06-06-2016 Searchable packetCITY OF CUPERTINO
AGENDA
Monday, June 6, 2016
10350 Torre Avenue, Council Chamber
CITY COUNCIL
6:45 PM
Meeting moved for Election Tuesday
PLEDGE OF ALLEGIANCE
ROLL CALL
CEREMONIAL MATTERS AND PRESENTATIONS
1.Subject: Presentation of "Leader of the Year" award to Director of Public Works
Timm Borden from Chapter President Afshin Oskoui of the Silicon Valley
Chapter of the American Public Works Association
Recommended Action: Receive presentation
POSTPONEMENTS
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the council on
any matter not on the agenda. Speakers are limited to three (3) minutes. In most cases,
State law will prohibit the council from making any decisions with respect to a matter
not listed on the agenda.
CONSENT CALENDAR
Unless there are separate discussions and/or actions requested by council, staff or a
member of the public, it is requested that items under the Consent Calendar be acted on
simultaneously.
2.Subject: Approve the May 17 City Council minutes
Recommended Action: Approve the minutes
A - Draft Minutes
3.Subject: Approve the May 24 City Council minutes (Teen Commission
Interviews)
Recommended Action: Approve the minutes
Page 1 CITY OF CUPERTINO
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June 6, 2016City Council AGENDA
A - Draft Minutes
4.Subject: Accept Accounts Payable for the period ending April 1, 2016
Recommended Action: Adopt Resolution No. 16-052 accepting Accounts Payable
for the period ending April 1, 2016
A - Draft Resolution
B - AP Report
5.Subject: Accept Accounts Payable for the period ending April 8, 2016
Recommended Action: Adopt Resolution No. 16-053 accepting Accounts Payable
for the period ending April 8, 2016
A - Draft Resolution
B - AP Report
6.Subject: Accept Accounts Payable for the period ending April 15, 2016
Recommended Action: Adopt Resolution No. 16-054 accepting Accounts Payable
for the period ending April 15, 2016
A - Draft Resolution
B - AP Report
7.Subject: Accept Accounts Payable for the period ending April 22, 2016
Recommended Action: Adopt Resolution No. 16-055 accepting Accounts Payable
for the period ending April 22, 2016
A - Draft Resolution
B - AP Report
8.Subject: Accept Accounts Payable for the period ending April 29, 2016
Recommended Action: Adopt Resolution No. 16-056 accepting Accounts Payable
for the period ending April 29, 2016
A - Draft Resolution
B - AP Report
9.Subject: Accept Accounts Payable for the period ending May 6, 2016
Recommended Action: Adopt Resolution No. 16-057 accepting Accounts Payable
for the period ending May 6, 2016
A - Draft Resolution
B - AP Report
10.Subject: Approval of the Third Quarter Financial Report for Fiscal Year
2015-2016
Page 2 CITY OF CUPERTINO
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June 6, 2016City Council AGENDA
Recommended Action: Adopt Resolution No. 16-058 accepting the City Manager's
Third Quarter Financial Report for Fiscal Year 2015-2016 to:
1. Approve decreased budget appropriations of $4,419,615 for the Capital Project
and Enterprise Funds.
2. Approve increased budget appropriation of $50,000 in transfers out from the
General Fund to the Public Affairs Information Technology budget.
3. Approve increased budget appropriations of $24,000 for Traffic Calming along
Rodrigues Ave. and Pacifica Dr.
4. Approve increased budget appropriations of $200,000 in the Compensated
Absence fund.
5. Approve increased appropriations of $30,000 in the City Hall Building
Maintenance.
Staff Report
A - Draft Resolution
B - Third Quarter Financial Report for FY 2015-16
C - Performance Measures - Redline Version for each Department
D - Performance Measures - Clean Version for each Department
11.Subject: Adopt a resolution calling a General Municipal Election on November
8, 2016 to fill two City Council seats
Recommended Action: Adopt Resolution No. 16-059 calling a General Municipal
Election on November 8, 2016 to fill two City Council seats
Staff Report
A - Draft Resolution
12.Subject: Establish friendship cities in China, People's Republic of China
(Chongqing, Changzhou, Nanjing, Hefei, Hangzhou, Kunming, Huangshan,
Shanghai, Wuhan) and in Taiwan, Republic of China (Hsinchu County, Taipei,
Taichung).
Recommended Action: Authorize the Mayor to execute Letters of Intent establishing
friendship cities in China, People's Republic of China (Chongqing, Changzhou,
Nanjing, Hefei, Hangzhou, Kunming, Huangshan, Shanghai, Wuhan) and in Taiwan,
Republic of China (Hsinchu County, Taipei, Taichung).
Page 3 CITY OF CUPERTINO
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June 6, 2016City Council AGENDA
Staff Report
A - Intent letter for Friendship City - Chongqing
B - Intent letter for Friendship City - Changzhou
C - Intent letter for Friendship City - Nanjing
D - Intent letter for Friendship City - Hefei
E - Intent letter for Friendship City - Hangzhou
F - Intent letter for Friendship City - Kunming
G - Intent letter for Friendship City - Huangshan
H - Intent letter for a Friendship City - Shanghai
I - Intent for Friendship City - Wuhan
J - Intent letter for Friendship City - Hsinchu County
K - Intent letter for Friendship City - Taipei
L - Intent letter for Friendship City - Taichung
13.Subject: Declare brush to be a public nuisance and potential fire hazard and set
hearing for June 21 for objections to proposed removal
Recommended Action: Adopt Resolution No. 16-060 declaring brush to be a public
nuisance and potential fire hazard and setting the hearing date for June 21
Staff Report
A - Draft Resolution
14.Subject: The City's Case Manager received two donations specifically intended
for the benefit of the Case Management program
Recommended Action: Staff is requesting that the Council accept the monetary
donations that will be used for the Case Management Program's Client Emergency
Fund
Staff Report
15.Subject: Application for Alcoholic Beverage License for 7 Eleven, Inc., 21490
McClellan Road (Store #2366)
Recommended Action: Recommend approval to the California Department of
Alcoholic Beverage Control of the Application for Alcoholic Beverage License for 7
Eleven, Inc., 21490 McClellan Road (Store #2366)
Staff Report
A - Application
SECOND READING OF ORDINANCES
PUBLIC HEARINGS
16.Subject: Public hearing to consider the Capital Improvement Plan (CIP); and a
finding of General Plan conformance; and the Recommended Budget for Fiscal
Year 2016-17; and the Adoption of the Recommended Budget for Fiscal Year
Page 4 CITY OF CUPERTINO
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June 6, 2016City Council AGENDA
2016-17; and Establishment of the Appropriation Limit, and related actions.
Recommended Action: a. Adopt Resolution No. 16-061 establishing a special
project budget for the Planning and Community Development - Current Planning and
Public Works Traffic Engineering Programs for costs related to Apple Pass Thru
Revenues for Fiscal Year 2016-17
b. Adopt Resolution No. 16-062 establishing an Operating Budget and Capital
Budget for Fiscal Year 2016-17
c. Adopt Resolution No. 16-063 establishing an Appropriation Limit for Fiscal Year
2016-17
Staff Report
A - Draft Resolution Pass Thru Revenue
B - Draft Resolution Operating and Capital Budget
C - Draft Resolution Appropriation Limit
D - Budget study session follow-up items
ORDINANCES AND ACTION ITEMS
17.Subject: Receive the Certification of Sufficiency for the Vallco Town Center
Specific Plan Initiative petition submitted by proponents Vicky Tsai and Judy
Wilson and provide direction
Recommended Action: Receive the Certification of Sufficiency for the Vallco Town
Center Specific Plan Initiative petition submitted by proponents Vicky Tsai and Judy
Wilson and provide direction; defer a decision on whether to place the measure on
the November 8, 2016 ballot until after the 9212 Report on the Initiative is completed
Staff Report
A - Certification
REPORTS BY COUNCIL AND STAFF
18.Subject: Report on Committee assignments and general comments
Recommended Action: Report on Committee assignments and general comments
ADJOURNMENT
Page 5 CITY OF CUPERTINO
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June 6, 2016City Council AGENDA
The City of Cupertino has adopted the provisions of Code of Civil Procedure §1094.6;
litigation challenging a final decision of the City Council must be brought within 90
days after a decision is announced unless a shorter time is required by State or Federal
law.
Prior to seeking judicial review of any adjudicatory (quasi-judicial) decision, interested
persons must file a petition for reconsideration within ten calendar days of the date the
City Clerk mails notice of the City’s decision. Reconsideration petitions must comply
with the requirements of Cupertino Municipal Code §2.08.096. Contact the City Clerk’s
office for more information or go to http://www.cupertino.org/index.aspx?page=125 for
a reconsideration petition form.
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning
to attend the next City Council meeting who is visually or hearing impaired or has any
disability that needs special assistance should call the City Clerk's Office at
408-777-3223, 48 hours in advance of the Council meeting to arrange for assistance.
Upon request, in advance, by a person with a disability, City Council meeting agendas
and writings distributed for the meeting that are public records will be made available
in the appropriate alternative format. Also upon request, in advance, an assistive
listening device can be made available for use during the meeting.
Any writings or documents provided to a majority of the Cupertino City Council after
publication of the packet will be made available for public inspection in the City
Clerk’s Office located at City Hall, 10300 Torre Avenue, during normal business hours
and in Council packet archives linked from the agenda/minutes page on the Cupertino
web site.
Members of the public are entitled to address the City Council concerning any item that
is described in the notice or agenda for this meeting, before or during consideration of
that item. If you wish to address the Council on any issue that is on this agenda, please
complete a speaker request card located in front of the Council, and deliver it to the
Clerk prior to discussion of the item. When you are called, proceed to the podium and
the Mayor will recognize you. If you wish to address the City Council on any other item
not on the agenda, you may do so by during the public comment portion of the meeting
following the same procedure described above. Please limit your comments to three (3)
minutes or less.
Page 6 CITY OF CUPERTINO
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1731 Name:
Status:Type:Ceremonial Matters &
Presentations
Agenda Ready
File created:In control:5/26/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Presentation of "Leader of the Year" award to Director of Public Works Timm Borden from
Chapter President Afshin Oskoui of the Silicon Valley Chapter of the American Public Works
Association
Sponsors:
Indexes:
Code sections:
Attachments:
Action ByDate Action ResultVer.
City Council6/6/20161
Subject:Presentationof"LeaderoftheYear"awardtoDirectorofPublicWorksTimmBorden
fromChapterPresidentAfshinOskouioftheSiliconValleyChapteroftheAmericanPublic
Works Association
Receive presentation
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1322 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:1/7/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Approve the May 17 City Council minutes
Sponsors:
Indexes:
Code sections:
Attachments:A - Draft Minutes
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Approve the May 17 City Council minutes
Approve the minutes
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
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1
DRAFT MINUTES
CUPERTINO CITY COUNCIL
Tuesday, May 17, 2016
SPECIAL CITY COUNCIL MEETING
ROLL CALL
At 3:02 p.m. Mayor Barry Chang called the Special City Council meeting to order in Cupertino
Community Hall Council Chamber, 10350 Torre Avenue.
Present: Mayor Barry Chang, Vice Mayor Savita Vaidhyanathan, and Council members Darcy
Paul, Rod Sinks and Gilbert Wong. Absent: None.
STUDY SESSION
1. Subject: Study session regarding the Proposed Fiscal Year 2016-2017 Budget
Recommended Action: Conduct the Budget study session
Written communications for this item included two staff PowerPoint presentations.
A. Budget Message/Overview of FY 2016-2017 Proposed Budget
B. Review of Pass-through Revenues/Expenses
Council members Sinks left the dais at 3:14 p.m. due to a conflict of interest and
returned to the dais at 3:15 p.m., during the Review of Pass-through Revenue (Apple
only).
C. Departmental Budgets:
· Council and Commissions
· Administration
· Law Enforcement
· Information Services
· Administrative Services
· Recreation and Community Services
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City Council MINUTES May 17, 2016
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· Planning and Community Development
· Public Works
Director of Administrative Services Kristina Alfaro and Assistant to the City Manager
Jacqueline Guzman reviewed the study session agenda via a PowerPoint presentation
highlighting the following: five year general fund forecast, general fund balance, fund
balance, recommended expenditures by department, staffing, issues and challenges, and
next steps.
D. 5 Year Capital Improvement Program (CIP)
Director of Public Works Timm Borden reviewed the proposed FY 2016-17 CIP via a
PowerPoint presentation highlighting the following: completed projects FY2016; City of
Cupertino FY 2017 - FY2021 proposed CIP summary; and unfunded projects for future
consideration; current and proposed CIP projects proposed funding FY 2017 - FY2021.
E. Questions and Answers
Council asked staff questions on the proposed budget throughout the presentation.
F. Public Comments
Byron Rovegno, on behalf of Walk-Bike Cupertino, talked about Bike Plan funding.
Fariba Nejat, on behalf of Iranian Federated Women’s Club, talked about bringing
community events back.
Larry Dean, on behalf of Walk-Bike Cupertino, talked about bike funding.
Councilmembers Sinks and Vaidhyanathan requested to hear from those organizations
that have submitted grant applications. Mayor Chang re-opened the public hearing.
David Fung, on behalf of Friends of Deer Hollow Farm, talked about grant funding.
Diana Argabrite, on behalf of the Euphrat Museum of Art, talked about community
funding.
Mayor Chang closed public hearing.
G. Council Comments
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City Council MINUTES May 17, 2016
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The following information was requested by Council for staff follow-up before Final
Budget:
• Spreadsheet reflecting the City’s contribution to school districts, any grants involved,
and the Net benefit.
• Estimates for the additional work at City Hall (i.e. - sprinkler repair).
• A breakout of the increases in Contract costs (i.e. – Sheriff, outside counsel).
• 16-17 GANN Limit Appropriation #.
• Updated spreadsheet on Festival requests.
• In the CIP Unfunded Project List, include the Civic Center Master Plan
Implementation, and the International Cricket Field.
ADJOURNMENT
At 5:14 p.m., Mayor Chang adjourned the meeting.
REGULAR CITY COUNCIL MEETING
PLEDGE OF ALLEGIANCE
ROLL CALL
At 6:45 p.m. Mayor Barry Chang called the Regular City Council meeting to order in Cupertino
Community Hall Council Chamber, 10350 Torre Avenue.
Present: Mayor Barry Chang, Vice Mayor Savita Vaidhyanathan, and Council members Darcy
Paul, Rod Sinks and Gilbert Wong. Absent: None.
CEREMONIAL MATTERS AND PRESENTATIONS
1. Subject: Proclamation for 6th Annual Kids to Parks Day - May 21, 2016
Recommended Action: Present proclamation
Representatives for 6th Annual Kids to Parks Day were not present to receive the
proclamation.
2. Subject: Proclamation recognizing May 13-20 as Santa Clara County Affordable
Housing Week
Recommended Action: Present proclamation
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City Council MINUTES May 17, 2016
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Written communications for this item included the SV@Home 2016 Affordable Housing
Week calendar.
Mayor Chang presented the proclamation to SV@Home members:
Alina Harway, SV@Home
Kathy Robinson, Charities Housing
Melissa Morris, Law Foundation of Silicon Valley
3. Subject: 2016 Public Works Week Proclamation
Recommended Action: Present Proclamation
Mayor Chang presented the proclamation to Director of Public Works Timm Borden.
4. Subject: Presentation by Cupertino Union School District (CUSD) and Fremont Union
High School District (FUHSD) students regarding recent trip to Hsinchu, Taiwan
Recommended Action: Receive presentation
Chia-ching Lin, President & School Liaison of Cupertino-Hsinchu Sister City Association
(CHSCA) introduced the CHSCA 2016 delegation group.
Teacher chaperones and students talked about their experience.
Board members of the Cupertino-Hsinchu Sister City Association (CHSCA) presented
gifts to the Council members.
Council received the presentation and the gifts.
5. Subject: Presentation by Cupertino Copertino Sister City Committee regarding recent
trip to Copertino, Italy
Recommended Action: Receive presentation
Helene Davis, President of Cupertino-Copertino Sister City Committee introduced the
student delegation group.
Teacher chaperones and students talked about their experience, showed a video
presentation of their recent trip, and presented gifts to the Council members.
Council received the presentation and the gifts.
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City Council MINUTES May 17, 2016
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6. Subject: Teen Commission annual update
Recommended Action: Receive update
Written communications for this item included a PowerPoint presentation.
Teen Commission Chair Annabelle Chan and Commission members Andrew Fung,
Rishit Gundu, Ankita Sahni, and Anooj Vadodkar gave an update on the commission's
activities over the past year via a PowerPoint presentation.
Council received the presentation.
POSTPONEMENTS - None
ORAL COMMUNICATIONS
Roopa Swamy talked about the revitalization of the Vallco mall.
Judy Wilson expressed Happy Birthday wishes to Vice Mayor Vaidhyanathan.
Arun Varshney talked about a parking ordinance amendment in Rancho Rinconada. He
distributed an email for the record.
Paulette Altmaier talked about development in Cupertino and the Hills at Vallco.
CONSENT CALENDAR
Wong moved and Vaidhyanathan seconded to approve the items on the Consent Calendar as
presented with the exception of item numbers 9 and 12, which were pulled for discussion.
Ayes: Chang, Vaidhyanathan, Paul, Sinks and Wong. Noes: None. Abstain: None. Absent:
None.
7. Subject: Approve the May 3 City Council minutes
Recommended Action: Approve the minutes
8. Subject: Letter of Intent establishing a friendship city in Jinjiang District, Chengdu,
Sichuan Province, People’s Republic of China
Recommended Action: Authorize the Mayor to execute a Letter of Intent
establishing a friendship city relationship with Jinjiang District, Chengdu, Sichuan
Province, People’s Republic of China.
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City Council MINUTES May 17, 2016
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9. Subject: Set the voluntary cap at $33,000 for campaign expenditures for the
November 8, 2016 City Council election
Recommended Action: Adopt Resolution No. 16-046 setting a voluntary expenditure
cap of $33,000 for the November 8, 2016 City Council election
Wong moved and Paul seconded to adopt Resolution No. 16-046 setting a voluntary
expenditure cap of $33,000 for the November 8, 2016 City Council election. The motion
carried with Sinks voting no.
10. Subject: Accept the Other Post-Employment Benefits ("OPEB") Trust Investment Policy
Recommended Action: Adopt Resolution No. 16-047 accepting the OPEB Trust
Investment Policy
11. Subject: Accept the City Investment Policy
Recommended Action: Adopt Resolution No. 16-048 accepting the City Investment
Policy
12. Subject: Open Space Area Agreement between the City and the Cupertino
Union School District - Six Month Extension
Recommended Action: Approve a six (6) month extension to the Open Space Area
Agreement between the City of Cupertino and the Cupertino Union School
District, subject to the same provisions as the original amended agreement, and
authorize the City Manager to negotiate and execute all necessary documents to
carry out the extension
Peggy Griffin talked about public access to Lawson Middle School.
Wong moved and Sinks seconded to approve a six (6) month extension to the Open
Space Area Agreement between the City of Cupertino and the Cupertino Union School
District, subject to the same provisions as the original amended agreement, and
authorized the City Manager to negotiate and execute all necessary documents to
carry out the extension. The motion carried unanimously.
Council directed staff to include updates on the agreement negotiations in the Items’ of
Interest memo.
13. Subject: Application for Alcoholic Beverage License for Arirang Tofu & BBQ, 10310
South De Anza Boulevard
Recommended Action: Recommend approval to the California Department of
Alcoholic Beverage Control of the Application for Alcoholic Beverage License for
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City Council MINUTES May 17, 2016
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Arirang Tofu & BBQ, 10310 South De Anza Boulevard
14. Subject: Application for Alcoholic Beverage License for Kobe Pho & Grill, 21271
Stevens Creek Boulevard
Recommended Action: Recommend approval to the California Department of
Alcoholic Beverage Control of the Application for Alcoholic Beverage License for
Kobe Pho & Grill, 21271 Stevens Creek Boulevard
15. Subject: Application for Alcoholic Beverage License for Alexander’s Steakhouse, Inc.,
19379 Stevens Creek Boulevard
Recommended Action: Recommend approval to the California Department of
Alcoholic Beverage Control of the Application for Alcoholic Beverage License for
Alexander's Steakhouse, Inc., 19379 Stevens Creek Boulevard
16. Subject: 2011 Contractual Street Sweeping Contract (Project No. 2011-02) - 5 year
Extension
Recommended Action: In 2011 the City of Cupertino solicited competitive bidding
for contractors to provide street sweeping services throughout the City. Four
bids were received and Contract Street Sweeping was considered to be the lowest
responsive bidder. At the City Council meeting of June 7, 2011, the contract was
authorized for award and Contract Street Sweeping began providing service to the
City on July 1, 2011. The term of this agreement was five years with the option to
extend for an additional five years
17. Subject: Authorize Allocation of Transportation Development Act (TDA) Article
3 funding in response to a Call for Projects for the City's "Guarantee" share of the
TDA Article 3 Fiscal Year 2016-2017 Program.
Recommended Action: Adopt Resolution No. 16-049 authorizing allocation of TDA
Article 3 funding.
SECOND READING OF ORDINANCES - None
PUBLIC HEARINGS
18. Subject: Amended Fiscal Year 2016-17 Fee Schedule
Recommended Action: Adopt Resolution No. 16-050 amending the Fiscal Year 2016-17
Fee Schedule (Resolution No. 16-031), effective August 1, 2016.
Written communications for this item included a staff PowerPoint presentation.
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City Council MINUTES May 17, 2016
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Assistant to the City Manager Jacqueline Guzman reviewed the staff report via
PowerPoint presentation.
Assistant City Manager Aarti Shrivastava answered questions from Council.
Mayor Chang opened the public hearing.
The following individuals spoke on this item:
Jennifer Griffin talked about R-1 Ordinance with Design Review.
Mayor Chang closed the public hearing.
Paul moved and Chang seconded to Adopt Resolution No. 16-050 amending the Fiscal
Year 2016-17 Fee Schedule (Resolution No. 16-031), effective August 1, 2016. Sinks
made a friendly amendment to create a fence exception fee for R-1 and duplex zones to
120% of the average for the cities surveyed. Paul accepted the friendly amendment.
The motion carried with Wong voting no.
19. Subject: Appeal of the City Manager's April 4, 2016 decision to deny an appeal of a
Director's penalty fee assessment for damage to a protected street tree (Section
14.12.080(C)); Appellant: Li-erh Wang; Location: 10779 Brookwell Drive; APN #369-21-
013
Recommended Action: Adopt Resolution No. 16-051 denying the appeal and upholding
the City Manager’s April 4, 2016 decision to deny an appeal of a director’s penalty fee
assessment for damage done to a protected street tree
The recommended action was amended to note April 4, 2016 instead of April 4, 2017.
Written communications for this item included two PowerPoint presentations and an
amended resolution.
Appellant Li-erh Wang talked about her appeal.
Assistant Director of Public Works Roger Lee reviewed the staff report via a PowerPoint
presentation and answered questions from Council.
Mayor Chang opened the public hearing.
The following individuals spoke on this item. Comments and concerns included
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City Council MINUTES May 17, 2016
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maintaining healthy/unhealthy varieties of trees in the neighborhood, fine assessment,
and fairness:
Rick Armstrong
Wendy Armstrong
Jennifer Griffin
Rass Kakaio
Mayor Chang closed the public hearing.
Staff and the appellant answered questions from Council.
Wong moved and Chang seconded to Adopt Resolution No. 16-051 as amended
approving the appeal and upholding the City Manager’s April 4, 2016 decision to deny
an appeal of a director’s penalty fee assessment for damage done to a protected street
tree, with a reduced penalty of $9,000, to be donated to the non-profit Our City Forest.
Chang made a friendly amendment to add the penalty to the City tree fund instead.
Wong accepted the friendly amendment. The motion carried unanimously.
Council went into recess at 10:09 p.m. and reconvened at 10:18 p.m.
ORDINANCES AND ACTION ITEMS
20. Subject: Regional approach to increasing the minimum wage in Santa Clara County
Recommended Action: Provide staff direction on next steps towards the regional
efforts to increase the minimum wage.
Written communications for this item included a staff PowerPoint presentation.
Assistant to the City Manager Jacqueline Guzman reviewed the staff memo via a
PowerPoint presentation.
Councilmember Sinks gave background on the formation of the Cities Association
Subcommittee on Minimum Wage.
Ms. Guzman continued with the PowerPoint presentation.
The following individuals spoke on this item. Comments and concerns included
increasing minimum wage to $15 per hour by 2019, approved minimum wage increases
in other cities, cost of living in the area, income inequality, impacts on small businesses.
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City Council MINUTES May 17, 2016
10
Richard Abdalah, on behalf of the Cupertino Chamber of Commerce (neutral)
Alison Hicks, on behalf of Mountain View Raise the Wage (in favor)
Susyn Almond, on behalf of Raise the Wage (in favor)
Charisee Ma Lebron, on behalf of Working Partnerships USA (in favor)
Ruth Silver Taube, supervising attorney of the Workers’ Rights Clinic at the Katharine &
George Alexander Community Law Center at Santa Clara University School of Law (in
favor)
Patrick Ahrens, on behalf of Assemblymember Evan Lo (in favor)
Margaret Abe-Koga, on behalf of Raise the Wage Coalition (in favor)
Meghan Fraley, on behalf Raise the Wage Coalition (in favor)
Pedro Malave, on behalf of Service Employees International Union United Service
Workers West (SEIU USWW) (in favor)
Jessica Lynam, on behalf of the California Restaurant Association (opposed)
Council provided staff direction on next steps towards the regional efforts to increase the
minimum wage:
• Expressed overall support towards a regional approach to increase minimum wage
to $15 per hour by January 1, 2019.
• Directed staff to work with the Cupertino Chamber to disseminate the Economic
Analysis and county-wide survey results and focus outreach efforts on small
business owners, including a survey on the impacts to their business of an
increased minimum wage.
• Requested more Cupertino-specific data on wage increase effects in Cupertino,
including data from Sunnyvale and Mountain View.
• Revisit discussion after the Cities Association review of a detailed economic
analysis on June 9.
REPORTS BY COUNCIL AND STAFF
21. Subject: Report on Committee assignments and general comments
Recommended Action: Report on Committee assignments and general comments
Council members highlighted the activities of their committees and various community
events.
City Manager David Brandt gave an update on a potential merger between The
Association of Bay Area Governments (ABAG) and the Metropolitan Transportation
Commission (MTC), and MTC-ABAG Merger Study.
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City Council MINUTES May 17, 2016
11
ADJOURNMENT
At 12:05 p.m., Mayor Chang adjourned the meeting .
_______________________________
Kirsten Squarcia, Deputy City Clerk
Staff reports, backup materials, and items distributed at the City Council meeting are available
for review at the City Clerk’s Office, 777-3223, and also on the Internet at www.cupertino.org.
Click on Agendas & Minutes, then click on the appropriate Packet.
Most Council meetings are shown live on Comcast Channel 26 and AT&T U-verse Channel 99
and are available at your convenience at www.cupertino.org. Click on Agendas & Minutes,
and then click Archived Webcast. Videotapes are available at the Cupertino Library, or may be
purchased from the Cupertino City Channel, 777-2364.
19
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1662 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:4/25/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Approve the May 24 City Council minutes (Teen Commission Interviews)
Sponsors:
Indexes:
Code sections:
Attachments:A - Draft Minutes
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Approve the May 24 City Council minutes (Teen Commission Interviews)
Approve the minutes
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™20
DRAFT MINUTES
CUPERTINO CITY COUNCIL
Tuesday, May 24, 2016
SPECIAL CITY COUNCIL MEETING
At 3:50 p.m. Mayor Barry Chang called the Special City Council meeting to order in Cupertino
City Hall Conference Room A, 10300 Torre Avenue.
ROLL CALL
Present: Mayor Barry Chang, Vice Mayor Savita Vaidhyanathan, and Council member Darcy
Paul (3:50). Absent: Rod Sinks and Gilbert Wong.
COMMISSIONS INTERVIEWS
1. Subject: Teen Commission interviews
Recommended Action: Conduct interviews and make appointments for three vacancies
on the Teen Commission
The City Council interviewed 28 applicants from grades eight through twelve and appointed
the following for 2016-2018, 2-year terms ending 2018:
Shivani Sahni
Sidarth Rajaram
Christina Lau
ORAL COMMUNICATIONS – None
ADJOURNMENT
At 7:15 p.m. Mayor Chang adjourned the meeting.
_______________________________
Kirsten Squarcia, Deputy City Clerk
21
City Council Minutes May 24, 2016
Staff reports, backup materials, and items distributed at the City Council meeting are available
for review at the City Clerk’s Office, 777-3223, and also on the Internet at www.cupertino.org.
Click on Agendas & Minutes, then click on the appropriate Packet.
Most Council meetings are shown live on Comcast Channel 26 and AT&T U-verse Channel 99
and are available at your convenience at www.cupertino.org. Click on Agendas & Minutes, and
then click Archived Webcast. Videotapes are available at the Cupertino Library, or may be
purchased from the Cupertino City Channel, 777-2364.
22
City Council Minutes May 24, 2016
23
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:216-1716 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/20/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Accept Accounts Payable for the period ending April 1, 2016
Sponsors:
Indexes:
Code sections:
Attachments:A - Draft Resolution
B - AP Report
Action ByDate Action ResultVer.
City Council6/6/20162
Subject: Accept Accounts Payable for the period ending April 1, 2016
Adopt Resolution No. 16-052 accepting Accounts Payable for the period ending April 1, 2016
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™24
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CUPERTINO ALLOWING CERTAIN CLAIMS AND DEMANDS PAYABLE IN
THE AMOUNTS AND FROM THE FUNDS AS HEREINAFTER DESCRIBED
FOR GENERAL AND MISCELLANEOUS EXPENDITURES FOR THE PERIOD
ENDING
April 01, 2016
WHEREAS, the Director of Administrative Services or her designated
representative has certified to accuracy of the following claims and demands and
to the availability of funds for payment hereof; and
WHEREAS, the said claims and demands have been audited as required
by law.
NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby
allows the following claims and demands in the amounts and from the funds as
hereinafter set forth in the attached Payment Register.
CERTIFIED: _____________________________
Lisa Taitano, Finance Manager
PASSED AND ADOPTED at a regular meeting of the City Council of the
City of Cupertino this 6th day of June, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
_________________________ ________________________
Grace Schmidt, City Clerk Barry Chang, Mayor, City of Cupertino
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1717 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/20/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Accept Accounts Payable for the period ending April 8, 2016
Sponsors:
Indexes:
Code sections:
Attachments:A - Draft Resolution
B - AP Report
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Accept Accounts Payable for the period ending April 8, 2016
Adopt Resolution No. 16-053 accepting Accounts Payable for the period ending April 8, 2016
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™42
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CUPERTINO ALLOWING CERTAIN CLAIMS AND DEMANDS PAYABLE IN
THE AMOUNTS AND FROM THE FUNDS AS HEREINAFTER DESCRIBED
FOR GENERAL AND MISCELLANEOUS EXPENDITURES FOR THE PERIOD
ENDING
April 08, 2016
WHEREAS, the Director of Administrative Services or her designated
representative has certified to accuracy of the following claims and demands and
to the availability of funds for payment hereof; and
WHEREAS, the said claims and demands have been audited as required
by law.
NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby
allows the following claims and demands in the amounts and from the funds as
hereinafter set forth in the attached Payment Register.
CERTIFIED: _____________________________
Lisa Taitano, Finance Manager
PASSED AND ADOPTED at a regular meeting of the City Council of the
City of Cupertino this 6th day of June, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
_________________________ ________________________
Grace Schmidt, City Clerk Barry Chang, Mayor, City of Cupertino
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1718 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/20/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Accept Accounts Payable for the period ending April 15, 2016
Sponsors:
Indexes:
Code sections:
Attachments:A - Draft Resolution
B - AP Report
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Accept Accounts Payable for the period ending April 15, 2016
Adopt Resolution No. 16-054 accepting Accounts Payable for the period ending April 15, 2016
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™58
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CUPERTINO ALLOWING CERTAIN CLAIMS AND DEMANDS PAYABLE IN
THE AMOUNTS AND FROM THE FUNDS AS HEREINAFTER DESCRIBED
FOR GENERAL AND MISCELLANEOUS EXPENDITURES FOR THE PERIOD
ENDING
April 15, 2016
WHEREAS, the Director of Administrative Services or her designated
representative has certified to accuracy of the following claims and demands and
to the availability of funds for payment hereof; and
WHEREAS, the said claims and demands have been audited as required
by law.
NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby
allows the following claims and demands in the amounts and from the funds as
hereinafter set forth in the attached Payment Register.
CERTIFIED: _____________________________
Lisa Taitano, Finance Manager
PASSED AND ADOPTED at a regular meeting of the City Council of the
City of Cupertino this 6th day of June, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
_________________________ ________________________
Grace Schmidt, City Clerk Barry Chang, Mayor, City of Cupertino
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1719 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/20/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Accept Accounts Payable for the period ending April 22, 2016
Sponsors:
Indexes:
Code sections:
Attachments:A - Draft Resolution
B - AP Report
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Accept Accounts Payable for the period ending April 22, 2016
Adopt Resolution No. 16-055 accepting Accounts Payable for the period ending April 22, 2016
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™74
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CUPERTINO ALLOWING CERTAIN CLAIMS AND DEMANDS PAYABLE IN
THE AMOUNTS AND FROM THE FUNDS AS HEREINAFTER DESCRIBED
FOR GENERAL AND MISCELLANEOUS EXPENDITURES FOR THE PERIOD
ENDING
April 22, 2016
WHEREAS, the Director of Administrative Services or her designated
representative has certified to accuracy of the following claims and demands and
to the availability of funds for payment hereof; and
WHEREAS, the said claims and demands have been audited as required
by law.
NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby
allows the following claims and demands in the amounts and from the funds as
hereinafter set forth in the attached Payment Register.
CERTIFIED: _____________________________
Lisa Taitano, Finance Manager
PASSED AND ADOPTED at a regular meeting of the City Council of the
City of Cupertino this 6th day of June, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
_________________________ ________________________
Grace Schmidt, City Clerk Barry Chang, Mayor, City of Cupertino
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1720 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/20/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Accept Accounts Payable for the period ending April 29, 2016
Sponsors:
Indexes:
Code sections:
Attachments:A - Draft Resolution
B - AP Report
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Accept Accounts Payable for the period ending April 29, 2016
Adopt Resolution No. 16-056 accepting Accounts Payable for the period ending April 29, 2016
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™92
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CUPERTINO ALLOWING CERTAIN CLAIMS AND DEMANDS PAYABLE IN
THE AMOUNTS AND FROM THE FUNDS AS HEREINAFTER DESCRIBED
FOR GENERAL AND MISCELLANEOUS EXPENDITURES FOR THE PERIOD
ENDING
April 29, 2016
WHEREAS, the Director of Administrative Services or her designated
representative has certified to accuracy of the following claims and demands and
to the availability of funds for payment hereof; and
WHEREAS, the said claims and demands have been audited as required
by law.
NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby
allows the following claims and demands in the amounts and from the funds as
hereinafter set forth in the attached Payment Register.
CERTIFIED: _____________________________
Lisa Taitano, Finance Manager
PASSED AND ADOPTED at a regular meeting of the City Council of the
City of Cupertino this 6th day of June, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
_________________________ ________________________
Grace Schmidt, City Clerk Barry Chang, Mayor, City of Cupertino
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1721 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/20/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Accept Accounts Payable for the period ending May 6, 2016
Sponsors:
Indexes:
Code sections:
Attachments:A - Draft Resolution
B - AP Report
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Accept Accounts Payable for the period ending May 6, 2016
Adopt Resolution No. 16-057 accepting Accounts Payable for the period ending May 6, 2016
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™108
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CUPERTINO ALLOWING CERTAIN CLAIMS AND DEMANDS PAYABLE IN
THE AMOUNTS AND FROM THE FUNDS AS HEREINAFTER DESCRIBED
FOR GENERAL AND MISCELLANEOUS EXPENDITURES FOR THE PERIOD
ENDING
May 6, 2016
WHEREAS, the Director of Administrative Services or her designated
representative has certified to accuracy of the following claims and demands and
to the availability of funds for payment hereof; and
WHEREAS, the said claims and demands have been audited as required
by law.
NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby
allows the following claims and demands in the amounts and from the funds as
hereinafter set forth in the attached Payment Register.
CERTIFIED: _____________________________
Lisa Taitano, Finance Manager
PASSED AND ADOPTED at a regular meeting of the City Council of the
City of Cupertino this 6th day of June, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
_________________________ ________________________
Grace Schmidt, City Clerk Barry Chang, Mayor, City of Cupertino
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1701 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/10/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Approval of the Third Quarter Financial Report for Fiscal Year 2015-2016
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Draft Resolution
B - Third Quarter Financial Report for FY 2015-16
C - Performance Measures - Redline Version for each Department
D - Performance Measures - Clean Version for each Department
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Approval of the Third Quarter Financial Report for Fiscal Year 2015-2016
AdoptResolutionNo.16-058acceptingtheCityManager'sThirdQuarterFinancialReportfor
Fiscal Year 2015-2016 to:
1.Approvedecreasedbudgetappropriationsof$4,419,615fortheCapitalProjectand
Enterprise Funds.
2.Approveincreasedbudgetappropriationof$50,000intransfersoutfromtheGeneralFundto
the Public Affairs Information Technology budget.
3.Approveincreasedbudgetappropriationsof$24,000forTrafficCalmingalongRodrigues
Ave. and Pacifica Dr.
4. Approve increased budget appropriations of $200,000 in the Compensated Absence fund.
5. Approve increased appropriations of $30,000 in the City Hall Building Maintenance.
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
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1
CITY MANAGER’S OFFICE
CITY HALL
10 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3212 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: June 6, 2016
Subject
Approval of the Third Quarter Financial Report for Fiscal Year 2015-2016
Recommended Action
Adopt the draft resolution approving the Third Quarter Financial Report for FY
2015-2016:
1.Approve decreased budget appropriations of $4,419,615 for the Capital Project and
Enterprise Funds.
2.Approve increased budget appropriation of $50,000 in transfers out from the General
Fund to the Public Affairs Information Technology budget.
3.Approve increased budget appropriations of $24,000 for Traffic Calming along
Rodrigues Ave. and Pacifica Dr.
4.Approve increased budget appropriations of $200,000 in the Compensated Absence
fund.
5.Approve increased appropriations of $30,000 in the City Hall Building Maintenance.
Fiscal Impact
On June 2, 2015, the City Council adopted the FY 2015-16 Budget, a $118.6 million
spending plan for the City of Cupertino. On November 17, 2015, Council received an
update on the City’s spending plan as part of the City Manager’s First Quarter Financial
Report, which revised the budget to account for encumbrances and carryover
expenditure appropriations from FY 2014-15. Council approved $9,486,754 in additional
expenditures in the first three quarters of the fiscal year resulting in an amended budget
of $161,104,619. These FY 2015-16 budget adjustments are summarized in the table
below:
123
2
Fund
FY 15-16 Final
Adopted Carryovers Encumbrances
Adjustments
Approved in
1st-3rd
Quarters
FY 15-16
Amended
Budget as
March 31, 2016
General $67,575,053 $2,550,765 $6,997,542 $7,926,296 $85,049,656
Special Revenue $20,894,961 $5,452,758 $9,102,429 $617,065 $36,067,213
Debt Service $3,167,538 0 0 0 $3,167,538
Capital Projects $8,950,000 $5,609,187 $1,106,226 $360,000 $16,025,413
Enterprise $9,577,071 $964,209 $183,786 $244,518 $10,969,584
Internal Service $8,401,015 $988,734 $96,591 $338,875 $9,825,215
Total All Funds $118,565,638 $15,565,653 $17,486,574 $9,486,754 $161,104,619
Final Adopted Budget by Fund, $118,565,638
General
67,575,053
57%
Special Revenue
20,894,961
18%
Debt Service
3,167,538
3%
Capital Project
8,950,000
7%
Enterprise
9,577,071
8%
Internal Service
8,401,015
7%
The Amended Budget as of the end of the Third Quarter is $161,104,619 and is funded
with $120,388,496 in revenue and $40,716,123 in fund balance and one-time funding
sources.
124
3
Amended Operating Budget by Fund $161,104,619
General
85,049,656
53%
Special Revenue
36,067,213
22%
Debt Service
3,167,538
2%
Capital Project
16,025,413
10%
Enterprise
10,969,584
7%
Internal Service
9,825,215
6%
Changes since the Mid-Year Budget Report
Adjustment Description Amount
Amended Budget as of Dec 31, 2015 $155,101,894
9212 Study 155,000
I280/Wolfe Interchange 1,200,000
Vallco 9212 180,000
Lehigh Noise Study 15,000
Oaks Initiative 9212 150,000
Route 85 Corridor Mass Transit Alternative 40,000
Approved Mid-Year Adjustments $4,262,725
Total Amended Budget as of Mar 31, 2016 $161,104,619
Discussion
The primary focus of the Third Quarter Financial Report is to provide an update on the
current status of the City budget; the report also reviews current revenue and
expenditure patterns to ensure that budgets are on track to end the year in a positive
fiscal position and reviews any significant variances in expenditures from the prior
fiscal year.
General Fund Update
Revenue
All revenue is on track to meet year end projections. There are no changes
recommended to revenue projections.
125
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Expenditures
It is recommended that the following adjustments be approved as part of the Third
Quarter financial report:
1. A decrease of ($4,419,615) in various Capital and Enterprise funds due to City
staff having completed or closed out several Capital Improvement Projects which
account for the majority of the adjustments at Third Quarter.
2. An increase of $50,000 due the transfer in of general fund appropriation to the
Information Technology Internal Service fund. This transfer will allow for the
purchase of several desktop computers while the department works on solving
ongoing issues with the City’s virtual desktops.
3. An increase of $24,000 for traffic calming along Rodrigues Avenue and Pacifica
Drive to be funded by CPI Development In-Lieu dollars that the City had
received in a prior fiscal year.
4. An increase of $200,000 in the Compensated Absence fund due to unanticipated
cash out costs associated with employees leaving the City.
5. An increase of $30,000 in City Hall Building Maintenance for City Hall fire
sprinkler system repair.
Fund Expenditure Revenue Fund
Balance
Description
General 24,000 - (24,000) Traffic Calming along Rodrigues Ave. and Pacifica Dr.
General 30,000 - (30,000) City Hall sprinkler system
Special Revenue (217,406) - 217,406 Close out of McClellan Sidewalk Improvement CIP
Special Revenue (6,732) - 6,732 Close out of Mary Ave Pedestrian Improvements CIP
Capital Projects (450,000) - 450,000 Close out of Linda Vista Pond Repair CIP
Capital Projects (140,000) - 140,000 Close out of Monta Vista Preschool Play Area CIP
Capital Projects (104,500) - 104,500 Close out of Portal Cricket Cage Replacement CIP
Capital Projects (269) - 269 Close out of McClellan Barn Renovation Evaluation CIP
Capital Projects (1,536) - 1,536 Close out of Solar Assessment CIP
Capital Projects (118,481) - 118,481 Close out of Solar Assessment Service Center CIP
Capital Projects (448,840) - 448,840 Close out of Library Room Expansion CIP
Capital Projects (9,940) - 9,940 Close out of Civic Center Parking Structure CIP
Capital Projects (2,466,990) - 2,466,990 Close out of Civic Center Master Plan CIP
Enterprise (8,642) - 8,642 Close out of Fenced Dog Park CIP
Enterprise (45,200) - 45,200 Close out of Wilson Park Safety Net CIP
Enterprise (131,550) - 131,550 Close out of Wilson Bleacher Shade Canopy CIP
Enterprise (89,829) - 89,829 Close out of Quinlan Interior Upgrades CIP
Enterprise (179,700) - 179,700 Close out of Wilson Building Landscape CIP
Internal Service 200,000 - (200,000) Unanticpated cashout costs
Internal Service 50,000 50,000 - Transfer in from the City Manager Contingency fund for the purchase of computer equipment
Total All Funds (4,115,615) 50,000 4,165,615
Fund Balance
The FY 2015-16 year end projected fund balance for the General Fund is $31.27 million.
This projection is down since the Mid-Year budget due to the anticipated year end
transfer of $5.9 million to the Capital Reserve.
126
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Staffing Impacts
There are no changes to staffing.
Conclusion
The Third Quarter Financial Report shows the City is well positioned to end the year
within the Amended Budget. The adjustments at Third Quarter total ($4,115,615) and
mostly account for completed or discontinued Capital Projects.
Prepared and Reviewed by: Kristina Alfaro, Director of Administrative Services
Approved for Submission by: David Brandt, City Manager
Attachments:
A - Draft Resolution
B - Third Quarter Financial Report for Fiscal Year 2015-16
C - Performance Measures - Clean Version for each Department
D - Performance Measures - Redline Version for each Department
127
RESOLUTION NO. 16-
Attachment A
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
AMENDING THE OPERATING BUDGET FOR FISCAL YEAR 2015-16 BY RATIFYING
THE ADEQUACY OF ESTIMATED AMENDED REVENUES TO THE GENERAL AND
SPECIAL FUNDS TO COVER AMENDED APPROPRIATED MONIES AND
APPROPRIATING MONIES THEREFROM FOR SPECIFIED ACTIVITIES AND
ACCOUNTS
WHEREAS, the orderly administration of municipal government is dependent
on the establishment of a sound fiscal policy of maintaining a proper ratio 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 amended
anticipated revenues, has determined that estimated amended revenues are adequate to
cover amended appropriations, and has recommended the allocation of monies for
specified program activities
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby ratify
that the attached anticipated amended resources are to be received in the General and
Special Funds listed in the attachment during fiscal year 2015-16 and that such resources
are sufficient to cover the attached amended appropriations.
BE IT FURTHER RESOLVED that there is appropriated from the General and
special funds the sum of money set forth as amended expenditures for those funds, to
be used for the purposes as expressed and estimated in the report before the City
Council.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 6th day of June 2016, by the following vote:
128
Page 2
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
Grace Schmidt, City Clerk Barry Chang, Mayor, City of Cupertino
129
¹As part of the Final Budget a new reserve policy was adopted that authorized the transfer of the any excess fund balance over $500,000 to the Capital Reserve. This is
the primary reason for the large use of fund balance in the final budget. The additional $10.45 in fund balance as of third quarter is to provide a fund source for prior
year encumbrances, carryovers and mid-year budget adjustments.
9 Month
Actuals
Amended
Budget
Year End
Actuals
9 Month
Actuals
Amended
Budget
Year End
Actuals
9 Month
Actuals
Amended
Budget
Year End
Actuals
9 Month
Actuals Final Budget Amended
Budget
FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16
Revenue $36.4 $51.1 $54.7 $49.0 $95.9 $73.9 $66.2 $88.4 $83.5 $48.4 $68.2 $68.2
Expenditures $33.1 $49.9 $44.7 $48.7 $78.8 $64.4 $63.3 $98.8 $86.2 $45.2 $67.6 $85.1
Fund Balance $3.3 $1.3 $9.9 $0.3 $17.1 $9.5 $2.9 $(10.4)$(2.7)$3.2 $0.6 $(16.9)
$(40.0)
$(20.0)
$-
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
In
M
i
l
l
i
o
n
s
THIRD QUARTER REPORT
The following is the Third Quarter Financial Report for the period of July 2015-March 2016 for the 2015-2016 Fiscal
Year. It has been prepared to inform the City Council, City leadership and the public of the City’s financial status
at the third quarter point of this fiscal year. The report provides revenue and expenditure summaries and
recommends adjustments to City budget needed since the adoption of the Final Budget in June 2015.
BACKGROUND
On June 2, 2015, the City Council adopted the FY 2015-16 Budget, a $118.6 million spending plan for the City of
Cupertino. On November 17, 2015, Council received an update on the City’s spending plan as part of the City
Manager’s First Quarter Financial Report, which revised the budget to account for encumbrances and carryover
expenditure appropriations from FY 2014-15. Council approved $9,486,754 in additional expenditures in the first three
quarters of the fiscal year resulting in an amended budget of $161,104,619.
FY 2015-16
Proposed Budget thru the Third Quarter | Amended Budget FY 2015-16 | Flow of Funds Chart (in Millions)
GENERAL FUND UPDATE
General Fund Revenue, Expenditures and Fund Balance
130
Actuals Final Budget1st Qtr Mid-Year
Year End
Projection
CLASSIFICATION 2014-152015-16 EstimatesEstimates 2015-16
Total Non Spendable 1.10 1.10 1.10 1.10 1.10
Total Restricted 0.76 0.76 0.76 0.76 0.76
Total Assigned/Other 26.54 23.83 31.50 31.50 27.50
Total UnAssigned 15.31 10.89 0.50 0.50 1.95
TOTAL FUND BALANCE 41.85 36.58 33.86 33.86 31.27
General Fund Revenue and Expenditure Trends
RECOMMENDED THIRD QUARTER ADJUSTMENTS BY FUND
SUMMARY
The Third Quarter Financial Report shows the City is well positioned to end the year within the Amended Budget. The
majority of adjustments at third quarter total $4,115,615 and mostly account for completed or discontinued Capital
Projects.
Lastly, we encourage you to go to www.cupertino.org/opengov a great site that puts the power of the City’s financial
data in your hands. This site allows you take actual historical revenues and expenditures and current year budget data
and create several different graphical representations. You can even share your charts on social media or with friends
and colleagues via email.
GENERAL FUND UPDATE (continued)
Are General Fund Revenues and Expenditures on Trend?
As of March 31, 2016, General Fund expenditures are
$45.2 million; this represents 56% of the budgeted
appropriations. Expenditures at the third quarter point
of the prior three years were between 73% and 76% of
the final actual expenditures, placing this year below
the range. This is due to large special projects that have
yet to be completed, salary savings due to vacancies
and unspent dollars related to the employee housing
loan option that has not been used. General Fund
revenues are at $48.2 million; this represents 70% of
the budgeted revenue. Revenues at the mid-year point
of the prior three years were between 66% and 79%,
placing this year within the range.
General Fund Classification of Fund Balance
79%76%
66%
73%70%
56%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Revenue Expenditures
High Low FY 15-16
Fund Expenditure Revenue Fund
Balance
Description
General 24,000 - (24,000) Traffic Calming along Rodrigues Ave. and Pacifica Dr.
General 30,000 - (30,000) City Hall sprinkler system
Special Revenue (217,406) - 217,406 Close out of McClellan Sidewalk Improvement CIP
Special Revenue (6,732) - 6,732 Close out of Mary Ave Pedestrian Improvements CIP
Capital Projects (450,000) - 450,000 Close out of Linda Vista Pond Repair CIP
Capital Projects (140,000) - 140,000 Close out of Monta Vista Preschool Play Area CIP
Capital Projects (104,500) - 104,500 Close out of Portal Cricket Cage Replacement CIP
Capital Projects (269) - 269 Close out of McClellan Barn Renovation Evaluation CIP
Capital Projects (1,536) - 1,536 Close out of Solar Assessment CIP
Capital Projects (118,481) - 118,481 Close out of Solar Assessment Service Center CIP
Capital Projects (448,840) - 448,840 Close out of Library Room Expansion CIP
Capital Projects (9,940) - 9,940 Close out of Civic Center Parking Structure CIP
Capital Projects (2,466,990) - 2,466,990 Close out of Civic Center Master Plan CIP
Enterprise (8,642) - 8,642 Close out of Fenced Dog Park CIP
Enterprise (45,200) - 45,200 Close out of Wilson Park Safety Net CIP
Enterprise (131,550) - 131,550 Close out of Wilson Bleacher Shade Canopy CIP
Enterprise (89,829) - 89,829 Close out of Quinlan Interior Upgrades CIP
Enterprise (179,700) - 179,700 Close out of Wilson Building Landscape CIP
Internal Service 200,000 - (200,000) Unanticpated cashout costs
Internal Service 50,000 50,000 - Transfer in from the City Manager Contingency fund for the purchase of computer equipment
Total All Funds (4,115,615) 50,000 4,165,615
131
Administration - Key Performance Measures by Division
SUSTAINABILITY
GOAL Establish indicators for sustainability that will enable short and long-term
Climate Action monitoring reporting and continuous improvement.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Each of Sustainability
Division's programs has an
effective data collection
and management tool.
Reporting on program
metrics is simplified by
having templates and data
collection system in place.
Each City department
considers sustainability-
related metrics for their
projects.
Hired staff to
lead
environmental
and utilities
tool
development
and staff
engagement.
Developing
Clear Path
tracking
database for
monitoring,
tracking and
measuring
GHG data.
Field checked
parks,
schools, and
facilities
water
meters.
Developed
interim
energy utility
database to
support
enterprise
software
procurement
.procurement.
Issued RFQ
for a Utility
Data
Management
Solution in
March to
automate
utility bill
data entry,
provide
utility
reporting
and
customizable
dashboards.
Vendors
interviewed
in May and a
selection is
expected by
June.
Strategy Lead data gathering, assessment and reporting of metrics of sustainability
measures for the purpose of driving accountability and improvements
across municipal operations and the community at large.
Measure Reporting templates, open data platform.
Metric Number of programs out of total for which an effective data collection and
management tools has been found and is in use across all
departments/divisions.
2015/16 Outcome Data for each program is efficiently collected and easily analyzed; results of
programs are efficiently reported out to Council and community, and
synched to open data platform.
Status The City issued an RFQ for a Utility Data Management Solution to provide
automated utility bill data entry, reporting, and dashboards. A vendor is
expected to be selected in May with early implementation by July 1st
Entered GHG inventory data into Clear Path tracking tool. Organizing GHG
reduction measures into actionable timeline for implementation.
Completed ground-truthing of park, school, and facility water meters.
132
Administration - Key Performance Measures by Division
Researched utility management software solutions and developed criteria
to guide the procurement process over the next quarter. Piloted City
Works asset management tool as a potential solution for GreenBiz
program data.
GOAL Demonstrate technologies and municipal practices that promote
sustainability both in the City’s own operations and in those of its
suppliers.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Develop employee survey
to assess needs and define
use cases. Design and pilot
procurement tool. Refine
based upon feedback.
Finalized
update to
2008 green
purchasing
policy to
drive this
action inside
and outside
the
organization.
Hosting
departmental
trainings.
Provided
training @
departmental
meetings on
Green
Purchasing
Policy, User
Guide and
Cheat Sheet.
Selected as
an
“Outstanding
Case Study”
by the
Sustainable
Purchasing
Leadership
Council,
based on
City green
procurement
strategies
and
practices.
Working on
continued
employee
engagement
on Green
Purchasing
Policy.
Strategy Develop planning tools to enable comparative analysis of procurement
decisions and to support long-term economic, environmental, and socially
responsible decision-making.
Measure Employee survey. Planning tools and user guide.
Metric Number of employees using or inputting into the tool. Number of
employees accessing the user guide.
2015/16 Outcome Survey administered to employees and baseline results calculated. Pilot
users become power users and champions to other purchasing staff.
Status Finalized updated Green Purchasing Policy and developed a User Guide
and 1-page Cheat Sheet to support staff policy implementation. Delivered
133
Administration - Key Performance Measures by Division
brief presentation on Green Purchasing Policy documents at Public Works
and Planning Department meetings. Provided all staff with hard copies
and online access to documents. Next phase, developing a tool to track
usage/procurement efforts to ensure policy is truly implemented.
Continuing to engage employees on Green purchasing policy.
134
Administration - Key Performance Measures by Division
GOAL Build Cupertino as sustainability leader among comparable cities through
innovative, cost-effective, resource-saving initiatives and partnerships.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
EPP and Demonstration
internal policies finalized.
Tracking tool and
database developed and
relevant staff trained on
its use.
Researching
certification
programs (e.g.
STAR
Communities)
and awards
(e.g. Beacon
Award) to
benchmark
and/or
recognize city
sustainability
leadership
efforts and
identify new
environmental
actions.
City accepted
into ILG’s
Beacon
Awards
program, in
which
requires
progress
reports on
industry
BMPs to allow
continual and
evolutionary
benchmarking
of City
activities.
EPP is
finalized and
information
being
disseminated
among staff.
City drafting
report on
BMP’s for
Beacon
Award.
Strategy Continue and expand collaborative procurement, grant, technical
assistance and fellowships efforts to grow programs and enable advanced
technology acquisition
Measure Updated Green Purchasing Policy, new Technology Demonstration Policy,
tracking tools.
Metric Policies and tracking tools developed.
2015/16 Outcome City staff has an approved IT-endorsed green purchasing policy and PW-
endorsed technology demonstration policy with which to make decisions.
Grant, award, technical/fellowship assistance database and tracking tool in
place and utilize across relevant departments.
Status To pursue acknowledgement of leading City sustainability efforts,
Cupertino’s application was accepted for participation in the Institute for
staff is compiling list of Best Management Practices to submit to Localthe
Local Government’s Beacon Award Program for 2016. Staff will be
contributing activity data for possible award in late 2016. Council approved
re- joining the Compact of Mayors, to increase recognition and
accountability for sustainability programs nationally, in which staff will also
be submitting progress in late 2016.
135
Administration - Key Performance Measures by Division
GOAL Lead outreach to ensure that all community members acquire the
knowledge, skills, and tools to meet current and future sustainability
challenges.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Development and roll out
of resident and business
surveys.
Polling is
forthcoming
as part of the
community
survey and
updated
Cupertino
green
website.
Exploring
appropriate
utilization
of Peak
Democracy,
Town Hall
tools and
Community
Based
Social
Marketing
techniques
for
surveying
and
activating
residents
and
businesses
on CAP
Measures.
Staff attending
regular
communications
working group
meetings to
better
understands
tools available
to outreach to
the public.
Developing
Community
Based Social
Marketing
campaign to
help raise
awareness of
sustainability
programs and
implement CAP
measures.
Strategy Elevate awareness of and participation in existing and pilot sustainability
initiatives among residents and businesses, to advance ecological
citizenship models.
Measure Number of new surveying tools that produce meaningful or actionable
results; program participation, satisfaction, retention.
Metric How many people take the surveys; number/percent of people aware of
each program/service/survey question. Number of program participants
from baseline, over time.
2015/16 Outcome Have baseline idea of how knowledgeable residents and businesses are of
programs, services, technologies. Produce list of discrepancies between
services offered and results of community interest surveys. Initiate
outreach campaign development.
Status Researching other agency models for this type of exercise that are the most
cost effective and achieve the highest response rate. AttendedContinuing
to attend Community Based Social Marketing training to gather best
practices, knowledge and insight into options for effective surveying of and
engagement with residentswith residents and businesses on targeted
Climate Action Plan CAP Measures.
136
Administration - Key Performance Measures by Division
CITY CLERK
GOAL Streamline information processing for Council, staff, and public.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
50% of employees sign
acknowledgement and
answer questions
successfully.
Records
Retention
policy and
procedures
packet to be
included in
the new
employee
hiring
package
given out by
HR and this
PM will not
be included
in the next
budget cycle
for the City
Clerk’s
division.
Records
Retention
Policy
distributed
to all
employees
and via
email and
new
employee
hiring
package..
Records
Retention
Policy
distributed to
all
employees
via email and
is included in
new
employee
hiring
package.
Strategy All employees receive Records Retention policy and procedures.
Measure Clerk's office receives signed acknowledgement that employee received
and reviewed policy and procedures. Also, employee will answer two
questions about the policy and/or procedures.
Metric Percentage of employees who sign acknowledgement and answer
questions successfully.
2015/16 Outcome Success enabled by having simple, clear instructions and/or policies for
records retention, formatting staff reports and attachments, and drafting
agenda items in Legistar; training individuals on these
instructions/policies; support from City Manager and Department Heads
to respect packet deadlines.
Status City Clerk’s office emailed the Records Retention Policy and Procedures
packet to the Department Admins to forward to each employee in the
department. As noted in 1st Quarter, Records Retention Policy and
Procedures packet to be included in the new employee hiring package
given out by HR.
137
Administration - Key Performance Measures by Division
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
75% of users sign
acknowledgment
City Clerk’s
office will
contact
Department
Admins and
Commission
staff liaisons
to identify all
employees
who draft
Council
agenda
items and/or
create
commission
agendas.
Alt. pathway
to user
agreement
pursued:
Relevant users
identified and
received
written
instructions.
Clerk’s Office
conducted/will
continue to
conduct
trainings on
Granicus
Legistar/InSite.
Alt. pathway
to user
agreement
pursued:
Relevant users
identified and
received
written
instructions.
Clerk’s Office
conducted/will
continue to
conduct
trainings on
Granicus
Legistar/InSite.
Strategy Identify employees who draft Council agenda items and/or create
commission agendas and train them on Granicus Legistar/Insite.
Measure Clerk's office receives signed acknowledgement from employee and trainer
that instructions were received and employee was trained.
Metric Percentage of users who sign acknowledgement.
2015/16 Outcome All users trained proficient in program.
Status Employees who draft Council agenda items and/or create commission
agendas have been identified. Users have received written instructions. The
City Clerk’s office has trained the commission liaisons and Department
Admins have trained users in their department on Granicus Legistar/InSite.
The City Clerk’s office feels confident in the training without receiving a
signed acknowledgment. The City Clerk’s office will continue to identify any
new employees who need training on the software but will not require a
written acknowledgment.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
50% of the time, each
Dept. Head and City
Manager will have Council
agenda items approved
and Clerk's office will have
packet prepared by
specified deadline.
Departments
are already
aware of the
agenda
deadlines
and PM will
not be
Departments
are already
aware of the
agenda
deadlines.
Departments
are already
aware of the
agenda
deadlines.
138
Administration - Key Performance Measures by Division
included in
the next
budget cycle
for the City
Clerk’s
division.
Strategy Final approval of Council agenda items by 4:00 p.m. on packet day. Clerk's
office will post packet and send information to Council members no later
than 6:30 p.m. on packet day.
Measure Clerk's office will track when each department's Council agenda items
were approved by the Dept. Head and City Manager.
Metric Percentage of time each department's Council agenda items are approved
and packet ready by specified deadline.
2015/16 Outcome All departments aware of and adhere to deadlines. Packets processed no
later than 5pm on packet day.
Status This Performance Measure strategy and outcome relies on the
performance of other departments getting their agenda items in the
system in a timely manner for the City Manager’s approval. Departments
are already aware of the deadlines and the City Clerk’s office can only
begin processing the packet once all agenda items are in the system and
approved. This PM will not be included in the next budget cycle for the City
Clerk’s division.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
NEW: 100% of Public
Record Act requests
responded to by the
deadline date.
100% of
Public Record
Act requests
responded to
by the
deadline
date.
94% of
Public
Record Act
requests
responded
to by the
deadline.
95% of Public
Record Act
requests
responded to
by the
deadline.
Strategy Public Record Act requests responded to in a timely manner.
Measure Public Record Act requests log “due date” column (including any
“extension”) and “date fulfilled” column match.
Metric Percentage of Public Record Act requests responded to by the deadline
date.
2015/16 Outcome 100% of Public Record Act requests responded to by the deadline date.
Status 317 Public Record Act requests were logged for second third quarter FY
2015-16 and 16 35 were responded to by the deadline date. The one two
requests not responded to by the deadline date required 16 staff hours
139
Administration - Key Performance Measures by Division
including outside counsel supportwere due to software technicial
difficulties in pulling the information requested. The Both requests was
were responded to partially and was completed within a weekfew days.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
NEW: 80% of City Council
minutes for regular
meetings presented for
Council approval by the
following regular meeting.
71% of
minutes for
regular
Council
meetings
submitted
for approval
at the next
regular
Council
meeting.
100% of
minutes for
regular
Council
meetings
submitted
for
approval at
the next
regular
Council
meeting.
100% of
minutes for
regular
Council
meetings
submitted
for approval
at the next
regular
Council
meeting.
Strategy City Council minutes prepared and presented for City Council approval in
a timely manner.
Measure Clerk’s office will track the date of each regular Council meeting and when
the draft minutes were presented for approval.
Metric Percentage of regular Council meeting minutes approved by the next
regular Council meeting.
2015/16 Outcome 80% of minutes for regular Council meetings submitted for approval at
the next regular Council meeting.
Status Five Four regular Council meetings occurred in second third quarter. Five
Four sets of minutes for regular Council meetings were submitted for
approval by the next regular meeting.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
NEW: 90% of adopted City
Council resolutions and
ordinances processed and
scanned to Laserfiche
within a week of Clerk’s
office receipt of final,
signed documents.
100% of
adopted City
Council
resolutions
and
ordinances
were
processed
and scanned
to Laserfiche
within a
week of
100% of
adopted
City Council
resolutions
and
ordinances
were
processed
and
scanned to
Laserfiche
within a
100% of
adopted City
Council
resolutions
and
ordinances
were
processed
and scanned
to Laserfiche
within a
week of
140
Administration - Key Performance Measures by Division
Clerk’s office
receipt of
final, signed
documents.
week of
Clerk’s
office
receipt of
final,
signed
documents.
Clerk’s office
receipt of
final, signed
documents.
Strategy Adopted City Council resolutions and ordinances signed and scanned to
Laserfiche in a timely manner.
Measure Clerk’s office will track time it takes to process adopted resolutions and
ordinances after a City Council meeting until the time they are scanned to
Laserfiche.
Metric Percentage of City Council adopted resolutions and ordinances signed and
uploaded to Laserfiche for public viewing within a week of Clerk’s office
receipt of final, signed documents.
2015/16 Outcome 100% of adopted City Council resolutions and ordinances were processed
and scanned to Laserfiche within a week of Clerk’s office receipt of final,
signed documents.
Status 304 resolutions and three ordinances were adopted in first third quarter
and 100% were processed and scanned to Laserfiche within a week of
Clerk’s office receipt of final, signed documents.
141
Law Enforcement - Key Performance Measures by Division
1
LAW ENFORCEMENT
GOAL Maintain adequate Sheriff response times to citizen calls.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Per Contract
Priority One: 5 minutes
Priority Two: 9 minutes
Priority Three: 20 minutes
N/A Exceeding
expectations
Continuing to
exceed
expectations
Continuing
to exceed
expectations
Strategy Monitor average response time for emergency calls
Measure Priority One: Respond within 5 minutes
Priority Two: Respond within 9 minutes
Priority Three: Respond within 20 minutes
Metric Logged in Public Safety Report
2015/16 Outcome Priority One: Response 3.54 minutes
Priority Two: Response 6.55 minutes
Priority Three: Response 11.26 minutes
Status Priority One 1st Quarter: July - 2.99 / Aug – 3.52 / Sept – 3.86
Priority One 2nd Quarter: Oct – 1.57 / Nov – 4.93 / Dec – 4.35
Priority Two 1st Quarter: July - 6.80 /Aug – 6.10 / Sept – 7.06
Priority Two 2nd Quarter: Oct – 6.27 / Nov – 6.57 / Dec – 6.48
Priority Three 1st Quarter: July – 11.10 / Aug- 11.35 / Sept – 11.02
Priority Three 2nd Quarter: Oct – 10.35 / Nov – 12.65 / Dec – 11.04
GOAL Provide crime prevention efforts through public interaction and
education.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
3 N/A Started Fall
Academy
Completed
Fall Academy
N/A
Strategy Conduct Teen Academy classes.
Measure Number of Teen Academy classes held.
142
Law Enforcement - Key Performance Measures by Division
2
Metric
2015/16 Outcome 2
Status The Fall Teen Academy runs from 9/29-12/17/15. There will be 12
sessions with 22 students participating.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
25 N/A 11 14 Pending
Strategy Conduct Code Red training and drills.
Measure Number of training/drills held.
Metric
2015/16 Outcome 21
Status 21 Schools are currently scheduled for the Run, Hide, Defend trainings
and lock down drills.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1 N/A No meetings
scheduled
3 meetings
attended
Pending
Strategy Conduct "Every 15 Minutes" program.
Measure Number of presentations held.
Metric
2015/16 Outcome 1
Status “Every 15 minutes” is currently scheduled to be held at Homestead High
School in April 2016
143
Law Enforcement - Key Performance Measures by Division
3
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
9
N/A One meeting
attended
Six
meetings
attended
Pending
Strategy Conduct school attendance review board (SARB) meetings for Cupertino
Unified School District and DA Mediation for the Fremont Union High
School District.
Measure Number of meetings held.
Metric
2015/16 Outcome 1 SARB in the first Quarter and 3 SARB/ 3 DA Mediation meetings in the
second Quarter.
Status Seven meetings conducted through December which conform to school
year.
144
Public Affairs - Key Performance Measures by Division
1
ADMINISTRATION
GOAL Provide superior customer service both in-house and public-facing.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Customer satisfaction
survey ratings of good to
excellent.
N/A Annual Annual Annual
Strategy Develop customer service best practice guide and host training to
institutionalize practices.
Measure Customer satisfaction index based upon user satisfaction and number of
cases reported.
Metric Use Access Cupertino and user surveys to assess community satisfaction.
2015/16 Outcome Satisfied customers as indicated by high internal and end-user ratings.
Ratings included in employee performance evaluations.
Status Survey conducted annually. New Survey planned for 4th
Quarterpostponed to FY16/17.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increase rate of online
utilization by 10% over
previous year. Number of
users accessing City
information through each
channel.
2014 Jul 2,270 Oct
7.8%
Increase
2,426 Dec
15.36.8%
Increase
2,521 Mar
3.9%
Increase
Strategy Strive for innovation in customer service approaches. Build in-house
experts to serve diverse customer needs.
Measure Be an adaptive organization and act as facilitators, enablers, and experts
on technology and communications to provide customers and end-users
relevant access to City information.
Metric Utilize monthly social media and web usage statistics to determine access
to City information. Utilize intranet statistics and Google Analytics.
2015/16 Outcome Deploy widely used and growing variety of differentiated online services.
Status Continuing to promote and expand use of social media.
145
Public Affairs - Key Performance Measures by Division
2
INFORMATION TECHNOLOGY
GOAL Build an IT strategic plan to serve as a management tool, guide decision
making, and prioritize staffing.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Actionable plan developed,
all staff engaged in its
implementation, resources
adequately aligned to
achieve plan goals.
N/A Initial
document
complete
Matrix of IT
priorities
documented
IT
Assessment
Complete
Strategy Hire third-party consultant to survey staff needs, assess technology gaps
and develop an implementation plan.
Measure Plan developed. Technology projects listed. Tracking tool implemented.
Metric Number of completed technology projects. Inventory and status of
technology services.
2015/16 Outcome Formally adopt IT strategic plan.
Status Consultant provided document. First staff governance meeting held.
Recruitment for CTO in process.Project complete.
COMMUNICATIONS
GOAL Develop a Communications strategic plan to guide organizational
outreach priorities and associated staffing.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Actionable plan
developed, all staff
engaged in roll-out,
resources adequately
aligned to achieve plan
goals.
N/A Communication
assessment
complete
Action plan
being
implemented
Action plan
being
implemented
Strategy Explore consultant options to survey community and staff needs, assess
media gaps, implementation plan to address those needs and gaps.
Measure Plan developed. Needs and gaps identified. Communications projects listed.
Tracking tool implemented.
Metric Number of current and prospective communication projects. Inventory of
communication services.
146
Public Affairs - Key Performance Measures by Division
3
2015/16 Outcome Formally adopt strategic plan.
Status Communications assessment complete. Action plan being implemented.
Studies complete. Priority established and citywide communication
meetings have commenced.
GIS
GOAL Assist community in visualizing and transforming geographic data into
usable information.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Actionable plan developed,
all staff engaged in roll-
out, resources adequately
aligned to achieve plan
goals.
N/A N/A N/A RFP
complete
Strategy Provide high-quality geospatial data, application development and
expertise to the City of Cupertino staff and general public.
Measure Utilize website to track visits to the home page, Open Data, map/app
gallery and MapGuide/Magnet.
Metric Track the number of requests for assistance in general GIS, mapping
requests, data request and Cityworks.
2015/16 Outcome Formally adopt strategic plan.
Status RFP complete. Strategic plan in progress. Monitoring requests for
assistance.
147
Administrative Services - Key Performance Measures by Division
FINANCE
GOAL Deploy tools to empower and boost the efficiency of our employees.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Allow our customers the
ability to quickly and
securely make payments
using their devices.
N/A 25% 25% 25%
Strategy Launch state-of-art online payment portal (cloud based).
Measure Attain banking expansion with Wells Fargo. Track user experience in
payment portal through user survey.
Metric Positive customer experience surveys. # of payments processed via old
system (online/in person ratio). # of payments processed in new system
(online/in person ratio).
2015/16 Outcome Payment system implementation complete. Customer payment process
simplified.
Status Initial Meeting with Wells Fargo completed. No further progress as of 3rd
2nd quarter.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Employee dashboard to
complete time cards,
review leave balances, and
initiate personal and
benefit changes.
N/A 100% N/A N/A
Strategy Launch Full-Service Employee portal.
Measure New World Systems, time card entry purchased, implementation in-
progress. User survey pre-and-post implementation to learn time savings,
ease of use, change in capabilities.
Metric Positive customer experience surveys. # of users, click through rate.
HR/Admin services survey pre-and-post implementation to learn # of
requests addressed in-person vs. new tool.
2015/16 Outcome New World Systems implementation complete. Employees trained and
utilizing tool.
Status Completed, all city users are trained on the portal. Training manual and
video’s are is available on the intranet and training videos are expected
before fiscal year end.
Formatted: Superscript
148
Administrative Services - Key Performance Measures by Division
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Develop a City Telework
policy that allows flexibility
to work outside City offices
in a productive and
environmentally-beneficial
manner.
N/A 50% 50% 75%
Strategy Implement Telework policy and associated technology needs to enable
remote working options for City employees.
Measure Develop draft policy for review by Department Heads. Work with IT to
determine and source technology needs. Pilot policy. Adjust where
needed and deploy globally.
Metric # of employees approved to participate. # of hours logged @ home. GHG
and fuel savings cataloged.
2015/16 Outcome Build a flexible work arrangement that reduces commutes and associated
emissions, benefits the employee, departments and customers by making
more efficient use of staff time.
Status 50% complete. Launched pilot program with policy in September. We
will be surveying participants and their supervisors to get feedback on the
program.Met with participants and the feedback was employees were
more productive working at home and saving time and energy by not
commuting. If The pilot was successful, anticipate a full roll out by next
fiscal year end.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Consistent hardware and
software technology at
each workstation for
improved efficiencies.
Conference rooms
equipped consistently with
same audio/video
technology.
N/A 75% 75% 85%
Strategy Establish standard departmental workstations and conference room set-
up to expand technology access and user experience.
Measure Standard established. User experience surveys administered pre-and-
post deployment.
Metric # of workstations upgraded. # of conference rooms upgraded. Positive
user experience recorded and improvement recommendations
prioritized.
2015/16 Outcome Employee productivity improved. Technology staff time reduced for
workstation and conference room trouble-shooting.
149
Administrative Services - Key Performance Measures by Division
Status 75% Complete. All workstations in Administrative Services are utilizing
the Virtual Desktop Integrator (VDI). Staff continues to test the speed of
the system. VDI console also installed in conference room. Information
Technology workings on solving ongoing issues with the City’s virtual
desktops.
HUMAN RESOURCES
GOAL Diversify employee training opportunities across all work classifications.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Explore internal
opportunities for
mentorship (mentee-
driven).
N/A +-10% +10% N/A
Strategy Offer web or computer- based supervisory trainings; intra-departmental
mentorships and cross-trainings; explore personal and professional
growth opportunities.
Measure Send out surveys to learn employee training needs. Compile training
rosters and offer evaluation forms to provide feedback.
Metric Training needs survey received from all employees. Attendee satisfaction.
Training roster attendance.
2015/16 Outcome Create training catalog/schedule
Status In progress, anticipate training survey in early 2016.Removing program
from Performance Measures.
150
Recreation and Community Services - Key Performance Measures by Division
1
ADMINISTRATION
GOAL Develop a healthy, positive and connected team.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
100% of priorities complete
by June 30, 2016.
N/A On Track On track On track
Strategy Identify Department priorities for FY 15/16 and form sub-committees to
work on each goal.
Measure Priorities list developed, readily accessed and tracked by each
implementing program.
Metric Percentage of priorities completed by December 2015 and June 2016.
2015/16 Outcome Improved technology, marketing and customer service levels.
Status Perfect Mind contract approved in negotiations. Estimated completion
09/2016. New Business & Community Services Division rollout in May
2016 addresses the above. All 2015 goals in process or completed.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Benchmark current inner
departmental
communications tools and
develop a priority list of
expansion opportunities.
Deploy tools to improve
RCS staff knowledge of
ongoing and prior
successes.
N/A On Track On track On track
Strategy Establish a department newsletter denoting quarterly accomplishments
and items of interest. McClellan Ranch quarterly newsletter also
implemented.
Measure Survey staff at departmental meetings to evaluate experience and gauge
awareness of colleague's projects.
Metric Increase awareness of City and department issues and projects by 10%.
2015/16 Outcome Enhanced communication of department projects and accomplishments.
151
Recreation and Community Services - Key Performance Measures by Division
2
Status Monthly department meetings have been implemented as well as a
quarterly newsletter. Utilizing items of interest to increase awareness of
department projects and accomplishments. Monthly meetings
implemented with senior management and Public Works.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increased participation in
cross-division events by
25%.
N/A On Track On track On track
Strategy Establish monthly department wide meetings to team build,
communicate subcommittee milestones and organization
issues/successes.
Measure Meetings convened, hosted, tracked. Information shared with all
departmental members.
Metric Percentage of participation at meetings and department events.
2015/16 Outcome Strong cohesive team developed to expand partnerships and elevate
customer services and experience.
Status Monthly Department meetings implemented achieving 90% participation.
Sub-committees established for technology, customer service and
marketing and facility use policies.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
100% participation in
annual training for all full-
time staff. Annual
enhancement of customer
service modules for all part-
time staff during in-service
training.
N/A On Track On track On track
Strategy Place high priority on training and encourage expanded professional
development opportunities for staff.
Measure Percentage of participation in annual training courses, passing-on new
ideas, program concepts and service delivery tips via internal
communications cataloging /project management tool. Track customer
service experience before/following implementation via online, in-class
surveys, Comcate.
Metric Quantity of courses offered, participant attendance. Tool to foster
greater team dialog and brainstorming explored. Positive customer
experiences recorded.
152
Recreation and Community Services - Key Performance Measures by Division
3
2015/16 Outcome Customer service experience improved. Customer service modules
available online and shared with all departments to ensure consistency.
Status All staff required to attend skill enhancement training. On track for 100%
compliance. Staff “reports out” to full department what they learned at
monthly meetings. Annual department workshop off-site scheduled June
August 2016.
GOAL Increase use of technology to facilitate efficiency, expand marketing and
bolster customer experience.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Registration available at
any facility 100% of the
time. Participant feedback
readily available.
N/A Pending
Perfect Mind
Software
Installation
Pending
Perfect
Mind
Software
Installation
Pending
Perfect Mind
Software
Installation
Strategy Implement a new registration system department-wide.
Measure Development of methods to register and obtain customer feedback
electronically using internet and smart devices.
Metric Quantity and quality of customer feedback received prior to and following
system deployment.
2015/16 Outcome Improved employee efficiency and productivity. Customer experience
improved and access to information enabled.
Status Contract signed 1/31/16. Staff has proposed new procedures to
streamline facility rental process. Workflow analysis regarding registration
process to start May 2016. Perfect Mind discovery process to start in June
2016within 30-60 days.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
10% increase in social
media outreach.
N/A On Track On track On track
Strategy Effective use of social media marketing for classes and events.
Measure Development of methods to notify customers via social media.
Metric List of methods currently used. List of new approaches. Project
management schedule and timeline to implement methods.
153
Recreation and Community Services - Key Performance Measures by Division
4
2015/16 Outcome Strengthen partnership with Communications Department to develop an
outreach plan for RCS that defines effective messaging, civic media assets,
roles, timelines,and responsibilities.
Status -Marketing seminar attended in September 2015
-Target marketing media identified
-Pilot program anticipated for Big Bunny 5K/Fun Run
-Implementation of Perfect Mind will enhance capabilities as well as
establishment of Business division in May 2016.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Scala screen Installation at
four facilities with weekly
program information.
N/A On Track On track On track
Strategy Install Scala monitors in each facility with program specific content for the
facility and then the department.
Measure Development of marketing information for each site and department
wide.
Metric Inventory of information to share. Timeline to implement system.
2015/16 Outcome Expanded customer access to information on programs and services on a
facility-by-facility basis.
Status Scala screens now installed at Quinlan, Senior Center and Sports Center.
Environmental Educ Center at McClellan is pending. City Channel to
schedule training with staff.
PARK PLANNING AND RESTORATION
GOAL Pursue new parks and improvements to existing parks, guided by
community input.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Corridor Master Plan report
delivered by Spring 2016.
Incorporate user comments
into programming.
N/A On track On track On track
Strategy Facilitate a Stevens Creek Blvd to McClellan Ranch Road Corridor Master
Plan.
Measure Solicit community input through a wide number of outreach events
including public meetings, web site outreach, surveys and stakeholder
interviews.
154
Recreation and Community Services - Key Performance Measures by Division
5
Metric Online survey participation, post card mailing, social media/civic
engagement tool tracking.
2015/16 Outcome Provide a 20 Year master plan for the BBF Golf Course, BBF Swim & Picnic
facility, Stevens Creek Trail and McClellan Ranch Preserve (Environmental
Education Center/Blacksmith Shop/Barn, etc.)
Consultant, M.I.G., is in process of completing report. Golf Course
component complete by National Golf Foundation (NGF).
Status Plan delivered to Parks & Recreation Commission in March 2016 and City
Council in May 2016. Council delayed deliberation to a date TBD.Report is
scheduled for Parks & Recreation Commission in March 2016 and City
Council in May 2016.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
City wide Park Master Plan
report delivered by
February 2017.
Incorporate user comments
into programming.
N/A On Track On track On track
Strategy Facilitate a Stevens Creek Blvd to McClellan Ranch Road Corridor Master
Plan.
Measure Solicit community input through a wide number of outreach events
including public meetings, web site outreach, surveys and stakeholder
interviews.
Metric Online survey participation, post card mailing, social media/civic
engagement tool tracking.
2015/16 Outcome Provide a 20 year Park Open Space and Recreation Master Plan to
improve customer service experience.
Status Contract awarded to RHAA. Work began October 2015. Website and on-
line survey rollout April 2016. Stakeholder meetings April and May 2016.
Five intercept events occurring in April through June 2016.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Lawrence Mitty - Complete
appraisals & soils testing;
negotiate property
acquisition; annex
property, apply for grant
funding by 12/2016.
Main Street - Review and
recommend modifications
by 5/2015.
N/A
N/A
On Track
Complete
On track On track
155
Recreation and Community Services - Key Performance Measures by Division
6
Strategy Pursue the acquisition of parks and trails on the east side of Cupertino.
Measure Identify and carry out the steps to acquire the County Roads and Airport
property known as the Lawrence Mitty Linear parcel; Review the Main
Street Park Plan and facilitate Park and Recreation Commission and City
Council review and approval.
Metric Project management timeline developed, milestones achieved. Budget
prepared and achieved.
2015/16 Outcome Expand park assets and associated community benefits citywide.
Status Lawrence Mitty – appraisals done. Soil testing scheduled for November
2016. Main Street park design revised and approved by Parks &
Recreation Commission and Council. Construction pending.
FACILITIES AND COMMUNITY EVENTS
GOAL Upgrade the Quinlan Community Center to increase usage and revenue
generation from the facility.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Reduce energy costs by
10%.Reduce maintenance
time by 10%;
Enhancements complete by
6/2015.
N/A On Track Completed
Strategy Complete the Quinlan Community Center Upgrade project: energy
efficient lighting, facility upgrades.
Measure Replace lighting fixtures.Replace flooring for more efficient maintenance.
Paint all public spaces and remodel front office.
Metric Pre-and-post site energy use tracked. Project timeline and milestones
tracked.
2015/16 Outcome Facility energy use and aesthetics improved.
Status Quinlan Community Center remodel complete; interior painting and new
lighting in the Cupertino Room complete.
156
Recreation and Community Services - Key Performance Measures by Division
7
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increase facility rentals by
5%.
N/A On Track On Track On track
Strategy Utilize new marketing materials for promotion of the Center.
Measure Prepare new marketing materials: virtual tours, marketing brochures,
marketing binders, social media announcements.
Metric Online user surveys. Site access/click-throughs.
2015/16 Outcome Additional revenue generated through increased program enrollment.
Status New Business Division will be addressing after May 2016. Facility use
policy being revised with goals for easier registration process for
customers.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increase facility rentals by
5%.
N/A On Track On Track On track
Strategy Book multiple rentals per day if possible.
Measure Implement scheduling software.
Metric Bookings pre-and-post deployment.
2015/16 Outcome Additional revenue generated through increased space programming.
Status New Business Division will be address with installation of Perfect Mind
reservation system and new facility use policy. Perfect Mind contract
signed 1/27/16. PM software is still in pre-deployment phase
157
Recreation and Community Services - Key Performance Measures by Division
8
GOAL Implement creative solutions at Blackberry Farm to improve the customer
service experience while complying with new bus restrictions into the
complex.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increase revenue by 10%. N/A Complete
Strategy Expand pool and picnic programs for the summer season.
Measure Outline current programs and services. Evaluate expansion opportunities
based upon resident surveys, assessment of adjacent city municipal
services.
Metric Survey results. Service gap analysis. Programs proposed.
2015/16 Outcome Expand services and resultant revenues through: pool party packages and
; catering packages; water aerobic classes, etc.
Status 1-Staff will be pursuing expanded programming in conjunction with Foot
Golf groups and an “Adult Learn how to Swim” campaign in April 2016.
2-For the 2015 season, revenue increased by 13.4% or $35,514 compared
to 2014. This increase was primarily in the areas of swimming and café
sales.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Maintain status quo re:
number of field trips and
not loose patrons.
N/A Complete
Strategy Educate patrons on transportation options and provide acceptable
customer service alternatives to bussing children into BBF.
Measure Evaluate current site transportation services and alternatives via survey.
Meet off-site busses with carts to carry in their coolers and supplies.
Metric Service summary developed. Alternatives proposed. Traffic mitigations
recommended. Informational materials developed. Survey results
recorded.
2015/16 Outcome Mitigate site traffic impacts and create a more pleasant guest experience.
Status The efforts listed have been implemented, however, due to the
inconvenience of walking small children into the facility and other factors
beyond our control, several groups will not be using the facility next year.
158
Recreation and Community Services - Key Performance Measures by Division
9
YOUTH AND TEEN PROGRAMS
GOAL Grow a healthy community by evaluating opportunities to expand
community participation in programs and facilitate greater access to
services, facilities and parks across all demographics.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Adjust weekend hours at
the Teen Center to provide
more opportunities for
private events and
increase rental revenue by
20%.
N/A On Track Objective
Accomplished
Strategy Adjust current Teen Center operational hours to increase rental periods.
Measure Teen Center rental revenue monitored and managed via facility rental
software.
Metric Yearly rental revenue reviewed and compared to previous yearly revenue
reports.
2015/16 Outcome Rental opportunities and facility options expanded for community and
revenue from facility rentals increased.
Status Currently a 66% increase in rentals at 2nd quarter.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increase number of
Teen/Adult Art, S.T.E.M.,
nature programs by adding
at least 2 new contractors
to support student
demands. Review
opportunities and
requirements to expand
preschool program.
N/A On Track On Track On track
Strategy Consult with current contract instructors to explore additional service
offerings and expand classes for teens and adults. Acquire feedback from
target population on desired programming, including expanded
preschool.
Measure Registration software reports including returning students; Class
satisfaction surveys administered to participants of all new and existing
programs, including requests for new or expanded services.
Formatted: Superscript
Formatted Table
159
Recreation and Community Services - Key Performance Measures by Division
10
Metric Participant and revenue totals measured against figures before new
program deployment. Customer feedback would be reviewed through
survey results detailing participant satisfaction.
2015/16 Outcome Teen and Adult recreational class selections expanded for community.
Revenue for Teen/Adult classes increased. Preschool program has clearly
defined expansion pathway.
Status Teen S.T.E.M.-youth start-up expanded their offerings. Includes two new
computer coding camps and quarterly afterschool web design class.
New contractor, Clinton Brownley, will offering youth and teen programs
and data analysis programs in Winter. May offer adult programs in
future.
Nature Classes—New instructor, Charlie Kennard, will be teaching a
Twined Tule and basket making class geared for teens and adults (13+)
this Winter. Cait Hutnik will be teaching a Lichen class for all ages.
Adult Art—Mobile Art Academy added as instructor last Spring; Offering
youth camps and quarterly adult classes. Two youth camps were full this
summer, while adult classes have been slow to gain momentum.
SPORTS AND FITNESS
GOAL Offer Sports Center programs targeted at school age groups in order to
entice more families to join the Center.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
5% increase in family
memberships
N/A On Track On Track On track
Strategy Expand memberships through expanded services desired by the
community.
Measure Survey members to identify needs and the broader public to identify
service gaps. Evaluate programs to find gaps in programming for these
age groups.
Metric Survey results. Service gap analysis. Programming proposals.
2015/16 Outcome Age appropriate programming developed to provide family opportunities
such as kids’ club and parents’ night out.
Status Implemented Kids Club and Parents Night Out. Restriped gym floor for
multi-sport programming.Continue to offer more options for family
participation by adding day care on early dismissal days as well as more
camp offerings using the new outdoor sport court. New Golf, Tennis,
Swim combo membership added. We have also started basketball and
racquetball leagues for kids.
160
Recreation and Community Services - Key Performance Measures by Division
11
GOAL Provide a fun and memorable recreational experience for families at the
2016 Big Bunny 5K.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
10% increase in
participation
N/A On Track Currently
falling
short
Participation
goal not
reached
Strategy Investigate different online survey options to increase awareness and
identify improvements for the event.
Measure Develop appropriate program modifications to improve family
experience. Survey prior to and following implementation.
Metric Survey results.
2015/16 Outcome Big Bunny fun run receives positive press, user-generated social media
accolades. Participation grows year after year.
Status Coordinated with CEEF 5K and Super Heroes 5K for shared and targeted
marketing. Implementing new amenities at events to improve
experience. To date, enrollment numbers are down by 20% compared to
2015. Ongoing marketing strategies are being utilized. Working with
company Dandelion to produce paid targeted social media ads to attract
new customers. Will re-evaluate marketing methods for next year.
GOAL Introduce foot golf at the BBF golf course.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
8% increase in
participation.
N/A Complete
Strategy Target participation at BBF golf course to those who don't currently use
the facility (i.e. after school youth league).
Measure Develop list of groups currently using site. Develop list of prospective
users. Outreach to all. Track site use prior to and following outreach.
Track outreach channels.
Metric Site use. Outreach metrics - number of messages developed, shared;
click-throughs.
2015/16 Outcome Expand partnerships with youth and adult groups (AYSO, Apple, etc.) to
market programs. Customer notification of specials, events, shared via
social media.
161
Recreation and Community Services - Key Performance Measures by Division
12
Status Foot Golf Kick-off on 7/4/15. Chamber promotion currently underway for
October/November 2015. AYSO promotion planned for
November/December.BBFGC had 25 foot golfers plus an additional 10
who came in as a result of promotions. 2nd quarter overall golf
participation is up 11% over 2014. Plan to investigate and seek approval
for Arrow Golf affiliation.
SENIOR PROGRAMS
GOAL Expand membership and existing member satisfaction.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Complete marketing plan
and develop surveying and
tracking tools.
N/A On Track On Track On track
Strategy Using effective outreach strategies, informed by the departmental
marketing plan, to grow membership by 2 percent per year.
Measure Quantity of memberships and renewals measured; Number of
membership referrals. Feedback received on services, programs, Center.
Metric Number of memberships, renewals, referrals, positive feedback via
surveys (online, Comcate, in-person), social media hits.
2015/16 Outcome Implement marketing plan and gather data on memberships, member
satisfaction.
Status Membership drive started October 26. We are trending 1% ahead in
membership sales and 93% overall for customer satisfaction rating
collected from program evaluations. Membership drive actually began on
October 26. There is a 1% increase in membership registration so far this
year. We are also achieving a 93% very satisfied rating from customers.
162
Community Development - Key Performance Measures by Division
ADMINISTRATION
GOAL Improve customer service experience and relationships.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Enhance website functions
and usability/searchability.
Enhance access to online
documents.
In progress In progress In progress
Strategy Provide the public and customers with the ability and tools to answer
questions online resources.
Measure Updated website with survey prompts. Track Comcate tickets/utilize
services through alternative Customer Relationship Management (CRM)
Software if/when piloted.
Metric Track number of website views, hits, and/or downloads. Survey
responses.
2015/16 Outcome Customers are empowered to get the information and tools they are
seeking easily to increase transparency and efficiency.
Status Building website reorganized for better usability.
Planning website reorganization in progress.
City-wide website re-design in progress, but not complete.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Develop curriculum and
presentations to achieve
specific and targeted
learning outcomes. Once
administered, convert
workshop content into
online sessions to heighten
information sharing and
access.
Create tools to enable text
survey/polling.
In progress
Peak
Democracy’s
Open Town
Hall utilized
In progress In progress
Strategy Increase community outreach and education to foster greater awareness
and build community knowledge of the planning and development
process by organizing, hosting, and recording local training or
informational workshops and presenting to relevant stakeholder groups.
163
Community Development - Key Performance Measures by Division
Measure Updated website with survey prompts. (Paper, Text, Online) Surveys
provided to workshop attendees to gauge knowledge before and after
session as well as satisfaction to information delivery.
Metric Customer Relationship Management (CRM) Software (if/when piloted by
department) or community outreach tracking tool (excel) denoting # of
workshops hosted, # of attendees, # of survey responses (text or CRM) on
the quality/usefulness of materials presented. Number of page
views/downloads of online community workshop videos.
2015/16 Outcome Online public education and public information (articles, tips, fact sheets)
generate greater customer support and education and serve as a more
efficient and effective community outreach. Increased connectivity
between the public and department builds community engagement and
trust, thereby enabling expanded community input from broader
participants. Model effective private-sector customer engagement and
interactions where applicable.
Status Conducted Economic Development Strategic Business Plan Roundtable
community meeting
Vallco, The Oaks, and The Hamptons developers sponsored several
community outreach meetings to provide information and gather public
comments.
Utilized Peak Democracy’s Open Town Hall as an online forum to engage
the public for the General Plan Amendment.
GOAL Build, Support, Sustain Workforce Performance Excellence.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Strengthen employee
development opportunities
to encourage professional
growth and improvements
and stronger understanding
of processes within and
among Department.
Ongoing Ongoing Ongoing
Strategy Improve teamwork and employee satisfaction to foster stronger customer
service experience.
Measure Expand professional development opportunities to include training and
career enrichment courses/seminars, cross training with other
departments, special topics or learning from guest speakers /educators.
Metric Track/schedule numbers of special sessions and topics each year.
Employee survey responses.
2015/16 Outcome Professional development efforts build a cadre of better trained and
efficient staff and improve the quality of public service.
164
Community Development - Key Performance Measures by Division
Status Planning Division staff attended annual California American Planning
Association conference for continuing education and professional
development.
Building Division provided four Title 24 training sessions at Staff meetings.
Building Division staff attended annual Calbo conference for continuing
education and professional development. The building division provided
training by Simpson on Connector and Anchor; building staff attended
State of California accessibility training.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Host department retreats/
work sessions (1/year), alt.
dept. job shadowing,
mentorship program with
experts in the field.
Improve Economic Dev.
interface via quarterly
updates.
Ongoing
In progress
Ongoing
Economic
Development
Manager
attends
Planning staff
meeting on a
quarterly
basis to
share
updates
Ongoing
Economic
Development
Manager
attended
Planning
Staff meeting
to share
updates this
quarter.
Strategy Build inter/intra dept. relations to expand City staff support network
required to enable successful operations/planning processes.
Measure Quarterly/annual employee reviews, prioritize professional development
discussions with supervisors. Staff/supervisors collaborate to develop
professional development plans.
Metric Track work sessions and retreats in professional development matrix/plan.
Progress in achieving objectives and actions outlined in professional
development plans.
2015/16 Outcome Grow relationships within divisions and across departments to take
advantage of opportunities to learn, improve team partnership and grow
greater work satisfaction, build a better trained and well-rounded staff,
and improve quality of public service and customer satisfaction.
Status Conducted annual employee reviews as they are due.
Planning Division retreat on September 17, 2015 provided team building
exercises and addressed challenges and solutions.
Weekly work sessions for planners are conducted weekly following the
division staff meeting.
Economic Development Manager provides quarterly updates at Planning
Division Staff meetings.
165
Community Development - Key Performance Measures by Division
PLANNING
GOAL Demystify the planning process.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Enable customer to access
status of plan/development
review through new online
permitting system.
In progress New permit
system
went live on
Jan 11,
2016.
Online
public portal
expected to
go online in
Spring 2016.
In progress
Strategy Empower customers to get useful information and helpful tools easily
online.
Measure Updated website with survey prompts, Comcate tickets or alt. Customer
Relationship Management (CRM) Software if/when piloted. Implement
online permitting system to provide customer access to information.
Metric Track # of website views, hits, and/or downloads. Customer satisfaction
and user experience via survey responses. Track project development
timelines prior to and after system implementation.
2015/16 Outcome Department increases transparency and efficiency through heightened
public access and improves accountability and overall customer
experience.
Status Planning Division website reorganization in progress.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Team w/ dpts. to increase
community outreach
through new technologies.
Build youth engagement by
connecting regularly with
Teen Commission, De Anza
College, and High Schools
student groups
In progress Ongoing. Ongoing
Strategy Tap quiet majority of community members not currently participating in
the planning, development, ordinance, or public hearing process.
166
Community Development - Key Performance Measures by Division
Measure Deploy new community engagement and/or Customer Relationship
Management (CRM) tools. Expanded social media and pro-active vs.
reactive planning-led outreach efforts.
Metric Track website views, hits, and/or downloads. Customer satisfaction and
user experience survey responses.
2015/16 Outcome Garner greater customer support and education to build and
operationalize efficient and effective community outreach, strengthen
community engagement and relations, and gain access to broader and
more diverse community input.
Status Utilized Peak Democracy’s Open Town Hall as an online forum to engage
the public.
Engaged the Teen Commissioners to provide ideas and comments for the
General Plan Amendment.
Conducted WELO community outreach meeting on February 1, 2016, with
Sustainability Division.
GOAL Expand outreach to the business community to surface and address
business needs through available and future City services.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Engagement strategy
drafted and includes,:
visiting companies, retail
businesses, meeting with
Chamber leadership,
participating in
local/regional business
organizations, attending
networking events,
meeting with real estate
brokers and property
managers.
In progress Ongoing
Econ Dev
Manager
continues to host
monthly
Women’s
Networking
Mixers (average
attendance is
25). Economic
Development
supported and
hosted the
Silicon Valley
StartUp Cup
entrepreneurship
competition.
Ongoing
Econ Dev
Manager
hosted
monthly
Women’s
Networking
Mixers,
attended
LAC, Rotary,
and Econ
Dev
Committee
meetings
Strategy Develop business engagement strategy, targets, timeline, milestones and
tracking tool. Evaluate lessons learned to integrate into future performance
measures and work program.
Measure Feedback tool developed to learn experiences of businesses to date and
assess future informational and service needs. Tracking tool developed to
167
Community Development - Key Performance Measures by Division
record # of site visits, meetings, functions, etc.
Metric Quantity of meetings. Business experience survey results.
2015/16 Outcome Increase business relations with the City, evaluate existing business services,
define new business support resources, and generate new business to
business partnerships.
Status Assistant City Manager, Economic Development Manager and Senior
Housing Planner regularly attend the Legislative Action Committee, Chamber
of Commerce meetings, Rotary meetings, Santa Clara County Association of
Planning Official meetings.
Economic Development Manager hosted Women’s Networking Workshop.
GOAL Improve City economy, vitality, sustainability, and economic diversity.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th
quarter
Develop curriculum and
presentations to
achieve specific and
targeted learning
outcomes. Once
administered, convert
workshop content into
online sessions to
heighten information
sharing and access.
Create tools to enable
text survey/polling.
In
development
Ongoing
Conducted
community and
business outreach
meetings as part of
EDSP process.
Completed and
presented the
background/current
conditions report to
City Council.
Continue to meet
with prospective
businesses
interested in
Cupertino.
Ongoing
Strategy Running in parallel to and informed by the in-progress Economic
Development Strategic Plan, create a customized suite of support resources
for businesses, emphasizing small businesses.
Measure Host, sponsor and co-sponsor workshops and training events. Provide online.
Surveys provided to workshop attendees to gauge knowledge before and
after session as well as satisfaction to information delivery.
Metric Community outreach tracking tool (excel) denoting # of workshops hosted, #
of attendees, # of survey responses (text or CRM) on the quality/usefulness of
168
Community Development - Key Performance Measures by Division
materials presented. Number of page views/downloads of online community
workshop videos.
2015/16 Outcome Amplify suite of services offered to small local businesses to better enable
their ongoing success and ensure their long-term viability in our community.
Status In development
GOAL Improve outreach and information sharing targeting internal staff and the
public to create greater connectivity with our business base.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Map current connection
points between staff,
electeds, the broader
public, and our local
businesses including, but
not limited to: BizBuzz
electronic newsletter,
"How to Start a Business
in Cupertino" Guide, Items
of Interest, Council Work
Program, Scene Articles,
website.
Ongoing Ongoing
Economic
Development
utilizing
Constant
Contact
service for its
BizBuzz
newsletter.
Translated
“Welcome to
Cupertino”
and
Demographics
handouts into
Chinese.
Ongoing
BizBuzz
Newsletter
was
distributed
this quarter
Strategy Increase internal and external outreach channels and resources to increase
community knowledge of and orientation towards local business services,
activities, products.
Measure Inventory current informational materials and resources. Learn "user"
experience through surveys, page views, downloads, inquiries logged
through Comcate or other Customer Relationship Management (CRM) tool.
Consider tools to track how this information is generating "leads" or driving
customers to local businesses.
Metric Quantity of page views, downloads, positive survey, customer experiences,
information to customer conversions.
2015/16 Outcome Identify informational gaps and embed plan to address in Strategic Plan.
Develop tool to track how City resources lead to greater local business
support/sales.
Status Updates and information published regularly in BizBuzz, Items of Interest,
Cupertino Scene and on the website.
169
Public Works - Key Performance Measures by Division
1
ENVIRONMENTAL PROGRAMS
GOAL Clean creeks in Cupertino.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
1) One business day
response to illegal
discharge to creeks
2) Conduct minimum of 14
creek cleanup events
annually
3) Receive no negative
actions from enforcement
agencies
100%
New
measure
New
measure
100%
4/14
complete
None
received
100%
8/14
Complete
None
received
100%
10/14
Complete
None
received
Strategy Prevent to the maximum extent practicable items other than rain water
from entering the storm water system.
Measure 1) Respond to reported discharge event within one business day.
2) Annual cleanups
3) Quantify actions from enforcement agencies.
Metric 1) Comcate logged response time or time after call or email is received.
2) Quantification of the number of Annual Clean Up Events
3) Quantification of negative actions received from enforcement agencies.
2015/16 Outcome Achieve stormwater compliance requirements, ensure healthy protected
water system.
Status Ongoing with additional efforts to increase community involvement.
GOAL Provide efficient and effective recycling, organic and disposal services.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
1) Develop organics
ordinance. Define data
needs and assess tracking
tools available (i.e. EPA
ReTRAC).
2) Implement organic
diversion requirements to
affected businesses
New
measure
New
measure
Complete
Completed
for
Businesses
Provide
Ongoing
support and
education for
businesses
implementing
the
ordinance.
Implemented
organics
ordinance
phase 2 on
January 20th.
Provided
ongoing
support and
tools for
170
Public Works - Key Performance Measures by Division
2
generating >
8cy of
organic
waste - Sept.
2015
Completed
for
Businesses
generating
>3cy of
organic waste
or 25% of
total waste
stream
comprised of
organics– Jan
20, 2016
businesses.
19 new
accounts (18
required, 1
voluntary)
started
organics
collection.
City staff
made 67
visits to
businesses to
assist with
organics
collection
during this
time frame.
Strategy Divert materials from landfill through expanded recycling and organic
policies and services, paired with effective outreach campaigns to increase
residential and commercial participation.
Measure Monthly diversion reporting from solid waste franchisee and annual
CalRecyle diversion rate equivalent (DRE) calculation.
Metric Achieve 75% (DRE) diversion, 60% commercial & multifamily diversion.
Customer service satisfaction (Godbe Survey).
2015/16 Outcome Adopt organics ordinance and utilize data collection to track progress.
Status Ongoing
DEVELOPMENT SERVICES
GOAL Provide timely development review and permitting services.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
2 week response 90% of
time
95%
Strategy Review and permit private development in a timely and consistent
manner in accordance with applicable codes, standards and policies.
Measure Respond to complete plan submittals or applications within 2 weeks
171
Public Works - Key Performance Measures by Division
3
Metric Track response times using Development Tracking System (not yet
implemented)
2015/16 Outcome Strengthened partnership with Community Development. Clear roles and
timelines defined. Customer experience improved.
Status Development Tracking System was implemented in January 2016. Staff
are currently gathering data and will be able to provide updates in the
near future.
CIP ADMINISTRATION
GOAL Deliver Capital Projects on time and within budget.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
On time and within budget
80% of time.
10/12 (83%) 2/2 (100%)
Strategy Meet published commitments to Council and community in an effective,
timely, and quality manner.
Measure Project and/or budget management software or alternative tracking tool
to enable better accountability of costs, expenses and revenues related to
a project.
Metric Timeline and budget variances for each project and tracked for program
over time.
2015/16 Outcome Deliver project within budget and achieve beneficial occupancy within
one month of projected completion date at time of award.
Status Measurements methods under development.
STREETS
GOAL Safe street markings, legends and signsfor motorist, cyclists, and
pedestrians.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
1) One business day
response to reported
unsafe conditions.
100% 100% 100%
172
Public Works - Key Performance Measures by Division
4
Strategy Appropriately placed street markings, legends and signs benefit motorists,
cyclists and pedestrians.
Measure 1) Respond to street marking, legend and sign issues within 3 business
days
Metric 1) Comcate logged response time and customer feedback.
2) CityWorks software
2015/16 Outcome 2015& 16 paving projects have had scope of work increased to include
safe street marking and legend work on both streets scheduled and not
scheduled for pavement improvement.
Status Ongoing
GOAL No viewable graffiti within Cupertino.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Remove 100% of known
graffiti on public City
property within 2 business
days
100% 100% 100%
Strategy Remove graffiti before more tagging occurs.
Measure Clean up within 2business daysof call.
Metric Comcate logged response time and customer feedback.
2015/16 Outcome Community aesthetic maintained.
Status Ongoing. Coordination required as needed when graffiti occurs on Santa
Clara Valley Water District (SCVWD) or Caltrans property.
GOAL Maintain reliable storm drain system.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
173
Public Works - Key Performance Measures by Division
5
1) Respond to reported
storm drain system
deficiencies within one
business day
100% 100% 100%
Strategy Efficiently inspected and maintained storm drain system assists in
minimizing the potential for localized flooding.
Measure 1) Respond to reported storm drain system deficiencies within 24
business hours.
Metric 1) Comcate logged response time and customer feedback.
2015/16 Outcome Ongoing
Status Collection system cleaning / videoing of hot spot areas completed in
November ’15. Installation of three manhole monitoring systems to be
complete in February ’16.
GOAL Effectively maintain streetlight network.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
1) Respond to reported
streetlight outages within 2
business days 2) Resolve
issues with City owned
streetlights within 5
business days.
100%
100%
100% 100%
Strategy Repair streetlights in a timely manner.
Measure 1) Comcate logged response time and customer feedback
2) CityWorks software
Metric 1) Comcate logged response time and customer feedback.
2015/16 Outcome Reliable streetlight network that promotes community safety.
174
Public Works - Key Performance Measures by Division
6
Status Ongoing
GOAL Citywide street network pavement condition index (PCI) of 80 by 2019; no
street below 30 for two consecutive years.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
1) Network PCI of 80 by
FY19/20.
2) No individual street PCI
<30 for two consecutive
years.
Network PCI
= 70
3.8% of
network <PCI
of 30
Network
PCI = 70
3.8% of
network
<PCI of 30
Network PCI
= 70
3.8% of
network <PCI
of 30
Strategy Well maintained streets conserve resources, promote commerce and
promote community safety.
Measure 1) Metropolitan Transportation Commission (MTC) StreetSaver reports.
Metric 1) Sufficient operating budget recommended and approved.
2) Annual pavement condition report as calculated by StreetSaver and
submitted to the MTC.
2015/16 Outcome Street network PCI is calculated to be 72 and approximately 4 miles of
streets will have a PCI <30 at the end of 2016.
Status Network PCI is calculated to improve from a current value of 70 to 72.
Continued improvement is conditional to future budget appropriation.
GOAL Safe pedestrian pathways
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
1) Respond and mitigate
reported pathway
deficiencies within
1business day.
100%
100% 100% 100%
175
Public Works - Key Performance Measures by Division
7
Strategy Maintain sidewalks, curb and gutter to a standard that minimizes liability.
Measure 1) Respond and mitigate pathway deficiencies within 1 businessday.
Metric 1) Comcate logged response time and customer feedback.
2015/16 Outcome Safer pedestrian pathways mitigate potential issues and support citizen's
quality of life.
Status Ongoing
TREES AND RIGHT-OF-WAY
GOAL Healthy and expanding urban forest.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
1) Respond to reported
safety issues with 1business
day
2) Inspect and maintain all
street trees and park trees
within 85 year cycle.
3) Plant more trees than
removed.
100%
New
Measure
100%
New
Measure
100%
1804 Trees
maintained
and
inspected
142 Trees
Planted, 31
Trees
Removed
100%
2972 Trees
maintained
224 Trees
Planted, 59
Trees
Removed
Strategy Maintain urban forest to ISA standards that minimize liability, improve
and/or maintain tree values.
Measure 1) Respond and mitigate safety issues within one business day.
2) Inspect and maintain all street trees and park trees within 5 year cycle.
3) Number of trees planted compared to number of trees removed.
Metric 1) Comcate logged response time and customer feedback.
2) CityWorks software.
2015/16 Outcome Urban canopy expanded, protected, serviced. Safety issues mitigated.
176
Public Works - Key Performance Measures by Division
8
Status FY15/16 is the last year of a 4 year program to plant 1600 trees citywide.
177
Administration - Key Performance Measures by Division
SUSTAINABILITY
GOAL Establish indicators for sustainability that will enable short and long-term
Climate Action monitoring reporting and continuous improvement.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Each of Sustainability
Division's programs has an
effective data collection
and management tool.
Reporting on program
metrics is simplified by
having templates and data
collection system in place.
Each City department
considers sustainability-
related metrics for their
projects.
Hired staff to
lead
environmental
and utilities
tool
development
and staff
engagement.
Developing
Clear Path
tracking
database for
monitoring,
tracking and
measuring
GHG data.
Field
checked
parks,
schools, and
facilities
water
meters.
Developed
interim
energy utility
database to
support
enterprise
software
procurement.
Issued RFQ
for a Utility
Data
Management
Solution in
March to
automate
utility bill
data entry,
provide
utility
reporting
and
customizable
dashboards.
Vendors
interviewed
in May and a
selection is
expected by
June.
Strategy Lead data gathering, assessment and reporting of metrics of sustainability
measures for the purpose of driving accountability and improvements
across municipal operations and the community at large.
Measure Reporting templates, open data platform.
Metric Number of programs out of total for which an effective data collection and
management tools has been found and is in use across all
departments/divisions.
2015/16 Outcome Data for each program is efficiently collected and easily analyzed; results of
programs are efficiently reported out to Council and community, and
synched to open data platform.
Status The City issued an RFQ for a Utility Data Management Solution to provide
automated utility bill data entry, reporting, and dashboards. A vendor is
expected to be selected in May with early implementation by July 1st
178
Administration - Key Performance Measures by Division
GOAL Demonstrate technologies and municipal practices that promote
sustainability both in the City’s own operations and in those of its
suppliers.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Develop employee survey
to assess needs and define
use cases. Design and pilot
procurement tool. Refine
based upon feedback.
Finalized
update to
2008 green
purchasing
policy to
drive this
action inside
and outside
the
organization.
Hosting
departmental
trainings.
Provided
training @
departmental
meetings on
Green
Purchasing
Policy, User
Guide and
Cheat Sheet.
Selected as
an
“Outstanding
Case Study”
by the
Sustainable
Purchasing
Leadership
Council,
based on
City green
procurement
strategies
and
practices.
Working on
continued
employee
engagement
on Green
Purchasing
Policy.
Strategy Develop planning tools to enable comparative analysis of procurement
decisions and to support long-term economic, environmental, and socially
responsible decision-making.
Measure Employee survey. Planning tools and user guide.
Metric Number of employees using or inputting into the tool. Number of
employees accessing the user guide.
2015/16 Outcome Survey administered to employees and baseline results calculated. Pilot
users become power users and champions to other purchasing staff.
Status Finalized updated Green Purchasing Policy and developed a User Guide
and 1-page Cheat Sheet to support staff policy implementation. Delivered
brief presentation on Green Purchasing Policy documents at Public Works
and Planning Department meetings. Provided all staff with hard copies
and online access to documents. Next phase, developing a tool to track
usage/procurement efforts to ensure policy is truly implemented.
Continuing to engage employees on Green purchasing policy.
179
Administration - Key Performance Measures by Division
GOAL Build Cupertino as sustainability leader among comparable cities through
innovative, cost-effective, resource-saving initiatives and partnerships.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
EPP and Demonstration
internal policies finalized.
Tracking tool and
database developed and
relevant staff trained on
its use.
Researching
certification
programs (e.g.
STAR
Communities)
and awards
(e.g. Beacon
Award) to
benchmark
and/or
recognize city
sustainability
leadership
efforts and
identify new
environmental
actions.
City accepted
into ILG’s
Beacon
Awards
program, in
which
requires
progress
reports on
industry
BMPs to allow
continual and
evolutionary
benchmarking
of City
activities.
EPP is
finalized and
information
being
disseminated
among staff.
City drafting
report on
BMP’s for
Beacon
Award.
Strategy Continue and expand collaborative procurement, grant, technical
assistance and fellowships efforts to grow programs and enable advanced
technology acquisition
Measure Updated Green Purchasing Policy, new Technology Demonstration Policy,
tracking tools.
Metric Policies and tracking tools developed.
2015/16 Outcome City staff has an approved IT-endorsed green purchasing policy and PW-
endorsed technology demonstration policy with which to make decisions.
Grant, award, technical/fellowship assistance database and tracking tool in
place and utilize across relevant departments.
Status To pursue acknowledgement of leading City sustainability efforts, staff is
compiling list of Best Management Practices to submit to the Local
Government’s Beacon Award Program for 2016.
GOAL Lead outreach to ensure that all community members acquire the
knowledge, skills, and tools to meet current and future sustainability
challenges.
180
Administration - Key Performance Measures by Division
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Development and roll out
of resident and business
surveys.
Polling is
forthcoming
as part of the
community
survey and
updated
Cupertino
green
website.
Exploring
appropriate
utilization
of Peak
Democracy,
Town Hall
tools and
Community
Based
Social
Marketing
techniques
for
surveying
and
activating
residents
and
businesses
on CAP
Measures.
Staff attending
regular
communications
working group
meetings to
better
understands
tools available
to outreach to
the public.
Developing
Community
Based Social
Marketing
campaign to
help raise
awareness of
sustainability
programs and
implement CAP
measures.
Strategy Elevate awareness of and participation in existing and pilot sustainability
initiatives among residents and businesses, to advance ecological
citizenship models.
Measure Number of new surveying tools that produce meaningful or actionable
results; program participation, satisfaction, retention.
Metric How many people take the surveys; number/percent of people aware of
each program/service/survey question. Number of program participants
from baseline, over time.
2015/16 Outcome Have baseline idea of how knowledgeable residents and businesses are of
programs, services, technologies. Produce list of discrepancies between
services offered and results of community interest surveys. Initiate
outreach campaign development.
Status Continuing to attend Community Based Social Marketing training to gather
best practices, knowledge and insight into options for effective surveying of
and engagement with residents and businesses on targeted Climate Action
Plan Measures.
CITY CLERK
GOAL Streamline information processing for Council, staff, and public.
181
Administration - Key Performance Measures by Division
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
50% of employees sign
acknowledgement and
answer questions
successfully.
Records
Retention
policy and
procedures
packet to be
included in
the new
employee
hiring
package
given out by
HR and this
PM will not
be included
in the next
budget cycle
for the City
Clerk’s
division.
Records
Retention
Policy
distributed
to all
employees
and via
email and
new
employee
hiring
package..
Records
Retention
Policy
distributed to
all
employees
via email and
is included in
new
employee
hiring
package.
Strategy All employees receive Records Retention policy and procedures.
Measure Clerk's office receives signed acknowledgement that employee received
and reviewed policy and procedures. Also, employee will answer two
questions about the policy and/or procedures.
Metric Percentage of employees who sign acknowledgement and answer
questions successfully.
2015/16 Outcome Success enabled by having simple, clear instructions and/or policies for
records retention, formatting staff reports and attachments, and drafting
agenda items in Legistar; training individuals on these
instructions/policies; support from City Manager and Department Heads
to respect packet deadlines.
Status City Clerk’s office emailed the Records Retention Policy and Procedures
packet to the Department Admins to forward to each employee in the
department. As noted in 1st Quarter, Records Retention Policy and
Procedures packet to be included in the new employee hiring package
given out by HR.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th
Quarter
75% of users sign
acknowledgment
City Clerk’s
office will
contact
Department
Alt. pathway
to user
agreement
pursued:
Alt. pathway
to user
agreement
pursued:
182
Administration - Key Performance Measures by Division
Admins and
Commission
staff liaisons
to identify all
employees
who draft
Council
agenda
items and/or
create
commission
agendas.
Relevant users
identified and
received
written
instructions.
Clerk’s Office
conducted/will
continue to
conduct
trainings on
Granicus
Legistar/InSite.
Relevant users
identified and
received
written
instructions.
Clerk’s Office
conducted/will
continue to
conduct
trainings on
Granicus
Legistar/InSite.
Strategy Identify employees who draft Council agenda items and/or create
commission agendas and train them on Granicus Legistar/Insite.
Measure Clerk's office receives signed acknowledgement from employee and trainer
that instructions were received and employee was trained.
Metric Percentage of users who sign acknowledgement.
2015/16 Outcome All users trained proficient in program.
Status Employees who draft Council agenda items and/or create commission
agendas have been identified. Users have received written instructions. The
City Clerk’s office has trained the commission liaisons and Department
Admins have trained users in their department on Granicus Legistar/InSite.
The City Clerk’s office feels confident in the training without receiving a
signed acknowledgment. The City Clerk’s office will continue to identify any
new employees who need training on the software but will not require a
written acknowledgment.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
50% of the time, each
Dept. Head and City
Manager will have Council
agenda items approved
and Clerk's office will have
packet prepared by
specified deadline.
Departments
are already
aware of the
agenda
deadlines
and PM will
not be
included in
the next
budget cycle
for the City
Clerk’s
division.
Departments
are already
aware of the
agenda
deadlines.
Departments
are already
aware of the
agenda
deadlines.
183
Administration - Key Performance Measures by Division
Strategy Final approval of Council agenda items by 4:00 p.m. on packet day. Clerk's
office will post packet and send information to Council members no later
than 6:30 p.m. on packet day.
Measure Clerk's office will track when each department's Council agenda items
were approved by the Dept. Head and City Manager.
Metric Percentage of time each department's Council agenda items are approved
and packet ready by specified deadline.
2015/16 Outcome All departments aware of and adhere to deadlines. Packets processed no
later than 5pm on packet day.
Status This Performance Measure strategy and outcome relies on the
performance of other departments getting their agenda items in the
system in a timely manner for the City Manager’s approval. Departments
are already aware of the deadlines and the City Clerk’s office can only
begin processing the packet once all agenda items are in the system and
approved. This PM will not be included in the next budget cycle for the City
Clerk’s division.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
NEW: 100% of Public
Record Act requests
responded to by the
deadline date.
100% of
Public Record
Act requests
responded to
by the
deadline
date.
94% of
Public
Record Act
requests
responded
to by the
deadline.
95% of Public
Record Act
requests
responded to
by the
deadline.
Strategy Public Record Act requests responded to in a timely manner.
Measure Public Record Act requests log “due date” column (including any
“extension”) and “date fulfilled” column match.
Metric Percentage of Public Record Act requests responded to by the deadline
date.
2015/16 Outcome 100% of Public Record Act requests responded to by the deadline date.
Status 37 Public Record Act requests were logged for third Quarter FY 2015-16
and 35 were responded to by the deadline date. The two requests not
responded to by the deadline date were due to software technicial
difficulties in pulling the information requested. Both requests were
responded to partially and completed within a few days.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
184
Administration - Key Performance Measures by Division
NEW: 80% of City Council
minutes for regular
meetings presented for
Council approval by the
following regular meeting.
71% of
minutes for
regular
Council
meetings
submitted
for approval
at the next
regular
Council
meeting.
100% of
minutes for
regular
Council
meetings
submitted
for
approval at
the next
regular
Council
meeting.
100% of
minutes for
regular
Council
meetings
submitted
for approval
at the next
regular
Council
meeting.
Strategy City Council minutes prepared and presented for City Council approval in
a timely manner.
Measure Clerk’s office will track the date of each regular Council meeting and when
the draft minutes were presented for approval.
Metric Percentage of regular Council meeting minutes approved by the next
regular Council meeting.
2015/16 Outcome 80% of minutes for regular Council meetings submitted for approval at
the next regular Council meeting.
Status Four regular Council meetings occurred in third Quarter. Four sets of
minutes for regular Council meetings were submitted for approval by the
next regular meeting.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
NEW: 90% of adopted City
Council resolutions and
ordinances processed and
scanned to Laserfiche
within a week of Clerk’s
office receipt of final,
signed documents.
100% of
adopted City
Council
resolutions
and
ordinances
were
processed
and scanned
to Laserfiche
within a
week of
Clerk’s office
receipt of
final, signed
documents.
100% of
adopted
City Council
resolutions
and
ordinances
were
processed
and
scanned to
Laserfiche
within a
week of
Clerk’s
office
receipt of
final,
signed
documents.
100% of
adopted City
Council
resolutions
and
ordinances
were
processed
and scanned
to Laserfiche
within a
week of
Clerk’s office
receipt of
final, signed
documents.
185
Administration - Key Performance Measures by Division
Strategy Adopted City Council resolutions and ordinances signed and scanned to
Laserfiche in a timely manner.
Measure Clerk’s office will track time it takes to process adopted resolutions and
ordinances after a City Council meeting until the time they are scanned to
Laserfiche.
Metric Percentage of City Council adopted resolutions and ordinances signed and
uploaded to Laserfiche for public viewing within a week of Clerk’s office
receipt of final, signed documents.
2015/16 Outcome 100% of adopted City Council resolutions and ordinances were processed
and scanned to Laserfiche within a week of Clerk’s office receipt of final,
signed documents.
Status 30 resolutions and three ordinances were adopted in third Quarter and
100% were processed and scanned to Laserfiche within a week of Clerk’s
office receipt of final, signed documents.
186
Law Enforcement - Key Performance Measures by Division
1
LAW ENFORCEMENT
GOAL Maintain adequate Sheriff response times to citizen calls.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Per Contract
Priority One: 5 minutes
Priority Two: 9 minutes
Priority Three: 20 minutes
N/A Exceeding
expectations
Continuing to
exceed
expectations
Continuing
to exceed
expectations
Strategy Monitor average response time for emergency calls
Measure Priority One: Respond within 5 minutes
Priority Two: Respond within 9 minutes
Priority Three: Respond within 20 minutes
Metric Logged in Public Safety Report
2015/16 Outcome Priority One: Response 3.54 minutes
Priority Two: Response 6.55 minutes
Priority Three: Response 11.26 minutes
Status Priority One 1st Quarter: July - 2.99 / Aug – 3.52 / Sept – 3.86
Priority One 2nd Quarter: Oct – 1.57 / Nov – 4.93 / Dec – 4.35
Priority Two 1st Quarter: July - 6.80 /Aug – 6.10 / Sept – 7.06
Priority Two 2nd Quarter: Oct – 6.27 / Nov – 6.57 / Dec – 6.48
Priority Three 1st Quarter: July – 11.10 / Aug- 11.35 / Sept – 11.02
Priority Three 2nd Quarter: Oct – 10.35 / Nov – 12.65 / Dec – 11.04
GOAL Provide crime prevention efforts through public interaction and
education.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
3 N/A Started Fall
Academy
Completed
Fall Academy
N/A
Strategy Conduct Teen Academy classes.
Measure Number of Teen Academy classes held.
187
Law Enforcement - Key Performance Measures by Division
2
Metric
2015/16 Outcome 2
Status The Fall Teen Academy runs from 9/29-12/17/15. There will be 12
sessions with 22 students participating.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
25 N/A 11 14 Pending
Strategy Conduct Code Red training and drills.
Measure Number of training/drills held.
Metric
2015/16 Outcome 21
Status 21 Schools are currently scheduled for the Run, Hide, Defend trainings
and lock down drills.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1 N/A No meetings
scheduled
3 meetings
attended
Pending
Strategy Conduct "Every 15 Minutes" program.
Measure Number of presentations held.
Metric
2015/16 Outcome 1
Status “Every 15 minutes” is currently scheduled to be held at Homestead High
School in April 2016
188
Law Enforcement - Key Performance Measures by Division
3
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
9
N/A One meeting
attended
Six
meetings
attended
Pending
Strategy Conduct school attendance review board (SARB) meetings for Cupertino
Unified School District and DA Mediation for the Fremont Union High
School District.
Measure Number of meetings held.
Metric
2015/16 Outcome 1 SARB in the first Quarter and 3 SARB/ 3 DA Mediation meetings in the
second Quarter.
Status Seven meetings conducted through December which conform to school
year.
189
Public Affairs - Key Performance Measures by Division
1
ADMINISTRATION
GOAL Provide superior customer service both in-house and public-facing.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Customer satisfaction
survey ratings of good to
excellent.
N/A Annual Annual Annual
Strategy Develop customer service best practice guide and host training to
institutionalize practices.
Measure Customer satisfaction index based upon user satisfaction and number of
cases reported.
Metric Use Access Cupertino and user surveys to assess community satisfaction.
2015/16 Outcome Satisfied customers as indicated by high internal and end-user ratings.
Ratings included in employee performance evaluations.
Status Survey conducted annually. New Survey postponed to FY16/17.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increase rate of online
utilization by 10% over
previous year. Number of
users accessing City
information through each
channel.
2014 Jul 2,270 Oct
7.8%
Increase
2,426 Dec
6.8%
Increase
2,521 Mar
3.9%
Increase
Strategy Strive for innovation in customer service approaches. Build in-house
experts to serve diverse customer needs.
Measure Be an adaptive organization and act as facilitators, enablers, and experts
on technology and communications to provide customers and end-users
relevant access to City information.
Metric Utilize monthly social media and web usage statistics to determine access
to City information. Utilize intranet statistics and Google Analytics.
2015/16 Outcome Deploy widely used and growing variety of differentiated online services.
Status Continuing to promote and expand use of social media.
190
Public Affairs - Key Performance Measures by Division
2
INFORMATION TECHNOLOGY
GOAL Build an IT strategic plan to serve as a management tool, guide decision
making, and prioritize staffing.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Actionable plan developed,
all staff engaged in its
implementation, resources
adequately aligned to
achieve plan goals.
N/A Initial
document
complete
Matrix of IT
priorities
documented
IT
Assessment
Complete
Strategy Hire third-party consultant to survey staff needs, assess technology gaps
and develop an implementation plan.
Measure Plan developed. Technology projects listed. Tracking tool implemented.
Metric Number of completed technology projects. Inventory and status of
technology services.
2015/16 Outcome Formally adopt IT strategic plan.
Status Project complete.
COMMUNICATIONS
GOAL Develop a Communications strategic plan to guide organizational
outreach priorities and associated staffing.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Actionable plan
developed, all staff
engaged in roll-out,
resources adequately
aligned to achieve plan
goals.
N/A Communication
assessment
complete
Action plan
being
implemented
Action plan
being
implemented
Strategy Explore consultant options to survey community and staff needs, assess
media gaps, implementation plan to address those needs and gaps.
Measure Plan developed. Needs and gaps identified. Communications projects listed.
Tracking tool implemented.
Metric Number of current and prospective communication projects. Inventory of
communication services.
191
Public Affairs - Key Performance Measures by Division
3
2015/16 Outcome Formally adopt strategic plan.
Status Communications assessment complete. Action plan being implemented.
Studies complete. Priority established and citywide communication
meetings have commenced.
GIS
GOAL Assist community in visualizing and transforming geographic data into
usable information.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Actionable plan developed,
all staff engaged in roll-
out, resources adequately
aligned to achieve plan
goals.
N/A N/A N/A RFP
complete
Strategy Provide high-quality geospatial data, application development and
expertise to the City of Cupertino staff and general public.
Measure Utilize website to track visits to the home page, Open Data, map/app
gallery and MapGuide/Magnet.
Metric Track the number of requests for assistance in general GIS, mapping
requests, data request and Cityworks.
2015/16 Outcome Formally adopt strategic plan.
Status RFP complete. Strategic plan in progress. Monitoring requests for
assistance.
192
Administrative Services - Key Performance Measures by Division
FINANCE
GOAL Deploy tools to empower and boost the efficiency of our employees.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Allow our customers the
ability to quickly and
securely make payments
using their devices.
N/A 25% 25% 25%
Strategy Launch state-of-art online payment portal (cloud based).
Measure Attain banking expansion with Wells Fargo. Track user experience in
payment portal through user survey.
Metric Positive customer experience surveys. # of payments processed via old
system (online/in person ratio). # of payments processed in new system
(online/in person ratio).
2015/16 Outcome Payment system implementation complete. Customer payment process
simplified.
Status Initial Meeting with Wells Fargo completed. No further progress as of 3rd
Quarter.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Employee dashboard to
complete time cards,
review leave balances, and
initiate personal and
benefit changes.
N/A 100% N/A N/A
Strategy Launch Full-Service Employee portal.
Measure New World Systems, time card entry purchased, implementation in-
progress. User survey pre-and-post implementation to learn time savings,
ease of use, change in capabilities.
Metric Positive customer experience surveys. # of users, click through rate.
HR/Admin services survey pre-and-post implementation to learn # of
requests addressed in-person vs. new tool.
2015/16 Outcome New World Systems implementation complete. Employees trained and
utilizing tool.
Status Completed, all city users are trained on the portal. Training manual and
video’s are currently available on the intranet.
193
Administrative Services - Key Performance Measures by Division
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Develop a City Telework
policy that allows flexibility
to work outside City offices
in a productive and
environmentally-beneficial
manner.
N/A 50% 50% 75%
Strategy Implement Telework policy and associated technology needs to enable
remote working options for City employees.
Measure Develop draft policy for review by Department Heads. Work with IT to
determine and source technology needs. Pilot policy. Adjust where
needed and deploy globally.
Metric # of employees approved to participate. # of hours logged @ home. GHG
and fuel savings cataloged.
2015/16 Outcome Build a flexible work arrangement that reduces commutes and associated
emissions, benefits the employee, departments and customers by making
more efficient use of staff time.
Status 50% complete. Launched pilot program with policy in September. Met
with participants and the feedback was employees were more productive
working at home and saving time and energy by not commuting. The
pilot was successful, anticipate a full roll out by next fiscal year.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Consistent hardware and
software technology at
each workstation for
improved efficiencies.
Conference rooms
equipped consistently with
same audio/video
technology.
N/A 75% 75% 85%
Strategy Establish standard departmental workstations and conference room set-
up to expand technology access and user experience.
Measure Standard established. User experience surveys administered pre-and-
post deployment.
Metric # of workstations upgraded. # of conference rooms upgraded. Positive
user experience recorded and improvement recommendations
prioritized.
2015/16 Outcome Employee productivity improved. Technology staff time reduced for
workstation and conference room trouble-shooting.
Status 75% Complete. . Information Technology working on solving ongoing
issues with the City’s virtual desktops.
194
Administrative Services - Key Performance Measures by Division
HUMAN RESOURCES
GOAL Diversify employee training opportunities across all work classifications.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Explore internal
opportunities for
mentorship (mentee-
driven).
N/A +-10% +10% N/A
Strategy Offer web or computer- based supervisory trainings; intra-departmental
mentorships and cross-trainings; explore personal and professional
growth opportunities.
Measure Send out surveys to learn employee training needs. Compile training
rosters and offer evaluation forms to provide feedback.
Metric Training needs survey received from all employees. Attendee satisfaction.
Training roster attendance.
2015/16 Outcome Create training catalog/schedule.
Status Removing program from Performance Measures.
195
Recreation and Community Services - Key Performance Measures by Division
1
ADMINISTRATION
GOAL Develop a healthy, positive and connected team.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
100% of priorities complete
by June 30, 2016.
N/A On Track On track On track
Strategy Identify Department priorities for FY 15/16 and form sub-committees to
work on each goal.
Measure Priorities list developed, readily accessed and tracked by each
implementing program.
Metric Percentage of priorities completed by December 2015 and June 2016.
2015/16 Outcome Improved technology, marketing and customer service levels.
Status Perfect Mind contract approved in negotiations. Estimated completion
09/2016. New Business & Community Services Division rollout in May
2016 addresses the above. All 2015 goals in process.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Benchmark current inner
departmental
communications tools and
develop a priority list of
expansion opportunities.
Deploy tools to improve
RCS staff knowledge of
ongoing and prior
successes.
N/A On Track On track On track
Strategy Establish a department newsletter denoting quarterly accomplishments
and items of interest. McClellan Ranch quarterly newsletter also
implemented.
Measure Survey staff at departmental meetings to evaluate experience and gauge
awareness of colleague's projects.
Metric Increase awareness of City and department issues and projects by 10%.
2015/16 Outcome Enhanced communication of department projects and accomplishments.
196
Recreation and Community Services - Key Performance Measures by Division
2
Status Monthly department meetings have been implemented as well as a
quarterly newsletter. Utilizing items of interest to increase awareness of
department projects and accomplishments. Monthly meetings
implemented with senior management and Public Works.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increased participation in
cross-division events by
25%.
N/A On Track On track On track
Strategy Establish monthly department wide meetings to team build,
communicate subcommittee milestones and organization
issues/successes.
Measure Meetings convened, hosted, tracked. Information shared with all
departmental members.
Metric Percentage of participation at meetings and department events.
2015/16 Outcome Strong cohesive team developed to expand partnerships and elevate
customer services and experience.
Status Monthly Department meetings implemented achieving 90% participation.
Sub-committees established for technology, customer service and
marketing and facility use policies.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
100% participation in
annual training for all full-
time staff. Annual
enhancement of customer
service modules for all part-
time staff during in-service
training.
N/A On Track On track On track
Strategy Place high priority on training and encourage expanded professional
development opportunities for staff.
Measure Percentage of participation in annual training courses, passing-on new
ideas, program concepts and service delivery tips via internal
communications cataloging /project management tool. Track customer
service experience before/following implementation via online, in-class
surveys, Comcate.
Metric Quantity of courses offered, participant attendance. Tool to foster
greater team dialog and brainstorming explored. Positive customer
experiences recorded.
197
Recreation and Community Services - Key Performance Measures by Division
3
2015/16 Outcome Customer service experience improved. Customer service modules
available online and shared with all departments to ensure consistency.
Status All staff required to attend skill enhancement training. On track for 100%
compliance. Staff “reports out” to full department what they learned at
monthly meetings. Annual department workshop off-site scheduled
August 2016.
GOAL Increase use of technology to facilitate efficiency, expand marketing and
bolster customer experience.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Registration available at
any facility 100% of the
time. Participant feedback
readily available.
N/A Pending
Perfect Mind
Software
Installation
Pending
Perfect
Mind
Software
Installation
Pending
Perfect Mind
Software
Installation
Strategy Implement a new registration system department-wide.
Measure Development of methods to register and obtain customer feedback
electronically using internet and smart devices.
Metric Quantity and quality of customer feedback received prior to and following
system deployment.
2015/16 Outcome Improved employee efficiency and productivity. Customer experience
improved and access to information enabled.
Status Contract signed 1/31/16. Staff has proposed new procedures to
streamline facility rental process. Workflow analysis regarding registration
process to start May 2016. Perfect Mind discovery process to start in June
2016
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
10% increase in social
media outreach.
N/A On Track On track On track
Strategy Effective use of social media marketing for classes and events.
Measure Development of methods to notify customers via social media.
Metric List of methods currently used. List of new approaches. Project
management schedule and timeline to implement methods.
198
Recreation and Community Services - Key Performance Measures by Division
4
2015/16 Outcome Strengthen partnership with Communications Department to develop an
outreach plan for RCS that defines effective messaging, civic media assets,
roles, timelines,and responsibilities.
Status -Marketing seminar attended in September 2015
-Target marketing media identified
-Pilot program anticipated for Big Bunny 5K/Fun Run
-Implementation of Perfect Mind will enhance capabilities as well as
establishment of Business division in May 2016.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Scala screen Installation at
four facilities with weekly
program information.
N/A On Track On track On track
Strategy Install Scala monitors in each facility with program specific content for the
facility and then the department.
Measure Development of marketing information for each site and department
wide.
Metric Inventory of information to share. Timeline to implement system.
2015/16 Outcome Expanded customer access to information on programs and services on a
facility-by-facility basis.
Status Scala screens now installed at Quinlan, Senior Center and Sports Center.
Environmental Educ Center at McClellan is pending. City Channel to
schedule training with staff.
PARK PLANNING AND RESTORATION
GOAL Pursue new parks and improvements to existing parks, guided by
community input.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Corridor Master Plan report
delivered by Spring 2016.
Incorporate user comments
into programming.
N/A On track On track On track
Strategy Facilitate a Stevens Creek Blvd to McClellan Ranch Road Corridor Master
Plan.
Measure Solicit community input through a wide number of outreach events
including public meetings, web site outreach, surveys and stakeholder
interviews.
199
Recreation and Community Services - Key Performance Measures by Division
5
Metric Online survey participation, post card mailing, social media/civic
engagement tool tracking.
2015/16 Outcome Provide a 20 Year master plan for the BBF Golf Course, BBF Swim & Picnic
facility, Stevens Creek Trail and McClellan Ranch Preserve (Environmental
Education Center/Blacksmith Shop/Barn, etc.)
Consultant, M.I.G., is in process of completing report. Golf Course
component complete by National Golf Foundation (NGF).
Status Plan delivered to Parks & Recreation Commission in March 2016 and City
Council in May 2016. Council delayed deliberation to a date TBD.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
City wide Park Master Plan
report delivered by
February 2017.
Incorporate user comments
into programming.
N/A On Track On track On track
Strategy Facilitate a Stevens Creek Blvd to McClellan Ranch Road Corridor Master
Plan.
Measure Solicit community input through a wide number of outreach events
including public meetings, web site outreach, surveys and stakeholder
interviews.
Metric Online survey participation, post card mailing, social media/civic
engagement tool tracking.
2015/16 Outcome Provide a 20 year Park Open Space and Recreation Master Plan to
improve customer service experience.
Status Contract awarded to RHAA. Work began October 2015. Website and on-
line survey rollout April 2016. Stakeholder meetings April and May 2016.
Five intercept events occurring in April through June 2016.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Lawrence Mitty - Complete
appraisals & soils testing;
negotiate property
acquisition; annex
property, apply for grant
funding by 12/2016.
Main Street - Review and
recommend modifications
by 5/2015.
N/A
N/A
On Track
Complete
On track On track
Strategy Pursue the acquisition of parks and trails on the east side of Cupertino.
200
Recreation and Community Services - Key Performance Measures by Division
6
Measure Identify and carry out the steps to acquire the County Roads and Airport
property known as the Lawrence Mitty Linear parcel; Review the Main
Street Park Plan and facilitate Park and Recreation Commission and City
Council review and approval.
Metric Project management timeline developed, milestones achieved. Budget
prepared and achieved.
2015/16 Outcome Expand park assets and associated community benefits citywide.
Status Lawrence Mitty – appraisals done. Soil testing scheduled for November
2016. Main Street park design revised and approved by Parks &
Recreation Commission and Council. Construction pending.
FACILITIES AND COMMUNITY EVENTS
GOAL Upgrade the Quinlan Community Center to increase usage and revenue
generation from the facility.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Reduce energy costs by
10%.Reduce maintenance
time by 10%;
Enhancements complete by
6/2015.
N/A On Track Completed
Strategy Complete the Quinlan Community Center Upgrade project: energy
efficient lighting, facility upgrades.
Measure Replace lighting fixtures.Replace flooring for more efficient maintenance.
Paint all public spaces and remodel front office.
Metric Pre-and-post site energy use tracked. Project timeline and milestones
tracked.
2015/16 Outcome Facility energy use and aesthetics improved.
Status Quinlan Community Center remodel complete; interior painting and new
lighting in the Cupertino Room complete.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
201
Recreation and Community Services - Key Performance Measures by Division
7
Increase facility rentals by
5%.
N/A On Track On Track On track
Strategy Utilize new marketing materials for promotion of the Center.
Measure Prepare new marketing materials: virtual tours, marketing brochures,
marketing binders, social media announcements.
Metric Online user surveys. Site access/click-throughs.
2015/16 Outcome Additional revenue generated through increased program enrollment.
Status New Business Division will be addressing after May 2016. Facility use
policy being revised with goals for easier registration process for
customers.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increase facility rentals by
5%.
N/A On Track On Track On track
Strategy Book multiple rentals per day if possible.
Measure Implement scheduling software.
Metric Bookings pre-and-post deployment.
2015/16 Outcome Additional revenue generated through increased space programming.
Status New Business Division will be address with installation of Perfect Mind
reservation system and new facility use policy. Perfect Mind contract
signed 1/27/16. PM software is still in pre-deployment phase
202
Recreation and Community Services - Key Performance Measures by Division
8
GOAL Implement creative solutions at Blackberry Farm to improve the customer
service experience while complying with new bus restrictions into the
complex.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increase revenue by 10%. N/A Complete
Strategy Expand pool and picnic programs for the summer season.
Measure Outline current programs and services. Evaluate expansion opportunities
based upon resident surveys, assessment of adjacent city municipal
services.
Metric Survey results. Service gap analysis. Programs proposed.
2015/16 Outcome Expand services and resultant revenues through: pool party packages and
catering packages;
Status 1-2-For the 2015 season, revenue increased by 13.4% or $35,514
compared to 2014. This increase was primarily in the areas of swimming
and café sales.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Maintain status quo re:
number of field trips and
not lose patrons.
N/A Complete
Strategy Educate patrons on transportation options and provide acceptable
customer service alternatives to bussing children into BBF.
Measure Evaluate current site transportation services and alternatives via survey.
Meet off-site busses with carts to carry in their coolers and supplies.
Metric Service summary developed. Alternatives proposed. Traffic mitigations
recommended. Informational materials developed. Survey results
recorded.
2015/16 Outcome Mitigate site traffic impacts and create a more pleasant guest experience.
Status The efforts listed have been implemented, however, due to the
inconvenience of walking small children into the facility and other factors
beyond our control, several groups will not be using the facility next year.
YOUTH AND TEEN PROGRAMS
203
Recreation and Community Services - Key Performance Measures by Division
9
GOAL Grow a healthy community by evaluating opportunities to expand
community participation in programs and facilitate greater access to
services, facilities and parks across all demographics.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Adjust weekend hours at
the Teen Center to provide
more opportunities for
private events and
increase rental revenue by
20%.
N/A On Track Objective
Accomplished
Strategy Adjust current Teen Center operational hours to increase rental periods.
Measure Teen Center rental revenue monitored and managed via facility rental
software.
Metric Yearly rental revenue reviewed and compared to previous yearly revenue
reports.
2015/16 Outcome Rental opportunities and facility options expanded for community and
revenue from facility rentals increased.
Status 66% increase in rentals at 2nd quarter.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Increase number of
Teen/Adult Art, S.T.E.M.,
nature programs by adding
at least 2 new contractors
to support student
demands. Review
opportunities and
requirements to expand
preschool program.
N/A On Track On Track On track
Strategy Consult with current contract instructors to explore additional service
offerings and expand classes for teens and adults. Acquire feedback from
target population on desired programming, including expanded
preschool.
Measure Registration software reports including returning students; Class
satisfaction surveys administered to participants of all new and existing
programs, including requests for new or expanded services.
Metric Participant and revenue totals measured against figures before new
program deployment. Customer feedback would be reviewed through
survey results detailing participant satisfaction.
204
Recreation and Community Services - Key Performance Measures by Division
10
2015/16 Outcome Teen and Adult recreational class selections expanded for community.
Revenue for Teen/Adult classes increased. Preschool program has clearly
defined expansion pathway.
Status Teen S.T.E.M.-youth start-up expanded their offerings. Includes two new
computer coding camps and quarterly afterschool web design class.
New contractor, Clinton Brownley, will offering youth and teen programs
and data analysis programs in Winter. May offer adult programs in
future.
Nature Classes—New instructor, Charlie Kennard, will be teaching a
Twined Tule and basket making class geared for teens and adults (13+)
this Winter. Cait Hutnik will be teaching a Lichen class for all ages.
Adult Art—Mobile Art Academy added as instructor last Spring; Offering
youth camps and quarterly adult classes. Two youth camps were full this
summer, while adult classes have been slow to gain momentum.
SPORTS AND FITNESS
GOAL Offer Sports Center programs targeted at school age groups in order to
entice more families to join the Center.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
5% increase in family
memberships
N/A On Track On Track On track
Strategy Expand memberships through expanded services desired by the
community.
Measure Survey members to identify needs and the broader public to identify
service gaps. Evaluate programs to find gaps in programming for these
age groups.
Metric Survey results. Service gap analysis. Programming proposals.
2015/16 Outcome Age appropriate programming developed to provide family opportunities
such as kids’ club and parents’ night out.
Status Continue to offer more options for family participation by adding day care
on early dismissal days as well as more camp offerings using the new
outdoor sport court. New Golf, Tennis, Swim combo membership added.
We have also started basketball and racquetball leagues for kids.
GOAL Provide a fun and memorable recreational experience for families at the
2016 Big Bunny 5K.
205
Recreation and Community Services - Key Performance Measures by Division
11
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
10% increase in
participation
N/A On Track Currently
falling
short
Participation
goal not
reached
Strategy Investigate different online survey options to increase awareness and
identify improvements for the event.
Measure Develop appropriate program modifications to improve family
experience. Survey prior to and following implementation.
Metric Survey results.
2015/16 Outcome Big Bunny fun run receives positive press, user-generated social media
accolades. Participation grows year after year.
Status Working with company Dandelion to produce paid targeted social media
ads to attract new customers. Will re-evaluate marketing methods for
next year.
GOAL Introduce foot golf at the BBF golf course.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
8% increase in
participation.
N/A Complete
Strategy Target participation at BBF golf course to those who don't currently use
the facility (i.e. after school youth league).
Measure Develop list of groups currently using site. Develop list of prospective
users. Outreach to all. Track site use prior to and following outreach.
Track outreach channels.
Metric Site use. Outreach metrics - number of messages developed, shared;
click-throughs.
2015/16 Outcome Expand partnerships with youth and adult groups (AYSO, Apple, etc.) to
market programs. Customer notification of specials, events, shared via
social media.
Status BBFGC had 25 foot golfers plus an additional 10 who came in as a result of
promotions. 2nd quarter overall golf participation is up 11% over 2014.
Plan to investigate and seek approval for Arrow Golf affiliation.
SENIOR PROGRAMS
GOAL Expand membership and existing member satisfaction.
206
Recreation and Community Services - Key Performance Measures by Division
12
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Complete marketing plan
and develop surveying and
tracking tools.
N/A On Track On Track On track
Strategy Using effective outreach strategies, informed by the departmental
marketing plan, to grow membership by 2 percent per year.
Measure Quantity of memberships and renewals measured; Number of
membership referrals. Feedback received on services, programs, Center.
Metric Number of memberships, renewals, referrals, positive feedback via
surveys (online, Comcate, in-person), social media hits.
2015/16 Outcome Implement marketing plan and gather data on memberships, member
satisfaction.
Status Membership drive actually began on October 26. There is a 1% increase
in membership registration so far this year. We are also achieving a 93%
very satisfied rating from customers.
207
Community Development - Key Performance Measures by Division
ADMINISTRATION
GOAL Improve customer service experience and relationships.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Enhance website functions
and usability/searchability.
Enhance access to online
documents.
In progress In progress In progress
Strategy Provide the public and customers with the ability and tools to answer
questions online resources.
Measure Updated website with survey prompts. Track Comcate tickets/utilize
services through alternative Customer Relationship Management (CRM)
Software if/when piloted.
Metric Track number of website views, hits, and/or downloads. Survey
responses.
2015/16 Outcome Customers are empowered to get the information and tools they are
seeking easily to increase transparency and efficiency.
Status Building website reorganized for better usability.
Planning website reorganization in progress.
City-wide website re-design in progress, but not complete.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Develop curriculum and
presentations to achieve
specific and targeted
learning outcomes. Once
administered, convert
workshop content into
online sessions to heighten
information sharing and
access.
Create tools to enable text
survey/polling.
In progress
Peak
Democracy’s
Open Town
Hall utilized
In progress In progress
Strategy Increase community outreach and education to foster greater awareness
and build community knowledge of the planning and development
process by organizing, hosting, and recording local training or
informational workshops and presenting to relevant stakeholder groups.
208
Community Development - Key Performance Measures by Division
Measure Updated website with survey prompts. (Paper, Text, Online) Surveys
provided to workshop attendees to gauge knowledge before and after
session as well as satisfaction to information delivery.
Metric Customer Relationship Management (CRM) Software (if/when piloted by
department) or community outreach tracking tool (excel) denoting # of
workshops hosted, # of attendees, # of survey responses (text or CRM) on
the quality/usefulness of materials presented. Number of page
views/downloads of online community workshop videos.
2015/16 Outcome Online public education and public information (articles, tips, fact sheets)
generate greater customer support and education and serve as a more
efficient and effective community outreach. Increased connectivity
between the public and department builds community engagement and
trust, thereby enabling expanded community input from broader
participants. Model effective private-sector customer engagement and
interactions where applicable.
Status Conducted Economic Development Strategic Business Plan Roundtable
community meeting
Vallco, The Oaks, and The Hamptons developers sponsored several
community outreach meetings to provide information and gather public
comments.
Utilized Peak Democracy’s Open Town Hall as an online forum to engage
the public for the General Plan Amendment.
GOAL Build, Support, Sustain Workforce Performance Excellence.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Strengthen employee
development opportunities
to encourage professional
growth and improvements
and stronger understanding
of processes within and
among Department.
Ongoing Ongoing Ongoing
Strategy Improve teamwork and employee satisfaction to foster stronger customer
service experience.
Measure Expand professional development opportunities to include training and
career enrichment courses/seminars, cross training with other
departments, special topics or learning from guest speakers /educators.
Metric Track/schedule numbers of special sessions and topics each year.
Employee survey responses.
2015/16 Outcome Professional development efforts build a cadre of better trained and
efficient staff and improve the quality of public service.
209
Community Development - Key Performance Measures by Division
Status Planning Division staff attended annual California American Planning
Association conference for continuing education and professional
development.
Building Division provided four Title 24 training sessions at Staff meetings.
Building Division staff attended annual Calbo conference for continuing
education and professional development. The building division provided
training by Simpson on Connector and Anchor; building staff attended
State of California accessibility training.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Host department retreats/
work sessions (1/year), alt.
dept. job shadowing,
mentorship program with
experts in the field.
Improve Economic Dev.
interface via quarterly
updates.
Ongoing
In progress
Ongoing
Economic
Development
Manager
attends
Planning staff
meeting on a
quarterly
basis to
share
updates
Ongoing
Economic
Development
Manager
attended
Planning
Staff meeting
to share
updates this
quarter.
Strategy Build inter/intra dept. relations to expand City staff support network
required to enable successful operations/planning processes.
Measure Quarterly/annual employee reviews, prioritize professional development
discussions with supervisors. Staff/supervisors collaborate to develop
professional development plans.
Metric Track work sessions and retreats in professional development matrix/plan.
Progress in achieving objectives and actions outlined in professional
development plans.
2015/16 Outcome Grow relationships within divisions and across departments to take
advantage of opportunities to learn, improve team partnership and grow
greater work satisfaction, build a better trained and well-rounded staff,
and improve quality of public service and customer satisfaction.
Status Conducted annual employee reviews as they are due.
Planning Division retreat on September 17, 2015 provided team building
exercises and addressed challenges and solutions.
Weekly work sessions for planners are conducted weekly following the
division staff meeting.
Economic Development Manager provides quarterly updates at Planning
Division Staff meetings.
210
Community Development - Key Performance Measures by Division
PLANNING
GOAL Demystify the planning process.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Enable customer to access
status of plan/development
review through new online
permitting system.
In progress New permit
system
went live on
Jan 11,
2016.
Online
public portal
expected to
go online in
Spring 2016.
In progress
Strategy Empower customers to get useful information and helpful tools easily
online.
Measure Updated website with survey prompts, Comcate tickets or alt. Customer
Relationship Management (CRM) Software if/when piloted. Implement
online permitting system to provide customer access to information.
Metric Track # of website views, hits, and/or downloads. Customer satisfaction
and user experience via survey responses. Track project development
timelines prior to and after system implementation.
2015/16 Outcome Department increases transparency and efficiency through heightened
public access and improves accountability and overall customer
experience.
Status Planning Division website reorganization in progress.
FY 14-15
Adopted
1st Quarter 2nd quarter 3rd quarter 4th quarter
Team w/ dpts. to increase
community outreach
through new technologies.
Build youth engagement by
connecting regularly with
Teen Commission, De Anza
College, and High Schools
student groups.
In progress Ongoing Ongoing
Strategy Tap quiet majority of community members not currently participating in
the planning, development, ordinance, or public hearing process.
211
Community Development - Key Performance Measures by Division
Measure Deploy new community engagement and/or Customer Relationship
Management (CRM) tools. Expanded social media and pro-active vs.
reactive planning-led outreach efforts.
Metric Track website views, hits, and/or downloads. Customer satisfaction and
user experience survey responses.
2015/16 Outcome Garner greater customer support and education to build and
operationalize efficient and effective community outreach, strengthen
community engagement and relations, and gain access to broader and
more diverse community input.
Status Utilized Peak Democracy’s Open Town Hall as an online forum to engage
the public.
Engaged the Teen Commissioners to provide ideas and comments for the
General Plan Amendment.
Conducted WELO community outreach meeting on February 1, 2016, with
Sustainability Division.
GOAL Expand outreach to the business community to surface and address
business needs through available and future City services.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Engagement strategy
drafted and includes,:
visiting companies, retail
businesses, meeting with
Chamber leadership,
participating in
local/regional business
organizations, attending
networking events,
meeting with real estate
brokers and property
managers.
In progress Ongoing
Econ Dev
Manager
continues to host
monthly
Women’s
Networking
Mixers (average
attendance is
25). Economic
Development
supported and
hosted the
Silicon Valley
StartUp Cup
entrepreneurship
competition.
Ongoing
Econ Dev
Manager
hosted
monthly
Women’s
Networking
Mixers,
attended
LAC, Rotary,
and Econ
Dev
Committee
meetings
Strategy Develop business engagement strategy, targets, timeline, milestones and
tracking tool. Evaluate lessons learned to integrate into future performance
measures and work program.
Measure Feedback tool developed to learn experiences of businesses to date and
assess future informational and service needs. Tracking tool developed to
212
Community Development - Key Performance Measures by Division
record # of site visits, meetings, functions, etc.
Metric Quantity of meetings. Business experience survey results.
2015/16 Outcome Increase business relations with the City, evaluate existing business services,
define new business support resources, and generate new business to
business partnerships.
Status Assistant City Manager, Economic Development Manager and Senior Housing
Planner regularly attend the Legislative Action Committee, Chamber of
Commerce meetings, Rotary meetings, Santa Clara County Association of
Planning Official meetings.
Economic Development Manager hosted Women’s Networking Workshop.
GOAL Improve City economy, vitality, sustainability, and economic diversity.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Develop curriculum and
presentations to
achieve specific and
targeted learning
outcomes. Once
administered, convert
workshop content into
online sessions to
heighten information
sharing and access.
Create tools to enable
text survey/polling.
In
development
Ongoing
Conducted
community and
business outreach
meetings as part of
EDSP process.
Completed and
presented the
background/current
conditions report to
City Council.
Continue to meet
with prospective
businesses
interested in
Cupertino.
Ongoing
Strategy Running in parallel to and informed by the in-progress Economic Development
Strategic Plan, create a customized suite of support resources for businesses,
emphasizing small businesses.
Measure Host, sponsor and co-sponsor workshops and training events. Provide online.
Surveys provided to workshop attendees to gauge knowledge before and after
session as well as satisfaction to information delivery.
Metric Community outreach tracking tool (excel) denoting # of workshops hosted, #
of attendees, # of survey responses (text or CRM) on the quality/usefulness of
213
Community Development - Key Performance Measures by Division
materials presented. Number of page views/downloads of online community
workshop videos.
2015/16 Outcome Amplify suite of services offered to small local businesses to better enable
their ongoing success and ensure their long-term viability in our community.
Status In development
GOAL Improve outreach and information sharing targeting internal staff and the
public to create greater connectivity with our business base.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Map current connection
points between staff,
electeds, the broader
public, and our local
businesses including, but
not limited to: BizBuzz
electronic newsletter,
"How to Start a Business
in Cupertino" Guide, Items
of Interest, Council Work
Program, Scene Articles,
website.
Ongoing Ongoing
Economic
Development
utilizing
Constant
Contact
service for its
BizBuzz
newsletter.
Translated
“Welcome to
Cupertino”
and
Demographics
handouts into
Chinese.
Ongoing
BizBuzz
Newsletter
was
distributed
this quarter
Strategy Increase internal and external outreach channels and resources to increase
community knowledge of and orientation towards local business services,
activities, products.
Measure Inventory current informational materials and resources. Learn "user"
experience through surveys, page views, downloads, inquiries logged
through Comcate or other Customer Relationship Management (CRM) tool.
Consider tools to track how this information is generating "leads" or driving
customers to local businesses.
Metric Quantity of page views, downloads, positive survey, customer experiences,
information to customer conversions.
2015/16 Outcome Identify informational gaps and embed plan to address in Strategic Plan.
Develop tool to track how City resources lead to greater local business
support/sales.
Status Updates and information published regularly in BizBuzz, Items of Interest,
Cupertino Scene and on the website.
214
Public Works - Key Performance Measures by Division
1
ENVIRONMENTAL PROGRAMS
GOAL Clean creeks in Cupertino.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1) One business day
response to illegal
discharge to creeks
2) Conduct minimum of 14
creek cleanup events
annually
3) Receive no negative
actions from enforcement
agencies
100%
New
measure
New
measure
100%
4/14
Complete
None
received
100%
8/14
Complete
None
received
100%
10/14
Complete
None
received
Strategy Prevent to the maximum extent practicable items other than rain water
from entering the storm water system.
Measure 1) Respond to reported discharge event within one business day
2) Annual cleanups
3) Quantify actions from enforcement agencies
Metric 1) Comcate logged response time or time after call or email is received
2) Quantification of the number of Annual Clean Up Events
3) Quantification of negative actions received from enforcement agencies
2015/16 Outcome Achieve stormwater compliance requirements, ensure healthy protected
water system.
Status Ongoing with additional efforts to increase community involvement.
GOAL Provide efficient and effective recycling, organic and disposal services.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1) Develop organics
ordinance. Define data
needs and assess tracking
tools available (i.e. EPA
ReTRAC).
2) Implement organic
diversion requirements to
affected businesses.
New
measure
New
measure
Complete
Completed
for
Businesses
Provide
Ongoing
support and
education for
businesses
implementing
the
ordinance.
Implemented
organics
ordinance
phase 2 on
January 20th.
Provided
ongoing
support and
tools for
215
Public Works - Key Performance Measures by Division
2
generating >
8cy of
organic
waste - Sept.
2015
Completed
for
Businesses
generating
>3cy of
organic waste
or 25% of
total waste
stream
comprised of
organics– Jan
20, 2016
businesses.
19 new
accounts (18
required, 1
voluntary)
started
organics
collection.
City staff
made 67
visits to
businesses to
assist with
organics
collection
during this
time frame.
Strategy Divert materials from landfill through expanded recycling and organic
policies and services, paired with effective outreach campaigns to increase
residential and commercial participation.
Measure Monthly diversion reporting from solid waste franchisee and annual
CalRecyle diversion rate equivalent (DRE) calculation.
Metric Achieve 75% (DRE) diversion, 60% commercial & multifamily diversion.
Customer service satisfaction (Godbe Survey).
2015/16 Outcome Adopt organics ordinance and utilize data collection to track progress.
Status Ongoing
DEVELOPMENT SERVICES
GOAL Provide timely development review and permitting services.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
2 week response 90% of
time
95%
Strategy Review and permit private development in a timely and consistent
manner in accordance with applicable codes, standards and policies.
Measure Respond to complete plan submittals or applications within 2 weeks
216
Public Works - Key Performance Measures by Division
3
Metric Track response times using Development Tracking System (not yet
implemented).
2015/16 Outcome Strengthened partnership with Community Development. Clear roles and
timelines defined. Customer experience improved.
Status Development Tracking System was implemented in January 2016. Staff is
currently gathering data and will be able to provide updates in the near
future.
CIP ADMINISTRATION
GOAL Deliver Capital Projects on time and within budget.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
On time and within budget
80% of time.
10/12 (83%) 2/2 (100%)
Strategy Meet published commitments to Council and community in an effective,
timely, and quality manner.
Measure Project and/or budget management software or alternative tracking tool
to enable better accountability of costs, expenses and revenues related to
a project.
Metric Timeline and budget variances for each project and tracked for program
over time.
2015/16 Outcome Deliver project within budget and achieve beneficial occupancy within
one month of projected completion date at time of award.
Status Measurements methods under development.
STREETS
GOAL Safe street markings, legends and signs for motorist, cyclists, and
pedestrians.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1) One business day
response to reported
unsafe conditions.
100% 100% 100%
217
Public Works - Key Performance Measures by Division
4
Strategy Appropriately placed street markings, legends and signs benefit motorists,
cyclists and pedestrians.
Measure 1) Respond to street marking, legend and sign issues within 3 business
days.
Metric 1) Comcate logged response time and customer feedback.
2) CityWorks software
2015/16 Outcome 2015 & 16 paving projects have had scope of work increased to include
safe street marking and legend work on both streets scheduled and not
scheduled for pavement improvement.
Status Ongoing
GOAL No viewable graffiti within Cupertino.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Remove 100% of known
graffiti on public City
property within 2 business
days
100% 100% 100%
Strategy Remove graffiti before more tagging occurs.
Measure Clean up within 2 business days of call.
Metric Comcate logged response time and customer feedback.
2015/16 Outcome Community aesthetic maintained.
Status Ongoing. Coordination required as needed when graffiti occurs on Santa
Clara Valley Water District (SCVWD) or Caltrans property.
218
Public Works - Key Performance Measures by Division
5
GOAL Maintain reliable storm drain system.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1) Respond to reported
storm drain system
deficiencies within one
business day
100% 100% 100%
Strategy Efficiently inspected and maintained storm drain system assists in
minimizing the potential for localized flooding.
Measure 1) Respond to reported storm drain system deficiencies within 24
business hours.
Metric 1) Comcate logged response time and customer feedback.
2015/16 Outcome Ongoing
Status Collection system cleaning / videoing of hot spot areas completed in
November ’15. Installation of three manhole monitoring systems to be
complete in February ’16.
GOAL Effectively maintain streetlight network.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1) Respond to reported
streetlight outages within 2
business days 2) Resolve
issues with City owned
streetlights within 5
business days.
100%
100%
100% 100%
Strategy Repair streetlights in a timely manner.
Measure 1) Comcate logged response time and customer feedback
2) CityWorks software
219
Public Works - Key Performance Measures by Division
6
Metric 1) Comcate logged response time and customer feedback.
2015/16 Outcome Reliable streetlight network that promotes community safety.
Status Ongoing
GOAL Citywide street network pavement condition index (PCI) of 80 by 2019; no
street below 30 for two consecutive years.
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1) Network PCI of 80 by
FY19/20.
2) No individual street PCI
<30 for two consecutive
years.
Network PCI
= 70
3.8% of
network <PCI
of 30
Network
PCI = 70
3.8% of
network
<PCI of 30
Network PCI
= 70
3.8% of
network <PCI
of 30
Strategy Well maintained streets conserve resources, promote commerce and
promote community safety.
Measure 1) Metropolitan Transportation Commission (MTC) StreetSaver reports.
Metric 1) Sufficient operating budget recommended and approved.
2) Annual pavement condition report as calculated by StreetSaver and
submitted to the MTC.
2015/16 Outcome Street network PCI is calculated to be 72 and approximately 4 miles of
streets will have a PCI <30 at the end of 2016.
Status Network PCI is calculated to improve from a current value of 70 to 72.
Continued improvement is conditional to future budget appropriation.
GOAL Safe pedestrian pathways
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1) Respond and mitigate
reported pathway
deficiencies within 1
business day.
100%
100% 100% 100%
220
Public Works - Key Performance Measures by Division
7
Strategy Maintain sidewalks, curb and gutter to a standard that minimizes liability.
Measure 1) Respond and mitigate pathway deficiencies within 1 business day.
Metric 1) Comcate logged response time and customer feedback.
2015/16 Outcome Safer pedestrian pathways mitigate potential issues and support citizen's
quality of life.
Status Ongoing
TREES AND RIGHT-OF-WAY
GOAL Healthy and expanding urban forest
FY 14-15
Adopted
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
1) Respond to reported
safety issues with 1
business day
2) Inspect and maintain all
street trees and park trees
within 8 year cycle.
3) Plant more trees than
removed.
100%
New
Measure
100%
New
Measure
100%
1,804 Trees
maintained
and
inspected
142 Trees
Planted, 31
Trees
Removed
100%
2,972 Trees
maintained
224 Trees
Planted, 59
Trees
Removed
Strategy Maintain urban forest to ISA standards that minimize liability, improve
and/or maintain tree values.
Measure 1) Respond and mitigate safety issues within 1 business day.
2) Inspect and maintain all street trees and park trees within 5 year cycle.
3) Number of trees planted compared to number of trees removed.
221
Public Works - Key Performance Measures by Division
8
Metric 1) Comcate logged response time and customer feedback.
2) CityWorks software.
2015/16 Outcome Urban canopy expanded, protected, serviced. Safety issues mitigated.
Status FY15/16 is the last year of a 4 year program to plant 1,600 trees citywide.
222
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1360 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:1/13/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Adopt a resolution calling a General Municipal Election on November 8, 2016 to fill two City
Council seats
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Draft Resolution
Action ByDate Action ResultVer.
City Council6/6/20161
Subject:AdoptaresolutioncallingaGeneralMunicipalElectiononNovember8,2016tofill
two City Council seats
AdoptResolutionNo.16-059callingaGeneralMunicipalElectiononNovember8,2016tofill
two City Council seats
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™223
OFFICE OF THE CITY CLERK
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3223 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: June 6, 2016
Subject
Adopt a resolution calling a General Municipal Election on Nov. 8, 2016, to fill two City
Council seats.
Recommended Action
Adopt draft resolution as presented by staff.
Description
Council member Gilbert Wong will be termed out and Council member Rod Sinks is
eligible to run for one additional four-year term.
Discussion
Cupertino elections take place in November of even-numbered years. The City
contracts with the County of Santa Clara Registrar of Voters’ Office to provide services
such as ballot printing, precinct set-up, and vote counting. July 6 is the deadline for
submitting the City’s resolution to request those services.
Fiscal Impact
The estimated cost of the election for City Council seats is $53,000 and is included in the
FY 2016-2017 proposed budget.
Sustainability Impact
None
_____________________________________
Prepared by: Grace Schmidt, City Clerk
Approved for Submission by: David Brandt, City Manager
Attachments:
A - Draft Resolution
224
RESOLUTION NO. 16-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
CALLING FOR A GENERAL MUNICIPAL ELECTION TO BE HELD ON
NOVEMBER 8, 2016 TO FILL CITY COUNCIL SEATS, REQUESTING
CONSOLIDATION WITH OTHER NOVEMBER ELECTIONS AND
REQUESTING THAT THE REGISTRAR OF VOTERS CONDUCT THE
ELECTION AND CANVASS THE VOTES
WHEREAS, November 8, 2016, is the date set by law for the election of
Council members and for any City measure(s); and
WHEREAS, the City Clerk is enjoined by law to take all steps necessary for the
holding of said election;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Cupertino:
1. A General Municipal Election is called for November 8, 2016, to fill the two
City Council seats now occupied by Council members Rod Sinks and Gilbert
Wong.
2. The City of Cupertino requests that the Registrar of Voters of Santa Clara
County conduct the elections and canvass the returns. The Registrar shall be
reimbursed for all costs incurred by said services.
3. The City of Cupertino requests that said election be consolidated with other
November elections and will be held and conducted in accordance with the
provisions of law regulating the statewide election, and agrees that this
governing body consents to such consolidation.
4. The City Clerk is hereby authorized and directed to certify to the adoption of
this resolution and to transmit a copy hereof so certified to the Registrar of
Voters and to the Board of Supervisors of Santa Clara County.
5. The City Clerk is authorized and directed to publish a notice of election within
the time and in the manner specified in the California Elections Code 12111
and 12112.
225
Resolution No. 16- Page 2
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this ___day of ____________, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
______________________ _________________________________
Grace Schmidt, City Clerk Barry Chang, Mayor, City of Cupertino
226
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1728 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/23/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Establish friendship cities in China, People's Republic of China (Chongqing, Changzhou,
Nanjing, Hefei, Hangzhou, Kunming, Huangshan, Shanghai, Wuhan) and in Taiwan, Republic of
China (Hsinchu County, Taipei, Taichung).
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Intent letter for Friendship City - Chongqing
B - Intent letter for Friendship City - Changzhou
C - Intent letter for Friendship City - Nanjing
D - Intent letter for Friendship City - Hefei
E - Intent letter for Friendship City - Hangzhou
F - Intent letter for Friendship City - Kunming
G - Intent letter for Friendship City - Huangshan
H - Intent letter for a Friendship City - Shanghai
I - Intent for Friendship City - Wuhan
J - Intent letter for Friendship City - Hsinchu County
K - Intent letter for Friendship City - Taipei
L - Intent letter for Friendship City - Taichung
Action ByDate Action ResultVer.
City Council6/6/20161
Subject:EstablishfriendshipcitiesinChina,People'sRepublicofChina(Chongqing,
Changzhou,Nanjing,Hefei,Hangzhou,Kunming,Huangshan,Shanghai,Wuhan)andin
Taiwan, Republic of China (Hsinchu County, Taipei, Taichung).
AuthorizetheMayortoexecuteLettersofIntentestablishingfriendshipcitiesinChina,
People'sRepublicofChina(Chongqing,Changzhou,Nanjing,Hefei,Hangzhou,Kunming,
Huangshan,Shanghai,Wuhan)andinTaiwan,RepublicofChina(HsinchuCounty,Taipei,
Taichung).
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™227
OFFICE OF THE CITY MANAGER
CITY HALL
10 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3212 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: June 6, 2016
Subject
Establish friendship cities in China, People's Republic of China (Chongqing,
Changzhou, Nanjing, Hefei, Hangzhou, Kunming, Huangshan, Shanghai, Wuhan) and
in Taiwan, Republic of China (Hsinchu County, Taipei, Taichung).
Recommended Action
Authorize the Mayor to execute Letters of Intent establishing friendship cities in China,
People's Republic of China (Chongqing, Changzhou, Nanjing, Hefei, Hangzhou,
Kunming, Huangshan, Shanghai, Wuhan) and in Taiwan, Republic of China (Hsinchu
County, Taipei, Taichung).
Description
Request to consider establishing friendship cities in the People’s Republic of China and
Republic of China. These five-year agreements promote a friendly exchange in the areas
of economics, culture, education, innovation, and entrepreneurship between Cupertino
and each city. A friendship city is not a Sister City and does not hold any formal status
under our Sister City Policy.
Sustainability Impact
None
Fiscal Impact
None
_____________________________________
Prepared by: Lisa Maletis-Massey, Office Assistant
Reviewed by: Jaqui Guzmán, Assistant to the City Manager
Approved for Submission by: David Brandt, City Manager
Attachments:
A - Intent letter for Friendship City - Chongqing
B - Intent letter for Friendship City - Changzhou
C - Intent letter for Friendship City - Nanjing
228
D - Intent letter for Friendship City - Hefei
E - Intent letter for Friendship City - Hangzhou
F - Intent letter for Friendship City - Kunming
G - Intent letter for Friendship City - Huangshan
H - Intent letter for a Friendship City - Shanghai
I - Intent for Friendship City - Wuhan
J - Intent letter for Friendship City - Hsinchu County
K - Intent letter for Friendship City - Taipei
L - Intent letter for Friendship City - Taichung
229
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Chongqing, People’s Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Chongqing and the city of
Cupertino and deepen mutual understanding and friendship between the Chinese
and American people, Chongqing, the People’s Republic of China and the city of
Cupertino, California, the United States of America, based on the principles of the
Sino-U.S. Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Chongqing and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
230
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with
Chongqing and the city of Cupertino, and they could explore together to establish a
sister city relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Chongqing,
People’s Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
231
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Changzhou, People’s Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Changzhou and the city of
Cupertino and deepen mutual understanding and friendship between the Chinese
and American people, Changzhou, the People’s Republic of China and the city of
Cupertino, California, the United States of America, based on the principles of the
Sino-U.S. Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Changzhou and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
232
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with
Changzhou and the city of Cupertino, and they could explore together to establish
a sister city relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Changzhou,
People’s Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
233
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Nanjing, People’s Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Nanjing and the city of Cupertino
and deepen mutual understanding and friendship between the Chinese and
American people, Nanjing, the People’s Republic of China and the city of
Cupertino, California, the United States of America, based on the principles of the
Sino-U.S. Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Nanjing and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
234
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with Nanjing
and the city of Cupertino, and they could explore together to establish a sister city
relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Nanjing,
People’s Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
235
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Hefei, People’s Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Hefei and the city of Cupertino
and deepen mutual understanding and friendship between the Chinese and
American people, Hefei, the People’s Republic of China and the city of Cupertino,
California, the United States of America, based on the principles of the Sino-U.S.
Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Hefei and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
236
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with Hefei
and the city of Cupertino, and they could explore together to establish a sister city
relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Hefei,
People’s Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
237
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Hangzhou, People’s Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Hangzhou and the city of
Cupertino and deepen mutual understanding and friendship between the Chinese
and American people, Hangzhou, the People’s Republic of China and the city of
Cupertino, California, the United States of America, based on the principles of the
Sino-U.S. Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Hangzhou and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
238
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with
Hangzhou and the city of Cupertino, and they could explore together to establish a
sister city relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Hangzhou,
People’s Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
239
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Kunming, People’s Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Kunming and the city of
Cupertino and deepen mutual understanding and friendship between the Chinese
and American people, Kunming, the People’s Republic of China and the city of
Cupertino, California, the United States of America, based on the principles of the
Sino-U.S. Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Kunming and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
240
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with
Kunming and the city of Cupertino, and they could explore together to establish a
sister city relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Kunming,
People’s Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
241
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Huangshan, People’s Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Huangshan and the city of
Cupertino and deepen mutual understanding and friendship between the Chinese
and American people, Huangshan, the People’s Republic of China and the city of
Cupertino, California, the United States of America, based on the principles of the
Sino-U.S. Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Huangshan and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
242
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with
Huangshan and the city of Cupertino, and they could explore together to establish a
sister city relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Huangshan,
People’s Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
243
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Shanghai, People’s Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Shanghai and the city of
Cupertino and deepen mutual understanding and friendship between the Chinese
and American people, Shanghai, the People’s Republic of China and the city of
Cupertino, California, the United States of America, based on the principles of the
Sino-U.S. Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Shanghai and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
244
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with
Shanghai and the city of Cupertino, and they could explore together to establish a
sister city relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Shanghai,
People’s Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
245
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Wuhan, People’s Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Wuhan and the city of Cupertino
and deepen mutual understanding and friendship between the Chinese and
American people, Wuhan, the People’s Republic of China and the city of
Cupertino, California, the United States of America, based on the principles of the
Sino-U.S. Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Wuhan and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
246
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with Wuhan
and the city of Cupertino, and they could explore together to establish a sister city
relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Wuhan,
People’s Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
247
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Hsinchu County, Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Hsinchu County and the city of
Cupertino and deepen mutual understanding and friendship between the Chinese
and American people, Hsinchu County, the Republic of China and the city of
Cupertino, California, the United States of America, based on the principles of the
Sino-U.S. Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Hsinchu County and the city of Cupertino on the basis of equality and mutual
benefit dependent upon ratification of both cities in the future.
248
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with Hsinchu
County and the city of Cupertino, and they could explore together to establish a
sister city relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Hsinchu County,
Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
249
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Taipei, Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Taipei and the city of Cupertino
and deepen mutual understanding and friendship between the Chinese and
American people, Taipei, the Republic of China and the city of Cupertino,
California, the United States of America, based on the principles of the Sino-U.S.
Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Taipei and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
250
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with Taipei
and the city of Cupertino, and they could explore together to establish a sister city
relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Taipei,
Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
251
MAYOR BARRY CHANG
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3192 • FAX: (408) 777-3366
bchang@cupertino.org
Agreement on the Establishment of Friendly Cooperation
Between
Taichung, Republic of China
and
Cupertino, California, United States of America
To further develop friendly cooperation between Taichung and the city of
Cupertino and deepen mutual understanding and friendship between the Chinese
and American people, Taichung, the Republic of China and the city of Cupertino,
California, the United States of America, based on the principles of the Sino-U.S.
Joint Communique, enter into this Agreement on matters concerning the
establishment of friendly cooperation between the two parties through amicable
negotiation.
I. The parties agree to jointly promote friendly exchange between the people of
Taichung and the city of Cupertino on the basis of equality and mutual benefit
dependent upon ratification of both cities in the future.
252
II. The parties could exchange information with each other and strengthen
exchange and cooperation in economics, culture, education, innovation and
entrepreneurship, and other areas.
III. The parties could establish a long-term friendly relationship based on exchange
and cooperation, to jointly promote cultural and education exchanges with
Taichung and the city of Cupertino, and they could explore together to establish a
sister city relationship in the future.
IV. This Agreement is made in duplicate in both Chinese and English, with both
versions being equally valid, and shall take effect from the date when it is signed
by the parties.
V. The term of this Agreement is five years. Upon expiration of the term, this
Agreement may be renewed unless terminated by either party hereto. This
Agreement shall be automatically terminated after the parties achieve better
exchange and cooperation effects and formally establish a sister city relationship.
___________________________
Representative
Taichung,
Republic of China
_______________________________
Barry Chang, Mayor, City of
Cupertino, California, United States of
America
Date: __________________ Date: _____________________
253
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1745 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/31/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Declare brush to be a public nuisance and potential fire hazard and set hearing for June 21
for objections to proposed removal
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Draft Resolution
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Declare brush to be a public nuisance and potential fire hazard and set hearing for
June 21 for objections to proposed removal
Adopt Resolution No. 16-060 declaring brush to be a public nuisance and potential fire hazard
and setting the hearing date for June 21
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™254
OFFICE OF THE CITY CLERK
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3223 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: June 6, 2016
Subject
Declare brush to be a public nuisance and potential fire hazard and set hearing for June
21 for objections to proposed removal.
Recommended Action
Adopt draft resolution declaring brush to be a public nuisance and potential fire hazard
and setting the hearing date for June 21.
Discussion
The Cupertino brush abatement program is a separate program from the County Weed
Abatement Program. Cupertino Municipal Code Section 16.40.480 requires property
owners in the locally adopted Wildland-Urban Interface Fire Area to maintain effective
defensible space by removing brush, flammable vegetation and combustible growth
when required by the fire code official due to steepness of terrain or other conditions. It
also authorizes the County to remove the brush if the property owner doesn’t and to
recover the cost of abatement.
_____________________________________
Prepared by: Kirsten Squarcia, Deputy City Clerk
Reviewed by: Grace Schmidt, City Clerk
Approved for Submission by: David Brandt, City Manager
Attachments:
A - Draft Resolution
255
RESOLUTION NO. 16-
A RESOLUTION OF THE CUPERTINO CITY COUNCIL
DECLARING BRUSH GROWING ON CERTAIN DESCRIBED PROPERTY TO BE A
PUBLIC NUISANCE AND POTENTIAL FIRE HAZARD AND SETTING HEARING
FOR OBJECTIONS TO PROPOSED REMOVAL
WHEREAS, brush is growing in the City of Cupertino upon certain streets,
sidewalks, highways, roads and private property; and
WHEREAS, said brush may attain such growth as to become a fire menace or
which are otherwise noxious or dangerous; and
WHEREAS, said brush constitutes a public nuisance;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Cupertino as follows:
1. That said brush does now constitute a public nuisance and potential fire hazard;
2. That said nuisance and potential fire hazard exists upon all of the streets,
sidewalks, highways, roads and private property more particularly described by
common names or by reference to the tract, block, lot, code area, and parcel
number on the report to be provided by the Santa Clara County Fire Department;
3. That the 21st day of June, 2016, at the hour of 6:45 p.m., or as soon thereafter as
the matter can be heard, in the Council Chamber in the Community Hall, City of
Cupertino, are hereby set as the time and place where all property owners
having any objections to the proposed removal of such brush may be heard;
4. That the Santa Clara County Fire Marshal is hereby designated and ordered as
the person to cause notice of the adoption of this resolution to be given in the
manner and form provided in Sections 9.08.040 of the Cupertino Municipal
Code.
256
Resolution No. 16-
Page 2
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 6th day of June, 2016 by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
__________________________ ____________________________
Grace Schmidt, City Clerk Barry Chang, Mayor, City of Cupertino
257
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1734 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/26/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: The City's Case Manager received two donations specifically intended for the benefit of the
Case Management program
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
Action ByDate Action ResultVer.
City Council6/6/20161
Subject:TheCity'sCaseManagerreceivedtwodonationsspecificallyintendedforthebenefit
of the Case Management program
StaffisrequestingthattheCouncilacceptthemonetarydonationsthatwillbeusedfortheCase
Management Program's Client Emergency Fund
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
powered by Legistar™258
RECREATION AND COMMUNITY SERVICES DEPARTMENT
QUINLAN COMMUNITY CENTER
10 10185 N. STELLING ROAD • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3110 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: June 6, 2016
Subject
The City’s Case Manager received two donations specifically intended for the benefit of
the Case Management program.
Recommended Action
Staff is requesting that the Council accept the monetary donations that will be used for
the Case Management Program’s Client Emergency Fund.
Description
The Case Manager received two checks as donations specifically for the Case
Management program. One check in the amount of $100 was donated by Susan Allen, a
member of the Senior Center. The Case Manager has provided assistance to Mrs. Allen
in the past and Mrs. Allen has expressed that she wanted to make a monetary
contribution to the Case Management program. The other check in the amount of $120
was donated by The Home of Christ Church in Cupertino. The Case Manager gave a
presentation on Public Benefits in February at The Home of Christ Church and the church
wanted to contribute to the Case Management program.
Discussion
The Client Emergency Fund is intended to provide emergency assistance (food, utilities)
to seniors on a one-time or limited basis to bridge the gap until other resources can be
identified for ongoing assistance. The fund is administered by the Case Management
team.
Fiscal Impact
None
_____________________________________
Prepared by: Christine Hanel, Acting Director of Recreation & Community Services
Approved for Submission by: David Brandt, City Manager
Attachments: None
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1700 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:5/10/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Application for Alcoholic Beverage License for 7 Eleven, Inc., 21490 McClellan Road (Store
#2366)
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Application
Action ByDate Action ResultVer.
City Council6/6/20161
Subject:ApplicationforAlcoholicBeverageLicensefor7Eleven,Inc.,21490McClellan
Road (Store #2366)
RecommendapprovaltotheCaliforniaDepartmentofAlcoholicBeverageControlofthe
ApplicationforAlcoholicBeverageLicensefor7Eleven,Inc.,21490McClellanRoad(Store
#2366)
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: June 6, 2016
Subject
Application for Alcoholic Beverage License for 7 Eleven Store #2366, 21490 McClellan
Road
Recommended Action
Recommend approval to the California Department of Alcoholic Beverage Control of
the Application for Alcoholic Beverage License for 7 Eleven Store #2366, 21490
McClellan Road
Description
Name of Business: 7 Eleven Store #2366
Location: 21490 McClellan Road
Type of Business: Package Store
Type of License: 20 – Off Sale Beer & Wine (Package Store)
Reason for Application: Annual Fee, Person-to-Person Transfer
Discussion
There are no zoning or use permit restrictions which would prohibit the sale of alcohol
as proposed and staff has no objection to the issuance of this license. License Type 20
authorizes the sale of beer and wine for consumption off the premises where sold.
Sustainability Impact
None
Fiscal Impact
None
_____________________________________
Prepared by: Beth Ebben, Planning Department
Reviewed by: Benjamin Fu, Assist. Dir. of Community Development; Aarti Shrivastava,
Assistant City Manager - Community Development and Strategic Planning
Approved for Submission by: David Brandt, City Manager
Attachment: A - Application
COMMUNITY DEVELOPMENT DEPARTMENT
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3308 www.cupertino.org
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:115-1172 Name:
Status:Type:Public Hearings Agenda Ready
File created:In control:10/15/2015 City Council
On agenda:Final action:6/6/2016
Title:Subject: Public hearing to consider the Capital Improvement Plan (CIP); and a finding of General
Plan conformance; and the Recommended Budget for Fiscal Year 2016-17; and the Adoption of the
Recommended Budget for Fiscal Year 2016-17; and Establishment of the Appropriation Limit, and
related actions.
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Draft Resolution Pass Thru Revenue
B - Draft Resolution Operating and Capital Budget
C - Draft Resolution Appropriation Limit
D - Budget study session follow-up items
Action ByDate Action ResultVer.
City Council6/6/20161
Subject:PublichearingtoconsidertheCapitalImprovementPlan(CIP);andafindingof
GeneralPlanconformance;andtheRecommendedBudgetforFiscalYear2016-17;andthe
AdoptionoftheRecommendedBudgetforFiscalYear2016-17;andEstablishmentofthe
Appropriation Limit, and related actions.
a.AdoptResolutionNo.16-061establishingaspecialprojectbudgetforthePlanningand
CommunityDevelopment-CurrentPlanningandPublicWorksTrafficEngineeringPrograms
for costs related to Apple Pass Thru Revenues for Fiscal Year 2016-17
b.AdoptResolutionNo.16-062establishinganOperatingBudgetandCapitalBudgetfor
Fiscal Year 2016-17
c. Adopt Resolution No. 16-063 establishing an Appropriation Limit for Fiscal Year 2016-17
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
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CITY MANAGER’S OFFICE
CITY HALL
10 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3212 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: June 6, 2016
Subject
Public hearing to consider the Capital Improvement Plan (CIP); and a finding of
General Plan conformance; and the Recommended Budget for Fiscal Year 2016-17; and
the Adoption of the Recommended Budget; and Establishment of the Appropriation
Limit, and related actions.
Recommended Action
a. Adopt Resolution No. 16- establishing a special project budget for the
Planning and Community Development – Current Planning and Public Works
Traffic Engineering Programs for costs related to Apple Pass Thru Revenues for
Fiscal Year 2016-17
b. Adopt Resolution No. 16- establishing an Operating Budget and Capital
Budget for Fiscal Year 2016-17
c. Adopt Resolution No. 16- establishing an Appropriation Limit for Fiscal
Year 2016-17
Description
The California Government Code requires a Public Hearing be held prior to the
adoption of the City’s budget. The purpose of the public hearing is to provide an
opportunity for residents to voice their opinions on the City’s budget and the
appropriations limit. In prior years the budget hearing and adoption were held in
separate meetings. California Government Code permits the budget hearing and
adoption of budget to take place in the same meeting. Staff is recommending Council
do both at the same meeting for FY 2016-17. Council will first hold the public hearing
then after the public hearing is closed, move to consider budget adoption. In addition,
Article XIIIB of the California Constitution established appropriations limits on
government agencies within California. Originally established by Proposition 4 in 1979,
the appropriations limit places a maximum limit on the appropriations of tax proceeds
that can be made by the state, school districts, and local governments in California.
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Fiscal Impact
The Proposed Budget reflects a total City budget of $133.2 million, an increase of $14.7
million or 12.4% when compared to the FY 2015-16 Final Budget. The recommended
budget is summarized by fund and source of funding in the following table and pie
chart:
Fund Type Total Proposed
Expenditures
Total Proposed
Revenue
Net Balance & One
Time Funding
Required
General 77,216,705 79,004,004 1,787,299
Special Revenue 16,891,094 39,022,824 22,131,730
Debt Service 3,167,538 0 -3,167,538
Capital Projects 15,072,000 5,907,000 -9,165,000
Enterprise 10,312,537 7,517,700 -2,794,837
Internal Service 10,476,727 5,191,403 -5,285,324
Total $133,226,601 $136,642,931 $3,506,330
FY 2016-17 Recommended Budget by Fund
$133,226,601
General Fund
The General Fund is used to pay for core services such as public safety, parks and
recreation, planning and community development, streets and trees, and a host of other
vital services. The revenue used to pay for these services comes primarily from local
Special Revenue
16,891,094
13%
Debt Service
3,167,538
2%
Capital Projects
15,072,000
11%
Enterprise
10,312,537
8%
Internal Service
10,476,727
8%
General
77,216,705
58%
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taxes such as property tax and sales tax, franchise fees, charges for services, and a
variety of other discretionary sources.
As illustrated in the following chart, the majority of the General Fund supports costs for
public works, planning and community development, and law enforcement.
FY 2016-17 Recommended General Fund Budget by Department
$77,216,705
The Proposed Budget reflects a total City budget of $133.2 million, an increase of $14.7
million or 12.4% when compared to the FY 2015-16 Final Budget. The City’s General
Fund is recommended at $77.2 million, an increase of $9.6 million or 14.3% from the FY
2015-16 Adopted Budget. The General Fund is balanced through the use of General
Fund revenue of $79.0 million and is projected to end FY 2016-17 with approximately
$3.7 million dollars in unassigned fund balance that will be transferred to the Capital
Reserve per the Reserve and One Time Use Policy as part of the City’s year-end process.
The transfer is not reflected in the Proposed Budget.
General Fund Revenue
General Fund revenue is estimated at $79.0 million in the FY 2016-17 Proposed Budget
(excluding fund balance). This is an overall increase of $10.8 million (16%) when
compared to the FY 2015-16 Adopted Budget. It’s important to note that a large increase
in revenues ($12 million) is related to the revised CAP, which is offset by corresponding
expenditures. The local economic boom has driven strong gains in sales tax, property
tax, and transient occupancy tax revenues, which have partially been offset by decreases
Administration
5,379,564
7%Administrative services
4,681,655
6%
Community development
10,273,323
13%
Council and commissions
1,274,658
2%
Law enforcement
11,884,384
15%Non departmental
12,971,373
17%
Information Systems
924,006
1%
Public works
19,343,168
25%
Recreation services
10,484,573
14%
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in development-related fees and charges given the challenging political climate
surrounding development in the City.
The following table represents the total General Fund revenue:
GENERAL FUND REVENUE SUMMARY
FY 14-15 FY 15-16 FY 15-16 FY 16-17 Percent
REVENUES Actuals Adopted Estimate Proposed Change*
Sales Tax 21,750,534 20,360,000 22,000,000 22,440,000 10.2%
Property Tax 15,751,773 16,055,000 17,680,000 18,741,000 16.7%
Transient Occupancy 5,582,096 5,072,000 6,500,000 6,708,000 32.3%
Utility Tax 2,861,858 3,100,000 3,100,000 3,122,000 0.7%
Franchise Fees 2,849,991 2,800,000 2,800,000 2,900,000 3.6%
Other Taxes 1,812,664 1,400,000 1,400,000 1,600,000 14.3%
Licenses & Permits 3,170,446 6,171,000 3,000,000 2,499,000 -59.5%
Use of Money & Property 807,963 742,530 800,000 776,980 4.6%
Intergovernmental 831,781 600,000 600,000 230,500 -61.6%
Charges for Services 3,139,629 10,590,878 10,590,878 19,003,224 79.4%
Fines & Forfeitures 551,278 550,000 550,000 600,000 9.1%
Miscellaneous 24,395,123 720,895 550,000 383,300 -46.8%
TOTAL REVENUE 83,505,137 68,162,303 69,570,878 79,004,004 15.9%
General Fund – Fund Balance
The General Fund unassigned fund balance is projected to increase from the current
year estimate of $1.9 million to $3.7 million in FY 2016-17. As shown in the chart below,
the FY 2016-17 ending fund balance is estimated to be $33.1 million, or 6% higher than
the FY 2015-16 year end estimate. The increase in unassigned fund balance is due to
increases in revenue sources and decreases in expenditures mostly related to salary
savings, special projects and other financing uses.
The following table shows changes to fund balance for the general fund since the close
of FY 2014-15:
GENERAL FUND BALANCE
Classification FY 14-15 FY 15-16 FY 15-16 FY 16-17 Percent
Actual Final Estimate Proposed Change
Unassigned 11,301,702 10,442,537 1,905,680 3,692,979 94%
All other classification 30,549,577 22,831,064 29,360,396 29,360,396 0%
Total Fund Balance $41,851,279 $33,273,601 $31,266,076 $33,053,375 6%
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Special Revenue Funds
Special Revenue Funds are a fund type used to account for the proceeds of specific
revenue sources that are legally restricted to expenditures for specific purposes. Special
Revenue Funds account for 8% of the citywide expenditure budget. The largest Special
Revenue Fund is the one for streets, roads, and transportation. Other funds account for
storm drain management, affordable housing programs, and park development. The
proposed Budget for Special Revenue Funds for FY 2016-17 is $17 million, a decrease of
$3.9 million from FY 2015-16 Adopted Budget. The decrease is primarily due to a
decrease in capital project costs.
Budgets within the Special Revenue Funds are funded by $39 million in restricted
department revenue, and $5.9 million in transfers from the General Fund, bringing total
funding sources for the fund to $44.9 million. This will result in a projected increase to
fund balance of $27.9 million, most of which is from Below Market dollars from
developments within the City. The Special Revenue Funds are projected to end the year
with fund balances of $51.9 million.
Capital Projects Funds
The Capital Improvement Project Fund, Stevens Creek Corridor Park, and Capital
Reserve are currently in the Capital Projects Fund type category. This fund type is
typically used to account for financial resources that are used for the acquisition or
construction of major capital facilities or to provide facilities for City departments, and
are identified in the five-year Capital Improvement Program (CIP).
The proposed budget for the Capital Projects Funds for FY 2016-17 is $15 million,
comprised of $5.9 million in new capital projects and $9.2 million in transfers out to the
Special Revenue and Enterprise funds to fund capital projects. The $15 million total
budget is $6 million higher than FY 2015-16 final budget expenditures based on the cost
of the recommended capital projects.
Enterprise Funds
Enterprise Funds are set up for specific services that are funded directly by fees charged
for goods or services. Enterprise Funds consist of Resource Recovery for the solid waste
collection franchise, Blackberry Farm for the City-owned golf course, the Cupertino
Sports Center, and Recreation Programs for cultural, youth, teen, sports, and physical
recreation programs.
The proposed budget for Enterprise Funds for FY 2016-17 is $10.3 million, an increase of
$0.7 million from the FY 2015-16 Adopted Budget.
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Budgets within the Enterprise Funds are funded by $7.0 million in program revenue
and $1.8 in transfers from the General Fund. The Enterprise Funds also rely on $1.5
million of prior year fund balance, bringing total funding sources for the funds to $10.3
million. The Enterprise Funds are projected to begin the fiscal year with $7.8 million in
fund balances and are projected to end the year with fund balances of $6.3 million.
Internal Service Funds
Internal Service Funds are used for areas where goods or services are provided to other
City departments or governments on a cost-reimbursement basis. Internal Service
Funds include funds and programs for information technology, City Channel, website,
workers’ compensation, equipment, compensated absence, long-term disability, and
retiree medical insurance.
The proposed budget for the Internal Service Funds is $10.5 million, which is $2.1
million higher than the FY 2015-16 Final Budget. This increase is primarily attributed to
increased information technology costs and equipment, the purchase of several pieces
of replacement equipment and vehicles costs.
Budgets within Internal Service Funds are funded by $5.2 million in department
revenue, $2.6 from the General Fund, and $2.6 million from depreciation reserves
bringing total funding sources for the funds to $10.4 million.
STAFFING
Personnel Assumptions
Budgeted personnel expenditures factor in salary step increases for approximately 41%
of employees who have yet to reach the top step in their classification’s salary range.
Typically, a step increase is equivalent to a five percent increase in salary with a range
of five salary steps.
Personnel cost assumptions are completed at the employee level. Staff begins with
current salaries and adjusts for any anticipated changes in compensation and benefits
through the end of the current fiscal year, including anticipated salary step adjustments.
Then, benefit changes are added, which include retirement rate increases projected to
increase by 5% in 2016-17. This comprises base personnel costs. Applied to this base are
new position requests. A total of 185.75 positions are budgeted in FY 2016-17, an
increase of 3.0 positions.
No negotiated salary increases are assumed in the FY 2016-17 Proposed Budget. The
City is currently in negotiations with its two bargaining units and will likely be
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returning to Council in June to ratify new agreements. The budget will be adjusted for
any changes in compensation when the agreements are ratified.
A total of 185.75 positions are budgeted in FY 2016-17, up from 182.75 in FY 2015-16.
The positions being requested are summarized below:
Department(s) Classification Salaries Benefits Total Costs Funding
Source/Purpose
Recreation and
Community
Services
Special Programs
Coordinator
$64,472 $33,204 $97,676 General Fund and
Charges for Service
Public Works Asset Management
Technician
$80,235 $34,812 $115,047 General Fund for
continued
implementation of
Asset Management
Software
POSITIONS FUNDED BY THE
GENERAL FUND
$144,707 $68,016 $212,723
Information
Systems
IT Assistant $83,414 $36,929 $120,343 Information
Technology Fund to
decrease contract
expenses
POSITIONS FUNDED BY THE
INTERNAL SERVICE FUNDS
$83,414 $36,929 $120,343
ONGOING CHALLENGES
Revenue Volatility
The City’s revenue mix is heavily reliant on volatile business-to-business sales tax,
which makes up approximately 19% of the City’s annual General Fund revenues, down
from 21% a year ago. Business-to-business sales taxes are very sensitive to economic
fluctuations as evidenced by Cupertino’s experience during the dotcom bust from 2000-
2004. Our heavy reliance on the volatile high tech industry also makes us vulnerable.
The loss of one of our top three sales tax producers in FY 2013-14 only made the City
more reliant on a single tax producer, making us more vulnerable to its business
volatility.
Health Benefits
There is uncertainty around how the implementation of the Affordable Care Act (ACA)
will affect the City. Beginning in 2018, the so called “Cadillac Tax” will impose an excise
tax for any employer-sponsored health coverage whose value exceeds $10,200 per year
for individuals and $27,500 for families. A 40% excise tax will be imposed on the
amount that exceeds the predetermined thresholds. Some of the City’s current health
plans would fall under the definition of a Cadillac plan. While CalPERS has assured
cities its plans will remain under the Cadillac Tax level, the Federal Government is
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signaling that it may treat health reimbursement arrangements (HRAs) as a component
of healthcare coverage, which may have implications for Cupertino’s current health
benefit offerings.
Retirement Benefits
Significant investment losses experienced by CalPERS during the great recession
resulted in the overall funded status of the retirement system dropping to 60.0% for
public agencies. Given the recovery, the funded status has improved to 73% for public
agencies. The desired goal is 100% funded status, where assets on hand are equal to the
desired level of assets needed to pay pension benefits. After a thorough analysis,
CalPERS actuaries determined the retirement system was at significant risk of falling to
dangerously low funded status levels under existing actuarial policies.
This prompted the CalPERS Board to adopt revised actuarial policies that aim to return
the system to 100% funded level within 30 years. The new method includes changing
the asset smoothing period from 15 years to 5 years and paying gains and losses over a
fixed 30 year period with a 5-year ramp up at the beginning of the 30-year period and a
5-year ramp down at the end. The new method ramped up public agency retirement
contributions beginning in FY 2015-16. The CalPERS rate increase for FY 2016-17 is 5%,
with an expected additional increase of 5% thru FY 2017-18 : FY2019-2020 and 2% and
1% for the following 2 fiscal years. In addition to CalPERS actuarial methods, forecasted
increases could result from future asset returns, changing demographics, and salary
increases.
UNMET NEEDS
As the City prepared its FY 2016-17 Proposed Budget, some issues surfaced for which
funding had not yet been identified. These items include: Capital Improvement
Projects – Several Capital Projects as listed in the unfunded project section of the Capital
Improvement Plan (CIP). Current estimate for these unfunded projects is approximately
$17.6 million.
Budget Study Session
On May 17, 2016, the City Council held a Budget Study Session to review, in detail the
City Manager’s FY 2016-17 Recommended Budget. At the study session, Council
directed staff to come back with new or additional information on a variety of items.
Attachment D is a listing of these Council requests and staff responses.
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General Plan Consistency and Environmental Compliance of the Capital
Improvement Plan
State law and the Cupertino Municipal Code (Section 2.32.070.C) require the Planning
Commission to review the CIP for consistency with the City’s General Plan (General
Plan: Community Vision 2015 - 2040). At its May 10, 2016 meeting, the Planning
Commission considered and then made a finding that the Proposed Capital
Improvement Program is consistent with the General Plan.
City staff has independently studied the Proposed CIP and has determined that the CIP
is exempt from environmental review pursuant to the exemption in Title 14-California
Code of Regulations, §15061(b) (3), in that it can be seen with certainty that there is no
possibility that this CIP budget action will have a significant effect on the environment
due to the approval of the budget, and does not involve approval of any specific project
that may have a significant effect on the environment.
Each project of the Proposed CIP projects will be evaluated for the application of CEQA
to it and as applicable each project will conduct the appropriate level of environmental
analysis.
Prepared by: Kristina Alfaro, Director of Administrative Services
Approved for Submission by: David Brandt, City Manager
Attachments:
A: Draft Resolution – Pass thru revenue budget of City for fiscal year 2016-17
B: Draft Resolution – Operating and capital budget of City for fiscal year 2016-17
C: Draft Resolution – Appropriation limit for fiscal year 2016-17
D: Budget Study Session follow-up items
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Attachment A
RESOLUTION NO. 16-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING A PORTION OF THE OPERATING AND CAPITAL IMPROVEMENT
BUDGET FOR
FISCAL YEAR 2016-17 RELATED TO PASS-THROUGH REVENUES FOR THE APPLE
CAMPUS 2 PROJECT
WHEREAS, the orderly administration of municipal government is dependent
on the establishment of a sound fiscal policy of maintaining a proper ratio 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, has determined that estimated revenues and fund balances
are adequate to cover appropriations, and has recommended the allocation of monies
for specified program activities; and
WHEREAS, a portion of the Community Development and Public Works
Department budget for fiscal year 2016-17 budget involves “pass-through” revenues
paid to the City to cover the costs for various consultants needed on the Apple Campus
2 project, which have been included in the budget to provide transparency and
accountability.
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby
approve the following:
Section 1: That portion of the Planning and Community Development and
Public Works Departments budget for fiscal year 2016-17 reflecting pass-through
revenues paid to the City to cover consultant and expert costs associated with the Apple
Campus 2 project, as shown in more detail on Attachment A1, attached and
incorporated by reference.
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PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 6th day of June, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
Grace Schmidt, City Clerk Barry Chang, Mayor
City of Cupertino
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Attachment A1
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Attachment B
RESOLUTION NO. 16-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR
FISCAL YEAR 2016-17 BY RATIFYING THE ADEQUACY OF ESTIMATED
REVENUES AND FUND BALANCES IN EACH FUND TO COVER APPROPRIATED
MONIES, 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 ratio 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, has determined that estimated revenues and fund balances
are adequate to cover appropriations, and has recommended the allocation of monies
for specified program activities;
WHEREAS, the City has independently studied the proposed Capital
Improvements Program (CIP) and has determined that the CIP is exempt from
environmental review pursuant to the exemption in 14 Cal. Code Regs. §15601(b)(3) in
that it can be seen with certainty that there is no possibility that this action will have a
significant effect on the environment because approval of the CIP is a budgeting action,
and does not involve approval of any specific project that may have a significant effect
on the environment;
WHEREAS, the City Council, using its independent judgment, before taking
action on this Resolution, determines that the CIP is exempt from CEQA as stated
above;
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt
the following sections as a part of its fiscal policy:
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Section 1: The estimates of available fund balances and anticipated resources
to be received in each of the several funds during fiscal year 2016-17, as submitted by
the City Manager in his proposed budget and amended during the budget study
sessions, are sufficient to cover appropriations.
Section 2. There is appropriated from each of the several funds the sum of
money set forth as expenditures for the funds named in the Fiscal Year 2016-17
Proposed Budget Financial Overview by Fund (Attachment B1), as amended during the
budget sessions, and stated 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
carry over, from the prior fiscal year, unexpended appropriations for Capital
Improvement projects.
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 6th day of June, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
283
Grace Schmidt, City Clerk Barry Chang, Mayor
City of Cupertino
284
Attachment B1
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Attachment C
RESOLUTION NO. 16-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ESTABLISHING AND ADOPTING THE APPROPRIATION
LIMIT FOR FISCAL YEAR 2016-17
WHEREAS, the State of California has adopted legislation requiring local
jurisdictions to calculate their appropriation limits in complying with Article XIII B; and
WHEREAS, said limits are determined by a formula based upon change in
population, (city or county), combined with either the change in inflation (California
per capita income) or the change in the local assessment roll due to local nonresidential
construction; and
WHEREAS, the local governing body is required to set an appropriation limit by
adoption of a resolution; and
WHEREAS, the city/county population percentage change over the prior year is
.25% /1.26% respectively, and the California per capita personal income change is
5.37%.
In computing the 2016-17 limit, the City Council has elected to use the county
population percentage change along with the California per capita income change, but
the Council has a right to use the non-residential assessed valuation percentage change
when the figure is available.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
Cupertino hereby approves a 2016-17 fiscal appropriation limit of $91,867,014.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 6th day of June, 2016, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
______
Grace Schmidt, City Clerk Barry Chang, Mayor
City of Cupertino
286
Attachment D
Budget Follow Up Items
1. Spreadsheet reflecting the City’s contribution to school districts, any grants
involved, and the Net benefit.
2. Estimates for the additional work at City Hall (i.e. - sprinkler repair).
3. A breakout of the increases in Contract costs (i.e. – Sheriff, outside council).
4. 16-17 GANN Limit Appropriation #.
5. Updated spreadsheet on Festival requests.
287
Attachment D
Budget Follow Up Items
1. Spreadsheet reflecting the City’s contribution to school districts, any grants
involved, and the Net benefit.
Sevices Provided to/at Cupertino Schools (FY 15-16)
School District Service Location of ServiceCost RevenueNet Cost
Cupertino Union School District Maintain nine school sites in
Cupertino in exchange for field
access to program activities during
non-school hours
Hyde, Kennedy, Collins,
Eaton, Lincoln, Regnart,
Faria, Stevens Creek and
Garden Gate
$ 769,372 $ 180,000 $ 589,372
Cupertino Union School District Noontime Program: Activities for
students at Cupertino elementary
schools during lunch
3-12 school sites in
Cupertino, depending on the
school year
$ 34,600 $ - $ 34,600
Cupertino Union School DistrictCreek tours for 3rd graders McClellan Ranch $ 12,000 $ - $ 12,000
Cupertino Union School District Before/After School Program:
drawing, chess, mad science, guitar,
common core classes
13 elementary schools sites $ 110,000 $ 110,000 $ -
Fremont Union High SchoolEnrichment Classes for 529
students
All 5 High schools in district $ 72,046 $ 72,046 $ -
Fremont Union High SchoolOutdoor Education McClellan Ranch $ 2,250 $ - $ 2,250
DeAnza College Environmental Studies field trips
and classes
McClellan Ranch $ 600 $ - $ 600
Fremont Union High SchoolSchool Resource Officers (1.6 FTE)Cupertino, Homestead and
Monta Vista
$ 447,864 $ - $ 447,864
Fremont Union High School Truancy/Probation Consultant for
at-risk students
Cupertino, Homestead and
Monta Vista
$ 50,000 $ - $ 50,000
Fremont Union High SchoolTeen Academy Cupertino, Homestead and
Monta Vista
$ 20,000 $ - $ 20,000
Fremont Union High SchoolEvery 15 minute program Cupertino, Homestead and
Monta Vista
$ 6,000 $ - $ 6,000
All Safe Routes to School Lincoln and Sedgwick
Elementary, Kennedy and
Hyde Middle, and Monta
Vista and Cupertino High
$ 115,603 $ - $ 115,603
All Walk One Week Activity 4 elementary schools, 2
middle schools, and 2 high
schools
$ 8,000 $ - $ 8,000
Fremont Union High SchoolTournament of Bands Cupertino High School 1,185$ $ - $ 1,185
TOTAL 1,649,520$ 362,046$ 1,287,474$
288
Attachment D
Budget Follow Up Items
2. Estimates for the additional work at City Hall (i.e. - sprinkler repair).
Ongoing Reliability of City Hall Infrastructure
As previously reported, several systems at City Hall are in various states of failure
and/or inadequacy. Last summer the emergency electrical generator failed during a
power outage leaving the building without power. The only option available to restore
confidence with the 50+ year old generator is full replacement. Due to the access
restrictions of replacing a basement located generator and new building code
requirements, the expected cost to replace the generator would be $400k - $600k. In lieu
of this expensive replacement staff has made repairs to the generator and removed
electrical loads off of emergency power. As a result, several critical systems (including
one chiller) are no longer on emergency power. Depending on environmental
conditions and the duration of the outage, both the room used as an EOC and the
building as a whole may not be able to support staff due to heat related health and
safety regulations. Day to day operations have also been affected as many new electrical
loads to the building cannot be accommodated and a policy is being developed to limit
personal devices that consume over a certain amount of amps. These restrictions may
hinder the implementation of technology hardware in the future.
A separate and unrelated issue surfaced last month when it was discovered during a
required annual inspection of the fire sprinkler system that the system has significant
corrosion within the water lines and a failed post indicator valve. An initial estimate of
$82k was received to replace a segment of water line, the valve and to flush the system.
It is unknown if this work will fully restore and allow the system to be re-certified.
Obviously, this is a safety issue that must be resolved. A $366k estimate was received to
completely replace the system. Due to damage to ceilings and various finishes that
would occur as a result of this work, replacing the system could be as high as $400-
$450K.
289
Attachment D
Budget Follow Up Items
3. A breakout of the increases in Contract costs (i.e. – Sheriff, outside council).
Category and Description Increased $
Contract Services
BMR Consultants $3.6
IT Consultants 0.6
Sheriff Contract 0.7
Tipping Fees and Video and Clean Storm Drain
System 0.9
Total Contract Services $5.9
290
Attachment D
Budget Follow Up Items
4. 16-17 GANN Limit Appropriation #
Year
Ended
Beginning Higher of population
factor
Per capita Ending
6/30 Limit County City Income Limit
2014 75,844,981 1.0157 1.0117 1.0512 80,979,978
2015 80,979,978 1.0150 1.0062 0.9977 82,005,630
2016 82,005,630 1.0113 0.9996 1.0382 86,100,307
2017 86,100,307 1.0126 1.0025 1.0537 91,867,014
291
Attachment D
Budget Follow Up Items
5. Updated spreadsheet on Festival requests.
Festival Facility UsageP&R Staff CostsPW Staff CostsSheriffMisc. CostsTotal
Cherry Blossom (two-day)$11,097.50$594.00$3,780.00$3,180.96 $19,468.46
World Journal (one-day)- ESTIMATED $1,273.75 $0.00$396.00$0.00 $1,669.75
Kids 'N Fun Festival (one-day)- ESTIMATED $2,582.50$208.50$1,890.00$1,558.02 $6,239.02
Fall Festival (one-day)- ESTIMATED $3,142.50 $296.75$1,890.00$867.75 $6,197.00
Diwali (one-day)- ESTIMATED $3,970.00$242.25 N/A$1,320.07 $5,532.32
Veteran's Day (one-day)- ESTIMATED N/A$170.00 $697.50 $867.50
Super Heroes 5k (one-day) - ESTIMATED $2,000.00$286.00$2,250.00$0.00 $4,536.00
Iranian Federated Women's Club $600.00 $600.00
Costs for 2016 Events $45,110.05
292
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1744 Name:
Status:Type:Ordinances and Action Items Agenda Ready
File created:In control:5/31/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Receive the Certification of Sufficiency for the Vallco Town Center Specific Plan Initiative
petition submitted by proponents Vicky Tsai and Judy Wilson and provide direction
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Certification
Action ByDate Action ResultVer.
City Council6/6/20161
Subject:ReceivetheCertificationofSufficiencyfortheVallcoTownCenterSpecificPlan
Initiative petition submitted by proponents Vicky Tsai and Judy Wilson and provide direction
ReceivetheCertificationofSufficiencyfortheVallcoTownCenterSpecificPlanInitiative
petitionsubmittedbyproponentsVickyTsaiandJudyWilsonandprovidedirection;defera
decisiononwhethertoplacethemeasureontheNovember8,2016ballotuntilafterthe9212
Report on the Initiative is completed
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
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OFFICE OF THE CITY CLERK
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3223 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: June 6, 2016
Subject
Receive the Certification of Sufficiency for the Vallco Town Center Specific Plan Initiative
petition submitted by proponents Vicky Tsai and Judy Wilson and provide direction.
Recommended Action
Receive the Certification of Sufficiency for the Vallco Town Center Specific Plan Initiative
petition submitted by proponents Vicky Tsai and Judy Wilson and provide direction;
defer a decision on whether to place the measure on the November 8, 2016 ballot until
after the 9212 Report on the Initiative is completed.
Discussion
On May 4, 2016, the proponents filed a signed “Initiative adopting the Vallco Town
Center Specific Plan to (1) provide that the Vallco Shopping District Special Area contains
a mixture of residential, office, retail, civic and education uses; (2) require any
development to fund or provide community benefits such as transit, schools, a green
roof, and recycled water; and (3) grant the property owner initial entitlements to develop
in accordance with the Initiative and establish a process for future approvals; and
making related amendments to Cupertino’s General Plan and Municipal Code.”
The Santa Clara County Registrar of Voters examined the signatures for verification
pursuant to the Elections Code and has certified the results as follows:
Raw Signatures: 3,679
Percent Examined 100%
Signatures Valid 2,912
Required Number of Signatures:
Total Voters: 24,753
10% (Regular Election) 2,475
15% (Special Elect ion) 3,712
The complete Registrar’s Certification of Sufficiency (Certification) is attached to this
staff report as Attachment A. The Certification indicates that the proponents have
submitted a sufficient number of valid signatures to qualify the measure for placement
on the ballot at the City’s next regular election, which is the November 8, 2016, general
election.
294
Where a proposed initiative measure contains sufficient signatures to qualify for a
regular election, the City Council has three options. It can: (1) adopt the initiative
exactly as proposed, either at the regular meeting at which the certification of the
signatures is presented, or within ten days after the certification is presented; (2) submit
the initiative exactly as proposed, to the voters at the City’s next regularly scheduled
election; or (3) order a report pursuant to Elections Code section 9212 (or await
completion of a previously ordered report), and “when the report is presented” take
one of the first two steps.
On March 31, 2016, Council adopted a resolution ordering preparation of the 9212
Report no later than the latest date authorized by Elections Code section 9212(b). The
Report is due 30 days after the Certification of Sufficiency, or July 6, 2016. The time
authorized by Council is necessary to ensure that the report is not only comprehensive,
but also accurate. Staff recommends that the City Council receive the Report at its
July 5 regular meeting and decide whether to adopt the Initiative or order it
placed on the November 8, 2016 ballot at that time.
Sustainability Impact
No sustainability impact
Fiscal Impact
The City's next General Municipal Election will be held on November 8, 2016. The
cost of a consolidated election to include this Initiative is estimated at $34,000 for the
base cost for City Council vacancies plus an additional $35,350 per ballot measur e.
Prepared by: Grace Schmidt, City Clerk
Approved for Submission by: David Brandt, City Manager
Attachments:
A – Certification
295
County of Santa Clara
Registrar of Voters
1555 Berger Drive, Bldg. 2
San Jose, CA 951 l2
Mailing Address: P.O. Box 6l 1360, Sân Jose, CA 95161-1360
(408) 299-VOTE (8683) 866-430-VOTE (8683) FAX: (408) 998-7314
M.sccvote.org
May 31 ,2016
Ms.Grace Schmidt
City Clerk
City of Cupertino
10300 Torre Ave.
Cupertino, CA 95014
RE: "lnitiative adopting the Vallco Town Center Specific Plan to (1) provide that the Vallco
Shopping District SpecialArea ("Area") contains a mixture of residential, office, retail, civic and
education uses; (2) require any development to fund or provide community benefits such as
transit, schools, a green roof and recycled water; and (3) grant the property ownder intial
entitlements to develop in accordance with the lnitiative and establish a process for future
approvals; and making related amendments to Cupertino's General Plan and Municipal Code."
Dear Ms.Schmidt,
The initiative petition submitted to our office on May 4, 2016, contained 3,679 signatures.
Based on the registered voters in the City of Cupertino as of the last report of registration to the
Secretary of State (Election Code Section2187) the petition needs 2,475 valid signatures to
pass.
Your jurisdiction requested that the Registrar of Voters examine and verify each signature filed.
The Registrar of Voters verified all 10oo/o of the signaures filed in accordance with Election Code
Section 9114, within 30 days from the date of filing of the petition, excluding Saturdays,
Sundays, and holidays, and from the records of registration ascertain whether or not the petition
is signed by the requisite number of voters.
The verification results of 100% of the signatures submitted found 2,912 signatures were valid.
Your jurisdiction required2,475, therefore the petitions is sufficient.
lf you have any questions concerning this matter, please feel free to contact me at (408) 282-
3009.
Sincerely,*
ia Saenz
Voter Registration Division
County of Santa Clara
ms:local jur ltr req 100 results
Board ofSupervisors: Mike Wasserman, George Shirakawa, Dave Cortese, Ken Yeager, Liz Kniss
County Dxecutive: Jeffrey V. Smith e
296
Santa Clara County
Registrar of Voters
CLERK'S CERTIFICATE TO INITIATIVE PET¡TION
l, SHANNON BUSHEY, Registrar of Voters of the County of Santa Clara, State of California,
hereby certify:
That the "lnitiative adopting the Vallco Town Center Specific Plan to (l) provide that the
Vallco Shopping District Special Area ("Area") contains a mixture of residential, office,
reta¡|, civic and education uses; (2) require any development to fund or provide
communit¡r benefits such as transit, schools, a green roof and recycled water; and (3)
grant the property ownder intial entitlements to develop in accordance with the lnitiaiive
and establish a process for future approvals; and making related amendments to
Cupertino's General Plan and MunicipalCode" lnitiative measure has been filed with this
office on May 4,2016.
That said petition consists of 147 sections;
That each section contains signatures purporting to be the signatures of qualified electors of this
county;
That attached to thís petition at the time it was filed was an affidavit purporting to be the affidavit
of the person who solicited the signatures, and containing the dates between which the
purported qualified electors signed this petition;
That the affiant stated his or her own qualification, that he or she had solicited the signatures
upon that section, that all of the signatures were made in his or her presence, and thãt to the
best of his or her knowledge and belief each signature to that section was the genuine signature
of the person whose name it purports to be;
That after the proponent filed this petition I verified the required number of signatures by
examining the records of registration in this county, current and in effect at the respectiúe
purportive dates of such of signing, to determine what number of qualified electors signed the
petition, and from that examination I have determined the following facts regarding this petition:
1
2
Number of unverified signatures filed by proponent
Number of signatures verified
3.679
3.679
a. Number of signatures found SUFFICIENT 2.912
b. Number of signatures found NOT SUFFICIENT T6T
1. NOT SUFFTCTENT because DUPLICATE 20
lN WITNESS WHEREOF, I have hereunto set my hand and affixed my official sealthis
31't day of May 2016.
Shannon Bushey
Registrar of Votqrs
By:
JOBD36
Deputy
297
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:116-1376 Name:
Status:Type:Reports by Council and Staff Agenda Ready
File created:In control:1/14/2016 City Council
On agenda:Final action:6/6/2016
Title:Subject: Report on Committee assignments and general comments
Sponsors:
Indexes:
Code sections:
Attachments:
Action ByDate Action ResultVer.
City Council6/6/20161
Subject: Report on Committee assignments and general comments
Report on Committee assignments and general comments
CITY OF CUPERTINO Printed on 6/1/2016Page 1 of 1
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