101-A - FY 2012-13 Annual Report.pdfAnnual Report
Fiscal Year 2012 –2013
1
Contents
Introduction
T hroughout the recent recession, the City of Cupertino was able to thrive
due to lessons learned from the dotcom bust of the early 2000s. This initial
economic downturn from 2000 – 2004 brought about proactive policies like the
Fiscal Strategic Plan and Reserve Policies that enabled the City to be in a financially
sustainable position in relation to other cities, counties and the State of California. Over
the last two fiscal years, the City has added to its General Fund balance. This annual
report provides an overview of accomplishments, programs and projects for Fiscal
Year 2012 – 2013.
With all the accomplishments from the last year, there is still more work to do, and we
anticipate adding additional policies, schedules, and performance measures for con-
tinued service improvement for the coming year.
CiTY
ManaGeR
4
ParkS &
ReCReaTion
6
PubliC
WOrkS
9
COmmuniTY
DeveloPMenT
14
admin
SeRviCeS
18
SheRiFF’S
oFFiCe
22
CiTY
aTToRney
25
eleCTeD
OFFiCialS
& C O n Ta CTS
26
CiTY
BuDGeT
2
2
Overview
The Fiscal Year 2013-14 Final adopted budget
is a balanced and fiscally responsible spending
plan and is balanced for the next four years
as well. although fund balance will be used to
complete several one-time special and capital
projects this fiscal year, ongoing revenues
continue to fully support ongoing operating costs.
Despite the City’s reliance on a highly volatile
high tech industry, it has managed the loss of
two of the top business-to-business sales tax
producers by controlling expenses, encouraging
economic development, and expanding revenue
sources. Cupertino continues to maintain
an outstanding school system and deliver
exceptional services, and as always, will
continually seek ways to enhance its services for
residents and promote a community built on the
values of education, innovation and collaboration.
revenues: Where does the
City get its money?
Total City revenues for FY2014 are expected to
be $83,202,272, an increase of $2,821,076 or
3.5% from the prior year’s revenues. Revenues
by fund for the City are projected as follows:
General Fund
Pays for core services like public safety, parks
and recreation, community development, and
public works. revenue for this fund comes
primarily from property and sales tax, franchise
fees, and charges for services.
Annual Budget
revenues by Fund
internal Service
$6,262,639
7%
enterprise
$7,293,000
9%
Capital Projects
$5,913,500
7%
debt
Service
$3,079,000
4%
Special
revenue
$9,163,804
11%
General Fund
$52,188,660
62%
Special Revenue Fund
accounts for the proceeds of special revenue
sources legally restricted to expenditures for
specific purposes.
Debt Service Fund
Pays principal, interest and associated
administrative costs incurred with the issuance of
debt instruments.
Capital Projects Fund
Pays for the acquisition and construction of major
capital facilities from General Fund revenues.
Enterprise Fund
Pays for specific services that are funded directly
by fees charged for goods or services.
Internal Service Fund
Pays for goods or services provided amongst
City departments or governments on a cost-
reimbursement basis.
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Public Works:
$23,003,668
Street sweeping and maintenance, graffiti
removal, traffic safety, solid waste and
recycling, stormwater management, urban
runoff pollution prevention, tree removal/
replacement, engineering services
non departmental:
$19,523,642
This includes funding for the City’s
debt service and transfers out to
other funds primarily to fund capital
project costs.
law enforcement:
$9,992,234
Police, animal and noise control,
emergency response, vehicle code
enforcement
Parks and recreation:
$9,689,789
Park development and supervision,
leadership training, youth and senior
programs, community/recreational events
Community development:
$7,701,212
building inspection, permit review, safety
code enforcement, safety training
administrative Services:
$7,152,789
Human resources services, risk
management, information technology,
finance, business licensing
administration:
$3,399,328
City administration, Community outreach,
sustainability programs, economic
development, records management, legal
counsel
Public affairs:
$1,965,055
City program development, governmental
transparency (City website and channel),
community outreach, emergency
preparedness
City Council & Commissions:
$774,555
establishment of public policies
Sales Taxes
For every dollar you spend, you are taxed 8.75 cents. agencies receive
a portion in the following breakdown:
Your Taxe S
Property Taxes
For every dollar collected in property taxes, agencies receive a portion
per the following breakdown:
Sales Tax distribution
Property Tax distribution
County General Purpose
0.125
1%
bay area air Quality
management
$0.002
County Transportation
0.25
3%City
1.0
11%
eR aF
$0.086
9%
Foothill deanza
Community College
$0.064
6%
Fremont
union High
$0.167
17%
mid Peninsula regional
Open Space
$0.015
1%
Santa Clara valley Water District
$0.017
2%City of
Cupertino
$0.056
6%
Santa Clara valley
Transportation
authority
1.125
13%
State
6.25
72%
County
$0.345
34%Cupertino union
elementary
$0.248
25%
City Services
Services provided by each department are as follows
(by descending order of costs):
Total City expenditures for FY2014 are estimated at $89,074,272, an
increase of $142,731 or 0.2% from the prior amended budget. Costs to the
City are allocated by department as follows:
expenditures: How does the City spend its money?
expenditures by Department
administrative Services
$7,152,789
8%
administration
$3,399,328
4%Public Works-Capital Projects
$5,872,000
6%
Public Works
$23,003,668
26%
Public affairs
$1,965,055
2%
Planning and
Community development
$7,701,212
9%Parks and recreation
$9,689,789
11%
non-departmental
$19,523,642
22%
law enforcement
$9,992,234
11%
City Council
and Commissions
$774,555
1%
annual BuDGeT
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Overview
Mission
The mission of the City Manager’s office
is to provide professional leadership in the
administration and execution of policies and
objectives formulated by the City Council; to
develop and recommend alternative solutions to
community problems for Council consideration;
to plan and develop new programs to meet future
needs of the City; to prepare the annual budget;
and to foster community pride in city government
through excellent customer service.
Department Divisions
in addition to supporting the day-to-day
operations of all City departments, the City
Manager’s office is responsible for the direct
supervision of environmental affairs, economic
development, City Clerk, and Public affairs.
Goals and objectives
• accomplish the City Council’s work program
• ensure the proper management of city
operations and public representation and
participation
• ensure 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
• Collect and analyze relevant data to
demonstrate compliance with state and federal
regulations
• Provide assistance and support to businesses
to enable job creation
• Provide complete, accurate, and timely
information to the public, City Council, and staff
City Manager
operating Budget
• City Manager $1,082,742
• environmental affairs $209,411
• economic Development $160,503
• City Clerk $671,133
• Public affairs $1,965,055
major Projects/Programs/
accomplishments
• in F y14, we will continue the fiscally
responsible policies that have put us in a
healthy economic condition, but we will
also begin to focus on accountability and
transparency in the budget.
• a “how to Start a Business in Cupertino”
booklet was created in print and online at
www.inbusinesscupertino.com. This 10-step
guide provides the essentials of starting a new
business, which includes explanations and contact
information for local, state, and federal agencies.
• The environmental affairs Division received
$101,500 via two consecutive rounds of Silicon
Valley energy Watch Community energy
Champions grants and a $30,340 Santa
Clara County Public Health Department
Communities Putting Prevention to Work grant
to hire four Climate Corps bay area ameriCorps
members (2012 – 2014) to launch and then expand
the City’s award-winning GreenBiz program and
its successful Growing Greener Blocks initiative.
• 8,760 hours of television and webcasting
programming
• average over 143,000 unique web visitors each
month
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Productivity and efficiency
improvements
• Growing Greener Blocks and the Green
Biz programs have saved the nearly 300
homeowners and 60 businesses $80,000
while reducing our community’s energy use
by 207,000 kilowatt hours (kWh), water use by
5.3 million gallons, and carbon emissions by
885,000 pounds. The net impact of these efforts
is equivalent to removing nearly 100 cars from
the road or planting over 10,000 trees.
Number certified 41 businesses
Number enrolled 18 businesses
kWh savings 96,422 kWh (@ .15/kwh) =
$14,463
Water savings 3,972,072 gallons
[@ $4/ccf → 748 gal/100 cubic
feet (CCF)] = $21,241
Therm savings 1,039 Therms
Total cost savings $5,979 ($35,604 from above)
Reduction in
CO2 emissions
234,733 pounds
awards, Grants, & Recognitions
• The Green California Leadership award for
the Cupertino GreenBiz program
• The acterra Business environmental award
for the Cupertino GreenBiz program
• GreenBiz received two new distinctions this
fiscal year: an acterra “environmental
Project” Business environmental award and
a Green environmental Leadership award
for economic Development. Further, these
awards have garnered the interest of adjacent
jurisdictions, leading to the launch of grant-
funded GreenBiz Mountain view, which will seek
to emulate Cupertino’s success through a new
Chamber-led program model this fiscal year.
• national association of Telecommunication
officers and advisors, 2nd Place for City
Council coverage
Commissions
Library Commission
• 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. Public affairs staff serves as liaison.
Technology, Information and Communication
Commission
• The Technology, information and
Communication Commission (TiCC) is a five
member commission that advises the City
Council and informs the community about
issues relating to the rapidly changing fields of
communication and technology. Public affairs
staff serves as liaison.
The City hosted its first Small Business Symposium
at the Quinlan Center in August.
Representatives from SCORE assist with the training
and resources needed for small business success.
Learning about the importance
of clean creeks at the City’s 5th
Annual Earth Day Festival
CiTy ManaGeR
6
Overview
The Cupertino Parks and recreation department
aligns its programs and activities to the depart-
ment’s vision, mission, values, and outcomes.
Vision
a positive, healthy, connected community
Mission
Cupertino Parks and recreation is committed to
provide opportunities, resources, and services to
the community to enhance the quality of people’s
lives through recreational, educational, and
cultural experiences.
Core Values
Community, Quality and Trustworthiness
outcomes
• a healthy community (Blackberry Farm Golf
Course, Cupertino Sports Center, swimming,
tennis, soccer, softball, basketball and many
other venues)
• a creative and playful community (summer
camps, blackberry Farm Park, noontime
recreation in schools, dance, music and art)
• a well-educated community (preschool, eSl
classes, after-school enrichment programs,
summer school and computer classes)
• a connected and united community (community
service camp, festival support, senior trips, case
management, helping hands and leaders in training)
• a fiscally responsible community (adheres
to budget and embraces an active volunteer
program)
Parks and Recreation
Parks and Recreation’s divisions consist of
administration, leadership 95014, Facilities and
Community events, Senior Programs, Sports and
Fitness, and Youth and Teen Programs.
The Department’s operating budget for Fiscal
Year 2012–2013 was $8,855,051 with 29.53
permanent, benefited positions.
major Projects/Programs/
accomplishments
• increased Sports Center membership to
approximately 2000 members
• Continued leadership 95014
• achieved a 35% increase from 2012 for the Big
bunny Fun run with over 800 participants
• expanded the Community Gardens at
mcClellan ranch for a total of 66 usable garden
plots
• Signed a five-year lease for the Blue Pheasant
property generating approximately $600,000
for the City
• Provided the leader in Training program to
30 teens who assisted in summer camp and
aquatic programs
• Worked in partnership with acterra and other
volunteers for continued habitat restoration in
mcClellan ranch and blackberry Farm
• Began the design phase of the environmental
education Center at McClellan Ranch
• Served twelve Cupertino unified School
district (CuSd) schools through the noontime
recreation program
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• Provided quality programs, important services,
and meaningful volunteer opportunities at the
Senior Center for 53,142 senior adults
• Served 13 schools within Cupertino unified
School district (CuSd) and generated $122,847 in
revenue in the after School enrichment program
• offered additional classes for Fremont unified
High School district (FuHSd) students in
College essay Writing, Trigonometry, Geometry,
and art Portfolio
development
• Coordinated the
annual July 4th
event with 2,000+
participants at
the pancake
breakfast,
750 guests for
the bbQ at
blackberry Farm
Park, and an
evening fireworks display/activities at Sedgwick
elementary School, hyde Middle School, and
Creekside Park
• Provided 289 group picnic site rentals and
served approximately 18,000 people for park
activities at blackberry Farm Park
• Coordinated the Summer Concert Series with
2000+ participants
• Marked the 20th anniversary of the annual
breakfast with Santa event, done in
collaboration with The de anza Optimist Club
of Cupertino
• offered a strong summer aquatics program with
1,752 participants
Productivity and efficiency
improvements
• harvested 924 lbs of oranges and 88 lbs of
lemons at the Stocklmeir orchard to provide to
West valley Community Services
• offered the Cupertino senior adult community
250 educational courses, 36 special event
luncheons, and 33 informative and instructive
presentations given by community experts
• Contributed 28,652 services hours through
the efforts of 259 senior volunteers for
administrative and programming support at the
senior center
• offered 1,819 senior adults opportunities to
remained active, strive for personal autonomy,
and further their education by participating
in the 58 Share discovery Through Travel
program opportunities
• Served 599 people in the Senior Center Case
management Program so that these adults
remained independent and safe in their
own home
• assisted with wildlife monitoring and
fish relocation for Phase ii of the
Stevens Creek
restoration Project
• Completed 565 volunteer hours
through the Helping Hands program
• achieved a 26% increase in participants
over 2012 levels at the Sports Center
for tennis, badminton, table tennis, and
camps — 8,475 participants in total
• expanded the Cinema at Sundown Series
PaRkS anD ReCReaTion
8
to show three movies at blackberry Farm Park
with 1000+ participants for the entire series;
and the memorial Park venue served 2000+
participants
• achieved an 8% increase in sports-related
summer camp participants
awards, Grants &
recognitions
• Received $20,000 grant from older americans
act Funding managed by Council on aging for
the Case management Program
• Received award of excellence from the
California Parks and recreation Society for
outstanding contributions to the community for
the Senior Center’s Citizenship Program
• Recreation Coordinators Justin Cecil and kim
Frey are now Certified Park and Recreation
Professionals (CPRP). The certification was
issued by the national Certification Board and
national recreation and Park association (nrPa).
• Recreation Coordinator kelsey hayes is
currently holding the position of vP of Finance
for the California Parks and recreation Society
(CPRS) District iv executive Board
• Recreation Coordinator lauren neff served as
the vice President of Communication for the
CPRS, District iv
• Recreation Coordinator Dave Jahns completed
the leadership 95014 program along with
training in mass Care and Shelter management
Commissions
Teen Commission
• Collaborated with the City of Saratoga youth
Commission on the Pizza and Politics event held
October 24, 2012 with a successful turnout
• Participated in the intergenerational Tea at the
Senior Center on march 18 — with games and
refreshments
• Coordinated the annual Walk one Week
(W.O.W.) event
• assisted with the Giving Tree program, spon-
sored by West valley Community Services
Parks & Recreation Commission
• Revised the City’s Special events policy criteria
• Considered final design for Mary avenue Dog
Park
• adopted a work program that focuses on long-
term goals and objectives including park master
planning and associated program needs
PaRkS anD ReCReaTion
A lively group enjoys a mahjong game at the
Cupertino Senior Center.
Public Works
Overview
Mission
The Public Works department provides
responsive and high quality public works
services and projects to the public and other
City departments in the areas of engineering,
construction, environmental services, operations
and maintenance.
Goals and objectives
The Public Works department creates a
foundation for a great community by providing
services and projects that are the result of
collaborative interactions with the community’s
residents, businesses and City Council. These
services and projects must be:
• Supportive of an informed public
• Sustainable
• Safe
• Conducive to a high quality of life
• Compliant to regulatory requirements
We achieve these goals by:
• Providing prompt response to clients’ requests
for services and complaints
Public Works projects range from environmental
programs, street repair and tree trimming to
construction of play structures for city parks.
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• Programming and delivering Capital
improvement Projects in a timely and cost-
efficient manner
• Working with other City departments to consis-
tently deliver efficient, high-quality services
• Representing the City on regional issues such
as congestion management and stormwater
management
• Managing regulatory programs such as
stormwater pollution prevention, solid waste
and recycling programs
operating Budget
The department has a staff of 74 and an
operating budget of $23 million
Department Divisions
Engineering Services
• Provide development review, encroachment
permitting, and support of the development
counter
• Review private developments to ensure
conformance with City standards and policies
• ensure compliance with City standards on
public and private projects through inspection
services
• Respond to citizen and other requests related
to infrastructure and other public improvements
Environmental Programs
responsible for the management of
environmental programs including:
• $7 million annual solid waste, recycling and
composting contract
• household hazardous Waste (hhW) program
• Compliance with the State-mandated Municipal
regional Storm Water Permit
Transportation
responsible for developing and maintaining a safe
and efficient transportation
network, which includes:
• Maintenance of 56 traffic
signals
• Placement of traffic
signs, pavement
markings, and other traffic control features
• Reviewing development proposals for traffic
impacts, mitigations and improvements
• Represent the City on various valley
Transportation authority (vTa) working
committees
Capital Improvements
administer a Capital improvement Program (CiP)
including:
• Development of master plans and the
management of the design and construction
of improvements to streets, parks and trail
facilities, and City buildings
Grounds and Fleet
maintain all equipment and 21 park and open
space areas, which include:
• 140 acres of landscape, athletic fields, and
recreational turf areas
• eight CuSD athletic fields, playgrounds and
landscape areas comprising another 52 acres
• 94 vehicles, 54 rolling stock, 18 trailers, 12 riding
mowers, and 234 pieces of power equipment
Streets
• Maintain City streets, traffic signs and
markings, concrete, and streetlights
• Responsible for stormwater pollution
inspections, storm drain maintenance, and
PubliC WOrkS
11
management of street sweeping and school
crossing guard contracts
Trees and Right-of-Way
• Maintain the safety, health and appearance
of approximately 13,000 street trees and 31.5
acres of developed median islands
Facilities
• Provide building and systems maintenance to 13
buildings and nine single standing restroom facilities
• Responsible for evaluation of replacement
equipment regarding life cycle costs and energy
consumption
• administer janitorial contract for all City facilities
major Projects/Programs/
accomplishments
Transportation
• Completed signal coordination effort along
Stevens Creek blvd between bubb and Tantau.
Travel times decreased up to 28% in the a.m.
peak and 40% in the p.m. peak
• installed cameras along Stevens Creek Blvd,
enabling real-time response to traffic conditions
• Completed sidewalk feasibility pedestrian
safety studies for mcClellan road corridor near
tri-school area
environmental Programs
• educated and engaged public on litter
issues throughout reusable bag ordinance
consideration
• launched “Cleaner Cupertino” reusable bag
campaign, including press releases, event
tabling, retailer kits, and ~ 250 retailer site visits
• Renegotiated household hazardous Waste
(HHW) agreement with County to supplement
City’s program with free hhW waste drop-off for
residents at reduced annual cost
• installed 51 trash capture baskets and 66 inlet
screens
• installed 20 recycle/compost/trash bins at
blackberry Farm Park
• Reduced amount of waste sent to landfills
annually by 1,715 tons and increased collection
of recyclable and compostable material by
5,850 tons
• Gave free organic compost to 1,844 residents
at distribution site
• held 6 clean-up events at Stevens and
Calabazas Creeks with 384 volunteers
participating
Capital Improvement Program
• Stevens Creek Corridor Park & Restoration
Phase 2: completed design, secured additional
outside funding, awarded contract, commenced
construction
• environmental education Center & Blacksmith
Shop renovation Project: completed design
and bid documents for project
PubliC WOrkS
12
• Dog Park: completed site investigations,
facilitated regulatory coordination, coordinated
with neighbors to finalize design
• Quinlan Community Center: developed work
plan for renovation improvements
• Senior Center: prepared documents for
replacement of carpeting
• Re-organized CiP Budget document
Maintenance
Tree / Right of Way Divisions
• Planted 511 trees (402 new locations)
• Trimmed 2361 trees
• Removed 87 dead, dying, diseased or unsafe
trees
• Placed tree iD Badges on approximately 8,000
trees
• Renovated median on Stevens Creek between
Stelling and deanza
Grounds Division
• Renovated Memorial Park gazebo
• initiated goose management program at
memorial Park
• Replaced playground equipment at Wilson,
Hoover, and Three Oaks parks
Streets Division
• installed 73 leD lights at Memorial Park
• Repainted 145 legends & cross walks in 11
school zones
• installed 956 street signs
Facilities Division
• installed dance floor in Quinlan Community
Center
• installed flooring in craft room & new carpet in
reception Hall at Senior Center
• installed new solar powered driveway gate at
Sport Center
• Completed City hall upstairs office remodel
Productivity and efficiency
improvements
• Completed pre-qualification and selection
of consultants for professional services
— including civil engineers, architects,
construction management, and cost estimating
• Began development of master agreement for
on-call professional services
• Began updating of general provisions
documents
awards, Grants &
recognitions
• Metropolitan Transportation Commission —
Tda article 3: $113,703 awarded June, 2013
• Metropolitan Transportation Commission —
oneBayarea Grant (oBaG): $735,000 awarded
June, 2013
• aBaG Bay area-wide trash-capture
demonstration project grant ($53,600) funded
installation of trash capture devices in storm
drainage inlets
• a Santa Clara valley Water District grant
funded the City’s and acterra’s World Water
monitoring day, giving students of all ages an
opportunity to monitor creeks, examine micro
organisms, and know their watershed
Mary Avenue Dog Park
PubliC WOrkS
13
• Secured outside funding & grants for Stevens
Creek Corridor Park & restoration Phase 2:
$214,000 grant from Habitat Conservation Fund
$95,000 grant from Transportation Fund for
Clean air
$74,000 cost share contribution from Cupertino
Sanitary district
• Secured $50,000 grant from valley
Transportation authority for multiple projects:
mcClellan road Sidewalk Study; Stevens Creek
Corridor Park & restoration Phase 2; Stevens
Creek Trail Joint Cities Feasibility Study
• Site Design award presented to Stevens Creek
Corridor Park & restoration Phase 1 from
Santa Clara valley urban Runoff Pollution
Prevention Program
• CalRecycle - Rubberized Pavement Grant
Program $249,200 awarded July 1, 2013
Commissions
Bicycle Pedestrian Commission
• Coordinated the successful operation of an
energizer Station on Bike to Work Day
• Promoted bicycle and pedestrian safety
enhancements citywide by means of an
updated “hotlist” of ongoing issues
Parks and Recreation Commission
• Facilitated tour of various park sites with P&R
Commission
• Presented proposed CiP budget to P&R
Commission
Proposed Environmental Education Center at
McClellan Ranch Preserve
Stevens Creek Restoration Project, Phase 2
PubliC WOrkS
14
Overview
Mission
Community development facilitates building a
cohesive, safe, vibrant and economically strong
City through comprehensive policy, planning,
technology and public education.
Goals and objectives
• a safe and healthy community
• excellent customer service
• efficiency and fiscal responsibility
• Preserving community values
• a green approach and resource conservation
operating Budget
The Cupertino Community development
department aligns its budget and programs
to the department’s mission and goals. The
department’s operating budget for Fiscal year
2013–2014 is $7,701,212. approximately 66% of
the operating budget is recovered through fees
and grants.
Department Divisions
Planning
The Planning division ensures quality
development within the community by planning
for and implementing long-term policies and
reviewing projects for conformance with
development regulations and community
expectations. The number of planning
applications increased by approximately 1% from
268 applications in FY2012 to 272 applications in
FY2013.
Community Development
accomplishments in FY2013:
• Processed approximately 104 residential
applications and 168 other commercial/office/
mixed-use applications
• Successfully integrated Community Code
enforcement Division to the Community
Development Department by adding 1.5 FTe
code enforcement officers
• Successfully implemented the new Green
building Ordinance in July 2013 by obtaining
certifications from the California energy
Commission and the California building
Standards Commission
• engaged the community by facilitating three city
wide workshops (apple environmental impact
Report (eiR) and General Plan amendment)
• established a monthly meeting with the
Cupertino Chamber of Commerce
• Completed the initial stakeholder interviews with
property owners of key development sites to
coordinate future development and growth
• Progressed the electronic permit tracking system
and plan review into the testing phase
• Coordinated pre-construction meetings to
ensure compliance of conditions and standards
during construction and project operation
• Continued to implement General Plan policies
to promote walkability and connectivity
• Coordinated early development review ensuring
building, fire and other inter-agency compliance
• encouraged developers to outreach to the
adjacent community to address community
input and concerns
15
• Coordinated solutions between applicants and
neighbors to address key concerns
• implemented a streamlined development
review process
• Continued to improve the accessibility to the
department website and application form
• Continued to provide excellent customer service
with streamlined project reviews process and
extended public counter through lunch hour
Building
The building division safeguards the public
health, safety and general welfare of residents,
workers and visitors to Cupertino by effective
administration and enforcement of building codes
and ordinances adopted by the City. an indication
of economic vitality can be found in the building
valuation figure which rose from $156 million in
FY2012 to $182 million in FY2013.
The building division provides the following
services:
• approves building plan sets and completes
building inspections in a timely manner
• Works with Public Works Department to
help verify storm water pollution protection
measures at targeted facilities
• Develops educational materials for the public
• utilizes wireless mobile devices to better
manage daily field inspections and project
status
in FY2013, the building division completed the
following activities:
• Processed and plan checked 2,393 building
permit applications, compared to 2,185 in
FY2012, an increase of 10%
• Conducted 16,910 building inspections,
compared to 17,473 in FY2012
• Completed recruitment for two new permit
technicians to streamline counter permit
process
• updated City codes to be in compliance
with 2013 California Codes of regulation for
building, residential, plumbing, mechanical,
electrical, energy, fire, CalGreen, and
administration
• Continued implementation of microfilm
conversion project
Islands Restaurant at Crossroads Cupertino
Biltmore Adjacency Project, shown under
construction, will provide both residential
apartments and commercial space.
CoMMuniT y DeveloPMenT
16
Housing
The Housing division facilitates the development
of affordable housing and administers community
programs.
• housing services maintains units throughout
the City that are available to very-low, low,
median and moderate income households by
monitoring units on an annual basis to ensure
units stay in inventory. Currently, Cupertino has
323 such units.
• housing services provides necessary support
services to low and very-low income Cupertino
residents by providing grants to non-profit
agencies who serve this population. Currently,
Cupertino serves 1200 such households.
major Projects/Programs/
accomplishments
• apple Campus 2 Project — environmental
review (ongoing)
• apple Cafeteria (under construction)
• aloft Cupertino hotel (opened)
• Biltmore adjacency Mixed-use Development
(under construction)
• Main Street Cupertino (under construction)
• Rosebow Mixed-use Development
(under construction)
• Cupertino village Shopping Center addition
(construction anticipated before november 2013)
• Crossroads Shopping Center
(construction completed)
• homestead Square
(phase 1 completed; phase 2 underway)
• Saich Way Station Commercial Development
(approved)
• Green Building ordinance (certified and effective)
• Development Permit Process update (ongoing)
• Tree ordinance amendment
(part 1 completed; part 2 underway)
• General Plan amendment to Replenish
Development allocations and evaluate
opportunity Growth Sites (underway)
• housing element update (underway)
• heart of the City amendment (underway)
• Climate action Plan (underway)
Productivity and efficiency
improvements
• Made enhancements to the Building and
Planning application forms and handouts
(ongoing)
• implemented a new online permit system to
connect building, Planning, Public Works and
business licenses to allow online search and
applications for permits
Cleo Avenue housing
Apple Campus 2
CoMMuniT y DeveloPMenT
17
awards, Grants &
recognitions
• Received Green Building ordinance
Certification from the California energy
Commission and California building Standards
Commission
Commissions
Planning Commission
The Planning Commission consists of five residents
appointed to alternating four-year terms by the City
Council to hear and make recommendations on all
advanced planning policy documents and current
planning applications.
Housing Commission
The Cupertino Housing Commission consists
of five members appointed by the Council
to four-year terms. One
must be a representative
from a Cupertino financial
institution and another from
a Cupertino business.
The committee assists in
developing housing policies
and strategies, recommends
policies for implementation
and monitoring of affordable
housing projects, helps
identify sources of funding
for affordable housing, and
performs other advisory
functions authorized by the
City Council.
Fine Arts Commission
The Cupertino Fine arts Commission is a group
of citizens appointed by the Cupertino City
Council, and their purpose is to foster, encourage
and assist in the realization, preservation and
advancement of fine arts for the benefit of the
citizens of Cupertino. Some of the commission’s
activities include:
• Distributing fine arts grants to individuals and
groups
• Selecting both a Distinguished artist and an
emerging artist of the year
• overseeing the selection and installation of
public art
• introducing new arts and cultural events to the
community
• Working in partnership with local schools for
student exhibits.
Saich Way Station Aloft Hotel
Main Street
CoMMuniT y DeveloPMenT
18
Overview
Mission
The administrative Services department
provides responsive and high quality internal
support services to other City departments in the
areas of Finance, Treasury, debt management,
Human resources, information Technology,
and Code enforcement. in addition, department
personnel assist the City Manager’s office on
special projects.
Goals and objectives
The department strives to provide internal and
external customers with a service level that will:
• Provide timely and accurate information to the
public and to City departments
• ensure a financially sustainable organization
• Maintain a high level of professionalism in all
division deliverables
• Provide a desirable work environment
• ensure compliance with laws and regulations
• Deliver all service in a timely, accurate and
respectful manner
operating Budget
The department had a staff of 22.26 permanent,
benefited positions for Fiscal year 2012–2013
and an operating budget of $22.36 million.
Department Divisions
Six distinct divisions were housed within
administrative Services department at the begin-
ning of FY 2012–13, each with a unique mission
and set of operational characteristics that are out-
lined below. during FY2013, four of the divisions
Administrative Services
were moved to the City Manager’s office, Sheriff,
Community development and Public Works depart-
ments, as part of a city-wide reorganization.
Finance and Treasury
• oversees finance, budget, investments, payroll,
accounts payable, business license and debt
management functions
• Prepares and monitors the budget and provides
accurate and timely recording of $111 million in
City revenues and $108 million in expenditures
• Manages the City’s investment portfolio of $70
million to obtain safety of funds, liquidity and a
reasonable rate of return
note: For FY2014, responsibility for the budget
preparation process was transferred to the City
Manager’s office.
City Clerk/Duplicating and Mail/Elections
• Maintains compliance with State laws regarding
elections, records, commission appointments,
brown act public meeting requirements and
legal notices
• Conducts local elections including the timely
filing of required and voluntary documentation,
and ensures election-related information is
available to the media and the public
note: The City Manager’s office took over
management of this division in January 2013.
Emergency Preparedness and Neighborhood
Watch
• ensures that the Cupertino community and City
staff are reasonably protected and prepared for
emergencies and disasters
• Maintains the emergency operation Center
19
and supports volunteer groups, including the
Cupertino amateur Radio emergency Service
(CaReS), Medical Reserve Corps (MRC), and
Community emergency Response Team (CeRT)
to ensure additional volunteer emergency
communications and response capabilities
• enhances neighborhood policing through the
neighborhood Watch program
note: This division moved to Parks and recreation
in august 2013.
Human Resources/Insurance and Risk
Management
• Responsible for the administration of a full range
of human resource, employee benefits and
labor relations programs including hiring, labor
negotiations, employee benefits and retirement
• administers the risk management and workers
compensation programs, City-wide training and
Wellness programs
Code Enforcement
• investigates and responds to citizen complaints
related to the Cupertino municipal Code and
initiates appropriate corrective action through
education, verbal and written notice, citation or
other legal proceedings
• Provides assistance to the Sheriff’s Department
on non-emergency calls and interfaces with
San Jose animal control
note: Functions of this department were divided
between the Sheriff’s Department, Community
development and Public Works as of January 2013.
Information Technology
• Provides for all technology-related software and
hardware needs for the citywide management
of information services
• Maintains and upgrades the City’s wide area
network between eight separate locations and
oversees the implementation of new technology
systems, compliance standards and best practices
Debt Service
• Monitors the City’s debt obligations of $44 million•
major Projects/Programs/
accomplishments
Administration and Finance
• assisted in preparing a balanced budget for
fiscal year 2013/14 featuring a new budget
format that added full cost allocation, revenues
by program, General Fund support by program,
special project budgeting, and line-item detail
• Prepared an award-winning annual financial
report for FY2011/12 with a clean audit opinion
and an award-winning “Budget-at-a-Glance”
brochure that gives key budget information in
an easily understood format
• Managed 4,800 active business licenses with
4,000 renewals and issued 800 new licenses
• Processed and paid 13,300 vendor invoices
• Processed the bi-weekly payroll for 330 full and
part-time staff
• established project accounting for apple
Campus 2
• assisted in implementation of the new
permitting and business licensing system
• Completed the Redevelopment agency dissolution
and audit process with the state and county
aDMiniSTR aTive SeRviCeS
20
• improved the forecasting and trend information on
the quarterly budget report to the City Council
• Conducted a needs assessment for a new human
resource, budget, and accounting system
• implemented payroll reporting changes required by
the affordable Care act and state pension reform
• implemented the city-wide organization
changes through the City’s payroll and financial
reporting structure
Emergency Preparedness and Neighborhood
Watch
• held the 30th annual national night out with
18 residents leading neighborhood gatherings.
Cupertino partnered with Target Store where
booths and events for every age were set
up with an estimated 200-300 residents
participating in the Target event
• Provided 12 Personal emergency Preparedness
Workshops, 12 neighborhood watch meetings,
one citywide emergency preparedness drill, and
three six-week sessions in Cupertino emergency
response Training
• Participated in various citywide outreach
events: 4th of July, big bunny Fun run, diwali
Festival, earth Day, national night out, Fall
Festival and more
• Cupertino Citizen Corps [Cupertino amateur
Radio emergency Services (CaReS), Community
emergency Response Team (CeRT), and
medical reserve Corps (mrC)] held multiple
training exercises throughout the City
Human Resources/Insurance and Risk
Management
• negotiated a three-year compensation package
with all groups
• Conducted recruitments for 68 part-time/
temporary and 15 full-time positions
• Coordinated city-wide salary/benefit survey with
consultants; implemented salary increases from
city-wide survey
• negotiated the health Reimbursement
arrangements (Hra) for employees
• implemented and administered Phase 7
of the employee Wellness Program with
enhancements added for Cupertino employees
to earn Wellness leave hours
• Conducted a Wellness Benefits Fair, which
included 38 vendors addressing medical, dental,
life insurance, health, nutrition, and safety; the
Fair also included free screenings for glucose,
cholesterol, blood pressure, and bmi
aDMiniSTR aTive SeRviCeS
21
Code Enforcement
• Conducted and obtained compliance on over
1,171 code enforcement violation cases
• issued 2,307 parking citations during the year
totaling $137,559 and issued 20 administrative
citations totaling $6,500
• assisted the Sheriff’s Department on 762 non-
emergency and parking enforcement details,
reducing our Public Safety contract costs
• Two of the code enforcement officers
transitioned during FY2012-13 to Community
Development and environmental Services.
• Two code officers continued to work with the
Sheriff’s Department on non-emergency calls
to reduce our Public Safety contract cost.
Information Technology
• increased City’s storage with implementation
of additional nimble San storage, increasing
capacity to an additional 8 terabites of data
• Completed 1,500 helpdesk requests
• Transitioned City from client based antivirus
security to a cloud based platform
• Selected Cyber Security awareness software
vendor; completed installation and configuration
• Completed x5 server and storage infrastructure
for permits, business licenses, GiS, and digital
plan set systems
• Completed upgrades for Parks & Rec reserva-
tion system and records management system
• inventoried pavement, sidewalks and trees,
and configured, trained and implemented the
Cityworks system to manage these assets
note: This division moved to Public affairs in
august 2013.
Productivity and efficiency
improvements
The department has facilitated the following
productivity and financial efficiency
improvements:
• Continued to fill in as the hR director resulting
in a salary and benefit savings of over $185,000
per year
• Continued to migrate vendor payments to
electronic media versus check
• Backfilled the Director of Parks and Recreation
position resulting in a fiscal year savings of
$85,000
• Replaced our existing servers with virtual
servers to reduce the quantity and associated
maintenance on the hardware
• Rotated business licenses and accounts payable
staff for increased proficiency and cross training
Grants, awards & Recognition
The City, through efforts led by the administrative
Services division, received the following honors:
• awarded the Government Finance officers’
association (GFoa) award of excellence for
the City’s annual financial report
• awarded the California Society of Municipal
Finance officers (CSMFo) excellence award
for the City’s annual budget
• awarded $31,000 aBaG grant for Fy12-13 for
Best Practices in the General liability area
• awarded grants from national association of
County City health officials (MRC) and County
of Santa Clara emergency Management
Performance grant
Commissions
The administrative Services department provides
staff support for the audit Committee and Fiscal
Strategic Plan Committee.
aDMiniSTR aTive SeRviCeS
during Fiscal Year 2012–2013, the City of
Cupertino did not experience any murders.
There was an overall increase of 5% in crimes
against persons (as shown in the table above),
compared to the previous fiscal year.
There were 25 robbery cases in FY2013. Three
of the robbery cases involved Cupertino banks.
detectives solved one of the bank robbery
cases and arrested a local man. They continue
to work on leads for the other two cases. Of the
remaining 22 robbery cases, deputies arrested
13 suspects in 8 of the cases.
22
Overview
The principal mission of the Sheriff’s office West
valley Patrol Division is the protection of life and
property. The Sheriff’s office is dedicated to the
preservation of public safety by providing innova-
tive and progressive services in partnership with
the community.
Sheriff’s Office
Crimes
against
Persons
FY
11/12
FY
12/13
Change Percentage
Variance
Homicide 0 0 0 0%
rape 16 17 1 +6%
assault 38 37 -1 -2%
robbery 21 25 4 +19%
Totals 75 79 4 +5%
Property
Crimes
FY
11/12
FY
12/13
Change Percentage
Variance
burglary*356 438 82 +23%
Theft **180 181 1 +0.5%
auto Theft 36 69 33 +91%
Totals 572 688 116 +20%
*includes auto burglaries
** Total includes grand theft and identity theft cases
There was an overall increase of property crimes
of 20% as shown in the chart above. residential,
commercial, and auto burglaries rose 23%.
There was also a sharp increase in stolen and/or
recovered vehicles (auto theft). auto theft peaked in
January with 11 recovered or stolen vehicles, and
dropped back down to an average of 3.4 vehicles
per month for the rest of the fiscal year.
23
Traffic
accidents
FY
11/12
FY
12/13
Change Percentage
Variance
Fatal 1 1 0 0%
injury 146 140 -6 -4%
Property
damage
497 457 -40 -8%
Totals 644 598 -46 -7%
Tickets/
Citations
FY
11/12
FY
12/13
Change Percentage
Variance
Speeding 1537 1537 0 0%
moving 5494 4326 -1168 -21%
non-moving 5441 5253 -188 -3%
Totals 12,472 11,116 -1356 -11%
Non-vehicle
accidents
FY
11/12
FY
12/13
Change Percentage
Variance
Pedestrian
or bicycle
involved
accidents
54 17 -37 -68%
Traffic Related Information
Throughout Fy2013, there were a total of 598 traffic
collisions. This represents a decrease in collisions
of 7% (as shown in the table below) compared to
the previous fiscal year. Cupertino installed a Traffic
Supervisor during this fiscal year, which helped to
solidify traffic enforcement efforts in targeted areas,
which helped reduce the overall collision rates
within the City.
as stated above, enhanced traffic enforcement
efforts are believed to have contributed to the
decrease in vehicle collisions in Cupertino. during
Fy2013, the deputies assigned to the West valley
Patrol division issued a total of 11,116 citations
(total represents speeding, moving and non-moving
citations). The
number of citations
issued is slightly
down, partially due
to the fact that calls
for patrol service are
up, as will be noted
later in this report.
besides targeted
enforcement areas,
efforts to increase
the safety of motorists within Cupertino include
participation in grant funded enforcement programs
sponsored by the office of Traffic Safety (oTS)
such as “MaDD: avoid the 13” Dui campaign and
“Saturation Patrols.” overall, deputies made 112
arrests for dui drivers during FY2013.
major Projects/Programs/
accomplishments
The Sheriff’s office West valley Patrol Division’s
School Resource officers (SRo’s) remain busy
and active throughout our schools. during FY2013,
School Resource officers provided presentations to
students and parents on the following topics:
• Stranger Danger
• internet Safety
• Bullying / Cyber Bullying
• Drug and alcohol awareness
• Traffic Calming Tips (in and around school
campuses)
• Career Day
• School attendance Review Board (SaRB)
• Bicycle Safety
• in addition, School Resource officers conducted
and participated in Code red drills and Training
exercises at several schools. Code red drills and
exercises are extremely useful to school staff and
provide them with a better level of knowledge and
preparation in the event of an active shooter on
their campus.
• Finally, the School Resource officers facilitated
their annual Teen academies to 55 participants
both during the school year and over the summer
break. This unique program provides students
with a new perspective on law enforcement
and raises their awareness of issues that may
impact them in the future. The program calls
upon several members of the Sheriff’s office to
facilitate instruction in the areas of basic crimes,
criminal investigation, narcotics, and traffic
investigations.
SheRiFF’S oFFiCe
24
average
response
Time
FY 11/12
Volume
of Calls
average
response
Time
FY 12/13
Volume
of Calls
Priority
1
4.45
minutes
92 5.19
minutes
118
Priority
2
6.88
minutes
4334 6.27
minutes
4357
Priority
3
10.95
minutes
4456 10.44
minutes
4988
Totals 8882 9463
The table above contains a comparison of number
of calls for service, the priority types and the
average response times to the various calls for
service over the past two fiscal years. Response
times are calculated based upon the time a
County Communications operator’s phone rings a
second time, until a deputy arrives on-scene.
Productivity and efficiency
improvements
The Sheriff’s office responded to a total of 9,463
calls for service during FY2013. This number is
up from Fy2012, when Sheriff’s office personnel
responded to 8,882 calls for service within the
City. response times dropped slightly for Priority
2 and Priority 3 calls for service, although they
increased for Priority 1 calls to 5 minutes and 11
seconds. The target for Priority 1 calls for service
is 5 minutes or less. a slight increase in staffing
for future years may help to lower response times
and help deputies field the growing number of
calls for service.
Commissions
The West valley Patrol Division Commander,
Captain ken Binder, acts as the City’s liaison to
the Cupertino Public Safety Commission. in this
capacity, he routinely attends meetings, advises
the committee on policy and direction (taking full
advantage of his training and experience), and
prepares meeting agendas.
Top: The American Veterans Traveling Tribute arrived
in Cupertino in November, escorted by representatives
of the Cupertino Sheriff’s Department.
Above: West Valley Patrol Division Commander,
Captain Ken Binder and School Outreach Officers
interact with students taking part in the department’s
Teen Academies program.
SheRiFF’S oFFiCe
25
CityAttorney
Overview
The City attorney is appointed by the City Council
to provide legal advice to the City Council,
Commissions, City manager, and staff. We strive
to provide high quality, timely, proactive legal
services to the organization and its leadership.
These legal services include conducting legal
research and analysis and providing legal
advice, preparing and reviewing legislation
including ordinances and resolutions, and
drafting or reviewing contracts, agreements, and
other legal documents. The City attorney also
represents the City, its departments and City
staff in any litigation, code enforcement matter,
personal injury or property damage claims or
administrative actions involving City business.
The department’s operating budget for Fiscal
Year 2013–2014 is $1,275,539 for costs of
operation, litigation, and 3 full-time staff.
major Projects
The office of the City attorney is the sole legal
counsel to the City. Staff provides legal support
to all City departments, reviews all contracts and
other City documents, and advises on resolutions,
ordinances, and the legal implications of policy. in
this capacity, the attorney’s office has supported,
through legal means, the attainment of City
FY2013 milestones, including:
• apple Campus 2 project — including the
preparation of the environmental impact Report
(eiR), implementing agreements including
development agreement and legislation
• Development projects — including Biltmore,
bay Club, Homestead Square, and main Street
• Multiple ordinance amendments and projects —
plastic bag ordinance, changing election cycle,
General Plan update, zoning amendments,
dissolution of Successor agency to the
redevelopment agency and its Oversight
board, park projects, employee negotiations
and memorandum of understanding
Productivity and efficiency
improvements
in addition to serving as sole legal counsel to the
City Council, the City attorney’s office provides
ongoing legal services to all departments and
commissions. The City attorney’s office consists
of the City attorney, assistant City attorney and
a legal Services manager. While the workload
has seen a dramatic uptick in the last year, staff
continues to serve this large and diverse group
by contracting for services as needed, enabling
staff to provide subject specific expert advice
while keeping the overhead very low.
Productivity improvements included a streamlined
contract review process with the introduction and
update of standard form contracts.
26
Gilbert Wong, Vice Mayor FY-12-13/Mayor FY 13-14
Gilbert Wong was elected to the Cupertino City Council in november 2007 and 2011.
He served as mayor in 2011 and is currently serving as mayor.
email: gwong@cupertino.org
City of Cupertino Elected Officials
Cupertino City manager
Cupertino City Council members
The Cupertino City Council has five members. They are elected at large to overlapping four-year terms.
The Council members themselves elect the Mayor and vice Mayor for a term of one year.
david brandt is serving as City manager for the City of Cupertino. He is charged with
implementing policy decisions made by the elected Council, which he accomplishes
through delegation to appropriate departments. He is also responsible for preparation of
the annual city budget consisting of an operating budget of $89 million for FY2014.
email: manager@cupertino.org
Mark Santoro, Council Member FY12-13/Council Member FY13-14
mark Santoro was elected to the Cupertino City Council in 2008 for a partial term and
was re-elected in 2009. he served as mayor in 2012. his first term will end in 2014.
email: msantoro@cupertino.org
Orrin Mahoney, Mayor FY12-13/Council Member FY13-14
Orrin mahoney was elected to the Cupertino City Council in 2005 and 2009. He was
elected by the Council as vice-Mayor in December 2007 and 2011. he served as Mayor
in 2009 and 2013. His second term will expire in 2014.
email: omahoney@cupertino.org
Barry Chang, Council Member FY12-13/Council Member FY13-14
Barry Chang was elected to the Cupertino City Council in november 2009. his first term
on council will end in 2014.
email: bchang@cupertino.org
Rod Sinks, Council Member FY12-13/Vice Mayor FY13-14
rod Sinks was elected to the Cupertino City Council in november 2011 and is currently
serving as vice Mayor.
email: rsinks@cupertino.org
27
For additional information:
• email the City at: finance@cupertino.org
• visit our website: www.cupertino.org
• Watch City Council meetings on Cable Channels 26/99 or on the web
• Submit a request online to access Cupertino
For all City services call: 408-777-CITY (2489)
Sheriff & Fire (dial 911 for emergencies)
Sheriff Westside Station, 1601 S deanza blvd 868-6600
administrative Services department/Finance 777-3220
building dept.777-3228
City Clerk 777-3223
City manager 777-3212
Code enforcement 777-3182
economic Development 777-7607
emergency Preparedness 777-3335
Human resources 777-3227
library (Santa Clara County)446-1677
neighborhood Watch 777-3177
Parks & recreation dept.777-3110
Planning dept.777-3308
Public Works dept.777-3354
All numbers are area code 408
Contact information
Cupertino City hall • 10300 Torre avenue • Cupertino, Ca 95014
408-777-3220 • Fax: 408-777-3109 • www.cupertino.org
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