) (265) 0 0 0
(1,al7) (801) (1,949) (1,820) (1,852) (1,884)
(4,120) (21,903) (2,214) (1,820) (1,852) (1,884)
15,054 10,309 9,711 9,933 10,368 11,102
15,000 15,000 15,000 15,000 15,000 15,000
$ 54 $ (4,691) $ (5,289) $ (5,067) $ (4,632) $ (3,898)
53
SPECIAL REVENUE FUNDS
STORM DRAIN
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Capital Projects
Ending Balance at June 30
PARK DEDICATION TAX
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfers Out - General Fund
Capital Projects - McClellan/Portal
Ending Balance at June 30
ENVIRONMENTAL MANAGEMENT
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
GAS TAX
Beginning Balance at July 1
Estimated Operating Revenues
Operating Transfers In - General FuncYCIP
Estimated Operating Expenditures
Net Operating Activity
Capital Projects
Ending Balance at June 30
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
$ 1,478 $ 343 $ 296 $ 247 $ I96 $ 142
120 100 100 100 100 I00
(226) (72) (74) (76) (79) (81)
(1,029) (75) (75) (75) (75) (75)
$ 343 $ 296 $ 247 $ 196 $ 142 $ 86
246 $ 34 $ 34 $ 34 $ 34 $ 34
2,400 1,500 500 500 500 500
0 0 0 0 0 0
2,400 1,500 500 500 500 500
(2,400) (1,500) (500) (500) (500) (500)
(212) 0 0 0 0 0
$ 34 $ 34 $ 34 $ 34 $ 34 $ 34
$ 91 $ 91 $ 83 $ 75 $ 67 $ 58
353 357 368 379 390 402
(353) (365) (376) (387) (399) (411)
$ 91 $ 83 $ 75 $ 67 $ 58 $ 49
$ 3,244 $ 123 $ 0$ 0$ 0$ 0
2,854 1,784 1,772 5,964 1,197 1,232
1,817 801 1,949 1,820 1,852 1,884
(1,606) (1,399) (2,096) (2,159) (2,224) (2,291)
3,065 1,186 1,625 5,625 825 825
(6,186) (1,309) (1,625) (5,625) (825) (825)
$ 123 $ 0 $ 0 $ 0 $ 0 $ 0
54
FUND BALANCE TRENDS
Five Year Forecast(in thousands)
2001-02 2002-03 2003-04 2004-05 2005-06 2006~07
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July 1 $ 1,635 $
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
1,483 $ 1,399 $ 1,563 $ 1,723 $ 1,879
505 78 331 332 333 334
(657) (162) (167) (172) (177) (182)
1,483 $ 1,399 $ 1,563 $ 1,723 $ 1,879 $ 2,031
HCD REHABILITATION LOANS
Beginning Balance at July 1
315 145 38 4l 44 47
50 53 53 53 53 53
(220) (160) (50) (50) (50) (50)
$ 145 $ 38 $ 41 $ 44 $ 47 $ 50
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
LEADERSHIP CUPERTINO
Beginning Balance at July 1
5 0 0 0 0 0
39 38 39 40 42 43
(44) (38) (39) (40) (42) (43)
$ o $ o $ o $ o $ o $ o
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
VALLCO REDEVELOPMENT
Beginning Balance at July I
(77) (10) 111 286 456 620
142 300 360 360 360 360
(75) (179) (185) (190) (196) (202)
$ (10) $ 111 $ 286 $ 456 $ 620 $ 778
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
55
FUND BALANCE TRENDS
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT
Beginning Balance at July 1
Operating Transfers In
Other Revenue
Capital Projects
Ending Balance at June 30
LIBRARY
Beginning Balance at July 1
Other Revenues
Operating Transfers In
Capital Projects
Ending Balance at June 30
CITY CENTER PLAZA
Beginning Balance at July 1
Operating Transfers In/Other revenue
Capital Projects
Ending Balance at June 30
SPORTS CENTER
Beginning Balance at July 1
Operating Transfers In
Capital Projects
Ending Balance at June 30
Five Year Forecast (in thousands)
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
2,704 $ 0$ 0$ 0$ 0$ 0
433 3,329 265 0 0 0
4,133 0 0 0 0 0
(7,270) (3,329) (265) 0 0 0
$ 05 05 0$ 05 05 0
2,568 0 0 0 0 0
0 1,200 0 0 0 0
1,900 16,400 0 0 0 0
(4,468) (17,600) 0 0 0 0
$ 0 $ 0 $ 0 $ 0 $ 0 $ 0
390 0 0 0 0 0
200 662 0 0 0 0
(590) (662) 0 0 0 0
$ o $ o $ o $ o $ o $ o
1,689 0 0 0 0 0
0 711 0 0 0 0
(1,689) (711) 0 0 0 0
$ o $ o $ os o $ o $ o
57
FUND BALANCE TRENDS
CAPITAL PROJECT FUNDS
Five Year Forecast (in thousands)
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
STEVENS CREEK TRAIL MASTER PLAN
Beginning Balance at July l
Operating Transfers In
Capital Projects
Ending Balance at June 30
0 0 0 0 0 0
150 0 0 0 0 0
(~50) 0 0 0 0 0
0 $ 0 $ 0 $ 0 $ 0 $ 0
SENIOR CENTER EXPANSION
Beginning Balance at July 1
Operating Transfers In
Capital Projects
Ending Balance at June 30
332 0 0 0 0 0
0 0 0 0 0 0
(332) 0 0 0 0 0
0 $ 0 5; 0 $ 0 $ 0 $ 0
58
FUND BALANCE TRENDS
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
BLACKBERRY FARM
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfers Out--General Fund
Capital Projects
Ending Balance at June 30
CUPERTINO SPORTS CENTER
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfer Out--General Fund
Ending Balance at June 30
Five Year Forecast (in thousands)
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
$ 4,033 $ 4,498 $ 5,150 $ 5,820 $ 6,511 $ 7,222
2,620 2,676 2,755 2,838 2,923 3,011
(2,155) (2,024) (2,085) (2,147) (2,212) (2,278)
$ 4,498 $ 5,150 $ 5,820 $ 6,511 $ 7,222 $ 7,955
925 $ 224 $ 194 $ 203 $ 190 $ 156
1,641 1,795 1,885 1,963 2,046 2,134
(1,527) (1,675) (1,726) (1,776) (1,830) (1,885)
114 120 159 187 216 249
(175) (75) (75) (100) (125) (125)
(640) (75) (75) (100) (125) (125)
224 $ 194 $ 203 $ 190 $ 156 $ 155
399 $ 265 $ 195 $ 87 $ (24) $ (139)
1,198 1,302 1,276 1,315 1,354 1,395
(1,332) (1,372) (1,384) (1,426) (1,469) (1,513)
(134) (70) (108) (111) (115) (118)
0 0 0 0 0 0
$ 265 $ 195 $ 87 $ (24) $ (139) $ (254)
59
ENTERPRISE FUNDS
RECREATION PROGRAMS
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfers Out
Ending Balance at June 30
SEN1OR CENTER
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfer Out
Ending Balance at June 30
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
$ 100 $ 48 $ 46 $ 45 $ 59 $ 95
1,790 1,910 2,015 2,111 2,217 2,327
(1,742) (1,812) (1,866) (1,922) (1,980) (2,039)
48 98 149 189 237 288
(100) (I00) (150) (175) (200) (200)
$ 48 $ 46 $ 45 $ 59 $ 95 $ 183
$ 178 $ 188 $ 208 $ 230 $ 254 $ 281
551 600 618 637 656 675
(491) (530) (546) (562) (579) (597)
60 70 72 75 77 78
(50) (50) (50) (50) (50) (75)
$ 188 $ 208 $ 230 $ 254 $ 281 $ 284
60
FUND BALANCE TRENDS
INTERNAL SER VICE FUNDS
MANAGEMENT INFORMATION
Beginning Balance at July I
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfers In
Depreciation Reserve
Capital Outlay
Ending Balance at June 30
WORKERS' COMPENSATION
Beginning Balance at July l
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
EQUIPMENT
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfer In--General Fund
Depreciation Reserve
Capital Outlay
Ending Balance at June 30
LONG-TERM DISABILITY
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
Five Year Forecast (in thousands)
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
$ 881 $ 78l $ 795 $ 810 $ 825 $
714 843 869 894 921
(764) (829) (854) (879) (906)
(50) 14 15 15 15
270 270 270 270 270
I95 85 I00 100 100
(515) (354) (370) (370) (370)
$ 781 $ 795 $ 810 $ 825 $ 840 $
840
948
(933)
15
270
100
(370)
855
$ 731 $ 699 $ 731 $ 769 $ 807 $ 845
120 190 190 190 190 190
(152) (158) (152) (152) (152) (152)
$ 699 $ 731 $ 769 $ 807 $ 845 $ 883
1,253 $ 1,065 $ 1,070 $ 1,074 $ 1,078 $ 1,082
898 905 932 960 989 1,018
(912) (901) (928) (956) (985) (1,014)
(14) 4 4 4 4 4
48 20 75 75 75 75
133 175 125 125 125 125
(355) (194) (200) (200) (200) (200)
1,065 $ 1,070 $ 1,074 $ 1,078 $ 1,082 $ 1,086
$ 41 $ 48 $ 30 $ 37 $ 46 $ 57
62 62 62 64 66 68
(55) (80) (55) (55) (55) (55)
$ 48 $ 30 $ 37 $ 46 $ 57 $ 70
61
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06
GENERAL
2006-07
TAXES:
Property Tax 3,298 3,585 3,789 3,700 3,811 3,925 4,043 4,164
Sales Tax 11,834 12,300 10,348 11,000 11,550 12,128 12,734 13,371
Transient Occupancy Tax 2,325 1,960 1,460 2,365 2,436 2,509 2,584 2,662
Utility Users Tax 2,908 3,270 2,699 2,880 2,966 3,055 3,147 3,241
Franchise Fees 1,979 1,920 2,214 2,320 2,390 2,461 2,535 2,611
Other Tax 1,253 1,415 1,120 1,205 1,241 1,200 1,236 1,273
23,596 24,450 21,630 23,470 24,394 25,279 26,279 27,323
LICENSE AND PERMITS:
Plan Check and Building Permits
Animal and Other
USE OF MONEY AND PROPERTY:
Investment Earnings
Property Rentals
1,220 1,065 1,164 1,150 1,185 1,220 1,257 1,294
10 10 10 0 0 0 0 0
1,230 1,075 1,174 1,150 1,185 1,220 1,257 1,294
2,283 1,400 1,145 1,000 700 800 800 800
411 400 400 400 412 424 437 450
2,694 1,800 1,545 1,400 1,112 1,224 1,237 1,250
2,851 2,730 2,730 3,000 3,090 3,183 3,278 3,377
244 300 489 298 200 200 200 200
161 100 100 204 210 216 223 230
3,255 3,130 3,319 3,502 3,500 3,599 3,701 3,806
INTERGOVERNMENTAL:
Motor Vehicle License in-Lieu
Grants
Other Intergovernmental
CHARGES FOR SERVICES:
Zoning and Planning Fees 76 70 70 70 72 74 76 79
Engineering Fees 177 120 238 160 165 170 175 180
Police Services 56 50 35 30 31 32 33 34
Miscellaneous Services 22 35 86 75 77 80 82 84
331 275 429 335 345 355 366 377
FINES AND FORFEITURES
MISCELLANEOUS
Miscellaneous
Debt Refinancing/Issuance
471 450 600 600 618 637 656 675
133 150 80 150 155 159 164
0 0 0 15,665 0 0 0
169
0
Subtotal
133 150 80 15,815 155 159 164 169
31,710 31,330 28,777 46,272 31,308 32,473 33,660 34,894
OPERATING TRANSFERS IN
Park Dedication Tax 675 1,500 2,400 1,500 500 500 500 500
Blackberry Farm 250 175 175 75 75 100 125 125
Recreation Programs 275 200 100 100 150 175 200 200
Senior Center 0 50 50 50 50 50 50 75
33,255 31,502 47,997 32,083 33,298 34,535
Total General Fund
32,910
35,794
62
REVENUE ESTIMATE
SPECIAL REVENUE FUNDS
STORM DRAIN
Investment Earnings
Developer Fees
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
PARK DEDICATION TAX
Investment Earnings
Park Dedication Tax
ENVIRONMENTAL MANAGEMENT
Investment Earnings
Fees
99 70 70 50 50 50 50 50
18 50 50 50 50 50 50 50
117 120 120 100 100 100 100 100
17 0 0 0 0 0 0 0
245 1,500 2,400 1,500 500 500 500 500
262 1,500 2,400 1,500 500 500 500 500
2 8 8 2 2 2 2 2
348 345 345 355 366 377 388 400
350 353 353 357 368 379 390 402
GAS TAX
Investment Earnings 131 50 50 100 50 50 50 50
Operating Transfers In - General Fund 2,536 1,722 1,817 801 1,949 1,820 1,852 1,884
Federal m~d State Grants 1,168 1,389 1,746 634 640 4,800 0 0
Highway Users Tax 999 1,000 1,058 1,050 1,082 1,114 1,147 1,182
4,834 4,161 4,671 2,585 3,721 7,784 3,049 3,116
HOUSING & COMMUNITY DEVELOPMENT
lnvestJnent Earnings
Grants
Loan Repayments
HCD REHABILITATION LOANS
Investment Earnings
Loan Repayments
LEADERSHIP CUPERTINO
Operating Transfer In
Fees / Other Revenue
VALLCO REDEVELOPMENT
Fees / Other Revenue
5 3 3 3 3 3 3 3
7I 60 487 60 313 314 315 316
15 15 15 15 15 15 15 15
91 78 505 78 331 332 333 334
0 0 0 3 3 3 3 3
79 0 50 50 50 50 50 50
79 0 50 53 53 53 53 53
5 5 5 10 10 I0 10 10
22 31 34 28 29 30 32 33
27 36 39 38 39 40 42 43
98 142 142 300 360 360 360 360
98 142 142 300 360 360 360 360
63
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget
2000-01 2001-02 2001-02
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings
Operating Transfer In
TRAFFIC IMPACT
Investment Earnings
Property Assessxnent
VALLCO Al) 74-3
Investment Earnings
Property Assessments
VALLCO AD 74-4
Investment Earnings
Property Assessments
2002-03
FIVE YEAR FORECAST
2003-04 2004-05 2005-06
2006-07
294 285 285 0 0 0 0 0
4,663 4,671 4,663 4,539 3,844 3,844 3,844 3,844
4,957 4,956 4,948 4,539 3,844 3,844 3,844 3,844
I I I I I 1 I 1
39 40 40 37 35 34 37 35
40 41 41 38 36 35 38 36
0 0 0 0 0 0 0 0
123 0 0 0 0 0 0 0
123 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
64
REVENUE ESTIMATE
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT
Operating Transfers In
Aid in Construction/Grants
LIBRARY
Miscellaneous
Operating Transfers In
SPORTS CENTER
Operating Transfers In
SENIOR CENTER EXPANSION
Miscellaneous
CITY CENTER PLAZA
Operating Transfers in
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
2,791 282 433 3,329 265 0 0 0
391 2,089 4,133 0 0 0 0 0
3,182 2,371 4,566 3,329 265 0 0 0
0 0 0 1,200 0 0 0 0
2,500 1,800 1,900 16,400 0 0 0 0
2,500 1,800 1,900 17,600 0 0 0 0
1,300 0 0 711 0 0 0 0
1,300 0 0 711 0 0 0 0
92 0 0 0 0 0 0 0
390 0 0 662 0 0 0 0
65
REVENUEESTIMATE
ENTERPRISE FUNDS
RESOURCE RECOVERY
Investment Earnings
Charges for Services
BLACKBERRY FARM
investment Earnings
Rent
Charges for Services
Miscellaneous
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06
2006-07
338 190 190 195 201 207 213 219
2,598 2,425 2,430 2,480 2,554 2,631 2,710 2,79l
2,936 2,615 2,620 2,676 2,755 2,838 2,923 3,011
37 24 24 l0 I l I2 12 12
124 115 115 120 122 126 129 133
1,579 1,700 1,500 1,662 1,748 1,820 1,900 1,983
0 2 2 3 4 5 5 5
1,740 1,841 1,641 1,795 1,885 1,963 2,046 2,134
SPORTS CENTER
Investment Earnings 14 40 12 18 19 19 20 20
Rent 63 46 85 56 58 59 61 63
Equipment Replacement - Depreciation Reserve 0 65 0 35 0 0 0 0
Charges for Service 922 1,000 1,101 1,193 1,229 1,266 1,304 1,343
999 1,151 1,198 1,302 1,305 1,344 1,384 1,426
RECREATION PROGRAMS
Investment Earnings 24 20 10 11 12 12 13 14
Culture Programs 236 250 285 303 320 336 352 370
Youth and Teen Programs 542 650 625 670 707 742 779 818
Physical Programs 816 875 870 926 977 1,026 1,077 1,131
1,618 1,795 1,790 1,910 2,015 2,116 2,222 2,333
SENIOR CENTER
lnvesm~ent Earnings 17 15 15 12 12 13 13 14
Charges for Services 293 500 533 584 602 620 638 657
Miscellaneous 7 3 3 4 4 4 4 5
316 518 551 600 618 637 656 675
66
REVENUE ESTIMATE
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Investment Earnings
Service Charges
Operating Transl~rs
WORKERS' COMPENSATION
Investment Earnings
Premiums
EQIJIPMENT
Investment Earnings
Service Charge
Operating Transfers In
LONG TERM DISABILITY
Investment Earnings
Premiums
Actual
2000-01
Adopted
Budget
2001-02
Revised
Budget
2001-02
29 19 19
655 695 695
236 270 270
920 984 984
74 45 45
141 75 75
215 120 120
7 3 3
966 895 895
48 80 48
1,021 978 946
3 2 2
58 60 60
61 62 62
2002-03
FIVE YEAR FORECAST
2003-04 2004-05 2005-06
2006-07
14 15 15 15 15
829 854 879 906 933
270 270 270 270 270
1,113 1,139 1,164 1,191 1,218
50 50 50 50 50
140 140 140 140 140
190 190 190 190 190
3 3 3 3 3
902 929 957 986 1,015
20 75 75 75 75
925 1,007 1,035 1,064 1,093
2 2 2 2 2
60 60 62 64 66
62 62 64 66 68
67
EXPENDITURE ESTIMATES
GENERAL
COUNCIL AND COMMISSIONS:
1000 City Council
1004 Historical Society
1031 Telecommunications Commission
1040 Library Commission
1042 Fine Arts Commission
1050 Public Safety Conmfission
1060 Recreation Commission
1065 Teen Commission
1070 Planning Commission
1075 Affordable Housing Committee
ADMINISTRATION:
1200 CiWManager
1201Communi~ Outreach
1300 Contingencies
1500 CITY ATTORNEY
2100 LAW ENFORCEMENT
PUBLIC INFORMATION:
3300 Community Relation & Information
3400 Cupertino Scene
3500 Government Channel
3501 Gov't Channel--Special Project
ADMINISTRATIVE SERVICES:
4000 Administration
4001 Economic Development
4100 Accounting
4200 Business Licenses
4300 City Clerk
4310 Duplicating and Postage
4330 Elections
4400 Disaster Preparedness
4510 Human Resources
4530 Code Enforcement
4540 Insurance Administration
Adopted Revised
Actual Budget Budget
2000-01 2001-02 2001-02
2002-03
157 202 226 189
40 0 0 0
116 127 118 130
242 270 270 214
21 27 34 30
0 0 0 0
5 21 21 15
0 0 0 25
24 33 33 25
0 5 5 0
605 685 707 628
251 266 266 .277
57 63 63 67
0 20 10 30
308 349 339 374
474 473 470 517
5352 5,650 6,123 6,042
206 223 226 271
99 108 101 108
277 268 267 324
36 59 59 45
618 658 653 748
345 348 333 358
17 31 16 17
565 593 593 615
66 38 38 40
322 440 420 444
131 157 157 178
0 27 51 3
17 37 56 53
878 700 700 867
401 567 591 566
258 327 392 451
3,000 3,265 3,347 3,592
FIVE YEAR FORECAST
2003-04 2004-05 2005-06 2006-07
195 201 207 213
0 0 0 0
134 138 142 146
220 227 234 241
31 32 33 34
0 0 0 0
15 16 I6 17
26 27 27 28
26 27 27 28
0 0 0 0
647 666 686 707
285 294 303 312
69 71 73 75
30 30 30 30
384 395 406 417
533 548 565 582
6,344 6,661 6,994 7,344
279 288 296 3O5
111 115 118 122
334 344 354 365
46 48 49 51
770 794 817 842
369 308 317 327
23 24 24 25
633 652 672 692
41 42 44 45
457 471 485 500
I83 189 195 200
50 0 50 0
55 56 58 60
893 920 947 976
583 600 618 637
451 465 478 493
3,739 3,727 3,889 3,954
68
EXPENDITURE ESTIMATES
GENEI~L ¢on~
RECREATION SERVICE:
6100 Recreation Administration
Quinlan Community Center-Cultural:
6200 Supervision
6248 Cultural Programs
6265 Quinlan Community Center
Monta Vista Recreation Center-Youth:
6300 Administration
6342 Youth Programs
6343 Teen Programs
6360 Monta Vista Recreation Center
Cupertino Sports Center-Physical/Recreation
6400 Supervision
6445 Creekside Park
6448 Fourth of July
Senior Center:
6500 Senior Adult Programs
6529 Senior Center Case Manager
6647 Nature Programs
COMMUNITY DEVELOPMENT:
7200 Planning Administration
7301 Current Planning
7302 Mid and Long Range Planning
7305 Monta Vista A~mexations
7405 BMR Housing Maintenance
7501 General Building
7502 Construction Plan Checking
7503 Building Code Enforcement
7504 Building Abatements
7505 Oakvalley Development
Actual
2000-01
Adopted
Budget
2001-02
Revised
Budget
2001-02
2002-03
FIVE YEAR FORECAST
2003-04 2004-05 2005-06 2006-07
206 202 202 234 241 248 255 263
323 343 343 373 384 396 408 420
59 46 46 69 71 73 75 78
278 257 265 286 295 303 313 322
161 207 207 217 224 230 237 244
34 47 47 54 56 57 59 61
13 24 24 113 116 120 123 127
6 13 13 13 13 14 14 15
224 191 191 233 240 247 255 262
7 10 10 I0 10 11 II 11
45 80 80 83 85 88 91 93
307 403 373 491 505 521 536 552
67 71 71 86 89 91 94 97
44 75 75 69 71 73 75 78
1,774 1,969 1,947 2,330 2,400 2,472 2,546 2,623
197 197 196 190 195 201 207 213
545 562 562 622 640 659 679 700
162 222 357 206 142 146 151 155
9 0 0 27 0 0 0 0
290 1,532 1,532 177 55 57 58 60
407 481 479 440 470 484 499 514
394 270 386 399 250 258 265 273
475 477 452 634 515 530 546 563
38 30 33 50 50 50 50 50
19 0 0 0 0 0 0 0
2,536 3,771 3,997 2,745 2,317 2,385 2,455 2,527
69
EXPENDITURE ESTIMATES
PUBLIC WORKS:
Administration:
800I Public Works Administration
8005 Environmental Management
Engineering:
8101 Engineering Design
8102 Inspection Service
Service Center Administration:
8201 Public Works Supervision
Grounds:
8302 McClellan Ranch Park
8303 Memorial Park
8312 School Site Maintenance
8314 Neighborhood Parks
8315 Sports Fields/Jollyman/Creekside
8321 Civic Center Maintenance
Streets:
8401 Storm Drain Maintenance
8402 Street Cleaning
8406 Graffiti Removal
8407 Overpasses & Medians Maintenance
8408 Street Trees Maintenance
8409 Elmwood Program
Facilities:
8501 City Hall
8502 Library
8503 Service Center
8504 Quinlan Community Center
8505 Senior Center
8506 McClellan Ranch
8507 Monta Vista
8508 Wilson
8509 Portal
8511 Creekside
8830 Street Lighting
Traflic Management:
8601 Traffic Engineering
8602 Traffic Signal Maintenance
8603 Bicycle/Pedestrian Safety/Trip Reduc.
Operating Expenditures
Operating Transl~rs Out:
0100 Debt Service Obligations
0100 Capital Projects
0100 Gas Tax Projects/Operation Funding
0100 Leadership Cupertino
0100 Equipment Fund
01 O0 Management Information
Non-operating Expenditures
TOTAL GENERAL FUND
Actual
2000-01
Adopted
Budget
2001-02
Revised
Budget
2001-02
2002-03
245 259 259 398
114 132 132 148
385 507 502 685
104 108 108 106
1076 873 889 895
47 61 41 56
552 594 577 585
527 489 541 600
794 814 847 780
319 335 335 265
111 133 152 125
37 57 0 0
129 125 125 111
7 34 24 34
554 610 624 582
404 458 458 490
160 176 176 197
473 471 467 442
141 133 144 105
339 319 510 270
354 339 361 485
83 193 193 180
41 60 60 57
79 91 93 88
13 47 47 34
34 37 37 39
47 64 64 61
324 469 486 484
459 464 455 385
530 604 531 384
24 35 36 0
8,506 9,091 9,274 9,074
23,172 25,911 26,857 26,050
4663
6390
2194
5
48
230
FIVE YEAR FORECAST
2003-04 2004-05 2005-06 2006-07
13,530
36,702
410 423 435 448
153 157 162 167
705 726 748 771
109 112 116 119
922 949 978 1,007
58 59 61 63
603 621 640 659
618 637 656 676
804 828 853 878
273 281 290 298
129 133 137 141
0 0 0 0
I15 118 122 125
35 36 37 38
600 618 636 655
505 520 536 552
203 209 215 222
400 412 424 437
108 111 115 118
278 286 295 304
350 361 371 382
185 191 196 202
59 61 63 64
91 93 96 99
35 36 37 38
40 41 42 43
62 64 66 68
472 486 501 516
397 409 421 434
396 408 420 433
20 20 21 21
9,134 9,407 9,689 9,980
26,268 27,057 28,049 28,977
4,671 4,671 4,539 3,844 3,844 3,844 3,844
2,081 2,303 21,102 265 0 0 0
1,722 1,817 801 1,949 1,820 1,852 1,884
5 5 10 10 I0 10 10
48 48 20 75 75 75 75
270 270 270 270 270 270 270
8,797 9,114 26,742 6,413 6,019 6,051 6,083
34,708 35,971 52,792 32,681 33,076 34,100 35,060
70
EXPENDITURE ESTI MATES
SPECIAL REVENUE FUNDS
STORM DRAIN
9612 Minor Storm Drain Improvements
9620 Minor Storm Drain Projects
PARK DEDICATION TAX
0100 Operating Transfers to General Fund
9107 McClellan Ranch Improvements
ENVIRONMENTAL MANAGEMENT
8004 Non Point Source
8401 Storm Drain
8402 Street Cleaning
GAS TAX
0100 Operating Transfers to CIP fund
8403 Sidewalk~ Curb and Gutter
8404 Street Pavement Maintenance
8405 Street Signs/Markings
9xxx CIP
HOUSING & COMMUNITY DEVELOPMENT
7401 General Adtninistration
7403 Aflbrdable Housing Development
7404 Public Service Grants
HCD REHABILITATION LOANS
7402 Rehab Loans & Administration
VALLCO REDEVELOPMENT
7304 Vallco Redevelopment Project Area
LEADERSHIP CUPERTINO
4010 Leadership Cupe~ino
4011 Youth Leadership
2000-01
Adopted Revised
Budget Budget FIVE YEAR FORECAST
2001-02 2001'02 2002'03 2003-04 2004-05 2005'06 2006'07
0 155 226 72 74 76 79 81
0 0 1,029 75 75 75 75 75
0 155 1,255 147 149 151 154 155
675 1,500 2,400 1,500 500 500 500 500
0 0 212 0 0 0 0 0
675 1,500 2,612 1,500 500 500 500 500
357 353 353 365 376 387 399 411
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
357 353 353 365 376 387 399 411
344 0 30 0 0 0 0 0
605 762 687 757 780 803 827 852
1,008 131 389 219 881 907 935 963
502 500 500 423 436 449 462 476
684 2,768 6,186 1,309 1,625 5,625 825 825
3,143 4,161 7,792 2,708 3,721 7,784 3,049 3,116
2 19 19 17 18 18 19 19
0 45 45 0 0 0 0 0
54 166 593 145 149 154 158 163
56 230 657 162 167 172 177 182
0 0 220 160 50 50 50 50
108 75 75 179 185 190 196 202
16 19 19 19 20 20 21 21
17 25 25 19 20 20 21 21
33 44 44 38 39 40 42 43
71
EXPENDITURE ESTIMATES
DEBT SERVICE FUNDS
CUPERTINO FACILITY CORPORATION
5301 Principal + 5306 Interest
5301 Fees
TRAFFIC IMPACT
5306 Principal
5306 Interest
VALLCO AD 74-3
5304 Principal
5304 Interest
VALLCOAl)74-4
5305 Principal
5305 Interest
Actual
2000-01
Adopted
Budget
2001-02
Revised
Budget
2001-02
2002-03
FIVE YEAR FORECAST
2003-04 2004-05 2005-06 2006-07
4933 4,926 4926 4499
12 30 30 40
4,945 4,956 4,956 4,539
3,804 3804 3,804 3804
40 40 40 40
3,844 3,844 3,844 3,844
15 20 20 20
20 21 21 18
35 41 41 38
20 20 25 25
16 15 13 11
36 35 38 36
210 105 105 0
15 14 13 0
225 119 118 0
0 0 0 0
0 0 0 0
0 0 0 0
70 0 0 0
3 0 3 0
73 0 3 0
0 0 0 0
0 0 0 0
0 0 0 0
72
EXPENDITURE ESTIMATES
CAP1T~4L PROJECTS FUND
CAPITAL IMPROVEMENT
0100 Operating Transfers
9108 Park Renovation
9110 Stockimeir Property
9115 Skate Park
9116 San Thomas/Saratoga Creek Trail
9117 Stevens Creek Trail Masterplan
9118 Union Pacific RR Trail
9119 Portal Park
9120 Wilson Park
9208 Creekside Park
9216 Service Center Renovation
9217 Housing Assistance
9219 Animal Control Facility - $665,000
9223 Civic Center Improvements
9224 Civic Center Plaza
9523/25/26 Various Arterial Projects
9524 DeAnza Creek Arterial
9527 Homestead Tantau T/S
9528 280/Wolfe T/S
9529 Wolfe Road Arterial/Misc
9530 Phase IIi Homestead Arterial
9533 Green LED T/S Lights
9534 Advanced ITS DeAnza
9535 Adaptive Traffic Controllers
9536-9538 Traffic Corridors
9539 Wolf/Pru~ridge T/S
9540 Speed Reduction
9541 Satb Routes to School - Monta Vista HS
9544 Safe Routes to School - Cupertino HS
xxxx Safe Routes to School - Garden Gate
9703 Apple Public Art
xxxx Memorial Park Softball Field Renovation
xxxx Traffic Signal Upgrades - Various
xxxx Traffic Operations Center
xxxx Yellow & Ped Head LED Traffic Sig Upg
xxxx Traffic Related Street Walkability Mods
xxxx Traffic Signal Battery Power Backup Sys
LIBRARY - 9222
SPORTS CENTER RENOVATION -9212
SENIOR CENTER EXPANSION - 9210
CITY CENTER PLAZA
9313 City Center Plaza
9314 City Center Plaza Public Art
Actual
2000-01
Budget Budget FIVE YEAR FORECAST
2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
200 0 0 0 0 0 0 0
6 0 177 0 0 0 0 0
6 0 o 0 0 0 0 0
5 100 445 -220 0 0 0 0
74 281 566 184 0 0 0 0
50 0 150 0 0 0 0 0
68 0 134 0 0 0 0 0
0 430 430 0 0 0 0 0
0 0 211 0 0 0 0 0
24 0 0 0 0 0 0 0
218 0 158 0 0 0 0 0
730 0 0 0 0 0 0 0
0 0 500 -500 0 0 0 0
0 200 200 2,300 0 0 0 0
0 100 100 900 0 0 0 0
50 0 0 0 0 0 0 0
103 0 29 0 0 0 0 0
58 0 18 0 0 0 0 0
75 0 419 0 0 0 0 0
154 0 142 0 0 0 0 0
36 0 84 0 0 0 0 0
114 260 286 0 0 0 0 0
4 500 896 0 0 0 0 0
I 300 999 0 0 0 0 0
15 0 40 0 0 0 0 0
5 0 10 0 0 0 0 0
0 0 25 0 0 0 0 0
6 0 446 0 0 0 0 0
0 500 500 0 0 0 0 0
0 0 205 0 0 0 0 0
0 100 100 -lO0 0 0 0 0
0 0 0 25 I25 0 0 0
0 0 0 300 0 0 0 0
0 0 0 200 0 0 0 0
0 0 0 140 140 0 0 0
0 0 0 100 0 0 0 0
0 0 0 0 0 0 0 0
2,002 2,771 7,270 3,329 265 0 0 0
19 1,500 4,468 17,600 0 0 0 0
46 0 1,689
2798 301 301
711 0 0 0 0
0 0 0 0 0
0 438 438 662 0 0 0 0
0 152 152 0 0 0 0 0
0 590 590 662 0 0 0 0
73
EXPENDITURE ESTIMATES
ENTERPRISE FUNDS
RESOURCE RECOVERY
8003 Programs
BLACKBERRY FARM
0100 Operating Transfers to General Fund
6600 Administration
6620 Park
6640 Golf Course
6660 Blue Pheasant Restaurant
6680 Retreat Center
9112 CIP - Blackberry Farm Master Plan
9105 CIP - Blackberry Farm Picnic Area
SPORTS CENTER
0100 Operating Transfers to General Fund
6450 Sports and Physical
6450 Equipment Replacement
8510 Facilities
RECREATION PROGRAMS
6249 Cultural Programs
6349 Youth and Teen Services
6449 Sports and Physical
6649 Nature Program
0100 Operating Transfers to General Fund
SENIOR CENTER
0100 Operating TranslErs to General Fund
6549 Programs
Actual
2000-01
Adopted Revised
Budget Budget FIVE YEAR FORECAST
2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
1792 1,908 2,155 2,024 2,085 2,147 2,212 2,278
253 175 175 75 75 100 125 125
124 113 113 122 126 129 133 137
841 872 897 909 936 964 993 1,023
376 461 463 584 602 620 638 657
14 19 19 20 21 21 22 23
23 35 35 40 41 42 44 45
0 0 150 0 0 0 0 0
112 175 490 75 75 100 125 125
1,743 1,850 2,342 1,825 1,875 1,977 2,080 2,135
0 0 0 0 0 0 0 0
715 899 1,149 1,166 1,201 1,237 1,274 1,312
0 65 0 0 0 0 0 0
146 183 183 206 212 219 225 232
861 1,147 1,332 1,372 1,413 1,455 1,499 1,544
217 217 295 260 268 276 284 293
458 566 567 610 628 647 667 687
672 756 851 923 951 979 1,009 1,039
21 29 29 19 20 20 21 21
275 200 100 100 150 175 200 200
1,643 1,768 1,842 1,912 2,016 2,097 2,180 2,239
2 50 50 50 50 50 50 75
407 458 491 530 546 562 579 597
409 508 541 580 596 612 629 672
74
EXPENDITURE ESTIMATES
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
4800 Operations
9800 Equipment Acquisition
WORKERS' COMPENSATION
4550 Claims
EQUIPMENT
8840 Equipment Maintenance
9820 Equipment Acquisition
LONG TERM DISABILITY
4570 Cla0ns
Actual
2000-01
Adopted Revised
Budget Budget FIVE YEAR FORECAST
2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
673 683 764 829 854 879 906 933
179 475 515 354 370 370 370 370
852 1,158 1,279 1,183 1,224 1,249 1,276 1,303
135 152 152 158 152 152 152 152
882 908 912 901 928 956 985 1,014
332 213 355 194 200 200 200 200
1,214 1,121 1,267 1,095 1,128 1,156 1,185 1,214
60 55 55 80 55 55 55 55
TOTAL EXPENDITURES
59,927 61,171 79,380 95,158 52,558 57,131 53,816 55,191
TOTAL REVENUES
61,177 58,877 61,149 90,460 52,676 58,075 54,987 56,731
75
City of Cupertino
Gram Appropriations Limit
2002-03 Budget
Article XI/IB of the Califomia 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 XI/IB was further modified by Proposition 111 and SB 88
approved by California voters in June of 1990. Proposition 111 allows cities more flexibility in
choosing certain inflation and population factors to calculate the limit.
Appropriations Subject to Limit
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
96/97 97/98 98/99 99/00 00/01 01/02 02/03
Appropriation Limit
'-~- Subject to Limit
The limit is different for each agency and the limit changes each year. Each year's limit is based
on the amount of tax proceeds that were authorized to be spent in fiscal year 1978-79 in each
agency, modified for changes in inflation and population in each subsequent year. Proposition
111 has modified those factors to allow cities to choose either the growth in California Per Capita
Income or the growth in non-residential assessed valuation due to new construction in the city.
Alternatively, the city could select a population growth factor represented by the population
growth in Santa Clara County. Each year the city establishes its appropriations limit for the
following fiscal year. The City of Cupertino's revised appropriation limit for fiscal year 2001/02
was $49,883,140 and has been readopted by Council.
The City's appropriations limit for fiscal year 2002/03 of $50,672,938 is $789,798 or 1.58%
higher than the fiscal year 2001/02 limit of $49,883,140. For fiscal year 2002/03, the City's
estimated appropriations of proceeds from taxes are $26,226,000. This is $24,446,938 or
48.24% under the legal limit established for fiscal year 2002/03. When a city's proceeds of taxes
(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 42.72% of its limit. As a result, the appropriations limit is not
expected to present a restraint on current or future budget deliberations.
76
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
Intbrmation, Administrative Services, Parks and Recreation, Community Development and
Public Works. Each departmental operating budget includes the following elements:
1. Department Summary: The department summary includes an organization chart for the
department and condensed financial information for each division within the department. It
is a "big picture" snapshot of the department's responsibilities and costs.
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.
77
Council
and
Commissions
79
COUNCIL AND
COMMISSIONS
Citizens
of Cupertino
Citizen Advisory Groups
Telecommunications/Library/Teen/
Fine Arts/Recreation/Economic Development/
Planning/Public Safety/Bike & Pedestrian
80
CITY COUNCIL AND COMMISSIONS
Expenditures by Division
CITY COUNCIL
1000 CITY COUNCIL
1002 CAMPAIGN REFORM
1004 HISTORICAL SOCIETY
COMMISSIONS
1031 TELECOMMUNICATIONS
1040 LIBRARY
1042 FINE ARTS
1050 PUBLIC SAFETY
1060 PARKS AND RECREATION
1065 TEEN COMMISSION
1070 PLANNING
1075 HOUSING COMMISSION
TOTAL
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
164,639 157,347 201,591 188,746
9,875 5,000 0 0
0 40,000 0 0
174,514 202,347 201,591 188,746
106,942 115,632 127,314 129,585
195,169 241,952 269,500 213,542
21,462 20,544 26,756 29,846
208 0 150 150
11,861 5,266 21,195 14,700
0 0 0 25,218
25,193 23,599 32,600 24,500
4,008 34 4,799 200
364,843 407,027 482,314 437,741
539,357 609,374 683,905 626,487
81
COUNCIL AND CO/M1MISSIONS
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 direction of the City Manager.
The council goals are listed in the Budget Strategies section.
82
COUNCIL AND COMMISSIONS
1000 CITY COUNCIL
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
Employee Compensation
88,055 81,390 105,371 108,506
44,294 49,497 60,700 62,900
9,875 7,960 20,000 5,000
32,290 18,500 15,520 12,340
Materials
Contract Services
Cost Allocation
Total
174,514 157,347 201,591 188,746
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 174,514 157,347 201,591 188,746
Total 174,514 157,347 201,591 188,746
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.20 0.20 0.40
Total 0.20 0.20 0.40
83
COUNCIL AND COMMISSIONS
TELECOMMUNICATIONS COMMISSION
PROGRAM OVERVIEW
The Telecommunications 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 gtfidance for antenna
sitings. In addition, the commission presented its third annual Cupertino Outstanding Producer
Award and disbursed funding for public access and educational grants.
The city's franchise agreement with AT&T provides financial support of the public access
program at De Anza College. The funding, totaling about $101,000, is reflected in this budget.
With legislation now in effect encouraging effective competition, the commission will continue
to look at new and forthcoming FCC rulings that may alter AT&T'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 the AT&T/Comcast merger and its impact on Cupertino's franchise.
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 a master plan for antenna sites and
design.
84
COUNCIL AND COMMISSIONS
1031 TELECOMMUNICATIONS COMMISSION
Employee Compensation
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
4,555 5,607 4,540 5,245
12,920 10,746 14,700 14,500
89,467 99,279 108,074 109,840
106,942 115,632 127,314 129,585
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 106,942 115,632 127,314 129,585
Total 106,942 115,632 127,314 129,585
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.05 0.05 0.05
Total 0.05 0.05 0.05
85
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
serves as city liaison.
SERVICE OBJECTIVES
Monitors the various service activities of the library and makes recommendations for
improvements to appropriate bodies.
Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino
Library Foundation.
Advocates library funding and service levels at the city, county, and state levels.
Represents the Cupertino library in the local community.
Participates in state and local library workshops and conferences.
Participates in the long range planning of quality library services for the City.
Develops potential resources to expand volunteer efforts in the library.
Investigates ways to expand access to non-traditional media.
Continues library advocacy in Cupertino activities and with other organizations.
Continues emphasis on integrating additional technology into library services.
Continues proactive efforts to ensure adequate library funding.
Participates on the building committee task force of a new library.
86
COUNCIL AND COMMISSIONS
1040 LIBRARY COMMISSION
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
363 250 1,500 750
194,806 241,702 268,000 212,792
195,169 241,952 269,500 213,542
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 195,169 241,952 269,500 213,542
Total 195,169 241,952 269,500 213,542
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
87
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 promoting art in public places, awarding
grants to individuals and organizations, and selection of a "Distinguished Artist of the Year."
Through the fine arts grant program, the Commission has awarded $15,000 during the 2000-2002
fiscal year to visual and performing artists offering projects benefiting Cupertino residents. This
year's grants have provided support for the Cherry Blossom Festival, Jennifer Swanton Brown,
Monta Vista High School, the San Jose String Quartet, and the Euphrat Museum of Art,
including Euphrat Family Day.
The Fine Arts Commission also sponsored its first public art project, which was the creation and
installation of decorative ceramic tiles created by children. Other special projects include the
annual student art show at the Cherry Blossom Festival and development of criteria for the
selection and installation of public art.
SERVICE OBJECTiVES
Maintain 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 methods for obtaining more art throughout the city.
88
COUNCIL AND COMMISSIONS
1042 FINE ARTS COMMISSION
Employee Compensation
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
8,899 9,099 9,556 10,066
12,563 10,545 16,200 18,680
0 900 1,000 1,100
21,462 20,544 26,756 29,846
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 21,462 20,544 26,756 29,846
Total 21,462 20,544 26,756 29,846
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
89
COUNCIL AND COMMISSIONS
PUBLIC SAFETY COMMISSION
PROGRAM OVERVIEW
The Public Safety Commission consists of five members with responsibility for reviewing and
recommending public safety services and policies for police, fire, emergency planning, and
traffic.
SERVICE OBJECTIVES
Review safety issues and concerns and make recommendations to the City Council.
Promote public education programs concerning safety issues.
Provide assistance in implementing public safety programs approved by the City Council.
90
COUNCIL AND COMMISSIONS
1050 PUBLIC SAFETY COMMISSION
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
Materials 208 0 150 150
Total 208 0 150 150
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 208 0 150 150
Total 208 0 150 150
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
91
COUNCIL AND COMMISSIONS
PAR2K_S 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.
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.
92
COUNCIL AND COMMISSIONS
1060 PARKS AND RECREATION COMMISSION
Employee Compensation
Materials
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
6,959 4,109 6,695 7,850
4,902 1,157 14,500 6,850
11,861 5,266 21,195 14,700
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 11,861 5,266 21,195 14,700
Total 11,861 5,266 21,195 14,700
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
93
COUNCIL AND COMMISSIONS
TEEN CO1MxN,IIS SION
PROGRAM OVERVIEW
The Teen Commission is composed of 13 youths representing grades 8-12. The Teen
Commission advises the City Council and staff on youth issues.
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.
Assist staff with the Stress Free Night at the Quinlan Community Center that will be offered in
January 2003.
Participate in a Ropes course to enhance team building and communication skills among the
Commission members.
COUNCIL AND COMMISSIONS
1065 TEEN COMMISSION
Employee Compensation
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
0 0 0 12,698
0 0 0 6,520
0 0 0 6,000
0 0 0 25,218
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 0 0 0 25,218
Total 0 0 0 25,218
Full-time
Total
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
0.00 0.00 0.15
0.00 0.00 0.15
95
COMMUNITY DEVELOPMENT
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 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 General Plan annual review. The annual review will test 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 as an advisory to the Housing Commission.
96
COUNCIL AND COMMISSIONS
1070 PLANNING COMMISSION
Employee Compensation
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
7,497 4,818 6,500 6,500
6,903 9,856 11,000 11,000
10,793 8,925 15,100 7,000
25,193 23,599 32,600 24,500
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 25,193 23,599 32,600 24,500
Total 25,193 23,599 32,600 24,500
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
97
COMMUNITY DEVELOPMENT
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.
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
Aftbrdable Housing Fund, possible fee waivers or other incentives, the number and type of
affordable units and the target groups to be served.
Work with school district to develop teacher housing assistance program.
98
COUNCIL AND COMMISSIONS
1075 HOUSING COMMISSION
Employee Compensation
Materials
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
3,965 14 4,599 0
43 20 200 200
4,008 34 4,799 200
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 4,008 34 4,799 200
Total 4,008 34 4,799 200
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.04 0.05 0.00
Total 0.04 0.05 0.00
99
Administration
101
ADMINISTRATION
I
City Attorney I
(2.95)
I
( 1.45) Outreach
(.50)
102
ADMINISTRATION
Expenditures by Division
1200 CITY MANAGER
1201 COMMUNITY OUTREACH
1300 CONTiNGENCIES
1500 LEGAL SERVICES
TOTAL
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
233,738 251,049 265,838 277,250
61,683 56,529 63,233 67,329
255 803 20,000 30,000
407,277 474,331 472,570 517,481
702,953 782,712 821,641 892,060
103
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, the City Manager carries out the City's
adopted goals and objectives.
SERVICE OBJECTIVES
Accomplish the City's goals.
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.
104
CITY MANAGER
1200 ADMINISTRATION
Employee Compensation
Materials
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
200,888 226,929 232,298 233,370
22,690 19,070 25,400 36,800
10,160 5,050 8,140 7,080
233,738 251,049 265,838 277,250
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 233,738 251,049 265,838 277,250
Total 233,738 251,049 265,838 277,250
Full-time
Total
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
1.35 1.35 1.45
1.35 1.35 1.45
105
ADMINISTRATION
COMMUNITY OUTREACH
PROGRAM OVERVIEW
Develop and sustain community-building activities that increase citizen involvement in our
diverse community and neighborhoods.
SERVICE OBJECTIVES
Increase awareness and participation in the City's neighborhood block leader and block parly
program.
Work with community groups, such as the Citizens of Cupertino Cross-Cultural Consortium
(5Cs), on intercultural projects and presentations, and outreach to newcomers.
Coordinate public communication activities through "town" forums and other public dialogue
activities.
Coordinate outreach efforts and resources with the Emergency Preparedness Office and Sheriffs
Office to increase participation in Neighborhood Preparedness, Neighborhood Watch and other
public safety programs.
Produce materials to effectively promote neighborhood programs.
Serve as a staff resource and liaison at community meetings.
106
COMMUNITY OUTREACH
1201 ADMINISTRATION
Employee Compensation
Materials
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
55500 52,955 44,733 47,329
6,183 3,574 18,500 20,000
61,683 56,529 63,233 67,329
General
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
61,683 56,529 63,233 67,329
61,683 56,529 63,233 67,329
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.75 0.50 0.50
Total 0.75 0.50 0.50
107
ADMINISTRATION
CONTINGENCIES
PROGRAM OVERVIEW
This account is discretionary fund for unexpected occurrences, such as
consultants or other special unplanned needs that may occur during the year.
special studies,
108
CONTINGENCIES
1300 ADMINISTRATION
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
Comract Services 255 803 20,000 30,000
Total 255 803 20,000 30,000
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 255 803 20,000 30,000
Total 255 803 20,000 30,000
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
109
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 prepares ordinances and resolutions as requested,
prepares or reviews contracts and agreements, conducts research and supports the City in various
meetings including some negotiations, prosecution of code violations, and some litigations.
Secretarial and support services are provided by the City.
SERVICE OBJECTIVES
Attend or provide representation at all regularly scheduled City Council meetings to provide
procedural and legislative information. Attend commission or staff meetings when requested.
Meet with the City administrative staff on a regular basis to provide legal services and advice.
110
LEGAL SERVICES
1500 ADMINISTRATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
314,197 364,104 359,010 369,801
22,280 31,793 32,350 34,550
52,540 60,181 71,100 97,100
0 9,093 0 0
18,260 9,160 10,110 16,030
407,277 474,331 472,570 517,481
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 407,277 474,331 472,570 517,481
Total 407,277 474,331 472,570 517,481
Full-time
Total
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
2.75 3.00 2.95
2.75 3.00 2.95
111
L~w
Enforcement
113
LAW
ENFORCEMENT
Law
E nforc em ent
(Contract)
114
LAW ENFORCEMENT
Expenditures by Division
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
2100 LAW ENFORCEMENT 4,631,726 5,335,000 5,650,282 6,041,685
TOTAL 4,631,726 5,335,000 5,650,282 6,041,685
115
LAW ENFORCEMENT
LAW ENFORCEMENT
PROGRAM OVERVIEW
This activity provides for the expenses of law enforcement, emergency communications, the
School Resource Officer Program, and the Youth Probation Officer Program.
Law Enforcement services are provided by the Santa Clara County Sheriff's Department.
Communication services are provided by the Santa Clara County General Services
Administration. The Youth Probation Officer Program is provided through a partnership with
Santa Clara County Probation Department, Cupertino Union School District, and the City of
Cupertino. Cupertino also participates in a computerized fingerprinting program funded by this
account.
Law Enforcement services include general law enforcement (patrol), supplemental traffic cars
and detective services.
SERVICE OBJECTIVES
Law Enforcement officers will respond to emergency situations within an average of less than six
minutes.
Supplemental traffic cars will enforce the vehicle code with the goal of increasing traffic safety.
The City will enhance "neighborhood policing" through the expansion of its Neighborhood
Watch Program, COPS for Kids Program, Neighborhood Captains Program and its E-Cap
Program.
The Youth Probation Officer will divert first time/minor youth offenders from the juvenile
justice system.
The School Resource Officer (SRO) will provide daily on-site interaction with our youth.
116
LAW ENFORCEMENT
2100 LAW ENFORCEMENT
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
21,432 22,000 14,000 23,000
4,610,294 5,313,000 5,636,282 6,018,685
4,631,726 5,335,000 5,650,282 6,041,685
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 4,631,726 5,335,000 5,650,282 6,041,685
Total 4,631,726 5,335,000 5,650,282 6,041,685
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
117
Public
Information
119
PUBLIC
INFORMATION
Public
Information
(4.40)
I
Re 1 ations Scene Channel
(0.75) (0.40) (3.25)
120
3300 COMMUNITY RELATIONS
3400 CUPERTINO SCENE
3500 GOVERNMENT CHANNEL
TOTAL
PUBLIC INFORMATION
Expenditures by Division
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
217,760 205,955 223,141 271,107
94,457 98,524 108,016 107,749
484,241 289,496 327,116 368,746
796,458 593,975 658,273 747,602
121
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, mayoral
proclamations and the SWiNG program.
Included in this budget is the Sister City line item, which now encompasses both Toyokawa and
the Hsinchu Friendship City. This item has been increased to cover some costs of the 25th
anniversary of Cupertino's relationship with Toyokawa. Also included is the Chamber of
Commerce support item, which shows a slight increase from last year due to increased chamber
printing costs. The Human Services budget reflects the city council's direction to retain last
year's level of funding.
SERVICE OBJECTIVES
Aid in the coordination of city programs designed to draw Cupertino neighborhoods together.
Coordinate the dissemination of useful and important information to all Cupertino residents,
electronically and through specialized local, state and national publications.
Coordinate and implement recommendations of city communications audit.
122
COMMUNITY RELATIONS
3300 PUBLIC INFORMATION
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
69,548 49,561 64,006 74,167
22,855 31,987 27,400 31,900
118,977 120,937 128,885 159,550
6,380 3,470 2,850 5,490
217,760 205,955 223,141 271,107
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 217,760 205,955 223,141 271,107
Total 217,760 205,955 223,141 271,107
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.75 0.75 0.75
Total 0.75 0.75 0.75
123
PUBLIC INFORMATION
CUPERTiNO SCENE
PROGRAM OVERVIEW
The Cupertino Scene is published I 1 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 Scene is
being re-bid this year so costs are expected to be higher. The postal rate has been increased
slightly to offset a rise in bulk-rate permit costs. Each issue of the 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, Senior Center News, Agenda Preview 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 of the Scene are distributed annually.
SERVICE OBJECTIVES
Provide an electronic subscription option for the Scene.
Continue regular production schedule of the Scene, presenting information in a timely, interesting
and visually pleasing manner.
Focus on information relevant to citizens of all cultural backgrounds.
Continue to adhere to regulations imposed by Prop. 73.
124
CUPERTINO SCENE
3400 PUBLIC INFORMATION
Employee Compensation
Materials
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
33,804 40,589 34,273 37,749
60,653 57,935 73,743 70,000
94,457 98,524 108,016 107,749
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 94,457 98,524 108,016 107,749
Total 94,457 98,524 108,016 107,749
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.40 0.40 0.40
Total 0.40 0.40 0.40
125
PUBLIC INFORMATION
GOVERNMENT CHANNEL
PROGRAM OVERVIEW
Approaching its 20th year of broadcast, 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.
Multimedia advancements have allowed this department to improve and expand many of its
services. The City Channel'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-
SPAN). Those who are not cable subscribers may check out tapes, including City Council
meetings from the Cupertino Library. 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
Advise Public Works staff and architects to insure that the proposed new Community Meeting
Hall meets the highest standards for technical compatibility and versatility.
Continue improvements to city meetings, productions, promotions and website services by
incorporating more multimedia technology.
Expand new services, such as web casting and intranet system to advance and refine city
services.
126
GOVERNMENT CHANNEL
3500 PUBLIC INFORMATION
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
Employee Compensation
Materials
222,531 221,899 217,921 235,556
23,986 22,073 22,150 27,500
20,504 14,788 35,600 33,000
162,595 0 25,095 15,000
54,625 30,736 26,350 57,690
Contract Services
Capital Outlay
Cost Allocation
Total
484,241 289,496 327,116 368,746
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 484,241 289,496 327,116 368,746
Total 484,241 289,496 327,116 368,746
Personnel Summary
2001-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 3.00 3.00 3.25
Total 3.00 3.00 3.25
127
Administrative
Services
129
ADMINISTRATIVE
SERVICES
Administrative
Services
(1.9o)
(4 90)
Code Enforeemer~
(3.oo)
City Clerk
(390)
(2.70)
130
ADMINISTRATIVE SERVICES
Expenditures by Division
4000 ADMiNISTRATION
4001 ECONOMIC DEVELOPMENT
4010 LEADERSHIP CUPERTiNO
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
FINANCE
4100 ACCOUNTiNG
4200 BUSiNESS LICENSING
CITY CLERK
4300 CITY CLERK
4310 DUPLICATING AND MAIL SERVICE
4330 ELECTIONS
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS
278,569 344,808 347,953 358,199
34,992 17,312 31,000 16,700
23,092 32,958 44,485 38,000
358,241 563,962 593,152 614,820
47,802 65,646 37,606 39,738
742,696 1,024,686 1,054,196 1,067,457
321,582 321,800 439,787 444,424
116,188 130,784 157,220 178,213
31,707 117 27,300 3,300
469,477 452,701 624,307 625,937
28,567 16,635 37,860 53,000
HUMAN RESOURCES
4510 HUMAN RESOURCES
4530 CODE ENFORCEMENT
28,567 16,635 37,860 53,000
684,085 877,968 700,000 867,161
313,549 401,433 567,136 565,857
4540 INSURANCE ADMINISTRATION
INFORMATION TECHNOLOGY
4800 INFORMATION TECHNOLOGY
TOTAL
347,496 453,340 534,271 688,496
1,345,130 1,732,741 1,801,407 2,121,514
564,518 672,911 1,158,102 1,183,321
564,518 672,911 1,158,102 1,183,321
3,150,388 3,899,674 4,675,872 5,051,229
131
ADMINISTRATIVE SERVICES
ADMINISTRATION
PROGRAM OVERVIEW
Administration is responsible for the oversight of several divisions including City Clerk, Human
Resources, Code Enforcement, IT, Emergency Preparedness, and Finance (treasury management,
fiscal planning, budget preparation, accounting and business licensing).
The department is also responsible for overseeing the Leadership Cupertino and Tomorrow's
Leaders Today programs. Staff support is also provided to the Audit Committee, Library
Commission, Fine Arts Commission, Leadership Cupertino Steering Committee, Public Safety
Commission and the Economic Development Committee.
SERVICE OBJECTIVES
Provide administration and support services to the City Clerk, Human Resources, IT, Code
Enforcement, Emergency Preparedness, and Finance divisions.
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.
Monitor revenue and expenditure trends and analysis of cash flow needs.
Work with the business community, Council and Chamber to promote economic development.
132
ADMINISTRATION
4000 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
212,208 228,591 225,193 233,019
13,297 27,164 18,850 18,400
45,434 84,073 100,200 100,300
7,630 4,980 3,710 6,480
278,569 344,808 347,953 358,199
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 278,569 344,808 347,953 358,199
Total 278,569 344,808 347,953 358,199
Full-time
Total
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
2.00 2.00 1.90
2.00 2.00 1.90
133
ADMINISTRATIVE SERVICES
ECONOMIC DEVELOPMENT
PROGRAM OVERVIEW
The Economic Development Committee was started in fiscal year 1995/96 as a result of the City
Council's concerns for the long-term financial health of the City. Staffing consists of the City
Manager, four Department Heads, two City Councilmembers and four representatives from the
Chamber of Cmnmerce.
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
Enhance the business environment and economic climate while maintaining a healthy balance
with residential concerns. Improve public awareness and promote education of community
interdependence.
Recruit compatible businesses to the City to increase our tax-generating economic base.
Develop a sense of public/private partnership through the development of business and
community relationships and improved customer service.
Act as a liaison with the Chamber of Commerce, brokers, business associations and individual
businesses to assure that business needs are appropriately communicated and considered in City
policy tbrmation.
Work with existing business to identify and help eliminate any barriers to retention or
redevelopment.
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.
Pursue high tech sales offices as part of the development application process.
134
ECONOMIC DEVELOPMENT
4001 ADMINISTRATIVE SERVICES
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
4,429 2,952 6,000 6,700
30,563 14,360 25,000 10,000
34,992 17,312 31,000 16,700
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 34,992 17,312 31,000 16,700
Total 34,992 17,312 31,000 16,700
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
135
ADMINISTRATIVE SERVICES
LEADERSHIP CUPERTINO
PROGRAM OVERVIEW
Leadership Cupertino is a joint training program between the City, the Cupertino Chamber of
Commerce, and DeAnza College. lts mission is to develop leaders for the future of our
community, to provide participants with knowledge and information on local government, to
help participants acquire leadership skills and encourage participation and involvement in the
community.
Tomorrow's Leaders Today (TLT) is a joint youth training program between the city, the
Cupertino Chamber of Commerce, and DeAnza College. Its mission is to familiarize high school
sophomores and juniors with local government and other community organizations and
encourage participation and involvement in the community.
SERVICE OBJECTIVES
Educate future leaders about a broad range of current community needs and concerns.
Prepare participants for positions on commissions, city council, school boards and non-profit
organization boards.
Introduce participants to community decision makers and provide opportunities to participate in
the decision making process.
Provide additional training opportunities to all alumni.
Establish yearly reunions for all alumni.
136
LEADERSHIP CUPERTINO
4010-4011 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
0 0 0 18,000
7,342 9,174 16,500 15,000
15,750 23,784 27,985 5,000
23,092 32,958 44,485 38,000
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
Leadership Cupertino 23,092 32,958 44,485 38,000
Total 23,092 32,958 44,485 38,000
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
137
ADMINISTRATIVE SERVICES
ACCOUNTING
PROGRAM OVERVIEW
The Accounting Division is responsible for accurate and timely maintenance of all City financial
records, collection, disbursement of all monies, and payroll processing. This division prepares all
required Federal, State and other agency reports pertaining to the City's financial status. In
addition, Accounting monitors budget-to-actual activities for both operational and capital
budgets, and conducts research and prepares reports on special fiscal matters for all internal and
external customers.
SERVICE OBJECTIVES
Assist City Manager, City Council and City departments in managing the City's financial
resources.
Maintain a high level of professionalism in all the City's financial practices and procedures.
Provide quality service in responding to the needs of customers, vendors and citizens.
Respond to inquiries from the public and City departments. Process invoices, deposits, vendor
payments, purchase contracts and claims in a timely maimer.
Provide timely and accurate financial information for City departments to make sound fiscal
decisions.
Comply with all applicable laws, regulations and professional standards to ensure public
credibility of our financial records.
Provide quality payroll servicing for the City's full and part-time employees, properly
administering salaries and benefits in a timely and confidential manner.
138
ACCOUNTING
4100 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
261,548 248,228 373,882 376,805
56,577 53,746 30,250 29,215
9,756 79,688 6,600 11,800
1,309 0 0 0
30,360 182,300 182,420 197,000
359,550 563,962 593,152 614,820
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 359,550 563,962 593,152 614,820
Total 359,550 563,962 593,152 614,820
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 3.75 4.50 4.40
Total 3.75 4.50 4.40
139
ADMINISTRATIVE SERVICES
BUSINESS LICENSING
PROGRAM OVERVIEW
The Business License Division collects revenue and monitors business activity for compliance
with the City Municipal Code. In addition, the division identifies new business licenses to
enhance revenue to the City.
SERVICE OBJECTIVES
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.
140
BUSINESS LICENSING
4200 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
40,072 61,967 29,855 33,938
4,220 2,244 4,101 4,800
0 125 2,500 1,000
3,510 1,310 1,150 0
47,802 65,646 37,606 39,738
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 47,802 65,646 37,606 39,738
Total 47,802 65,646 37,606 39,738
Personnel Summary
2001-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.25 0.50 0.50
Total 0.25 0.50 0.50
141
ADMINISTRATIVE SERVICES
CITY CLERK
PROGRAM OVERVIEW
The City Clerk's office administers the legislative process that begins with the management of
local elections and includes filings.of Fair Political Practices Commission documents. Other
steps include preparing and posting agendas, and recording the policy and program decisions in
the form of Council minutes.
As a support service this division processes incoming and outgoing mail; processes and
maintains City records; prepares meeting packets for Council, Planning Commission, and Fine
Arts Commission meetings; manages the commission appointment process; staffs the Fine Arts
Commission; staffs the City Hall reception desk and switchboard; and provides information to
the public, Council, commissions and staff.
The division's goals are to administer elections and Fair Political Practices Commission filings in
compliance with State law, to continue compliance with the Brown Act, to accurately process
documents, and to provide a records management system that facilitates timely access to
information.
SERVICE OBJECTIVES
Provide complete, accurate, and timely information to citizens, commissioners, City Council, and
staff.
Respond to routine requests within two working days.
Respond to requests requiring archival research within five working days.
Maintain compliance with State laws regarding elections, records, annexations, commission
appointments, the Brown Act, legal notices and Fair Political Practices Commission filings.
Conduct a local election in odd-numbered years in compliance with the California Elections
Code and ballot measure elections as necessary.
Provide support services as needed.
142
CITY CLERK
4300 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
259,733 268,651 300,097 312,174
31,180 28,522 39,100 45,350
15,644 13,495 40,200 18,000
15,025 11,132 60,390 68,900
321,582 321,800 439,787 444,424
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 321,582 321,800 439,787 444,424
Total 321,582 321,800 439,787 444,424
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 3.90 3.90 3.90
Total 3.90 3.90 3.90
143
ADMINISTRATIVE SERVICES
DUPLICATING AND MAIL SERVICE
PROGRAM OVERVIEW
The Duplicating and Mail Service Division provides reprographic and mail services to all City
departments.
The division goals are to duplicate material accurately and in a timely manner those documents
needed in the day-to-day and long-term operation of City business; to deliver routine incoming
and outgoing mail and packages daily; and to work in cooperation with each department for
timely processing of mass mailings.
SERVICE OBJECTIVES
Duplicate and assemble material within the time requested.
Duplicate routine documents of fewer than twenty pages within one workday.
Duplicate documents that do not require special handling within three working days.
Duplicate documents accurately and at a quality level suitable for public distribution.
Gather out-going mail from each department daily and prepare it with appropriate postage for
pick up by the post office at 4:00 p.m.
Provide timely, high-quality services in the most cost-effective way.
144
DUPLICATING AND MAIL SERVICE
4310 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
9,695 11,166 8,820 29,863
48,033 46,036 89,050 89,000
58,460 73,582 59,350 59,350
116,188 130,784 157,220 178,213
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 116,188 130,784 157,220 178,213
Total 116,188 130,784 157,220 178,213
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.60
Total 0.00 0.00 0.60
145
ADMINISTRATIVE SERVICES
ELECTIONS SERVICES
PROGRAM OVERVIEW
The City Clerk manages the City Council elections, which are held on odd-numbered years, and
any ballot measures that are called. The City consolidates its elections with others taking place
in the County, and contracts for election services with the County of Santa Clara Registrar of
Voters. The Registrar's Office establishes the precincts and voting places, prints and mails ballot
infoimation, and collects and counts the ballots.
SERVICE OBJECTIVES
Provide required forms, resource materials, and assistance to candidates and committees.
Facilitate timely filing of required and voluntary documentation from candidates associated with
election costs and candidate information, including Nomination Papers, Candidates' Statements,
and Statements of Economic Interest, as well as candidate biographies and photographs.
Make election-related information available to the public and news media in a timely manner.
Manage the documentation and election processes that are contracted with the County Registrar's
Office, and ensure compliance with the California Elections Code.
146
ELECTIONS
4330 ADMINISTRATIVE SERVICES
Materials
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
336 117 300 300
31,371 0 27,000 3,000
31,707 117 27,300 3,300
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 31,707 117 27,300 3,300
Total 31,707 117 27,300 3,300
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
147
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.
Work with the Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio
capability in Cupertino in the event of extended power outages or loss of telephone
communications.
Coordinate first aid and CPR classes to Cupertino city staff with the objective of 100% current
certification.
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, SEMS, RIMS and EOC functions.
Coordinate training of Cupertino residents in CPR, First Aid, and Community Emergency
Response Team (CERT) 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 website 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.
148
EMERGENCY PREPAREDNESS
4400 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Capital Outlay
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
176 0 0 0
8,321 15,407 14,200 16,000
20,070 1,228 22,500 32,500
0 0 1,160 3,850
0 0 0 650
28,567 16,635 37,860 53,000
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 28,567 16,635 37,860 53,000
Total 28,567 16,635 37,860 53,000
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
149
ADMINISTRATIVE SERVICES
HUMAN RESOURCES
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 oppommity, labor negotiations, employee
relations, employee development, employment benefits, retirements, insurance administration
and safety.
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.
Provide for a working environment where respect for the individual is encouraged and
safeguarded.
Provide personnel services consistent with the operational needs of user departments.
150
HUMAN RESOURCES
4510 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
492,811 528,733 536,080 689,771
100,138 131,798 79,900 78,100
66,876 181,487 56,800 71,000
24,260 35,950 27,220 28,290
684,085 877,968 700,000 867,161
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 684,085 877,968 700,000 867,161
Total 684,085 877,968 700,000 867,161
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 2.50 2.50 2.70
Total 2.50 2.50 2.70
151
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 Sheriff's Department by
responding to non-emergency calls in lieu of sworn law enforcement personnel.
The Code Enfbrcement 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 animal control services. The City of Cupertino, in
conjunction ~vith seven other South Bay 6ities, formed the Silicon Valley Animal Control
Authority (SVACA) for animal control and licensing services. The SVACA provides field and
rabies control services in addition to medical and sheltering services.
SERVICE OBJECTIVES
Respond to citizen, City department, and Sheriff's 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.
152
CODE ENFORCEMENT
4530 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
204,879 222,032 232,876 272,937
7,308 8,621 21,300 18,820
75,717 134,482 281,800 244,000
25,645 36,298 31,160 30,100
313,549 401,433 567,136 565,857
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 313,549 401,433 567,136 565,857
Total 313,549 401,433 567,136 565,857
Full-time
Total
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
3.15 3.15 3.00
3.15 3.15 3.00
153
INSURANCE ADMINISTRATION
4540 ADMINISTRATIVE SERVICES
Employee Compensation
Contract Services
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
21,795 13,460 2t,271 23,337
325,701 439,880 513,000 665,159
347,496 453,340 534,271 688,496
General
Long Term Disability
Workers Compensation
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
172,381 258,321 327,152 450,913
57,520 60,111 55,000 80,012
117,595 134,908 152,119 157,571
347,496 453,340 534,271 688,496
Full-time
Total
PersonnelSumrnary
2000-01 2001-02 2002-03
Actual Adopted Adopted
0.35 0.35 0.30
0.35 0.35 0.30
155
ADMINISTRATIVE SERVICES
INFO1KIVIATION 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, assists in training staff, and troubleshoot the
City's information systems, which include: the City web site, Pentamation financial/building
systems, Records Management system, Recreation Reservation systems, Graphical Information
System (GIS) data, Code Enforcement databases and the specific departmental MS Access
databases.
SERVICE OBJECTIVES
Establish standards and procedures for the replacement and maintenance of all personal
computers, printers, and 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 2002/03:
GIS maps, workstation and server OS upgrade, TVR system, VPN solutions (Virtual Private
Networking), E-Connect (for intemet reservation access) for BBF from customized database,
Palm Pilot permitting system, E-government solutions (for online access to building permits and
business licenses), Finance upgrade and office automation through electronic forms via an
intranet.
New Equipment Purchase Amount
Hardware $ 20,000
Software
E-gov Solutions $175,000
Parks and Recreation $ 20,000
Other $ 55,000
Total $270,000
Replacement Equipment Amount
Hardware $ 84,500
Total $84,500
156
Parks and
Recreation
159
PARKS AND
RECREATION
Parks and Recreation
1.90)
Sports Center/
Physical Rec (5.50)
Senior Center and
Services (7.50)
IMonta Vista Rec Center
Youth Programs (3.35)
tQuinlan Community Ctr/
Cultural Programs (6.50)
160
PARKS AND RECREATION
Expenditures by Division
61 O0 ADMiNISTRATION
CULTURAL PROGRAMS/
QUINLAN COMMUNITY CENTER
6200 QUINLAN C.C., CULTURAL/SUPRVSN
6248 CULTURAL PROGRAMS
6249 RECREATION PROGRAMS
6265 QUINLAN COMMUNITY CENTER
MONTA VISTA REC CENTER/
YOUTH & TEEN PROGRAMS
6300 YOUTH, TEEN, M.V. REC. CNTR]SUPVR
6342 YOUTH PROGRAMS
6343 TEEN PROGRAMS
6349 RECREATION PROGRAMS
6360 MONTA VISTA RECREATION CENTER
SPORTS AND PHYSICAL
RECREATION
6400 PHYSICAL RECREATION/SUPERVISION
6442 YOUTH PROGRAMS
6445 CREEKSIDE PARK PROGRAMS
6448 FOURTH OF JULY
6449 RECREATION PROGRAMS
6450 CUPERTiNO SPORTS CENTER
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
222,191 206,020 202,353 233,690
296,074 323,404 343,144 372,924
31,832 58,875 46,120 68,907
309,889 217,584 216,535 260,155
207,346 278,445 257,190 285,999
845,141 878,308 862,989 987,985
128,836 160,878 206,878 216,918
31,367 34,174 46,665 53,516
25,903 12,530 23,570 113,015
385,601 457,952 566,161 610,432
8,727 6,457 12,600 13,155
580,434 671,991 855,874 1,007,036
180,577 223,687 190,725 233,056
905 0 0 0
6,724 6,997 9,845 10,200
62,930 44,390 80,000 82,900
598,704 671,519 756,079 923,090
761,553 715,394 964,410 1,165,637
1,611,393 1,661,987 2,001,059 2,414,883
161
· SENIOR PROGRAMS/SENIOR CNTR
6500 SENIOR ADULT PROGRAMS
6529 SENIOR CENTER CASE MANAGER
6549 RECREATION PROGRAMS
BLACKBERRY FARM/
NATURE PROGRAMS
6600 BLACKBERRY FARM ADMiNISTRATION
6620 BLACKBERRY FARM PARK
6640 BLACKBERRY FARM GOLF
6647 NATURE PROGRAMS
6649 NATURALIST PROGRAMS
6660 BLUE PHEASANT RESTAURANT
6680 BLACKBERRY FARM RETREAT CENTER
TOTAL
Expenditures by Division
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
264,902 306,963 403,492 490,651
30,832 67,284 70,707 86,103
438,201 406,586 458,006 529,718
733,935 780,833 932,205 1,106,472
114,826 124,299 112,616 121,661
756,494 841,399 872,417 909,396
361,038 376,435 460,959 583,526
37,004 44,380 74,979 69,401
16,694 21,086 29,200 19,400
14,470 13,387 19,000 20,000
19,454 22,558 34,728 39,798
1,319,980 1,443,544 1,603,899 1,763,182
5,313,074 5,642,683 6,458,379 7,513,248
162
PARKS AND RECREATION
ADMINISTRaNTION
PROGRAM OVERVIEW
Provides overall department administration, as well as capital improvement 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.
Complete the Stevens Creek Trail feasibility study and CEQA review.
Complete the McClellan RanchfBlackberry Farm master plan and cost estimate.
Provide input regarding public facility needs to the Community Development Department as part
of the General Plan update process.
Complete planning for the renovation of the Cupertino Sports Center.
Construct a permanent skatepark.
164
ADMINISTRATION
6100 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
199,085 190,711 183,693 215,580
9,767 9,477 11,000 9,200
419 92 0 2,400
12,920 5,740 7,660 6,510
222,191 206,020 202,353 233,690
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 222,191 206,020 202,353 233,690
Total 222,191 206,020 202,353 233,690
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 1.90 1.90 1.90
Total 1.90 1.90 1.90
165
PARKS AND RECREATION
CULTURAL PROGRAMS/QUINLAN COMMUNITY CENTER
PROGRAM OVERVIEW
Manages utilization of the Quinlan Community Center for community group services, recreation
department activities and classes, and private permits. Cultural programs provided under this
section include community special events, adult and youth cultural classes and public concerts.
This division will generate approximately $300,000 in user fees.
SERVICE OBJECTIVES
Provide introductory level classes in self-improvement, cultural studies, and crafts that are
ethnically diverse in scope to further enhance the participant's quality of life.
Investigate the feasibility of offering additional cultural classes off site from the Quinlan
Community Center.
Continue to improve activity registration via phone and the Internet. Install an on-line
registration kiosk in the Quinlan Community Center.
Improve the marketing of classes and special events.
Expand the cultural offerings to include a jazz festival.
Provide support for new cultural events to be provided by nonprofit groups including the Lunar
New Year Festival.
166
CULTURAL PROGRAMS
QUINLAN COMMUNITY CENTER
6200 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
444,502 453,954 498,644 552,654
101,529 77,214 77,125 102,179
216,336 212,015 178,750 216,592
6,074 18,243 0 0
76,700 116,882 108,470 116,560
845,141 878,308 862,989 987,985
General
Recreation
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
535,252 660,726 646,454 727,830
309,889 217,582 216,535 260,155
845,141 878,308 862,989 987,985
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 6.25 8.00 6.50
Total 6.25 8.00 6.50
167
PARKS AND RECREATION
YOUTH & TEEN PROGRAMS/MONTA VISTA RECREATION CENTER
PROGRAM OVERVIEW
Provides for the operation and programming of the Monta Vista Recreation Center which is
utilized for recreation classes, co-sponsored clubs, community meeting space, summer youth
programs, and storage for department supplies. In cooperation with the Cupertino Union School
District, the City will oversee the Afterschool Enrichment Program at school sites. In programs
for the teen population. This division will generate approximately $555,000 in user fees for the
2002/2003 fiscal year.
SERVICE OBJECTIVES
Continue to provide a nine-month pre-school program at the Monta Vista Recreation Center and
the Quinlan Community Center. Expand the program by offering an additional afternoon class at
the Monta Vista Recreation Center.
Provide an end of the summer volunteer recognition dinner for the summer volunteers.
Have one off-site training session for the Teen Commission in which team building exercises are
incorporated.
Implement the Skate Mobile three days a week in various locations in Cupertino while
developing partnerships with Valley Church and both school districts in Cupertino to assist with
the implementation of this service.
Create a new science camp that allows preschool age children to be introduced to the world of
science during the summer.
Investigate new ways to market and increase the number of participants in the Special
Recreation/Club Wednesday program.
Expand the number of free drop-in playground sites offered during the summer from four to five.
Investigate more ways to increase the enrollment and revenue for the Afierschool Enrichment
program through new marketing techniques and continuing to improve the cooperative working
relationship with the school district and offer new classes by hiring two more contractors.
168
YOUTH AND TEEN SERVICES
MONTA VISTA RECREATION CENTER
6300 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
364,084 436,989 558,031 676,931
71,051 83,514 77,848 108,600
145,299 151,488 219,995 217,565
0 0 0 3,940
580,434 671,991 855,874 1,007,036
General
Recreation
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
194,833 214,039 289,713 396,604
385,601 457,952 566,161 610,432
580,434 671,991 855,874 1,007,036
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 2.00 3.50 3.35
Total 2.00 3.50 3.35
169
PARKS AND RECREATION
SPORTS AND PHYSICAL RECREATION
PROGRAM OVERVIEW
Provides for the supervision and operation of the Cupertino Sports Center as an enterprise
facility. Includes a diverse physical recreation program for all ages including sports leagues,
camps, clinics, drop-in activities, and special events. Aquatic lessons and specialty classes are
offered during the summer season. This division will generate approximately $2,080,335 in user
fees. The cost recovery estimate is 90 pement.
SERVICE OBJECTIVES
Provide management and scheduling for school fields as per the contract with Cupertino Union
School District.
Provide coordination and management of the co-sponsored tennis club.
Accommodate 1,000 youths in aquatic lessons during an eight-week program.
Offer opportunities for 80 adult softball teams to participate in a variety of skill divisions.
Provide various sports camps and clinics for 1,500 participants.
Continue collection of all revenues and responsibility for operating expenditures and
maintenance costs at the Sports Center.
Provide for the development and supervision of the 4th of July fireworks display.
Provide for Sunday use of the Cupertino Union School District gym to accommodate table
tennis.
170
SPORTS AND PHYSICAL RECREATION
6400 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
General
Recreation
Sports Center
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
405,925 447,854 552,781 678,346
62,033 75,916 118,477 124,970
1,135,825 1,116,292 1,246,871 1,516,207
0 0 65,000 72,000
7,610 21,925 17,930 23,360
1,611,393 1,661,987 2,001,059 2,414,883
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
251,136 275,074 280,570 326,156
598,704 671,519 756,079 923,090
761,553 715,394 964,410 1,165,637
1,611,393 1,661,987 2,001,059 2,414,883
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 4.00 5.00 5.50
Total 4.00 5.00 5.50
171
PARKS AND RECREATION
SENIOR PROGRAMS/SENIOR CENTER
PROGRAM OVERVIEW
Provides a central resource in the community for activities, services and information for persons
age 50 and over. Sets up, manages and administers center operations, staff, membership, classes,
trips and volunteer programs. For community adults 50-96+, serves as a focal point for classes,
service, travel, recreational and intergenerational activities and resoumes information related to
aging. Through the case management program homebound and/or at risk seniors are served.
Building to be used for room rentals on weekends to Cupertino residents when the Senior Center
is not being used for classes and programs. This division will generate approximately $400,000
in trips, memberships, classes, permits and senior events.
SERVICE OBJECTIVES
Design and present an all day, multi-lingual health fair.
Implement regular evening and Saturday classes for seniors.
Continue to develop new classes and programs that meet the needs of the culturally diverse
senior population.
Research and implement marketing strategies to attract and increase the age group 50 to 60 years
old for membership and volunteers.
Develop a paid intemship position for the case management program to attract Mandarin
speakers to the intern program.
Recruit and train additional desk volunteers who speak second languages especially Pacific Rim
dialects.
172
SENIOR PROGRAMS
SENIOR CENTER
6500 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
295,497 376,265 452,409 544,752
397,802 362,594 417,686 481,280
21,776 30,074 37,000 22,900
18,860 11,900 25,110 57,540
733,935 780,833 932,205 1,106,472
General
Senior Center
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
295,734 374,246 474,199 576,754
438,201 406,587 458,006 529,718
733,935 780,833 932,205 1,106,472
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 3.00 6.75 7.50
Total 3.00 6.75 7.50
173
PARKS AND RECREATION
BLACKBERRY FARM/NATURE PROGKAMS
PROGRAM OVERVIEW
Provide recreational opportunities for residents, non-residents, and groups as a self-supporting
operation. Manage the picnic grounds, catering services, the snack bar, swimming pools, softball
field, and basketball courts. Manage the golf course operation, pro shop, and course maintenance.
Administer and manage the retreat center including food service, marketing and maintenance.
Provide recreational nature programs for residents, non-residents, school groups, and gardeners.
Administer the McClellan Ranch nature museum, after school classes, educational programs, and
community gardens.
SERVICE OBJECTIVES
Continue to manage the picnic ground's operation to ensure customer satisfaction and increased
revenue.
Continue to provide a quality golf course operation through excellent customer service and a
continual grounds maintenance program.
Continue to market the Retreat Center to increase facility usage and customer satisfaction.
Continue to investigate alternative advertisement and marketing techniques by December 2002.
Evaluate all methods of operation as necessary for improvement in service and amenities by
November 2002.
Continue improving the nature museum with quality displays.
Implement additional after school nature classes to meet the demand and increase revenue.
Continue to administer the community garden program to ensure all of the gardeners are
satisfied.
This division will generate $1,700,000 in revenue.
174
BLACKBERRY FARM
NATURE PROGRAM
6600 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
740,079 782,116 856,478 728,622
322,432 361,152 338,716 354,700
145,885 175,393 225,600 444,100
8,685 32,542 93,000 126,000
102,899 92,341 90,105 109,760
1,319,980 1,443,544 1,603,899 1,763,182
General
Recreation
Blackberry Farm
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
37,003 44,380 74,979 69,401
16,694 0 29,200 19,400
1,266,283 1,399,164 1,499,720 1,674,381
1,319,980 1,443,544 1,603,899 1,763,182
Full-time
Total
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
8.50 10.00 7.88
8.50 10.00 7.88
175
Community
Development
177
COMMUNITY
DEVELOPMENT
I
Housing Services
Community
Development
(1.49)
Building
(11.40)
Planning
(6.96)
178
COMMUNITY DEVELOPMENT
Expenditures by Division
PLANNING
7200 PLANNING ADMINISTRATION
7301 CURRENT PLANNiNG
7302 MID AND LONG RANGE PLANNING
7303 STELLING ROAD ANNEXATION
7304 VALLCO REDEVELOPMENT
7305 MONTA VISTA ANNEXATION
HOUSING SERVICES
7401 CDGB GENERAL ADMiNISTRATION
7402 REHAB LOAN ADMiNISTRATION
7403 AFFORDABLE HOUSiNG DEV.
7404 PUBLIC SERVICE GRANTS
7405 BMR HOUSING
BUILDING
7501 GENERAL BUILDiNG
7502 CONSTRUCTION PLAN CHECKING
7503 BUILDiNG CODE ENFORCEMENT
7504 BUILDING ABATEMENTS
7505 OAK VALLEY DEVELOPMENT
TOTAL
1999-00 2000-01 2001-02 2002-03
Actu~ Actual Adopted Adopted
172,429 196,640 196,651 189,552
452,829 545,365 561,895 621,502
141,696 161,550 222,190 206,450
0 0 0 0
175,085 108,491 75,000 179,358
3,296 9,000 0 27,400
772,906 824,406 859,085 1,034,710
18,081 2,377 19,048 16,639
44,691 1,373 0 160,000
12 0 44,833 0
37,925 52,902 165,874 145,046
49,886 289,951 1,532,261 177,421
150,595 346,603 1,762,016 499,106
415,536 407,447 480,811 439,707
362,040 393,960 269,812 398,510
441,645 474,834 477,270 634,040
0 37,911 30,000 50,000
34,722 19,087 0 0
1,253,943 1,333,239 1,257,893 1,522,257
2,177,444 2,700,888 4,075,645 3,245,625
179
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 intemal application processing system and public review process.
Continue efforts to create a more effective records management system and land use data system
using GIS.
180
ADMINISTRATION
7200 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
157,298 155,279 168,754 169,475
7,027 29,671 20,437 10,437
1,254 0 1,500 1,500
6,850 11,690 5,960 8,140
172,429 196,640 196,651 189,552
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 172,429 196,640 196,651 189,552
Total 172,429 196,640 196,651 189,552
Full-time
Total
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
1.49 1.49 1.49
1.49 1.49 1.49
181
PROGRAM OVERVIEW
COMMUNITY DEVELOPMENT
PLANNING
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.
SERVICE OBJECTIVES
Provide timely and complete technical processing of approximately 100 applications for
discretionary land use entitlements and 50 code enforcement actions.
Provide opportunity for public contact 40 hours per week.
Check approximately 350 building permit plan sets for compliance with zoning requirements
within the time limits set by Planning Division policy.
Implement the Vallco Redevelopment Plan.
Process annexations - Monta Vista and Creston areas.
Complete the comprehensive General Plan review.
Implement Housing programs: housing development; BMR & MCC programs, particularly for
public employees, teachers; housing advocacy program.
Develop a parcel database and Geographic Information System and provide planning resources
on Cupertino's web page.
182
PLANNING
7300 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
515,858 595,619 612,764 748,869
19,703 24,047 24,801 42,801
201,395 187,829 195,500 202,900
35,950 16,910 26,020 40,140
772,906 824,405 859,085 1,034,710
General
Redevelopment Agency
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
597,821 715,915 784,085 855,352
175,085 108,490 75,000 179,358
772,906 824,405 859,085 1,034,710
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 5.96 6.96 6.96
Total 5.96 6.96 6.96
183
COM]MUNITY 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 oppommities 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
Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by
April 2003. Present CDBG proposals to the Housing Committee for their recommendation.
Conduct public hearing in January 2003 for setting CDBG funding priorities and a second
hearing in April 2003 for final award of CDBG funds.
Develop and quarterly monitor contracts with Cupertino Community Services (Rotating
Homeless Shelter and Screening/Placement services) and Senior Adults Legal Services.
Present funding applications and coordinate meetings as needed of the Cupertino Housing
Committee. Quarterly monitor housing program accounts and affordable housing loan payments
and rent payments to the Affordable Housing Fund. Meet with local developers and other
property owners to encourage the development of 30 affordable housing units.
Contract with the County of Santa Clara to provide Rehabilitation loans and coordinate the
rehabilitation process for five single-family homes. Monitor existing Housing Rehabilitation
Program loan collections, payoffs, foreclosures and program income for $300,000 loan portfolio.
Provide Mortgage Credit Certificate funding in the amount of $100,000 (4 MCC's).
Provide housing to five households at the Simms House.
Continue to work with Cupertino Community Services to develop 24 units of affordable housing
on a Santa Clara County Fire District surplus site.
Work with school district to develop teacher housing assistance program.
184
HOUSING SERVICES
7400 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
77,448 5,343 83,469 88,190
63,489 339,732 1,619,957 373,786
9,658 1,528 55,800 35,800
0 0 2,790 1,330
150,595 346,603 1,762,016 499,106
General
Housing
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
49,886 289,951 1,532,261 177,421
100,709 56,652 229,755 321,685
150,595 346,603 1,762,016 499,106
Full-time
Total
PersonnelSummary
2000-01 2001-02 2002-03
Actual Adopted Adop~d
1.00 1.00 0.90
1.00 1.00 0.90
185
COMMUNITY DEVELOPMENT
BUILDING
PROGRAM OVERVIEW
Safeguard the health, safety and welfare of residents, workers and visitors to Cupertino by
effective administration and enforcement of building codes and ordinances adopted by the City,
and by providing field inspections, plan checking and public information services related to new
construction.
SERVICE OBJECTIVES
Implement automated phone voice response system for inspection requests.
Train building inspectors on all new code requirements consistent with State Law and enhance
expertise through seminars and in-house training programs.
Update handouts and brochures that are used at the counter.
Abate unsafe residential units.
186
BUILDING
7500 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
905,960 965,652 956,273 1,106,977
33,029 34,867 92,310 30,310
216,600 262,636 143,800 314,800
98,354 70,084 65,510 70,170
1,253,943 1,333,239 1,257,893 1,522,257
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 1,253,943 1,333,239 1,257,893 1,522,257
Total 1,253,943 1,333,239 1,257,893 1,522,257
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 10.50 10.50 11.40
Total 10.50 10.50 11.40
187
Public
Works
189
PUBLIC WORKS
I Public I
Works
(3.00)
I
Transportation
(4.35)
Service Center
(2.20)
Environmemal
Programs (2.57)
Engineering
(5.75)
I
Facility
Maintenance
(7.30)
Ground
Maintenance
(18.40)
Street
Maintenance
(22.55)
General
Services
(4.10)
190
PUBLIC WORKS
Expenditures by Division
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
ADMINISTRATION
8001 PUBLIC WORKS ADMiNISTRATION
8003 RESOURCE RECOVERY
8004 NON POiNT SOURCE
8706 WATER ADMINISTRATION
272,674 244,893 258,831 398,436
1,660,258 1,791,593 1,907,860 2,024,243
412,937 356,545 353,463 365,312
8,092 0 0 0
2,353,961 2,393,031 2,520,154 2,787,991
ENVIRONMENTAL PROGRAMS
8005 ENVIRONMENTAL MANAGEMENT
ENGINEERING SERVICES
8101 ENGiNEERiNG DESIGN
8102 INSPECTION SERVICE
SERVICE CENTER
8201 ADMINISTRATION
GROUNDS
8302 MCCLELLAN RANCH PARK
8303 MEMORIAL PARK
8312 SCHOOL SITE MAINTENANCE
8314 NEIGHBORHOOD PARKS
8315 SPORTS FIELD JOLLYMAN/CREEKSIDE
8321 CIVIC CENTER MAINTENANCE
132,188 113,941 131,928 148,198
132,188 113,941 131,928 148,198
412,944 384,831 506,743 684,728
102,120 103,775 108,079 105,855
515,064 488,606 614,822 790,583
919,565 1,075,987 873,102 894,902
919,565 1,075,987 873,102 894,902
47,168 46,872 61,464 55,939
542,729 551,747 593,544 585,344
563,530 526,947 488,857 600,229
660,432 794,199 814,160 780,411
379,783 319,126 335,080 265,160
94,296 110,552 132,753 125,154
2,287,938 2,349,443 2,425,858 2,412,237
191
STREETS
8401 STORM DRAiN MAiNTENANCE
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 MONTA VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTiNO SPORTS CENTER
85 t 1 CREEKSIDE PARK
TRANSPORTATION
8601 TRAFFIC ENGINEERING
8602 TRAFFIC SIGNAL AND MAiNTENANCE
8603 COMPREHENSIVE BIKE/PEDESTRIAN
8604 ALTRAN K12 TRIP REDUCTION
Expenditurex by Divixion
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
136,614 37,297 56,833 0
89,721 129,884 124,840 111,334
443,511 605,011 762,446 757,012
3,233,561 1,008,222 130,740 219,292
392,569 502,202 499,710 422,971
49,751 6,515 33,500 33,500
633,206 553,135 610,247 582,296
313,236 402,739 457,550 490,380
0 159,535 176,016 197,072
5,292,169 3,404,540 2,851,882 2,813,857
275,120 472,990 471,268 441,814
91,857 141,488 132,642 104,803
537,805 339,346 318,735 269,715
252,845 353,574 339,163 485,480
35,039 83,215 192,968 179,775
24,963 40,515 59,680 57,303
81,125 78,505 90,690 88,028
19,096 12,979 47,435 34,186
31,036 34,053 36,635 38,516
186,431 145,565 182,927 206,139
39,825 46,879 64,315 60,589
1,575,142 1,749,109 1,936,458 1,966,348
404,691 459,358 463,639 385,201
450,346 530,046 604,438 384,295
16,817 24,429 20,000 0
25,000 0 15,000 0
896,854 1,013,833 1,103,077 769,496
192
GENERAL SERVICES
8830 STREETLIGHTING
8840 GENERAL SERVICES
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION
TOTAL
Expenditures by Division
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
403,893 323,932 469,327 484,472
691,074 882,248 908,279 901,320
1,094,967 1,206,180 1,377,606 1,385,792
582,191 331,946 213,000 193,500
582,191 331,946 213,000 193,500
15,650,039 14,126,616 14,047,887 14,162,904
193
PUBLIC WORKS
ADMiNISTRATION
PROGRAM OVERVIEW
Administers the different divisions within the Public Works Department -- Engineering,
Environmental Programs, Transportation, Facilities, General Services, Grounds, Streets and
Water Administration.
SERVICE OBJECTIVES
Carry out the responsibilities of the Public Works Department in 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.
194
ADMINISTRATION
8000 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
472,872 444,743 472,854 614,221
15,893 11,322 18,850 23,750
1,838,843 1,932,338 2,021,800 2,135,000
26,353 4,630 6,650 15,020
2,353,961 2,393,033 2,520,154 2,787,991
General
Environmental Management
Resource Recovery
Water Administration
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
272,674 244,893 258,831 398,436
412,937 356,545 353,463 365,312
1,660,258 1,791,595 1,907,860 2,024,243
8,092 0 0 0
2,353,961 2,393,033 2,520,154 2,787,991
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 2.00 2.00 3.00
Total 2.00 2.00 3.00
195
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, urban runoff pollution
prevention and the employee transportation program.
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 recyclables 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.
196
ENVIRONMENTAL PROGRAMS
8005 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
13,573 11,425 8,938 9,676
72,160 57,227 60,200 65,200
42,945 43,318 60,000 65,512
3,510 1,970 2,790 7,810
132,188 113,940 131,928 148,198
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 132,188 113,940 131,928 148,198
Total 132,188 113,940 131,928 148,198
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 2.35 2.35 2.57
Total 2.35 2.35 2.57
197
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, commemial 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.
198
ENGINEERING SERVICES
8100 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
365,864 370,405 420,642 553,033
22,595 18,317 24,800 22,300
28,507 41,222 111,400 156,400
98,098 58,662 57,980 58,850
515,064 488,606 614,822 790,583
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 515,064 488,606 614,822 790,583
Total 515,064 488,606 614,822 790,583
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 4.75 5.75 5.75
Total 4.75 5.75 5.75
199
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 costs are
recorded to this cost center.
SERVICE OBJECTIVES
Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs,
vehicles and equipment, and streetlights.
Maintain record 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.
Asset in the administration of the Ehnwood work furlough program to assist in daily cleanup
tasks in the City.
200
SERVICE CENTER
8200 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
408,846 537,701 333,097 354,462
46,618 45,214 35,125 50,000
21,506 38,234 113,000 117,650
442,595 454,838 391,880 372,790
919,565 1,075,987 873,102 894,902
General
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
919,565 1,075,987 873,102 894,902
919,565 1,075,987 873,102 894,902
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 2.20 2.20 2.20
Total 2.20 2.20 2.20
201
PUBLIC WORKS
GROUNDS
PROGRAM OVERVIEW
The Grounds Division maintains 14 parks, consisting of approximately 117 acres of community
and neighborhood facilities. The park sites include Memorial, Linda Vista, McClellan, Monta
Vista, Portal, Somerset, Varian, Wilson, Jollyman, Three Oaks, Hoover, Oak Valley 1 & 2, and
Creekside. The City also maintains eight 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 accessories.
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 at (Eaton, Regnart, Faria, Stevens Creek, Hyde,
Garden Gate, Kennedy, Monta Vista 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 sites: Linda Vista, Monta Vista, Portal, Wilson,
McClellan Ranch, Memorial, Jollyman, and Creekside parks.
202
GROUNDS
8300 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
1,147,674 1,060,042 1,198,033 1,261,302
532,101 517,131 635,425 633,425
231,261 265,292 230,000 206,000
296,827 350,049 210,000 150,000
80,075 156,930 152,400 161,510
2,287,938 2,349,444 2,425,858 2,412,237
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 2,287,938 2,349,444 2,425,858 2,412,237
Total 2,287,938 2,349,444 2,425,858 2,412,237
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 18.50 18.50 18.40
Total 18.50 18.50 18.40
203
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 of 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. Utilizes an up-to-date
computerized pavement management program to assists in developing priorities and providing
future planning for scheduling road improvements.
Clean storm drain inlets as needed to 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 610 curb miles that are swept each
month.
Maintain sidewalks, curb and gutters through contractual service. Respond within 24 hours for
emergency or temporary repair to alleviate hazardous conditions.
Perlbrm 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.
Maintain street trees including watering, spraying, staking, pruning, and fertilizing in the
commercial areas. Contract for major tree maintenance.
Administer the weekday and weekend Elmwood work furlough program.
Maintain landscaping in medians strips, roadsides and public right-of-ways. Perform
maintenance of irrigation systems, weed control, pruning and fertilizing of plant material.
Pond maintenance.
204
STREETS
8400 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
1,161,300 1,319,457 1,449,322 1,491,927
308,871 290,516 313,700 308,200
3,545,757 1,463,790 746,500 746,500
141,756 73,683 81,500 9,500
134,485 257,094 260,860 257,730
5,292,169 3,404,540 2,851,882 2,813,857
Gas Tax
General Fund
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
4,069,641 1,289,100 1,442,896 1,399,275
1,222,528 2,115,440 1,408,986 1,414,582
5,292,169 3,404,540 2,851,882 2,813,857
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 22.35 22.35 22.55
Total 22.35 22.35 22.55
205
PUBLIC WORKS
FACILITIES
PROGRAM OVERVIEW
Provides maintenance and mechanical services to all public buildings. These include 13 City-
owned buildings, nine single standing restroom facilities equipment.
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
request within 24 hours.
Strive tbr 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.
Maintain and operate all City owned fountains.
206
FACILITIES
8500 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
391,743 493,379 529,778 552,758
329,421 433,131 603,700 571,700
358,412 422,186 541,600 542,400
495,566 371,324 243,000 271,500
0 29,089 18,380 27,990
1,575,142 1,749,109 1,936,458 1,966,348
General
Sports Center
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
1,388,711 1,603,544 1,753,531 1,760,209
186,431 145,565 182,927 206,139
1,575,142 1,749,109 1,936,458 1,966,348
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 7.40 7.40 7.30
Total 7.40 7.40 7.30
207
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 are implementing adaptive traffic signals
control system, ramp meter-arterial traffic signal interconnection, and Silicon Valley Smart
Corridor. For bikeways, they are implementing San Tomas Aquino-Saratoga Creek Trail and
Foothill Boulevard Bike Lanes, Bollinger Bike Lanes, and Wolfe Road Bike Lanes.
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.
208
TRANSPORTATION
8600 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
490,076 536,523 525,107 416,776
131,966 77,258 191,250 77,650
142,041 221,394 214,250 236,500
86,906 144,066 140,000 0
45,865 34,592 32,470 38,570
896,854 1,013,833 1,103,077 769,496
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
General 896,854 1,013,833 1,103,077 769,496
Total 896,854 1,013,833 1,103,077 769,496
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 5.35 5.35 4.35
Total 5.35 5.35 4.35
209
PUBLIC WORKS
GENERa~L SERVICES
PROGRAM OVERVIEW
Provides maintenance and service to all vehicles (87), rolling stock (42), trailers (14), riding
mowers (12), and all power equipment (198). Maintains 3,250 City-owned streetlights, parking
lot lights, and park lights. Assets the Facilities Department for outside lighting systems.
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. Perforra 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 specifications and bidding process for major purchasing of trucks,
tractors, other equipment, and administration of street sweeping and storm drain contracts.
Responsible for all hazardous waste records manifests and reports as well as all Service Center
employees training and training records as required by OSHA.
SERVICE OBJECTIVES
Maintain the City streetlight system for a safe environment and by responding 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.
210
GENERAL SERVICES
8800 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
255,699 343,363 316,810 320,742
419,729 322,051 467,000 479,500
60,556 158,451 124,000 100,000
60,737 39,742 70,000 93,000
298,246 342,573 399,796 392,550
1,094,967 1,206,180 1,377,606 1,385,792
General
Equipment Maintainence
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
403,893 323,932 469,327 484,472
691,074 882,248 908,279 901,320
1,094,967 1,206,180 1,377,606 1,385,792
Full-time
Total
PersonnelSummary
2000-01 2001-02 2002-03
Actual Adopted Adopted
4.10 4.10 4.10
4,10 4.10 4.10
211
PUBLIC WORKS
FIXED ASSETS ACQUISITION
PROGRAM OVERVIEW
Equipment having a value greater than $1,000, 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.
CAPITAL OUTLAY
Replacement Fund Purchase
Vehicle #26 (1992)
Service Body #86 I Ton (1990)
One Ton Pickup #80 (1989)
One Ton Pickup #34 (1986)
Case Tractor 580-C #112 (1979)
Total
New Equipment Purchase
Landscape Trailers (3)
LED Projector (Engineering)
Digital Camera (Engineering)
Two Way Radio System
Total
$32,000
32,000
28,000
28,000
55,000
$175,000
$5,000
7,000
2,000
4,500
$18,500
212
FIXED ASSETS ACQUISITION
9820 PUBLIC WORKS
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
Capital Outlay 582,191 331,946 213,000 193,500
Total 582,191 331,946 213,000 193,500
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
Equipment Maintenance 582,191 331,946 213,000 193,500
Total 582,191 331,946 213,000 193,500
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
213
Non-
Departmental
215
INTERFUND TRANSFERS
0100 OPERATiNG TRANSFER OUT
GENERAL FUND
PARK DEDICATION FUND
BLACKBERRY FARM
SPORTS CENTER
RECREATION PROGRAMS
SENIOR CENTER
GAS TAX
DEBT SERVICE
5301 FACILITY CORP.
5304 VALLCO AD 74-3
5305 VALLCO AD 74-4
5306 TRAFFIC IMPACT
TOTAL
NON-DEPARTMENTAL
Expenditures by Division
1999-00 2000-01 2001-02
Actual Actual Adopted
2002-03
Proposed
9,259,514 13,530,185 9,114,000 26,742,000
400,000 675,000 2,400,000 1,500,000
175,000 253,055 175,000 75,000
435,000 0 0 0
75,000 275,000 200,000 100,000
75,000 2,372 50,000 50,000
0 344,080 0 0
10,419,514 15,079,692 11,939,000 28,467,000
4,953,361 4,944,710 4,955,700 4,539,000
119,230 225,330 119,000 0
72,733 72,558 75,000 0
36,181 35,103 41,300 38,000
5,181,505 5,277,701 5,191,000 4,577,000
15,601,019 20,357,393 17,130,000 33,044,000
217
NONDEPARTMENTAL
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
2002-03 fiscal year, budget activity accounts have been established for the following transfers:
Funding from the General Fund for capital improvements in the Capital Project Fund:
$765,000 for various traffic projects; $184,000 for the San Thomas/Saratoga Creek Trail;
$16,400,000 for the library project, $3,200,000 for the Civic Center Plaza and improvements;
$662,000 for the City Center Plaza and $711,000 for the Sports Center project.
Funding from the General Fund to the Debt Service Fund in the amount of $4,539,000 which
provides for the annual payment of the Certificates of Participation for the City Hail/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 Management Information Systems Fund in the amount
of $270,000 which provides for new technology equipment.
4. Funding from the General Fund to the Equipment Fund in the amount of $20,000 to provide
for new equipment for park, street and tree maintenance.
5. Funding from the General Fund to the Gas Tax Fund in the amount of $801,000 to provide
for costs associated with the street projects.
6. Funding from the Park Dedication Fund to the General Fund in the amount of $1,500,000 to
provide for payback of advances on parkland.
7. Funding from the General Fund to the Leadership Cupertino Fund in the amount of $10,000
to augment the existing program.
8. Funding from the Blackberry Farm Enterprise Fund to the General Fund in the amount of
$75,000 to provide for partial payment of debt service.
9. Funding from the Recreation Program Fund to the General Fund in the amount of $100,000
to provide for partial payment of debt service.
10. Funding from the Senior Center Fund to the General Fund in the amount of $50,000 to
provide for partial payment of debt service.
218
INTERFUND TRANSFERS
0100 INTERFUND TRANSFERS
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
Operating Transfers Out 10,419,514 15,079,692 11,939,000 28,467,000
Total 10,419,514 15,079,692 11,939,000 28,467,000
General
Park Dedication
Blackberry Farm
Sports Center
Recreation Fund
Senior Center
Gas Tax
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Proposed
9,259,514 13,530,185 9,114,000 26,742,000
400,000 675,000 2,400,000 1,500,000
175,000 253,055 175,000 75,000
435,000 0 0 0
75,000 275,000 200,000 100,000
75,000 2,372 50,000 50,000
0 344,080 0 0
10,419,514 15,079,692 11,939,000 28,467,000
Full-time
Total
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
219
NONDEPARTMENTAL
DEBT SERVICE
PROGRAM OVERVIEW
The Debt Service Program provides tbr 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:
The Public Facility Corporation's annual payments of principal and interest on the City
Hall/Library, Wilson/Memorial Open Space and Library Certificates of Participation (COP).
In September, 2002, the City will refinance its $44 million in debt to obtain lower interest
rates and extend debt maturity. An additional $10 million will also be issued to ensure
adequate funding of the five year Capital Improvement Program and primarily the new library
project.
The majority of the borrowings occurred in early 1990 to acquire additional park real estate
and expand community facilities. A breakdown of the capital acquisitions follows:
Increased 90 acres of park real estate to 190 acres, a 111% increase;
Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase;
Specific purchases included:
Blackberry Farm - $18 million, voter approved debt;
Creekside Park - $12 million voter approved debt;
Sports Center - $8 million;
Quinlan Community Center, including park real estate - $6.1 million;
Wilson Park and improvements - $5.6 million;
Jollyman Park development - $1 million;
City Hall renovation/improvements - 1.7 million;
Library renovation/improvements - 1.7 million.
2. The annual payment of principal and interest on outstanding special assessment bonds for
various assessment districts within the City, including Vallco 74-3 and 74-4 and 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.
220
DEBT SERVICE
5301-5306 DEBT SERVICE
Expenditures by Category
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Proposed
Debt Service/Other 5,181,505 5,277,698 5,191,000 4,577,000
Total 5,181,505 5,277,698 5,191,000 4,577,000
Facilities Corp.
Traffic Impact
Vallco Park Bond 74-3
Vallco Park Bond 74-4
Total
Expenditures by Fund
1999-00 2000-01 2001-02 2002-03
Actual Actual Adopted Adopted
4,953,361 4,944,710 4,955,700 4,539,000
36,181 35,103 41,300 38,000
120,000 225,330 119,000 0
72,733 72,555 75,000 0
5,182,275 5,277,698 5,191,000 4,577,000
Personnel Summary
2000-01 2001-02 2002-03
Actual Adopted Proposed
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
221
Five Year
Capital
Improvements
Program
Fiscal Years 2002-03 to 2006-07
223
0 0
224
225
0
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227
228
229
230
231
232
233
234
235
236
237
238
239
240
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