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Budget 2003-2004city of Cupertino 2003 04 CITY OF CUPERTINO, CALIFORNIA Fiscal Year 2003/04 CITY COUNCIL Michael Chang Mayor Sandra James Vice Mayor Patrick Kwok Councilmember Richard Lowenthal Councilmember Dolly Sandoval Councilmember DIRECTORY OF CITY OFFICIALS David W. Knapp - City Manager Charles T. Kilian - City Attorney Carol Atwood - Director of Administrative Services Rick Kitson - Public Information Officer Steve Piasecki - Director of Community Development Ralph Quails - Director of Public Works Kimberly Smith - City Clerk Therese Smith - Director of Parks and Recreation iii CITY OF CUPERTINO, CALIFORNIA Fiscal Year 2003/04 COMMISSIONS AND COMMITTEES AUDIT COMMITTEE PARKS & RECREATION COMMISSION Michael Chang Gillian Enos Tom Hall Dolly Sandoval Rod Brown Jeanne Bradford Frank Jelinch Roger Peng Kris Wang HOUSING COMMISSION TELECOMMUNICATIONS COMMISSION Julia Abdala Richard Abdalah Sarah Hathaway-Feit Mahesh Nihalani Frances Seward Salvatore Algeri David Eggleston L. T. Guttadauro Steven Ting Ernest Tsui FINE ARTS COMMISSION LIBRARY COMMISSION Nancy Canter David Kim Hema Kundargi Shirley Lin Kinoshita Janet Mohr Carl Orr Rita Young Sheila Mohan Janet Riddell Eno Schmidt Katherine Stakey Yuhfen Diana Wu PUBLIC SAFETY COMMISSION PLANNING COMMISSION Barry Chang Nolan Chen Emma Darknell Philippe Dor Hugh Riddell TEEN COMMISSION Angela Chen Chuck Corr Marty Miller Taghi Saadati Gilbert Wong ECONOMIC DEVELOPMENT Princess Castaneda Akshita Deora Patty Fang Erin Gatley Piyush Goyal Christopher Haley Zack Kolev Alexander Lee Kenny Lin Emily Liu Kevin Schroeder Danh Trang Angelica Zen Carol Atwood Keith Dias Jody Hansen Sandra James David Knapp Richard Lowenthal On-in Mahoney Mark McKenna Steve Piasecki Ralph Qualls BICYCLE PEDESTRIAN COMMISSION Hua Julia Fu David Greenstein Robert Levy Geoffrey Paulsen Joseph Walton iv /(unici?a( inance Officers Certificate of Award Excellence in Operational Budgeting 2002-2003 Presented to City of Cupertino This certificate recognizes the achievemeut of Excellence in Operational Budgeting attd reflects att outstanding budget document attd the underlying budgeting process through which the budget is intplentented. February 24, 2003 Dedicated to Excellence in Municipal Financial Management [ ~ 1 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 2002-03 annual operating budget. In bestowing this honor, the Society acknowledges the City for its outstanding presentation of financial and budgetary data. Our 2003/04 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. 03-123 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR FISCAL YEAR 2003-04 BY RATIFYING ESTIMATES OF REVENUES TO BE RECEIVED IN EACH FUND AND APPROPRIATING MONIES THEREFROM FOR SPECIFIED ACTIVITIES AND ACCOUNTS AND SETTING FORTH CONDITIONS OF ADMINISTERING SAID BUDGET WHEREAS, the orderly administration of municipal government is dependent on the establishment of a sound fiscal policy of maintaining a proper ration of expenditures within anticipated revenues and available monies; and WHEREAS, the extent of any project or program and the degree of its accomplishment, as well as the efficiency of performing assigned duties and responsibilities, is likewise dependent on the monies made available for that purpose; and WHEREAS, the City Manager has submitted his estimates of anticipated revenues and fund balances, and has recommended the allocation of monies for specified program activities; NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt the following sections as a part of its fiscal policy: Section 1: The estimates of available fund balances and anticipated resources to be received in each of the several funds during fiscal year 2003-04 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. 03-123 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 16th day of June 2003, by the following vote: Vote Members of the City Council AYES: NOES: ABSENT: Lowenthal ABSTAIN: None ATTEST: Chang, James, Sandoval, Kwok None Mayor, City of cupert~~ vii TABLE OF CONTENTS FISCAL YEAR 2005-04 PAGE BUDGET STRATEGIES Mission Statement .................. 7 Financial Values Statements ............... 8 City Council Goals ................. 9 Change in Program Levels ............... 13 BUDGET GUIDE Elements of the Budget Document ............. 15 Structure of the City's Finances .............. 16 The Annual Budget Process ............... 18 Glossary of Budget Terminology .............. 19 COMMUNITY PROFILE History of Cupertino 23 Community Economic Profile. 24 FINANCIAL AND PERSONNEL SUMMARIES Budget Summary .................. 31 Revenue and Expenditure Charts .............. 32 Revenue Summary ................. 36 Personnel Summary ................. 47 Five Year Budget Forecast ............... 54 Appropriations Limit ................. 77 DEPARTMENTAL OPERATING BUDGETS COUNCIL AND COMMISSIONS City Council ............... 84 Telecommunications Commission ......... i i i i 86 Library Commission 88 Fine Arts Commission 90 Public Safety Commission 92 Parks and Recreation Commission ............. 94 Teen Commission. 96 Planning Commission ................ 98 Housing Commission . . 100 Bicycle and Pedestrian Commission ............. 102 TITLE PAGE .................... i ORGANIZATION CHART ................ ii DIRECTORY OF CITY OFFICIALS ............. iii COMMISSIONS/COMMITTEES .............. iv EXCEIJ.ENCE IN OPERATIONAL BUDGETING 2002-2003 ...... v ADOPTED BUDGET RESOLUTION ............. vi BUDGET MESSAGE ................. 1 PAGE ADMINISTRATION City Manager ................... 108 Community Outreach ................. 110 City Manager Discretionary Fund .............. 112 Legal Services ................... 114 LAW ENFORCEMENT Law Enforcement .................. 120 PUBLIC INFORMATION Community Relations ................. 126 Cupertino Scene .................. 128 Government Channel ................. 130 ADMINISTRATIVE SERVICES Administration .................. 136 Economic Development ................ 138 Leadership Cupertino ................. 140 Accounting ................... 142 Business Licensing ................. 144 City Clerk .................... 146 Duplicating and Mail Service ............... 148 Elections .................... 150 Emergency Preparedness ................ 152 Human Resources .................. 154 Code Enforcement ................. 156 Insurance Administration ................ 158 Information Technology ................ 160 PARKS AND RECREATION Administration .................. 168 Cultural Programs - Quinlan Community Center .......... 170 Youth and Teen - Monta Vista Recreation Center ......... 172 Sports and Physical Recreation .............. 174 Senior Programs/Senior Center .............. 176 Blackberry Farm - Nature Programs ............. 178 COMMUNITY DEVELOPMENT Administration .................. 184 Planning .................... 186 Housing Services .................. 188 Building .................... 190 PUBLIC WORKS Administration .................. 198 Environmental Programs ................ 200 Engineering Services ................. 202 Service Center ................... 204 Grounds .................... 206 Streets ..................... 208 Facilities .................... 210 Transportation ................... 212 General Services .................. 214 Fixed Assets Acquisition ................ 216 PAGE NON-DEPARTMENTAL OPERATING BUDGETS Interfund Transfers ................. 222 Debt Service ................... 224 CAPITAL IMPROVEMENTS Five Year Capital Improvements Program ........... 227 CUPE INO May 13, 2003 To the Citizens of Cupertino, Honorable Mayor and Members of the City Council Introduction This year's budget theme, Building for a Better Tomorrow, was chosen to celebrate the City's continued emphasis on community through outreach programs, recreational activities, neighborhood programs and community events. In addition, this year will see the construction of a new Library, Community Hall and City Center Plaza as well as the renovation of our Sports Center. We are well known for our high tech environment, our great schools, rich diversity 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 2003/04 will be a very tough budget year because of the economy and because of State raids on City revenues. The economy declined dramatically in fiscal year 2001/02, as the recession eroded our sales, transient occupancy and property transfer tax revenues. Revenues continued to decline in fiscal year 2002/03 with a continued downward adjustment of over $1 million in sales tax, transient occupancy and utility users tax. In addition, paybacks for General Fund parkland advances and debt service from other funds did not materialize due to the recession. For this upcoming year, revenue in the General Fund will remain flat. The City has continually reduced its operating budget to adjust to this downward trend in revenues, but this fiscal year those reductions will begin to show in reduced service levels. We expect Silicon Valley to continue to feel recessionary trends at least through the end of this upcoming fiscal year. The major challenge this coming year will be continuing services and projects in the midst of a recession and the threat of new State raids on local revenues. Expenditures will be controlled through streamlining, automation, and partnerships with community groups and government agencies. The City has anticipated up to $2 million in state take-away's, however, if additional revenues are raided or our trends continue to decline, future service levels and workforce reductions will be necessary to balance the budget. Printed on Recycled Paper General Fund Reserve Trends Historically, the General Fund reserve has been very strong. In 2000, the Council established a $15 million 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, Council approved the temporary use of our capital project reserve. The City's $5 million C1P reserve will be used to help fund the five-year capital improvement program, primarily for the new Library. In addition, any General Fund shortfalls occurring for the 2002/03 fiscal year and beyond, can be funded from our economic uncertainty reserve. The following table shows the undesignated reserve (in thousands) from 1997-2002 (actual) and 2003-2008 (projected). The undesignated reserve is the fund balance minus designated funds. Undesignated Reserves by Fiscal Year 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 $22,714 $21,062 $21,563 $17,991 $16,619 $9,120 $8,925 $10,168 $10,988 $12,111 $11,238 The following table shows our prior and projected financial position of the City: FISCAL YEARS 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 Revenue 25,544 30,823 31,710 29,405 30,607 29,695 31,269 31,951 33,320 34,751 Expenditures 19,542 20,551 23,172 25,905 26,505 26,360 27.190 28,405 29,467 30,852 Debt Service 4,641 4,672 4,663 4,711 5,930 3,547 3,548 3,548 3,547 3,549 Net 1,361 5,600 3,875 -1,2ll 4,828 -212 581 48 356 400 Employees 132,00 138.00 145.05 154.50 154.50 155.00 155.00 155.00 155.00 155.00 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. This fiscal year we are projecting another 4% decline and this budget shows sales tax revenue trends as flat for the upcoming year. Sales tax represents more than a third of the General Fund revenue and is the major factor in our ability to provide service to our customers. Transient Occupancy Tax - This important tax source has remained flat for the current fiscal year only because of the addition of a fourth hotel that opened in July, 2002. Without the Cypress Hotel, this tax revenue would be approximately 19% below the prior year levels. Utility Users Tax - Office vacancy rates have gone from 2% to 26% in the past two years, and rental of office space has declined from $5.50 per square foot to approximately $2.00 per square foot. This situation has had a direct impact on the City's utility tax, which is flat for the current year and projected to increase at only 3% for the upcoming year. 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 recession has eliminated this surplus. Given the magnitude of the current State budget deficit, this revenue source is at risk. Our operating budget has been reduced for the 2003/04 fiscal year as the City continues to respond to the effects of the recession. Department reductions were a result of direct cutbacks, efficiency measures and deferral of maintenance where possible. The proposed budget does not fund excess hours of operation for the County Library System this year. In addition, there is a selective hiring freeze in place, and we have eliminated our high school noontime programs, reduced our mobile skate park program and eliminated conference and meeting expenses. Further, a draft agreement has been developed with DeAnza College that will save $57,000 of our previously budgeted $103,000 commitment to the public access channel. Broadcast time for public access will not be reduced. Supported production time in the studio will be reduced, however, the production schedule has been specifically designed not to affect Cupertino-based producers. Bottom Line For this next fiscal year, total expenditures will exceed total revenues in the General Fund by approximately $195,000. This is due to the funding of capital improvement projects. We expect to generate year-end savings to cover this shortfall. In spite of budgeted cutbacks, we have been able to maintain policing service levels and have increased the Sheriff's presence in town by providing 1,400 square feet at Quinlan to accommodate eight full time employees. A summary of the 2003/04 General Fund budget follows (in thousands): Operating Revenues $29,695 Operating Expenditures 26,360 Net Operating Activity 3,335 Non-Operating Activity: Transfers In from other funds 1,425 Capital Projects/Gas Tax 1,220 Debt Service 3,547 Technology/Equipment purchases/Other 188 Net Activity for Year $ - 195 The General Fund is a status quo budget. No new programs have been incorporated in the adopted 2003/04 budget. Worthy General Fund projects that are not reflected in this budget include: All American City Application 250,000 Excess Library Hours 118,000 Fourth of July Fireworks 50,600 While some or all of these could be paid for out of the economic uncertainty reserve, however, given the unknowns of the State budget, it would be wise to keep the reserve intact for now. 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, 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 constructed/renovated 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 community and volunteer organizations. The City will continue to serve as a facilitator of these partnerships. Conclusion Cupertino is a fiscally conservative, well-run 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 weather a recession now encompassing three fiscal years and the probability of State take away and County program delegations. Our goal is to continue to maintain the current 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 Officials, 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, professional environment based upon teamwork. · As a team, it is our objective to provide the highest level of satisfaction in all programs and services. We are proud to be part of the City of Cupertino team and will strive to provide the best service possible. BUDGET STRATEGIES FINANCIAL VALUES STATEMENTS The City of Cupertino adheres to the following guidelines and principles in preparing its budget and conducting its day-to-day and long-term fiscal affairs. I. Revenue Levels · To the extent possible, maximize investment yield while maintaining a high level of liquidity for the City's anticipated capital costs. · Identify and recommend sources of revenue necessary to maintain the services desired by the community and to maintain the City's quality of life. · Perform ongoing evaluations of existing sources of revenue to maximize the City's revenue base. · Recover costs of special services through user fees. · Allocate all internal service charges to appropriate user departments. · Ensure that Enterprise activities remain self-supporting in the long term. 2. Expenditure Control · Maintain operating activities at levels which are offset by revenues. · Evaluate expenditures at the department and project levels to ensure control. · Reduce costs and improve productivity through the use of efficiency measures. · Structure debt refinancing to provide the necessary capital while minimizing future debt service costs. 3. Long-Term Financial Stability · Ensure ongoing productivity through employee training and retention programs. · Pursue consolidation of resources and activities with other agencies and jurisdictions where beneficial. · Ensure financial planning flexibility by maintaining adequate fund balances and reserves. · Provide for major maintenance and repair of City buildings and facilities on a timely basis. · Provide for infrastructure asset preservation that maximizes the performance of these assets at minimum life-cycle costs. · Continually evaluate and implement long-term financial planning including technology automation, multiple year capital improvement programs, revenue and expenditure forecasting. BUDGET STRATEGIES CITY COUNCIL GOALS 1. Library and Civic Center Construction of the new library and civic center is underway with the estimated completion date of October, 2004. 2. Trails Plan Work with the County Parks on the transfer of land from the O'Brien Group and resubmit applications for funding the construction of trails in Study Area A. Conclude the public visioning process and draft the master plan for the Stevens Creek Corridor. One of the council goals for the project is to provide a trail or trails in the corridor to accommodate a variety of trail users. Review, annually, the status of the Union Pacific trail to determine when the corridor may be open to trail development. 3. Youth Issues Continue to identify a location and funding for a skateboard park. Incorporate a teen center in the Cupertino Sports Center renovation project. 4. Pursue "Downtown" Opportunities Develop the Crossroads Streetscape Plan in Conjunction with the update of the General Plan. Work with the Town Center property owners to design a mixed-use, walkable development that links with the Civic Center and City Center. 5. Street Safety - Walkable Community Ensure that "walkable city" concept is present in all City development/redevelopment projects. Budget Reference Pages 226 Pages 226 Pages 170, 226 Page 184 Pages 227 BUDGET STRATEGIES CITY COUNCIL GOALS 6. Building Community/Unity 3. Continue to offer opportunities and programs to address the needs of our diverse community. 3. Continue international film and music series. 3. Hold public forums in other languages for major capital improvement projects. 3* Continue to expand the Neighborhood Leader program. 7. Economic Development 3* Encourage healthy environment for retail growth. 3* Continue to work with the owners/developers of Vallco to redevelop the property. 3* Add revenue enhancement incentive policy component o£ review for new development. 3* Evaluate transit/transportation implications of economic development strategy. 8. General Plan 3* Work with the General Plan Task Force to develop the General Plan preferred alternative. 3* Adopt the revised General Plan in the first quarter 2004. Public Safety 3. Review traffic safety issues. · Safe routes to school program for Cupertino High School, and Garden Gate Elementary School. Work to begin Summer, 2003. · Review traffic safety for pedestrians Budget Reference Pages 108, 126, 138, 168,174 Page 136 Page 184 Pages 118,150, 227,240 10 BUDGET STRATEGIES CITY COUNCIL GOALS Continue emphasis on Neighborhood Watch and E-Cap Programs. Continue emphasis on Emergency Response (ER) and preparedness. · Continue expansion of the CERT program · Offer ER skills to 6 to 12 grade · Update Emergency Plan · Develop city evacuation plan · Ensure ER training for business/schools · Expand volunteer program · Develop high school ER training · Ensure ER training for city staff 10. Affordable Housing Provide housing opportunities for Cupertino workers. Implement the 2003 revisions to the BMR manual. Implement the teacher housing assistance program that was adopted by the City Council in May 2003. The CCS 24 unit affordable housing project and office were completed in May 2003. 1 i. Annexation Annex pockets in the Monta Vista neighborhood using island annexation procedures. Annex individual contiguous parcels in the Creston neighborhood when redevelopment occurs. 12. Sports Center Building Strategy Proceed with construction to renovate the Cupertino Sports Center. Bids due May, 2003. Budget Reference Page 186 Page 184 Page 172, 226 11 BUDGET STRATEGIES CITY COUNCIL GOALS Budget Reference 13. Four Seasons Comer and Intersection "Gateway" Construction of park scheduled to begin in July 2003. Gateway structure and additional parking on Stevens Creek Blvd. will be pursued by staff after the park is under construction. Page 226 14. School Partnerships Pursue partner opportunities with the three school districts including: · Teacher housing programs · Gym · Traffic and parking 15. Senior Issues Explore Senior Commission. Continue to expand membership and program offerings at the Senior Center. 16. Internal Improvement Provide on-going training to enhance the skills of our workforce. Pages 172,186,227,240 Page174 Page 150,152,156,158 12 CHANGE IN PROGRAM LEVELS This year's budget does not fund several existing programs and new programs that were proposed over the course of this last year. These programs are listed for your information. To fund any or all of the following would require an appropriation from the Economic Uncertainty Reserve or a reduction of another budget item. New/Existing Programs - Unfunded All American City Award $250,000 Funding Source: 6 Extra Hours - Library 118,000 Funding Source: Fourth of July Fireworks 50,600 Funding Source: Furniture Replacement - Quinlan 100,000 Funding Source: Community Grants 28,500 Funding Source: Travel and Conference - citywide 150,000 Funding Source: E-Gov Phase 1I 100,000 Funding Source: DeAnza PEG Channel 60,000 Funding Source: General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund New/Existing Programs - Funded Leadership Cupertino/TLT 4 Extra Hours - Library Second School Resource Officer - January to June 2004 Bicycle/Pedestrian Safety Program $8,000 84,000 82,000 5,000 Funding Source: General Fund Funding Source: General Fund Funding Source: General Fund Funding Source: General Fund REVENUE PROPOSALS 1. Bill actual cost for hanging of banners over Stevens Creek Boulevard. 2. Implementation of a Transportation Permit for oversized vehicles. 3. Perform a Fee Analysis for Planning, Building and Engineering Fees to ensure cost recovery on permits. 13 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 2003- 04 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 2003/04 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. 15 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. Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section details historical and proposed expenditures for the functions of interfund transfers and debt service. Capital Improvements: The Capital Improvements section details the proposed capital projects for 2003-04 through 2007-08. 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 2003-04 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: 16 BUDGET GUIDE GOVERNMENTAL FUNDS Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant Funds. They are accounted for under the modified accrual basis of accounting. Tax Supported Funds include the General and Capital Improvement Funds. The General Fund is the primary operating fund for governmental services, funding traditional tax-supported activities such as law enforcement and community development. The Capital Improvements Fund is utilized for the acquisition or construction of major capital facilities. Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental Management and Leadership Cupertino funds. The use of Special Revenue Fund resoumes is legally restricted for specific purposes. Federal Grant Funds include the Federal Housing and Community Development Block Grant programs. The Community Development Block Grant is a federally funded program for housing assistance and public improvements. PROPRIETARY FUNDS Proprietary Funds include Enterprise Funds and Internal Service Funds. They are accounted for under the full accrual basis of accounting. Enterprise Funds, including the Resource Recovery, Sports Center, Blackberry Farm, Recreation and Senior Center funds, are used to account for operations that are self-supporting with user fees covering expenditures. Internal Service Funds include the Workers Compensation, Management Information Services, Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise Funds, except that fees are charged to user City departments to cover the costs of services provided by the activity. COST ACCOUNTING By using this financial technique, the City is able to assess the true cost of providing a service and benefits. The Internal Service Funds and Enterprise Funds capture the full cost of a program's activities. Internal users of information management, fleet and equipment, and insurance are assessed rental rates through their programs for the use and eventual replacement of such services and equipment. Employee benefits such as leave usage, retirement and insurances am also recovered as revenue of the funds by charging the programs that use personnel services. 17 BUDGET GUIDE THE ANNUAL BUDGET PROCESS The City's annual budget is prepared on a July 1 to June 30 fiscal year basis. The budget process is an ongoing process that includes the phases of development, proposal, adoption, and monitoring. The budget development phase begins in February with the preparation of budget instructions and goal setting sessions by the City Council and City Manager. During March, departments prepare the budgets for which they are responsible. These proposed department budgets are reviewed by the Finance Division and compared to current and prior year trends. The City Manager then reviews the proposals with the City Treasurer and departmental staff and makes final adjustments. The proposed budget is then submitted to the City Council in May. During the months of May and June the Council considers the budget proposals at a series of City Council 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. 18 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 pen'nits the City to incur obligations and to make expenditures of msoumes. Budget - A financial plan for a specific period of time (fiscal year) that matches ail 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. 19 BUDGET GUIDE Enterprise Fund - A fund established to account for activities that are financed and operated in a manner similar to private business enterprises, in which costs of providing services are primarily recovered through user fees. Estimated Budget - The status of appropriations between July 1 and June 30. Includes the adopted budget, budget amendments, prior year encumbrances, approved carryovers, and transfers between objects, divisions and departments. Expenditure - Utilization of fund resources. Expenditures include operating expenses, debt service and capital outlays. Expenditure Category - A basis for distinguishing types of expenditures. The major expenditure categories used by the City are: employee compensation, materials, contract services, capital outlay and debt service. Fiscal Year - A twelve-month time period signifying the beginning and ending period for recording financial transactions. The City has specified July 1 through June 30 for its fiscal year. Fund - A fiscal and accounting entity for which the recording of financial transactions is made for the purpose of carrying on specific activities in accordance with the requirements placed upon the use of financial resources. Fund Balance - The net effect of assets less liabilities at any given point in time. General Fund - The fund used to account for the major operating revenues and expenditures of the City, except for those financial resources that are required to be accounted for in another fund category. General Fund revenues are derived primarily from property and other taxes. Goal - Broad mission statements that define the purpose of a department. Infrastructure - Long lived capital assets that normally are stationary in nature and can be preserved for a significantly greater number of years than most capital assets. Examples include roadways, bridges, and drainage systems. Internal Service Fund - A fund used to account for the services provided by one department to other depmtments on a cost-reimbursement basis. 20 BUDGET GUIDE Operating Budget - A financial plan for the provision of direct service and support functions that provide basic governmental services. The operating budget contains appropriations for such expenditures as employee compensation, materials, contract services, capital outlay and debt service. It does not include Capital Improvement Project expenditures. Reserve - An account used to designate a portion of the fund balance for a specific future use and is, therefore, not available for general appropriation. Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits, and other sources. Section - A unit or organization that reports to a division. Self-Supporting Activity - An enterprise activity where all service costs (including principal and interest debt payments) are primarily covered solely from the earnings of the enterprise. Subsidy - Supplemental resources provided to ensure adequate funding when anticipated expenditures exceed revenues. User Fees - Fees charged to users of a particular service provided by the City. 21 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 Petms Font. In 1904 the name was applied to the Crossroads and to the post office when the Home Union Store incorporated under the name, The Cupertino Stores, Inc. Many of Cupertino's pioneer European settlers planted their land in grapes. Vineyards and wineries proliferated on Montebello Ridge, on the lower foothills, and on the flat lands below. After 1906 a lot more than grape growing was going on in Cupertino. Omhards were thriving and new businesses were being started. In the late 1940's Cupertino was swept up in Santa Clara Valley's postwar population explosion. Concerned by unplanned development, higher taxes, and piecemeal annexation to adjacent cities, Cupertino's community leaders began a drive in 1954 for incorporation. Cupertino rancher Norman Nathanson, the Cupertino - Monta Vista Improvement Association, and the Fact Finding Committee played important roles in this movement. Incorporation was approved in the September 27, 1955 election. Cupertino officially became Santa Clara County's 13® City on October I0, 1955. A major milestone in Cupertino's development was the creation by some of the city's largest landowners of Vallco Business and Industrial Park in the early 1960's. Of the 25 property owners, 17 decided to pool their land to form Vallco Park, six sold to Varian Associates, a thriving young electronics firm, founded by Russell Varian, and two opted for transplanting to farms elsewhere. The name Vallco was derived from the names of the principal developers: Varian Associates and the Leonard, Lester, Craft, and Orlando families. 23 2003 Profaw The City of Cupertino, high-tech heart of Silicon Valley, was bom from a community of farmers. In 1955, when Cupertino officially became the 13th 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 fi.om kindergarten through 8~ 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 Symantec and Portal Software. In addition, key divisions of Hewlett Packard, Sun Microsystems and Borland are also located in Cupertino. The City's proactive economic development efforts have resulted in a number of innovative, mutually beneficial partnerships with local companies. The City strives to retain and attract local companies through policies of balanced growth and streamlined permitting. 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. 24 o F' LaL'or' For'ce, Economic Growth & Trends 1999 2000 2001 2002 Population in County 1,647,419 1,682,585 1,674,634 1,668,309 Total Taxable Sales - County 27,488,815 35,683,007 37,692,000 40,781,000 Population in City Limits 45,095 50,546 50,546 50,546 Total Taxable Sales - City 1,412,000 1,106,635 1,205,736 1,307,202 Occupied Dwellings - City 17,417 18,204 18,403 18,682 School Enrollment K~8 15,313 15,200 15,313 15,700 School Enrollment 9-12 8,822 9,063 9,100 9,108 Median Income - City 79,213 78,316 77,740 Median Income - County 59,639 62,317 64,136 Median Age 39 38 38 Non-Manufacturing Employment Company Employment Product Cupertino Union School District 1,500 Education Foothill/DeAnza Community College 1,200 Education Fremont Union High School District 735 Education Sears 294 Retail Target 270 Retail JC Penney 200 Retail PG&E 167 Gas/Electric Mervyns 135 Retail Manufacturing Employment Company Employment Apple Computer 6,000 Hewlett-Packard 4,682 Symantec 400 Honeywell-Measurex 220 Product Computers Computers Software Process Controls 25 2003 Ct,L"y q roff2w 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 am provided by the City's 154 full time benefited employees. City departments include administrative services (finance, human resources, IT, city clerk, outreach programs, code enforcement, 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, bicycle and pedestrian, and public safety. Members of the volunteer boards are appointed by the city council and vacancies are announced so that interested residents may apply for the positions. Residents are kept informed about city services and programs through the Cupertino Scene, a monthly newsletter; Cupertino's government access cable TV channel; The City Channel; and the city's website. Housing 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 $793,531 as of March 2003. The average condominium/townhouse sale price is $446,158. 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 - SBC. For residential service call (800) 894- 2355; for business service call (800) 750-2355. Cable - Comcast, (800) 945-2288. Garbage - Los Altos Garbage, (408) 725-0420. Water - San Jose Water Company (408) 279-7900 and California Water (650) 917-0152. Sewer Service - Cupertino Sanitary District (408) 253-7071 Tax 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: $8,072,696,008 (2002) County: $189,909,033,048 (2002) 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. 26 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 currently under construction. A temporary library is located at 10441 Bandley Drive in Cupertino. The library is open Monday through Thursday 10-9, Friday and Saturday 10-6, Sunday 12-6. For more information call (408) 446-1677. Cupertino Senior Center 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. 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 Fernando 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 retreat center is located at 21979 San Femando Avenue. Telephone: (408) 777-3140. 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. 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. 27 Winner of numerous state and national awards for excellence, our City's schools are widely acknowledged to be models of quality instruction. Cupertino Union School District serves 15,700 students in a 26 square mile area that includes Cupertino and portions of five other cities. The district has 20 elementary schools and four middle schools, including several choice programs. Eighteen schools have received state and/or national awards for educational excellence. Student achievement is exceptionally high. Historically, district test scores place Cupertino among the premier public school districts in California. The district is a leader in the development of a standards- based system of education and is nationally recognized for leadership in the use of technology as an effective tool for learning. Quality teaching and parent involvement are the keys to the district's success. The Fremont Union High School District serves over 9,000 students in a 42 square mile area covering all of Cupertino, most of Sunnyvale and portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five high schools of the district have garnered many awards and recognition based on both the achievement of students and the programs designed to support student achievement. Student achievement is at an all time high based on the statewide Academic Performance Index (API). All five high schools in the district exceeded their state established achievement targets for the 2000 API. District students are encouraged to volunteer and/or provide service to organizations within the community. During their senior year, if students complete 80 hours of service to a non-profit community organization, they are recognized with a "Community Service Award" medal that may be worn during their graduation ceremonies. pr es 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. 28 to $ 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, 10185 N. Stelling Road. Telephone: 408-973-8049. 29 BUDGET SUMMARY 2003/04 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 Valleo Redevelopment Fund Totals Debt Service: Cupertino Facilities Corporation Traffic Impact Fund Totals Capital Projects Funds: Capital Improvement Fund Totals Enterprise Funds: Resource Recove~ 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 $ 9,120~000 $ 29,695,000 $ (26,411,000) $ 0?480,000) $ 8,924,000 296,000 100,000 (106,000) 290,000 2,000 1,200,000 (1,200,000) 2,000 91,000 367,000 (354,000) 104,000 49,000 1,785,000 (2,859,000) 1,025,000 1,177,000 494,000 (475,000) 1,196,000 162,000 53,000 (50,000) 165,000 10,000 20,000 (38,000) 18,000 10,000 (247,000) 27,000 (232~000) (452?000) 17540~000 $ 47046~000 $ (4~114~00) $ (157~000) $ 1~15~000 36,000 (3,547,000) 3,547,000 36,000 79,000 36,000 (36t000) 79,000 1157000 $ 36~000 $ 0~583~000) $ 3~547~000 $ 115~000 05,000) 595,000 (580,000) (15,000) $ 595,000 $ (580,000) $ 5,669,000 2,670,000 (2,103,000) 6,236,000 200,000 1,813,000 (1,747,000) (75,000) 191,000 154,000 853,000 (1,359,000) (352,000) 5,000 2,200,000 (2,053,000) (100,000) 52,000 135,000 614,000 (547,000) (50,000) 152,000 $ 6~163,000 $ 8,150,000 $ (7,809,000) $ (225,000) $ 6,279,000 964,000 890,000 (1,036,000) 170,000 988,000 556,000 190,000 (209,000) 537,000 1,700,000 1,087,000 (909,000) 1,878,000 22,000 90,000 (90,000) 22,000 $ 3,242,000 $ 2,257,000 $ (2,244,000) $ 170,000 $ 3,425,000 31 Total City Revenue Total City revenue for fiscal year 2003-04 is expected to be $50,689,000. 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. As this is the third year of economic recession, Capital Projects/Equipment Funding has been limited to previously committed grant funds. Debt payments have been reduced with the refinancing of the City's debt in 2002-03. 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 75% (exclusive of debt service) 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 $.04 on every dollar paid. Other Taxes include park dedication fees, business licenses taxes and property transfer taxes. Total City Revenue $50,689,000 Charges for Services TOT 3% Capital ProjeetqEquipment 16% 1% Utility Tax 5% Sales Tax 21% Fees 5% Taxes 5% Use of Money & Propelly 4% Intergovernmental 12% 32 General Fund Revenue Total General Fund revenue for fiscal year 2003-04 is expected to be $31,120,000. 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; it represents approximately 33.4% of General Fund revenue. Our sales tax comes from retail sales, business-to-business (largely high tech sector) sales and use tax and all other. Charges for Services within the General Fund is comprised of revenue from licenses and permits as well as zoning, planning and engineering fees. 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 due to 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; yield on the City's investment portfolio has dropped substantially from prior years. Property Tax, though small in comparison to our other revenues, has remained relatively consistent throughout the recent recession. The City's Transient Occupancy Tax has not declined from the prior year, due only to the addition of a four-star hotel at the beginning of 2002-03. General Fund Revenue $31,120,000 Utility Tax 9% Charges for Services 7% Fines 2% TOT Operating 5% Transfers In 5% Sales Tax 33% F~anchise Fe~s 7% 12% Revenues Taxes 0% 4% Use of Money & Property 5% lntergovemmcntal 11% 33 Total City Expenditures Total City expenditures for fiscal year 2003-04 are expected to be $51,120,000. This summary chart provides a quick overview of ail 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 aiso oversees the Resource Recovery operations, with expenditures of over $2.1 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 $5.9 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, which provides for street projects, sidewalks, facilities and upgrades, and major equipment purchases has been pared down significantly from recent years. Capital spending must be deferred until economic recovery makes such funding available. Total City Expenditures (Including Operating Transfers) $51,120,000 Debt Service 7% Enforcement 12% Parks & Recreation 15% Council & Commissions 1% Ol~mting Transfers 12% A~lministration 2% Community Development 7% Public Information 2% Capital Projects ~% Administrative Services 10% Public Works 27% 34 General Fund Expenditures Total General Fund expenditures for fiscal year 2003-04 are expected to be $31,365,000. General Fund expenditures, for the general operation and administration of the City, comprise over 61.35% 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 capital projects. Both operational and capital budgets have been tightened to minimize the effect on the City's reserve levels. General Fund Expenditures (Including Operating Transfers) $31,365,000 Administrative Services 13% Council & Commissions Capital Projects/ Public Works Equip Funding 4% 29% Debt Service 11% Community Development Parks 8: 9% Recreation 7% Administration 3% Publi Information 3% 20% 35 REVENUE SUMMARY Sales Tax The City's sales and use tax revenues are generated from three principal economic categories: general retail--32%, business-to-businesg 44% (includes electronic equipment and software manufacturers and distributors), and other products--24%. Cupertino's sales tax has continued to experience declines as a result of the country's recession. $14,000 $12,000 Sales Tax $10,000 $8,000 $6,000 $4,000~ $2,000 $0- 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 I · ADJ BY CPI Sales and use taxes are the City's largest single source of revenue and are budgeted at $10.4 million for the 2003/04 fiscal year, representing 33.4% of the City's total general fund operating revenues. Because of the importance of this revenue source, the City has established a redevelopment project area at its regional mall and has adopted an Intemet Sales Incentive policy to encourage high-tech firms to locate their Intemet sales presence in Cupertino. 2001/02 2002/03 2003/04 Actual Estimate Proposed REVENUE BY CATEGORY: Sales Tax REVENUE BY FUND: General $10.429.000 $10.000.000 $10.400.000 $10.400.000 36 REVENUE SUMMARY Property Taxes Property taxes represent approximately 12.2% of total general fund operating revenues. Property tax revenue for the 2003/04 fiscal year is estimated to be $3,862,000. Property tax revenues fluctuate with market conditions fi.om year-to-year; however, they will generally increase in the long-term due to property sales and new construction. In 1978, voters approved the passage of Proposition 13 which froze property tax rates and limited the amount of their increase each year. Cupertino had one of the lowest property tax rotes in Santa Clara 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 slightly 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 $0.0667Mid Peninsula Open Space&Various Agencies $0.064 Foothill Community College Maintenance $0.043 County Libra~ Retirerment 2001/02 2002/03 2003/04 Actual Estimate Proposed REVENUE BY CATEGORY: Property Taxes REVENUE BY FUND: General Vallco RDA Traffic Impact $3.623.000 $3.762.000 $3.862.000 $3,800,000 27,000 35,000 $3.862.000 37 REVENUE SUMMARY Other Taxes The principal components of Other Taxes include utility, franchise, park, and transient occupancy taxes. Utility taxes are budgeted to be $2,750,000 which is up 5 % from the previous year's projections of $2,620,000. 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 2003/04, estimated to be $2,300,000, up 4.5% from fiscal 2002/03 estimated revenues. Park tax is paid by developers on housing development and can vary greatly from year-to- year. Estimated revenues for fiscal year 2003/04 are $1,200,000 from 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 $1,675,000 and are significantly down as a result of the economy. The Cypress Hotel which opened July 2002 has helped to offset this revenue decline by keeping total transient occupancy taxes at the 2002/03 levels. 38 REVENUE SUMMARY Other Taxes (continued) 2001/02 2002/03 2003/04 Actual Estimate Proposed REVENUE BY CATEGORY: Utility Tax Franchise Fees Park Dedication Fee Transient Occupancy Tax Other Taxes $2,632,000 $2,620,000 $2,750,000 2,274,000 2,200,000 2,300,000 2,339,000 50,000 1,200,000 1,547,000 1,665,000 1,675,000 1,226,000 1,250,000 1,260,000 $10.018.000 $7.785.00~0 $9.185.000 REVENUE BY FUND: General Park Dedication Fund $ 7,985,000 1,200,000 $9.185.000 39 REVENUE SUMMARY Fines Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have stayed constant despite bail increases and expanded enforcement due to an enhanced signage effort by our Code Enforcement and Public Works Departments. WAY 2001/02 2002/03 2003/04 Actual Estimate Proposed REVENUE BY CATEGORY: Fines $616.000 $600,000 $600.000 REVENUE BY FUND: General $600.000 40 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 19.3% of total City revenues, are estimated to be $9,815,000 for the 2003/04 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. Our Sports Center, under renovation, will continue to operate tennis and swim classes and will open for aerobics, teen activities, and weights in Spring 2004. 2001/02 2002/03 2003/04 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 Classes, Excursions $1,766,000 $1,563,000 $2,040,000 2,370,000 2,480,000 2,485,000 1,358,000 1,662,000 1,700,000 1,033,000 1,193,000 800,000 1,689,000 2,087,000 2,190,000 453,000 584,000 600,000 $8.669.000 $9.569.000 $9.815,000 REVENUE BY FUND: General Resource Recovery Blackberry Farm Cupertino Sports Center Recreation Programs Senior Center $2,040,000 2,485,000 1,700,000 800,000 2,190,000 600,000 $9.815.000 41 REVENUE SUMMARY Revenues From Use of Money and Property This revenue category represents approximately 4.2% 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 2003/04 are $2,130,000 which represents a slight increase 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. 2001/02 2002/03 2003/04 Actual Estimate Proposed REVENUE BY CATEGORY: Investment Earnings Property Rentals Loan Repayment 2,213,000 $1,449,000 $1,477,000 615,000 576,000 588,000 58,000 65,000 65,000 $2.886.000 $2.090.000 $2.130,000 REVENUE BY FUND: General Storm Drain Sports Center Resource Recovery Blackberry Farm Gas Tax Workers' Compensation Housing & Community Development Other Funds $1,500,000 50,000 53,000 185,000 110,000 70,000 50,000 71,000 41,000 $2.130.00~0 42 REVENUE SUMMARY Intergovernmental Revenues Intergovernmental revenues comprise approximately 11.6% 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 and the overall economy nationwide, this revenue is classified "at risk". The State has entertained the thought of taking away our backfill for vehicle in lieu fees and new grant awards will be scarce once the associated capital projects are completed. 2001/02 2002/03 2003/04 Actual Estimate Proposed REVENUE BY CATEGORY: Motor Vehicle in Lieu Gas Tax Housing & Community Development Other/Grants $2,938,000 $3,000,000 $3,180,000 1,003,000 1,050,000 1,075,000 614,000 60,000 476,000 2,556,000 529,800 1,190,000 $7.111,000 $4.639.800 $5.921,000 REVENUE BY FUND: General Fund Gas Tax Housing & Community Development Capital Improvement Projects $3,330,000 1,715,000 476,000 400,000 $5.921.000 43 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 2003/04 are budgeted at $491,000. Two non-reoccumng revenues for fiscal year 2002/03 resulted from a community fund raiser for our new library project in the amount of $1.2 million, and the issuance of $14.3 million in new debt and a $5 million liquidation from our debt service reserve. 2001/02 2002/03 2003/04 Actual Estimate Proposed REVENUE BY CATEGORY: Debt Issuance/Refinance Developer Fees Environmental Management Miscellaneous $ 0 $16,703,000 $ 0 52,000 50,000 50,000 348,000 355,000 366,000 484,000 1,050,000 75,000 $ 884.000 $18.158.000 $491.000 REVENUE BY FUND: General Fund Storm Drain Environmental Management Various Funds Leadership Cupertino 40,000 50,000 366,000 7,000 28,000 $491.000 44 REVENUE SUMMARY Interdepartmental Revenues Interdepartmental revenues consist of interdepartmental service charges and operating transfers. Interdepartmental service charges arise from the centralized administration of certain activities the costs of which are allocated to the various City departments benefited. The City utilizes internal service funds to account for the provision of these services and the related charges. Operating transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are recorded as non-operating revenues in the receiving fund and as non-operating expenditures in the transfendng fund. Operating transfers of $6,380,000 are primarily due to the transfer of $3,547,000 in debt service payments and to fund capital projects of $1,220,000 2001/02 2002/03 2003/04 Actual Estimate Proposed REVENUE BY CATEGORY: Transfer of Funds Interdepartmental Service Charges: Insurance Pmmiums 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 $12,060,000 $27,688,000 $6,380,000 218,000 200,000 228,000 886,000 902,000 909,000 693,000 829,000 776,000 $13.857.000 $29.619.000 $8.293.000 $ 1,425,000 195,000 1,025,000 3,547,000 946,000 909,000 140,000 88,000 18,000 $8.293.000 45 Summary of Employees By Department 80 50 40 30 20 10 0 1997/98 1998~99 1999/00 2000/01 2001/02 2002103 2003104 1Council/Commissions 1Administration 1Public Information [3Adminiatrative Services · Parks and Recreation [] Community Development · Public Works · Redevelopment Agency 47 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, the Community Outreach Coordinator was decreased to a half-time position in 2001-02, and a half-time clerk receptionist was added in 2002-03. Administrative Services From fiscal year 1995-96 to 2002-03 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 creation 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. In 2002-03, a half-time clerk receptionist was added to the City Clerk's office. Public Information The staffing in the Public Information Department has remained constant over the past seven years except for a 75% position that was taken to full time in 2001/02. 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. In addition, during 2002-03 the Senior Building Inspector position was vacated as a result of an internal promotion and remains as an authorized unfunded position. 48 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 Traffic Engineer was eliminated and replaced with a Senior Architect in 2001-02 and an Assistant Director of Public Works was added in 2002-03. Redevelopment Agency The Vallco Redevelopment Project Area was approved and existing staff time allocated as appropriate. 49 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 50 1997-98 1998-99 1999-00 2000-01 1.35 2.10 1.35 1.35 0.00 0.00 0.75 0.75 2.75 2.75 2.75 2.80 4.10 4.85 4.85 4.90 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 3.75 3.75 3.75 3.75 0.25 0.25 0.25 0.25 3.90 3.90 3.90 3.90 0.00 0.00 0.00 0.00 2.40 2.50 2.50 2.50 2.15 2.15 3.15 3.15 0.45 0.35 0.35 0.35 1.00 2.00 2.00 3.00 16.90 16.90 18.90 18.90 1.90 1.90 1.90 1.90 5.08 6.50 6.25 6.25 2.33 2.00 2.00 2.00 4.34 4.00 4.00 4.00 2.50 2.75 3.00 6.00 7.00 7.50 7.50 8.50 23.15 24.65 24.65 28.65 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 0.05 0.05 0.49 0.49 0.50 0.50 2001-02 2002-03 2003-04 0.20 0.40 0.40 0.10 0.10 0.10 0.05 0.05 0.05 0.10 0.10 0.10 0.00 0.15 0.15 0.05 0.00 0.00 0.50 0.80 0.80 1.35 1.45 1.45 0.50 0.50 0.50 3.00 2.95 2.95 4.85 4.90 4.90 0.75 0.75 0.75 0.40 0.40 0.40 3.00 3.25 3.25 4.15 4.40 4.40 2.00 1.90 1.90 4.50 4.40 4.40 0.50 0.50 0.50 3.90 3.90 3.90 0.00 0.60 0.60 2.50 2.70 2.70 3.15 3.00 3.00 0.35 0.30 0.30 3.00 3.00 3.00 19.90 20.30 20.30 1.90 1.90 1.90 8.00 6.50 7.00 3.50 3.35 3.35 5.00 5.50 5.50 6.75 7.50 7.50 10.00 7.88 7.88 35.15 32.63 33.13 51 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions COMMUNITY DEVELOPMENT Administration Planning Housing Services Building PUBLIC WORKS Administration Environmental Management Engineering Services Service Center Grounds Streets Facilities Transportation General Services REDEVELOPMENT AGENCY TOTAL PERMANENT, BENEFITED POSITIONS 1997-98 1998-99 1999-00 2000-01 1.49 1.49 1.49 1.49 5.01 4.91 6.96 5.96 0.96 0.96 1.00 1.00 10.40 10.60 10.50 10.50 17.86 17.96 19.95 18.95 5.80 2.05 2.00 2.00 2.00 2.60 2.80 2.35 4.75 4.75 4.75 4.75 8.30 8.40 2.15 2.20 24.40 24,70 19.10 18.50 8.15 6.85 19.35 22.35 7.60 8.30 7.00 7.40 5.35 5.35 8.85 5,35 0.50 0.00 0.00 4.10 66.85 63.00 66.00 69.00 0,00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 133.50 132.00 139.00 145.05 52 2001-02 2002-03 2003-04 1.49 1.49 1.49 6.96 6.96 6.96 1.00 0.90 0.90 10.50 11.40 11.40 19.95 20.75 20.75 2.00 3.00 3.00 2.35 2.57 2.42 5.75 5.75 5.75 2.20 2.20 2.20 18.50 18.40 18.40 22.35 22.55 22.70 7.40 7.30 7.30 5.35 4.35 4.35 4.10 4.10 4.10 70.00 70.22 70.22 0.00 0.00 0.50 0.00 0.00 0.50 154.50 154.50 155.00 53 Five Year Budget Forecast 54 FUND BALANCE TRENDS GENERAL FUND Beginning Balance at July I Operating Activity: Estimated Operating Revenues Debt Refinancing/Issuance Sale of Property Use of BMR Reserve Estimated Operating Expenditures Net Operating Activity Debt Service Net Operating Activity after debt Operating Transfers In: Park Dedication Blackberry Farm Senior Center Recreation Programs Operating Transfers Out: MIS Fund Equipment Fund/Leadership Cupertino 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 Five Year Forecast {in thousands} 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 $ 16,619 $ 9,120 $ 8,925 $ 10,168 $ 10,988 $ 12,111 28,921 29,695 31,269 31,951 33,320 34,751 16,703 0 0 0 0 0 0 0 2,000 2,000 2,000 0 800 50 50 50 50 50 (27,305) (26,410) (27,190) (28,405) (29,467) (30,852) 19,119 3,335 6,129 5,596 5,903 3,949 (5,930) (3,547) (3,548) (3,548) (3,547) (3,549) 13,189 (212) 2,581 2,048 2,356 400 25 1,200 500 500 500 500 75 75 75 75 75 75 50 50 50 50 75 75 100 100 100 100 100 100 (270) (170) (270) (270) (270) (270) (30) (18) (93) (93) (93) (93) 13,139 1,025 2,943 2,410 2,743 787 (20,137) (195) (140) 0 0 0 (501) (1,025) (1,560) (1,590) (1,620) (1,660) (20,638) (1,220) (1,700) (1,590) (1,620) (1,660) 9,120 8,925 10,168 10,988 12,111 11,238 15,000 15,000 15,000 15,000 15,000 15,000 $ (5,880) $ (6,075) $ (4,832) $ (4,012) $ (2,889) $ (3,762) 55 FUND BALANCE TRENDS 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 Deferred Grants Receivable/Grants Operating Transfers Out - CIP Operating Transfers In - General Fund/C1P Estimated Operating Expenditures Net Operating Activity Capital Projects Ending Balance at June 30 Five Year Forecast (in thousands) 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 $ 1,508 $ 296 $ 290 $ 283 $ 274 $ 264 i00 100 '100 100 100 100 (213) (31) (32) (34) (35) (36) (1,099) (75) (75) (75) (75) (75) $ 296 $ 290 $ 283 $ 274 $ 264 $ 253 $ 189 $ 2$ 2$ 2$ 2$ 2 50 1,200 500 500 500 500 0 0 0 0 0 0 50 1,200 500 500 500 500 (25) (1,200) (500) (500) (500) (500) (212) 0 0 0 0 0 * 25 25 25 25 25 2 $ 106 $ 91 $ 104 $ 117 $ 131 $ 145 357 367 381 397 412 429 (372) (354) (368) (383) (398) (414) $ 91 $ 104 $ 117 $ 131 $ 145 $ 160 $ 3,345 $ 49 $ 0 $ 2 $ 3 $ 1 1,155 1,145 1,168 1,213 1,259 1,308 1,500 640 4,800 0 0 0 (250) 0 0 0 0 0 501 1,025 1,560 1,590 1,620 1,660 (1,444) (1,209) (1,901) (1,977) (2,056) (2,139) 1,462 1,601 5,627 826 823 829 (4,758) (1,650) (5,625) (825) (825) (825) $ 495 0 $ 25 35 15 5 56 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 SPECIAL REVENUE FUNDS HOUSING & COMMUNITY DEVELOPMENT Beginning Balance at July 1 $ Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 1,261 $ 1,177 $ 1,196 $ 1,214 $ 1,232 $ 1,250 78 494 513 533 553 575 (162) (475) (495) (515) (535) (557) HCD REHABILITATION LOANS Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 LEADERSHIP CUPERTINO Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 VALLCO REDEVELOPMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 $ 1,177 $ 1,196 $ 1,214 $ 1,232 $ 1,250 $ 1,268 269 162 165 168 171 174 53 53 53 53 53 53 (160) (50) (50) (50) (50) (50) $ 162 $ 165 $ 168 $ 171 $ 174 $ 177 10 10 10 9 8 7 38 38 39 40 42 43 (38) (38) (40) (41) (43) (44) $ 10$ 105 9$ 85 75 6 (91) (247) (452) (663) (612) (520) 25 27 28 300 350 400 (181) (232) (239) (249) (258) (269) $ ~47) $ ~52) $ (663) $ (612) $ (520) $ (389) 57 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION Beginning Balance at July ! $ 5,095 Investment Earnings/Bond Proceeds 62 Operating Transfers In From General Fund 5,930 Refinance/Utilization of Bond Reserve (5,044) Debt Service Payments (6,007) Ending Balance at June 30 $ 36 $ 36 $ 36 $ 36 $ 36 TRAFFIC IMPACT Beginning Balance at July I Estimated Operating Revenues Debt Service Payments Ending Balance at June 30 0 0 0 0 0 3,547 3,548 3,548 3,547 3,547 0 0 0 0 0 (3,547) (3,548) (3,548) (3,547) (3,549) $ 36 $ 36 $ 36 $ 36 $ 36 $ 34 $ 79 $ 79 $ 79 $ 79 $ 79 $ 79 38 36 36 35 38 36 (38) (36) (36) (35) (38) (36) $ 79 $ 79 $ 79 $ 79 $ 79 $ 79 58 FUND BALANCE TRENDS CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT Beginning Balance at July 1 Operating Transfers In Deferred Grants Receivable/Grants 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) 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2,633 $ (15) $ 0$ 0$ 0$ 0 2,934 195 140 0 0 0 2,998 400 0 250 0 0 (8,580) (580) (140) (250) 0 0 $ (15) $ o $ o $ o $ o $ o 3,446 0 0 0 0 0 1,200 0 0 0 0 0 16,400 0 0 0 0 0 (21,046) 0 0 0 0 0 o$ o$ o$ o$ o$ o 556 0 0 0 0 0 662 0 0 0 0 0 (1,218) 0 0 0 0 0 o$ o$ o$ o$ o$ o 1,630 0 0 0 0 0 711 0 0 0 0 0 (2,341) 0 0 0 0 0 o$ o$ o$ o$ o$ o 59 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 ! Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer Out--General Fund Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 4,946 $ 5,669 $ 6,236 $ 6,826 $ 7,439 $ 8,076 2,769 2,670 2,777 2,888 3,003 3,124 (2,046) (2,103) (2,187) (2,275) (2,366) (2,460) $ 5,669 $ 6,236 $ 6,826 $ 7,439 $ 8,076 $ 8,740 $ 882 $ 200 $ 191 $ 185 $ 167 $ i35 1,795 1,813 1,888 1,946 2,004 2,064 (1,725) (1,672) (1,744) (1,814) (1,886) (1,962) 70 141 144 132 118 102 (75) (75) (75) (75) (75) (75) (677) (75) (75) (75) (75) (75) $ 2oo $ 191 $ ~8~ $ 1~7 $ 13~ $ 87 $ 437 $ 154 $ (352) $ (304) $ (203) $ (lU) 1,267 853 1,255 1,356 1,397 1,439 (1,550) (1,359) (1,207) (1,255) (1,305) (1,358) (283) (506) 48 101 92 81 0 0 0 0 0 0 $ 154 $ (352) $ (304) $ (203) $ (111) $ (19) 60 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 SENIOR 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) 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 $ 22 $ 5 $ 52 $ 2,098 2,200 2,266 (2,015) (2,053) (2,139) 79 $ 90 $ 83 2,335 2,406 2,479 (2,224) (2,313) (2,406) 83 147 127 111 93 73 (100) (100) (100) (100) (100) (100) $ 5 $ 52 $ 79 $ 90 $ 83 $ 56 $ 115 $ 135 $ 152 $ 165 $ 174 $ 155 600 6 ! 4 632 651 671 691 (530) (547) (569) (592) (615) (640) 70 67 63 59 56 51 (50) (50) (50) (50) (75) (75) $ 135 $ 152 $ 165 $ 174 $ 155 $ 131 61 INTERNAL SERVICE FUNDS MANAGEMENT INFORMATION Beginning Balance at July 1 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 1 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 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 953 $ 964 $ 988 $ 1,003 $ 1,018 $ 1,033 843 790 822 854 888 923 (832) (766) (807) (839) (873) (908) 11 24 15 15 15 15 270 170 270 270 270 270 197 100 100 100 100 100 (467) (270) (370) (370) (370) (370) $ 964 $ 988 $ 1,003 $ 1,018 $ 1,033 $ 1,048 $ 548 $ 556 $ 537 $ 510 $ 474 $ 429 190 190 190 190 190 190 (182) (209) (217) (226) (235) (245) $ 556 $ 537 $ 510 $ 474 $ 429 $ 374 $ 1,818 $ 1,700 $ 1,878 $ 1,881 $ 1,884 $ 1,887 905 912 948 986 1,026 1,066 (904) (909) (945) (983) (1,023) (1,063) 1 3 3 3 3 3 20 0 75 75 75 75 133 175 125 125 125 125 (272) 0 (200) (200) (200) (200) $ 1,700 $ 1,878 $ 1,881 $ 1,884 $ 1,887 $ 1,890 $ 40 $ 22 $ 22 $ 22 $ 22 $ 22 62 90 94 97 101 105 (80) (90) (94) (97) (101) (105) $ 22 $ 22 $ 22 $ 22 $ 22 $ 22 62 REVENUE ESTIMATE Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2001-02 2002-03 2002-03 2003-04 2004-05 2005-06 2006-07 GENERAL 2007-08 TAXlgS: Property Tax 3,560 3,700 3,700 3,800 3,914 4,031 4,152 4,277 Sales Tax 10,429 11,000 10,000 10,400 10,816 11,249 11,699 12,167 Transient Occupancy Tax 1,547 2,365 1,665 1,675 1,776 2,182 2,335 2,498 Utility Users Tax 2,632 2,880 2,620 2,750 2,833 2,917 3,005 3,095 Franchise Fees 2,274 2,320 2,200 2,300 2,438 2,584 2,765 2,959 Other Tax 1,226 1,205 1,250 1,260 2,075 1,200 1,248 1,298 21,668 23,470 21,435 22,185 23,851 24,164 25,204 26,293 LICENSE AND PERMITS: Plan Chcck and Building Pcm~ts Animal and Other USE OF MONEY AND PROPERTY: Investment Earnings Property Rentals 1,310 1,150 1,182 1,630 1,695 1,763 1,834 1,907 1 0 0 0 0 0 0 0 1,311 1,150 1,182 1,630 1,695 1,763 1,834 1,907 1,370 1,000 970 1,050 700 800 850 900 434 400 400 450 468 487 506 526 1,804 1~00 1970 1,500 1,168 1,287 1,356 1,426 2,938 3,000 3,000 3,180 3,307 3,439 3,577 3,720 158 298 596 50 52 54 56 58 343 204 204 100 104 108 112 117 3,439 3,502 3,800 3930 3~63 3,602 3,746 3,896 INTERGOVERNMENTAL: Motor Vehicle License In-Lieu Grants Other Intergovernmental CHARGES FOR SERVICES: Zoning and Planning Fees 79 70 70 85 88 92 96 99 Engineering Fees 258 160 160 200 208 216 225 234 Police Services 66 30 30 85 88 92 96 99 Miscellaneous Services 52 75 121 40 42 43 45 47 455 335 381 410 426 443 461 480 616 600 600 600 624 649 675 702 FINES AND FORFEITURES MISCELLANEOUS Miscellaneous 112 150 153 40 42 43 45 47 Sale of Property 0 0 0 0 2,000 2,000 2,000 0 Debt Refinancing/Issuance 0 15,665 16,703 0 0 0 0 0 112 15,815 16,856 40 2,042 2,043 2,045 47 29,405 46,272 45,624 29,695 33,269 33,951 35,320 34,751 Subtotal OPERATING TRANSFERS IN Park Dedication Tax 2,400 1,500 25 1,200 500 500 500 500 Blackberry Farm 175 75 75 75 75 75 75 75 Recreation Programs 200 100 100 100 100 100 100 100 Senior Center 50 50 50 50 50 50 75 75 32,230 47,997 45,874 31,120 33,994 34,676 36,070 Total General Fund 35,501 63 REVENUE ESTIMATE SPECIAL REVENUE FUNDS STORM DRAIN Investment Earnings Developer Fees Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2001.02 2002-03 2002-03 2003-04 2004-05 2005-06 2006.07 · PARK DEDICATION TAX Investment Earnings Park Dedication Tax ENVIRONMENTAL MANAGEMENT Investment Earnings Fees 2007-08 67 50 50 50 50 50 50 50 52 50 50 50 50 50 50 50 119 100 100 100 100 100 100 100 4 0 0 0 0 0 0 0 2,339 1,500 50 1,200 500 500 500 500 2,343 1,500 50 1~00 500 500 500 500 2 2 2 1 1 l I 1 348 355 355 366 380 395 411 428 350 357 357 367 381 397 412 429 GAS TAX Investment Earnings 149 100 105 70 50 50 50 50 Operating Transfers In - General Fund 1,817 801 501 1,025 1,560 1,590 1,620 1,660 Deferced Grants Receivable 0 0 800 0 0 0 0 0 Federal and State Grants 1,141 634 700 640 4,800 0 0 0 Highway Users Tax 1,003 1,050 1,050 1,075 1,118 1,163 1,209 i ,258 Construction Reimbursements 346 0 0 0 0 0 0 0 4,456 2,585 3,156 2,810 7,528 2,803 2,879 2,968 HOUSING & COMMUNITY DEVELOPMENT Investment Earnings Grants Loan Repayments HCD REHABILITATION LOANS Investment Earnings Loan Repayments LEADERSHIP CUPERTINO Operating Transfer In Fees / Other Revenue 4 3 3 3 3 3 3 3 614 60 60 476 495 515 535 557 20 15 15 15 15 15 15 15 638 78 78 494 513 533 553 575 0 3 3 3 3 3 3 3 38 50 50 50 50 50 50 50 38 53 53 53 53 53 53 53 10 10 10 18 18 18 18 18 15 28 28 20 21 22 24 25 25 38 38 38 39 40 42 43 25 300 25 27 28 300 350 400 25 300 25 27 28 300 350 400 VALLCOREDEVELOPMENT Property Assessment 64 REVENUE ESTIMATE Adopted Revised Actual Budget Budget 2001-02 2002.03 2002-03 2003-04 DEBT SERVICE FUNDS CUPERTINO YACILITIES CORPORATION Investment Earnings Operating Transfer In TRAFFIC IMPACT Investment Earnings Property Assessment FIVE YEAR FORECAST 2004-05 2005-06 2006.07 2007-08 173 0 62 0 0 0 0 0 4,711 4,539 5,930 3,547 3,548 3,548 3,547 3,549 4~884 4,539 5,992 3,547 3,548 3,548 3~547 3~49 I I I I 1 35 35 34 37 35 36 36 35 38 36 0 1 1 38 37 37 38 38 38 65 REVENUE ESTIMATE CAPITAL PROJECTS FUNDS CAPITAL IMPROVEMENT Operating Transfers In Deferred Grants Receivable Grants/Other Income LIBRARY Miscellaneous Operating Transfers In SPORTS CENTER Operating Transfers In CITY CENTER PLAZA Operating Transfers In Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2001-02 2002-03 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 433 3,329 2,934 I95 140 0 0 0 0 0 2,298 0 0 0 0 0 914 0 700 400 0 250 0 0 1,347 3,329 5~932 595 140 250 0 0 0 1,200 1,200 0 0 0 0 0 1,900 16,400 16,400 0 0 0 0 0 1,900 17,600 17,600 0 0 0 0 0 0 7ll 711 0 0 0 0 0 0 711 711 0 0 0 0 0 0 662 662 0 0 0 0 0 66 REVENUE ESTIMATE ENTERPRISE FUNDS RESOURCE RECOVERY Investment Earnings Charges for Services Other Revenue Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2001-02 2002-03 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 259 195 195 185 192 200 208 216 2,370 2,480 2,480 2,485 2,584 2,688 2,795 2,907 11 0 94 0 0 0 0 0 2t640 2,675 2,769 2,670 2,777 2,888 3,003 3,124 BLACKBERRY FARM Investment Earnings 21 10 10 10 11 12 12 12 Rent 107 120 120 100 I22 126 I29 133 Charges for Services 1,358 1,662 1,662 1,700 1,751 1,804 1,858 1,913 Miscellaneous 0 3 3 3 4 5 5 5 1,486 1,795 1,795 1,813 1,888 1,946 2,004 2,064 SPORTS CENTER Investment Earnings 17 18 18 15 15 16 16 17 Rent 74 56 56 38 39 40 42 43 Charges for Service 1033 1,193 1,193 800 1,200 1,300 1,339 1,379 1124 1,267 1,267 853 1,255 1,356 1,397 1,439 RECREATION PROGRAMS Investment Earnings 16 11 11 l0 10 12 13 14 Culture Progrmms 236 303 303 315 324 334 344 355 Youth and Teen Programs 584 670 858 875 901 928 956 985 Physical Programs 869 926 926 1,000 1,030 1,061 1,093 1,126 1,705 1,910 2,098 2,200 2~266 21335 2,406 2,479 SENIOR CENTER Investment Earnings 50 12 i2 10 10 11 11 I I Charges for Services 515 584 584 600 618 637 656 675 Miscellaneous 0 4 4 4 4 4 4 5 565 600 600 614 632 651 671 691 67 REVENUE ESTIMATE INTERNAL SERVICE FUNDS MANAGEMENT INFORMATION Investment Earnings Service Charges Operating Transfers WORKERS' COMPENSATION Investment Earnings Premiums EQUIPMENT Investment Earnings Service Charge Operating Transfers In LONG TERM DISABILITY Investment Earnings Actual 2001-02 Adopted Budget 2002-03 Revised Budget 2002-03 2003.04 FIVE YEAR FORECAST 2004-05 2005-06 2006-07 2007-08 16 14 14 14 15 15 15 15 693 829 829 776 807 839 873 908 274 270 270 170 270 270 270 270 983 1,113 1,113 960 1,092 1,124 1,158 1,193 50 50 50 50 50 50 50 50 151 140 140 I40 140 140 140 140 201 190 190 190 190 190 190 190 16 3 3 3 3 3 3 3 886 902 902 909 945 983 1,023 1,063 90 20 20 0 75 75 75 75 992 925 925 912 1,023 1,061 1,101 1,141 I 2 2 2 2 2 2 2 67 60 60 88 92 95 99 103 68 62 62 90 94 97 101 105 68 EXPENDITURE ESTIMATES GENERAL COUNCIL AND COMMISSIONS: 1000 City Council 1031 Telecommunications Cormmssion 1040 Library Commission 1042 Fine Arts Commission 1050 Public Safety Commission 1060 Recreation Commission 1065 Teen Commission 1070 Planning Commission 108x Bicycle/Pedestrian Commission ADMINISTRATION: 1200 City Manager 1201 Community Outreach 1300 City Manager Discretionary Fund 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 Actual 2001-02 Adopted Budget 2002-03 Revised Budget 2002-03 2003-04 FIVE YEAR FORECAST 2004.05 2005-06 2006-07 2007-08 207 189 209 205 234 243 253 263 116 130 130 60 77 80 83 87 267 214 214 87 212 220 229 238 25 30 36 12 31 32 34 35 0 0 0 0 0 0 0 0 19 15 15 8 11 11 12 12 0 25 25 15 22 23 24 25 16 25 24 19 27 28 29 30 0 0 0 5 0 0 0 0 650 628 653 411 614 639 664 691 275 277 285 281 301 313 326 339 65 67 67 70 75 78 81 84 0 30 29 15 30 30 30 30 340 374 381 366 406 421 437 453 474 517 545 545 570 593 617 641 5765 6,042 6,325 6,453 6,691 7,026 7,377 7,746 272 271 271 275 289 301 313 325 100 108 108 ll6 12l 125 130 136 290 323 342 344 359 373 388 404 46 46 45 56 58 61 63 66 708 748 766 791 827 860 894 930 314 358 358 348 366 308 320 333 3 17 7 14 23 24 25 26 559 615 615 574 601 625 650 676 35 40 40 36 38 40 41 43 404 444 447 446 471 490 509 530 153 178 183 200 208 216 225 234 60 3 3 135 0 I35 0 135 57 53 56 63 66 68 71 74 749 867 954 1,077 1,125 1,170 1,217 1,265 530 566 566 541 563 585 609 633 401 451 451 511 451 469 488 507 3,265 3,592 3,680 3,945 3,911 4,130 4,155 4~56 69 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget 2001-02 2002-03 2002-03 GENERAL (cont.) RECREATION SERVICE: 6100 Recreation Administration Quinlan Community Center-Cultural: 6200 Supervision 6248 Caltural Programs 6265 Quinlan Community Center Monta Vista Recreation Center-Youth: 6300 Administration 6342 Youth Programs 6343 Teen Programs/Center 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 Annexations 7405 BMR Housing Maintenance 7501 General Building 7502 Construction Plan Checking 7503 Building Code Enforcement 7504 Building Abatements 2003-04 FIVE YEAR FORECAST 2004-05 2005-06 2006-07 2007-08 207 234 234 219 231 240 250 260 355 373 373 396 415 432 449 467 34 69 69 97 101 105 109 113 257 286 286 325 300 312 324 337 170 217 217 226 237 246 256 267 29 54 55 45 47 49 51 53 17 113 36 35 118 123 128 133 7 13 13 17 18 18 19 20 197 233 233 157 165 172 178 186 6 10 10 12 12 13 13 14 58 83 83 6 59 62 64 67 390 491 491 468 495 515 535 557 63 86 86 92 96 100 103 108 68 69 69 74 78 81 84 88 1,858 2,330 2,255 2,169 2972 2~67 2,566 2,668 199 190 190 224 195 203 211 219 622 622 622 642 671 698 726 755 295 206 247 181 142 148 154 160 0 27 27 0 0 0 0 0 1316 177 972 155 55 57 59 62 437 440 385 462 470 489 508 529 325 399 399 418 250 260 270 281 449 634 634 549 515 536 557 579 4 50 50 50 50 50 50 50 3,647 2,745 3,526 2,681 2,348 2,440 2,536 2,635 70 EXPENDITURE ESTIMATES Actual 2001-02 Adopted Budget 2002-03 Revised Budget 2~002-03 2003-04 FIVE YEAR FORECAST 2004-05 2005-06 2006-07 2007-08 PUBLIC WORKS: Administration: 800I Public Works Administration 261 398 398 413 438 456 474 493 8005 Environmental Management 135 148 148 157 163 170 177 184 Engineering: 8101 Engineering Design 541 685 685 688 717 746 776 807 8102 Inspection Service 104 106 106 114 119 123 128 133 Service Center Administration: 8201 Public Works Supervision 982 895 895 886 925 962 1,000 1,040 Grounds: 8302 McClellan Ranch Park 47 56 56 64 67 69 72 75 8303 Memorial Park 503 585 585 533 554 576 600 624 8312 School Site Maintenance 486 600 600 554 576 599 623 648 8314 Neighborhood Parks 908 780 780 734 800 832 865 900 8315 Sports Fields/Jollyman/Creekside 355 265 270 284 295 307 319 332 8321 Civic Center Maintenance 129 125 142 123 128 133 138 144 Streets: 8402 Street Cleaning 101 111 111 116 121 125 130 136 8406 Graffiti Removal 6 34 14 19 20 21 21 22 8407 Overpasses & Medians Maintenance 626 582 582 607 631 657 683 710 8408 Street Trees Maintenance 445 490 512 543 565 587 611 635 8409 Elmwood Program 155 197 197 207 215 224 233 242 Facilities: 8501 City Hall 731 442 458 498 450 468 487 506 8502 Library 99 105 105 68 110 114 119 124 8503 Service Center 478 270 302 264 310 322 335 349 8504 Quinlan Community Center 329 485 467 363 425 442 460 478 8505 Senior Center 156 180 180 190 198 206 214 222 8506 McClellan Ranch 52 57 57 106 60 62 65 67 8507 Monta Vista 89 88 106 101 105 109 l 14 118 8508 Wilson 18 34 24 34 35 37 38 40 8509 Portal 29 39 39 32 33 35 36 37 8511 Creekside 40 61 6l 59 61 64 66 69 8830 Street Lighting 518 484 512 487 490 510 530 551 Traffic Management: 8601 Traffic Engineering 481 385 376 405 424 441 459 477 8602 Traffic Signal Maintenance 370 384 406 400 416 433 450 468 8603 Bicycle/Pedestrian Safety/Trip Reduc. 24 0 0 0 0 0 0 0 9,198 9,074 9,174 9,049 9,451 9,830 10,223 10,632 25,905 26,050 Operating Expenditures 27,305 Operating Transfers Out: 0100 Debt Service Obligations 0100 Capital Projects 0100 Gas Tax Projects/Operation Funding 0100 Leadership Cupertino 0100 Equipment Fund 0100 Management Information Non-operating Expenditures 26~10 TOTAL GENERAL FUND 27,190 28,405 29,467 30,852 4711 4,539 5,930 3,547 3,548 3,548 3,547 3,549 2303 21,102 20,137 195 140 0 0 0 1817 801 501 1,025 1,560 1,590 1,620 1,660 10 10 10 18 18 18 18 18 48 20 20 0 75 75 75 75 274 270 270 170 270 270 270 270 9,163 26,742 26,868 4,955 8,611 5,501 5,530 5,572 38,068 52,792 84,173 31,365 32,801 33,906 34,997 36,424 71 EXPENDITURE ESTIMATES SPECIAL REVENUE FUNDS STORM DRAIN 9612 Minor Storm Drain Improvements 9620 Minor Storm Drain Projects Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2001-02 2002-03 2002-03 2003.04 2004.05 2005.06 2006-07 2007-08 PARK DEDICATION TAX 0100 Operating Transfers to General Fund 9107 McClellan Ranch improvements ENVIRONMENTAL MANAGEMENT 8004 Non Point Source 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 Admimstration 7404 Public Service Grants HCD REHABILITATION LOANS 7402 Rehab Loans & Administration VALLCO REDEVELOPMENT 7304 Vallco Redevelopment Project Area LEADERSHIP CUPERTINO 4010 Leadership Cupertino 4011 Youth Leadership 84 72 213 31 32 34 35 36 5 75 1,099 75 75 75 75 75 89 147 1912 106 107 109 110 155 2,400 1,500 25 1,200 500 500 500 500 0 0 212 0 0 0 0 0 2,400 1,500 237 1~00 500 500 500 500 335 365 372 354 368 383 398 414 0 0 0 0 0 0 0 0 335 365 372 354 368 383 398 414 230 0 250 0 0 0 0 0 674 757 800 561 583 607 63l 656 351 219 219 228 881 916 953 991 462 423 425 420 437 454 472 491 2,639 1,309 4,758 1,650 5,625 825 825 825 4~56 2,708 6,452 2,859 7,526 21802 2,881 2,964 6 17 17 72 76 79 82 85 614 145 145 403 419 436 453 471 620 162 162 475 495 515 536 557 161 160 160 50 50 50 50 50 34 179 181 232 239 249 258 269 16 19 19 19 20 21 21 22 15 19 19 19 20 21 21 22 31 38 38 38 40 41 43 44 72 EXPENDITURE ESTIMATES DEBT SERVICE FUNDS CUPERTINO FACILITY CORPORATION 5301 Principal + 5306 Interest 5301 Fees TRAFFIC IMPACT 5306 Principal 5306 Interest Actual 2001-02 Adopted Budget 2002-03 Revised Budget 2002.03 2003-04 4,926 4,499 5,992 3,532 9 40 15 15 4,935 4,539 6,007 3,547 20 20 20 20 19 18 18 16 39 38 38 36 FIVE YEAR FORECAST 2004-05 2005.06 2006-07 2007-08 3,533 3,533 3,532 3,534 15 15 15 15 3,548 3,548 3,547 3,549 20 20 25 25 16 15 13 1l 36 35 38 36 73 EXPENDITURE ESTIMATES CAPITAL PROJECTS FUND CAPITAL IMPROVEMENT 9108 Park Renovation 9xxx DACA Pool]Bathhouse Renovation 9115 Skate Park 9116 San Thomas/Saratoga Creek Trail 9117 Stevens Creek Corridor Trail 9118 Union Pacific RR Trail 9119 Portal/Wilson Park 9121 Memorial Park Softball Field 9216 Service Center Renovation 9xxx Space Study 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~idge T/S 9540 Speed Reduction 9541 Safe Routes to School - Monta Vista HS 9544 Safe Routes to School - Cupertino HS xxxx Safe Routes to School - Garden Gate 9703 Apple Public Art In-Lieu Payment 9545 Traffic Signal Upgrades - Various 9546 Traffic Operations Center 9547 Yellow & Ped Head LED Traffic Sig Upg 9548 Traffic Related Street Walkability Mods xxxx Traffic Signal Battery Power Backup Sys LIBRARY. 9222 SPORTS CENTER RENOVATION -9212 CITY CENTER PLAZA 9313 City Center Plaza 9314 City Center Plaza Public Art Actual 2001-02 Adopted Revised Budget Budget FIVE YEAR FORECAST 2002-03 2002-03 2003.04 2004-05 2005-06 2006-07 2007.08 104 0 73 0 0 0 0 0 0 0 0 0 0 250 0 0 43 -220 182 0 0 0 0 0 117 184 482 0 0 0 0 0 61 0 102 0 0 0 0 0 129 0 4 0 0 0 0 0 68 0 573 0 0 0 0 0 0 25 25 125 0 0 0 0 49 0 110 0 0 0 0 0 0 0 0 50 0 0 0 0 0 -500 0 0 0 0 0 0 0 2,300 2,500 0 0 0 0 0 36 900 964 0 0 0 0 0 0 0 0 0 0 0 0 0 7 0 22 0 0 0 0 0 14 0 4 0 0 0 0 0 35 0 385 0 0 0 0 0 141 0 0 0 0 0 0 0 4l 0 43 0 0 0 0 0 15 0 272 0 0 0 0 0 190 0 705 0 0 0 0 0 63 0 936 0 0 0 0 0 15 0 13 0 0 0 0 0 5 0 5 0 0 0 0 0 25 0 0 0 0 0 0 0 260 0 185 0 0 0 0 0 0 0 500 0 0 0 0 0 0 0 0 205 0 0 0 0 0 -100 0 0 0 0 0 0 0 300 150 0 0 0 0 0 0 200 200 0 0 0 0 0 0 140 140 0 140 0 0 0 0 100 5 0 0 0 0 0 0 0 0 200 0 0 0 0 1~18 3329 8,580 580 140 250 0 0 1,021 17,600 21,046 0 0 0 0 0 59 711 2~41 0 0 0 0 0 26 662 662 0 0 0 0 0 8 0 0 0 0 0 0 0 34 662 662 0 0 0 0 0 74 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 Transfers to General Fund 6549 Programs Actual 2001-02 Adopted Budget 2002.03 1727 Revised Budget FIVE YEAR FORECAST 2002-03 2003.04 2004-05 2005-06 2006.07 2007.08 2,024 2,046 2,103 2,187 2,275 2~366 2,460 175 75 75 75 75 75 75 75 97 122 122 117 127 132 137 143 739 909 960 921 958 996 1,036 1,077 437 584 583 575 598 622 647 673 14 20 20 20 21 22 22 23 29 40 40 39 41 42 44 46 0 0 150 0 0 0 0 0 38 75 527 75 75 75 75 75 1,529 1,825 2,477 1,822 1~94 1,964 2,037 2:ll~ 0 0 0 0 0 0 0 0 920 1,166 1.344 997 1,037 1,078 1,121 1,166 0 0 0 100 0 0 0 0 167 206 206 262 170 177 184 19i 1,087 1,372 1,550 1,359 1,207 1,255 1,305 1,358 301 260 260 295 309 321 334 348 548 610 800 767 799 831 864 899 689 923 936 972 1,011 1,051 1,093 1.137 3 19 19 19 20 21 21 22 242 100 100 100 100 100 100 100 1,783 1,912 2,115 2,153 2,239 2924 2~13 2,506 2 50 50 50 50 50 75 75 407 530 530 547 569 592 615 640 409 580 580 597 619 642 690 715 75 EXPENDITURE ESTIMATES INTERNAL SER VICE FUNDS MANAGEMENT INFORMATION 4800 Operations 9800 Equipment Acquisition WORKERS' COMPENSATION 4550 Claims EQUIPMENT 8840 Equipment Maintenance 9820 Equipment Acquisition LONG TERM DISABILITY 4570 Claims Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2001-02 2002-03 2002-03 2003.04 2004-05 2005-06 2006-07 2007-08 707 829 832 766 807 839 873 908 203 354 467 270 370 370 370 370 910 1,183 1,299 1,036 1,177 1,209 1,243 1~78 383 158 182 209 217 226 235 245 810 901 904 909 945 983 1,023 1,063 290 194 272 0 200 200 200 200 1,100 1,095 1,176 909 1,145 1,183 1~23 1~63 69 80 80 90 94 97 101 105 59,597 95,158 113,266 51,120 56,630 53,562 54,971 571003 58,157 90,424 91,485 50,689 58,078 54,884 56,576 56,579 TOTALEXPENDITURES TOTAL REVENUES 76 City of Cupertino Gann Appropriations Limit 2003-04 Budget Article ~ of the California State Constitution as enacted by Proposition 4, the Gann initiative of 1979, mandates a limit on the amount of proceeds of taxes that state and local governments can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit government spending by putting a cap on the total proceeds of taxes that may be appropriated each year. The original Article XIIlB was further modified by Proposition 111 and SB 88 approved by California voters in June of 1990. Proposition 111 allows cities mom 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 97/98 98/99 99/00 00/0l 01/02 02/03 03/04 · AppropriaOon Limit --~'-- Subject to L m t The limit is different for each agency and the limit changes each year. Each year's limit is based on the amount of tax proceeds that were authorized to be spent in fiscal year 1978-79 in each agency, modified for changes in inflation and population in each subsequent year. Proposition 111 has modified those factors to allow cities to choose either the growth in California Per Capita Income or the growth in non-residential assessed valuation due to new construction in the city. Alternatively, the city could select a population growth factor represented by the population growth in Santa Clara County. Each year the city establishes its appropriations limit for the following fiscal year. The City's appropriation limit for fiscal year 2002/03 was $50,672,938 and was adopted by Council. The City's appropriations limit for fiscal year 2003/04 of $52,253,046 is $1,580,108 or 3.12% higher than the fiscal year 2002/03 limit of $50,672,938. For fiscal year 2003/04, the City's estimated appropriations of proceeds from taxes are $30,292,000. This is $21,961,046 or 42.03% under the legal limit established for fiscal year 2003/04. 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 51.11% of its limit. As a result, the appropriations limit is not expected to present a restraint on current or future budget deliberations. 77 DEPARTMENTAL OPERATING BUDGETS The Departmental Operating Budgets section provides budget information for each of the City's eight key operating functions: City Council, Administration, Law Enforcement, Public Information, Administrative Services, Parks and Recreation, Community Development and Public Works. Each departmental operating budget includes the following elements: 1. Department Summary: The department summary includes an organization chart for the department and condensed financial information for each division within the department. It is a "big picture" snapshot of the department's responsibilities and costs. 2. Division Sununary: 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. 79 Council and Commissions 81 COUNCIL AND COMMISSIONS Citizen Advisory Groups Telecommunications/Library/Teen/ Fine Arts/Recreation/Economic Development/ Audit/Planning/Public Safety/Bike & Pedestrian Citizens of Cupertino City Counc~ 82 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 1070 PLANNING 1075 HOUSING 1111 BICYCLE AND PEDESTRIAN TOTAL 2000-01 2001-02 2002-03 2003-04 Actu~ Acmal Adopted Adopted 157,347 207,353 188,746 204,925 5,000 0 0 0 40,000 0 0 0 202,347 207,353 188,746 204,925 115,632 115,840 129,585 60,919 241,952 267,162 213,542 86,100 20,544 24,751 29,846 12,500 0 50 150 200 5,266 18,575 14,700 8,929 0 0 25,218 14,647 23,599 16,181 24,500 18,500 34 223 200 200 0 0 0 5,000 407,027 442,782 437,741 206,995 609,374 650,135 626,487 411,920 83 COUNCIL AND COMMISSIONS CITY COUNCIL PROGRAM OVERVIEW The Mayor and Councilmembers, acting as the elected representatives of the City of Cupertino, establish public policy to meet community needs and assure orderly development of the City. SERVICE OBJECTIVES The City Council goals are carried out by the city staff under the direction of the City Manager. The council goals are listed in the Budget Strategies section. 84 COUNCIL AND COMMISSIONS 1000 CITY COUNCIL Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 81,390 91,047 108,506 121,375 49,497 69,139 62,900 40,500 7,960 31,647 5,000 25,000 18,500 15,520 12,340 18,050 157,347 207,353 188,746 204,925 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 157,347 207,353 188,746 204,925 157,347 207,353 188,746 204,925 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.20 0.40 0.40 0.20 0.40 0.40 85 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 guidance for antenna sitings. In addition, the commission presented its third annual Cupertino Outstanding Producer Award and disbursed funding for public access and educational grants. With legislation now in effect encouraging effective competition, the commission will continue to look at new and forthcoming FCC rulings that may alter Comcast's impact on the community. The commission also will continue to monitor cable services to subscribers and to act as a resource for both the Cupertino elementary and high school districts. SERVICE OBJECTIVES Continue to work with appropriate companies in bringing advanced services to interested residents. Monitor 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. 86 COUNCIL AND COMMISSIONS 1031 TELECOMMUNICATIONS COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 5,607 4,856 5,245 5,419 10,746 12,218 14,500 14,500 99,279 98,766 109,840 41,000 115,632 115,840 129,585 60,919 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 115,632 115,840 129,585 60,919 115,632 115,840 129,585 60,919 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.05 0.05 0.05 0.05 0.05 0.05 87 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. 88 COUNCIL AND COMMISSIONS 1040 LIBRARY COMMISSION Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 250 60 750 2,100 241,702 267,102 212,792 84,000 241,952 267,162 213,542 86,100 General Total Expenditures by Fund 2002-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 241,952 267,162 213,542 86,100 241,952 267,162 213,542 86,100 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 89 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 awarded $17,000 in the 2002-2003 fiscal year to visual and performing artists in programs that benefit Cupertino residents. Grants given in 2002 provided support for the Cherry Blossom Festival, the California Youth Symphony, musician Judy Gregory's preschool programs, Monta Vista High School Leadership class's school mural, the San Jose String Quartet/San Jose Chamber Players, a poetry program by Jennifer Swanton Brown, and the Euphrat Museum of Art, including its Arts in Schools program. In 2003 a new category of fine arts grants will be offered to high-school age artists. In the area of public art, the Commission is following the progress of sculptor Roger Berry who has been commissioned to create an original piece for the City Center Park at the comer of Stevens Creek and De Anza Boulevards. The commission also adopted criteria for the selection and placement of public art, as well as standardized contracts, which culminated in the loan of a sculpture at the comer of the Quinlan Community Center. The Fine Arts Commission also sponsors an annual student art exhibition at the Cherry Blossom Festival, and selects a Distinguished Artist of the Year. 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 providing more art throughout the city. 9O COUNCIL AND COMMISSIONS 1042 FINE ARTS COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 9,099 6,787 10,066 10,300 10,545 16,354 18,680 1,200 900 1,610 1,100 1,000 20,544 24,751 29,846 12,500 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 20,544 24,751 29,846 12,500 20,544 24,751 29,846 12,500 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.10 0.10 0.10 0.10 0.10 0.10 91 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. 92 COUNCIL AND COMMISSIONS 1050 PUBLIC SAFETY COMMISSION Materials Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 0 50 150 200 0 50 150 200 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 0 50 150 200 0 50 150 200 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 93 COUNCIL AND COMMISSIONS PARKS AND RECREATION COMMISSION PROGRAM OVERVIEW The Parks and Recreation Commission is a five-member citizen's conunission 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. 94 COUNCIL AND COMMISSIONS 1060 PARKS AND RECREATION COMMISSION Employee Compensation Materials Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 4,109 6,999 7,850 7,229 1,157 11,576 6,850 1,700 5,266 18,575 14,700 8,929 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 5,266 18,575 14,700 8,929 5,266 18,575 14,700 8,929 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.10 0.10 0.10 0.10 0.10 0.10 95 COUNCIL AND COMMISSIONS TEEN COMMISSION 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 job faire at the Quinlan Community Center that will be offered in March 2004. Participate in a Ropes course to enhance team building and communication skills among the Commission members. Provide input on the operation and d~cor of the Teen Center and assist staff with the grand opening in April 2004. 96 COUNCIL AND COMMISSIONS 1065 TEEN COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 0 0 12,698 9,927 0 0 6,520 3,720 0 0 6,000 1,000 0 0 25,218 14,647 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 0 0 25,218 14,647 0 0 25,218 14,647 2003-04 Adopted Full-time 0.15 Total 0.00 0.15 0.15 Personnel Summary 2001-02 2002-03 Actual Adop~d 0.00 0.15 97 COUNCIL AND COMMISSIONS PLANNING COMMISSION PROGRAM OVERVIEW The Planning Commission is a five-member citizen board appointed by the City Council to make or recommend decisions on matters pertaining to land use and physical development. The major work of the Commission is to conduct public hearings on "current planning" applications. The Commission also advises the City Council on land use and development policy through study sessions and formal hearings on issues necessary to maintain the current status of the General Plan. The Commission also undertakes periodic review of implementation ordinances and issues interpretations of these documents. SERVICE OBJECTIVES Conduct periodic reviews of the General Plan. These reviews test the fundamental goals and measure performance of short-term objectives. Conduct public hearings for approximately 100 land development applications. Ensure that decisions are made fairly and expeditiously in accordance with adopted General Plan policies, zoning ordinances, development plans and design guidelines. Prepare specific plans, zoning ordinance amendments and amendments to the General Plan. Serve on the Planning Commission Design Review Committee, the Environmental Review Committee and in an advisory role to the Housing Commission. 98 COUNCIL AND COMMISSIONS 1070 PLANNING COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 Actual Actual Adopted 2003 -04 Adopted 4,818 4,014 6,500 6,500 9,856 4,092 11,000 5,000 8,925 8,075 7,000 7,000 23,599 16,181 24,500 18,500 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 23,599 16,181 24,500 18,500 23,599 16,181 24,500 18,500 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 99 COUNCIL AND COMMISSIONS HOUSING COMMISSION PROGRAM OVERVIEW The Cupertino Housing Commission (CHC) is a five-member board appointed by the City Council to assist the Planning Commission and the City Council in developing housing policies and strategies for implementation of General Plan Housing Element goals. The Commission also oversees the Community Development Block Grant (CDBG) program. SERVICE OBJECTIVES: When requested by the Director of Community Development or the City Council, make recommendations regarding affordable housing proposals including requests for money from the CDBG and the Affordable Housing Fund, possible fee waivers or other incentives, the number and type of affordable units and the target groups to be served. 100 COUNCIL AND COMMISSIONS 1075 HOUSING COMMISSION Employee Compensation Materials Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 14 0 0 0 20 223 200 200 34 223 200 200 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 34 223 200 200 34 223 200 200 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.05 0.00 0.00 0.05 0.00 0.00 101 COUNCILS AND COMMISSIONS BICYCLE AND PEDESTRIAN COMMISSION PROGRAM OVERVIEW The Cupertino Bicycle and Pedestrian Commission (BPC) is a five-member board appointed by the City Council to assist the Council by reviewing, monitoring, and making recommendations on City transportation matters, including, but not limited to bicycle and pedestrian traffic, parking, education, and recreation within Cupertino. SERVICE OBJECTIVES Review City transportation infrastructure, development standards, public and private development projects, and citizen outreach and education efforts as they affect bicycle and pedestrian traffic in the City of Cupertino. Promote safe, efficient, and enjoyable travel for bicycle and pedestrian traffic within Cupertino. 102 COUNCIL AND COMMISSIONS 1055 BICYCLE AND PEDESTRIAN COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 0 0 0 0 0 0 0 5,000 0 0 0 0 0 0 0 5,000 Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted General 0 0 0 5,000 Total 0 0 0 5,000 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 103 Administration 105 ADMINISTRATION I I I 106 ADMINISTRATION 1200 CITY MANAGER 1201 COMMUNITY OUTREACH 1300 CITY MANAGER DISCRETIONARY FUND 1500 LEGAL SERVICES TOTAL 2000-01 Actual Expenditures by Division 2001-02 2002-03 Actual Adopted 2003-04 Adopted 251,049 274,957 277,250 281,195 56,529 64,757 67,329 69,944 803 0 30,000 15,000 474,331 474,318 517,481 544,747 782,712 814,032 892,060 910,886 107 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. 108 CITY MANAGER 1200 ADMINISTRATION Employee Compensation Materials Cost Allocation Total 2000-01 Actual Expenditures by Category 2001-02 2002-03 2003-04 Actual Adopted Adopted 226,929 236,332 233,370 244,275 19,070 30,485 36,800 28,800 5,050 8,140 7,080 8,120 251,049 274,957 277,250 281,195 General Total 2000-01 2001-02 Actual Actual 251,049 Expenditures byFund 2002-03 2003-04 Adopted Adop~d 274,957 277,250 281,195 251,049 274,957 277,250 281,195 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 1.35 1.45 1.45 1.35 1.45 1.45 109 ADMINISTRATION COMlVIUNITY 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 party 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. 110 COMMUNITY OUTREACH 1201 ADMINISTRATION Employee Compensation Materials Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 52955 47,265 47,329 48,944 3,574 17,492 20,000 21,000 56,529 64,757 67,329 69,944 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 56,529 64,757 67,329 69,944 56,529 64,757 67,329 69,944 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.50 0.50 0.50 0.50 0.50 0.50 Ill ADMINISTRATION CITY MANAGER DISCRETIONARY FUND PROGRAM OVERVIEW This account is discretionary fund for unexpected occurrences, such as special studies, consultants or other special unplanned needs that may occur during the year. 112 CITY MANAGER DISCRETIONARY FUND 1300 ADMINISTRATION Contract Services Total 2000-01 Actual 803 803 Expenditures byCategory 2001-02 2002-03 2003-04 Actual Adopted Adopted 0 30,000 15,000 0 30,000 15,000 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 8O3 0 30,000 15,000 803 0 30,000 15,000 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 113 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. 114 LEGAL SERVICES 1500 ADMINISTRATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 364,104 368,481 369,801 369,977 31,793 30,301 34,550 32,350 60,181 65,426 97,100 127,500 9,093 0 0 0 9,160 10,110 16,030 14,920 474,331 474,318 517,481 544,747 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 474,331 474,318 517,481 544,747 474,331 474,318 517,481 544,747 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 3.00 2.95 2.95 3.00 2.95 2.95 115 Law Enforcement 117 LAW ENFORCEMENT [ Jaw Enforcement (Contract) 118 LAW ENFORCEMENT Expenditures by Division 2000-01 2001-02 2002-03 2003 -04 Actual Actual Adopted Adopted 2100 LAW ENFORCEMENT 5,335,000 5,765,208 6,041,685 6,453,237 TOTAL 5~335~000 5~765~208 6~041~685 6~453~237 119 LAW ENFORCEMENT LAW ENFORCEMENT PROGRAM OVERVIEW This activity provides for 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), traffic and detective services. SERVICE OBJECTIVES Law Enforcement officers will respond to emergency situations within an average of less than six minutes. Traffic officers 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. Two Youth Probation Officers 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. 120 LAW ENFORCEMENT 2100 LAW ENFORCEMENT Expenditures by Category Materials Contract Services Total 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 22,000 58,978 23,000 44,000 5,313,000 5,706,230 6,018,685 6,409,237 5,335,000 5,765,208 6,041,685 6,453,237 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 5,335,000 5,765,208 6,041,685 6,453,237 5,335,000 5,765,208 6,041,685 6,453,237 Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted Full-time 0.00 0.00 0.00 Total 0.00 0.00 0.00 121 Public Information 123 PUBLIC INFORMATION ICommunity Relations (0.75) Public I Information (4.40) Cupertino Scene (O.40) IGovernment Channel (3.25) 124 3300 COMMUNITY RELATIONS 3400 CUPERTINO SCENE 3500 GOVERNMENT CHANNEL TOTAL PUBLIC INFORMATION Expenditures by Division 2000-01 2001-02 2002-03 Actual Actual Adopted 2003-04 Adopted 205,955 271,693 271,107 275,120 98,524 100,143 107,749 115,907 289,496 336,048 368,746 401,307 593,975 707,884 747,602 792,334 25 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. Also included is the Chamber of Comanerce membership. 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 and disseminate useful and important information to all Cupertino residents through appropriate local, state and national communications channels. Coordinate and implement recommendations of city communications audit including customer service software. 126 COMMUNITY RELATIONS 3300 PUBLIC INFORMATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 49,561 71,951 74,167 75,550 31,987 28,935 31,900 29,600 120,937 161,302 159,550 165,000 0 6,655 0 0 3,470 2,850 5,490 4,970 205,955 271,693 271,107 275,120 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 205,955 271,693 271,107 275,120 205,955 271,693 271,107 275,120 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.75 0.75 0.75 0.75 0.75 0.75 127 PUBLIC INFORMATION CUPERTINO SCENE PROGRAM OVERVIEW The Cupertino Scene is published 11 months out of the year and is distributed to residents and businesses in Cupertino. The Cupertino Scene is the most read City publication and continues to be the most important source of community information for residents. The Scene provides information that is of general interest to the community and is presented in a straightforward manner that is non-political, non-religious and non-commercial. The postal rate has been increased slightly to offset a rise in bulk-rate permit costs. Each issue of the 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 Proposition 73 and other legislation that regulates public communications by the city. 128 CUPERTINO SCENE 3400 PUBLIC INFORMATION Employee Compensation Materials Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 40,589 35,706 37,749 38,907 57,935 64,437 70,000 77,000 98,524 100,143 107,749 115,907 Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted General 98,524 100,143 107,749 115,907 Total 98,524 100,143 107,749 115,907 Full-time Total PersonnelSummary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.40 0.40 0.40 0.40 0.40 0.40 129 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 ensure 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. 130 GOVERNMENT CHANNEL 3500 PUBLIC INFORMATION Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted Employee Compensation 221,899 225,533 235,556 266,507 Materials Contract Services Capital Outlay Cost Allocation Total 22,073 20,973 27,500 32,000 14,788 31,400 33,000 35,500 0 31,791 15,000 10,000 30,736 26,350 57,690 57,300 289,496 336,047 368,746 401,307 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 289,496 336,047 368,746 401,307 289,496 336,047 368,746 401,307 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 3.00 3.25 3.25 3.00 3.25 3.25 131 Administrative Services 133 ADMINISTRATIVE SERVICES I (4.90) (3.00) Administrative Services (1.90) Information Technology (3.O0) I City Clerk (4.50) (3.00) 134 ADMINISTRATIVE SERVICES 4000 ADMINISTRATION 4001 ECONOMIC DEVELOPMENT 4010 LEADERSHIP CUPERTINO FINANCE 4100 ACCOUNTING 4200 BUSINESS LICENSING CITY CLERK 4300 CITY CLERK 4310 DUPLICATING AND MAIL SERVICE 4330 ELECTIONS EMERGENCY PREPAREDNESS 4400 EMERGENCY PREPAREDNESS HUMAN RESOURCES 4510 HUMAN RESOURCES 4530 CODE ENFORCEMENT 4540 INSURANCE ADMINISTRATION INFORMATION TECHNOLOGY 4800 INFORMATION TECHNOLOGY TOTAL Expenditures by Division 2000-01 2001-02 2002-03 2003 -04 Actual Actual Adopted Adopted 344,808 314,192 358,199 348,383 17,312 3,264 16,700 13,700 32,958 30,637 38,000 38,000 563,962 558,934 614,820 574,841 65,646 34,612 39,738 36,104 1,024,686 941,639 1,067,457 1,011,028 321,800 404,472 444,424 446,067 130,784 153,315 178,213 199,752 117 59,556 3,300 135,300 452,701 617,343 625,937 781,119 16,635 56,657 53,000 63,130 16,635 56,657 53,000 63,130 877,968 748,685 867,161 1,077,458 401,433 529,502 565,857 540,577 453,340 853,310 688,496 809,207 1,732,741 2,131,497 2,121,514 2,427,242 672,911 1,054,663 1,183,321 1,035,548 672,911 1,054,663 1,183,321 1,035,548 3,899,674 4,801,799 5,051,229 5,318,067 135 ADMINISTRATIVE SERVICES ADMINISTRATION PROGRAM OVERVIEW Administration is responsible for the oversight of several divisions including City Clerk, Human Resources, Code Enforcement, 1T, Animal Control, Community Outreach (Emergency Preparedness, Leadership Cupertino and Tomorrow's Leaders Today), and Finance (treasury management, fiscal planning, budget preparation, accounting and business licensing). 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 administrative and support services to the City Clerk, Human Resources, IT, Code Enforcement, Community Outreach, 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. Perform special projects for the City Manager. 136 ADMINISTRATION 4000 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 228,591 227,126 233,019 231,383 27,164 17,416 18,400 10,800 84,073 65,940 100,300 100,300 4,980 3,710 6,480 5,900 344,808 314,192 358,199 348,383 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 344,808 314,192 358,199 348,383 344,808 314,192 358,199 348,383 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 2.00 1.90 1.90 2.00 1.90 1.90 137 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, three Department Heads, two City Councilmembers and four representatives from the Chamber of Commerce. 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 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 formation. 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. 138 ECONOMIC DEVELOPMENT 4001 ADMINISTRATIVE SERVICES Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 2,952 2,964 6,700 3,700 14,360 300 10,000 10,000 17,312 3,264 16,700 13,700 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 17,312 3,264 16,700 13,700 17,312 3,264 16,700 13,700 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 139 ADMINISTRATIVE SERVICES LEADERSHIP CUPERTINO PROGRAM OVERVIEW Leadership Cupertino is a joint training program between the City and the Cupertino Chamber of Commerce. Its mission is to develop leaders for the future of our community, to provide participants with knowledge and information on local government, and encourage participation and involvement in the community. Tomorrow's Leaders Today (TLT) is a joint youth training program between the City and the Cupertino Chamber of Commerce. 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. 140 LEADERSHIP CUPERTINO 4010-4011 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 0 9146 18000 18,000 9,174 12,491 15,000 15,000 23,784 9,000 5,000 5,000 32,958 30,637 38,000 38,000 Leadership Cupertino Total 2OOO-01 Actual 32,958 Expenditures byFund 2001-02 2002-03 2003-04 Actual Adopted Adopted 30,637 38,000 38,000 32,958 30,637 38,000 38,000 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 141 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 ail 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, analyzes financial aitematives, 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 and accurate manner. 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. 142 ACCOUNTING 4100 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 248,228 343,804 376,805 375,281 53,746 28,517 29,215 24,950 79,688 3,046 11,800 13,300 0 1,147 0 0 182,300 182,420 197,000 161,310 563,962 558,934 614,820 574,841 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 563,962 558,934 614,820 574,841 563,962 558,934 614,820 574,841 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 4.50 4.40 4.40 4.50 4.40 4.40 143 ADMINISTRATIVE SERVICES BUSINESS LICENSING PROGRAM OVERVIEW The Business License Division collects revenue and monitors business activity for compliance with the City Municipal Code and applicable state law. 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. 144 BUSINESS LICENSING 4200 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Total 2000-01 Actual Expenditures by Category 2001-02 2002-03 Actual Adopted 2003-04 Adopted 61,967 28,621 33,938 33,404 2,244 3,826 4,800 2,000 125 1,015 1,000 700 1,310 1,150 0 0 65,646 34,612 39,738 36,104 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 65,646 34,612 39,738 36,104 65,646 34,612 39,738 36,104 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.50 0.50 0.50 0.50 0.50 0.50 145 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 City Council 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 ensure compliance with the Brown Act open meetings requirements, 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, Brown Act public meeting requirements, 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. 146 CITY CLERK 4300 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 268,651 288,069 312,174 315,747 28,522 26,829 45,350 37,100 13,495 29,184 18,000 23,000 11,132 60,390 68,900 70,220 321,800 404,472 444,424 446,067 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 321,800 404,472 444,424 446,067 321,800 404,472 444,424 446,067 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 3.90 3.90 3.90 3.90 3.90 3.90 147 ADMINISTRATIVE SERVICES DUPLICATING AND MAlL SERVICE PROGRAM OVERVIEW The Duplicating and Mail Service Division provides mprographic and mail services to all City departments. The division's goals are to duplicate 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. 148 DUPLICATING AND MAIL SERVICE 4310 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 11,166 11,458 29,863 27,752 46,036 86,568 89,000 102,000 73,582 55,289 59,350 70,000 130,784 153,315 178,213 199,752 Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted General 130,784 153,315 178,213 199,752 Total 130,784 153,315 178,213 199,752 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.60 0.60 0.00 0.60 0.60 149 ADMINISTRATIVE SERVICES ELECTIONS PROGRAM OVERVIEW The City Clerk manages the City Council elections, which are held in odd-numbered years, as well as 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 information, 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. 150 ELECTIONS 4330 ADMINISTRATIVE SERVICES Materials Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 Actual Actual Adopted 117 179 300 0 59,377 3,000 117 59,556 3,300 2003-04 Adopted 3OO 135,000 135,300 Geneml Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 117 59,556 3,300 135,300 117 59,556 3,300 135,300 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 151 ADMINISTRATIVE SERVICES EMERGENCY PREPAREDNESS PROGRAM OVERVIEW The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino community and City staff are reasonably protected/prepared from emergencies and/or disasters. The mission is accomplished through a comprehensive emergency preparedness, response, recovery and mitigation program. OES is staffed by a representative of the Santa Clara County Fire Department. SERVICE OBJECTIVES Maintain the City's Emergency Operations Center in a perpetual state of operational readiness. Support the Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio capability in Cupertino. Systematically prepare, test and revise emergency response and recovery policies, plans and procedures in compliance with the California Emergency Services Act and the Standardized Emergency Management System (SEMS). Coordinate training of City staff in personal preparedness, SEMS, 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. Ensure interagency/multi-agency coordination and communication for disaster planning responses. 152 EMERGENCY PREPAREDNESS 4400 ADMINISTRATIVE SERVICES Expenditures by Category Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 0 0 0 25,000 15,407 19,051 16,000 19,000 1,228 34,394 32,500 7,500 0 2,052 650 5,000 0 1,160 3,850 6,630 16,635 56,657 53,000 63,130 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 16,635 56,657 53,000 63,130 16,635 56,657 53,000 63,130 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 153 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 opportunity, labor negotiations, employee relations, employee development, employment benefits, retirements, insurance administration and safety. Employee compensation has increased dramatically due to increases in retiree medical costs. 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. 154 HUMAN RESOURCES 4510 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Total 2000-01 Actual Expenditures by Category 2001-02 2002-03 Actual Adopted 2003-04 Adopted 528,733 658,742 689,771 900,318 131,798 37,980 78,100 52,350 181,487 24,743 71,000 97,500 35,950 27,220 28,290 27,290 877,968 748,685 867,161 1,077,458 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 877,968 748,685 867,161 1,077,458 877,968 748,685 867,161 1,077,458 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 2.50 2.70 2.70 2.50 2.70 2.70 155 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 Enforcement activities include services related to parking enforcement, abandoned vehicles, and ascertaining compliance with Municipal Code provisions concerning health and sanitation, streets and sidewalks, noise, graffiti, and placement of signs on public property. Assistance is provided to other departments and agencies as related to code enforcement activities. This budget also includes funding for animal control services. The City of Cupertino, in conjunction with seven other South Bay cities, 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. 156 CODE ENFORCEMENT 4530 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 222,032 239,592 272,937 246,294 8,621 8,749 18,820 19,233 134,482 250,001 244,000 244,000 36,298 31,160 30,100 31,050 401,433 529,502 565,857 540,577 General Total Expenditures by Fund 2000-01 2001-02 2002-03 Actual Actual Adopted 2003 -04 Adopted 401,433 529,502 565,857 540,577 401,433 529,502 565,857 540,577 Full-time To~! Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 3.15 3.00 3.00 3.15 3.00 3.00 157 ADMINISTRATIVE SERVICES INSURANCE ADMINISTRATION PROGRAM OVERVIEW Insurance Administration includes the coordination of employee safety activities and City insurance policies covering general liability, property, public officials bond, workers' compensation, and unemployment insurance. The City is self-insured for workers' compensation and unemployment insurance. SERVICE OBJECTIVES Administer citywide employee safety activities and chair the Safety Committee. Promote a work environment that emphasizes safe work practices. Implement loss control measures including employee training. Coordinate and oversee contractual services responsible for administration programs. Satisfy administrative and statutory procedures and regulations compensation and unemployment insurance programs. Administer general liability claims. of insurance concerning workers' 158 INSURANCE ADMINISTRATION 4540 ADMINISTRATIVE SERVICES Employee Compensation Contract Services Total Expenditures by Category 2000-01 2001-02 2002-03 Actual Actual Adopted 2003-04 Adopted 13,460 20,383 23,337 21,881 439,880 832,927 665,159 787,326 453,340 853,310 688,496 809,207 General Long Term Disability Workers Compensation Total Expenditures by Fund 2000-01 2001-02 2002-03 Actual Actual Adopted 2003-04 Adopted 258,321 401,119 450,913 510,318 60,111 68,995 80,012 89,600 134,908 383,196 157,571 209,289 453,340 853,310 688,496 809,207 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.35 0.30 0.30 0.35 0.30 0.30 159 ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM OVERVIEW This activity provides for all technology related expenses for the citywide management of information services. The Infomaation Technology Manager and staff are responsible for implementing the City's Technology Master Plan and, with the help of skillful, practiced City employees, assists in training staff and troubleshooting the City's information systems, which include: the City web site, Pentamation financial/building systems, Records Management system, Reservation system, 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 2003/04: GIS maps, workstation and server OS upgrade, IVR system, VPN solutions (Virtual Private Networking), E-Connect (for intemet reservation access) for BBF from customized database, office automation through electronic forms via an intranet, and network monitoring solutions. New Equipment Purchase Amount Hardware $ 20,000 Software GIS $ 41,000 Non-Linear Editing System $ 30,000 Security Upgrades $ 17,000 Other $ 62,300 Total $170,300 Replacement Equipment Amount Hardware $ 86,500 Total $86,500 160 INFORMATION TECHNOLOGY 4800 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 219,808 272,772 291,586 295,848 94,373 67,044 98,235 89,000 170,502 158,164 187,000 200,000 0 347,683 354,500 270,000 188,228 209,000 252,000 180,700 672,911 1,054,663 1,183,321 1,035,548 Information Technology Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 672,911 1,054,663 1,183,321 1,035,548 672,911 1,054,663 1,183,321 1,035,548 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 3.00 3.00 3.00 3.00 3.00 3.00 161 Parks and Recreation 163 PARKS AND RECREATION I Parks and Recreation (1.90 Sports Center/ Physical Rec (5.50) Senior Center and Services (7.50) Monta Vista Rec Center Youth Programs (3.35) · . . Quinlan Community Ctr/ Cultural Programs (7.00) Blackberry Farm I (7.88) 164 PARKS AND RECREATION 6100 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 6445 CREEKSIDE PARK PROGRAMS 6448 FOURTH OF JULY 6449 RECREATION PROGRAMS 6450 CUPERTINO SPORTS CENTER Expenditures by Division 2000-01 2001-02 2002-03 Actual Actual Adopted 2003-04 Adopted 206,020 206,885 233,690 219,685 323,404 355,444 372,924 395,907 58,875 34,044 68,907 96,525 217,584 301,364 260,155 295,619 278,445 257,049 285,999 324,950 878,308 947,901 987,985 1,113,001 160,878 169,992 216,918 226,608 34,174 29,166 53,516 45,040 12,530 16,571 113,015 35,055 457,952 547,782 610,432 766,427 6,457 7,062 13,155 17,270 671,991 770,573 1,007,036 1,090,400 223,687 196,839 233,056 157,189 6,997 6,332 10,200 12,250 44,390 58,098 82,900 6,000 671,519 689,108 923,090 972,149 715,394 919,727 1,165,637 1,096,899 1,661,987 1,870,104 2,414,883 2,244,487 165 SENIOR PROGRAMS/SENIOR CENTER 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 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 306,963 389,898 490,651 468,268 67,284 62,602 86,103 91,897 406,586 514,550 529,718 547,225 780,833 967,050 1,106,472 1,107,390 124,299 96,647 121,661 117,318 841,399 738,750 909,396 920,754 376,435 437,159 583,526 574,998 44,380 68,357 69,401 74,191 21,086 3,421 19,400 19,400 13,387 14,376 20,000 20,000 22,558 29,446 39,798 39,219 1,443,544 1,388,156 1,763,182 1,765,880 5,642,683 6,150,669 7,513,248 7,540,843 166 PARKS AND RECREATION ADMINISTRATION 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 Corridor Master Plan Visioning process. Provide input regarding public facility needs to the Community Development Department as part of the General Plan update process. Oversee the renovation of the Cupertino Sports Center. Continue to pursue funding for the Stevens Creek Trail through Study Area A. 168 ADMINISTRATION 6100 PARKS AND RECREATION Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted Employee Compensation 190,711 189,760 215,580 207,395 9,477 9,466 9,200 4,000 92 0 2,400 2,400 5,740 7,660 6,510 5,890 Materials Contract Services Cost Allocation Total 206,020 206,886 233,690 219,685 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 206,020 206,886 233,690 219,685 206,020 206,886 233,690 219,685 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 1.90 1.90 1.90 1.90 1.90 1.90 169 PARKS AND RECREATION CULTURAL PROGRAMS/QUINLAN COMMUNITY CENTER PROGRAM OVERVIEW Manages utilization of the Quinlan Community Center for private permits, community group services, and recreation department activities and classes. Cultural programs provided under this section include community special events, adult and youth cultural classes and public concerts. For the 2003-04 fiscal year this division will generate approximately $306,000 in user fees; $221,000 from youth, adult, and teen classes and $85,000 from rentals and picnic reservations. SERVICE OBJECTIVES Implement procedure to permit public to reserve picnic areas (Memorial and Portal Parks) for the use of Astro Jumps. Complete the update of the Quinlan Center Mass Shelter Binder and set up meetings with full time Parks and Recreation staff to review information. Update the Quinlan Center informational brochure that is distributed to all residents. Continue to research the feasibility of a student art show for the children in drawing and watercolor classes. Continue to assist the Lunar New Year Parade committee. Work with the special events groups on the City's fee waiver policy and present information to the Parks and Recreation Commission. Complete update of the community festival information packet. Research and implement new policy for scheduling community events in Memorial Park. Continue to investigate off-site classes that do not impact the Quinlan Center. 170 CULTURAL PROGRAMS QUINLAN COMMUNITY CENTER 6200 PARKS AND RECREATION Expenditures by Category Employee Compensation Materials Contract Services 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 453,954 523,605 552,654 578,264 77,214 75,461 102,179 110,301 212,015 191,443 216,592 286,516 Capital Outlay Cost Allocation Total 18,243 48,922 0 18,000 116,882 108,470 116,560 119,920 878,308 947,901 987,985 1,113,001 General Recreation Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 660,726 646,537 727,830 817,382 217,582 301,364 260,155 295,619 878,308 947,901 987,985 1,113,001 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 8.00 6.50 7.00 8.0O 6.5O 7.0O 171 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 and will continue to expand program offerings. In addition, this division will expand its level of service by providing new and expanded programs for the teen population. This division will generate approximately $725,000 in user fees for the 2003/04 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 more training opportunities to the pre-school staff. Investigate moving parent tot pre-school from Portal Park to Wilson Park to establish a designated facility for this growing program. Offer full day vacation camps in order to increase enrollment and meet the needs of working parents. Continue to offer annual training for all staff in CPR and First Aid. Implement a half-day training for the teen summer volunteers. Investigate local nature and science facilities in the Bay Area for summer camps to take off-site excursions and implement one day, all day, off-site excursions for nature camp. Create a new science camp that allows pm-school 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. Investigate more ways to increase the enrollment and revenue for the Afterschool 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. Continue to offer at least nine middle school dances annually in addition to at least one high school dance. Implement an opening ceremony/event for the new Teen Center facility. Organize and coordinate the interior design of the facility with the Teen Commission's assistance. 172 YOUTH AND TEEN SERVICES MONTA VISTA RECREATION CENTER 6300 PARKS AND RECREATION Expenditures by Category Employee Compensation Materials Contract Services Cost Allocation Total 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 436,989 502,882 676,931 638,525 83,514 106,744 108,600 125,180 151,488 160,947 217,565 318,465 0 0 3,940 8,230 671,991 770,573 1,007,036 1,090,400 General Recreation Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 214,039 222,791 396,604 323,973 457,952 547,782 610,432 766,427 671,991 770,573 1,007,036 1,090,400 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 3.50 3.35 3.35 3.50 3.35 3.35 173 PARKS AND RECREATION SPORTS AND PHYSICAL RECREATION PROGRAM OVERVIEW Provides for the supervision and operation of the Cupertino Sports Center as an enterprise facility. The Sports Center will be closed from approximately May 2003 to February 2004 for renovation. Staff will be involved during continuing design and construction phases of this project. The Sports and Fitness Division includes a diverse physical recreation program for all ages, including sports leagues, camps, clinics, drop-in activities, and special events. Aquatic lessons and specialty classes are offered during the summer season. This division will generate approximately $1,656,360 in user fees. SERVICE OBJECTIVES Work with Code Enforcement and Public Works to alleviate neighborhood concerns on Hyde Avenue regarding use permits. Plan a grand opening for the Sports Center after renovation. Work with Sports Center tenants to ensure a smooth transition during renovation and reopening. Provide management and scheduling for school fields as per contract with Cupertino Union School District. Provide coordination and management of the co-sponsored tennis club. Acconunodate 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. Provide a "Fun Run" for Cupertino residents. Provide for the development and supervision of the Fourth of July fireworks display. 174 SPORTS AND PHYSICAL RECREATION 6400 PARKS AND RECREATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 447,854 494,597 678,346 642,088 75,916 81,176 124,970 108,325 1,116,292 1,279,298 1,516,207 1,237,324 0 0 72,000 143,000 21,925 15,033 23,360 113,750 1,661,987 1,870,104 2,414,883 2,244,487 General Recreation Sports Center Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 275,074 261,269 326,156 175,439 671,519 689,108 923,090 972,149 715,394 919,727 1,165,637 1,096,899 1,661,987 1,870,104 2,414,883 2,244,487 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 5.00 5.50 5.50 5.00 5.50 5.50 175 PARKS AND RECREATION SENIOR PROGRAMS/SENIOR CENTER PROGRAM OVERVIEW Provides a central resource in the community for activities, classes, travel, recreation, volunteering, case management and resources information related to aging for persons age 50 and over. Designs, manages and administers center operations, staff, membership, classes, trips and volunteers. Through the case management program homebound and/or at risk seniors are served. Facility 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 user fees of approximately $400,000 from trips, memberships, classes, rentals and social events. The Council on Aging of Santa Clara County provides an annual grant of $19,750 from the Older Americans Act to fund the case management program. Donations total approximately $2,500 for emergency funds for at risk seniors and the Shorter Trust for Bingo Program is approximately $85,000. Over 16,300 hours of volunteer service is provided by Senior Center members to support programs and services each year. SERVICE OBJECTIVES Research and implement a Senior Commission. Research and implement a Senior Center permit parking lot enforcement program. Senior Center staff will complete a self-assessment process developed by the National Institute of Senior Centers. The self-assessment is designed to measure the Senior Center against national standards and to review and strengthen Senior Center operations and programs. Prepare and compile a Program Interest Survey completed by Senior Center members. The goal of the survey is to assist in designing program offerings for social, learning and service needs for the over 50 population. Reorganize the flu shot program with the County Public Health Department taking the lead with light volunteer support from the Senior Center. Develop a transportation plan for the case management program clients. Establish policies and procedures for the case manager to transport clients using City vehicles and volunteers driving clients to and from medical appointments in vehicles. 176 SENIOR PROGRAMS SENIOR CENTER 6500 PARKS AND RECREATION Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 376,265 461,317 544,752 548,350 362,594 467,938 481,280 488,900 30,074 11,903 22,900 17,200 11,900 25,892 57,540 52,940 780,833 967,050 1,106,472 1,107,390 General Senior Center Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 374,246 452,500 576,754 560,165 406,587 514,550 529,718 547,225 780,833 967,050 1,106,472 1,107,390 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 6.75 7.50 7.50 6.75 7.50 7.50 177 PARKS AND RECREATION BLACKBERRY FARM/NATURE PROGRAMS 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 2003. Evaluate all methods of operation as necessary for improvement in service and amenities by November 2003. 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 operates as an "enterprise fund". It is expected to generate $1,700,000 in revenue. All excess revenue after expenses will be used to pay debt service and to fund facility improvements. 178 BLACKBERRY FARM NATURE PROGRAM 6600 PARKS AND RECREATION Expenditures by Category 2000-01 2001-02 2002-03 Actual Actual Adopted Employee Compensation Materials Contract Services 2003-04 Adopted Capital Outlay Cost Allocation Total 782,116 751,659 728,622 747,010 361,152 307,106 354,700 361,450 175,393 210,707 444,100 455,100 32,542 30,555 126,000 111,000 92,341 88,129 109,760 91,320 1,443,544 1,388,156 1,763,182 1,765,880 Expenditures by Fund General Recreation Blackberry Farm Total 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 44,380 68,357 69,401 74,191 0 3,421 19,400 19,400 1,399,164 1,316,378 1,674,381 1,672,289 1,443,544 1,388,156 1,763,182 1,765,880 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 10.00 7.88 7.88 10.00 7.88 7.88 179 Community Development 181 COMMUNITY DEVELOPMENT IHousing Services (0.90) Community Development (1.49) Building ( ~ ~ .40) I Planning (6.96) 182 COMMUNITY DEVELOPMENT PLANNING 7200 PLANNING ADMINISTRATION 7301 CURRENT PLANNING 7302 MID AND LONG RANGE PLANNING 7304 VALLCO REDEVELOPMENT 7305 MONTA VISTA ANNEXATION HOUSING SERVICES 7401 CDBG GENERAL ADMINISTRATION 7402 REHAB LOAN ADMINISTRATION 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 Expenditures by Division 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 196,640 198,858 189,552 223,981 545,365 621,958 621,502 641,574 161,550 295,578 206,450 181,296 108,491 34,126 179,358 231,902 9,000 0 27,400 0 824,406 951,662 1,034,710 1,054,772 2,377 6,075 16,639 72,391 1,373 161,002 160,000 50,000 52,902 614,089 145,046 403,350 289,951 1,316,142 177,421 155,669 346,603 2,097,308 499,106 681,410 407,447 436,837 439,707 462,443 393,960 324,882 398,510 418,420 474,834 448,946 634,040 548,550 37,911 3,780 50,000 50,000 19,087 0 0 0 1,333,239 1,214,445 1,522,257 1,479,413 2,700,888 4,462,273 3,245,625 3,439,576 183 COMMUNITY DEVELOPMENT ADMINISTRATION PROGRAM OVERVIEW Efficiently manage the daily operations of the Community Development Department. SERVICE OBJECTIVES Development of systems to implement General Plan program policies and test their effectiveness. Ensure that the General Plan and Economic Development plan are coordinated. Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement Program to ensure that buildings are constructed based upon approved codes and that they are safe and well maintained. Continue to utilize specialized training programs to develop a highly motivated and technically competent staff. Planners are encouraged to attend at least one UC extension course or equivalent course regarding professional planning topics. The building inspectors will continue to participate in the certificate program offered by the International Conference of Building Officials. Continue to streamline the internal application processing system and public review process. Continue efforts to create a more effective records management system and land use data system using GIS. 184 ADMINISTRATION 7200 COMMUNITY DEVELOPMENT Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted Employee Compensation 155,279 172,323 169,475 173,114 Materials Contract Services Cost Allocation Total 29,671 20,358 10,437 7,237 0 217 1,500 31,500 11,690 5,960 8,140 12,130 196,640 198,858 189,552 223,981 General Total 2000-01 Actual 196,640 Expenditures byFund 2001-02 2002-03 2003-04 Actual Adopted Adop~d 198,858 189,552 223,981 196,640 198,858 189,552 223,981 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 1.49 1.49 1.49 1.49 1.49 1.49 185 COMMUNITY DEVELOPMENT PLANNING PROGRAM OVERVIEW Provide efficient and responsive professional planning services to the community and implement city development policies, programs, and regulations. The Mid and Long Range program examines the General Plan to ensure that it reflects community values, prepares new and updated ordinances, prepares and interprets development policy and works with several special purpose agencies to address issues of regional concern such as transportation and air quality. The Current Planning program provides technical processing of applications for land development, including environmental assessment, architectural and landscaping review, and commercial sign requests. 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 300 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 Cmston 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. 186 PLANNING 7300 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 595,619 0 748,869 788,508 24,047 2,500 42,801 20,644 187,829 31,626 202,900 215,500 16,910 0 40,140 30,120 824,405 34,126 1,034,710 1,054,772 General Redevelopment Agency Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 715,915 917,536 855,352 822,870 108,490 34,126 179,358 231,902 824,405 951,662 1,034,710 1,054,772 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adop~d Adopted 6.96 6.96 6.96 6.96 6.96 6.96 187 COMMUNITY DEVELOPMENT HOUSING SERVICES PROGRAM OVERVIEW The Housing Services Division manages the City's housing programs and related services for residents of very low to moderate income. The Division's primary goals are (1) to encourage a balanced community by improving the local availability of affordable housing opportunities and (2) to maintain the existing housing stock by correcting housing deficiencies and building code violations in existing homes. The Division provides loans and grants for the development of affordable housing units, the provision of housing related services, and the rehabilitation of single-family homes. The Division also conducts research and recommends innovative approaches to the financing and development of affordable housing options. SERVICE OBJECTIVES Submit approved Consolidated Plan to the federal department of Housing and Urban Development (HUD). Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by April 2004. Present CDBG proposals to the Housing Commission for their recommendation. Conduct public hearing in November 2003 for setting CDBG funding priorities and a second heating in April 2004 for final award of CDBG funds. Develop and quarterly monitor contracts with all CDBG sub-recipients. Present funding applications and coordinate meetings as needed of the Cupertino Housing Commission. Quarterly monitor housing program accounts and affordable housing loan payments and rent payments to the Affordable Housing Fund. Meet with local developers and other property owners to encourage the development of 30 affordable housing units. 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). Work with school district to develop teacher housing assistance program. 188 HOUSING SERVICES 7400 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 5,343 5,928 88,190 92,120 339,732 2,066,778 373,786 507,290 1,528 21,812 35,800 80,800 0 2,790 1,330 1,200 346,603 2,097,308 499,106 681,410 Expenditures by Fund General Housing Total 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 289,951 1,316,142 177,421 155,669 56,652 781,166 321,685 525,741 346,603 2,097,308 499,106 681,410 Full-time Total PersonnelSummary 2001-02 2002-03 2003-04 Actual Adopted Adopted 1.00 0.90 0.90 1.00 0.90 0.90 189 COMMUNITY DEVELOPMENT BUll .DING 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. 190 BUILDING 7500 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 965,652 944,486 1,106,977 1,068,838 34,867 25,903 30,310 28,035 262,636 174,528 314,800 314,800 0 4,018 0 0 70,084 65,510 70,170 67,740 1,333,239 1,214,445 1,522,257 1,479,413 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 1,333,239 1,214,445 1,522,257 1,479,413 1,333,239 1,214,445 1,522,257 1,479,413 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 10.50 11.40 11.40 10.50 11.40 11.40 191 Public Works 193 PUBLIC WORKS Transportation (4.35) Public Works (3.00) Service Center (2.20) Environmental Programs (2.42) Facility [ Maintenance [ (7.30) ] Ground I Maintenance (18.40) Street I General Maintenance Services (22.70) (4.10) I Engineering (5.75) 194 PUBLIC WORKS ADMINISTRATION 8001 PUBLIC WORKS ADMINISTRATION 8003 RESOURCE RECOVERY 8004 NON POINT SOURCE 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 Expenditures by Division 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 244,893 261,118 398,436 414,082 1,791,593 1,726,524 2,024,243 2,102,909 356,545 334,611 365,312 353,754 2,393,031 2,322,253 2,787,991 2,870,745 113,941 135,038 148,198 157,435 113,941 135,038 148,198 157,435 384,831 540,514 684,728 688,182 103,775 104,115 105,855 114,167 488,606 644,629 790,583 802,349 1,075,987 982,142 894,902 886,208 1,075,987 982,142 894,902 886,208 46,872 47,097 55,939 64,377 551,747 502,851 585,344 533,280 526,947 485,968 600,229 553,783 794,199 907,943 780,411 733,878 319,126 355,394 265,160 284,132 110,552 128,755 125,154 123,593 2,349,443 2,428,008 2,412,237 2,293,043 195 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 8511 CREEKSIDE PARK TRANSPORTATION 8601 TRAFFIC ENGINEERING 8602 TRAFFIC SIGNAL AND MAINTENANCE 8603 COMPREHENSIVE BIKE/PEDESTRIAN 8604 ALTRAN K12 TRIP REDUCTION Expenditures by Division 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 37,297 0 0 0 129,884 101,387 111,334 116,341 605,011 674,348 757,012 561,007 1,008,222 351,197 219,292 227,489 502,202 462,009 422,971 420,359 6,515 5,613 33,500 18,500 553,135 625,923 582,296 607,409 402,739 445,201 490,380 543,298 159,535 155,473 197,072 206,988 3,404,540 2,821,151 2,813,857 2,701,391 472,990 425,869 441,814 497,519 141,488 98,674 104,803 68,102 339,346 478,193 269,715 263,676 353,574 328,995 485,480 363,298 83,215 156,429 179,775 189,679 40,515 52,460 57,303 105,864 78,505 88,709 88,028 100,666 12,979 18,216 34,186 33,912 34,053 28,806 38,516 32,184 145,565 167,043 206,139 261,685 46,879 40,074 60,589 58,626 1,749,109 1,883,468 1,966,348 1,975,211 459,358 480,885 385,201 404,452 530,046 369,802 384,295 399,965 24,429 8,447 0 0 0 15,000 0 0 1,013,833 874,134 769,496 804,417 196 GENERAL SERVICES 8830 STREETLIGHTING 8840 GENERAL SERVICES FIXED ASSETS ACQUISITION 9820 FIXED ASSETS ACQUISITION TOTAL 2000-01 Actual Expen~turesbyDivision 2001-02 2002-03 Acm~ Adopted 2003-04 Adopted 323,932 518,452 484,472 486,707 882,248 810,155 901,320 908,980 1,206,180 1,328,607 1,385,792 1,395,687 331,946 213,000 193,500 0 331,946 213,000 193,500 0 14,126,616 13,632,430 14,162,904 13,886,486 197 PUBLIC WORKS ADMINISTRATION PROGRAM OVERVIEW Administers the different divisions within the Public Works Department -- Engineering, Environmental Programs, Transportation, Facilities, General Services, Grounds, and Streets. SERVICE OBJECTIVES Carry out the responsibilities of the Public Works Department 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. 198 ADMINISTRATION 8000 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 444,743 465,141 614,221 639,865 11,322 21,358 23,750 31,950 1,932,338 1,829,104 2,135,000 2,184,800 4,630 6,650 15,020 14,130 2,393,033 2,322,253 2,787,991 2,870,745 General Environmental Management Resource Recovery Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 244,893 261,118 398,436 414,082 356,545 334,611 365,312 353,754 1,791,595 1,726,524 2,024,243 2,102,909 2,393,033 2,322,253 2,787,991 2,870,745 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 2.00 3.00 3.00 2.00 3.00 3.00 199 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. 200 ENVIRONMENTAL PROGRAMS 8005 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 11,425 11,201 9,676 10,135 57,227 66,355 65,200 65,200 43,318 54,692 65,512 75,000 1,970 2,790 7,810 7,100 113,940 135,038 148,198 157,435 Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted General 113,940 135,038 148,198 157,435 Total 113,940 135,038 148,198 157,435 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 2.35 2.57 2.42 2.35 2.57 2.42 201 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 ail private developments including residential, commercial and industrial to ensure conformance with City standards. Inspection services ensure compliance with city standards on all public and private projects. SERVICE OBJECTIVES Respond to public inquiries or complaints in a timely manner. Ensure that all public improvements are constructed in accordance with City standards. Place safety of the general public, City employees and workers as the highest priority on construction sites. Minimization of injury accidents and prevention of fatalities is safety goal. Maintain infrastructure at the least possible cost by selecting the program to yield the best benefit/cost ratio. Continue to expand GIS system. 202 ENGINEERING SERVICES 8100 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 370,405 393,686 553,033 571,649 18,317 20,675 22,300 19,300 41,222 168,292 156,400 156,400 58,662 57,980 58,850 55,000 488,606 640,633 790,583 802,349 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 488,606 640,633 790,583 802,349 488,606 640,633 790,583 802,349 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 5.75 5.75 5.75 5.75 5.75 5.75 203 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 thc service center and clerical support. Costs related to non-specific activity functions; such as, sick leave, holiday, vacation, other leaves, travel time, contract administration for school crossing guards, and equipment operating cost, are recorded to this cost center. SERVICE OBJECT1VIES Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs, vehicle and equipment, and streetlights. Maintain records of all complaints and requests for services by tracking responses through computer programs. Maintain productivity units of measure for each task performed by employee and activity center. Administer the Elmwood work furlough program to assist in daily cleanup tasks in the City. 204 SERVICE CENTER 8200 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 Actual Actual Adopted 2003-04 Adopted 537,701 449,177 354,462 360,328 45,214 46,936 50,000 59,500 38,234 94,149 117,650 117,650 454,838 391,880 372,790 348,730 1,075,987 982,142 894,902 886,208 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 1,075,987 982,142 894,902 886,208 1,075,987 982,142 894,902 886,208 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 2.20 2.20 2.20 2.20 2.20 2.20 205 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 school sites for recreational activities at Hyde, Eaton, Lincoln, Regnart, Faxia, Stevens Creek, Garden Gate, Monta Vista, and Kennedy schools consisting of approximately 52 acres. SERVICE OBJECTIVES Dally 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 for (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. 206 GROUNDS 8300 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 1,060,042 1,206,204 1,261,302 1,297,538 517,131 624,022 633,425 631,925 265,292 177,602 206,000 204,000 350,049 267,781 150,000 7,500 156,930 152,400 161,510 152,080 2,349,444 2,428,009 2,412,237 2,293,043 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 2,349,444 2,428,009 2,412,237 2,293,043 2,349,444 2,428,009 2,412,237 2,293,043 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 18.50 18.40 18.40 18.50 18.40 18.40 207 PUBLIC WORKS STREETS PROGRAIVl OVERVIEW The Streets Division maintains all street rights-of-way pavement, including curb, gutter, sidewalks, street signs and markings, storm drain system. Administers the street-cleaning program. The division maintains another 31.54 developed acres of median and overpasses, 21.69 undeveloped acres, and approximately 13,000 street trees within the park strip. SERVICE OBJECTIVES Provide high-level maintenance of city's infrastructure to protect the City's investment. Continue annual street maintenance program consisting of slurry sealing and improving the structural integrity by adding asphalt overlays to existing facilities. The City utilizes an up-to- date computerized pavement management program that assists in developing priorities and providing future planning for scheduling road improvements and maintaining all the streets in the community. Cleanup of storm drain inlets and respond to citizen requests immediately. Perform mainline cleaning contractual arrangements. The City pays San Jose a fee for use of San Jose's facilities in the area that was de-annexed from San Jose and annexed to Cupertino. Perform street cleaning every two weeks in residential areas and every week in the commercial and industrial areas. The City presently has approximately 610 curb miles that are swept each month. Annual maintenance of sidewalks, curbs, and gutters through contractual service. Respond within 24 hours for emergency or temporary repair to alleviate hazardous conditions. Perform maintenance of all streets, traffic signs and markings within 24 hours to minimize liability. Repaint markings and legends once a year prior to the beginning of the school year and centerline striping as needed. Maintenance of street trees: staff performs watering, spraying, staking, pruning, and fertilizing in the commercial areas. Contract for major tree maintenance. Administer and schedule the weekday and weekend Elmwood work furlough program. Maintenance of landscaping medians strips, landscape roadsides and public right of ways: Staff performs maintenance of irrigation systems, weed control, pruning and fertilizing of plant material in these areas. Pond Maintenance. 208 STREETS 8400 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 1,319,457 1,269,665 1,491,927 1,572,661 290,516 314,815 308,200 329,200 1,463,790 920,137 746,500 531,500 73,683 55,761 9,500 14,500 257,094 260,770 257,730 253,530 3,404,540 2,821,148 2,813,857 2,701,391 Gas Tax General Fund Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 1,289,100 1,487,554 1,399,275 1,208,855 2,115,440 1,333,594 1,414,582 1,492,536 3,404,540 2,821,148 2,813,857 2,701,391 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 22.35 22.55 22.70 22.35 22.55 22.70 209 PUBLIC WORKS FACILITIES PROGRAM OVERVIEW Provides maintenance and mechanical services to all public buildings. These include 13 City- owned buildings and nine single standing restroom facilities. Administers the janitorial contract, alarm system, and the maintenance of building equipment at all City facilities and special projects. SERVICE OBJECTIVES Maintain City buildings and installations to reflect community pride by responding to citizen request within 24 hours. Strive for safe and clean working environment for the public and employees and reduce complaints to less than 24 requests per year. Maintain City communication system and telephone system. 210 FACILITIES 8500 PUBLIC WORKS Expenditures by Category Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 493,379 506,933 552,758 575,501 433,131 500,820 571,700 626,450 422,186 473,512 542,400 482,500 371,324 383,823 271,500 252,000 29,089 18,380 27,990 38,760 1,749,109 1,883,468 1,966,348 1,975,211 General Sports Center Total Expenditures by Fund 2000-01 2001-02 2002-03 Actual Actual Adopted 2003-04 Adopted 1,603,544 1,716,425 1,760,209 1,713,526 145,565 167,043 206,139 261,685 1,749,109 1,883,468 1,966,348 1,975,211 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 7.40 7.30 7.30 7.40 7.30 7.30 211 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 intemonnects, 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. For bicycle and pedestrian facilities, they are implementing the Mary Avenue Bicycle Footbridge. SERVICE OBJECTIVES Ensure the efficiency and safety of the street system through continual observation of traffic signals and other traffic control devices. Review traffic collision reports periodically, traffic flow patterns annually, intersection levels of service annually, and neighborhood traffic issues as needed. Cooperate with neighboring jurisdictions on mutual issues that affect both traffic safety and traffic efficiency at city boundaries. Continue training personnel in traffic engineering by encouraging attendance at classes and seminars at least once a year. Maintain the level of service on the traffic control systems by monitoring traffic volumes at least once per year and updating the traffic signal timing patterns more frequently. 212 TRANSPORTATION 8600 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 536,523 536,451 416,776 432,787 77,258 61,382 77,650 79,000 221,394 216,604 236,500 240,000 144,066 27,227 0 0 34,592 32,470 38,570 52,630 1,013,833 874,134 769,496 804,417 General Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 1,013,833 874,134 769,496 804,417 1,013,833 874,134 769,496 804,417 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 5.35 4.35 4.35 5.35 4.35 4.35 213 PUBLIC WORKS GENERAL SERVICES PROGRAM OVERVIEW Provides maintenance and service to all vehicles (91), rolling stock (48), trailers (16), tiding mowers (12), and all power equipment (221). Maintains (3250) City-owned streetlights, parking lot lights, and park lights. Responsible for inspections of all new street light installations. Responsible for handling of hazardous waste and materials and responding to non-point source spills. Maintains above and below ground fuel tanks. Maintains the complete Service Center yard maintenance. Perform fabrication, welding and repair of metal parts and equipment for City vehicles, apparatus, structures and facilities. Respond to USA underground locates, and mark City owned utilities. Responsible for writing of specifications and bidding process for major pumhasing of trucks, tractors, and other equipment, also administration of street sweeping and storm drain contracts. Responsible for all hazardous waste records, manifests, and reports, as well as all Service Center 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. 214 GENERAL SERVICES 8800 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 343,363 309,951 320,742 346,817 322,051 521,658 479,500 477,000 158,451 92,825 100,000 124,000 39,742 43,330 93,000 65,000 342,573 360,843 392,550 382,870 1,206,180 1,328,607 1,385,792 1,395,687 General Equipment Maintainence Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 323,932 518,452 484,472 486,707 882,248 810,155 901,320 908,980 1,206,180 1,328,607 1,385,792 1,395,687 Full-time Total PersonnelSummary 2001-02 2002-03 2003-04 Actufl Adopted Adop~d 4.10 4.10 4.10 4.10 4.10 4.10 215 PUBLIC WORKS FIXED ASSETS ACQUISrrlON PROGRAM OVERVIEW The purchase of equipment having a value greater than $5,000, expected life of more than one year, and used for general government purposes, is financed from this budget. Equipment users are charged for the use of these assets through a depreciation schedule. Equipment used by Special Revenue and Enterprise funds are charged to the respective funds. SERVICE OBJECTIVES Obtain quality equipment through competitive bidding. CAPITAL OUTLAY Replacement Fund Purchase No activity for fiscal year 2003-04. · Skateboard park vehicles (2) will be returned to the general fleet. · Re-evaluate fleet replacement in fiscal year 2004-05. New Equipment Purchase No activity for fiscal year 2003-04. 216 FIXED ASSETS ACQUISITION 9820 PUBLIC WORKS Capital Outlay Total Expenditures by Category 2000-01 2001-02 2002-03 Actual Actual Adopted 331,946 213,000 193,500 331,946 213,000 193,500 2003-04 Adopted 0 0 Equipment Maintenance Total 2000-01 Actual 331,946 Expenditures byFund 2001-02 2002-03 Actual Adopted 213,000 193,500 331,946 213,000 193,500 2003 -04 Adopted 0 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 217 Notl- Departmental 219 NON-DEPARTMENTAL INTERFUND TRANSFERS 0100 OPERATING TRANSFER OUT GENERAL FUND PARK DEDICATION FUND BLACKBERRY FARM RECREATION PROGRAMS SENIOR CENTER GAS TAX DEBT SERVICE 5301 FACILITY CORPORATION 5304 VALLCO AD 74-3 5306 TRAFFIC IMPACT TOTAL Expenditures by Division 2000-01 2001-02 2002-03 AcCaal Actual Adopted 2003-04 Adopted 13,530,000 9,163,000 26,868,000 4,955,000 675,000 2,400,000 25,000 1,200,000 253,000 175,000 75,000 75,000 275,000 242,000 100,000 100,000 2,000 50,000 50,000 50,000 344,000 230,000 250,000 0 15,079,000 12,260,000 27,368,000 6,380,000 4,957,000 4,935,000 6,007,000 3,547,000 123,000 0 0 0 40,000 39,000 38,000 36,000 5,120,000 4,974,000 6,045,000 3,583,000 20,199,000 17,234,000 33,413,000 9,963,000 221 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 2003-04 fiscal year, budget activity accounts have been established for the following transfers: 1. Funding from the General Fund for capital improvements in the Capital Project Fund: $125,000 for Memorial Park softball field; $50,000 for a City Hall space study; $20,000 for traffic projects. 2. Funding from the General Fund to the Debt Service Fund in the amount of $3,547,000 which provides for the annual payment of the Certificates of Participation for the City Hall/Library remodel, Wilson Park, Memorial Park, Open Space acquisitions, the new library and the new animal control facility. 3. Funding from the General Fund to the Management Information Systems Fund in the amount of $170,000 which provides for new technology equipment. 4. Funding from the General Fund to the Gas Tax Fund in the amount of $1,025,000 to provide for costs associated with the street projects. 5. Funding from the Park Dedication Fund to the General Fund in the amount of $1,200,000 to provide for payback of advances on parkland. 6. Funding from the General Fund to the Leadership Cupertino Fund in the amount of $18,000 to augment the existing program. 7. 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. 8. Funding from the Recreation Program Fund to the General Fund in the amount of $100,000 to provide for partial payment of debt service. 9. Funding from the Senior Center Fund to the General Fund in the amount of $50,000 to provide for partial payment of debt service. 222 INTERFUND TRANSFERS 0100 INTERFUND TRANSFERS Operating Transfers Out Total Expenditures by Category 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 15,079,000 12,260,000 27,368,000 6,380,000 15,079,000 12,260,000 27,368,000 6,380,000 General Park Dedication Blackberry Farm Recreation Fund Senior Center Gas Tax Total Expenditures by Fund 2000-01 2001-02 2002-03 2003-04 Actual Actual Adopted Adopted 13,530,000 9,163,000 26,868,000 4,955,000 675,000 2,400,000 25,000 1,200,000 253,000 175,000 75,000 75,000 275,000 242,000 100,000 100,000 2,000 50,000 50,000 50,000 344,000 230,000 250,000 0 15,079,000 12,260,000 27,368,000 6,380,000 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 223 NONDEPARTMENTAL DEBT SERVICE PROGRAM OVERVIEW The Debt Service Program provides for the payment of principal and interest obligations and associated administrative costs incurred with the issuance of debt instruments for the City and the Public Facility Corporation. The budget includes funding for the following debt service payments: 1. The Public Facility Corporation's annual payments of principal and interest on the City Hall/Library, Wilson/Memorial Open Space and Library Certificates of Participation (COP). In September, 2002, the City refinanced its $44 million in debt to obtain a lower interest rate and extend debt maturity. An additional $10 million was issued to ensure adequate funding of the five year Capital Improvement Program, and primarily the new library project. The majority of the borrowings occurred in early 1990 to acquire additional park real estate and expand community facilities. A breakdown of the capital acquisitions follows: Increased 90 acres of park real estate to 190 acres, a 111% increase; Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase; Specific pumhases included: Blackberry Farm - $18 million, voter approved debt; Cmekside Park - $12 million voter approved debt; Sports Center - $8 million; Quinlan Community Center, including park real estate - $6.1 million; Wilson Park and improvements - $5.6 million; Jollyman Park development - $1 million; City Hall renovation/improvements - $1.7 million; Library renovation/improvements - $1.7 million. New library/community center - $10 million. 2. The annual payment of principal and interest on outstanding special assessment bonds for Traffic Impact. The City acts as agent for the property owners of parcels upon which assessments were made for local improvements and therefore is not a guarantee or directly liable for the debt. 224 DEBT SERVICE 5301-5306 DEBT SERVICE Debt Service/Other Total 2000-01 Actual 5,120,000 5,120,000 Expenditures by Category 2001-02 2002-03 Actual Adopted 4,974,000 6,045,000 2003 -04 Adopted 3,583,000 4,974,000 6,045,000 3,583,000 Facilities Corporation Traffic Impact Vallco Park Bond 74-3 Total 2000-01 Actual 4,957,000 40,000 123,000 5,120,000 Expenditures by Fund 2001-02 2002-03 2003-04 Actual Adopted Adopted 4,935,000 6,007,000 3,547,000 39,000 38,000 36,000 0 0 0 4,974,000 6,045,000 3,583,000 Full-time Total Personnel Summary 2001-02 2002-03 2003-04 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 225 Five Year Capital Improvements Program Fiscal Years 2003-04 to 2007-08 227 Balance Proposed Five Year Capital Improvement Program Fund Description 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 9100 420-9115 550-9112 280-9213 425-9313 425-9314 420-9121 93OO 420-9116 9200 423-9222 420-9223 420-9224 560-9105 426-9212 420-9546 9400 270-9450 9600 270-9443 270-9701 270-9449 270-9447 Parks Skate Park Blackberry/McClellan Ranch Master Plan McClellan Ranch Park Improvement City Center Park City Center Park Public Art Memorial Park Softball Field Renovation 182,000 150,000 212,000 1,075,000 144,000 25,000 125,000 1,788,000 125,000 0 0 0 0 483,000 483,000 0 0 0 0 0 Total Trails San Tomas Aquino/Saratoga Creek Trail Total Buildings Library Civic Center Improvements Civic Center Plaza Blackberry Farm Improvements Sports Center Building 1. Traffic Operations Center Relocation 2. DAC^ Pool Bathhouse Reconstruction 3. City Hall Electrical Capacity and Space Study 21,000,000 2,500,000 960,000 525,000 75,000 75,000 75,000 2,350,000 200,000 250,000 50,000 Total Streets Pavement Management Total Pedestrian/Bicycle Facilities Bollinger Bike Lanes/Calabazas Cr. Bridge Sidewalk Gaps in Unimproved Areas Mary Avenue Bicycle Footbridge Mary Avenue Crosswalk/Parking Total 27,535,000 125,000 75,000 325,000 75,000 720,000 750,000 750,000 750,000 750,000 720,000 750,000 750,000 750,000 750,000 336,000 75,000 75,000 75,000 1,000,000 800,000 4,800,000 140,000 75,000 75,000 75,000 750,000 750,000 1,551,000 875,000 4,875,000 75,000 75,000 75,000 75,000 75,000 75,000 Balance Proposed Five Year Capital Improvement Program Fund Description 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 9500 Traffic Facilities 270-9435 Neighborhood Traffic Calming Measures 420-9545 420-9544 420-9547 420-95xx 420-9548 420-9534 Traffic Signal Upgrades Various Locations Safe Routes to School-Cupertino High 1. Safe Routes to School-Garden Gate 2. Yellow & Ped Head LED Traffic Signal Program 3. Traffic Signal Battery Power Backup System 4. Traffic Related Street Walkability Modifications De Anza Advance Traffic Management System Total 9700 Storm Drainage 210-9612 Minor Storm Drain Improvements 215-9620 Monta Vista Storm Drainage System Total Total Capital Improvement Program Total Outside Revenue Share N~City Funding 115,000 25,000 150,000 500,000 205,000 140,000 200,000 5,000 710,000 140,000 1,620,000 430,000 140~000 0 0 0 215,000 75,000 75,000 75,000 75,000 75,000 1,100,000 1,315,000 75,000 75,000 75,000 75,000 75,000 35,012,000 2,380,000 5,915,000 1,225,000 975,000 975,000 2,850,000 1,025,000 4,800,000 250,000 0 0 32,162,000 1,355,000 1,115,000 975,000 975,000 975,000 REVENUE Proposed Five Year Capital Improvement Program Current Fund Description Fundin~l Source 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 9100 Parks 420-9314 City Center Park/Public Art Total Developer 9200 Buildings DACA Pool/Bathhouse 423-9222 Library Total DACA Library Friends Fundraising Campaign 9300 420-9116 Trails Ban Thomas Aquino/Saratoga Trail/Bicycle Measure B&Trans. Fund for Clean Air Total 9400 Streets 270-8404 Pavement Management Total Trans. Equity Act 21 st Century (TEA-21) 9500 420-9544 420-9547 Traffic Facilities Safe Routes to School-Cupertino High 1. Safe Routes to School-Garden Gate 3. Traffic Signal Battery Power Backup Total SRS SRS California Energy Commission 9600 270-9449 270-9449 270-9449 270-9449 Pedestrian/Bicycle Facilities Mary Avenue Bicycle Footbridge Mary Avenue Bicycle Footbridge Mary Avenue Bicycle Footbridge Mary Avenue Bicycle Footbridge Total VTA Measure B State (Sher) City of Sunnyvale Caltrans 304/TFCA TOTAL OUTSIDE REVENUE SHARE 140,000 140,000 0 0 0 0 0 250,000 1,200,000 1,200,000 0 0 250,000 0 0 305,000 305,000 0 0 0 0 0 TBD 0 0 0 0 0 0 405,000 185,000 200,000 405,000 385,000 0 0 0 0 800,000 640,000 3,800,000 500,000 240,000 260,000 800,000 640,000 4,800,000 0 0 0 2,850,000 1,025,000 4,800,000 250,000 0 0 Fund Description 9100 Parks 9200 Buildings 9400 Streets McClellan Road (Orange to Linda Vista) McClellan Road/Stelling to DeAnza 9500 Traffic Facilities 420- 1. Intel. Trans. Sys. West 420- 2. Integrated Traffic Count Station Upgrade Total Unfunded Projects Current 2002-03 Unfunded Five Year Capital Improvement Program 2003-04 2004-05 2005-06 2006-07 250,000 2,250,000 150,000 950,000 2007-08 50,000 125,000 175,000 0 0 0 0 325,000 1,200,000 2,250,000 0 0 150,000 1,200,000 2,250,000 0 0 0 ~¥ OF FUNDING SOURCES G F=GENERAL FUND 455,000 215,000 75,000 75,000 75,00(; 895,000 RC=BLACKBERRY FARM 75,000 75,000 75,000 75,000 75,00C 375,000 GT=GAS TAX 750,000 750,000 750,000 750,000 750,00(; 3,750,000 El=ENVIRONMENTAL IMPACT 0 0 0 0 C O PD=-PARK DEDICATION 0 0 0 0 C O SD=STORM DRAIN 75,000 75,000 75,000 75,000 75,00(; 375,000 RA=RESERVE ACCOUNT 0 0 0 0 (; O TG=TRANSPORTATION GRANT FUND 1,025,000 4,800,000 0 0 (; 5,825,000 PG=PARK GRANT 0 0 0 0 (; O DV=DEVELOPER CONTRIBUTION 0 0 250,000 0 (; 250,000 TOTALS 2,380,000 5,915,000 1,225,000 975,000 975,00(; 11,470,OOO SUMMARY OF PROGRAMS PARKS 125,000 0 0 0 C 125,OOO TRAILS 0 0 0 0 C O BUILDINGS 125,000 75,000 325,000 75,000 75,00C 675,000 STREETS 750,000 750,000 750,000 750,000 750,00C 3,750,000 TRAFFIC FACILITIES 430,000 140,000 0 0 (; 570,000 STORM DRAIN 75,000 75,000 75,000 75,000 75,00(~ 375,000 PEDESTRIAN/BICYCLES FACILITIES 875,000 4,875,000 75,000 75,000 75,00C 5,975,000 TOTALS 2,380,000 5,915,000 1,225,000 975,000 975,00~ 11,470,OOO SUMMARY OF OPERA~ING MAINTENANCE OM=OPERATING MAINTENANCE 0 0 0 0 G SMUM'~A "'"" "'"" ' ' ' GF=GENERAL FUND 125,000 RC=BLACKBERRY FARM GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION PARKS TOTAL 125,000 0 0 0 0 SUMMARY OF PR~RAMS MEMORIAL PARK SOFTBALL FIELD RENOVATION 125,000 TOTAL 125,ooo o o o o SUMMARY OF OPERATING MAINTEN~CE OM--OPERATING MAINTENANCE MEMORIAL PARK SOFTBALL FIELD RENOVATION Renovation of existing softball field including upgrade of irrigation system, correct field drainage problems, new turf and infield area system, and infield area and new lighting. COST 125,000 GF GF=GENERAL FUND RC=BLACKBERR¥ FARM GT=GAS TAX EI=ENVrRONMENTAL rMPACT PD=PARK DEDICATION SD:STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DY=DEVELOPER CONTRIBUTION BUILDINGS TOTAL TOTAL SUMMARY OF OPERATING MAINTENANCE OM=OPERATING MAINTENANCE GF=GENERAL FUND 50,000 RC=BLACKBERR¥ FARM 75,000 75,000 75,000 75,000 75,000 GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTAT~ON GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION 250,000 BUILDINGS TOTAL 125,000 75,000 325,000 75,000 75,000 SUMMARY OF PROGRAMS BLACKBERRY FARM IMPROVEMENTS 75,000 75,000 75,000 75,000 75,000 DACA POOL BATHHOUSE RECONSTRUCTION 250,000 CITYHALL ELECT. CAP. & SPACE UTILIZATION STUDY 50,000 TOTAL 125,000 75,000 325,000 75,000 75,000 SUMMARY OF OPERATING MAiNTEN~CE OM=OPERATING MAINTENANCE 0 0 3LACKBERRY FARM IMPROVEMENTS 9105 In order to bring Blackberl~ Farm up to current codes and remain commercially compelJtive, significant improvsrnents to ex~sting structures and facilities must be made over the next several years. Funding ccmes frcrn excess revenues generated by the picnic grounds and gall course. Project Cost 75,000 RC 75,000 RC 75,000 RC 75,000 RC 75,000 RC DACA POOL BATHHOUSE RECONSTRUCTION Reconstruction of the ex, sUng pool bathhouse at the Sports Center. The new bathhouse will be ADA compliant end meet all CBC code requirements. Project Cost 250,000 DV CITY HALL ELECTRICAL CAPACITY AND SPACE UTILIZATION STUDY The feasibility study will evaluate current and future space requirements including recoflfiguration of Council chamber, evaluate the feasibility of a "second level' office space over the e.~dsting roof line, evaluate the feasibility of moving the emergency generator outside and, the feasibility of upgrading the limited capacity of the electrical system. Feasibility Study 50,000 GF GF=GENERAL FUND RC=BLACKBERRY FARM GT=GAS TAX 750,000 750,000 750,000 750,000 750,000 El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION STREETS TOTAL 750,000 750,000 750,000 750,000 750,00(; SUMMARY OF PROGRAMS PAVEMENT MANAGEMENT 750,000 750,000 750,000 750,000 750,00C TOTAL ................................................................................................................. 750,000 750,000 750,000 750,000 750,00~ PAVEMENT MANAGEMENT 9450 Annual City funding of $750,000. Aciual PMS bacldog is $1,540,000, Additional Grant Funding will be sought on an annual basis for the shortfall in the backlog. Project Cost 750,000 GT 750,000 GT 750,000 GT 750,000 GT 750,000 GT MAR~ OF FUNDING SOURCES GF=GENERAL FUND 45,000 140,000 RC=BLACKBERRY FARM GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND 385,000 PG=PARK GRANT DV=DEVI=LOPER CONTRIBUTION STREETS TOTAL 430,000 140,000 0 0 0 ~UMMAR¥ OF PROGRAMS NEIGHBORHOOD TRAFFIC CALMING MEASURES 25,000 SAFE ROUTES TO SCHOOL-GARDEN GATE 205,000 YELLOW LED TRAFFIC SIGNAL 140,000 TRAFFIC SIGNAL BATTERY POWER BACKUP SYS. 200,000 TOTAL 430,000 140,000 0 0 0 SUMMARY OF OPERATING MAINTE~NCE OM--OPERATiNG MAINTENANCE NEIGHBORHOOD TRAFFIC CALMING MEASURES Establish new fund for neighborhood traffic calming which requires modifications of the roadway. Certain criteria must be met before funds are used. Funding for as needed during year. Project Cost 25,000 GF SAFE ROUTES TO SCHOOL - GARDEN GATE Install sidewalks where gaps exist cn Stelling Rd., Greenleaf Dr. and o~ Ann Arbor Aw. to proMde a safe route to Garden School. This is a. Grant project yet to be funded. Project Coat Transportation Grant Fund Share 185,000 TG City's Share 20,000 GF YELLOW & PED HEAD LED TRAFFIC SIGNAL UPGRADE This project would re-lamp all of the yallow & pod head indicators with light emitting diode or LED in all of the traffic signals. This is the last phase of changing all of the indicators to LED. This phase would be ccrnpleted over 2 years. Project Cost 140,000 GF rRAFFIC SIGNAL BATTERY POWER E~ACKUP SYSTEM Installation of a battery power backup system for major intersections. This would allow the traffic signal to continue to fully operate when there is a short duration i)ower failure. The interestion$ I~roposed to rec6~:ve the backuI3 svstem are: 11 Intersections on De Anza Blvd. 11 intersections on Stevens Creek Blvd. 4 intersections on Wolfe Rd. Project Cost 200,000 TG GF=GENERAL FUND RC=BLACKBERRY FARM GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=-PARK DEDICATION SD---STORM DRAIN 75,000 75,000 75,000 75,000 75,000 PA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION STREETS TOTAL 75,000 75,000 75,000 75,000 75,000 ~,UMMARY OF PROGRAMS : MINOR STORM DRAIN IMPROVEMENTS 75,000 75,000 75,000 75,000 75,000 TOTAL 75,000 75,000 75,000 75,000 75,000 ~UMMARY OF OPERATING MAINTENANCE OM--OPERATING MAINTENANCE MINOR STORM DRAIN IMPROVEMENTS 9612 Funding for emergency drainage repairs as needed in various locations Project Cost 75,000 SD 75,000 SD 75,000 SD 75,000 SD 75,000 SD PED:ESTRIAN~IC¥CLE FACILITIES SUMMARY FIVE YEAR PROGRAM ~h~5 SUMMARy ~ ~L~ SUMMAR~ OF FUNDING SOURCES GF=GENE~L FUND 235,~ 75,0~ 75,0~ 75,~ 75,~C RC=B~CKBERRY FARM GT=GAS T~ EI=ENVIRONME~AL IMPACT P~PARK DEDICATION S~STORM D~IN ~RESERVE ACCOU~ SC=STEVENS CREEK FUND TG:T~NSPORTATION G~NT FUND ~0,~0 4,8~,~ 0 0 0 PG=PARK G~ DV=DEVELOPER CONTRIB~ION ME~S ~D OVERPASSES TOTAL 875,~ 4,875,~ 75,~ 75,~ 75,~ SUMM~RY OF PROGRAMS SIDEWALK GAPS IN UNIMPROVED AR~S 235,~ 75,~ 75,0~ 75,000 75,~0 MARY AVENUE BICYCLE FOOTBRIDGE 640,~0 4,8~,~ 0 0 0 SUMMAR~ OF OPE~TING MAINTEN~CE ~ OM=OPE~TING MAI~E~NCE SIDEWALK GAPS IN UNIMPROVED AREAS 9701 There are areas in the Ciiy where minor modifications could improve Project Cost 75,000 GF 75,000 GF 75,000 GF 75,000 GF 75,000 GF MARY AVENUE BICYCLE FOOTBRIDGE 9449 Construction of a Bicycle Footbridge on Mary Ave. alignment o,,~r Route 280. Additional funding needed $3.5 million. Construction Cost 640,000 TG 4,800,000 TG 160,000 GF